Alys Longley and Barbara Kensington-Miller
Many graduate attributes (such as adaptability, resilience, cultural awareness and professionalism) are often considered aspirational or invisible and conventionally go “under the…
Abstract
Purpose
Many graduate attributes (such as adaptability, resilience, cultural awareness and professionalism) are often considered aspirational or invisible and conventionally go “under the radar” of standard university dance education. The purpose of this paper is to add to existing theories of dance as an academic discipline and contributes to studies identifying and mapping graduate attributes across the academy.
Design/methodology/approach
The research project Making the Invisible Visible contextualises this paper. It has involved a two-year, cyclical data-gathering process, involving interviews with leading dance employers and academics, and surveys of students from diverse disciplines entering and completing full-time dance degrees.
Findings
Due to the centrality of embodiment in studio learning, dance is an unusual discipline within research on graduate attributes and holds a unique place in academia. The creative, embodied, collaborative activities typical to dance learning offer fresh insight to the literature on graduate attributes – both visible and invisible – all graduates from a given institution are expected to hold.
Originality/value
A narrative methodology is employed to present a series of amalgam characters manifesting specific ways in which invisible graduate attributes inform pedagogies, student–teacher relationships and student understandings of their professional skills.
Details
Keywords
Seoyeon Kim, Lucinda L. Austin and Barbara Miller Gaither
This study examined how consumer response to corporations that take a stand (or not) on social/political issues – varied by “fit” between the company and the advocated issue – was…
Abstract
Purpose
This study examined how consumer response to corporations that take a stand (or not) on social/political issues – varied by “fit” between the company and the advocated issue – was mediated by perceptions of the motives for the advocacy.
Design/methodology/approach
A 2 (corporate stand: stand v. no stand) × 2 (company-issue fit: high v. low) experiment was conducted with a nationally representative sample of 1,204 U.S. adult consumers.
Findings
The study found that the effect of corporate stand taking on perceived corporate hypocrisy was moderated by company-issue fit. Also, companies were viewed as more hypocritical when taking a stand on an issue that was less relevant to the company’s business, despite the CSA being seen as being values-driven.
Originality/value
The study provides guidelines for companies to determine when and whether to take a stand on a CSA issue. Particularly, the results suggest that values promotion is not the sole determinant of successful CSA and that company-issue fit should be taken into account for a more comprehensive assessment of the given CSA.