Collaboration among higher education professors who are responsible for the education of preservice teachers is one potential solution to the problem of poor teacher preparation. Specifically, collaboration among mathematics educators and mathematicians can enhance preservice teacher preparation because it provides opportunities for preservice teachers to develop pedagogical content knowledge. However, collaborative efforts are challenging, and collaborators often face obstacles and tensions arise among the collaborative group members. Learning about ways the collaborators approach their collaborative efforts, the issues and tensions that arise, the hindering and supporting factors that affect the collaboration, and the potential outcomes of collaborative efforts provides information beneficial to higher education instructors looking to collaborate in teacher education programs. An exploratory descriptive case study was employed to answer the following research questions: 1. What approaches do a team comprised of a mathematics educator and two mathematicians use to facilitate their collaborative co-planning efforts as they prepare for and teach concurrent mathematics methods and mathematics courses for preservice middle grades mathematics teachers? 2. What factors support or hinder the collaboration? 3. In what ways does the collaboration affect the mathematics educator’s and mathematicians’ course planning and teaching? A mathematics educator and two mathematicians co-planned, and concurrently taught, courses for preservice middle grades mathematics teachers enrolled in a middle school mathematics teacher education program. Data collected from observations of planning meetings, observations of classes taught by the participants, and from interviews were analyzed through thematic analysis. At the onset of the collaboration, the collaborators assumed roles that initiated the collaboration, with the mathematics educator emerging as the leader and setting the schedule and meeting agendas. However, the hierarchical roles they established ultimately led to a power imbalance, the major hindering factor of the collaboration. Other hindering factors include administrative business, lack of authority, and undefined goals. The instructors in the collaborative group formed relationships and bonded over similar challenges with the preservice teachers. The connections among the collaborators facilitated the collaboration. As a result of the collaboration, each of the instructors made planning and teaching changes in their courses. The mathematicians employed instructional strategies consistent with best practices in education, such as group work, which they had not utilized in other courses. The mathematics educator made direct connections with content the preservice teachers in her course were learning in their mathematics courses taught by her collaborators.

Over the past few decades, there has been a shift in crime control discourses, from an almost exclusive focus on traditional criminal justice objectives and practices, to attention to ‘community’ and a range of strategies that seek to prevent crime and increase safety. Overall, evaluations of the community mobilization approach to crime prevention and safety conclude that these initiatives have generally demonstrated limited long-term impacts on ‘crime’ and safety at the local level. Through the ‘what works’ lens, the limits of the approach have typically been attributed to implementation challenges related to outreach and mobilization, and inadequate resourcing. Through a more critical lens, using studies on governmentality as a starting point, this study examines the mechanisms through which crime prevention and community safety became thinkable as sites of governance in Canada, and more specifically within the Community Development Framework (CDF) in Ottawa (ON). To this end, I conducted an ethnography using a triangulation of data collection methods, including extensive fieldwork and direct participant observation within the CDF. The findings of this ethnography describe in detail how the CDF emerged and unfolded (from 2008 to 2010) from a variety of perspectives. These findings show that the CDF encountered a number of common challenges associated with program implementation and community-based evaluation. However, the lack of progress made towards adhering to CDF principles and reaching CDF goals cannot be reduced to these failures alone. The CDF highlights the importance of locating the community approach to crime prevention within its wider socio-political context, and of paying attention to its numerous ‘messy actualities’. These include the dynamics and repercussions of: governing at a distance and of the dispersal of social control; the neoliberal creation and responsibilization of choice-makers; relations of power, knowledge and the nature of expertise; the messiness of the notion of ‘community’; bureaucratic imperatives and professional interests; the words versus deeds of community policing; and processes relevant to resistance within current arrangements.

Over the past few decades, there has been a shift in crime control discourses, from an almost exclusive focus on traditional criminal justice objectives and practices, to attention to ‘community’ and a range of strategies that seek to prevent crime and increase safety. Overall, evaluations of the community mobilization approach to crime prevention and safety conclude that these initiatives have generally demonstrated limited long-term impacts on ‘crime’ and safety at the local level. Through the ‘what works’ lens, the limits of the approach have typically been attributed to implementation challenges related to outreach and mobilization, and inadequate resourcing. Through a more critical lens, using studies on governmentality as a starting point, this study examines the mechanisms through which crime prevention and community safety became thinkable as sites of governance in Canada, and more specifically within the Community Development Framework (CDF) in Ottawa (ON). To this end, I conducted an ethnography using a triangulation of data collection methods, including extensive fieldwork and direct participant observation within the CDF. The findings of this ethnography describe in detail how the CDF emerged and unfolded (from 2008 to 2010) from a variety of perspectives. These findings show that the CDF encountered a number of common challenges associated with program implementation and community-based evaluation. However, the lack of progress made towards adhering to CDF principles and reaching CDF goals cannot be reduced to these failures alone. The CDF highlights the importance of locating the community approach to crime prevention within its wider socio-political context, and of paying attention to its numerous ‘messy actualities’. These include the dynamics and repercussions of: governing at a distance and of the dispersal of social control; the neoliberal creation and responsibilization of choice-makers; relations of power, knowledge and the nature of expertise; the messiness of the notion of ‘community’; bureaucratic imperatives and professional interests; the words versus deeds of community policing; and processes relevant to resistance within current arrangements.

Over the past few decades, there has been a shift in crime control discourses, from an almost exclusive focus on traditional criminal justice objectives and practices, to attention to ‘community’ and a range of strategies that seek to prevent crime and increase safety. Overall, evaluations of the community mobilization approach to crime prevention and safety conclude that these initiatives have generally demonstrated limited long-term impacts on ‘crime’ and safety at the local level. Through the ‘what works’ lens, the limits of the approach have typically been attributed to implementation challenges related to outreach and mobilization, and inadequate resourcing. Through a more critical lens, using studies on governmentality as a starting point, this study examines the mechanisms through which crime prevention and community safety became thinkable as sites of governance in Canada, and more specifically within the Community Development Framework (CDF) in Ottawa (ON). To this end, I conducted an ethnography using a triangulation of data collection methods, including extensive fieldwork and direct participant observation within the CDF. The findings of this ethnography describe in detail how the CDF emerged and unfolded (from 2008 to 2010) from a variety of perspectives. These findings show that the CDF encountered a number of common challenges associated with program implementation and community-based evaluation. However, the lack of progress made towards adhering to CDF principles and reaching CDF goals cannot be reduced to these failures alone. The CDF highlights the importance of locating the community approach to crime prevention within its wider socio-political context, and of paying attention to its numerous ‘messy actualities’. These include the dynamics and repercussions of: governing at a distance and of the dispersal of social control; the neoliberal creation and responsibilization of choice-makers; relations of power, knowledge and the nature of expertise; the messiness of the notion of ‘community’; bureaucratic imperatives and professional interests; the words versus deeds of community policing; and processes relevant to resistance within current arrangements.

Over the past few decades, there has been a shift in crime control discourses, from an almost exclusive focus on traditional criminal justice objectives and practices, to attention to ‘community’ and a range of strategies that seek to prevent crime and increase safety. Overall, evaluations of the community mobilization approach to crime prevention and safety conclude that these initiatives have generally demonstrated limited long-term impacts on ‘crime’ and safety at the local level. Through the ‘what works’ lens, the limits of the approach have typically been attributed to implementation challenges related to outreach and mobilization, and inadequate resourcing. Through a more critical lens, using studies on governmentality as a starting point, this study examines the mechanisms through which crime prevention and community safety became thinkable as sites of governance in Canada, and more specifically within the Community Development Framework (CDF) in Ottawa (ON). To this end, I conducted an ethnography using a triangulation of data collection methods, including extensive fieldwork and direct participant observation within the CDF. The findings of this ethnography describe in detail how the CDF emerged and unfolded (from 2008 to 2010) from a variety of perspectives. These findings show that the CDF encountered a number of common challenges associated with program implementation and community-based evaluation. However, the lack of progress made towards adhering to CDF principles and reaching CDF goals cannot be reduced to these failures alone. The CDF highlights the importance of locating the community approach to crime prevention within its wider socio-political context, and of paying attention to its numerous ‘messy actualities’. These include the dynamics and repercussions of: governing at a distance and of the dispersal of social control; the neoliberal creation and responsibilization of choice-makers; relations of power, knowledge and the nature of expertise; the messiness of the notion of ‘community’; bureaucratic imperatives and professional interests; the words versus deeds of community policing; and processes relevant to resistance within current arrangements.

Le coworking est un phénomène émergent du 21e siècle. L’ouverture du premier espace de coworking à Paris remonte à 2008. Ce travail de recherche a été mené entre 2015 et 2018 à partir d’une autoethnographie. Le chercheur a pris les rôles de manager de communauté tout en cultivant des perspectives à la fois critiques et phénoménologiques. Il s’agissait de comprendre le phénomène « de l’intérieur ». A partir de deux terrains et d’une exploration plus large de l’écosystème parisien du coworking, la thèse identifie douze pratiques de légitimation du coworking qui ont peu à peu contribué à l’émergence d’un véritable champ du coworking. Parallèlement, ces pratiques de légitimation ont remis en question la place de l’individu dans la communauté et dans la société. En complément de la théorie institutionnelle et de la phénoménologie, nous analysons cette évolution à partir la tradition anarchiste humaniste. / Coworking is an emerging phenomenon of the 21st century. The first coworking space in Paris opened in 2008. This research work has been conducted between 2015 and 2018 through an autoethnographic research design. I used to work as a community manager while cultivating both critical and phenomenological perspectives. This work aims at understanding the phenomenon "from the inside". Based on two fieldworks and a broader exploration of the Parisian ecosystem of coworking, the thesis identifies twelve practices of legitimation of coworking that have gradually contributed to the emergence of the field of coworking. At the same time, these legitimizing practices have challenged the position of the individual in the community and in society. In addition to institutional theory and phenomenology, I analyze this phenomenon from the anarchist humanist tradition.

Lollipop, Don’t Be a Hero explores the conceptual and visual themes that are presented in my MFA thesis exhibition. This thesis recounts the development of my work during the two years of graduate study at the VCU Photography and Film Department. The research looks into historical and contemporary ideas within art, social and philosophical commentary and literature, which influence my creative process and aesthetic. This work investigates the idea of giving a voice to a specific section of the working class.

自從二十世紀末以來，管理學者就開始高倡環境不再穩定，企業必須做出相應的改變，才能維持競爭優勢，持續生存下去。為了適應當今的動盪環境，企業發展出網絡式組織的型態，甚至形成跨越組織、互補共存的「平台」與「社群」。同時，企業也發覺自己無法掌握所有的創新靈感、人才、資源，必須跨越組織的疆界，向外尋求協助，進行「開放式創新」。新型態的組織正在成形，尤其發生在高知識密集或者高科技產業中。台灣以高科技產業聞名事業，供應鏈佈局全球，不久的未來(甚至是現在)極有可能產生諸多新型態的組織，因此我們不得不重視這樣的趨勢。 本論文在文獻探討的部分，把焦點放在三大議題上：開放式創新、平台企業、協作社群。吾人試圖尋找這些互異現象的整合架構，從學者的文獻中規納理論架構，找出形塑「開放平台」的重要面向，分別是「核化」與「拔尖」。接著以NTT DoCoMo從1990年代開始發展的i-mode平台，以及IBM在2005年成立的Blade.org社群作為分析個案，用以證實該理論架構的可行性。 最後，本論文歸納出以下結論：首先，企業建構平台時，須運用組織內部資源，但擺脫組織惰性；其次，當企業本身對平台控制程度高時，由企業來形塑平台的使命陳述。企業本身對平台的控制程度低時，平台需要有替代機制，為平台擬定發展方向；第三，發展平台須掌握最小限度的控制，最大程度的發揮；第四，尋求外部連結必須儘量跨越產業，讓平台有更多不同的應用，使平台擴大；第五，平台的形塑過程是個動態過程。 / Management scholars claim the business environment has been dramatically change since the end of 20th century. Enterprises have to respond the transformation of such environment in order to pursue the sustainable advantage and constant deveplopment. To adapt to the dynamic and using knowledge efficiently and effective, enterprise has changed from bureaucracy to networking and cross-boundary organization, which are the so-call platform or community type organization. In the meantime, enterprises gradually find out that they are unable to deal with all the ideas, human resources and corporate assets. Instead, they have to cross the boundary, seek assistance from outside innovators. New type of organization is going to emerge, especially in the knowledge-intensive or high technology industries. Taiwan is world-famous for its development of high technology industry. Also, networking connections among the high-tech companies are widely expanding all over the world. Therefore, it is expectable that the new type of organization will be formed in Taiwan in the near future, and it worthwhile for us to pay attention to the trend. In the content of this paper, the literature review is primarily focused three major issues: open innovation, platform enterprises and collaborative communities. This paper has tried to put the three different kinds of system into an integrated framework, together with inclusion from the scholars' theories, to conclude that an open platform can be formed in two dimensions. These two dimensions are called "coring" and "tipping". To conduct a case study, the research also chose for purpose of analysis and attempted to prove the feasibility of the integrated framework. The cases were obtained from business operational phenomena of companies respectively: i-mode which is owned by NTT DoCoMo, and Blade.org, which is owned by IBM. The research came to the conclusions in five aspects. First, while building the open platform, enterprise should manipulate the resource of the existing business and try to shed the inertia as well as the bureaucracy. Second, a platform leader has to mould the mission statement for the platform controlled by the leader in a great degree. If the platform is not close to the leader, the leader has to create a substitute institution to replace the function of the leader. Third, a manager has to maintain minimum control to facilitate the members of the platform to develop the function and performance heartily by their own. Fourth, a platform leader should try its best to connect with the outside innovation across the industries and develop various applications for easy access. Fifth, formation of the open platform is always a dynamic process.