This chapter reviews discourses about "senior" and retired faculty. These discourses suggest a deficit or burden-based view that shapes the values and practices of faculty and department chairs. Yet retired faculty can be valuable resources and help with teaching, service, and research. A process for changing departmental views to create…

This chapter synthesizes the previous chapters to offer to readers practical recommendations for navigating IP issues, including resources and advice for faculty and administrations to engage in more equitable discussions about the rights of faculty and the interests of the public good.

This chapter explores how contingent faculty address the issue of work and family and demonstrates the importance of understanding the diversity of contingent faculty experiences and of underemployment rather than notions of the ideal worker to explain their work lives.

This chapter explores the ways faculty and staff work with students to support their activism as well as the way students tap faculty and staff to support their movements.

This chapter provides an overview of the literature on organizational learning and the learning organization, sets out key concepts in each area, and reviews the way that organizational learning and the learning organization have been applied within higher education.

Instead of the traditional view of learning as acquiring cognitive knowledge or data, the author argues for a broader notion of knowledge that includes emotions, values, intuition, and creativity.

This introductory monograph in this volume on research and practice in higher education reports a study that examined perspectives (shared, differing, or divergent) of practitioners and researchers on higher education literature. The study found these groups had noticeably different viewpoints. However, results suggest that both researchers and…

Discusses the value of institutional reading groups as vehicles for engaging faculty in the body of higher education literature and encouraging the use of research in decision making. Suggests these groups are an effective and efficient strategy for assimilating large amounts of complex information, fostering new knowledge, and sparking campus-…

Summarizes results of a national study of academic and student affairs that examined reasons for collaboration, number of institutions engaged in partnerships and types of collaboration, successful approaches, and barriers to and facilitators of collaboration. (EV)

Reviews three prominent process change models--Kuh's seamless change, planned change, and restructuring--that have been advocated for creating a seamless learning environment. Also discusses whether results from an empirical research study support that these models aid in establishing collaboration. Offers a model for successfully creating…

Changing structures may be a less important factor in creating an effective approach to governance than leadership, relationships, and trust.