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Social democratic unionism has arguably been one of the most successful worker organisations in modern history. Through collective bargaining and political influence, this type of unionism has been effective in redistributing the gains from capitalist markets. This paper reviews the challenges, pathways and dilemmas social democratic unions face in the knowledge economy. Similar to industrialisation, the knowledge economy has the potential to fundamentally change the social fabric that trade unions derive their power resources from. There are three major and interrelated challenges: (1) technological change and the knowledge economy, (2) new socio-political coalitions and (3) keeping employers in. Focussing on Denmark and Sweden, it is argued that these three challenges strike the core of social democratic unionism, as they can undermine the ability to encompass the whole labour market because of polarisation or upgrading of jobs. The paper goes on to outline three possible pathways: ‘going radical’, ‘going academic’ and ‘going old-school’. ‘Going radical’ entails a sharper focus on fighting precarious work with other regulatory means other than collective bargaining. ‘Going academic’ entails a focus on education and lifting all occupational groups. ‘Going old-school’ entails adapting the principle of collective bargaining to new types of companies and occupations while sticking to the regulatory means as before. It is argued that none of the strategies is a silver bullet to the challenges, but that a key to the success of any of the strategies is that minimum wage levels are defended, as this will fuel investment in education for lower-paid work.

Academic promotion brings rewards to individuals but is also a critical measure of institutional quality: it is a positive indicator if colleagues successfully engage with rigorous scrutiny of professional practice. The higher education sector is also rapidly changing in response to demands for metrics to measure excellence. This chapter explores the influence of these external drivers within the UK context on local promotion policy, such as academic pathways, domains of practice, and levels of responsibility. Insights from successful colleagues are also shared and guidance offered on how to prepare for promotion through thoughtful professional development and a purposeful evidence base for demonstrating impact.

Moving up the career ladder has its rewards – more money, of course. However, in academia, it could also mean more time and autonomy to pursue your research interests and greater ability to influence the direction of your department and your field. However, getting a promotion takes time and effort, mixed in with a pinch of luck and willingness, while keeping your day job ticking over. Amidst all this, you also need to ensure you are across the process and criteria – slightly different at every university and different yet again in institutions overseas. This chapter will demystify the process by providing you with a useful overview across global contexts, tips, and tested techniques for making yourself promotion ready.

The internationalisation of academia has significantly altered the higher education environment. Interactions between academic staff and students from a range of social, political and cultural backgrounds are now commonplace. Within this context, it is important to explore the professional and personal impact of internationalisation on academics and academic environments. This chapter synthesises the global literature on academic mobility and migration through the lens of personal reflections by three international academics at an Australian-based university. The reflections focus on the complexities of transitioning to a new academic environment, the unique challenges often encountered by international academics, and how these impact on their teaching and research experiences as well as on their professional identity. The nature of the adjustments and changes in lifestyle that academics make when transitioning to an overseas academic environment are explored, with reference to implications for future developments in academic mobility.

In a knowledge-based global economy driven by the sciences and engineering (S&E), the most valuable resources are human resources. Traditionally, the United States met shortages of S&E talent by importing it from abroad; however, this solution has been rendered no longer viable by geo-political changes coupled with other nations' successfully competing for S&E talent. The decrease in the availability of external S&E talent coupled with changing demographics of the US population overall have been the catalysts for shifting focus to developing internal talent – especially from groups that have historically under participated in the S&E workforces – African Americans, Mexican-Americans, Native Americans/Native Pacific Islanders, and Puerto Ricans. It is important not to fall prey to the illusion of inclusion – that is to assume that the increases in the numbers of S&E degrees earned by African Americans are reflected in the composition of the S&E professoriate. The purpose of this chapter is to provide compelling arguments for increasing and enhancing African American participation on S&E faculties; systematically analyze differences by gender and broad field in the rates of participation of African Americans on science and engineering faculties of colleges and universities in the United States; and to discuss the implications of these differences for policy, programs, and practices that seek to enhance the participation of African Americans on S&E college and university faculties.