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What is it like being a lecturer or teacher? ¹ The classic image is an old, wise, and powerful stoic with oceans of knowledge: a bit like Yoda in Star Wars or Dumbledore in Harry Potter. With the rise of new technology in general and artificial intelligence (AI) in particular, teachers are no longer the sole source of knowledge. Does this mean that the teacher will soon be replaced by technology? Will AI take over?

This chapter considers the risks and benefits of AI in higher education. It argues that AI will not, should not, and, indeed, cannot replace the teacher, because of what is (for now at least) unique to the teacher: namely, her humanity. The idea is simple: to secure good education into the future, one must take advantage of teachers’ uniquely human expertise. State-of-the-art AI applications cannot be bodily present in the same way as human teachers, nor teach existential reflection, norms and values, or a sense of self, history, and society.

The organization and management studies degree (OMS) was constituted at Edge Hill University College, Ormskirk, UK in October 1990. The degree is validated by the University of Lancaster. Briefly, the course explores organizational issues, needs and techniques through a variety of management models and multiple management disciplines and applications. Explores the theoretical underpinnings in the OMS approach and their application to the teaching and learning of marketing. Evaluates the contribution of the marketing programme within that process, and its relevance and effectiveness in imbuing students with the skills for adaptation and flexibility necessary to deal with the constant change and rapid evolution of work.

In the discussion groups subjects will be taken up which are not dealt with in the lectures. The subjects to be taken up in the discussion groups of each week and the assignments relating thereto will be announced well in advance of the meetings.

Using guest lectures can provide graduate students with the opportunity to link theories with practice. This study aims to investigate perceptions towards online and face-to-face guest lectures among graduate students specialized in Curriculum and Instruction of Computer Science. Data was collected via reflection logs, semi-structured interviews and observations, revealing mainly positive experiences of both types of guest lecture. The participants acknowledged the flexibility and accessibility of an online guest lecture; on the other hand, they found that a face-to-face guest lecture facilitated better interaction and discussion. It is recommended to consider three issues for a successful guest lecture: guest speaker selection, teaching strategy of guest speaker and the role of the course lecturer. Future research based on identified gaps is recommended.

This study aims to develop and test a conceptual model of business students' intention to establish a start-up business that involves attitude, perceived behavioral control (PBC), entrepreneurial competence, financial access, lecture service quality, curriculum program, extracurricular activity and institutional support simultaneously.

An online survey was performed. The respondents were 196 business students in a private university in Indonesia. The data were analyzed using partial least square structural equation modeling (PLS-SEM).

Business students' intention to establish a start-up business was positively and significantly influenced by attitude and PBC. PBC was positively and significantly influenced by entrepreneurial competence and financial access. Attitude and entrepreneurial competence were positively and significantly influenced by curriculum program and extracurricular activity, but not influenced by lecture service quality and institutional support. Financial access was positively and significantly influenced by extracurricular activity and institutional support.

This research was conducted in a private university in Indonesia. Therefore, to test the stability of the research findings and the proposed conceptual model, it is necessary to conduct research in different contexts.

Research on the intention to establish a start-up business that simultaneously considers attitude, PBC, entrepreneurial competence, financial access, lecture service quality, curriculum program, extracurricular activity and institutional support is still scarce in the literature. This study addressed the gap.

Universities, when collaborating with industry, are generally assumed to be the motors for innovation. Inspired by a case on a university’s collaboration with small- and medium-sized enterprises (SMEs) in a regional strategic network (RSN), this paper aims to put forth how the university makes important contributions through transferring knowledge on innovation processes that is a teaching role, rather than sees itself as the party producing innovations. This paper describes and discusses the university’s teaching role and its consequences in university-industry collaborations for innovation.

Empirically, the paper departs from a mid-Swedish RSN where nine SMEs started to work with a university. Interviews with representatives of the nine SMEs participating in the innovation project, along with university and RSN representatives, comprise the main data source. The paper analyzes the university’s teaching role and the consequences of it.

Findings point at how the SMEs developed structured innovation processes, improved their market intelligence and increased their efficiency in providing new solutions. The university facilitated knowledge, while the SMEs responded through creating knowledge both on how to innovate and in terms of innovations.

The teaching role, which would mean that the university stays with one of its core functions, indicates a need to rethink university-industry collaboration related to expectations and role division. Moving from producing innovations to facilitating knowledge on how to innovate, would, for universities, mean that they minimize those conflicts emerging from their various roles and indicate that the production of innovation is placed at those devoted to run and grow businesses.

The purpose of this paper is to evaluate the effectiveness of role playing as an applied learning technique for enhanced classroom experiences as compared to traditional lecture methods.

This study uses the pre-test/post-test design to conduct experiments with several control and experimental groups. Subjects are graduate students in an MBA program at a private, non-profit university in a traditional classroom setting.

Students in the experimental group gained significantly more knowledge (post-test minus pre-test scores) – 45 percent higher – through participation in the role playing exercise as compared to the control group.

This study represents only a single educational discipline explored using a single role playing learning activity. Impacts on the long-term retention of the knowledge should be studied further.

Educators should enhance their classroom experience with more applied learning activities such as role playing in order to increase knowledge gain and potentially longer knowledge retention.

This study uses a customized role playing activity within a business curriculum as one of many applied learning techniques. The value to students was shown by significantly higher gain in knowledge while simultaneously enhancing their enjoyment of the classroom experience to potentially encourage further lifelong learning.

This study aims to examine the question of how long a behavioral skills training program should be in order to result in measurable behavioral change.

An empirical field study was conducted to compare two different lengths of time for a managerial skills training program aimed at achieving behavioral change. The training time for the first training condition was based on “rules‐of‐thumb” found in the literature. The training time was increased in an “extended” training condition that covered the same material but permitted more time for lecture, role‐playing and discussion.

Results showed that, relative to a control group, participants in the “extended” training condition exhibited behavioral change, but those in the “rules‐of‐thumb” training condition did not. Self‐efficacy increased significantly for trainees in both training conditions.

More attention is required to the length of training programs as they are being designed, especially if behavioral change is a goal of the training. Using rules‐of‐thumb regarding training length may be insufficient for bringing about behavioral change. More importantly, the need for more effective management skills will not be met, and organizational performance outcomes may be jeopardized.

The results of this research have the potential to be broadly applicable to management training and may possibly generalize to training in other disciplines where the training is intended to effect behavioral change.