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1 – 10 of over 210000Silvia Elena Gallagher and Timothy Savage
This chapter provides a critical discussion of challenge-based learning (CBL) within future trends in higher education (HE). It explores how CBL may address challenges facing…
Abstract
This chapter provides a critical discussion of challenge-based learning (CBL) within future trends in higher education (HE). It explores how CBL may address challenges facing higher education institutions (HEIs) in response to these future trends by using a framework of common CBL characteristics. Clear recommendations for CBL practitioners to succeed in CBL implementation within the ever-changing HE landscape are presented. It complements previous chapters on CBL case studies by situating CBL in the broader HE space. A discussion on the interrelationships between these characteristics and predictions on the future integration of CBL in HE concludes this chapter. These macrolevel discussions of CBL will be of interest to government officials, managers, business stakeholders, teachers, policy advisors, and academic teachers. Insights on the future institutional impact of CBL, how it may improve business and academic collaborations, how it aligns with sustainability and transversal skills policies, and where CBL is situated in the post-COVID-19 landscape are discussed. Ultimately, it argues that CBL is part of a pedagogical toolkit to meet future trends in HE.
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This study identified salient challenges related to future preference for e-learning of undergraduates during closure of institutions of higher learning due to the Coronavirus…
Abstract
Purpose
This study identified salient challenges related to future preference for e-learning of undergraduates during closure of institutions of higher learning due to the Coronavirus disease 2019 (COVID-19) and put forth suggestions to overcome challenges of e-learning for present and future crises.
Design/methodology/approach
Undergraduates were drawn from two universities in Malaysia who normally attend conventional classroom learning. Underpinned by the literature, the challenges and future preference for e-learning were operationalised into statements. Data were collected via a self-administered questionnaire hosted on Google Forms and were analysed with Statistical Package for the Social Sciences and STATA statistical software.
Findings
The hierarchical multiple linear regression results showed that the salient challenges related to undergraduates' future preference for e-learning, in descending order, were learning outcomes, followed by disadvantages (negatively) and discipline. Moreover, there were nuanced gender differences on the relative importance of salient challenges related to future preference for e-learning.
Research limitations/implications
Because the literature on e-learning during the closure of institutions of learning due to the COVID-19 pandemic is evolving, some salient challenges may not be captured in this study. Next, this survey was carried out in July 2020 when all courses were conducted using one hundred per cent e-learning for the first time. Hence, future replication studies may produce different results. Lastly, findings are not generalisable to other contexts as the salient challenges may be unique to the Malaysian context.
Practical implications
Concerted efforts by all stakeholders to address these salient challenges will shift e-learning in higher education closer to a panacea during present and future crises.
Originality/value
The sudden and involuntary switch from face-to-face learning to e-learning during the closure of institutions of higher learning due to the COVID-19 pandemic provided opportunity to research the salient challenges encountered by undergraduates and to overcome these salient challenges.
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K.A. Chatha and I. Butt
A literature review within the manufacturing strategy (MS) discipline with a focus on thematic developments is provided. Based on recent studies, a set of challenges posed to…
Abstract
Purpose
A literature review within the manufacturing strategy (MS) discipline with a focus on thematic developments is provided. Based on recent studies, a set of challenges posed to manufacturing enterprise of the future are summarized, and thematic areas are analyzed in relation to meeting those challenges. The paper aims to discuss these issues.
Design/methodology/approach
Based on a select set of 506 articles published in top-ranked refereed international journals in the discipline of operations management, major and subthemes are identified and the publication trends in these themes are provided with time and across geographical regions, namely: North America, Europe, and other parts of the world.
Findings
MS literature is predominantly focussed on the economic objectives of firms without a due focus on the social and environmental perspectives. MS literature covers 11 major thematic areas, namely: MS components and paradigms, manufacturing capabilities (MCs), strategic choices (SCs), best practices (BPs), the strategy process (SP), supply-chain management (SCM), performance measurement, transnational comparisons, global manufacturing, environmental/green manufacturing, and literature reviews. The research in two areas – SCs, and MCs – has been in decline, while the research in BPs, the SP, and transnational comparisons is growing (in absolute figures). Various research opportunities for future studies are identified.
Research limitations/implications
The literature review is limited in its selection of articles and journals, however, the identified trends clarify the state of research by the MS research community at large.
Practical implications
For researchers, multiple new research directions are identified in order to advance knowledge in the field of MS. The publication trends also highlight thematic areas where most of the MS body of knowledge is currently available and can be utilized by practitioners.
Originality/value
The paper’s novelty comes from: first, a broader and deeper review of thematic areas that has not been researched before, second, trends in thematic areas by time, across geographical regions, and including time-region dyads, and third, coverage provided by MS literature in meeting challenges posed to manufacturing enterprise of the future.
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Marek Szelągowski and Justyna Berniak-Woźny
The aim of this paper is to identify the main challenges and limitations of current business process management (BPM) development directions noticed by researchers, as well as to…
Abstract
Purpose
The aim of this paper is to identify the main challenges and limitations of current business process management (BPM) development directions noticed by researchers, as well as to define the areas of the main BPM paradigm shifts necessary for the BPM of tomorrow to meet the challenges posed by Industry 4.0 and the emerging Industry 5.0. This is extremely important from the perspective of eliminating the existing broadening gap between the considerations of academic researchers and the needs of business itself.
Design/methodology/approach
A systematic literature review was conducted on the basis of the resources of two digital databases: Web of Science (WoS) and SCOPUS. Based on the PRISMA protocol, the authors selected 29 papers published in the last decade that diagnosed the challenges and limitations of modern BPM and contained recommendations for its future development. The content of the articles was analyzed within four BPM core areas.
Findings
The authors of the selected articles most commonly point to the areas of organization (21 articles) and methods and information technology (IT) (22 articles) in the context of the challenges and limitations of current BPM and the directions of recommended future BPM development. This points to the prevalence among researchers of the perspective of Industry 4.0 – or focus on technological solutions and raising process efficiency, with the full exclusion or only the partial signalization of the influence of implementing new technologies on the stakeholders and in particular – employees, their roles and competencies – the key aspects of Industry 5.0.
Research limitations/implications
The proposal of BPM future development directions requires the extension of the BPM paradigm, taking into account its holistic nature, especially unpredictable, knowledge-intensive business processes requiring dynamic management, the need to integrate BPM with knowledge management (KM) and the requirements of Industry 5.0 in terms of organizational culture. The limitation is that the study is based on only two databases: WoS and SCOPUS and that the search has been narrowed down to publications in English only.
Practical implications
The proposal of BPM future development directions also requires the extension of the BPM paradigm, taking into account the specific challenges and limitations that managers encounter on a daily basis. The presented summaries of the challenges and limitations resulting from the literature review are accompanied by recommendations that are primarily dedicated to practitioners.
Social implications
The article indicates the area people and culture as one of the four core areas of BPM. It emphasizes the necessity to account to a greater degree for the influence of people, their knowledge, experience and engagement, as well as formal and informal communication, without which it is impossible to use the creativity, innovativeness and dynamism of the individual and the communities to create value in the course of business process execution.
Originality/value
To the authors' knowledge, this is the first systematic review of the literature on the limitations of modern BPM and its future in the context of Industry 4.0 and Industry 5.0.
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Simone Sartori and Sidnei Vieira Marinho
The main objective of this research was to combine the integration between two fields of knowledge – future-oriented technology analysis (FTA) and games. This study aims to…
Abstract
Purpose
The main objective of this research was to combine the integration between two fields of knowledge – future-oriented technology analysis (FTA) and games. This study aims to capture the stakeholders’ actions and decision-making in a procedural, interactive and collaborative way to find a vision of the future.
Design/methodology/approach
The framework was designed from a literature review on the related research topics, exploring elements and methods, also how we brought the two fields together. The framework was structured in four steps: exploring – deciding – matching – evaluating. For each phase, deep reflections were described to understand the current situation, identify essential future issues and provide recommendations for action.
Findings
One attractive aspect of the FTA-games is the characteristics of each field but combined made it possible to evaluate future developments and trends. The elements present in games can boost FTA activities through interaction, engagement, experiences, collaboration and motivation, among other elements. Systematically, we seek to ensure traceability by identifying challenges, solutions, execution and results achieved and using tools and elements that make prospecting practical.
Originality/value
This article systematizes the connection between two fields in the form of a framework. At each stage of the framework, participants and strategists are challenged to seek solutions to future challenges, allowing these participants to engage in a common cause and make actions tangible. Game elements can be shaped to explore new avenues in FTA activities, as they are used in games in specific subject domains. These fields tend to be fragmented and are not integrated.
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Riitta Viitala, Susanna Kultalahti and Hilpi Kangas
Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing…
Abstract
Purpose
Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds.
Design/methodology/approach
The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis.
Findings
The findings were a cause for concern. They show that top managers do not very actively consider either leadership or LD when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training.
Originality/value
The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.
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This paper aims to draw on a global scan of futures literature undertaken for the State of Play in the Futures Field (SOPIFF) project to investigate the contribution of futures…
Abstract
Purpose
This paper aims to draw on a global scan of futures literature undertaken for the State of Play in the Futures Field (SOPIFF) project to investigate the contribution of futures work to averting looming sustainability challenges and suggest new strategies for influencing policy and practice.
Design/methodology/approach
The SOPIFF project used an integral meta‐scanning framework to review publicly available futures material, providing a rich source of material to use in assessing the influence achieved by futures work. The framework categorizes futures work according to organizational type, social interests, methods, domains and geographic location.
Findings
On the whole, the influence achieved by futures work is disappointing given that many futurists are strongly committed to bringing about more desirable futures. Some qualified success stories include science and technology foresight, getting sustainability challenges onto the social agenda and small‐scale, distributed initiatives.
Research limitations/implications
Limitations of the scanning process include heavy reliance on publicly available material, prioritization of breadth over depth of analysis and the physical and cultural location of the researchers. Future iterations of the research should go beyond public material, undertake deeper analysis of scanning hits and draw in more non‐western and non‐English work.
Practical implications
The paper proposes four strategies for increasing the influence of futures work: methodological renewal, political engagement, individual capacity building and participatory approaches.
Originality/value
The paper uses the recently developed integral meta‐scanning framework to provide a novel view of the futures field. The findings will be of value to foresight practitioners that are seeking to influence public policy and sustainability.
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Andrew J. Thomas, Paul Byard and Roger Evans
The purpose of this paper is to recognise the key manufacturing challenges currently facing UK manufacturing industry and to further identify the Key Developmental Areas (KDAs…
Abstract
Purpose
The purpose of this paper is to recognise the key manufacturing challenges currently facing UK manufacturing industry and to further identify the Key Developmental Areas (KDAs) (which includes technologies, systems and paradigms) which need to be developed and employed in order to ensure manufacturing firms in the UK become economically sustainable and are able to operate effectively in a global competitive market. The aim of the paper is to provide a benchmark for UK manufacturing industry to work from, after which future measuring instruments could be employed to track whether companies are meeting these challenges.
Design/methodology/approach
A survey into 100 UK manufacturing companies provides the basis for the identification of the challenges and KDAs. The findings from the survey are analysed against information obtained from existing strategy reports and foresight papers/studies to reach a point where the authors identify a balanced set of challenges and developmental areas obtained from this mixed research approach.
Findings
Through a comprehensive academic and industrial study, the authors identify and propose nine key manufacturing challenges for UK manufacturing industry to consider. Furthermore, the authors also identify a number of the KDAs which could be used to assist companies in meeting these challenges. The KDAs are not meant to be exhaustive but aimed to provide the underpinning support to the challenges proposed.
Research limitations/implications
The paper proposes a set of key manufacturing challenges for UK manufacturing businesses to consider and apply appropriate technologies and systems to achieve business resilience. This paper will therefore be of benefit to the academic community in that it distils a wide range of academic theory and industrial practice in order to create a coherent body of knowledge. As with any survey work, the accuracy of information depends largely on the size of the survey. Whilst 100 companies were surveyed, a further extension to this number would always help to strengthen future research.
Originality/value
The identification of these key manufacturing challenges and their corresponding technologies, systems and paradigms is aimed at providing a new manufacturing perspective to both academics and industrialists. The challenges and developmental areas proposed provide the basis for a new and advanced manufacturing strategy to be developed for UK companies which aims to create economically sustainable manufacturing organisations.
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Based on the 5th wave/tomorrow age theory, we are living in the world that is in necessity to change. Rapid urbanization causes global challenges such as economic problems and…
Abstract
Based on the 5th wave/tomorrow age theory, we are living in the world that is in necessity to change. Rapid urbanization causes global challenges such as economic problems and recessions, environmental challenges, climate change, social instability, health diseases, biological attached, and crisis caused by technological dominations. These challenges threaten the world, humanity, and human beings. Therefore, it is vital to tackle and struggle with them in order to maintain the world and improve quality of livability and quality of life to achieve sustainability. Generally, modern Blue-Green urban areas and smart cities with high quality of livability and life are proposed to deal with urbanization challenges to maintain the world and improve quality of human life. Based on Prof. Doost's 5th wave theory, related theories, concepts and models like Doost Risk Mitigation Method (DRMM), and also his experience on sustainability as best practice such as cooperating with Danish Sustainable Platforms Company, working as an academic leader at IoE/EQ EU Erasmus Plus project in Germany during 2017–2020, cooperating with former mayor of Copenhagen, consulting the German MV State Minister of Energy, Digitalization, and Infrastructure to cooperate with Iran in 2016, more than 15 years holding lecture and research internationally about risk and risk management on mobility in different universities like (TU Berlin) Technical University of Berlin (EUREF Campus, Sustainable Mobility Management and Sustainability Building) and also achieving a honorary doctorate in sustainable development management, a practical model concerned on risk management in mobility to provide comprehensive global Blue-Green clean sustainable urban mobility risk mitigation strategic plan is given. Therefore, in this chapter, impact of risk management on mobility to provide sustainable global urban mobility plan in order to create modern Blue-Green sustainable urban area and future smart cities through the 5th wave theory are explored. Fundamentally, the main goal of the research is to have an applied study about mobility risk mitigation and utilize it as a key to create comprehensive global urban mobility risk mitigation plan toward Blue-Green sustainable clean mobility technologies to create modern sustainable smart cities through the tomorrow age theory in order to create livable urban area with high quality of livability and life. In addition, the risks in mobility through the DRMM are measured to analyze the risk and to do risk mitigation and mobility project improvement to move to sustainable mobility and high sustainability in future smart cities.
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Myzatul Aishah Kamarazaly, Jasper Mbachu and Robyn Phipps
The purpose of this paper is to: identify the current and future challenges faced by university facilities managers; analyse their associated risk levels; and establish practical…
Abstract
Purpose
The purpose of this paper is to: identify the current and future challenges faced by university facilities managers; analyse their associated risk levels; and establish practical ways to address the identified key challenges.
Design/methodology/approach
Personal interviews were conducted with 25 members of the Australasian university facilities managers (UFMs). The constructs generated at the pilot interviews were used to design a structured but open‐ended questionnaire with which the Tertiary Education Facilities Managers Association (TEFMA) members were surveyed. The multi‐attribute method was used in the data analysis.
Findings
Results showed that the critical challenges currently facing the UFMs comprised issues relating to the following (in diminishing order of significance): inadequate funding, emergency management and business continuity planning, statutory compliance, sustainability and environmental stewardship, keeping up with rapid changes in technology, operational efficiency, identifying and meeting stakeholder needs, maintenance and manpower. Preparing for and responding to disaster/emergency was perceived as the most critical challenge of the future, perhaps, due to the recent natural disasters. Overall, poor funding was identified as the root of all other issues faced by the UFMs, hence suggested strategies for addressing the key challenges harped on financial improvement measures. Other key measures included optimized asset utilization, supporting business case for capital investment with demonstrable returns on investment, improving FM's strategic relevance through linking FM and corporate strategies, and investment in efficient technologies such as the building automation and management systems.
Originality/value
The findings have contributed to filling an important knowledge gap by not only identifying the current and future challenges facing the UFMs, but also prioritising them based on their relative influences on the achievement of the strategic goals of the FM department. This way, the limited resources at the disposal of the UFMs could be disbursed more cost‐effectively in addressing the critical challenges in line with their identified risk levels. This would be of practical benefit to the facilities and property managers in formulating appropriate responses to the identified critical constraints with a view to achieving more satisfactory outcomes in their operations.
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