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Using facilitated qualitative action research, participants followed a four-stage progressive learning process to build knowledge and strategies for transferring it when board membership changes. Knowledge management theory informed how boards learn and share, contributing to a comprehensive board succession plan used in 2010–2011 for the fourth presidential search.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/a-unique-governance-learning-experience-volume-46-article-3-2016/596694/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/a-unique-governance-learning-experience-volume-46-article-3-2016/596694.png","ImageObject",300,407,{"name":92,"@type":93},"Muffet","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-11-06","2026-10-15",true,{"@type":102,"interactionType":103,"userInteractionCount":14},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What was the central focus of the 2008–2009 graduate study?","Question",{"text":112,"@type":113},"The study focused on how the Grant MacEwan College Board of Governors could acquire and transfer knowledge about presidential search as an essential governance responsibility.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"How did participants develop and organize knowledge during the study?",{"text":117,"@type":113},"Participants engaged in a facilitated qualitative action research exercise with a four-stage progressive learning experience, producing strategies for knowledge transfer as board membership changed.",{"name":119,"@type":110,"acceptedAnswer":120},"What questions guided the research beyond the main question?",{"text":121,"@type":113},"The supplementary questions addressed information-gathering techniques for presidential searches, how boards apply best practices, the role of external recruitment specialists, knowledge transfer during membership changes, and translating knowledge into a plan for the next search.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},596694,1792211440,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":14,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":144,"read_time":145,"preview_page_count":4},962090768927,"https://ap-avatar.wpscdn.com/davatar_085a072bc5b1113ac321206ff7593b45","CSSHE  \nSCÉES  \nCanadian Journal of Higher Education Revue canadienne d’enseignement supérieur Volume 46, No. 3, 2016, pages 105-122  \nA Unique Governance Learning Experience  \nMargo Baptista  \nGrant MacEwan University  \nAbstract  \nThis paper reports on some of the findings of a 2008–2009 graduate study conducted as a shared organizational learning experience for the Grant MacEwan College (now MacEwan University1) Board of Governors to learn about a vital board governance responsibility—presidential search. Through a facilitated, qualitative action research exercise, participants engaged in a four-stage progressive learning experience to create a body of knowledge about presidential search experiences and to develop strategies for transferring this knowledge when membership changes. The study examined how, through the application of knowledge management theory, a board can learn and share knowledge. This learning experience contributed to the creation of a comprehensive board succession plan for the MacEwan Board of Governorsand, in 2010–2011, this plan was used to guide the institution’s search for its fourth president.  \nRésumé  \nCet article présente quelques-unes des conclusions d’une recherche menée en 2008-2009 auprès du Conseil des Gouverneurs du Grant MacEwan College (MacEwan2) . Organisée sous la forme d’une expérience d’apprentissage organisationnelle, l’étude visait à permettre aux membres du Conseil des’approprier une des responsabilités cruciales des conseils en matière degouvernance : l’embauche d’un président. Au fil d’une recherche-action qualitative et encadrée, les membres du Conseil ont été amenés à s’engagerdansun processusd’apprentissage progressif en quatre étapes leur permettant de mutualiserleurs connaissances et leurs expériences au sujet del’embauched’un président, et ainsi de créer des stratégies pour transférer ce corps de connaissances et d’expériences au fil des changements dans la composition du Conseil. L’étude a ainsi pu examiner la façon dont un conseil peut apprendre et partager les savoirs en mettant en pratique la théorie de la gestion des  \nCJHE / RCES Volume 46, No. 3, 2016  \nA Unique Governance Learning Experience / M. Baptista 106  \nconnaissances. Cette expérience unique a mené à la réalisation d’un plan de transition exhaustif pour le Conseil et, en 2010-2011, a également soutenu le processus d’embauche du quatrième président de MacEwan.  \nIntroduction  \nThe frequency of turnover within postsecondary boards of governors presents particular challenges to the individual and collective ability of board members to acquire and manage intellectual capital on their roles and responsibilities. In 2008–2009, a graduate study examined how, through the application of knowledge management theory, a board can learn and share knowledge on a vital board responsibility—presidential search. Board members may learn about the topic of presidential search through presentations at governance conferences or by reading governance books. Most often, however, boards learn about the topic at the time, experientially, their institution is engaged in the recruitment process for its next president. Seeking knowledge about this topic through a proactive and targeted approach is not common practice. However, in 2008, the board of governorsat Grant MacEwan College (now MacEwan University) embraced a unique opportunity to learn about presidential search at a time when the institution was not conducting a search. Through a facilitated, qualitative action research exercise, participants engaged in a four-stage progressive learning experience to create a body of knowledge about presidential search experiences and to develop strategies for transferring this knowledge when board membership changes. This shared organizational learning experience contributed to the creation of a comprehensive board succession plan for the MacEwan Board of Governors and, in 2010–2011, this plan was used to guide the institution’s search for it","cbCaihGedPgfUb0S","https://ap.wps.com/l/cbCaihGedPgfUb0S","pdf",222377,18,"English","# Abstract\n# Introduction\n## Research questions\n## Board learning strategies","[{\"question\":\"What was the central focus of the 2008–2009 graduate study?\",\"answer\":\"The study focused on how the Grant MacEwan College Board of Governors could acquire and transfer knowledge about presidential search as an essential governance responsibility.\"},{\"question\":\"How did participants develop and organize knowledge during the study?\",\"answer\":\"Participants engaged in a facilitated qualitative action research exercise with a four-stage progressive learning experience, producing strategies for knowledge transfer as board membership changed.\"},{\"question\":\"What questions guided the research beyond the main question?\",\"answer\":\"The supplementary questions addressed information-gathering techniques for presidential searches, how boards apply best practices, the role of external recruitment specialists, knowledge transfer during membership changes, and translating knowledge into a plan for the next search.\"}]","A Unique Governance Learning Experience - Volume 46 - Article 3 - 2016 | PDF",1792083542,45]