Abstract
In an effort to build interest in the two-year old service learning center and to fulfill its mission “to integrate academic life with service in thoughtful and relevant ways,” a competition was held to award developmental grants to faculty to create innovative courses incorporating service learning. The winning proposal from the business school used a business ethics course as the vehicle for formally introducing service into the business curriculum. This paper will tell the story of the intended and unintended consequences of building collaboration on several levels: between generations, between college and community, between faculty and college resources, between student teams, and between theory and practice.
Similar content being viewed by others
REFERENCES
Argyris, C. and Schon, D.A. (1974). Theory in Practice. San Francisco: Jossey-Bass Publishers.
Jacoby, B. (1996). Service Learning in Higher Education.
Johnson, C. (2001). Meeting the Ethical Challenges of Leadership: Casting Light or Shadow. Thousand Oaks, CA: Sage Publications.
Merrimack College Catalog.
Merrimack College, Office of Community Partnerships Strategic Plan 2002–2005.
Trevino, L.K. and Youngblood, S.A. (1990). Bad apples in bad barrels: A causal analysis of ethical decision-making behavior, Journal of Applied Psychology 75 (4), 378–386. Virginia Tech Service Learning Handbook. www.majbill.vt.edu/sl/fachand.html
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Vega, G., McHugh, M.A. “What Button Do I Press?” the Consequences of Conducting a Service Learning Project with Senior Citizens. Journal of Academic Ethics 1, 91–117 (2003). https://doi.org/10.1023/A:1025429908149
Issue Date:
DOI: https://doi.org/10.1023/A:1025429908149