John C. Smart

Bio: John C. Smart is an academic researcher. The author has contributed to research in topics: Higher education. The author has an hindex of 1, co-authored 1 publications receiving 2353 citations.

Higher education : handbook of theory and research

Abstract: 1. The Complexity of Higher Education: a Career in Academics and Activism Philip G. Altbach.- 2. Advancing an Intersectionality Framework in Higher Education: Power and Latino Postsecondary Opportunity Anne-Marie Nunez.- 3. Student Veterans in Higher Education David T. Vacchi and Joseph B. Berger.- 4. The Changing Nature of Cultural Capital Jenna R. Sablan and William G. Tierney.- 5. The Culturally Engaging Campus Environments (CECE) Model: A New Theory of Success among Racially Diverse College Student Populations Samuel D. Museus.- 6. Organizational Identity in Higher Education: Conceptual and Empirical Perspectives David J. Weerts, Gwendolyn H. Freed and Christopher C. Morphew.- 7. Student Ratings of Instruction in College and University Courses Stephen L. Benton and William E. Cashin.- 8. College Enrollment: an Economic Analysis Leslie S. Stratton.- 9. The Welding of Opposite Views: Land-Grant Historiography at 150 Years Nathan M. Sorber and Roger L. Geiger.- 10. The Completion Agenda: The Unintended Consequences for Equity in Community Colleges Jaime Lester.- 11. Using IPEDS for Panel Analyses: Core Concepts, Data Challenges, and Empirical Applications Ozan Jaquette and Edna E. Parra.- 12. Toward a Better Understanding of Equity in Higher Education Finance and Policy Luciana Dar.

Reporting structural equation modeling and confirmatory factor analysis results: A review

Abstract: The authors provide a basic set of guidelines and recommendations for information that should be included in any manuscript that has confirmatory factor analysis or structural equation modeling as the primary statistical analysis technique. The authors provide an introduction to both techniques, along with sample analyses, recommendations for reporting, evaluation of articles in The Journal of Educational Research using these techniques, and concluding remarks.

Alumni and their alma mater: A partial test of the reformulated model of organizational identification

Abstract: Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.

The Control-Value Theory of Achievement Emotions: Assumptions, Corollaries, and Implications for Educational Research and Practice

Abstract: This article describes the control-value theory of achievement emotions and its implications for educational research and practice. The theory provides an integrative framework for analyzing the antecedents and effects of emotions experienced in achievement and academic settings. It is based on the premise that appraisals of control and values are central to the arousal of achievement emotions, including activity-related emotions such as enjoyment, frustration, and boredom experienced at learning, as well as outcome emotions such as joy, hope, pride, anxiety, hopelessness, shame, and anger relating to success or failure. Corollaries of the theory pertain to the multiplicity and domain specificity of achievement emotions; to their more distal individual and social antecedents, their effects on engagement and achievement, and the reciprocal linkages between emotions, antecedents and effects; to the regulation and development of these emotions; and to their relative universality across genders and cultures. Implications addressed concern the conceptual integration of emotion, motivation, and cognition, and the need to advance mixed-method paradigms. In closing, implications for educational practice are discussed.

An Introduction to Logistic Regression Analysis and Reporting

Abstract: The purpose of this article is to provide researchers, editors, and readers with a set of guidelines for what to expect in an article using logistic regression techniques. Tables, figures, and charts that should be included to comprehensively assess the results and assumptions to be verified are discussed. This article demonstrates the preferred pattern for the application of logistic methods with an illustration of logistic regression applied to a data set in testing a research hypothesis. Recommendations are also offered for appropriate reporting formats of logistic regression results and the minimum observation-to-predictor ratio. The authors evaluated the use and interpretation of logistic regression presented in 8 articles published in The Journal of Educational Research between 1990 and 2000. They found that all 8 studies met or exceeded recommended criteria.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.