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Case Studies of Organizational Mindfulness and Shared Governance

McKinniss, Sean Andrew
http://rave.ohiolink.edu/etdc/view?acc_num=osu1428685097

Abstract Details

2015, Doctor of Philosophy, Ohio State University, Educational Studies.
Organizational mindfulness is a construct drawn from the literature on high reliability organizations (HRO), such as nuclear power plants and aircraft carriers. These are organizations where the slightest instability can lead to disaster. However, the principles of organizational mindfulness are suitable for any organization that seeks stability. In this study, organizational mindfulness is applied to higher education institutions; specifically, it is applied in shared governance contexts at colleges and universities. Disputes involving shared governance, especially between faculty members and administrators, often create serious instabilities on campuses. This study provides new insights on how organizational mindfulness may address this particular problem in higher education. In particular, two research questions were posed. First, is there a relationship between institutional type and one’s role within an institution with perceptions of organizational mindfulness? Second, how do faculty members and administrators perceive organizational mindfulness in shared governance at their institutions? A sequential two-stage, mixed-methods research designed was employed. Faculty members and administrators at a liberal arts college and a research university were surveyed to answer the research questions. Then, a document analysis of governance-related materials from each institution was conducted. Finally, interviews of twelve faculty members and administrators were conducted. Generally, the type of institution or one’s role within it did not influence perceptions of organizational mindfulness. Faculty members and administrators shared mostly positive comments about shared governance and organizational mindfulness at their institutions. This was a mixed-methods study with a small sample. Hence, more robust quantitative and qualitative research on organizational mindfulness in higher education is proposed. Additional research on institutional type and role, as well as other organizational characteristics, is also proposed. Colleges and universities are also encouraged to assess organizational mindfulness, relative to shared governance, at their institutions.
Tatiana Suspitsyna (Advisor)
Bruce Kimball (Committee Member)
Terrell Strayhorn (Committee Member)
William Brantley (Committee Member)
150 p.
Higher Education; Higher Education Administration
shared governance; organizational mindfulness; university presidents; faculty; college presidents; organizational theory; faculty governance; university governance; no-confidence vote

Recommended Citations

Citations

  • McKinniss, S. A. (2015). Case Studies of Organizational Mindfulness and Shared Governance [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1428685097

    APA Style (7th edition)

  • McKinniss, Sean. Case Studies of Organizational Mindfulness and Shared Governance. 2015. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1428685097.

    MLA Style (8th edition)

  • McKinniss, Sean. "Case Studies of Organizational Mindfulness and Shared Governance." Doctoral dissertation, Ohio State University, 2015. http://rave.ohiolink.edu/etdc/view?acc_num=osu1428685097

    Chicago Manual of Style (17th edition)

osu1428685097
2,092
© 2015, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.