and mentoring, research and discovery, and institutional, professional, and community service and outreach. Each category is important to the overall work of the faculty member and makes valuable contributions to a department’s mission, but most faculty are more accomplished in one area than another
Evaluating Kinesiology Faculty: Best Practices, Challenges, and Innovative Approaches
Philip E. Martin, Mary E. Rudisill, Bradley D. Hatfield, Jared Russell, and T. Gilmour Reeve
Buried Accomplishments: Institutional Isomorphism in College Athletics Mission Statements
Russell E. Ward Jr.
Despite suggestions that mission statements represent a strategic component of organizational communication, there has been little research of these documents in athletic departments at U.S. colleges and universities. The purpose of this research was to explore the relationship between mission statement content and athletic department accomplishments in National Collegiate Athletic Association (NCAA) Division I schools (N = 343). The content analysis of mission statements revealed that athletics missions do not differentiate accomplished from less accomplished athletic programs. Athletic departments with strong traditions of promoting the academic advancement of student-athletes, achieving gender equity, and complying with NCAA rules tend to reference these distinctions in the same way as departments with less favorable histories. Grounded in institutional theory, this article describes the external pressures toward sameness rather than differentiation in mission statement content. Implications for intercollegiate athletics and higher education are discussed.
A Call for Collaboration and Commitment to Mission
Lori A. Gano-Overway
to support and uphold the mission. Mission and Vision Women in Sport and Physical Activity Journal, a peer-reviewed journal, provides a forum for scholarship advancing our understanding of women in sport and physical activity. Published biannually, the journal consists of original research using
Louis Passfield—A Role Model for the Mission of IJSPP
Øyvind Sandbakk, Mark Burnley, James Hopker, Athanasios Pappous, Samuele Maria Marcora, and Gary Brickley
University of Kent and had a long-lasting career as a sport scientist with British Cycling. He was a role model for the mission of IJSPP: “to advance the knowledge of sport and exercise physiologists, sport scientists, sport physicians, and sport-performance researchers.” He served on our editorial board
Expressing Identity and Shaping Image: The Relationship between Corporate Mission and Corporate Sponsorship
Stephanie Cunningham, T. Bettina Cornwell, and Leonard V. Coote
Despite the popularity of sponsorship-linked marketing programs, we know little about how firms form sponsorship policies. This article describes a corporate identity-sponsorship policy link and offers empirical support for it via a mixed method research design. Content analysis of 146 Fortune 500 companies’ online sponsorship policies and mission statements is followed by cluster, factor and multinomial regression techniques. Results show that corporate identity, as reflected in mission statements, matters to sponsorship policy. Specifically, companies emphasizing financial success in their mission statements prefer to sponsor individual athletes, education, the environment and health-related activities. Alternatively, companies stressing the importance of employees demonstrate a propensity to sponsor team sports, entertainment, religious, community, charity and business related activities. Reasons for these strategic differences are discussed.
Engaging Faculty in Educational Transformation and Innovation by Connecting to the Campus Mission
Mary E. Rudisill
Over the past 35 years, institutions of higher education have been involved in strategic planning in an attempt to promote their priorities and remain competitive in challenging economic times. Efforts have been made to improve the process and effectiveness of strategic planning over those years. Although strategic planning can be effective, the plan must be created properly and also implemented in an effective manner. Since online learning has become an increasingly important revenue source for many institutions of higher education, as well as an alternative way to provide instruction to students, it is typically included within institutional strategic plans and prioritized for growth. Ensuring that faculty “buy-in” to this goal and strategic priorities requires significant faculty engagement. In this paper, options for implementation and ways to promote engagement are discussed within a case study of how Auburn University kinesiology faculty took part in educational transformation and innovation by connecting to the campus mission.