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Implicit Theories of Change as a Barrier to Change on College Campuses: An Examination of STEM Reform
7 references·12 citing·44 second hop
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this work references cited by second hop

References

  • 2006Constructing grounded theory : a practical guide through qualitative analysis18,720 cited
  • 1996Sensemaking in Organizations15,614 cited
  • 1999Cognitive Aging: A Primer652 cited
  • 2000Evaluation Models: Viewpoints on Educational and Human Services Evaluation556 cited
  • 2001Understanding and facilitating organizational change in the 21st century : recent research and conceptualizations418 cited
  • 2005Revisiting the Retrospective Pretest297 cited
  • 1998New approaches to evaluating community initiatives: Theory, measurement, and analysis135 cited

Cited by

  • 2015Undergraduate STEM Achievement and Retention157 cited
  • 2019Evidence that communities of practice are associated with active learning in large STEM lectures118 cited
  • 2020The Facade of Fit in Faculty Search Processes108 cited
  • 2019Sustaining pedagogical change via faculty learning community87 cited
  • 2019Barriers to organizational learning in a multi-institutional initiative32 cited
  • 2022Revisiting critical STEM interventions: a literature review of STEM organizational learning25 cited
  • 2021Diversity Interventions in the Classroom: From Resistance to Action23 cited
  • 2018Organizational Pathways toward Gender Equity in Doctoral Education: Chemistry and Civil Engineering Compared

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22 cited
  • 2023Creating an equitable and inclusive STEM classroom: a qualitative meta-synthesis of approaches and practices in higher education19 cited
  • 2024Instructional Influencers: Teaching Professors as Potential Departmental Change Agents in Diversity, Equity, and Inclusion18 cited
  • 2022Sci/Comm Scholars: A Facilitated Peer-To-Peer Working Group for Integrating Rhetorical and Social Scientific Approaches for Inclusive Science Communication11 cited
  • 2026Transactional schooling and consequential learning: The dual object model of engineering department culture1 cited