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‘Bottoms up’: A case study on integrating public engagement within a university culture
16 references·0 citing·43 second hop
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References

  • 1998Communities of Practice23,452 cited
  • 2009Leading change: why transformation efforts fail4,500 cited
  • 2005A Typology of Public Engagement Mechanisms1,869 cited
  • 1995Leading change: Why transformation efforts fail1,188 cited
  • 1996Facilitator's Guide to Participatory Decision-Making500 cited
  • 2018Shared leadership: A state‐of‐the‐art review and future research agenda412 cited
  • 2009A framework for understanding collective leadership: The selective utilization of leader and team expertise within networks404 cited
  • 2012Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice330 cited
  • 2014The Impact of the Social Sciences: How Academics and Their Research Make a Difference255 cited
  • 2015Lost in the ‘third space’: the impact of public engagement in higher education on academic identity, research practice and career progression108 cited
  • 2018Evaluating ‘impact’ in the UK’s Research Excellence Framework (REF): liminality, looseness and new modalities of scholarly distinction101 cited
  • 2012From Engagement to Impact? Articulating the Public Value of Academic Research70 cited
  • 2018A common standard for the evaluation of public engagement with research41 cited
  • 2017A 'work in progress'?: UK researchers and participation in public engagement

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28 cited
  • 2017Supporting future scholars of engaged research22 cited
  • 2018A success/failure paradox: reflection on a university-community engagement in Australia21 cited
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