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How stakeholders’ data literacy contributes to student success in higher education: a goal-oriented analysis
16 references·2 citing·51 second hop
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References

  • 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts9,467 cited
  • 1993Defining Quality1,496 cited
  • 2020Defining and Measuring Academic Success613 cited
  • 2013Incorporating Data Literacy into Information Literacy Programs: Core Competencies and Contents369 cited
  • 2017Perceived Academic Control and Academic Emotions Predict Undergraduate University Student Success: Examining Effects on Dropout Intention and Achievement203 cited
  • 2015Dropout and completion in higher education in Europe: main report190 cited
  • 2010The “Thriving Quotient”174 cited
  • 2010Modeling Strategic Relationships for Process Reengineering167 cited
  • 2007Evidence-informed pedagogy and the enhancement of student employability145 cited
  • 2017The flipped classroom: A learning model to increase student engagement not academic achievement124 cited
  • 2010Beyond hard outcomes: ‘soft’ outcomes and engagement as student success120 cited
  • 2019Towards data literacy competencies: Business students, workforce needs, and the role of the librarian84 cited
  • 2015Data informed learning: A next phase data literacy framework for higher education66 cited
  • 2019Exploring data literacy via a librarian-faculty learning community: A case study37 cited

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  • 2018Comparing the Information Needs and Experiences of Undergraduate Students and Practicing Engineers33 cited
  • 2015Teaching Data Information Literacy Skills in a Library Workshop Setting: A Case Study in Agricultural and Biological Engineering8 cited
  • Cited by

    • 2024Globalizing data literacy: Unveiling methodologies and findings from the European Educability project (building the capacity of educators and librarians in information literacy)1 cited
    • 2026Teachers and Their Critical Data Literacy Teaching Practices: The Role of Disciplines, Research Experience and Organizational Context1 cited