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Collaborative school turnaround: a study of the impact of school federations on student outcomes

Collaborative school turnaround: a study of the impact of school federations on student outcomes
Collaborative school turnaround: a study of the impact of school federations on student outcomes
School federations are groups of two or more schools operating under a single governance structure. The study reported in this article compared federations designed to raise performance in low-attaining schools against a matched sample of their non-federated counterparts. The findings are based on quantitative analysis of data collected in 2009–2010 from the National Pupil Database (NPD), combined with semi-structured interviews in a small group (N?=?5) of federations. The findings suggest school federations may offer an alternative way of thinking about school turnaround as a collaborative, interorganizational process rather than a mechanism for single organizational change.
1570-0763
200-226
Chapman, Chris
6cedde87-3722-45fb-9dd0-d992fa04332f
Muijs, Daniel
62af2eff-0cb5-403b-81cc-7a3bfb3e640e
Chapman, Chris
6cedde87-3722-45fb-9dd0-d992fa04332f
Muijs, Daniel
62af2eff-0cb5-403b-81cc-7a3bfb3e640e

Chapman, Chris and Muijs, Daniel (2013) Collaborative school turnaround: a study of the impact of school federations on student outcomes. Leadership and Policy in Schools, 12 (3), 200-226. (doi:10.1080/15700763.2013.831456).

Record type: Article

Abstract

School federations are groups of two or more schools operating under a single governance structure. The study reported in this article compared federations designed to raise performance in low-attaining schools against a matched sample of their non-federated counterparts. The findings are based on quantitative analysis of data collected in 2009–2010 from the National Pupil Database (NPD), combined with semi-structured interviews in a small group (N?=?5) of federations. The findings suggest school federations may offer an alternative way of thinking about school turnaround as a collaborative, interorganizational process rather than a mechanism for single organizational change.

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More information

Published date: 10 October 2013

Identifiers

Local EPrints ID: 358828
URI: https://eprints.soton.ac.uk/id/eprint/358828
ISSN: 1570-0763
PURE UUID: a86775f0-5d81-497b-b1d7-d0161530bede
ORCID for Daniel Muijs: ORCID iD orcid.org/0000-0002-0131-8921

Catalogue record

Date deposited: 14 Oct 2013 13:36
Last modified: 06 Jun 2018 12:33

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