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Western management philosophy and thought have been around for millennia; however, the supremacy of its concepts and writings has become a subject of criticisms in Africa. There is a huge gap in African management education which calls for redesigning of management curriculum to affirm African social orientation and self-determination that will enable new forms of learning and knowledge required to tackle complex global challenges. The objective of this chapter is to review Western management thought and practice vis-à-vis the existing management philosophy in Africa prior to her colonisation and advocate the need to redesign management curricula. To accomplish the aforementioned objective, this chapter took a historical, reflective and systematic approach of literature review to advance renewal of management curricula in Africa. The analysis began with a review of pre-colonial management philosophy and thought in Africa, followed by a discussion of how colonialism obstructed and promoted the universality of management. This was followed by a review of African traditional society and indigenous management philosophies. The chapter discussed topics that should feature in an African-oriented management curriculum and highlighted fundamental constructs that can be fused into management curriculum of business schools/teaching in Africa. The chapter also made a case for a flexible management curriculum structure that is broader than the conventional transmission-of-knowledge building which views students as passive learners’ by adopting suitable pedagogical tools that will be relevant for knowledge transmission and assessment and also enhance learning and management practices that is culturally fit and relevant to global practice.

Since the mid-1980s, much research attention has been devoted to top management teams and their impact on the strategic behavior and performance of firms. In particular, this research has focused on the role of top managers’ background, values, and experiences in explaining the choices they make. So far, this research has largely failed to address the national context in which top management teams are formed and operate. Empirical studies have typically involved top management teams of U.S. firms. Other studies are rare, and when they exist, they usually do not take the national context into account. This paper explores the impact of national context characterized by society-specific value systems and institutions, on the composition, organization, and functioning of top management. We address three topics in particular: (1) national variations in the structure and practices of top management and their implications for managerial choices; (2) national governance systems that define and constrain the tasks and functioning of top management teams; and (3) national institutions that help to define managerial selection, promotion, and career patterns.

Over the past 30 years, China has made dramatic changes and improvements in various educational areas, including the educational technology field. These changes have been supported by policies initiated by the country's central government. This chapter reviews the historical development of China's educational technology policies, paying particular attention to the evolutionary process, and examining policy features that have influenced Chinese educational development. The Chinese education technology framework encourages the use of educational technology to address more ambitious goals for economic and social development and thus serves as an important catalyst for advancing Chinese education.

Over the past decade most central governments across sub-Saharan Africa (SSA) have begun to decentralize some fiscal, political, and administrative responsibilities to lower-levels of government, local institutions, and the private sector in pursuit of greater accountability and more efficient service delivery, often in an attempt to solve broader political, social, or economic problems (SARA, 1997). Education, in particular, has been fertile ground for such decentralization efforts. From Ethiopia to South Africa, SSA countries have engaged in some form of education decentralization, though the pace has been quite uneven. Ethiopia, Uganda, Senegal, and South Africa, for example, are proceeding fast, while Ghana, Mali, Tanzania, and Zimbabwe are under way more slowly. Guinea, Niger, Zambia, and Nigeria are at the other end of the continuum. Decentralization of social services, including education appears to be embedded in the political changes occurring in the region. In almost all SSA countries the introduction of decentralized systems are accompanied by popular elections for local councils as part of the general trend of the introduction of or return to democratization.

This chapter provides an historical perspective on the evolution of educational marketing both as a professional field within the management and leadership of educational organisations and as a research field for academics and practitioners. It weaves together three important strands of analysis:•The evolution of the political, economic and social ideologies which have created the context in which marketisation of education has occurred.•The development of approaches to educational marketing in schools, colleges and universities.•The development of the research arena focused on marketisation and marketing in educational institutions.

The analysis considers the challenges that market-based concepts have brought to the existing hegemonies within both education and academic research, and also the politics and sociology of academic research. This provides a perspective on the challenges of developing a ‘new’ research field as a valid and significant area of study. The chapter concludes that educational marketing has evolved very significantly over the last 30 years, but has a done so in a context of substantial intellectual and sociological challenge. Resistance to its development has at times reflected resistance to the underlying concepts of marketisation rather than a concern that its approaches and findings are not important.

While there has been great attention directed at innovation within organisations in business contexts, there has been less focus on the role of innovation at higher education institutions. A changing and turbulent environment is also placing more pressure on universities and business schools to re-imagine, inspire and design an innovation culture. This empirical case presents the innovation leadership team’s point of view on the effect of innovation leadership when integrating the ISO 56000 series-based innovation management system at the University of Ruse in Bulgaria. Several face-to-face interviews and questionnaires are conducted to uncover gaps in innovation leadership based on a comprehensive literature review and the current state of the innovation management system. These gaps hold potential for improvement of the existing management system which are discussed, and recommendations are formulated in the conclusions section of this chapter. Taking into consideration the specific context in which this case study has evolved can help readers and other innovation leaders adapt the facts, conclusions, and lessons learned for universities and business schools. This chapter presents lessons learned and best practices by the innovation leadership team, as demonstrated in several cases at the University of Ruse ‘Angel Kanchev’, Bulgaria.

The shift from data-informed to data-driven educational policymaking is conceptually framed by institutional and transhumanist perspectives. Examples of the shift to large-scale quantitative data driving educational decision-making suggest that data-driven educational policy will not adjust for context to the degree as done by the data-informed or data-based policymaking. Instead, the algorithmization of educational decision-making is both increasingly realizable and necessary in light of the overwhelmingly big data on education produced annually around the world. Evidence suggests that the isomorphic shift from localized data and individual decision-making about education to large-scale assessment data has changed the nature of educational decision-making and national educational policy. Big data are increasingly legitimized in educational policy communities at national and international levels, which means that algorithms are assumed to be the best way to analyze and make decisions about large volumes of complex data. There is a conceptual concern, however, that decontextualized or de-humanized educational policies may have the effect of increasing student achievement, but not necessarily the translation of knowledge into economically, socially, or politically productive behavior.

International research data unambiguously correlates effective educational leadership with improved student learning. Such leadership not only improves the professional performance of teachers but also models learning excellence. Undoubtedly, students learn so much from what they observe others doing. But how can educational leaders model what they have not experienced, themselves? How can today's educational leaders model learning excellence when there is an ever-increasing disparity between contemporary improvements in pedagogical approaches and the lived reality of leadership? To prepare world class educational leaders of learning, it is essential that the process for learning about leadership is closely aligned to what is now considered to be best practice in promoting student learning. If enactivism is the new bench mark in pedagogical practice, how could it be applied to the preparation and practice of leaders? This chapter applies the assumptions and intentions of enactivism to the context of leadership. Although this process enables educational leaders to resume their pivotal place as models of learning excellence, it has profound implications for leadership expectations and accountabilities.