 Academic leadership of engagement and impactMartin Spring Chapter 11 in How to Scale Engagement and Impact in Universities, 2025, pp 115-124 from Edward Elgar Publishing Abstract: Engagement and impact have become increasingly explicit strategic concerns for universities and business schools in recent years. As a result, many business schools have created senior academic leadership roles with specific responsibility for engagement. Such roles are relatively new, compared to equivalent roles with responsibility for research and teaching, and are in part responding to quite fluid external drivers such as – in a UK context – the recently introduced Knowledge Exchange Framework, and the ever-shifting approach to evaluating impact in the Research Excellence Framework. This chapter describes and reflects on one senior academic's experience of taking on, shaping and working in such a role – Associate Dean for Engagement – in a UK business school. As well as offering some personal reflections, it speculates about how such roles might develop, and what part they could play in the wider project of scaling engagement and impact in business schools. Keywords: University leadership; Academic leadership; University missions; Academic engagement; Knowledge exchange (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:elg:eechap:23495_11 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Chapters from Edward Elgar Publishing |
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