Search

Charter school policies have focused on improving three aspects of schools—autonomy, innovation, and accountability—with the intention of promoting advances in curriculum, instruction, and learning that lead to better student outcomes. However, most research on charter schools tends to neglect school organizational and instructional conditions. Overall, reviews show that charter schools have inconsistent effects on student achievement scores, a finding that masks heterogeneous effects among different types of charter schools, operators of charter schools, and authorizers of charter schools and the organizational and instructional conditions under which they operate. This systematic review of the literature focuses on what we know about the organization of charter schools and the resources—material, human, and social as well as professional development and teaching practices—within them. We end by identifying gaps where more research is needed.

In the last decade, STEM-focused schools have opened their doors nationally in the hope of meeting students’ contemporary educational needs. Despite the growth of these STEM-focused institutions, minimal research exists that follows how schools make a transition toward a STEM focus and what organizational structures are most conducive to a successful transition. The adoption of a STEM focus has clear implications for a school’s organizational identity. For Catholic schools, the negotiation of a new STEM focus is especially complex, as Catholic schools have been shown to generally possess a distinct religious and cultural organizational identity. The adoption of a second, STEM-focused identity raises questions about whether and how these identities can coexist. Framed by perspectives on organizational identity and existing conceptualizations of the cultural and religious hallmarks of Catholic schools, this study utilizes a multiple-case study design to explore the organizational transition of four Catholic K-8 institutions to Catholic STEM-focused schools. These cases demonstrate the particular challenges of negotiating multiple organizational identities. While variation existed in how the four schools accommodated these identities, the most promising environments for successful transition drew upon an aggregative model of identity negotiation, that is, when schools attended to both identities, but ensured that the original Catholic identity of the school remained foundational to all decisions. The least successful identity negotiations occurred when there was a lack of common understanding about what comprised a STEM-focused school, leading to minimal buy-in from stakeholders or when a school sought to make the transition for recruitment or marketing rather than mission-driven reasons. Discussion of the more successful identity aggregation provides a framework for schools within and beyond the religious sector that desire to adopt an additional STEM-focused identity.