Revisiting critical STEM interventions: a literature review of STEM organizational learning

Abstract

Abstract There is inconclusive evidence on the ability of scientific research in science, technology, engineering, and mathematics (STEM) education to scale-up from one context to another and ultimately become institutionalized. The dearth of evidence draws focus on how organizations change and evolve or the process of organizational learning. We designed this systematic review of the literature to uncover to what extent and how organizational theory has been leveraged within STEM interventions or as a research tool to inform the policies and practices of STEM education organizations. Unlike previous reviews, we explicitly focused on how organizational learning informs cultural transformation toward the success of racially and ethnically underrepresented minority (URM) students in STEM. The research question was: How has organizational theory and learning informed the potential for STEM education to center the success of URM students? Our results reveal that STEM entities that did not leverage organizational theory consistently fell into either the “decision trap” identified by Langely et al. created by ignoring temporal structures or deemed the innovation threatening, as Kezar suggested. We conclude with practical recommendations for the design of STEM education interventions.

Keywords

• Change processes
• Organizational learning
• STEM education
• URM students