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The purpose of this paper is to understand demographic group (race, first-generation college graduate, gender, age) differences among perceived family and faculty social and family financial support within the US graduate school admissions pipeline in the social sciences.

Using data from a cross-sectional convenience sample survey (N = 99), this paper looks at ordinal social support variables (faculty member support, family social support and family financial support) by demographic groups. This paper uses a Mann–Whitney U test to compare first-generation status, race and gender and a Kruskal–Wallis H test to compare age groups.

This paper finds that applicants over 27 years old had significantly less faculty support in the graduate admissions pipeline compared to other age groups; differences in faculty support across race were marginally significant (p = 0.057). Regarding family social support, this paper finds first-generation applicants, male applicants and applicants over 27 years old report lower levels of support. Finally, this paper finds first-generation applicants and applicants over 27 years old report lower levels of familial financial support.

Previous literature on graduate admissions – published in this journal (Pieper and Krsmanovic, 2022) and others – does not consider experiences up to and before applicants hit the “submit” button on graduate applicants, which the authors term the graduate admissions pipeline. Instead, most previous literatures focus on faculty committees and validity of required application materials. Thus, this study begins to answer Posselt and Grodsky’s (2017) call to develop an understanding of applicant experiences and support within the graduate admissions pipeline.

Legislators continue to label Critical Race Theory (CRT) and other race-based concepts as divisive. Nevertheless, CRT, at its core, is committed to radical transformation and addressing issues of race and racism to understand how People of Color are oppressed. Through rhetoric and legislative bans, this current anti-CRT movement uses race-neutral policies and practices to limit and eliminate CRT scholars, especially faculty members, from teaching and researching critical pedagogies and other race-based topics.

Through semi-structured interviews using Critical Race Methodology (CRM), the authors sought to understand how 40 faculty members challenged the dominant narratives presented by administrators through their responses to CRT bans. Additionally, this work aimed to examine how administrators’ responses complicate how faculty make sense of CRT bans.

Findings describe three major themes: (1) how administrators failed to respond to CRT bans, which to faculty indicated their desire to present a neutral stance as the middle ground between faculty and legislators; (2) the type of rhetoric administrators engaged in exemplified authoritarian approaches that upheld status quo narratives about diversity, exposing their inability to stand against oppressive dominant narratives; and (3) institutional leaders’ refusal to address the true threats that faculty members faced reinforced the racialized harm that individuals engaging in CRT work must navigate individually.

This study is one of the few that provide empirical data on this current anti-CRT movement, including problematizing the CRT bans, and how it affects campus constituents such as faculty members.

Student welfare and wellbeing is crucial to successful postgraduate study, regardless of the global location in which the study is taking place, making it an international issue. This study sought to add to the conversations occurring globally on this topic, focusing particularly on exploring academic faculty participation in higher education postgraduate taught (PGT) student mentoring initiatives.

By applying two theories, social exchange theory (SET) and equity theory (ET), faculty participation in postgraduate mentoring was explored and examined. A qualitative methodology, comprising 19 semi-structured interviews with faculty participating as mentors, was conducted. Data was analysed using template analysis, with SET and ET used to create thematic templates.

The application of SET and ET enabled faculty participation to be understood in terms of the perceived equity, costs and rewards of mentoring. Costs can be significant, sometimes outweighing the benefits, thus endangering the viability and sustainability of the PGT mentoring initiative. Analysis suggested two distinct types of “mentor mindsets” exist, which influence the perception of investments, equity, costs and rewards.

As higher education institutions face increasing pressure to support student welfare, it is imperative that personalised support is put under scrutiny so management practices can be established that support and encourage academic faculty participation in these support initiatives. This paper recommends how institutions can allay the costs of mentoring by considering mentor recruitment, selection, training and other supportive measures.

The study directs attention to the psychological conditions experienced and knowledge management practices leveraged by faculty in higher education institutes (HEIs) to cope with the shift to emergency remote teaching caused by the COVID-19 pandemic. By focusing attention on faculty experiences during this transition, this study aims to examine an under-investigated effect of the pandemic in the Indian context.

Interpretative phenomenological analysis is used to analyze the data gathered in two waves through 40 in-depth interviews with 20 faculty members based in India over a year. The data were analyzed deductively using Kahn’s framework of engagement and robust coding protocols.

Eight subthemes across three psychological conditions (meaningfulness, availability and safety) were developed to discourse faculty experiences and challenges with emergency remote teaching related to their learning, identity, leveraged resources and support received from their employing educational institutes. The findings also present the coping strategies and knowledge management-related practices that the faculty used to adjust to each discussed challenge.

The study uses a longitudinal design and phenomenology as the analytical method, which offers a significant methodological contribution to the extant literature. Further, the study’s use of Kahn’s model to examine the faculty members’ transitions to emergency remote teaching in India offers novel insights into the COVID-19 pandemic’s effect on educational institutes in an under-investigated context.

This study aims to investigate a mediated-effects model of organizational support and citizenship behaviour. The model proposes organizational support as an antecedent of citizenship behaviour and commitment to change (CTC) as a mediator in the organizational support–citizenship behaviour relationship.

Cross-sectional survey data were collected from university faculty (n = 221) and analyzed using structural equation modelling.

The findings showed that organizational support significantly contributes to increased citizenship behaviour and commitment of university faculty to program accreditation as an enterprise change process. The authors conclude that university-level organizational support shapes faculty’s CTC both directly and indirectly. The findings have significant practical implications for higher education institutions (HEIs) where new practices that aim at improving institutional effectiveness are embraced.

The study is cross-sectional (i.e. one-time data collection), which restricts the ability to make generable inferences about cause-and-effect relationships. Although the authors tested a model, longitudinal research is needed to unpack the processes of organizational support, commitment and citizenship behaviour. During enterprise change management, organizations work tirelessly to build and maintain citizenship behaviour. Therefore, considering citizenship behaviour in relation to other processes over time is important. However, relying on one source of data may represent another limitation, which increases concerns about common method bias in the current investigation.

The study findings offer a number of implications to HEIs in contexts where accreditation is perceived as an enterprise change process. Universities, similar to any other organizations, rely consistently on methods and mechanism through which employees’ professional performance, engagement and involvement can be enhanced. Accreditation has always been examined by exploring externally focused variables such as global reputation, organizational prestige and international prominence. The present study, however, draws attention to how perceived organizational support (POS) may be an equally important lever that needs to be considered before accreditation is introduced in HEIs. University chancellors, deans and other university leaders can directly influence organizational support by creating a system that weighs the extra work needed, the human resources and the incentives, and developing a plausible action plan.

It is unlikely that all faculty members will maintain quality relationship with the university leadership and immediate leaders such as department chairpersons or the college dean. This unlikelihood increases during crisis and change time. The study findings showed that POS contributes significantly to organizational citizenship behaviour. Therefore, it could be argued that the resistance to change that tends to be associated with accreditation can be mitigated by showing employees that support is accessible and attainable from up-line and immediate leaders. The findings suggest that commitment serves as an integral mediating mechanism between organizational support and citizenship behaviour. Indeed, commitment can be fully examined in practice from the perspective of its three-pronged structure (i.e. affective, continuance and normative). The findings provide credence to the notion that accreditation as an enterprise change process cannot be achieved without employee commitment and organizational support.

As a result of adopting globalized techniques, HEIs in Arab nations have undergone significant changes. In the Arab context, the adoption of academic program accreditation in HEIs has been seen as an enterprise change process with both supporters and detractors. In other words, implementing new systems or procedures results in changes that might upend personnel at any given organization. Therefore, it is contended that how well an organization responds to resistance to change will likely depend on the interaction of organizational, contextual and individual-related characteristics.

The purpose of this case study is to determine the effectiveness of the UDL academy in terms of the number of UDL techniques used by faculty after participating in the academy and surveys to explore faculty perceptions of UDL.

This quantitative case study utilized faculty surveys about the UDL academy, class observations and review of course syllabi to determine the effectiveness of the UDL academy and explore the experience of implementing UDL.

The UDL initiative has been a positive and effective experience. Broadly, faculty have had positive perceptions of UDL implementations based on faculty surveys. The effectiveness of the UDL academy was demonstrated by the number of UDL techniques used by faculty increased significantly for faculty that participated in the UDL academy. The control group of faculty members did not increase the number of UDL techniques used based on class observations and a review of course syllabi.

This research is from one librarian's perspective since the librarian led the UDL initiative and is the sole librarian with faculty status currently at the institution. As a proponent of UDL, the librarian's perspective may be biased. Librarians can implement UDL to reduce educational barriers and support student success. Additionally, librarians can offer support to faculty in learning about UDL by offering a similar UDL academy.

Most faculty were able to incorporate UDL elements into their courses and responded positively to the concept of integrating UDL in the classroom, feeling that it helped improve their teaching. These results demonstrate that faculty can integrate UDL into higher education to use effective teaching strategies after participating in a UDL academy.

This paper is an original work describing a campus UDL initiative from a librarian's perspective.

As university faculty faced new challenges, such as rapid digital social and the coronavirus disease 2019 (COVID-19) response, this study aimed to identify the daily changes in the interaction between the faculty and the organizational environment (colleague, policy and new issue) by exploring their recent dynamic educational efforts and the professional development.

This is a study wherein perceptions of 20 faculty from 15 universities and colleges were collected through in-depth online interviews. The authors analyzed interview data by arranging and visualizing the analyzed data using network clustering. Further, they applied the Latent Dirichlet allocation of the topic modeling to monitor the appropriate number of clusters, ultimately determined as four clusters using partial clustering.

The results showed that university faculty spontaneously tried to solve the problems through informal learning while the commitment to peer learning was deepening, reflecting the collectivist orientation nature of Chinese culture. Besides, the faculty also required support to reflect on their daily efforts for professional development. These results about their various learning routines prove the justification for the faculty's professional development to be discussed from the “learning by doing” perspective of lifelong learning.

This study proved the significance of informal learning for university faculty's professional development and the reasonable value of peer learning, and provided insights into how the Chinese context may influence university faculty's informal learning experience.

This paper examines the innovative potential of micro-credentials which, arguably, is compromised if not for a particular attribute of the digital format: evidence. Evidence allows for an artifact of learning (e.g. project, writing sample) to be included in a digital micro-credential. Micro-credentials that include evidence can support individualized learning; elucidate learners' qualifications; and make assessment and credentialing processes more inclusive.

This conceptual paper explores the subject of higher education micro-credentials which are increasingly being offered as formal (albeit smaller and digital), credit-bearing credentials, far removed from the Open Digital Badge movement from which they originated. This paper presents a case for safeguarding the qualities of micro-credentials that allow for innovative practice, before micro-credentials become entirely subsumed into conventional assessment and credentialing practices.

A review of the literature indicates that evidence, when used effectively, can support the innovative potential of micro-credentials. This subject is examined from the perspective of three categories of evidence, which are identified and illustrated through specific examples from the literature.

This paper fulfills a need to address the features of micro-credentials that, if used effectively, can challenge traditional assessment and credentialing paradigms. Evidence is rarely discussed in the literature and has not been thoroughly examined from this perspective. Additionally, faculty who develop and implement micro-credentials face numerous challenges when attempting to include evidence in micro-credentials. This paper explores those challenges and offers several recommendations for practice.

The purpose of this study is to examine whether implicit bias exists within the graduate admissions process at a large public research university in the Southeast United States. Additionally, this research sought to identify the type of strategies graduate faculty in the USA use to assess their implicit bias and the support they may need to better recognize and gauge implicit bias during the graduate application review process.

This study used the use of a qualitative, phenomenological research design by conducting individual interviews with graduate faculty members that serve on admissions committees.

The findings revealed six themes in relation to the purpose of the study – bias recognition, faculty perceptions of their own bias, faculty perceptions on the bias of others, strategies for the application review process, admission committee safeguards and the need for implicit bias training.

The study outcomes are discussed in relation to the prior research and literature on this phenomenon. Additionally, the study presents research and practical implications, including actionable strategies for how its results can be practically applied.

The purpose of this study is to investigate the driving factors for staff cohesiveness in the workplace and how they are related to workplace learning and development opportunities. Two research questions guided the inquiry: (1) What are the driving factors for staff cohesiveness in the workplace? and (2) How does staff cohesiveness influence workplace learning?

This study is based on a phenomenological research design. The data collection involved interviews and focus group discussions with 22 lecturers in two public universities. Thematic analysis was followed to analyse and interpret data.

The findings of this study indicate that staff cohesiveness is greatly influenced by several factors. Firstly, the presence of shared visions and goals plays a significant role in fostering staff cohesion. In addition, the similarity of age and gender among employees, as well as the presence of mutual support and a sense of belongingness, trust and solidarity, managerial support and the nature of the job that requires collective action, all contribute to staff cohesiveness. It is worth noting that previous studies have not reported the influence of age, gender and job characteristics as factors influencing staff cohesiveness.

Employers should not only focus on the knowledge and hard skills of applicants but also on the soft skills which support teamwork and cohesion in the workplace. Managers who want to enhance workplace learning should create opportunities for social gatherings and informal contacts in the workplace to facilitate informal learning in the workplace. Researchers focusing on workplace learning should include tacit learning practices that occur in the workplace as a result of the closeness between teammates.

This manuscript, which the authors hereby present, is the result of own original work. To the best of the authors’ knowledge, the authors wish to emphasise that it has not been submitted for publication in any other journals.