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Faculty Perception of Shared Governa...

Le, Hang.

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Faculty Perception of Shared Governance at Vietnamese Private Universities.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Faculty Perception of Shared Governance at Vietnamese Private Universities./
作者:	Le, Hang.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2020,
面頁冊數:	234 p.
附註:	Source: Dissertations Abstracts International, Volume: 82-02, Section: A.
Contained By:	Dissertations Abstracts International82-02A.
標題:	College administration. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28024128
ISBN:	9798662479500

Faculty Perception of Shared Governance at Vietnamese Private Universities.
Le, Hang.

Faculty Perception of Shared Governance at Vietnamese Private Universities. - Ann Arbor : ProQuest Dissertations & Theses, 2020 - 234 p.

Source: Dissertations Abstracts International, Volume: 82-02, Section: A.

Thesis (Ed.D.)--Northeastern University, 2020.

This item must not be sold to any third party vendors.

The purpose of this study was to understand business-related faculty members' perspectives on shared governance at their respective private universities in Vietnam. To fulfill this purpose, one arching research question and three sub-questions were formulated as a foundation for this study: "What are the perceptions of shared governance held by faculty members from business-related disciplines at private universities in Vietnam?" Specifically, the researcher focused on addressing these sub-questions: a) How do the business-related faculty members perceive effective shared governance? ; b) How are business-related faculty members involved in the process of governance at their respective private universities?; c) What are the barriers to shared governance at their respective private universities? Data were collected from 18 semi-structured, in-depth interviews, field notes, and related documents. Data analysis was conducted by using general inductive approach, multiple coding strategies and constant comparisons. Participants represented a range of demographics in keeping with the demographics of the gender, age range, business-related fields, credentials, and seniority. Findings show that business-related faculty members perceive shared governance as effective when there is a synergy of three factors: the human factor, the human interactions or soft governance, and the structures or hard governance. In practice, business-related faculty members are moved to participate in shared governance out of pragmatism. In other words, the macro changes in structural and economic policies in Vietnamese higher education have prompted faculty members and administrators to share governance that supports the sustainability of their private universities. The gap between business faculty members' perceptions and practices, which hinders effective shared governance, results from the following barriers: the influences of cultural behaviors rooted in the Confucian heritage culture; the effects of the Soviet-inspired administrative model; and the infrastructural issues. From these findings, four salient conclusions were drawn: a) Shared governance is crucial to sustaining Vietnamese private universities because it empowers faculty members to promote academic excellence and is flexible to adapt to the shifting marketized environment of Vietnam; b) The current nature of faculty participation in shared governance at Vietnamese private universities is mostly compulsory, due to macro changes of Vietnam economic system, and lacks institutional structure and culture of shared governance. c) Business-related faculty members perceive the readiness of faculty members and administrators as critical for effective shared governance at Vietnamese private universities; d) Effective shared governance does not require equal distribution of all institutional responsibilities; instead, the model is effective when it is properly adjusted according to each stakeholder's capability in a specific context of Vietnam.

ISBN: 9798662479500Subjects--Topical Terms:

3480538
College administration.
Subjects--Index Terms:

Faculty governance

Faculty Perception of Shared Governance at Vietnamese Private Universities.
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300 $a 234 p.
500 $a Source: Dissertations Abstracts International, Volume: 82-02, Section: A.
500 $a Advisor: Bennett, Elisabeth;Alpert, Shannon.
502 $a Thesis (Ed.D.)--Northeastern University, 2020.
506 $a This item must not be sold to any third party vendors.
520 $a The purpose of this study was to understand business-related faculty members' perspectives on shared governance at their respective private universities in Vietnam. To fulfill this purpose, one arching research question and three sub-questions were formulated as a foundation for this study: "What are the perceptions of shared governance held by faculty members from business-related disciplines at private universities in Vietnam?" Specifically, the researcher focused on addressing these sub-questions: a) How do the business-related faculty members perceive effective shared governance? ; b) How are business-related faculty members involved in the process of governance at their respective private universities?; c) What are the barriers to shared governance at their respective private universities? Data were collected from 18 semi-structured, in-depth interviews, field notes, and related documents. Data analysis was conducted by using general inductive approach, multiple coding strategies and constant comparisons. Participants represented a range of demographics in keeping with the demographics of the gender, age range, business-related fields, credentials, and seniority. Findings show that business-related faculty members perceive shared governance as effective when there is a synergy of three factors: the human factor, the human interactions or soft governance, and the structures or hard governance. In practice, business-related faculty members are moved to participate in shared governance out of pragmatism. In other words, the macro changes in structural and economic policies in Vietnamese higher education have prompted faculty members and administrators to share governance that supports the sustainability of their private universities. The gap between business faculty members' perceptions and practices, which hinders effective shared governance, results from the following barriers: the influences of cultural behaviors rooted in the Confucian heritage culture; the effects of the Soviet-inspired administrative model; and the infrastructural issues. From these findings, four salient conclusions were drawn: a) Shared governance is crucial to sustaining Vietnamese private universities because it empowers faculty members to promote academic excellence and is flexible to adapt to the shifting marketized environment of Vietnam; b) The current nature of faculty participation in shared governance at Vietnamese private universities is mostly compulsory, due to macro changes of Vietnam economic system, and lacks institutional structure and culture of shared governance. c) Business-related faculty members perceive the readiness of faculty members and administrators as critical for effective shared governance at Vietnamese private universities; d) Effective shared governance does not require equal distribution of all institutional responsibilities; instead, the model is effective when it is properly adjusted according to each stakeholder's capability in a specific context of Vietnam.
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653 $a Shared governance
653 $a Vietnam
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793 $a English
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