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The purpose of this paper is to present the authors’ views of university–multi academy trusts’ (MATs) opportunities for future interconnectivity that could support successful partnerships.

The authors developed a matrix of university–MATs partnerships that could help identifying potential scenarios of collaboration between universities and MATs.

Four potential scenarios of collaborations are proposed (board membership, academic supervision, recruitment support and academic support).

Scholars in the field can further investigate the four proposed scenarios in the matrix in future studies.

The matrix will be useful for universities and MATs management for potential cooperation in the future.

The study proposes four scenarios of cooperation between MATs and universities.

Little research into organizational learning in the public sector in developing countries' is known. In this paper, the authors investigated the context of organizational learning in the public banks in Egypt.

An ethnographic field research was employed by spending a month inside each of two public banks in Egypt. The ethnographic experience was operationalised by using direct observations of learning processes, procedures and practices, semi-structured interviews with learning specialists and focus group discussions with bankers. The authors used thematic analysis to determine the main themes in the previous data collection methods of ethnographic approach.

The findings confirmed a lack of clear focus for the organizational learning practices employed by the banks, which highlights issues of seriousness in undertaking and/or tackling organizational learning, and increased doubts in relation to the added value of the different forms of formal trainings bankers participate in. To enhance the culture and maintain effective functioning of formal organizational learning, the authors suggest considering the following three categories of barriers: purpose-related barriers, implementation and evaluation barriers.

Despite the generalisability caveats associated with the organizations studied, the authors believe that this paper contributes to the existing theory of organizational learning as it provides insights and understanding on the purpose, frame, conduct and results of organizational learning in the public sector. More specifically, the study is unique and is different from previous relevant studies as it relies on ethnographical approach in exploring how organizational leaning practices are perceived in public banks in developing countries.

The purpose of this paper is to examine the impact of transformational leadership (TL) on organizational commitment (OC) with the mediating role of organizational justice (OJ) in the higher education (HE) sector in Syria.

The data were collected from 502 employees from six HE institutions. Two measures of organizational outcomes were selected for this study, namely, job satisfaction (JS) and OC. Using structural equation modelling (SEM), the authors tested four alternative models to indicate the relationship between leadership and organizational outcomes.

TL has both direct and indirect effects on OC through interactional justice (IJ). TL has an impact on JS through procedural justice (PJ) and IJ as intermediate variables, while transactional leadership (TrL) has an impact on JS through distributive justice (DJ). The three types of OJ have an impact on OC through JS. The authors found that the national culture may not influence the impact of the leader in the current globalization context, as the results were similar to the Western studies.

The findings of the study provide managers of the HE sector with insights into the formations of employees’ fairness perceptions, and with some guidelines for managing employees by documenting OJ to draw positive attitudinal and behavioral responses from employees.

While most previous research has focused on exploring the relationship between leadership and OJ or between OJ and JS in the business sector, the study, however, seeks in addition, to pinpoint the effect of OJ as a mediate variable between the leadership and JS and OC in HE.

This paper addresses nurses working in public hospitals in order to find out how gender may affect their perception of both diversity management and organisational inclusion. Moreover, and given the novelty of workplace fun and the lack of research in this field in the context of developing countries, the authors explore the relationship between diversity management and organisational inclusion and explore workplace fun as a predictor of organisational inclusion.

A total of 360 questionnaires were collected from nurses in three public hospitals in Egypt. The authors applied a t-test to identify how gender may affect perceptions of diversity management. Moreover, the authors employed hierarchical regressions to test gender and diversity management as predictors of organisational inclusion and to test whether workplace fun can predict organisational inclusion, too.

The findings indicate that compared to their male colleagues, female nurses respond to diversity management practices more positively. Second, no significant statistical differences in the mean values for female and male nurses were observed regarding their perceptions of organisational inclusiveness. Third, diversity management is positively associated with organisational inclusion for the nurses. Finally, workplace fun mediates the relationship between diversity management perceptions and organisational inclusion.

This paper contributes by filling a gap in human resources (HR) research in the health-care sector, in which empirical studies on the relationship between gender, workplace fun and organisational inclusion have been limited so far.

The purpose of this paper is to investigate whether females have different perceptions of diversity management and workplace happiness compared to their male colleagues. Furthermore, the paper explores whether diversity management perceptions mediate the relationship between workplace happiness and organisational citizenship behaviour.

A total of 260 questionnaires from a number of public hospitals in Egypt were analysed using both t-test and Structural Equation Modelling.

We found that female physicians perceive diversity management policies/protocols more positively than their male colleagues. Moreover, gender has no or little effect on physicians’ perceptions of workplace happiness. We also found that workplace happiness positively affects physicians’ organisational citizenship behaviour, and finally, diversity management practices can mediate the relationship between workplace happiness and physicians’ organisational citizenship behaviour.

We believe that managers can raise the feeling of workplace happiness among their staff if they maintain some personal relationships with physicians, care about the physicians’ work/life balance, promote after work gatherings, initiate coffee time talks, encourage open communication practices and more.

The paper is based on the argument that although employees might be happy in the workplace through (engagement, job satisfaction, affective commitment), their happiness, however,will unlikely be reflected into a positive organisational citizenship behaviour towards their organisation, except (social exchange theory) they feel or perceive (equity theory) the overall practices of diversity management in that organisation positively. Thus, studying the mediating effect of perceptions towards diversity management is mainly our contribution.

This paper aims to focus on academics in three private foreign universities located in Cairo (Egypt) to explore the effect of organizational learning on individual-level resistance to change with and without the mediation of authentic leadership.

A total of 960 academics were contacted and all of them received a set of questionnaires. After four follow ups, a total of 576 responses were collected with a response rate of 60.00 per cent. The author used the chi-square test to determine the association between organizational learning and authentic leadership. Multiple regressions were used to show how much variation in individual-level resistance to change can be explained by organizational learning and authentic leadership.

The findings highlight a statistical association between organizational learning and authentic leadership. Moreover, another statistical association is explored between authentic leadership and individual-level resistance to change. Furthermore, the statistical analysis proved that having an authentic leadership in the workplace fosters the effect of organizational learning in alleviating individual’s resistance to change.

Data were collected only from academics and did not include rectors and/or heads of academic departments, the matter that may lead to an inflation of statistical relationships. Future research could use a double source method. Moreover, focusing only on private foreign universities working in Egypt diminishes the author’s potential for generalizing his results.

The author recommends establishing a unit for knowledge management inside every university. The function of this unit includes but is not limited to examining prospective socio-political, cultural and economic changes/challenges in the surrounding environment and preparing the possible scenarios for dealing with them. This in turn should comprise involvement and learning opportunities for academics work in these universities. The suggested units should also organize monthly meetings between academics and representatives from different Egyptian sectors such as NGOs personnel, CEOs of private and public companies, environmentalists and politicians to address what change those actors seek universities to undertake to guide academics to fulfill their expectations.

This paper contributes by filling a gap in HR management and organization literature in the higher education sector, in which empirical studies on the relationship between organizational learning, authentic leadership and resistance to change have been limited until now.

Este artículo se centra en los académicos de tres universidades privadas extranjeras situadas en El Cairo (Egipto) para explorar el efecto del aprendizaje organizativo en la resistencia individual al cambio con y sin la mediación del liderazgo auténtico.

Se contactó con un total de 960 académicos. Se obtuvieron 576 respuestas válidas para un ratio de respuesta del 60%. Los autores usan el test chi-cuadrado para determinar la asociación entre el aprendizaje organizativo y el liderazgo auténtico. Se utilizaron regresiones múltiples para mostrar cuanta variación en la resistencia individual al cambio puede explicarse con el aprendizaje organizativo y el liderazgo auténtico.

Los resultados muestran una asociación estadística entre el aprendizaje organizativo y el liderazgo auténtico. También se explora la relación estadística entre el liderazgo auténtico y el nivel de resistencia individual al cambio. Más aún, el análisis estadístico muestra que un liderazgo auténtico favorece el efecto reductor del aprendizaje organizativo en la resistencia individual al cambio.

Los datos se obtuvieron exclusivamente de académicos, y no incluían rectores y/o directores de departamento, lo cual puede haber aumentado la significatividad estadística. La investigación futura puede utilizar un método con dos fuentes. Más aún, el foco en universidades extranjeras privadas que trabajan en Egipto puede afectar a la generalizabilidad de los resultados.

Los autores recomiendan establecer una unidad de gestión del conocimiento en cada universidad. La función de esta unidad incluye, pero no se limita a, examinar posibles cambios/retos socio-políticos, culturales y económicos en el entorno, y a preparar posibles escenarios para afrontarlos. Esto a su vez debe comprender la identificación de oportunidades de aprendizaje para los académicos en estas instituciones. Estas unidades deberían organizar reuniones mensuales entre los académicos y representantes de diferentes sectores Egipcios tales como personal de ONGs, directores de empresas públicas y privadas, activistas por el medioambiente y políticos para identificar sus necesidades y los cambios necesarios en la universidades para abordarlos.

Este trabajo contribuye a rellenar una ausencia en la literatura sobre organización y gestión de recursos humanos en la educación superior, en la que hasta la fecha no existían estudio sobre la relación entre el aprendizaje organizativo, el liderazgo auténtico y la resistencia al cambio.

Este artigo concentra-se em académicos de três universidades particulares estrangeiras localizadas no Cairo (Egito) para explorar o efeito do aprendizado organizacional na resistência em nível individual à mudança com e sem a mediação da liderança autêntica.

Um total de 960 acadêmicos foram contatados e todos receberam um conjunto de questionários. Após quatro acompanhamentos, um total de 576 respostas foram coletadas com uma taxa de resposta de 60%. O autor usou o teste do qui-quadrado para determinar a associação entre aprendizado organizacional e liderança autêntica. Se usou regressões múltiplas para mostrar quanta variação na resistência individual à mudança pode ser explicada pelo aprendizado organizacional e pela liderança autêntica.

Os resultados destacam uma associação estatística entre aprendizado organizacional e liderança autêntica. Outra associação estatística também é explorada entre liderança autêntica e resistência individual à mudança. Além disso, a análise estatística provou que ter uma liderança autêntica no local de trabalho promove o efeito do aprendizado organizacional na diminuição da resistência individual à mudança.

Os dados foram coletados apenas de acadêmicos e não incluíram reitores e/ou chefes de departamentos acadêmicos, o que pode levar a um aumento nas relações estatísticas. Pesquisas futuras poderiam usar um método com fonte dupla. Além disso, o foco apenas em universidades particulares estrangeiras que trabalham no Egito diminui o potencial do autor de generalizar seus resultados.

O autor recomenda o estabelecimento de uma unidade para a gestão do conhecimento em todas universidades. A função desta unidade inclui, entre outros, o exame de possíveis mudanças/desafios sócio-políticos, culturais e econômicos no ambiente circundante e a preparação dos cenários possíveis para lidar com eles. Por sua vez, isso deve incluir envolvimento e oportunidades de aprendizado para os acadêmicos trabalharem nessas universidades. As unidades sugeridas também devem organizar reuniões mensais entre acadêmicos e representantes de diferentes setores egípcios, como o pessoal de ONGs, diretores executivos de empresas públicas e privadas, ambientalistas e políticos para as mudanças que esses atores procuram nas universidades para orientar os acadêmicos a atender às suas expectativas.

Este artigo contribui preenchendo uma lacuna na literatura sobre gestão e organização de RH no setor de ensino superior, no qual estudos empíricos sobre a relação entre aprendizagem organizacional, liderança autêntica e resistência à mudança foram limitados até agora.

The main aim of the current study is to explore and model the major obstacles that UK universities encounter when developing international partnerships with overseas universities.

Focusing on the obstacles to developing international partnerships, the study results are developed from 24 interviews with senior and very senior university managers from four leading UK universities.

The results indicate that the obstacles to international partnerships for each of the four universities in this study can be grouped into two main categories: the obstacles that are relevant to the process of partner selection, and the obstacles that are relevant to the process of partnership arrangements. The study ends up with a model of obstacles of international partnerships in universities. In terms of strategy evaluation, obstacles related to the partner (whether they are focused or diversified), and obstacles related to the partnership arrangements (whether they are also focused or diversified) identify four quadrants of strategy evaluation: Realistic strategy, Partner‐reevaluation, Arrangement‐reevaluation, and Unrealistic strategy.

The study brings up the difficulties that come from the drivers of international partnerships and the associated problems. Accordingly, it points out from the data a classification of the obstacles confronting international partnerships and further models this classification. The study however does not tackle some related issues such as the positive side of international partnerships. In this regard, a study exploring the outcomes of international partnerships would be of great importance for researchers and for practitioners in the field.

Given the necessity of revising the process of establishing international partnerships by university managers, the model resulting from this study would be of vast importance to university international office directors and other university policy makers.

This study provides a new classification for obstacles confronting UK universities' international partnerships and develops an original model of these obstacles. This model is expected to be useful for both policy makers and researchers. The study is sustaining the series of studies of international partnership strategy for a group of four UK universities implemented by Ayoubi and followed by a paper in ICERI.

The purpose of this research is to examine the extent to which UK universities' achal international achievements match their strategic intent on internationalization.

Both factor analysis and cluster analysis were applied on data collected from HESA (2001), and on the data collected from the mission statements of 117 universities by the use of the content analysis technique.

The study shows that 74 per cent of UK universities' mission statements include international dimensions. In addition, 48 per cent of these universities are internationally active. Four groups of (international action – international mission) matrixes have been reached. These groups are “international winners group, international actors group, international speakers group, and international losers group”.

This analysis is limited to only four variables taken in a single year 2001. Therefore, future research in this area is encouraged to employ more variables related to internationalization and to apply the analysis on longitudinal bases in order to get results that cover larger range of international aspects and allow observing the matrix development overtime.

The study finishes with a location model which can be used as an important tool by university managers in conducting their international business. This model can also be employed in various sectors other than the higher education sector.

The paper is the first classification carried out amongst UK universities in terms of internationalization. It is also the first of its kind in the higher education management literature in terms of both; the comprehensiveness in dealing with all the three phases of the strategy of internationalization and the nature of data it uses for this purpose.

This study examines the mediating effect of an effective knowledge management (KM) in the relationship between talent management (TM) and organizational performance. This study was operationalized among the small and medium enterprises (SMEs).

A cross-sectional survey design was used to collect data from a sample of 260 SMEs business. The data collected was analyzed using correlations and hierarchical regression to test the mediating effect of KM on the relationship between TM and firm performance.

The findings show that KM mediates the relationship between TM and firm performance. They also suggest that TM contribute to enhancing performance through improvements in KM.

The sample used in the research is not representative of all the SMEs operating in Uganda. This limitation presents the challenge of generalising and we therefore suggest caution when interpreting the results. We note the challenge of a skewed sample. For instance, most of the respondents to our study were confined to tailoring and design and metal and fabrication sectors. The skewed sample is a notable limitation of the research. The study was limited to Uganda only hence it did not capture information relating to other geographical settings, which may limit the effectiveness of the findings therein.

Based on the findings of the study, the managers of the SME can use the study results to develop strategies and interventions that can enable their firms to improve on their performance even in the harsh economic environment through adopting positive practices such as KM.

This paper contributes by filling a gap in HR management and SMEs literature, in which empirical studies on the relationship between TM and firm performance have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by human resource, small business management and KM scholars.