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With increased globalization, Indian universities are struggling to attract and retain talented academics and are exploring the ways to enhance their service performance and brand image (BI). However, there is a paucity of studies that view universities through the corporate lens. Therefore, the purpose of this paper is to examine the mediating role of innovativeness in the relationships of creativity, risk taking (RT), and performance in service delivery (PSD). Another objective is to find out how this nexus affects universities’ BI.

Responses were collected from 280 academics working for different Indian universities. Structural analysis was performed to examine the relationships under investigation.

The results indicate that innovativeness fully mediates the positive RT – PSD relationship and that PSD positively influences BI.

The findings of this study mainly augment the theory of BI by empirically linking BI and its antecedents in the context of Indian universities.

For enhancing a university’s BI, management is encouraged to promote RT work culture along with innovative and creative teaching methods.

This study is one of the few studies in India that see academia through the corporate lens. Also, it provides evidence for the importance innovativeness in enhancing BI of a university.

This chapter discusses the main research interests and outputs in the various branches of geography that have influenced the study of tourism from a geographical perspective. It argues that the idiographic tradition has been transversal throughout, leading to the growing interest for tourism within the geography academic community in the last 10 years. There is a focus on the birth of specific research groups, mainly related to a constellation of new university curricula on tourism and—with few exceptions of territorial tradition—to an intermittent availability of public research funds. The chapter concludes with a more general picture of the place of tourism within the geography discipline in Italy and of evolving trends in terms of research results, dissemination, and evaluation.

This chapter demonstrates that despite an unfavorable disciplinary climate for new academic subjects in France, tourism found its place in the French geographical scene almost 40 years ago. The first part traces the history of tourism in French geography until the epistemological turn due to the research laboratory MIT in the mid-1990s. It also focuses on the absence of knowledge of the Anglo-American literature and of multidisciplinarity in French research on tourism. The second part focuses on the valorization of tourism geography research in France, emphasizing the development of multidisciplinarity since the early 2000s, including the creation of a multi-disciplinary tourism laboratory and two journals. The chapter concludes reflecting on the possibility of a science of tourism.

This chapter aims to familiarize the reader with some of the important aspects of tourism geography in the German-speaking countries. It starts with a primarily historical-genetic perspective on tourism development and the theoretical traditions associated with them. The second section describes the structure of the discipline, with a focus on the institutionalization of the field in the universities including their research specialization. The chapter maintains that tourism geography plays a marginal role compared with other subdisciplines of geography, though this is reflected primarily in its institutionalization and less so in the research undertaken. The last section deals with the current challenges and future prospects in German-speaking geographies of tourism from a problem-centered perspective.

Mentoring postdocs is a shared responsibility and dynamic process that requires a mutual commitment between the faculty mentor and postdoc. The purpose of this study is to understand how minoritized science, technology, engineering, and mathematics (STEM) postdocs view and engage in mentoring exchanges with their faculty mentors. In the context of this study, minoritized postdocs include women, people of color, and individuals with international status; faculty mentors include postdocs’ Principal Investigators (PIs).

Three researchers and 31 data sources (i.e., interview transcripts) were used to construct the case. Researchers first deductively and independently coded the data sources using Molm’s (2006) social exchange framework to identify examples of direct, generalized, and productive mentoring exchanges. Researchers then used thematic analysis (Braun and Clarke, 2006) to identify emergent themes among coded examples of direct, generalized, and productive mentoring exchanges.

Data analyses revealed three emergent themes: (1.1) postdocs valued regular meetings and communication with mentors to clarify responsibilities and role expectations, (1.2) postdocs found more value in their interactions with junior faculty PIs who were flexible and open to innovative ideas, and (1.3) postdocs appreciated conversations about short- and long-term career goals and advice with mentors.

Findings offer implications for faculty and postdocs’ approaches to mentoring relationships, and for approaches to cultivating supportive scholarly communities in STEM higher education. Recommendations include flexibility in research assignments, increased awareness of non-academic careers, and opportunities for informal interactions and intra/interdepartmental community building.

The purpose of this paper is to develop a conceptual framework for identifying the primary tensions that business school dean’s encounter when moving between different university contexts.

The paper is part of a larger research project on the development of business schools. This conceptual paper builds on the studies and personal experiences of business schools and their management in a number of different countries, primarily in Europe, North America, Asia, and the Middle East.

The present study argues that as a response to the increasing corporatization of higher education, the university sector has fragmented into at least three identifiable contexts: the traditional research university, the academic capitalist university, and the corporate university. The authors conclude that the match between a dean’s worldview and the university context ultimately determines the appropriateness, survival, and success of deanship.

The paper provides practical suggestions for managing business schools. Given that “good” leadership is always context dependent, no single deanship would fit for all business schools. As an outcome, both deans and the selection committees making decisions regarding their recruitment should be sensitive to their worldviews originating from the university contexts in which they previously worked.

Emphasizing a contextual approach to business school leadership, this paper proposes a new typology of deanship situations.