Community Engagement: A Case Study of Partnerships between One Community College and Three Community Organizations

Autor/in	Hall, Marva M.
Titel	Community Engagement: A Case Study of Partnerships between One Community College and Three Community Organizations
Quelle	(2017), (186 Seiten) PDF als Volltext Verfügbarkeit Ph.D. Dissertation, Capella University
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	978-0-3554-2059-3
Schlagwörter	Hochschulschrift; Dissertation; Higher Education; School Community Relationship; Case Studies; Community Colleges; Role; Partnerships in Education; Power Structure; Trust (Psychology); Participative Decision Making; Goal Orientation; Professional Identity; Sustainability; Archives; Documentation; Interviews; Classification; Community Organizations; Communication Strategies; Cooperation + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Hochschulbildung; Hochschulsystem; Hochschulwesen; Case study; Fallstudie; Case Study; Community college; Community College; Rollen; Hochschulpartnerschaft; Zielorientierung; Zielvorstellung; Nachhaltigkeit; Archivwesen; Archiv; Dokumentation; Interviewing; Interviewtechnik; Classification system; Klassifikation; Klassifikationssystem; Kommunikationsstrategie; Co-operation; Kooperation
Abstract	Scholarly community engagement in higher education historically focused on the 4-year university, as a result there is limited research on how community colleges engage with their communities. In 2006, The Carnegie Foundation established a new Elective Community Engagement classification for higher education institutions. Research on Carnegie applicants and awardees found limited evidence from community partner perspectives, and underdevelopment of reciprocity and mutual benefits. This study addresses each of the gaps mentioned above through a case study of one Carnegie classified community college and three of its community partners. The central research question was: How do boundary spanners describe the role, mutuality, and benefits within partnerships between a community college and its nonprofit organizations? This study included integrating the seven fields of paradox that make up the functionality of college-community partnerships: top-down versus bottom-up structure, relationship quality versus organizational effectiveness, unequal power relations versus strengthening trust, fostering an egalitarian approach versus respecting hierarchies, transformational goals versus tangible achievements, shared identity versus respecting multiple identities, and long-term involvement versus permanent innovation. This research study advances organizational paradox theory by applying the seven central paradoxes to a specific case study of a partnership between a community college and three community organizations. The design for this research is an embedded case study with multiple sources of data: archival records, documents, interviews, and member checking. Together these sources of data aided in developing a thick description of the relationship between "Dual Classified College" (DCC) and the community, DCC and community organizations and the roles of each entity within the partnership. Overall, the research results revealed four notable findings: communication is critical, formality is necessary, mutuality is present in the relationships, and reciprocity is lacking. Therefore, the challenge continues for partnerships to build trust, acknowledge inequalities, and foster collaboration through reciprocity, developing into mutually beneficial relationships. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.] (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01