Scholarship Reconsidered: What Boyer\u27s Proposal Means For Communication: A Response

Comments on the interpretation of Ernest Boyer regarding scholarship. Concept of Boyer\u27s reinterpretation of scholarship; Impact of the Boyer report on universities; Concerns on the redefinition of scholarship in terms of the Communication discipline

Making Good Tenure Decisions

This article provides information on decision making on the granting or denial of tenure to a faculty member. It not only has an effect on the professional life of a colleague, it has a major influence on the direction and long-term quality of the department. The tenure decision in made in the sixth year of a tenure-track faculty appointment. If a faculty member has been on the tenure track at two institutions, the years of service at the first institution usually count toward those six years, unless the faculty member and his of her current institution agree in writing at the time of appointment that they will not or that only a certain number of them will. The sooner the person is terminated or helped to find another position, the better for him or her and for the department

Scholarship of Teaching & Learning: What? Why? When? Where? Who?

Workshop presented at Southern Polytechnic State University, Marietta, GA

Making Good Tenure Decisions

Whether to recommend the granting or denial of tenure to a faculty member is the most important decision a department makes. It not only has an effect on the professional life of a colleague, it has a major influence on the direction and long-term quality of the department. Therefore, it is essential that the decision be a good one. Although there is no way to absolutely ensure it, since some faculty members greatly improve with time and experience, while others fall apart, we believe the criteria and procedures we suggest can help to substantially increase the probability of a good decision. Generally, the tenure decision is made in the sixth year of a tenure-track faculty appointment. If a faculty member has been on the tenure track at two institutions, the years of service at the first institution usually count toward those six years, unless the faculty member and his or her current institution agree in writing at the time of appointment that they will not or, in some cases, that only a certain number of them will. If a faculty member is not making good progress toward meeting tenure requirements, though, it is unwise to delay until the sixth year. The sooner the person is terminated or helped to find another position, the better for him or her and for the department

Negative Campaigning and the Logic of Retaliation in Multiparty Competition

The extant literature has demonstrated that the logic of retaliation is a core feature of negative campaigning. Attacks by one side induce counterattacks by the other. Yet most research on the interactive nature of negative campaigning is limited to two-party competition and provides little theoretical justification for why political actors should respond to attacks with counterattacks. The present paper addresses these research gaps. We argue that the negativity bias in human information processing and the zero-sum nature of elections make retaliation a rational strategy. Importantly, these arguments also imply that retaliation may not be the only plausible response to attacks in multiparty systems. Rather, parties may prefer to react to attacks from one competitor by attacking another. To grasp empirically how being attacked and attacking are related, we conduct a highly disaggregated time series analysis of such instances while controlling for other factors that may influence actor behavior. Our analyses draw on several thousand party press releases issued during three national election campaigns in Austria, a typical European multiparty system. They show that retaliation is an important strategy also in multiparty politics. Yet in such context, parties do not exclusively follow a tit-for-tat approach but rather display more complex patterns of attack behavior