Index
Debbie Haski-Leventhal
(Macquarie University, Australia)
ISBN: 978-1-83867-284-3, eISBN: 978-1-83867-283-6
Publication date: 23 June 2020
This content is currently only available as a PDF
Citation
Haski-Leventhal, D. (2020), "Index", The Purpose-Driven University, Emerald Publishing Limited, Leeds, pp. 149-153. https://doi.org/10.1108/978-1-83867-283-620201012
Publisher
:Emerald Publishing Limited
Copyright © 2020 Debbie Haski-Leventhal
INDEX
Academic jobs
, 75–76
Academic leadership
, 4, 53–63
Academic promotion
, 49–50
Academic staff, employee engagement
, 76–77
Admissions scandal
, 38
Anti-discrimination policy
, 38
Apple
, 15–16
Appreciative inquiry
, 107–109
Artificial intelligence (AI)
, 137, 142–143
Ashoka U Changemaker Campus
, 36
Aspen Institute
, 123
Association to Advance Collegiate Schools of Business (AACSB)
, 17
Australian Academy of Science
, 139
Australian Research Council (ARC)
, 79
Ball, Deborah
, 114
Ben & Jerry’s
, 3, 11, 29, 98
Bentley University
, 77, 126
The Body Shop
, 11, 29
Boston College (BC)
, 15
Boston University
, 18
Boyer's Model of Scholarship
, 45–46, 50
British Ministry of Education
, 84
Brungs, Attila
, 89
Building alliances
, 121–122
Business Roundtable
, 25, 139
Business–university partnerships
, 79
Cambridge University
, 41
Cause-related marketing
, 98
Center for Social Innovation
, 8
Center on Poverty and Inequality
, 43
Charité-Universitätsmedizin Berlin
, 18
Climate change
, 41, 43, 72, 83, 84, 125, 139–140
Competency-based model
, 74
Conscious capitalism
, 40, 60, 119
Conscious leadership
, 60–61, 119
Consumer engagement
, 141
Cooperrider, David
, 109
Cornell University
, 18
teaching philosophy
, 47–48
Corporate partners
, 79–82
Corporate social responsibility (CSR)
, 2, 4, 5, 106, 119, 138, 141
defined
, 36–37
Crane, Andrew
, 47
Dalai Lama
, 60, 109
Deloitte Millennial Survey
, 72
Digital revolution
, 136
Dove
, 29
Drexel University
, 30–31, 115, 127
Duke University
, 18
Ecological environment
, 84
Edelman
, 29
Emotional intelligence (EQ)
, 60–61, 63, 75
Emotional learning
, 109
Employability
, 30, 48, 74–75, 82, 137, 142
Employee engagement
, 26–29, 76–77
Employee volunteering
, 38, 126
Enactus
, 24, 74
Enron
, 19
Entrepreneurial leadership. See also Leadership
, 74
Environmental, social and governance (ESG)
, 37
Environmental sustainability
, 40–42, 74, 119, 127, 143
Erasmus Sustainability Hub
, 24
Erasmus University Rotterdam (EUR)
, 23–25, 43, 126, 141
iWill campaign
, 24
Ethics
, 38–40, 119, 127
External stakeholders
, 13, 17, 18, 28, 68, 91, 97, 121
corporate partners
, 79–82
ecological environment
, 84
government
, 82–83
philanthropic partners
, 83–84
EY
, 10, 25
Financial capital
, 61
Financial Times
, 23
Firth, Verity
, 90
Four Ds Model
, 108
Fundraising
, 45, 53, 83–84
Gallup
, 26, 77
García, Juliet Villarreal
, 62, 70, 97
Gender equity/equality
, 15, 38, 42–43, 104, 125–126
Gen Z and Y
, 28, 71–72, 75, 97–98
Georgetown University
, 73
Godin, Seth
, 98
Golden Circle
, 15, 47
Good Purpose study
, 29
Gothenburg School of Business, Economics and Law
, 44
Government, external stakeholders
, 82–83, 140
Graduate attributes
, 74–75, 126
Greenleaf, Robert
, 58
Green Mountain College
, 41–42
Green Office
, 24, 74
Gutmann, Amy
, 39–40, 53–54, 59
Harvard Business Review
, 25, 27, 28, 113–114
Harvard Business School
, 27
Harvard University
, 37, 72, 124
Hebrew University
, 2
Henderson, Rebecca
, 27
Hesburgh, Theodore, Rev.
, 57
Hokkaido University’s Graduate School of Infectious Diseases
, 43
Humboldt University of Berlin
, 18
IKEA
, 98
Impact purpose
, 4, 11, 14, 114
defined
, 12
MBA of Value
, 24
multi-level benefits
, 26
organisational goal
, 28
rediscovering purpose
, 123–124
Inclusion, Diversity, Equity and Access in a Learning community (IDEAL)
, 7–8
Informal leadership
, 6, 54–55, 63, 119, 128
Integrated purpose
, 13–14
Internal stakeholders
, 13, 17, 18, 28, 68, 91, 97, 121
academic staff
, 75–77
professional staff
, 77–79
students
, 71–75
Ivy League
, 53
Johnson & Johnson Credo
, 13
Karolinska Institute
, 18
Key performance indicators (KPIs)
, 129
King’s College
, 95
KPMG International
, 96
KU Leuven University
, 18, 74, 133–134
Kyoto University
, 15, 18
Leadership
conscious leadership
, 60–61
defined
, 55
goals and aspirations
, 57
purpose-driven leadership
, 56–57
servant leadership
, 58–59
shared leadership
, 62–63
skills
, 56
transformational leadership
, 58
Leading impact
, 128–129
LGBTQ+
, 78, 98, 126
Logic models
, 92–93
Mackey, John
, 10, 40
Macquarie University
, 50, 141
Macro-level benefits
, 30–31
Martin V, Pope
, 133
Massachusetts Institute of Technology (MIT)
, 13, 18
Massive Open Online Courses (MOOCs)
, 133–136
McKinsey Global Institute
, 142
McNabb, Bill
, 25
Meso-level benefits
, 28–30
Micro-level benefits
, 26–28
Millennials
, 8, 28, 71–72, 75
Mindful learning
, 135, 136
Mission
, 9, 17–18
Mission statement
, 4, 7, 17, 124
Monash University
, 44
Morehouse College
, 59
Mycoskie, Blake
, 98
Net Impact
, 74
Netherlands School of Economics
, 23, 24
Netter Center
, 54
Networked university
, 137
Nooyi, Indra
, 11
Northwestern University
, 37
Not-for-profit organisations
, 2, 73, 91, 143
Obama, Barack
, 59
oikos International
, 74
OpenCourseWare (OCW)
, 133
Optus
, 141
Organisational change
, 103–116, 119
appreciative inquiry
, 107–109
defined
, 106
insights towards sustainability
, 111–113
Kotter’s eight steps
, 110–111
stakeholder integration
, 106
Organisational citizenship behaviour
, 49, 63, 76–77
Organisational identity
actions
, 16
mission
, 16, 17–18
philosophy and purpose
, 16
values
, 16, 19–20
vision
, 16, 18
Organisational purpose
, 12, 14
defined
, 10–11
Organisational theory
, 106
Oxford University
, 67–68, 79, 80
Knowledge Exchange and Impact Team
, 80
Patagonia
, 3, 29
Peking University
, 18
PepsiCo
, 11
PERACH, tutoring project
, 2
Personal purpose, defined
, 9–10, 12
Pew Research Centre
, 71–72
Philanthropic partners
, 83–84
Philipps University
, 142
Polman, Paul
, 3, 11
Princeton University
, 15, 54
Professional staff
, 77–79
Pro-social behaviour
companies
, 3
individuals
, 2
Purpose at Work report
, 29
Queensland University
, 18
Quest University
, 123, 138
Relational purpose
, 13
Research Information Infrastructure project
, 68
Research quality measurement exercises
, 46
Richardson, Louise
, 67
Role purpose
, 10, 12
Rotterdam School of Management (RSM)
, 23–25
SDGs. See Sustainable Development Goals (SDGs)
SDSN. See Sustainable Development Solutions Network (SDSN)
Self-determination theory (SDT)
, 75–76
Self-enhancement values
, 19
Self-transcended values
, 19
Servant leadership
, 58–59, 119
Service-learning
, 73, 77, 126, 135
Shared leadership
, 62–63
Signature story
, 96–97
Simon Fraser University (SFU)
, 13, 35–36
Sinek, Simon
, 8, 11, 15–16, 47
Sisodia, Raj
, 10, 11, 40
Social capital
, 61
Social change. See also Organisational change
, 3
Social engagement
, 14
Social immobility
, 9
Social impact
, 13, 15, 89–101, 119
assessment tools
, 92
defined
, 92
logic models
, 92–93
measurement guide
, 94–95
Social Impact Measurement Toolbox
, 90–91
Social inclusion
, 78, 83
Social innovation
, 3, 8, 36, 126
Social justice
, 13, 89, 90
Social learning
, 109
Social marketing
, 98
Social responsibility. See also Corporate social responsibility (CSR)
, 79, 127, 143
Societal purpose
, 11–12
Society for Human Resource Management
, 28
Spiritual capital
, 61
Spiritual intelligence (SQ)
, 60–61, 63, 75
Stakeholder groups
, 140–141
Stakeholder integration approach
, 70, 106, 107, 119, 121, 126–127, 140–141
Stakeholder theory
, 68, 119, 120
university stakeholders’ map
, 70, 71
Stanford Social Innovation Review
, 126, 138
Stanford University
, 3, 18, 115, 124, 136
The Alternative Breaks @ Stanford Program
, 8
Stanford Center on Poverty and Inequality
, 8
State of the World Volunteerism Report
, 2
Storytelling
, 96
risk mitigation
, 99–100
sharing
, 129–130
Students
bodies
, 73–74
-centered higher education
, 136–137
employability
, 137
internal stakeholders
, 69–71, 71–73
sustainability
, 74
volunteering
, 73, 126
Sustainable Development Goals (SDGs)
, 3, 36, 42–45, 83, 84, 104
teaching
, 125
Sustainable Development Solutions Network (SDSN)
, 43
Sustainable universities
, 40–42
carbon-neutral
, 40
defined
, 41
sustainable development goals (SDGs)
, 42–45
teaching curriculum
, 41
TED
, 15, 56, 62
Tessier-Lavigne, Marc
, 7
Thomson Reuters
, 133
Times Higher Education (THE)
, 23, 44, 104
TOMS Shoes
, 98–99
Tony Chocolonely
, 11
Transformational leadership
, 58, 119
UC San Diego
, 20
Unilever
, 3, 11
‘Universities are’, Google search results
, 1, 2, 147
University–industry collaboration model
, 80–82
University leadership. See also Leadership
, 115, 119
formal and informal
, 54–55
management
, 55
vision
, 57
University of Auckland
, 3, 44, 103–105
University of Bath
, 47
University of British Columbia
, 140
University of California
, 13, 18
University of Canterbury
, 42
University of Copenhagen
, 41
University of Edinburgh
, 14
University of Gothenburg
, 44
University of Hong Kong
, 18
University of Lausanne
, 42
University of Melbourne
, 15, 136
University of Michigan
, 37, 114
University of New South Wales
, 111
University of New Zealand
, 103
University of Northern British Columbia
, 42
University of Notre Dame
, 57
University of Oslo
, 42
University of Pennsylvania (Penn)
, 39, 53
University of Southern California (USC)
, 17–18
University of Technology Sydney (UTS)
, 3, 13, 77
appreciative inquiry
, 109
Social Impact Framework
, 89–90
Social Impact Measurement Toolbox
, 90–91
social justice
, 90
vision and strategy
, 89
University of Texas
, 30, 62, 97
University of Utah
, 135
University of Zurich
, 18
Values
, 16, 19–20
congruence
, 14, 19, 27
enacted
, 19
espoused
, 19
Vision
, 16, 18
Volunteering
, 2, 8, 30–31, 37–38, 49, 54, 59, 73, 111, 114, 126
Wageningen University & Research (WUR)
, 140
Weaving connections
, 122–123
Western Sydney University
, 29, 95
Wholefood Markets
, 40
Workplace inclusion
, 78
Zander, Benjamin
, 56
Zuckerberg, Mark
, 72
- Prelims
- Introduction: The Time for Purpose Is Now
- Chapter 1 On Purpose, Impact, Vision and Mission
- Chapter 2 The Multi-level Benefits of a Strong Purpose
- Chapter 3 Responsibility, Ethics and Sustainability in Higher Education Institutions: A Holistic Approach
- Chapter 4 Leading Universities towards Purpose: The Role of University Leadership
- Chapter 5 Purpose-related Stakeholders
- Chapter 6 Measuring Impact and Storytelling
- Chapter 7 Leading the Change
- Chapter 8 The Purpose-Driven University Model: Six Steps for Holistic Implementation
- Chapter 9 The Way Forward in Higher Education
- Epilogue
- Index