This study of implementing California Assembly Bill 1460, or mandatory Ethnic Studies (ES) in the California State University System (CSU), investigates the leadership decisions made within a set of self-governing campuses with varied institutional resources and responsibilities. This research uses an Oral History methodology, which situates…

Higher education institutions in Portugal, as in many developed countries, have undergone deep transformations affecting their organisational structures and professionals. These reforms framed by new public management are said to induce changes in the traditional jurisdictional field of the academic profession with the administrative power being…

Research-practice partnerships (RPPs) offer promising approaches to improve educational outcomes. Navigating boundaries between contexts is essential for RPP effectiveness, yet much work remains to establish a conceptual framework of boundary spanning in partnerships. Our longitudinal comparative case study draws from our experiences as graduate…

This study recons the need for research on effective role of followership in mentoring a leader to set pattern or direction for leader. A reinvented concept of leader being a team man needs active participation from followers in changing business dynamics. The sample consisting of middle level management having leader (heads/supervisors from…

A small but growing literature examines the contribution of colleges, universities, and the higher education system itself to ongoing inequities experienced by college students from marginalized backgrounds. In particular, although institutional culture is an essential factor in the success of institutional change efforts, few studies have…

We are all part of different communities of practice (Wenger, 1998) that impact who it is possible for us to be and become. Through the process of self-study described in this paper, we seek to understand our personal experiences within a particular teacher education program, but also offer insight into the social and political complexities of…

Today's universities are, accordingly to Clark's entrepreneurial model, sustained by managerialism, whereas collegialism may remain in contrast or work in a different way. More recent literature suggests the clash such as the potential for coexistence between managerialism and collegialism. The study analyses data from a survey of 26 universities…

Previous qualitative studies show that when the formal organization of a school and patterns of informal interaction are aligned, faculty and leaders in a school are better able to coordinate instructional change. This article combines social network analysis with interview data to analyze how well the formal and informal aspects of a school's…

In leading the construction of knowledge in educational organisations, what is in the mix? "People . . . Power . . . Culture/Curriculum" all of which are located in particular contexts which lead, through people's interactions with them, to the construction of knowledge. In this article, the author outlines and deconstructs each of these factors.…

In order to use power, human resources development practitioners must first differentiate it from authority and understand its purpose. The three keys to power are engineering collaboration, brokering knowledge, and managing consequences. (SK)

A case study of automation in the British baking industry illustrates several perspectives: (1) technological change as inevitable due to external market forces; (2) selection and implementation of technology as an outcome of strategic choices; and (3) awareness of the need for change as part of a political process in which choices are made among…

While the humanization of organizations has long been a goal of organizational psychologists, it is not as easily achieved as its advocates have wished. In humanized organizations, members are treated justly, are engaged in meaningful work, encouraged to develop their potential, and are treated as ends rather than as means. That these ideals have…

This paper presents a model of how organizations adapt to the uncertainty in their environment by making changes in the way they structure themselves for decisionmaking. The research reported here indicates that it is not just a single change in organizational structure, but rather a shifting between a more rigid and more flexible decision…

Institutions of higher education have outgrown their traditional organizational structure and greater influence and personal contact must be promoted between student-faculty-administration representatives. (Editor/IR)