•  
  •  
 

Abstract

This article examines structural tensions in internship programs that arise from divergent expectations held by universities and host organizations. Using four years of program administration at Cleveland State University, the analysis differentiates internship ecologies across three settings. Nonprofit agencies often treat interns as supplemental labor with limited supervision. Small profit centered firms tend to equate internships with paying dues and expand responsibility only after extra hours and routine tasks. Large corporations frequently restrict interns to observation due to policy or union constraints. The article argues that educational value depends on active oversight by faculty through a three part framework of ascertainment, balance, and communication. Administrators should vet organizational needs and structures, match student character to site culture, negotiate an appropriate mix of learning and obligation, and maintain regular contact with both student and supervisor. Outcome data indicate substantial benefits when programs are managed deliberately, including high rates of employment and pathway creation within sponsoring organizations. The study concludes that internships can serve academic aims when administrators recognize predictable risks and design safeguards that align educational goals with organizational realities.

Download

Share

COinS
 

Accessibility Statement

This item was created or digitized prior to April 24, 2027, or is a reproduction of legacy media created before that date. It is preserved in its original, unmodified state specifically for research, reference, or historical recordkeeping. In accordance with the ADA Title II Final Rule, the University Libraries provides accessible versions of archival materials upon request. To request an accommodation for this item, please submit an accessibility request form.