An analysis of user interactions, proceedings papers, and Association for Business Communication–sponsored journals reveals an absence of attention to accessibility and disability. While researchers may have demonstrated a passing awareness of the 1990 American with Disabilities Act (ADA) and its implications, so far those implications have not taken center stage. Researchers in fields related to business and professional communication have been publishing work informed by Disability Studies for some time. Thus, a scholarly agenda for accessibility and disability in business and professional communication is long overdue, with a need for studies that address both theory and practice.

In the previous issue of Business and Professional Communication, we focused on flipped classrooms and discovery learning. We continue that broad stream of research with our articles in this issue, most of which engage students in projects designed to facilitate learning in business and professional communication. Implementing projectbased learning can be challenging, and case studies can reveal issues that may be unanticipated in textbooks. Our lead article reports on the role of a commissioned research project in bridging the gap between theory and practice. At the authors’ research site, organizations representing different sectors of the corporate and nonprofit workplace commission teams of students in business and professional communication to act as their communication experts. The specific case discussed in this article is based on a study carried out by a team of five master’s-level students to promote corporate social responsibility in a professional association of a pharmaceutical industry. The authors analyze the student researchers’ perspectives, as well as the practitioners’ view of the collaboration, and the pitfalls involved in helping put theory into practice in a real-world situation. Our second article presents the results of an actual employee program evaluation as a case study of soft skills training at a large hospital. The authors posit four hypotheses, that greater reported willingness to learn will result in both a higher degree of course comprehension and a higher degree of behavioral change and that the method of delivery will affect trainees’ degree of comprehension and degree of behavioral change. The authors conclude that face-to-face or blended instruction is likely to be more effective than a purely online format. The authors of our third article examine the factors needed for success in group assignments. In a study of cooperativeness, assertiveness, group satisfaction, leader grade, and leadership negotiation, the authors find that group satisfaction is positively related to both leader assertiveness and leader cooperativeness. This research emphasizes the importance of the leader’s role to group outcomes and suggests that assertiveness is a critical component to success. 651428 BCQXXX10.1177/2329490616651428Business and Professional Communication QuarterlyKnight editorial2016

Flipped classrooms have become a major trend in higher education. A Google search of “flipped classroom” now comes up with almost 5 million hits, a twofold increase since one of the authors presented in this issue did the same search. Flipping generally refers to a model in which activities inside and outside of class are reversed, or flipped, a pedagogy made possible by advances in technology. Bergmann and Sams (2012), who have been strong promoters of the model and have been credited with coining the term, defined the flipped classroom as “that which is traditionally done in class is now done at home, and that which is traditionally done as homework is now done in class” (p. 13). Bergmann and Sams were concerned about students who could not translate content from lectures into useful information for completing assignments. They argued that where students need help is not in hearing lectures but in answering questions and having individualized support (Bergmann & Sams, 2012, pp. 4-5). This special issue of Business and Professional Communication Quarterly, the first ever special issue of BPCQ since the journal’s name was changed from Business Communication Quarterly, offers a collection of articles on the theory and practice of flipping and contributes to the ongoing conversations and debates about the value of this approach. At first, many have assumed that the flipped component might consist of students watching videos of lectures at home and then coming to class for discussion (EDUCAUSE Learning Initiative, 2012). The focus on video lectures reminds me of the time not so long ago when students might be snail mailed CD-ROMs (remember those?) with lectures and materials for first-generation online courses. But these days, those who practice flipping successfully consider the primary goal to be increasing student interaction and engagement, as opposed to simply imparting knowledge via lectures and textbooks. Flipping makes possible teaching methods that were impossible prior to technological innovation. Thus, it is not just the flip that is significant, but the actual pedagogy, and flipped learning is not the same as a flipped classroom. Videos used in a flipped classroom are not just reproductions of live lectures on content delivered by university instructors but can instead serve as digital learning platforms. 633828 BCQXXX10.1177/2329490616633828Business and Professional Communication QuarterlyKnight editorial2016

There is universal agreement among educators in the academy and managers in the workplace that critical thinking skills are essential for success at all levels. Over a century ago, the American sociologist William Graham Sumner defined what we now call critical thinking as “the examination and test of propositions of any kind which are offered for acceptance, in order to find out whether they correspond to reality or not.” He further argued that “it is our only guarantee against delusion, deception, superstition, and misapprehension of ourselves and our earthly circumstances,” and education “teaches us to act by judgment” (Sumner, 1906, pp. 632-633). Hiring managers have long recognized how important critical thinking is in their talent searches. Wall Street Journal reporter Marisa Taylor (2010) argued that “while the ability to think critically is, well, critical in the workplace, employers have long complained that many of the young college graduates they hire seem to lack this skill.” Taylor continued by noting that

Many of you will have already noticed our new cover when you receive your print copy, or if you are an electronic subscriber, you will have noticed our new logo. This issue of Business and Professional Communication Quarterly inaugurates our new name. We are very excited about this transformation, as it recognizes the multitransand interdisciplinary nature of the fields that now represent business and professional communication. I have reproduced below our revised “Aims and Scope”: