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Article
Publication date: 16 January 2024

Jisun Jung and Xiaoshi Li

Many master’s students enrol in coursework-based programmes to improve their professional knowledge and skills for the job market. Most studies of employability in higher…

Abstract

Purpose

Many master’s students enrol in coursework-based programmes to improve their professional knowledge and skills for the job market. Most studies of employability in higher education focus on undergraduates rather than master’s students, although the number of master’s students worldwide has increased significantly in recent years. This study explores the factors involved in the perceived employability (PE) of master’s students in Hong Kong.

Design/methodology/approach

The authors first proposed a conceptual model of PE based on the social cognitive career theory. Using survey data from 786 master’s students in Hong Kong, the authors applied descriptive statistics and an ordinary least squares (OLS) regression to address the following research questions: How do master’s students gauge their PE? How do person, learning and environment variables influence the PE of master’s students?

Findings

The authors found that PE is influenced by students' approaches to learning and their institutional career support.

Originality/value

Few studies examined whether students' learning experiences during the master’s programmes influence their employability. This study highlights the importance of learning experiences and career support in coursework-based master’s programmes for enhancing graduate employability.

Details

Education + Training, vol. 66 no. 1
Type: Research Article
ISSN: 0040-0912

Keywords

Article
Publication date: 1 May 2023

John Fitzpatrick LeCounte

This study aims to contribute to the academic disciplines of entrepreneurship and management by developing a new theory that explains Founder-CEOs’ succession in family and…

Abstract

Purpose

This study aims to contribute to the academic disciplines of entrepreneurship and management by developing a new theory that explains Founder-CEOs’ succession in family and non-family firms. Many scholars failed to generate a specific theory to describe the succession of Founder-CEOs. Family firms remain complex enterprises comprising interconnectedness of cultural interests in which corporate governance occurs by families, Founder-CEOs and sometimes a board of directors.

Design/methodology/approach

This study’s design/methodology/approach reflects post-modernist epistemological and ontological perspectives for conducting systematic literature reviews. To identify relevant studies in the review, the several databases (Australian Business Dean’s Council Journal Quality List; EBSCO Database, including PsycINFO and Psych studies; Web of Science) and a mix of ranked journals from entrepreneurship, management and psychology were used.

Findings

The findings and results in this paper reflect the purpose, methodology and literature analysis culminating in 1,582 peer-reviewed studies. A total of 182 peer-reviewed studies met the criterion for review. Throughout the research process, a systematic literature review uncovered management literature gaps overlooked for decades during the theory-building process. Hence, developing a theory of Founder-CEOs succession used a combination of systematic, inductive, comparative and interactive approaches.

Originality/value

A Theory of Founder-CEOs Succession explains the strategic process of replacing a founder systematically. The promotion of, and incentives for, internal executives have been topics of great interest and deliberation among scholars and practitioners for a long time. This study contributes research implications for theory building in the academic disciplines of entrepreneurship and management by offering scholars and practitioners a theory that does not exist to describe Founder-CEOs’ succession encompassing both strategic successes and failures. By incorporating successes and failures, this study provides realistic reflections of Founder-CEOs.

Details

International Journal of Organizational Analysis, vol. 32 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

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