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Kibok Baik is a professor of management at the College of Business and Economics, and Head of Strategic Leadership Center, Kookmin University, Seoul, Korea. He earned his Ph.D. in organizational behavior from the University of Houston. His research interests focus on leadership, cross-cultural issues, and human resource development in multinational corporations. He currently advises dozens of firms in Korea.John W. Boudreau, Ph.D., Professor of human resource studies at Cornell University is recognized worldwide for breakthrough research on the bridge between superior human capital, talent and sustainable competitive advantage. His research has received the Academy of Management’s Organizational Behavior New Concept and Human Resource Scholarly Contribution awards. He consults and conducts executive development with companies worldwide and has published more than 40 books and articles, including the best-selling Human Resource Management (Irwin, 1997), now in its eighth edition in multiple languages worldwide. In addition to HR metrics, Dr. Boudreau’s large-scale research studies and highly focused qualitative research have addressed decision-based HR, executive mobility, HR information systems and organizational staffing and development. Winner of the General Mills Award for teaching innovations, Dr. Boudreau also founded the Central Europe Human Resource Education Initiative, and directed the Center for Advanced Human Resource Studies (CAHRS).Janet L. Bryant is a doctoral student in the Ph.D. program in industrial and organizational psychology at Old Dominion University. Her research interests include leadership, virtual work and cross-cultural issues. She completed her undergraduate degree at the University of Tennessee-Knoxville.Maxine Dalton is an industrial/organizational psychologist who received her education at the University of South Florida. Her research interests include adult learning and executive development. Her current research is on leadership and social identity conflict in organizations. She has published numerous book chapters, articles and a recent book on global leadership.Donald D. Davis received his Ph.D. in psychology from Michigan State University in 1982, where he also served as assistant director of the Center for Evaluation and Assessment. He has been a professor of organizational psychology at Old Dominion University since that time. He served for seven years as director of the Ph.D. Program in Industrial and Organizational Psychology and has served as a member of the board of directors of the Institute for Asian Studies since its creation in 1989. He has been awarded two Fulbrights – Asian Scholar in Residence (with Zhong-ming Wang, Hangzhou University – now Zhejiang University – Hangzhou, China) and Senior Scholar (Wuhan University, Wuhan, China). He has also held a visiting appointment at the University of Virginia. His research interests include virtual organizations, organization change, technological innovation, cross-cultural organization and management practices, and Chinese organizations. He has published one book and a number of papers on these topics.Jennifer J. Deal is a Research Scientist at the Center for Creative Leadership in San Diego, California, concentrating on global leadership and managing the Emerging Leaders project, which focuses on generational issues in the workplace. She has published a number of articles on topics including generational issues in the workplace, working globally, executive selection, and women in management, and a recent book on global leadership. She holds a B.A. from Haverford College, and a Ph.D. in industrial/organizational psychology from The Ohio State University.Daniel Denison is Professor of Management & Organization at the International Institute for Management Development (IMD) in Lausanne, Switzerland and is the Founder of Denison Consulting in Ann Arbor, Michigan, USA. He is former Professor of Organizational Behavior and Human Resource Management at the University of Michigan in Ann Arbor, Michigan. He is the author of Corporate Culture and Organizational Effectiveness (1990) and a number of articles on the link between culture and business performance. His survey assessments of culture, teams, and leaders are widely used by many organizations around the world. His website, www.denisonculture.com has extensive information on his work.Joseph John DiStefano is Professor of Organizational Behavior and International Business at IMD International Institute for Management Development (Lausanne, Switzerland) and Professor Emeritus of the Richard Ivey School of Business, The University of Western Ontario (London, Canada). He was educated at R.P.I., Harvard Business School and Cornell University and has been active as a teacher, researcher and consultant on issues of cross-cultural effectiveness since the early 1970s.Peter J. Dowling (Ph.D., The Flinders University of South Australia) is Pro Vice-Chancellor and Professor of International Management & Strategy in the Division of Business, Law & Information Sciences, University of Canberra. Previous appointments include Foundation Professor of Management at the University of Tasmania, Monash University, the University of Melbourne, and California State University-Chico. He has also held visiting appointments at Cornell University, Michigan State University, the University of Paderborn (Germany) and the University of Bayreuth (Germany). His current research and teaching interests are concerned with International HRM and Strategic Management. His co-authored text International Human Resource Management: Managing People in a Multinational Context, published by South-West, is now in a third edition. He is a former national Vice-President of the Australian Human Resources Institute, past Editor of Asia Pacific Journal of Human Resources (1987–1996), and a Life Fellow of the Australian Human Resources Institute.Chris Ernst is a Research Associate at the Center for Creative Leadership with an international background, and a Ph.D. in Industrial/Organizational Psychology from North Carolina State University. His work centers on advancing the capacity for leadership in a diverse and globally interconnected world.Ping Ping Fu is an assistant professor of management at the Chinese University of Hong Kong. Her research interests are mainly in leadership and cross-cultural areas. She was the coordinator for the Chinese part for the Global Leadership and Organizational Effectiveness (GLOBE), and is now leading the CEO study in China. She has published in Journal of Organizational Behavior, International Journal of Human Resource Management, Journal of International Applied Psychology and Leadership Quarterly.Paulo Goelzer is President of the IGA Institute, an educational foundation providing training to 40 countries in five languages and oversees their international operations. He began his career in the food industry very early, working in a family food business. He has also worked as a senior consultant for Strategy and Food Package Goods Industry Practice for a German/Brazilian consulting company, a researcher and consultant for the Brazilian Wholesaler Association (ABAD), and as a Marketing Director for a grocery wholesale company.

Robert Franklin Hoxie was of the first generation of University of Chicago economists, a figure of significance in his own time. He is often heralded as the first of the Institutional economists and the impetus behind the field of labor economics. Yet today, his contributions appear as mere footnotes in the history of economic thought, when mentioned at all, despite the fact that in his professional and popular writings he tackled some of the most pressing problems of the day. The topics upon which he focused included bimetallism, price theory, methodology, the economics profession, socialism, syndicalism, scientific management, and trade unionism, the last being the field with which he is most closely associated. His work attracted the notice of some of the most famous economists of his time, including Frank Fetter, J. Laurence Laughlin, Thorstein Veblen, and John R. Commons. For all the promise, his suicide at the age of 48 ended what could have been a storied career. This paper is an attempt to resurrect Hoxie through a review of his life and work, placing him within the social and intellectual milieux of his time.

Behavioral threat assessment and intervention is a violence prevention strategy that has become widely used in US schools. Instead of relying on a zero tolerance disciplinary approach that often leads to school exclusion of students with disabilities, schools can use a multidisciplinary threat assessment team to assess the seriousness and context of a student's behavior and identify appropriate interventions and supports. This process is especially valuable for students with disabilities who are identified as threatening violence. This chapter describes an evidence-based model of threat assessment, the Comprehensive School Threat Assessment Guidelines (CSTAG), ¹ reviews some common misunderstandings of threat assessment, and presents a case example illustrating the value of threat assessment in preventing school exclusion, and provides services for a student with a disability.

We evaluate potential determinants of enrollment in an early retirement incentive program for non-tenure-track employees at a large university. Using administrative records on the eligible population of employees not covered by collective bargaining agreements, historical employee count and layoff data by budget units, and public information on unit budgets, we find dips in per-employee finances in a budget unit during the application year, and higher recent per employee layoffs were associated with increased probabilities of eligible employee program enrollment. Our results also suggest that, on average, employees whose salaries are lower than we would predict given their personal characteristics and job titles were more likely to enroll in the early retirement program. To the extent that employees’ compensation reflect their productivity, as it should under a pay system in which annual salary increases are based on merit, this finding suggests that adverse selection was not a problem with the program. That is, we find no evidence that on average the “most productive” employees took the incentive.

Library storage is traditionally viewed as a space management strategy, a way of dealing with overcrowded buildings and growing collections. Storage also is implicitly a preservation strategy: an alternative to weeding, cramming books tightly on shelves, stacking them on the floor, or not purchasing them in the first place. Among its obvious preservation benefits, storage provides security from theft and vandalism, and protection from spills and pests caused by increasingly prevalent food and drink in library buildings. Although transfer to storage may be risky for fragile materials, leaving them in stacks that are constantly being shifted is likely to be more damaging. Many storage facilities provide better environmental conditions for collections than old or poorly maintained modern library buildings.

The six member nations of the Gulf Cooperation Council (GCC) have witnessed a significant jump in the quality of education since only the 1970s—becoming sovereign because of boom in oil resources and petrodollar prevalence—to the extent that the level of their higher education system nearly fulfills all Organization for Economic Cooperation and Development (OECD) standards. Among successful criteria undertaken by the most GCC universities are establishing partnerships with other foreign universities in developed countries and following international organizations’, such as UNESCO and the World Bank, recommendations by focusing on establishing knowledge economies in line with globalization. Looking into the GCC success stories, the focus of this research paper is Egypt, after the country’s last revolution on January 25, 2011. The Arab Republic of Egypt has a strategic location worldwide, is a vital peace keeper, especially in the Middle East and the Arab region, and has a rich oriental heritage: cultural, social, and traditional, in addition to its unique pharaonic history. Suggested selection of some tools of assessment would be elaborated in the Methodology section to assess the quality of national tertiary education. This chapter aimed at generally highlighting some aspects of evolution of national post-secondary system during the last two decades in an effort to come up with findings and recommendations to promote country’s higher education system. As in many other developing countries, in Egypt the university constitutes a social and political hope, and is one of the pillars of social mobility and economic development for the country. However, professional endeavors are repeatedly turned down in finding a suitable job or at least entering the labor market, resulting in a rise in unemployment rate. This is due to, on the one hand, the nature of the labor market, hence the fact that the supply of graduates exceeds the market demand for them, and on the other hand, the negatively affected quality of higher education, especially in the public sector, mainly being overloaded, which produces weak qualified potential employees. This—among other factors—contributes to the downfall of country’s economy. Many who graduate from a stronger private system encounter difficulties in either being classified as overqualified, and hence get refused and are unemployed, or are placed in a position that under evaluates their capabilities, and hence with time lose enthusiasm or escape (brain drain). In conclusion, conducting a comparison between Egypt’s private and public universities, as expected beforehand, would be in favor of the former because of having better facilities and qualified faculty, earning higher salaries, in addition to the use of advanced equipment and technology in academic research. Therefore, this research intended to expand in future the comparison to include other countries from the Middle East and North Africa region—similar to Egypt in its economic and social compositions—for mutual benefits of learning from the best practices and successful models.

This paper examines the growth of private corporate influence in American higher education. A key question is corporate philanthropy and privatization at what cost? The terms often used in these discussions are commodification of the academy, privatization of a public good, or the increasing corporatization of higher education. Today, American universities are responding to the demands of the marketplace, as knowledge is being used as a form of venture capital and where professors have become academic entrepreneurs and students have become consumers. The foregoing is made more complex as an increasingly diverse student pool seeks access to postsecondary education, in the face of federal policies that serve to restrict access and financial support. A discussion of the collateral costs of our corporate culture as we face challenges to access, equity, and opportunity in America in the twenty-first century concludes this paper.