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Hispanic-Serving Institutions (HSIs) are colleges and universities that enroll at least 25% Latinx students. Despite being recognized by the federal government since 1992, HSIs lack a historical mission to serve Latinxs. As such the idea of “servingness” has become an elusive concept. An abundance of literature centering HSIs has been published, yet there continues to be a debate about what it means to serve students. We conducted a systematic review of 148 journal articles and book chapters to better understand how researchers conceptualize the idea of servingness at HSIs. We identified four major themes used by researchers to conceptualize servingness: (1) outcomes, (2) experiences, (3) internal organizational dimensions, and (4) external influences. We also found that researchers are often unintentional in their efforts to conceptualize what it means to be an HSI. We offer a multidimensional conceptual framework of servingness to be used in research, policy, and practice.

Dr. Sutton began her higher education career in 2001 as a financial aid officer. After two years at private colleges in Jackson, Mississippi, and Memphis, she joined TCAT Memphis as financial aid coordinator in 2003 and served in that role for 10 years. She has served as its vice president since 2017.

Universities are rethinking their teaching and research programs and their whole third mission in response to the framework provided by the Sustainable Development Goals (SDGs). But how do universities walk the talk? What are the main strategies and activities undertaken by universities to implement the 2030 Agenda? While the higher education literature has documented the growing number of practices and strategies around SDGs, there have been few attempts to synthesize these scholarly resources. Moreover, the knowledge base revolves around an array of activities, which makes the literature seem fragmented. To fill this gap, the present paper conducts a systematic literature review and derives a method of categorizing activities that can support further knowledge growth. We classified 130 selected papers based on the type of university activities considered (research, teaching, third mission, and managing operations) and the level of the implemented action (macro, meso, and micro). Subsequently, we identified the main gaps in the literature and discussed future research avenues for addressing higher education’s role in accomplishing SDGs.

Digital transformation in the global higher education industry determines the future roadmap to a sustainable education management strategy. This research paper aims to develop a qualitative model that advocates how digital transformation as a propelling force could be used to build competitive advantages for universities. Building competitive advantage is a relative, evolving, and important concept in strategy formulation. In recent years, specifically in the education industry, the notion of building competitive advantage is challenged by global phenomena such as digital transformation globalization, information exchange, digitization and social media in most of the global industries. These phenomena have collectively made the process of building competitive advantage rapidly changing, short-term and contextual. These findings aid the evolution of strategic management practices in universities by providing empirical insights in determining the impactful changes and their connection to evolutionary learning. It also stresses the importance of using the developed model as a decision support system to generate, regulate and retain student experience and expectations. This research paper provides first-hand insight into the impactful changes affecting universities’ vision and how they can turn these changes to their advantages and set a road map to design-develop models to integrate and regulate these essential changes in their strategies using evolution learning mechanism and digital transformation strategy.

Purpose: Universities can do more to deliver against the sustainable development goals (SDGs), working with faculty, staff and students, as well as their wider stakeholder community and alumni body. They play a critical role in helping shape new ways for the world, educating global citizens and delivering knowledge and innovation into society. Universities can be engines of societal transformation. Using a multiple case study approach, this study aims to explore different ways of strategizing sustainability toward delivering the SDGs are explored in a university setting with an example from the UK, Bulgaria (Europe) and USA. Design/methodology/approach: The first case is a public UK university that adopted enterprise and sustainability as its academic mission to secure differentiation in a disrupted and increasingly marketized global higher education sector; this became a source of inspiration for change in regional businesses and the local community. The second case is a business sector-led sustainability-driven transformation working with a private university in Bulgaria to catalyze economic regeneration and social innovation. Finally, a case from the office for sustainability in a major US research university is given to show how its engagement program connected faculty and students in sustainability projects within the institution and with external partners. Findings: Each case is in effect a \"living lab,\" positioning sustainability as an intentional and aspirational strategy with sustainable development and the SDG framework a means to that end. Leadership at all levels, and by students, was key to success in acting with a shared purpose. Partnerships within and with universities can help accelerate delivery of the SDGs, enabling higher education to make a fuller contribution to sustaining the economic, environmental, cultural and intellectual well-being of our global communities. Originality/value: The role of universities as the engine of transformational sustainability toward delivering the SDGs has been explored by way of three case studies that highlight different means toward that end. The collegiate nature of the higher education sector, with its shared governance models and different constituencies and performance drivers, means that sustainability at a strategic level must be led with leaders at all levels acting with purpose. The \"living lab\" model can become a part of transformative institutional change that draws on both top-down and bottom-up strategies in pursuit of sustainable development.

An increase in online and hybrid education during and after the Covid-19 pandemic has rapidly accelerated the infiltration of digital media into mainstream university teaching. Global challenges, such as ecological crises, call for further radical changes in university teaching, requiring an even richer convergence of ‘natural,’ ‘human’ and ‘digital’. In this paper, we argue that this convergence demands us to go beyond ‘the great online transition’ and reframe how we think about university, teachers’ roles and their competencies to use digital technologies. We focus on what it takes to be a teacher in a sustainable university and consider emerging trends at three levels of the educational ecosystem—global developments (macro), teachers’ local practices (meso), and daily activities (micro). Through discussion of examples of ecopedagogies and pedagogies of care and self-care, we argue that teaching requires a fluency to embrace different ways of knowing and collective awareness of how the digital is entwined with human practices within and across different levels of the educational ecosystem. For this, there is a need to move beyond person-centric theorisations of teacher digital competencies towards more holistic, ecological conceptualisations. It also requires going beyond functionalist views of teachers’ roles towards enabling their agentive engagement with a future-oriented, sustainable university mission.

Sociologists have shown that the relationships people establish between moral orientations and market practices vary considerably across historical, geographic, and institutional contexts. Less attention has been paid to situational variation in how the same actors moralize different economic goals, especially in their workplace. This article offers an account of situational variation by theorizing the implications of the ambiguity of moral values for economic activity. I draw on the case of a post-acute care unit, where reimbursement policies create the contradictory demands of discharging elderly patients quickly while ensuring their safety to avoid re-hospitalization. Using ethnography and interviews, I show that the same actors switched between different normative evaluations of “independent aging” to legitimize divergent organizational goals. A shared understanding of autonomy as synonymous with “home” moralized the organizational mission of discharging patients off the unit. Expectations that elderly people attain independence by acknowledging need for assistance moralized the extension of services. Conversely, interpreting independence as a constellation of duties to be self-reliant moralized practices that lead to fast discharge. Based on these findings, I develop a framework of moral polysemy to analyze ambiguity as a resource for cooperation in organizations and a tool to expand understanding of moral economies.

College and university websites play an important role in the college search process. This study examines the textual and visual elements on the websites of 12 colleges and universities. Findings suggest that websites communicate a message consistent with private purposes of education and inconsistent with those linked to public purposes.

Recent European research has revealed growth in the number of administrators and professionals across different sections of universities-a long established trend in US universities. We build on this research by investigating the factors associated with variation in the proportion of administrators across 761 Higher Education Institutions (HEIs) in 11 European countries. We argue that the enactment of expanded and diversified missions of HE is one of the main factors nurturing universities' profesional and administrative bodies. Our findings support such an assertion; regardless of geographical and institutional differences, HEIs with high levels of \"entrepreneurialism\" (e.g. in service provision and external engagement) are characterized by a larger proportion of administrative staff. However, we find no empirical support for arguments citing structural pressures and demands on HEIs due to higher student enrolments, budget cuts or deregulation as engines driving such change. Instead, our results point towards, as argued by neo-institutionalists, the diffusion of formal organization as a model of institutional identity and purpose, which is especially prevalent at high levels of external connectedness. (HRK / Abstract übernommen).

Implementing social emotional learning (SEL) programs in school settings is a promising approach to promote critical social and emotional competencies for all students. However, there are several challenges to implementing manualized SEL programs in schools, including program cost, competing demands, and content that is predetermined and cannot be tailored to individual classroom needs. Identifying core components of evidence-based SEL programs may make it possible to develop more feasible approaches to implementing SEL in schools. The purpose of this study was to systematically identify the core components in evidence-based elementary school SEL programs, using the five interrelated sets of competencies identified by the Collaborative for Academic, Social, and Emotional Learning (CASEL) as an organizing framework. We present the components that were identified, and the rates at which each component was included in the sample of evidence-based SEL programs. The core components that occurred most frequently across programs were Social Skills (100% of programs), Identifying Others’ Feelings (100% of programs), Identifying One’s Own Feelings (92.3% of programs), and Behavioral Coping Skills/Relaxation (91.7% of programs). These findings illustrate the feasibility of systematically identifying core components from evidence-based SEL programs and suggest potential utility of developing and evaluating modularized SEL programs.