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Scholarly literature on the Internationalization of Education has generated important theories, debates, and insights supporting in-depth understandings of the field, yet we lack comprehensive reviews exploring the design, implementation, and impact of practical approaches. The present review addresses this gap, mapping the literature on international curriculum design, identifying trends and themes across approaches and pedagogies while revealing limitations and lack of attention to issues that inhibit practice in the field. It highlights the privileging of “instrumental,” or quantifiable skills-based curricula, over “transformative” internationalization dedicated to social justice and equity, and observes important disconnects between theory and practice: publications in the field offer critical conceptualizations of what internationalized curricula should achieve and why but with little attention to specific content and teaching practice that would lead to achieving these objectives. The review further analyzes such disconnect in the literature dedicated to decolonial internationalizing pedagogies, while simultaneously illuminating how prevailing decolonial theories of international education erase and ignore parts of the world. It concludes by contending that approaches to the internationalization of curriculum would benefit from increased practical frameworks that could guide educators, practitioners, and students in crucial conversations at the intersections of social justice and International Education.

The purpose of the paper is 1) to address the importance of contingency at the right level when defining project control baseline, including cost reserves / “room to manoeuvre” and 2) present proactive uncertainty management as a regime to ensure cost effective management of project reserves and contribute to project success.

The paper is a combination of literature study and quantitative research on how contingency develops during the lifetime of a case project. The investigation into the case project includes document study into quantitative material from the case project. The combination of empirical material and theory makes the discussion robust.

Unrealistic low cost uncertainty will lead to unrealistic low contingency. The case study from a Norwegian mega project shows a contingency of 15 per cent in addition to expected costs. The case study shows that by continuous opportunity management and risk reduction, the needs for management reserves are systematically reduced and the contingency is controlled.

This research is limited to one case study. A higher number of cases are necessary to generalise the findings. However, the authors would claim that the systematic mapping of need for management reserve towards the project contingency, and a continuous uncertainty management system will help to obtain cost effective management. The findings from the case study could be applied on similar cases.

The case study shows a way of setting contingencies and managing contingencies through systematic uncertainty management.

Improved management of project provisions will increase the value of future projects.

Creative industries (CIs) constitute the most important area in the contemporary global, knowledge-based economy. These enterprises, which operate in creative sectors, represent the most innovative businesses. Such sectors generate both growth and employment. CIs were defined as the activities that have their origin in individual creativity, skill, and talent as well as open the potential for wealth and job creation by generating and taking advantage of intellectual property. The problems and challenges in CI management are solved because of the accumulated resources of knowledge and the capacity for their effective implementation. Such processes rely on a creatively talented man who takes advantage of unconventional thinking and acting patterns. However, studies covering CI functioning, from the perspective of management science and primarily the concept of knowledge management have, so far, remained few and fragmentary. In one of the author’s previous research, related to the sector of CIs, it was indicated that talents, competencies, and ideas for starting a business can bring these people together who were growing up and influenced by the same urban, academic, or artistic environments. Narrow social groups of friends or good acquaintances, who establish a creative knowledge-based organization, are mutually, strongly, and emotionally bonded. The crucial issue here is the impact exerted by motivating, communicating, or team work orientation on knowledge sharing processes. The results of the study were used to develop a business model totally oriented to knowledge used in CIs.

Many Black women continue to negotiate their way within higher education institutions, which are influenced by social class, race, and gender biases. Several scholars contend that Black women’s objectification as the “other” and “outsider within” (Collins, 2000; Fitzgerald, 2014; Jean-Marie, 2014) is still apparent in today’s institutions yet many persist to ascend to top leadership positions (Bates, 2007; Epps, 2008; Evans, 2007; Hamilton, 2004; Jean-Marie, 2006, 2008). In particular, the inroads made by Black women administrators in both predominantly white colleges (PWIs) as well as historically black colleges and universities (HBCUs) depict a rich and enduring history of providing leadership to effect social change in the African American community (i.e., uplift the race) and at large (Bates, 2007; Dede & Poats, 2008; Evans, 2007; Hine, 1994; Miller & Vaughn, 1997). There is a growing body of literature exploring Black women’s leadership in higher education, and most research have focused on their experiences in predominantly white institutions (Bower & Wolverton, 2009; Dixon, 2005; Harris, Wright, & Msengi, 2011; Jordan, 1994; Rusher, 1996; Turner, 2008). A review of the literature points to the paucity of research on their experiences and issues of race and gender continue to have an effect on the advancement of Black women in the academy. In this chapter, we examine factors that create hindrance to the transformation of the composition, structure, and power of leadership paradigm with a particular focus on Black women administrators and those at the presidency at HBCUs. From a review of the literature, our synthesis is based on major themes and subthemes that emerged and guide our analysis in this chapter. The chapter concludes with recommendations for identifying and developing Black women leaders to diversify the leadership pipeline at HBCUs and other institutions for the future.

In this paper we present the findings of a study on the differences or the harmony of Turkish military vs. Turkish national culture. We approached this issue by using work-related value orientations. Hofstede's research provided an organisation-based look into national cultural differences and we used his work to evaluate the Turkish national culture and its compatibility with the Turkish military culture. The data about the characteristics of the Turkish military culture are based on observations.

Although several research studies have focused on women and gender bias in the accounting profession and some have examined African-American CPAs and race bias, little has specifically addressed African-American women accountants who may be subject to both race and gender biases. While an increase in the African-American female presence in the accounting profession has been noted, little research has been undertaken to investigate factors that may affect their upward mobility in the profession. The objective of this exploratory survey-based study was to collect descriptive data on African-American female accountants, across a wide variety of organizations, and provide insights regarding their perceptions of discrimination and career advancement curtailment.The majority of respondents in this study are certified, hold middle-level positions, have limited supervisory duties and mentoring support, have less than six years tenure with their current employer and would leave their current employer for better career advancement opportunities. When compared to other job-levels, a larger proportion of the top job-level respondents are married and perceive greater levels of discrimination. Moreover, the majority of top-level respondents are employed in private industry and a little less than half of all respondents are employed in private industry. The statistical results and written comments of the respondents suggest that some of the African-American females in this study perceive both gender and race discrimination and career advancement curtailment. Some results of the study, however, are mildly encouraging since a comparison of current and previous employer indicates that the respondents perceive less race discrimination and career curtailment with their current employer than they did with their previous employer.