Party identification and party closeness in comparative perspective

The present analysis uses data from 1974 and 1981 U. S. cross sections, which incorporate a panel, to compare the standard NES measure of party identification (ID) with a measure of partisanship derived from a party closeness question widely employed in cross-national research. Important features of the two scales are examined by transforming the closeness measure into a scale of very close, fairly close, not very close, and no preference corresponding to the seven-point ID scale. The scales are highly correlated and are similar in their reliability. More than 75% of the “independents” in the ID scale choose a party in the closeness version, and over half of these select the “fairly close” category. Respondents do not volunteer that they are independents when that alternative is not stated in the question.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/45482/1/11109_2004_Article_BF00990552.pd

Reframing the university as an emergent organization: implications for strategic management and leadership in higher education

For the most part, the organisational forms that are currently being adopted by higher education institutions are grounded in the traditional corporate models of organisation that take a rational approach to organisational design and change management. Underlying this account is an assumption of organisational autonomy and the capacity of designated leaders to direct change processes to better align their institutions with societal demands or goals. However, a case is now being made for the consideration of alternative organisational theories or models that offer a different perception on the sources and patterns of organisational change in higher education. These theories perceive organisations more as emergent entities in which change is continuous, often unpredictable and arising mainly from local interactions. The paper surveys the implications that acceptance of the alternative paradigm might have for strategising and change leadership in higher education institutions. It suggests that the accommodation of these alterative paradigms of institutional development in higher education may itself be an emergent process and considers how future research and policy formulation relating to strategic management and leadership might facilitate positive outcomes in that process

Does trust play a role when it comes to donations? A comparison of Italian and US higher education institutions

Higher education institutions (HEIs) have experienced severe cutbacks in funding over the past few years, with universities examining options for alternative funding streams, such as alumni funding. Identifying the factors influencing their alumni's intentions to invest in their alma mater can be of significant importance when establishing a sustainable revenue stream. Within this context, empirical research on the potential role of trust is scarce. This paper aims to deepen the analysis of the relationship between alumni trust and engagement as well as three outcomes, namely support, commitment, and attitude toward donation. A structural equation model was tested on two samples of US (  = 318) and Italian (  = 314) alumni. Although both countries are affluent and developed countries, the USA has an established tradition of alumni donations, which is not such a developed practice in Italy. For both countries, results confirm that engagement is an antecedent of trust, which in turn leads to the three investigated outcomes (support, commitment, and attitude toward donations). In contrast, the effect of commitment on attitude toward donations is significant only for the USA universities. The paper has interesting theoretical and managerial implications. From a theoretical point of view, the study aims to address a gap concerning the role of trust in the HE context. Managerially, the study has significant implications for universities that want to change alumni attitude toward donations. [Abstract copyright: © Springer Nature B.V. 2020.