An organization can be effective only when its value system is congruent with and complementary to its central mission(s). The value system of a university is most clearly described by its promotion and tenure policies, processes, and the criteria it uses in evaluating a faculty member's performance. Professorial-rank faculty members at universities are required to perform assigned duties in teaching, research, extension, advising, administration, etc., that are unique to their position. All faculty members are required to make scholarly contributions and are encouraged to perform service that is relevant to their assignment and of value to their institution and profession. The balance of emphasis between assigned duties and scholarship varies from one faculty position to another—ranging from faculty with few assigned duties who engage predominantly in scholarship, to faculty with extensive assigned duties who devote a small, but significant, effort to scholarly achievement. A university's effectiveness can be compromised, and its faculty inappropriately evaluated, if this reality is not recognized; if scholarship is too narrowly interpreted; or if undue weight is given to individual achievement rather than to the achievements of individuals—including those that resulted from team efforts. Changes that are evolving at Oregon State Univ. to address these three issues will be described, including: adoption of a broader definition of scholarship as intellectual work that is validated by peers and communicated; a description of four fundamental forms of scholarship: discovery, development, integration, and creation; incorporation of a dynamic description of position responsibilities for each faculty member into annual and promotion and tenure evaluations; and addition of a category entitled, Results of team efforts into the format for faculty documentation of achievements.
ECONOMIC DESCRIPTIONS OF INTELLECTUAL PRODUCTION
