CHI TIẾT NGHIÊN CỨU …

Tiêu đề

Shared governance and the sustainable college

Tác giả

Kurland N.B.

Năm xuất bản

2014

Source title

International Journal of Sustainability in Higher Education

Số trích dẫn

9

DOI

10.1108/IJSHE-01-2013-0007

Liên kết

https://www.scopus.com/inward/record.uri?eid=2-s2.0-84890332603&doi=10.1108%2fIJSHE-01-2013-0007&partnerID=40&md5=e37b82eb28d76171c23473974a07f086

Tóm tắt

Purpose: This project aims to examine interpersonal interactions at the committee level that lead to shared governance of a college's environmental responsibilities. It demonstrates the important role shared governance plays in integrating sustainability into a liberal arts college. Design/methodology/approach: This paper combines participant observation and case study techniques. From September 2010 to October 2012, the author participated in 46 meetings and conducted 14 interviews with key informants. Findings: Key challenges to efficiency and effectiveness of the shared governance process differ depending on whether the committee was involved in visioning or validation work. Key drivers included mid-level leadership, a commitment to the mandate, and a willingness to engage in an ongoing process of shared understanding. Research limitations/implications: This study's findings are limited insofar as inaccuracies may arise due to respondents' poor recall, the interviewer's questions, if the interviewee gives the interviewer what she wants to hear, and if events observed may have proceeded differently because it was being observed. Practical implications: This study provides insight into the process of change leading up to implementation of sustainability practices. It highlights strategic and value convergence, provides a clear example of mid-level leadership driving change through an emergent process, and which required commitment to the original mandate, the ongoing ability to create shared understanding, and the ability of faculty and administrators to move from independent to consultative action. Originality/value: Sustainability in higher education often begins with shared governance in a committee. However, little research on shared governance exists at the committee level, and none focuses on the unique challenge of systemic change for sustainability. This project begins to fill that gap. © Emerald Group Publishing Limited.

Từ khóa

Case study; Green college; Higher education; Mid-level leadership; Shared governance; Sustainability

Tài liệu tham khảo

Barlett P., Chase G., Sustainability on Campus: Stories and Strategies for Change, (2004); Bensimon E.M., Neumann A., Redesigning Collegiate Leadership: Teams and Teamwork in Higher Education, (1993); Berg B.L., Qualitative Research Methods for the Social Sciences, (2009); Birnbaum R., How Academic Leadership Works: Understanding Success and Failure in the College Presidency, (1992); Birnbaum R., The End of Shared Governance: Looking Ahead Or Looking Back, (2003); Bolman L.G., Deal T.E., Reframing Organizations: Artistry, Choice, and Leadership, (1991); Breen S.D., The mixed blessing of campus sustainability, PS: Political Science and Politics, 43, pp. 685-690, (2010); Brinkhurst M., Rose P., Maurice G., Ackerman J.D., Achieving campus sustainability: Top-down, bottom-up, or neither?, International Journal of Sustainability in Higher Education, 12, 4, pp. 338-354, (2011); Creswell J.W., Qualitative Inquiry and Research Design: Choosing Among Five Traditions, (1998); Davis J.R., Davis A.B., Effective Training Strategies, (1998); Fayol H., General and Industrial Management, (1916); Ferren A.S., Stanton W.W., Leadership Through Collaboration: The Role of the Chief Academic Officer, (2004); Finlay J., Massey J., Eco-campus: Applying the ecocity model to develop green university and college campuses, International Journal of Sustainability in Higher Education, 13, 2, pp. 150-165, (2011); Hardy C., Putting power into university academic governance, Higher Education: Handbook of Theory and Research, 6, (1990); Hartley M., The promise and peril of parallel governance structures, American Behavioral Scientist, 46, pp. 923-945, (2003); Jahiel A.R., Harper R.G., The green task force: Facing the challenges to environmental stewardship at a small liberal arts college, Sustainability on Campus: Stories and Strategies for Change, pp. 49-66, (2004); James M., Card K., Factors contributing to institutions achieving environmental sustainability, International Journal of Sustainability in Higher Education, 13, 2, pp. 166-176, (2011); Jenkins S., The development of (college's) environmental consciousness, (2010); Kemp R., Loorbach D., Rotmans J., Transition management as a model for managing processes of co-evolution towards sustainable development, The International Journal of Sustainable Development and World Ecology, 14, 1, pp. 78-91, (2007); Kezar A., Understanding and Facilitating Organizational Change in the 21st Century, (2001); Kezar A., Eckel P.D., Meeting today's governance challenges: A synthesis of the literature and examination of a future agenda for scholarship, The Journal of Higher Education, 75, 4, pp. 371-399, (2004); Kezar A., Lester J., Organizing Higher Education for Collaboration: A Guide for Campus Leaders, (2009); Kezar A., Carducci R.C., Contreraas-McGavin M., Rethinking the "I" Word in Higher Education: The Revolution of Research in Leadership, (2006); Kotter J., Power and Influence: Beyond Formal Authority, (1985); Kotter J., Leading Change, (1996); Martin J., Samels J.E., The Sustainable University: Green Goals and New Challenges for Higher Education Leaders, (2012); Miles M.B., Huberman A.M., Qualitative Data Analysis, (1994); Mortimer K., McConnell T., Sharing Authority Effectively, (1979); Schuster J., Smith D., Corak K., Yamada M., Strategic Academic Governance: How to Make Big Decisions Better, (1994); Senge P.M., The Fifth Discipline: The Art and Practice of the Learning Organization, (1990); Senge P.M., Kleiner A., Roberts C., Ross R., Smith B., The Fifth Discipline Fieldbook, (1994); Sharp L., Higher education: The quest for the sustainable campus, Sustainability: Science, Practice, and Policy, 5, pp. 1-8, (2009); Sharp L., Shea C., Institutionalizing sustainability: Achieving transformations from the inside, The Sustainable University: Green Goals and New Challenges for Higher Education Leaders, pp. 63-82, (2012); Shriberg M., Sustainability in US higher education: Organizational factors influencing campus environmental performance and leadership, (2002); Stephens J.C., Hernandez M.E., Roman M., Graham A.C., Scholz R.W., Higher education as a change agent for sustainability in different cultures and contexts, International Journal of Sustainability in Higher Education, 9, 3, pp. 317-388, (2008); van de Ven A., Poole M.S., Explaining development and change in organizations, Academy of Management Review, 20, 3, pp. 510-540, (1995); Walton J., Matson L., Measuring campus sustainability performance: Implementing the first sustainability tracking, assessment, and rating system (STARS), The Sustainable University: Green Goals and New Challenges for Higher Education Leaders, pp. 49-62, (2012); Whetten D., Cameron K., Developing Management Skills, (2006); Williams D., Gore W., Broches C., Lostoski C., One faculty's perception of its governance role, The Journal of Higher Education, 58, 6, pp. 629-657, (1987); Dunphy D., Griffiths A., Benn S., Organizational Change for Corporate Sustainability: A Guide for Leaders and Change Agents of the Future, (2007); Kurland N.B., Evolution of a campus sustainability network: A case study in organizational change, International Journal of Sustainability in Higher Education, 12, 4, pp. 395-429, (2011); Posner B.G., One CEO's trip from dismissive to convinced, MIT Sloan Management Review, 51, 1, pp. 47-51, (2009); Register R., Ecocities: Rebuilding Cities in Balance with Nature, (2006); Schein E., The learning leader as cultural manager, Organizational Cultural and Leadership: A Dynamic View, pp. 374-392, (1984); Wright T.S.A., Definitions and frameworks for environmental sustainability in higher education, Higher Education Policy, 15, pp. 105-120, (2002); Yin R.K., Case Study Research: Design and Methods, (2007)

Nơi xuất bản

Hình thức xuất bản

Article

Open Access

Nguồn

Scopus