Researchers conducted a qualitative content analysis to investigate the observable involvement of 22 Governing Boards with Diversity, Equity, and Inclusion (DEI) efforts at colleges and universities. Using a merged theoretical framework of Rall et al.’s (Journal of Education Human Resources 38:139–164, 2020) Culturally Sustaining Governance and LePeau’s (The Review of Higher Education 39:97–122, 2015) Cycle of Making Continuous Commitments to Diversity and Inclusion, the findings revealed that Boards act in similar ways to an electrical socket between internal and external stakeholders associated with DEI efforts. Boards receive information from stakeholders at points in time and episodically ‘plug in’ to DEI efforts such as endorsing policies or diversity plans. The study highlights the nature and potential of governance partnerships to advance DEI work. Implications encourage Boards to enhance their capacity to partner and support organizational change.

研究人员进行了一项定性内容分析，以调查 22 个管理委员会在学院和大学中的多样性、公平和包容性 (DEI) 工作的可观察参与情况。使用 Rall 等人 (Journal of Education Human Resources 38:139–164, 2020) Culturely Sustaining Governance 和 LePeau (The Review of Higher Education 39:97–122, 2015) Cycle of Making Continuous Commitments 的合并理论框架对于多样性和包容性，调查结果显示，董事会的行为方式类似于内部和外部利益相关者之间与 DEI 工作相关的电源插座。董事会在某个时间点从利益相关者那里接收信息，并偶尔“插入”DEI 的工作，例如支持政策或多元化计划。该研究强调了治理伙伴关系在推进 DEI 工作方面的性质和潜力。影响鼓励董事会提高其合作和支持组织变革的能力。