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opportunities presented within edTPA for curricular autonomy, Edmundson notes, “in a high-stakes situation, ‘opportunities’ mean nothing—it’s what is scored that matters” (p. 149). Furthermore, some faculty are punished by their institutions for disagreeing with and resisting edTPA due to the high stakes of the

Doctoral Programs for Physical Education Teacher Education (D-PETE) and D-PETE faculty are key components in the physical education system. They can be viewed as drivers of this system because their potential impacts are pervasive. For example, D-PETE programs and faculty are instrumental in the

Among the many concerns of university leaders, faculty morale and job satisfaction are important but often overlooked. Morale is associated with faculty perceptions of their department, university, and peers and influences their interactions with each other, staff, and students. Job satisfaction

kinesiology is administratively located. One of these challenges is the need for high-quality faculty members who can assimilate to the culture of kinesiology and meet the high demands of faculty responsibilities. In addition to recruiting high-quality faculty members, departments must retain the expert

Many faculty begin their first tenure-track appointment with a rough transition from a research-centric experience as a doctoral student or a postdoctoral researcher. The transition can be burdensome given the new course preparations, initiation of a research agenda or laboratory start-up, and

The evaluation of candidates for faculty appointments, tenure and promotion, grants, and scholarship awards is based on review from peers in their discipline. This expert judgment has been the principal mechanism or gold standard of evaluating research for over 100 years ( Belter, 2015 ; Bornmann

University faculty members influence student learning outcomes, including academic success as well as career choice and development ( Dunnett et al., 2012 ; Porter & Umbach, 2006 ). While this influence is positive in most cases, previous studies have shown that faculty members hold negative views

implementing department goals, managing academic programs, recruiting and evaluating faculty, managing budgets, promoting diversity). Gmelch and Miskin ( 2004 ) highlighted 12 of a department chair’s most common responsibilities and organized them into four broad categories: department manager (e

, making it one of the largest industries in the world ( Belzer, 2013 ). With the sport industry constantly surging as a lucrative global enterprise, opportunities for sport professionals have become seemingly innumerable, justifying the importance of a growing sport management faculty presence in higher

configurations. Misawa ( 2015 ) and McKay et al. (2008) reported student-to-student, student-to-faculty, faculty-to-student, administrator-to-faculty, and faculty-to-administrator bullying (see also Raineri, Frear, & Edmonds, 2011 ). Keeping the theme of this special issue in mind, this paper focuses on