Search results

The author has the distinct pleasure of teaching her undergraduate alma mater, Kentucky State University (KYSU), a small Historically Black College and University (HBCU) located in central Kentucky. This university was integral to her development as a young black woman and scholar coming into her own in the early twenty-first century. The author believes HBCU undergraduate experience allowed her to consistently witness successful African Americans as professors, mentors, and leaders. She further believes those individual's high expectations and intense academic rigor prepared her for graduate school at a high research Carnegie doctoral granting institution, the University of Kentucky.

It was not a surprise when she experienced both racial micro- and macroaggressions during her matriculation at the University of Kentucky. She remembers being the only African American in her classes and the only one in the entire doctoral program at certain points. The author's experiences in her doctoral program helped her immensely appreciate the HBCU experience.

After her graduate school experience, the author dreamed of returning to her alma mater and serving students in ways in which my mentors and professors influenced her. However, the return to her HBCU as a tenure-track assistant professor was a culture shock because she was the only full-time African-American tenure-track teaching faculty in the division of social sciences.

This chapter is a reflection of this author's experiences as an unapologetically black woman, scholar, professor, mentor, HBCU advocate, wife, and mother while navigating the tenure and promotion process. The author also discusses how she often grapples with how to creatively and directly speak out against intentional and unintentional racism that is a commonplace in society and reflected on campus. The author recognizes that there are a certain political and social games played in academia, and she also recognizes sometimes the rules differ for black women, even at an HBCU.

Up until recent years, all agricultural production in Norway was strictly regulated through spatial policy (location), production quotas and other price and market regulations. Prices and products were handled by the farmers’ cooperatives. International (e.g. WTO agreements) and domestic pressure has gradually loosened the governmental regulation of chicken and eggs. Economic (e.g. new ownerships), technological (innovations throughout the whole chain), political and institutional (liberalization) and cultural (e.g. in consumption and farming) changes have reconfigured the landscapes of chicken meat production, opening up new opportunities for the chicken industry. Chicken therefore makes a particularly good case for exploring recent major changes in the agri-food system. In this chapter, we investigate evolving rules, risks, challenges and opportunities in and around chicken meat value chains. Empirically, we build on interviews, document studies and statistics on the structural development of the chicken industry and we discuss how these changes are developing in other parts of the Norwegian agri-food system.

This article explores the range of responses available to international bureaucracies when confronted with demands made by their member states through the study of the World Health Organization (WHO) during the 1970s and 1980s. I show that the WHO bureaucracy successfully addressed the demands of developing countries for health policies compatible with a more equitable world economic order, but in a way that preserved the bureaucracy's own agenda and without upsetting the opposite coalition of wealthy countries. Drawing on insights from the sociology of organizations, this article shows that externally dependent international bureaucracies are able to preserve their autonomous agenda by strategically reframing countries’ demands before responding to them.

School rampage shootings are acts of terrorism. As Walter Laqueur (1977) noted, “…Terrorists’ attitudes toward the media as a whole have been friendly, and with good reason. The success of a terrorist operation depends almost entirely on the amount of publicity it receives” (p. 109, emphasis added). School rampage shootings qualitatively changed after Columbine from merely realized revenge fantasies to orchestrated media events (Larkin, 2009). Laqueur noted in reference to terrorist acts that they are “propaganda by deed” (1977, p. 49). The more outrageous the act, the more “senseless” in terms of conventional interpretations of reality, the greater the body count, the larger and more intense the media feeding frenzy. Innocent victims are thus sacrificed to the perpetrators’ need to be recognized and to be taken seriously. In the wake of (Columbine shooters) Harris and Klebold's “Basement Tapes,” videotapes of their activities and fantasies, web pages, diaries, doodles, lists, and even school paper assignments, it is now incumbent on any rampage shooter to produce a manifesto, videotapes, pictures, websites, and messages in any newly invented medium to vent his anger, frustration, theory of revolution, and rationale for his act. I use the term “his” because rampage shootings are, in part, a response to a crisis in hegemonic masculinity (Kellner, 2008; Kimmel & Mahler, 2003; Larkin, 2011), which has been mentioned by several researchers in this volume.

The Government of Ireland, through the Department of Further and Higher Education, Research, Innovation and Science (DoFHERIS), sets the framework for the national research ecosystem. Within that ecosystem, the Research Management and Administrators (RMA) community evolved in response to changing circumstances and continues to evolve becoming a more professional and expert community. The profile of the community, admittedly based on a small sampling, is normal with a hint that females occupy the most senior roles. Most Irish research-performing organisations (RPOs) including the HE sector, College and State Research Organisations (CSRO), and the Health Service have RMA members active in The European Association of Research Managers and Administrators (EARMA). The next step in the profession’s evolution in Ireland has to be the development of a single, national, and inclusive RMA network providing a representative voice for the profession with respect to issues such as career development and career paths.

This chapter will focus on Warde's (2009) use of phenomenological and qualitative analyses employed in “The Road to Tenure: Narratives of African American Male Tenured Professors” and focus on five African Americans at various stages of the professoriate with significant tracts of those tenures at Historically Black Colleges and Universities (HBCUs) which encountered significant executive turnover (i.e. more than two executive resignations/terminations in a 6.5 year period, equaling twice the national average according to the American Council on Education's 2017 study “The American College President”). The interviews brought light to ways that presidential turnover and constant flux in leadership at fragile institutions lead to predictable outcomes with regard to retention and tenure-track advancement, as well as provide a snapshot on the myriad ways African Americans must often adjust their career paths in order to pursue professorial employment at institutions often thought of as the most likely to support their efforts to earn tenure.

The conditions that are constantly changing and transforming by digital technologies in today's world have forced businesses to think strategically and to comply with the rules and processes of strategic management. Technologies, such as the internet of things, cloud computing, artificial intelligence, and big data, especially in the Industry 4.0 ecosystem, cause some conflicts or constructive and destructive effects on the management approaches and management strategies of businesses. Businesses need to understand these technologies and their effects to maintain their existence and manage their resources and capabilities effectively and strategically. In this chapter, it is aimed to examine the conflicts with destructive and constructive effects of digital technologies on the strategic management of enterprises. For this purpose, the literature was searched qualitatively, and a conceptual study was carried out. At the beginning of the chapter, strategic management literature was researched, and strategic management approaches and views were examined. In the next part, digital technologies in the Industry 4.0 ecosystem are explained. In the last part, digital technologies and their impacts in terms of strategic management approaches (position approach, resource-based approach, and complementing views of resources-based approach) have been examined.