Although substantial areas of agreement exist regarding the characteristics of effective community-university partnerships for research, there is little empirical research on the relationship between the characteristics of such partnerships and their outcomes. In this study, we explored the relationship between partnership characteristics and partnership outcomes. Analyses of the relationships between partnership dynamics and perceived benefits show that (1) effective partnership management is associated with increased research on a community issue, problem, or need; (2) co-creation of knowledge is Outreach and Engagement, Michigan State University. He received his Ph.D. in sociology from the University of Minnesota. His research and scholarship focus on program evaluation and the evaluation of university-community partnerships.Celeste Sturdevant Reed is an evaluator with University Outreach and Engagement at Michigan State University. She has an M.S.W. from the University of Michigan and a Ph.D. in Interdisciplinary Social Science/Labor and Industrial Relations from Michigan State University. Her current evaluation projects focus on comprehensive early childhood services and out-of-school time (K-12) programs.Robert E. Brown is the Associate Director of University-Community Partnerships, Michigan State University Outreach and Engagement. He brokers, facilitates, and participates in university-community partnerships that are scholarly, community-based, collaborative, responsive, and capacity-building for the public good. He has a master's degree in public administration from Western Michigan University.

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North American scholars have had an historical interest in the extent to which workers can be committed to both their employer and their union. This is particularly relevant given the recent emphasis on greater labor-management cooperation as part of a competitive strategy. This paper reviewed the correlational literature concerning the relationship between company and union commitment. Meta-analysis procedures were applied to the results of 76 samples involving a total of 15,699 respondents and found a mean corrected effect size of .42. The extended analyses included multiple studies from Canada, Japan, Sweden, and the United States. A system-level moderator, adversarial, or consensual approach to industrial relations, was found. While further moderator analysis was warranted, studies lacked sufficient information for coding. Conceptual and practical implications from the findings are drawn.

Much can be learned from the experience of citizen participation in health planning over the past thirty years. A review of literature on the subject reveals seven key themes: systems change, knowledge transfer, civic engagement, inclusion, decision making, project organization, and project leadership.

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Public and private nonprofit organizations are increasing training efforts to build individual and organizational capacity to carry out and utilize outcome evaluation. Evaluators of training are challenged to find comprehensive evaluative frameworks. Traditional training evaluation tend to focus individual change, while organization-focused efforts tend to incorporate individual change as a necessary sub-component of the larger entity's change. Neither approach adequately incorporates a developmental context within the evaluative framework. This article presents an integral, developmental approach that links individual and collective attributes. The use of the framework is illustrated with examples from Check Points, an outcome evaluation training program of Michigan State University and United Way of Michigan. The article concludes with suggestions for improving training and evaluative efforts.

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