Bridging the gap between business and business schools: fulfilling potential or thwarted ambition. The Engaged Business School is a road map to unlocking the potential between business and business schools at a time when it really matters, responding to a global, economic and social recovery.

The Engaged University is a comprehensive empirical account of the global civic engagement movement in higher education. In universities around the world, something extraordinary is underway. Mobilizing their human and intellectual resources, institutions of higher education are directly tackling community problems – combating poverty, improving public health, and restoring environmental quality. This book documents and analyzes this exciting trend through studies of civic engagement and social responsibility at twenty institutions worldwide. This timely volume offers three special contributions to the literature on higher education policy and practice: a historical overview of the founding purposes of universities, which almost invariably included a context-specific element of social purpose, together with a survey of how these "founding" intentions have fared in different systems of higher education; a contemporary account of the policy and practice of universities – all over the world – seeking to re-engage with this social purpose; and an overview of generic issues which emerge for the "engaged university."

Society and democracy are ever threatened by the fall of fact. Rigorous analysis of facts, the hard boundary between truth and opinion, and fidelity to reputable sources of factual information are all in alarming decline. A 2018 report published by the RAND Corporation labeled this problem "truth decay" and Andrew J. Hoffman lays the challenge of fixing it at the door of the academy. But, as he points out, academia is prevented from carrying this out due to its own existential crisis—a crisis of relevance. Scholarship rarely moves very far beyond the walls of the academy and is certainly not accessing the primarily civic spaces it needs to reach in order to mitigate truth corruption. In this brief but compelling book, Hoffman draws upon existing literature and personal experience to bring attention to the problem of academic insularity—where it comes from and where, if left to grow unchecked, it will go—and argues for the emergence of a more publicly and politically engaged scholar. This book is a call to make that path toward public engagement more acceptable and legitimate for those who do it; to enlarge the tent to be inclusive of multiple ways that one enacts the role of academic scholar in today's world.

This book reviews the history of the Joseph R. Biden, Jr. School of Public Policy and Administration from 1961 to 2021. The focus is on the school’s accomplishments over its first sixty years, how they were achieved, and why they are significant. The analysis describes the challenges and opportunities that shaped the school’s development and its emergence as one of the nation’s leading public affairs schools. What began in 1961 as an experimental program supported by a single external grant emerged six decades later as one of the nation’s leading comprehensive schools of public affairs. That transformation unfolded during one of the most dynamic periods in the history of higher education when the public purpose of universities was expanded. The history of the Biden School is a story of institutional innovation, perseverance, adaptation, and resilience.

Community-engaged scholarship is an equitable and democratic approach to scholarship that seeks to identify and solve community-based problems. Community-engaged scholars aim to serve the public good by developing and sustaining community-campus partnerships built on trust, reciprocity, and mutual benefit. As universities orient themselves towards serving the public good, they face a number of challenges: faculty and students may not possess the competencies or commitment to build fruitful community partnerships, graduate and undergraduate students may lack the necessary training and mentorship required to develop their identity as community-engaged scholars, and institutional leaders may not know how to motivate faculty and students for this ambitious and challenging endeavor. Unless these challenges are addressed, universities will fail to prepare the next generation of community-engaged scholars. Preparing Students for Community-Engaged Scholarship in Higher Education is an essential research book that explores how faculty and academic leaders can create learning opportunities and intellectual cultures that support the development of community-engaged scholars. Additionally, it will examine how university coursework can help undergraduate and graduate students to develop the knowledge, skills, and commitments necessary for productive and responsible community-engaged scholarship. Featuring a range of topics such as mentorship, higher education, and service learning, this book is ideal for higher education faculty, university leaders, deans, chairs, educators, administrators, policymakers, curriculum designers, academicians, researchers, and students.

Drawing from an extensive review of 14 regions across 12 countries, this book considers the regional engagement of higher education regarding teaching, research and service to the local community.

This fully updated edition of The Engaged Sociologist by Kathleen Odell Korgen carries the public sociology movement into the classroom, while at the same time providing an engaging overview of the entire field. It demonstrates how to think sociologically, to develop a sociological eye, and to use sociological tools to become effective participants in a democratic society. Perfect as a supplement for an introductory course, or as a main text for any course that has public sociology at its roots, this inspiring book will serve as a guidebook to any student who is passionate about applying sociological concepts to the world around them.

The Engaged Campus offers a set of emerging best practices and articulation of critical issues for faculty and administrators committed to developing, strengthening, or expanding majors or minors in community engagement at their respective institutions.

This professional book examines the concept of engaged leadership. Specifically, it focuses on the need for leaders in personal and professional realms, for-profit and non-profit, to understand the importance of engagement in order to achieve enhanced satisfaction and motivation among stakeholders (including employees, shareholders, investors, supporters, customers, suppliers, the community, competitors, family, and partners), and hence, an augmented level of designed thinking, which leads to increased innovation and on-going leadership development. Divided into three sections—engaged leadership development at the personal level, implementation at the organizational level, and manifestation in practice—this book provides professionals, practitioners and policy makers as well as students with the tools and skills to lead actively and conscientiously and help them understand the importance of creativity and compassion for development. Engaged leadership operates on the fundamental principle that leaders have to first and foremost perceive themselves as leaders, and then engage in design thinking, as they will need to develop strategies to reach, encourage, and positively appeal to these stakeholder groups. Leadership is neither limited to those holding formal managerial position, nor to any particular setting. Leaders can be found everywhere, in all layers of society. Leadership is only possible, however, if one dares to perceive and define oneself as a leader. And only when leadership is adopted as a reality within one’s personal perception, can engaged leadership be applied. Featuring contributions from academics, scholars, and professionals from around the world, each providing cases, interactive questions and reflective notes, this book will be of interest to professionals, practitioners, policy makers, students and scholars interested in creative leadership, management, organizational behavior, and governance.