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Campus Museums as Partners for Chang...

Bianco, Juliette M.

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Campus Museums as Partners for Change in Higher Education.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Campus Museums as Partners for Change in Higher Education./
Author:	Bianco, Juliette M.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
Description:	211 p.
Notes:	Source: Dissertations Abstracts International, Volume: 81-10, Section: A.
Contained By:	Dissertations Abstracts International81-10A.
Subject:	Higher education. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27744401
ISBN:	9798607317362

Campus Museums as Partners for Change in Higher Education.
Bianco, Juliette M.

Campus Museums as Partners for Change in Higher Education. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 211 p.

Source: Dissertations Abstracts International, Volume: 81-10, Section: A.

Thesis (Ed.D.)--Northeastern University, 2020.

This item is not available from ProQuest Dissertations & Theses.

The purpose of this qualitative longitudinal case study is to understand the potential for campus museums to contribute to institutional culture and leadership through collaboration on initiatives that create and sustain change at both the college and museum levels. The theoretical framework of transformational change developed by Eckel and Kezar (2003b) was used to discover themes related to 40 years of interactions among campus leaders, faculty, staff, museum staff, and students around the disposition of the Hovey Murals at Dartmouth College. The research reveals that building social and academic relationships and trust through participating in interdisciplinary and hierarchy-flattening collaborations intertwines the museum with other areas of the college in a way that is appropriate to academic "loose coupling." Findings indicate that campus museums can contribute to transforming the college's organizational culture and leadership by participating in faculty research and teaching; publishing interdisciplinary scholarly research; exploring the values of human experience, creativity, and empathy within a global context by reconsidering traditional museum practice within contemporary contexts, people's experiences, and different ways of knowing; presenting exhibitions that complicate hegemonic institutional narratives; cultivating new generations of social and cultural leaders through student internships; and being responsible and ethical stewards of the objects in the museum's care. Recommendations for practice are intended to help museum and higher education leaders recognize the benefit of campus museum engagement on issues of institutional importance.

ISBN: 9798607317362Subjects--Topical Terms:

641065
Higher education.
Subjects--Index Terms:

Collaborative leadership

Campus Museums as Partners for Change in Higher Education.
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500 $a Source: Dissertations Abstracts International, Volume: 81-10, Section: A.
500 $a Advisor: Wylie, Thomas;McNabb, Joseph.
502 $a Thesis (Ed.D.)--Northeastern University, 2020.
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520 $a The purpose of this qualitative longitudinal case study is to understand the potential for campus museums to contribute to institutional culture and leadership through collaboration on initiatives that create and sustain change at both the college and museum levels. The theoretical framework of transformational change developed by Eckel and Kezar (2003b) was used to discover themes related to 40 years of interactions among campus leaders, faculty, staff, museum staff, and students around the disposition of the Hovey Murals at Dartmouth College. The research reveals that building social and academic relationships and trust through participating in interdisciplinary and hierarchy-flattening collaborations intertwines the museum with other areas of the college in a way that is appropriate to academic "loose coupling." Findings indicate that campus museums can contribute to transforming the college's organizational culture and leadership by participating in faculty research and teaching; publishing interdisciplinary scholarly research; exploring the values of human experience, creativity, and empathy within a global context by reconsidering traditional museum practice within contemporary contexts, people's experiences, and different ways of knowing; presenting exhibitions that complicate hegemonic institutional narratives; cultivating new generations of social and cultural leaders through student internships; and being responsible and ethical stewards of the objects in the museum's care. Recommendations for practice are intended to help museum and higher education leaders recognize the benefit of campus museum engagement on issues of institutional importance.
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