Competing Logics in Academic Program Development

Autor/in	Zulkowski, Karena
Titel	Competing Logics in Academic Program Development
Quelle	(2022), (197 Seiten) PDF als Volltext Verfügbarkeit Ed.D. Dissertation, Northeastern University
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
ISBN	979-8-3684-7926-2
Schlagwörter	Hochschulschrift; Dissertation; Deans; Program Development; Administrator Attitudes; Classification; Doctoral Programs; Institutional Characteristics; Phenomenology; Organizational Theories; Guidelines; Institutional Mission; Professional Identity + Suchen Sie Ihr Suchwort? Thesis; Dissertations; Academic thesis; Dean; Dekan; Programmplanung; Classification system; Klassifikation; Klassifikationssystem; Doktorandenprogramm; Phenomenological psychology; Phänomenologie; Psychologie; Organisationstheorie; Richtlinien
Abstract	The purpose of this study was to understand how academic deans describe the competing logics influencing academic program development. Semi-structured interviews were used to collect data from eight participants employed as academic deans in mid-sized, private universities with a Basic Carnegie Classification as a Doctoral University. The study utilized interpretative phenomenological analysis as the strategy of inquiry. Analysis of the transcripts yielded five Group Experiential Themes and 13 sub-themes. These themes were examined in the context of extant literature and through the use of the institutional logics branch of institutional theory as the theoretical framework. The findings suggested that multiple institutional identities contributed to the professional identifies of academic deans. Those identities were strategically activated during the academic development process. Academic deans were able to act as conduits for instituting the capacity of others. They leveraged organizational capacity as a mediator for competing institutional pressures and stabilized competing institutional logics through valuation of the organizational mission and culture. These findings highlighted the need for leaders to take personal inventory of their own institutional logics in order to call upon congruent and competing logics for solutions to organizational issues. Leaders must also understand capacity and capability that exist within their organizational environment, harnessing that to empower individuals and identify common goals to advance their organization. [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	2024/1/01