Organizing for Social Partnership offers a model and a strategy for universities, corporations, government agencies, nonprofits, and other organizations interested in engaging in social partnerships. This mode of collaboration provides a potentially powerful arrangement for addressing large-scale social issues of interest to higher education and other sectors.
Organizing for Social Partnership offers a model and a strategy for universities, corporations, government agencies, nonprofits, and other organizations interested in engaging in social partnerships. This mode of collaboration provides a potentially powerful arrangement for addressing large-scale social issues of interest to higher education and other sectors.
David J. Siegel is Associate Professor in the Department of Educational Leadership at East Carolina University.
Inhaltsangabe
Introduction I. Framing the Challenge 1. Social Issues in a Boundaryless World 2. The Engagement Imperative in American Higher Education 3. The Promise of Intersectoral Collaboration II. A Model for Addressing the Social Problem of Underrepresentation 4. Case Example: Building the Diversity Pipeline 5. Starting Conditions: Rationales for Interorganizational Collaboration 6. The Experience of Collaboration 7. The Difference Made by Partnership III. The Future of Social Partnership 8. Organizations as Activists 9. Implications for Organizations and Society
Introduction I. Framing the Challenge 1. Social Issues in a Boundaryless World 2. The Engagement Imperative in American Higher Education 3. The Promise of Intersectoral Collaboration II. A Model for Addressing the Social Problem of Underrepresentation 4. Case Example: Building the Diversity Pipeline 5. Starting Conditions: Rationales for Interorganizational Collaboration 6. The Experience of Collaboration 7. The Difference Made by Partnership III. The Future of Social Partnership 8. Organizations as Activists 9. Implications for Organizations and Society
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