Long Tran

Long Tran and Stéphane Lavertu examine how nonprofit charter schools’ reliance on for-profit operators affects student achievement and attendance

Long Tran, Russell Hassan and Darwin Baluran examine how perceived racial discrimination relates to political and community civic engagement among people of Asian descent after COVID-19.

Long Tran provides evidence of the importance of trust in a developing country.

Long Tran's publication identifies four major types of attitudes toward collaboration opportunities: Avid, Averse, Apprehensive, and Apathetic.

Using recent data from Ohio, Professor Stéphane Lavertu and Assistant Professor Long Tran dig into what is meant by “forprofit” charter schools, how they spend resources differently from other charters, and how they compare in effectiveness to other charters (and to traditional public schools) in academic and nonacademic outcomes.

Professor Long Tran evaluates factors, policies and practices that impact and improve student attendance.

Professor Long Tran explores several local organizational characteristics that may explain the existence of collaborative relations between international and local non-governmental organizations.

Professor Long Tran explores how centralization, a fundamental structural characteristic, relates to an INGO’s effectiveness as perceived by its own leader versus by leaders of other INGOs.