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The percentage of international faculty members at Korean universities peaked in 2013 and has been decreasing since, suggesting that Korean universities have a problem with international faculty member retention. This study investigates whether international faculty members' intention to leave is associated with their degree of acculturation. Results are based on analyses of data from 325 international faculty members with doctorates working at Korean universities nationwide. Regression analyses reveal that acculturation, work-related conditions (salary, workload, workplace climate) and mobility-related motivational factors (job market in home country, interest in Korea) explain international faculty members' intention to leave. A 'cultural advantage' (ethnically Korean or living with a Korean spouse) is not a significant predictor of intention to leave. Suggestions to support international faculty members, and to help bring about synergistic organizational change are ventured in the hopes of bolstering retention at Korean universities going forward.

In this article we share our learning experiences on the organizational design barriers we perceived to have encountered with scenario planning in higher education for program development. Our perceived barriers discussed include misalignment of culture and change intervention; constructing organizational reality and meaning making; knowledge creation and transfer of knowledge; and short term versus long term outcomes. Our retrospective analysis contributes to the understanding of the complexity of change in higher education and adds to the knowledge base on using scenario planning in a bureaucratic, hierarchical context. Our experiences are incongruent with implicit assumptions that scenario planning can be used in any context (Balarezo et al., 2017), and illustrate some important constraints to consider before using this type of forward-thinking intervention. We provide recommendations for using scenario planning and for transformational change in higher education. These changes have implications for more creative, future-oriented educational planning processes for improving higher education teaching and learning experiences.

The need for educators to utilize culturally responsive pedagogy to support culturally and linguistically diverse (CLD) student populations is critical. This research examines the formation of teacher candidates' culturally responsive teaching self-efficacy (CRTSE) and attributional beliefs for teaching CLD learners. Findings inform existing research on teachers' CRTSE beliefs and attributional development as we identify areas for improving educator preparation programs (EPP) and discuss recommendations for transformative institutional change aligned with the Association of Teacher Educators (ATE) teaching standards, which support the need for EPPs to develop teacher candidates' capacity to create inclusive learning opportunities for culturally, socially, and linguistically diverse students. This research also contributes to this professional literature by examining the formation of teacher candidates' CRTSE and attributional beliefs for teaching CLD learners and identifies areas of improvement regarding social justice principles and the application of cultural competence in EPP coursework and practicum experiences.

Drawing on perspectives from top state-regional universities' authorities (known as "rectors") and public statistics on higher education, we discuss the sources of regional inequality in the Chilean university system. While there is scarce research on regional inequality for Chilean higher education, it is a well-recognized concern within global debates. In this study, the testimonies of rectors link perceptions of regional inequality to the historic, political, and managerial dimensions that have determined their institutions' development. As the problem of regional inequality stems from a tradition of political centralization, the neoliberal transformations, imposed since 1981, were singled out by the rectors for institutionalizing patterns of marketization that reinforced "inequalities of origin" for state-regional universities. Since the 2000s, trends of massification, regulation, and student protests reshaped higher education, leading to sectorial reform in 2018. However, competitive disadvantages are seen to continue to hinder the public role of state-regional universities. Institutional development strategies emerged, under the direction of rectors, to compensate for such inequalities, differentiating between winners and losers of neoliberal higher education. This article characterizes the modes of reproduction and overcoming of regional inequalities among state universities under neoliberal policy.

When it comes to equity and access through culturally proficient practices, what schools intend to do versus what they actually do can be incongruous by defaulting to traditional accountability metrics over change and innovation. Utilizing the Conceptual Framework for Culturally Proficient Practices, the purpose of this study was to investigate formal and nonformal educational leaders' perceptions regarding the barriers and next steps of Cultural Proficiency implementation following a 10-day Cultural Proficiency training. Findings indicated variations based on individual identity, position in the school system, and external socio-political factors that influence how individuals perceive the implementation, advancement, and/or limitations of Cultural Proficiency work.

School leaders have a significant impact on student outcomes; however, there has been a shift from viewing school leadership as the actions of an individual, to seeing leadership as a collaborative endeavour, including in Aotearoa New Zealand. The traditional heroic model of leadership is making way for a new leadership paradigm which considers leadership as the actions of many rather than the few and promotes the construct of distributed leadership. This research study, using an interpretive qualitative design, focused on the experiences of secondary school principals in their attempts to distribute leadership. Moreover, the study aimed to connect principal's interpretations of distributed leadership with their practice of the construct. The findings highlight the challenges in defining and enacting distributed leadership. Nine recommendations for principals who are considering distributed leadership as a tool for effectively distributing leadership and improving student outcomes are presented. These are designed to provide principals with a starting point when considering distributed leadership and to stimulate further discussion on the topic.

This paper analyses Sol Plaatje University's (SPU) progress on increased research activities. The paper employs bibliometric analysis review method to demonstrate the university's transition from being a predominantly teaching-focused to a more research-oriented institution. A novel, data-driven methodology is also adopted in this paper, to identify and examine SPU's research niche through publications. This paper's data were collected from the Scopus and Web of Science databases. The paper's findings reveal that there was an overall significant increase in research outputs, observable on yearly basis for a decade (2014 to 2023). The yearly increase in research output is recorded from diverse research fields, including machine learning, cryptography, environmental research, and public health. Findings further reveal that SPU has built its international research collaborations within the African and European continents. This paper's findings contribute to literature on higher education development by offering insights into how newly established universities can transition from a teaching-centric focus to becoming research-active. This paper revealed the importance of strategic planning, interdisciplinary research, and international collaboration in the development of a vibrant research environment.

The purpose of this research was to understand faculty mentors' perspectives on the impact of CPED-aligned methodology courses on doctoral students' development as scholarly practitioners. This study was a pilot study and exploratory in nature. Methods included distribution of a survey which included Likert items, as well as open-ended questions. The study presents descriptive statistics and thematic analysis of the survey results. Additionally, exemplar DiPs were analyzed to demonstrate alignment with CPED principles. Findings indicated that faculty mentors perceive that the CPED-aligned methods coursework is having a positive impact on students' learning and development as scholar practitioners. However, areas for growth and continuous improvement were identified. Implications of the research indicate a need for ongoing program assessment and evaluation of the impact of methodological coursework as the institution moves forward in program redesign and improvement. This study also serves as a model for incorporating faculty mentor perspectives in course and program assessment.

While school policies are not a panacea, gender and sexuality diversity-inclusive policies have the potential to relieve educators' concerns about what they are 'allowed' to engage with in respect to GSD inclusivity and to guide their proactive efforts to support gender and sexuality diverse (GSD) students. Unfortunately, policies enabling educators' proactive, positive support for GSD students are far from systematised in schools across Australia's eight states and territories. This paper presents an audit of publicly available policy guidance for educators in Australia's government schools, analysing these against an original evaluative set of best-practice criteria developed from research recommendations from the field of GSD-inclusivity in K-12 schools. Analyses for each state/territory are provided. Results from this audit highlight the unevenness in articulated policy support available to Australian educators and illustrate the criticality of developing Australian federal policy mandates with respect to GSD inclusivity and professional development for educators, including both articulated expectations for the creation/maintenance of a safe and affirming environment as well as pragmatic support for how to create school cultural change.

The effectiveness of school-based universal prevention programs is frequently diminished due to low-quality implementation. Organizational factors support high-quality implementation because of their broad influence across implementers. Conceptually, implementation leadership (i.e., behaviors that prioritize, reward, and support evidence-based practice [EBP] implementation) works to embed a favorable implementation climate (i.e., implementers' collective perceptions that their organization prioritizes, rewards, and support EBP implementation) leading to improved implementation citizenship behavior and attitudes toward EBP. This organizational implementation process model has some empirical support but has not been tested in a multilevel framework or related to hypothesized attitudinal and behavioral outcomes. The sample included 319 teachers across 39 US public elementary schools; all were implementing Schoolwide Positive Behavior Interventions and Supports. Multilevel mediation (level 1 = teacher, level 2 = school) was used to test the indirect association of implementation leadership on implementation-related attitudes and behaviors via implementation climate across two time points (fall and spring). At the school level, the organizational implementation process model was validated related to implementation citizenship behavior, but not attitudes toward EBP. At the teacher level, the process model was validated related to both outcomes, and there was a significant direct effect of implementation leadership on attitudes toward EBP. Developing strong leaders for implementation seems key to achieving high-quality EBP implementation. Implications for schools, principal training, and research are discussed.

Sub-degree education is one of the key higher education sectors in Hong Kong. With the effect of managerialism, tertiary institutions tend to transition from a collegial toward a managerial model, and have shifted from teaching-intensive institutions to research-intensive ones. In this study, two key research questions are addressed: to what degree can managerialism influence organisational change? To what degree and how will an exogenous force generate organisational development? To answer the research questions, we present a case study at "Hong Kong College" via 15 face-to-face, semi-structured interviews with the administrative staff, academic staff, department head, and a visiting scholar. The key research findings identified the difficulties or obstacles experienced in carrying out research or scholarly activities, the long-term impacts on the workplace of staff and sub-degree institutions changing from teaching to research, the advantages of the staff and institutions regarding their working areas in the process of new research directions, and the driving forces for enriching a research culture in sub-degree institutions. Academic and managerial implications are also provided in the paper.

Teacher leadership is a critical aspect of school change while there is lack of a consistent definition for it. This examines teacher leadership conceptualization and its associated outcomes. The review of 33 articles published 2018-2023 focused on teacher leadership in K-12 setting, found that many authors relied on established definitions, with few offering their own interpretations. These articles depict teacher leadership as an informal and individual form of leadership. The analysis revealed outcomes of teacher leadership at school development level; teacher-level benefits including professional growth; and student-level impacts such as increased achievement and motivation.

After reading Chris Lowney's (2003) book, Heroic Leadership, with its concept of "twice born" individuals, the author asked himself what it might mean, as a university administrator, to be "twice born." Yet, he was more curious to consider this concept as a framework for shaping, and perhaps even reshaping, the academy itself. He asks, "Can a university be twice born?" Might it be possible for an established institution to "turn inward to re-emerge with a created rather than an inherited sense of identify?" What calls for a college or university in 21st century America to be re-birthed, twice born? Simply, caste. More fully, the legacy of caste in American society generally and the academy specifically, and the resulting hierarchy of privilege and power embedded within.

Although there are a growing number of implementation strategies to increase the adoption, fidelity, and sustainment of evidence-based practices (EBP), they are often complex and bulky, which can interfere with their widespread application. To address these challenges, the Helping Educational Leaders Mobilize Evidence (HELM) strategy was created as an adaptation of the evidence-based Leadership and Organizational Change for Implementation (LOCI) implementation strategy to enhance elementary school principals' use of strategic implementation leadership to support the adoption and delivery of Tier 1 (i.e., universal social, emotional, and behavioral) EBP. In service of its iterative development, a human-centered design methodology was employed to increase the successful uptake and use of HELM. The Cognitive Walkthrough for Implementation Strategies (CWIS), a novel mixed-methods approach to evaluate implementation strategy usability, was applied to identify and test HELM strategy tasks of critical importance. A sample of 15 elementary school principals participated in group cognitive walkthrough testing as either school principal recipients or HELM coaches. Both user types rated the strategy as acceptable (principal M = 77.8, SD = 15.5; coach M = 87.5, SD = 7.9). Five usability issues were identified using a highly structured common usability issue framework and provided direction for the generation of redesign solutions to be incorporated in a subsequent version of the HELM strategy. The evaluation of the strategy's usability improved its alignment with user needs, expectations, and contextual constraints, rendering a more usable strategy and broadly applicable information surrounding the development of psychosocial implementation strategies in real-world settings.

The narrative woven throughout this article elevates the persistence, perseverance, resilience, and resolve of a neighborhood anchored in faith, and fiercely devoted to its children. Contextualized through its rich history of mobilization for social justice, this story uplifts and defends the cultural wealth of a historically marginalized community as an imperative element of children's education and as a critical cognizance for those aspiring to become teachers. An exemplar in self-determinism, the narrative, elevates how neighbors' voice and vision propel innovation in the dynamics of university/community collaboration. Ultimately, the article challenges traditional power structures, offering a compelling and justifiable direction for the field of educator preparation.

In his writing in the mid-nineteenth century -- "The Idea of a University," John Henry Newman argues that the university provides a platform for human advancement through teaching and research. Over a century later, our public university now hedged on several social, political, ecological and economic factors that bully its traditional mission daily. More recently, neoliberalism -- a key feature of globalisation, knowledge economy, environmental crises and other economic logic -- continues to significantly shift universities' missions in another direction by creating winners and losers. Drawing on a range of theoretical perspectives, such as the glonacal agency heuristic, global economic and social forces, and empirical data, this paper examines the implications of these changes for equity in education, highlighting how global and national market-oriented policies, practices and outcomes continue to add to the stratification of higher education. Although the benefits of this global phenomenon are enormous, we maintain that the disbenefits are dire and could contribute to the narrowing of universities' traditional missions, increased academic managerialism, the death of academic collegiality, and uneven development and unhealthy competition among universities locally and globally if not carefully considered. We admit that competition will continue to transform universities because the pressures of globalisation, as seen in recent times, increasingly influence higher education systems. However, since universities still operate mainly in their national context, we believe national educational policies can focus on reducing competition with other universities and promoting equity. To cement this way of thinking in universities both nationally and globally, we must understand the critical role of leadership as well as get it right.

Feeling the exhaustion of multiple disability-related violations occurring in the classroom, staff from the Office of Disability Access at Heneton College have begun to feel isolated and hopeless. When the opportunity for collaborative, college-wide disability-centered training becomes available, it is met with mixed reviews and lots of opinions from across the institution. Some are supportive, many are feeling the pressure of multiple professional development and training obligations, and some question why the institution even needs this kind of training. Leaders in this case are faced with questions around shared governance, organizational change, and equity and inclusion.

This research deals with the question of how the COVID-19 pandemic affected discourses on competition in higher education organisations and how other discourses occurred and gained power. Additionally, it focusses on changes which take place in windows of opportunities that occur through discursive change in times of crisis. We show that discourses on competition have been highly influential in the field of academia. However, the pandemic rapidly introduced or empowered new or different discourses. These discourses either replaced existing discourses on competition, ascribed different meanings or redefined the frame under which a specific discourse is important. We merge our observations of such processes into the argument that the COVID-19 crisis has put competition discourses on hold during the first stage of the pandemic. At later stages, we show that competition discourses regained power. To make these contributions, we analyse interviews conducted at two universities at the organisational leadership level and in different departments in subjects such as social sciences, product design, music and engineering. We also examine official statements by the German rectors' conference and further documents such as emails and press releases at two stages of the pandemic crisis. The first stage took place during the lockdowns in 2020 and gives us rich insights into the changes during the pandemic. The second stage took place in 2022 when organisations returned at least partly to their pre-pandemic routines allowing us to analyse changes over time.

In today's competitive and complex environment, school leaders require social influencing skills to mobilize schools to enable them to adapt to change. The schools' openness to change (SOC) is affected by the direction and strength of relationships between teachers and principals in the school. In particular, the political skills of school principals can play a prominent role in mobilizing employees for change. This research investigates the impact of school principals' political skills on schools' openness to change, with a focus on the mediating role of leader member exchange (LMX) quality. The sample group was obtained by simple random sampling from 613 state teachers working in the Kocaeli province in Turkey in the 2019 to 2020 academic year. This study is based on quantitative data collected through the "Leader-Member Exchange Scale," "Schools' Openness to Change Scale," and "Political Skill Inventory." The measurement models of the latent variables (political skill, LMX, and SOC) were confirmed via running Confirmatory Factor Analysis (CFA). Afterward, Structural Equation Modeling (SEM) was used to test the structural model. The results reveal that the political skills of school principals significantly predict the SOC and the LMX. Political skills of school principals affect schools' openness to change positively, and leader-member exchange positively effects the relationship between political skills and openness to change. It's recommended that activities supporting the quality of leader member interactions in schools be carried out.

This article discusses the knowledge, skills, and mindsets necessary for careers in assessment. The authors outline strategies and techniques to rapidly transition and be successful in assessment roles. Finally, they prepare readers of this work to consider a succession plan for sustained excellence in assessment within their organization.

Mergers in higher education are large-scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large-scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017.

In this conceptual paper, we aim to revisit key research themes in contemporary organizational institutionalism and by doing this, redirect attention of scholars in public administration towards the most promising domains of application of institutional theory. We propose to shift attention from enabling and power-induced framing of institutional theory towards understanding it as a theory that helps recognize and analyse institutional pressures, constraints and inertia that influence administrative reforms and other organizational change attempts in public organizations. We sharpen the focus of institutional theory, specify the boundaries of institutional explanations by analysing questions that lie beyond institutional theory domain of application and suggest most promising research directions. Thus, we warn against unnecessary inflation of the scope of a theoretical apparatus and "explaining" how actors create, change and disrupt institutions and propose how institutional theory can be applied to predict the patterns of success or failure of changes in the public sector.

The turbulent environment pushes public administration to its limits, resulting in revolutionary changes. When the pandemic hit the world in early 2020, public administration was faced not only with complex problems, but also tumultuous challenges marked by the emergence of unpredictable events. In the new hybrid world, public administration has evolved into a distinct model that enables organizations to use new and emerging technologies. By redefining the characteristics of speed, ethics, and fusion, this article aims to contribute to the discussion of how a hybrid approach to public administration may contribute to ongoing debates.

Building on the previous chapters in the volume, this concluding chapter provides a practical overview of theories relating to religious diversity and organizational change to outline recommended actions for practitioners across higher education functional areas who want to create a more equitable landscape for non-Christian college students.

Early Childhood Education and Care (ECEC) services are critical points of intervention for children impacted by trauma. Intervention Mapping was utilised to develop an initiative for trauma-informed organisational change in ECEC. This paper describes how the research team understood the need and opportunity for the program using Intervention Mapping Step 1. This included: (i) convening a planning group, (ii) conducting needs assessment, (iii) describing the context for intervention, and (iv) establishing program goals. Benefits, challenges, and recommendations on using Intervention Mapping for program development in ECEC settings are discussed.

The dearth of historically underrepresented minorities (URMs) in science, technology, engineering, and mathematics (STEM) faculty positions is one of the most significant challenges in higher education in the U.S. Increasing underrepresented groups' success in academia through achieving and retention in tenure-track faculty roles has been the central goal of the National Science Foundation's (NSF) Alliances for Graduate Education and the Professoriate (AGEP) program. In the present study, we draw on organizational change theories in higher education reform and interpret the landscape of AGEP project alliances through mapping their theories of change, barriers to success, levels of change, and foci of change, based on semistructured interviews with 17 AGEP alliances' core teams. Our mapping reveals local structures as well as interesting patterns across AGEP alliances that inform national trends. We identify alignment and misalignment between our analysis frameworks and AGEP projects which amplifies contemporary questions of providing direct student support within a deficit mindset context as well as sustainability and scalability for both the AGEP community and the broader community of diversifying STEM.

Many professors, especially at the associate level, say yes to service requests despite the pervasive advice to "just say no." Much of this service constitutes "invisible labor" that diverts time and energy from efforts required to advance to the full professor rank. Based on in-depth interview research with 25 tenured professors, this article outlines how different groups of faculty negotiate invisible labor, highlights institutional inequities that unevenly determine patterns of invisible labor, and connects invisible labor to broader neoliberal forces. For women faculty of color in particular, a "no" is not always respected by more powerful institutional actors, and the individualized emphasis on "just saying no" to service brings with it both individual and collective costs. This article suggests that institutional and cultural change may ameliorate the racialized and gendered inequities associated with invisible labor more effectively than the individualized advice to "just say no."

Leading organizational change is a daunting aspect of leadership. However, effectively leading change enables positive individual and organizational outcomes. Herein, we present a case-based classroom exercise to teach students about organizational change, demonstrate different aspects of the change process, and teach how to overcome resistance to change. We draw upon research on leadership and organizational change to introduce the exercise. In the exercise, Taylor Smith, a CEO of a farm equipment manufacturing company, is pressed by the company board to lay off a significant portion of their workforce as production is being moved overseas. In this context, the exercise provides students with an in-depth look at the change process as they discuss how the company will be affected by the layoffs and then explore ways for the layoffs to be carried out.

Acting as a governmental tool to enhance competitiveness and integrate research and education by merging a local university and a provincial academy of sciences, this case study provides an example of a novel cross-sectoral complementary merger in higher education in China. Through a qualitative analysis of its three-stage process and the factors influencing its preliminary positive outcomes from the university leadership perspective, this study examines a unique higher education merger, emphasizing the effects of cultural issues and leadership. This study adds an interesting example to the growing literature on higher education mergers and offers suggestions for future research and practice.

This article offers key considerations regarding how leadership educators can alter their relations with institutions and campus community members (e.g., students, faculty, staff) to align with and advance liberatory struggles. The article also explores the drawbacks and contradictions of institutionalizing liberation within leadership learning and education spaces in colleges and universities. The author underscores the significance and immediacy of establishing spaces and advancing discourse outside the contours of institutional higher education where individuals, in collaboration and solidarity, can rehearse, plan, organize, and study the path toward collective liberation and the creation of an otherwise world that has yet to exist.

Departing from mainstream accounts of the post-Katrina New Orleans state takeover and the more recent "unification" of schools under local governance, this case study utilizes the plantation (Hartman, 1997; Woods, 1998, McKittrick, 2011) as a theoretical device and the silenced archive (Trouillot, 2015) as a method of inquiry to better understand why and how a Black public high school was obliterated. Data analysis indicates that despite the takeover and the damning of John McDonogh Senior High, this school was a lynchpin of struggle for democratic public schooling. Additionally, findings suggest that the charter school movement deployed community engagement, an evolving technology, to obliterate a collective vision that fell beyond the parameters of "choice." In closing, the article points to an absence of empirical evidence on the all-charter structure, the ever-present use of the city as a laboratory for restructuring efforts elsewhere, and a pressing need for building and sustaining researchers who are accountable to African American communities in New Orleans.

Institutional change is being called for to renew higher music education (HME). But what institutional pressures, specifically, are driving these calls, and how are HME organisations responding to pressures to change? By turning to institutional theory, we lean on the concept of institutional isomorphism to shed light on how HME organisations may be navigating pressures to appear legitimate in the field to secure organisational survival. Drawing from a comparative case study of two HME organisations from Norway and the Netherlands, in which strategic plans and interview transcripts with students and professors have been analysed, we discuss how change processes are intertwined with an organisational quest for legitimacy. The findings suggest that there are overarching pressures to change in the field of HME and that variables in the institutional environment indicate how processes of change may unfold. Finally, implications of this unveiled landscape are discussed.

Drawing on the data collected via a European funded project with eleven higher education partners, the article proposes a five-stage working model which can be adopted in and adapted to different institutional contexts so as to shift perceptions, strengthen engagement and channel commitment with a view to developing the desired quality culture. The project explored ways in which quality in higher education was viewed and practised by three main stakeholder groups: students, academics and quality managers, referred to as three 'quality circles'. It adopted a reflective approach to issues of quality based on grassroots discussion and cooperation between key, but in some cases disengaged, stakeholders in the quality process. The project designed, tried and tested a series of activities which demonstrated lasting impact. The analysis of the project data revealed a patterning, which, if organised sequentially, carries the potential to crystalise into an action model which may be replicated by individual higher education institutions in support of advancing towards the quality culture they might be striving for. This article highlights the building blocks of the model and explains practices which can underpin their successful implementation.

The purpose of this study was to explore the opinions of administrators about the effect of administrator replacement circulation in non-formal education institutions providing adult education on organizational culture. In this qualitative study, ten randomly selected administrators were interviewed using the convenience sampling method. The data were analyzed via the content analysis technique. As a result of the research, most managers think that the institutions providing adult education should be subjected to a different management appointment system than other institutions. While some managers find the organizational change circulation necessary and important for organizational culture, and the preservation and development of the existing culture, some managers stated that changes negatively affect the organizational culture structure. Although there are some differences in opinions among the managers, all managers agree on the importance and provision of the organizational culture in terms of a healthy system functioning in such institutions.

This article is an ethnography of a student protest against a Finnish university's plans to give up 25 percent of its campus buildings until 2030. The Finnish universities faced financial deficits primarily due to education cuts implemented by Finland's right-wing government between 2015 and 2019. To balance the budget, Tampere University proposed surrendering some of its buildings, including the Linna, the home of social sciences, and the main library. The students organized the We Will Not Give Up the Linna Building movement (WWGU) to oppose the university's decision. This article is an ethnography of the movement's resistance and outcomes and analyzes what the student activists learned and how they changed during the protest wave in 2021. Our analysis uncovered six key insights the student activists learned on democracy, social media in activism, activism's temporality and persistence, the role of emotions in activism, and the university's power structures. The study contributes to a general understanding of the student protest movement, the social transformations that student activists undergo, and how they learn to perceive democracy, develop political imagination, and understand power structures.

This study investigated how institutional leaders within an alliance navigate and use their agency to cultivate organizational change to support the success of underrepresented racial minority (URM) science, technology, engineering, and math (STEM) students. As part of this study, we partnered with the Illinois Louis Stokes Alliance for Minority Participation (ILSAMP), a signature program of the National Science Foundation (NSF), to explore our research question. The phenomenon of interest is the institutional leaders' perceptions of their agency and their organization's efforts to engage in the Alliance and support URM STEM student success through the various initiatives. The research team conducted 20 semi-structured interviews with institutional leaders and faculty at 11 public and private institutions as part of the STEM alliance. We utilized Braun and Clarke's (2006) six-phased thematic analysis to identify patterns of meaning within the data that respond to the research question. Findings revealed a leadership perspective that frames approaches to STEM initiatives becoming a part of an institution's fabric. The contribution of this study relates to the illumination of the tension between institutional leaders' agency to make change sustainable versus structural and leadership networks inhibiting STEM success efforts.

Community colleges are challenged with creating and sustaining student success organizational change. Institutional-level student success reform efforts are needed to combat the unacceptably low student completion rates, but colleges often struggle to initiate and maintain organizational reforms. After many years of reform efforts, researchers have provided theories for whole-college organizational change, in particular guided pathways, that show great promise in helping community colleges realize student success and completion gains while targeting and reducing racial equity gaps. A literature review focused on determining the internal reasons why institutions struggle to create and sustain organizational change was conducted. Contextual challenges, awareness and motivation, and change management process challenges within the institutions were several of the key causes identified. Within contextual challenges, organizational structures including college policies, practices, and governance, as well as leadership and funding challenges were cited as barriers to organizational change for student success. A lack of awareness of the need for or how to change by faculty, staff, and administrators, along with a lack of motivation or resistance to the change can also create significant roadblocks for colleges. Change management process challenges within the institution including a lack of professional development for leaders in change management strategies was also cited as a significant challenge to developing and sustaining an effective organizational change effort. Knowing these challenges can lead to informed approaches that college leaders, faculty, and staff take to implement, hopefully helping institutions sustain change reform at scale over the long-term and ultimately benefit the overall goal of increased student success and completion.

This evaluative case study focused on how organizational changes--specifically a new directional system--affected staff culture in a rural Midwestern school district. This work was theoretically grounded in Owens and Valesky's school climate model. Through observations, interviews, and a review of documents, I determined that the new directional system led to cultural changes among the staff that also had a positive impact on students. Specifically, the directional system informed the district's hiring practices, incentivized the exploration of new teaching strategies, and inspired teachers to adopt a growth mindset. In short, it changed who was in the building, what they taught, and how they assessed--themselves and their students.