Sustainable research culture is impetus for the realization of educational institution's mission and vision. Academic leaders such as president, dean, and research director must act into power and think of strategy and programs so that their faculty members will be inspired to conduct research and publication. This study aims to discover the best…

University middle leaders play a significant role in change management. While research examines the outcomes of change management, far less attention has been paid to how middle leaders develop agency and negotiate their identities in achieving these outcomes. This study presents the cases of two middle leaders in Shanghai enacting a curriculum…

What is it that teacher-educators "do"? This paper draws on interview data with Deans/Heads of Schools of Education in the Australian context to explore this question by asking: How is the teacher-educator produced as a category of academic worker? Using critical approaches to discourse analysis, the paper presents two interlocked…

Over the past decade, community engagement has emerged as an important priority among many colleges and universities. This study employs a multi-case study design to examine boundary spanning practices of research universities that have adopted a community engagement agenda. A model is advanced to conceptualize spanning behaviors and to inform…

Indiana University-Purdue University Indianapolis (IUPUI) has undertaken numerous initiatives over the past fifteen years that have contributed to the development, clarification, and increased understanding of civic engagement and its related components. This case study demonstrates how advancing the public purposes of higher education requires…

In this article the author discusses the communicative encounters--oral and written--between members of two discourse communities--human resources (HR) and faculty--housed within an urban university in the Northeast. The author focuses on one individual's attempts to articulate and impose a component of her community's implicit rules for behavior…