Why Universities Join Cross-Sector Social Partnerships: Theory and Evidence

Autor/in	Siegel, David J.
Titel	Why Universities Join Cross-Sector Social Partnerships: Theory and Evidence
Quelle	In: Journal of Higher Education Outreach and Engagement, 14 (2010) 1, S.33-62 (30 Seiten)Infoseite zur Zeitschrift PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1534-6102
Schlagwörter	Social Problems; Educational Change; Business Administration Education; Partnerships in Education; Colleges; College Role; Disproportionate Representation; Careers; Theory Practice Relationship; College Faculty; College Students; Minority Group Students; Interviews; Institutional Cooperation; Higher Education; Organizations (Groups); Leadership; Leadership Training; Social Networks; Universities; Educational Cooperation + Suchen Sie Ihr Suchwort? Social problem; Soziales Problem; Bildungsreform; Hochschulpartnerschaft; College; Hochschule; Fachhochschule; Career; Karriere; Theorie-Praxis-Beziehung; Fakultät; Collegestudent; Interviewing; Interviewtechnik; Institute; Co-operation; Cooperation; Institut; Kooperation; Hochschulbildung; Hochschulsystem; Hochschulwesen; Führung; Führungsposition; Führungslehre; Social network; Soziales Netzwerk; University; Universität; Education; cooperation
Abstract	Cross-sector partnerships are an increasingly popular mode of organizing to address intractable social problems, yet theory and research have virtually ignored university involvement in such activity. This article attempts to ascertain the reasons universities join networks of other social actors to support a common cause. Theories on the formation of interorganizational relationships have tended to emphasize efficiency, resource dependence, legitimacy, leverage, and mutuality as central motivators or concerns. These only partially describe motivations for cross-sector social partnerships, however, which often focus on the issue or problem itself as an organizing principle. Evidence from an empirical study of the LEAD (Leadership Education and Development) Program in Business, a pipeline development initiative to introduce underrepresented students to business education and careers in business, supports this problem domain-based view of cross-sector social partnering. Implications for theory and practice are discussed. (Contains 1 endnote.) (As Provided).
Anmerkungen	Office of the Vice President for Public Service and Outreach, University of Georgia and the Institute of Higher Education. Treanor House, 1234 South Lumpkin Street, Athens, GA 30602. Tel: 706-542-6167; Fax: 706-542-6124; e-mail: jheoe@uga.edu; Web site: http://www.jheoe.uga.edu
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10