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University-Community Partnerships as...

Ryan, William M.

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University-Community Partnerships as Learning Organizations - A Case Study.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	University-Community Partnerships as Learning Organizations - A Case Study./
作者:	Ryan, William M.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2018,
面頁冊數:	155 p.
附註:	Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.
Contained By:	Dissertation Abstracts International79-10A(E).
標題:	Higher education. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10826460
ISBN:	9780438058569

University-Community Partnerships as Learning Organizations - A Case Study.
Ryan, William M.

University-Community Partnerships as Learning Organizations - A Case Study. - Ann Arbor : ProQuest Dissertations & Theses, 2018 - 155 p.

Source: Dissertation Abstracts International, Volume: 79-10(E), Section: A.

Thesis (Ed.D.)--Drexel University, 2018.

The goals of University-Community Partnerships (UCPs) are often not fully achieved due to limited financial or human resource commitments, a change in leadership, or different/changing priorities (Bortolin, 2011; Bushouse, 2005; Dempsey, 2010). Often, the differences in culture, decision-making and adaptation preferences of the participating organizations prevent the formation of a strong, productive working relationship (Callahan & Martin, 2007). This study sought to understand the different organizational learning preferences these diverse participants have within a UCP. Data derived from this study evidenced that while there are organizational learning preference similarities among members of particular segments, there are also differences across and within the various segments that often form UCPs.

ISBN: 9780438058569Subjects--Topical Terms:

641065
Higher education.

University-Community Partnerships as Learning Organizations - A Case Study.
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500 $a Advisers: Kristine S. Lewis Grant; Jamie L. Callahan.
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520 $a The goals of University-Community Partnerships (UCPs) are often not fully achieved due to limited financial or human resource commitments, a change in leadership, or different/changing priorities (Bortolin, 2011; Bushouse, 2005; Dempsey, 2010). Often, the differences in culture, decision-making and adaptation preferences of the participating organizations prevent the formation of a strong, productive working relationship (Callahan & Martin, 2007). This study sought to understand the different organizational learning preferences these diverse participants have within a UCP. Data derived from this study evidenced that while there are organizational learning preference similarities among members of particular segments, there are also differences across and within the various segments that often form UCPs.
520 $a This study used organizational learning theory and constructs to further the knowledge in understanding the challenges experienced by UCPs, with the goal to offer guidance as to how these partnerships can be more successfully developed and sustained. This study used the Organizational Learning System Model (OLSM) by Schwandt & Marquardt (1999) as a construct to identify the similarities and differences in learning preferences among organizations that potentially form UCPs. An interpretive approach was used to describe and understand the phenomenon through semi-structured interviews conducted among 25 experienced UCP participants from higher education, corporate, non-profit and public entities. Thematic coding, pattern matching and explanation methods were used to show the organizational learning preferences, at both the individual and segment level to illustrate similarities and differences.
520 $a The research identified overarching themes (power dynamics, decision-making, effective communication, and the role of leadership) that impact the OLSM in a holistic manner. These themes influence overall success and the ability of the UCP to function as a learning organization. The study also revealed that the typical segments (higher education, corporations and non-profits) that form UCPs do not share the same organizational learning preferences. These differences are potential areas of conflict and disagreement within a UCP, causing the UCP to fall short of expectations.
520 $a The findings of this study will inform the development of OLSM best practices for UCP participants that can be shared and delivered in a conference or workshop setting. Future research related to this study could include a more focused study on the impact that the overarching themes have on the OLSM, participant preferences versus behaviors in a longitudinal study, or a deeper understanding of segment typology. A new study of specific UCPs in River City or other sites that use the constructs described in this study would further expand and test the insights delivered in this dissertation.
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