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The campaign for striker replacement legislation, which began in the late 1980s and had effectively ended by the mid-1990s, was the most important political battle over labor legislation since the defeat of the Labor Law Reform Bill in 1978. Striker replacement was the AFL-CIO’s top legislative priority in the early 1990s and, coming quickly after the passage of NAFTA, which labor had opposed, the defeat of its campaign solidified organized labor’s reputation for failure in legislative battles. As yet, however, the political campaign for striker replacement legislation has attracted surprisingly little attention from industrial relations scholars.

Purpose – To explore routes taken to start and grow businesses in science, engineering and technology (SET) sectors by 15 female entrepreneurs.

Methodology/approach – Entrepreneurial routes are explored using the ‘possible selves’ perspective to explore why they felt able to continue in SET when many do not and how they envisaged themselves in relation to SET and enterprise.

Findings – All participants felt that SET was ‘normal’, so there had been ‘no problem’ in starting or running a SET business as a woman but gendered practice was embedded in how they operated, how they made decisions and how they envisaged the future. The heuristics used by participants were acceptance, adaptation and allowances to adapt to a male environment in SET and within entrepreneurship.

Research limitations/implications – This was a qualitative study, therefore, as is normally the case, offers insights but cannot be generalised to populations.

Practical implications – The comments by participants on their experience of university and to some extent secondary school curriculum showed when they were ‘turned off’ SET mainstream activities. Changes in curriculum content and format and awareness building for staff might address this.

Social implications – Gendered practice remains in organisations due to the norms and expectations of a wider society, this chapter shows how this works in SET environments.

Originality/value of chapter – This is a new study given the lack of work so far exploring entrepreneurial routes of women in SET especially using the possible selves perspective.

Library buildings are routinely reimagined, remodeled, or built new to meet the changing needs of their community. The move from collection-centric to user-centric service models has generated numerous writings about the library as place and space. The one concept lacking in the scholarly discourse is the changing roles of librarians to meet the needs of these new spaces and places. How do librarians fit in the new equation? When addressing the professional identity of librarians, which aspect of their work will need to evolve and which will need to be let go? A critical facet of sustaining services in new spaces is the need to develop the sustainable librarian – to remove the stigma of the librarian as “jack of all trades, master of none.” In order to realize this new mindset of mastering our domain we need to begin reimagining our work. Some ways, this can be accomplished by writing increased flexibility into position descriptions and creating organizational structures to better support librarians within the new spaces. With these new developments to our professional identities, librarians may learn to employ entrepreneurial skills in order to continuously anticipate services and develop skill sets to aid the library’s ability to fulfill its purpose. The authors provide a literature review to discuss the changing role of the academic librarian to meet the evolution of the library building and services. We will provide an example through findings and practices of Grand Valley State University and how it reimagined roles in the early 2000s and continues to reimagine roles in a new building and a renovated branch library. The change of spaces and places in academic libraries to accommodate user needs and perceptions has impacted how academic librarians work in these spaces and places. Library administrators need to rethink workflows, and organizational charts by examining flexible workloads, cross-training initiatives, professional development around new skills, and the letting go of obsolete practices.

Originality/value – in this chapter, the authors will discuss how library leaders are charged with translating the new roles of their librarians to meet the needs of their community in these new spaces and how library leaders may look beyond the literature of the profession for ways to facilitate change.

Malaysian public and private universities have faced unprecedented challenges due to multiple government policies in the short and medium term – coupled with economic uncertainty, budget cuts, and the entrepreneurial university (EU) agenda. This pressure is aimed to both public and private universities in accordance with the third mission of the Malaysian Education Development Plan 2015–2025 and ranking agencies by effectively engaging with the community and business, generating income in the process of tackling fundraising. The purpose of this study is to fill that gap by exploring the perspectives of those who are part of the Entrepreneurship Architecture implementation, as intermediaries of knowledge exchange and the impact of interaction by embedding Artificial Intelligence (AI) in achieving the mission of Entrepreneurship University by the government. Therefore, the main objective of this study is to develop a new model for internal parties in public universities as a guide for policy development and strategies to achieve the EU agenda. The Entrepreneurship Architecture Model will be used to identify the existing determinants, the AI infrastructure, and how the demographic factors, e.g., staff and related universities, support the model.

The study aims to contribute to the literature on board behavior and performance in public sector organizations, by investigating conflicts as a fundamental and inevitable part of interactions between board members. Despite impressive advances in studying the behavioral dimensions of governing bodies, several gaps still remain in our knowledge, especially for public sector boards. These face specific challenges related to multiple, conflicting, and ambiguous goals.

Earlier studies identified four different types of conflict (affective, cognitive, interest, and authority conflicts). These were used to guide a systematic literature review considering the source and the nature of conflicts to classify and describe the state of knowledge on the topic.

Most academic contributions emphasized cognitive and interest conflicts, suggesting that solving them was essential to improve board performance and enable boards to create value. The results suggest the utility of broadening the perspective of the governing board role, moving beyond agency and institutional theory, taking into consideration resource dependence theory as an alternative perspective to investigate board roles and task expectations.

Understanding conflicts within public boards is an interesting challenge from several perspectives. First, it provides a deep look inside board decision-making processes using a behavioral perspective. Second, analyzing the nature and sources of conflict places boards in a better position to address complex political issues. Finally, resolving conflicts may lead boards to channel their energies into collaborative activities that stimulate best practices, facilitate mutual awareness, and generate commitment to cooperation inside and outside the boardroom.

Over the past few decades, the Office of Labor-Management Standards (OLMS) has become one of the most controversial and politicized divisions of the Department of Labor. Republic and Democratic Administrations have adopted starkly different practices concerning both the allocation of resources and the focus of regulatory activities at the division. These differences have been brought into sharp focus during the Bush II and Obama Administrations. Under the Bush Administration, funding for OLMS increased significantly, and the DOL revised union financial reporting requirements, imposing a more onerous burden on unions in the name of promoting transparency and accountability. Section 1 of this paper provides a summary and analysis of the most significant changes and innovations at the OLMS under the Obama Administration. Section 2 of the paper provides a detailed summary of the Bush era reforms and their fate under the Obama OLMS, and an analysis of the impact of these reforms in the area of increasing union transparency and accountability. It argues that the Bush reforms did little or nothing to achieve greater accountability and may instead have been motivated largely by a desire to impose a more onerous administrative burden on reporting unions.