Indiana University

About: Indiana University is a education organization based out in Bloomington, Indiana, United States. It is known for research contribution in the topics: Population & Poison control. The organization has 64480 authors who have published 150058 publications receiving 6392902 citations. The organization is also known as: Indiana University system & indiana.edu.

What Student Affairs Professionals Need to Know About Student Engagement

Abstract: In a 1992 Calvin and Hobbs cartoon (Watterson), 6-year-old Calvin asks his teacher whether he is being adequately prepared for the challenges of the 21st century. He wants to know if he will have the skills and competencies that will allow him to succeed in a tough, global economy. In response, the teacher suggests he start working harder because what he will get out of school depends on how much effort he puts into it. Calvin ponders this advice for a moment and says, “Then forget it.” The exchange between Calvin and his teacher gets right to the point about what matters to student learning and personal development. Indeed, one of the few unequivocal conclusions from How College Affects Students (Pascarella & Terenzini, 2005) is that the amount of time and energy students put forth—student engagement—is positively linked with the desired outcomes of undergraduate education. Unfortunately, Calvin’s response is all too common, if not according to what students say, then by what they do or do not do. In this paper, I summarize the role and contributions of the scholarship and institutional research about student engagement and its relevance for student development professionals and others committed to enhancing the quality of the undergraduate experience. The presentation is organized into four major sections. First, I briefly describe the evolution of the student engagement concept and explain its importance to student development. Then, I summarize findings from research studies about the relationships between student engagement and selected activities including participation in high-impact practices, employment, and some other experiences of relevant a relevance to the current generation of undergraduates. Next, I discuss some topics that warrant additional investigation to better understand how to further potential and utility of student engagement research and institutional policies and practices that the findings suggest. I close with some observations about the implications of student engagement research for student affairs professionals and others on campus committed to improving the quality of undergraduate education.

A bright monomeric green fluorescent protein derived from Branchiostoma lanceolatum.

Abstract: We report a monomeric yellow-green fluorescent protein, mNeonGreen, derived from a tetrameric fluorescent protein from the cephalochordate Branchiostoma lanceolatum. mNeonGreen is the brightest monomeric green or yellow fluorescent protein yet described to our knowledge, performs exceptionally well as a fusion tag for traditional imaging as well as stochastic single-molecule superresolution imaging and is an excellent fluorescence resonance energy transfer (FRET) acceptor for the newest cyan fluorescent proteins.

Strategic decision models: Integrating different perspectives

Abstract: Different perspectives of strategic decision-making and outcomes have been advanced in the literature. Among those are the rational normative, external control, and strategic choice models. The current research examined hypothesized effects of factors associated with these three perspectives on strategic acquisition decisions. Strong support was found for the rational/analytical normative choice perspective with objective criteria explaining the greatest amount of total explained variance in evaluation of target firms. However, industry and executive characteristics also produced main effects on target firm evaluations. Furthermore, the strategic decision models were found to vary by industry and executive characteristics of age, educational degree type, amount and type of work experience, and level (CEO and below). The results suggest that strategic decision models are quite complex with significant implications for future research and for strategic decision-making.