Bridging the theory-practice gap in a nonprofit and philanthropic studies master's degree program

被引：14

作者：

Donmoyer, Robert ^{[1
]}

Libby, Pat ^{[2
]}

McDonald, Mary

Deitrick, Laura ^{[1
]}

机构：

[1] Univ San Diego, Caster Ctr Nonprofit & Philanthrop Res, San Diego, CA 92110 USA

[2] Univ San Diego, Inst Nonprofit Educ & Res, Umbrella Org Nonprofit Grad Programs & Res, San Diego, CA 92110 USA

来源：

NONPROFIT MANAGEMENT & LEADERSHIP | 2012年 / 23卷 / 01期

关键词：

leadership development; nonprofit leadership; case study; teaching; nonprofit sector;

D O I：

10.1002/nml.21055

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

The gap between universities and the knowledge they generate and teach, on the one hand, and practitioners and the problems they confront, on the other, has been discussed by scholars in a number of applied fields. This article considers how those who design and run nonprofit academic programs might minimize the theorypractice gap problem. It presents a case study of one master of arts degree program focused on nonprofit leadership and management and discusses program development, the Nonprofit Academic Centers Council's curricular guidelines, applied learning, and practitioner instructors and quality instruction.

引用

页码：93 / 104

页数：12

共 11 条

[1]

Bass MB., 2006, Transformational leadership, V2nd

[2]

Bennis WG, 2005, HARVARD BUS REV, V83, P96

[3]

Burns M., 1978, Leadership

[4]

Carpenter H., 2010, J NONPROFIT MANAGEME, V1

[5]

Carpenter H., 2011, APPL PROJECT ORG IMP

[6]

Donmoyer R., 2009, NONPROFIT VOLUNTARY, V38, P710

[7]

Glesne C., 2005, BECOMING QUALITATIVE, V2nd

[8]

Libby P., 2006, ASS RES NONPR ORG VO

[9]

Nonprofit Academic Centers Council, 2007, CURR GUID GRAD STUD

[10]

Rost J., 1993, LEADERSHIP 21 CENTUR

← 1 2 →