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At the centre of Chapter 2 is higher education that places greater emphasis on lifelong learning journeys and equitable access to quality education at all stages of an individual's life and career. This chapter articulates the relevance of learning outcomes for both the world of work and for citizenship in a global and interconnected world. One way to operationalize this dual emphasis is through micro-credentials, which offer a flexible and modular way to learn new skills and knowledge. The chapter notes current challenges with implementing micro-credentials in a robust and quality assured manner, and suggests ways to overcome these.

Mentoring is a valuable support system for academics wishing to implement micro-credentials and contribute to the achievement of all sustainable development goals. Mentors can help nurture initial ideas, guide the design and delivery of micro-credentials and ensure that they are aligned with the needs of students and university external stakeholders. The dialogue included in this chapter illustrates a specific scenario at undergraduate level. There is, however, recognition that a broader range of contexts for micro-credentials exists, where mentoring can provide equally valuable support towards achieving desired goals.

With specific reference to mentoring, the chapter discusses ways in which mentoring relationships can develop and be maintained over time. It considers the impact that the setting in which mentoring meetings take place can have on the quality of the learning experience. Equally importantly, discussion touches on digital dimensions of mentoring – the metaverse as a setting and artificial intelligence complementing a real mentor or coach.

This chapter will examine two questions. First, how can art and cultural heritage contribute to the health and well-being of a place within the context of the tourism industry? More specifically, can cultural tourism be a driver for community sustainability, that is, not only environmental sustainability but also social empowerment, cultural preservation, and economic vitality? To explore these questions, the author begins by establishing the ways art and environment are closely intertwined, while pondering how cultural production generally – along with the cultural tourists it attracts – can be a driver for sustainability in tourism settings. The benefits that the arts draw from the environment as well as the ways the environment benefits from the arts will be examined. In the next section, the author unpacks how cultural tourism, and more specifically art production, can be drivers for environmental sustainability through social and eco-entrepreneurship and the creation of a shared social value. In the third section, the author identifies some of the challenges inherent in government regulation and preservation of cultural heritage sites. The author argues that communication, cooperation, and relationship building, not just between governing bodies and private stakeholders, but with residents and tourists, should be prioritized in destination management and marketing strategies. In the end, the author proposes that this type of strategy is vital in order to move toward greater cultural, environmental, social, economic, and other kinds of sustainability in the tourism industry.

In Decolonizing Methodologies (1999), Linda Tuhiwai Smith asserted that “the master’s tools of colonization will not work to decolonize what the master built.” Smith challenged Indigenous researchers to fashion “new tools for the purpose of decolonizing and Indigenous tools that can revitalize Indigenous knowledge” (p. 22). A quarter of a century later, this paper reflects on the powerful impact that Smith’s call to action has had upon recent generations of bright, politically active and culturally grounded Native Hawaiian researchers, many of whom are innovatively turning to the Native epistemologies embedded in our traditional cultural practices to craft (k)new research tools and methodologies.

This paper features three Native Hawaiian scholars who are simultaneously hula and mele (traditional Hawaiian dance and song) practitioners and who instinctively turned to their hula training to guide and indigenize their research practice.

Each of these three scholars describes how they creatively applied the Hawaiian epistemologies embedded in their hula and mele training to fashion (k)new, Indigenous methodologies to guide (1) their research conduct, (2) their data analyses or interpretations and (3) the presentation of their research findings, respectively.

These three Hawaiian scholars and hula practitioners represent a larger groundswell of Native Hawaiian researchers who are bravely and creatively drawing upon the traditional wisdom and sensitivities embedded in our cultural practices to craft and wield (k)new research tools to “dismantle the master’s house” (Lorde, 1981) and build an Indigenous hale (house) of our own.

Replacing space is a challenge in maintaining public open space after land consolidation. Mojosongo subdistrict, Indonesia, also experienced replacing space due to social, economic and physical changes after more 20 years of consolidation. This study aims to analyze the replacing space of public open spaces after land consolidation in the Mojosongo Berseri I Housing.

This research uses a qualitative method through a case study approach. Secondary data from document reviews land consolidation. Primary data were collected through observation and in-depth interviews using snowball sampling techniques with 35 informants. The analysis techniques used are qualitative descriptive, spatial analysis and pattern matching analysis through comparing empirical case studies with relevant literature.

Public open spaces have changed function and form. The “replacing space” carried out by the community involves converting public open spaces into built-up areas used for residential purposes and commercial activities. Driving factors for “replacing space” include increase in family members, economic pressures, inflexible building concepts, lack of meaning of space, no supervision/sanctions and not optimal space.

The meaning of replacing space does not only change “space” to “place,” but can also cause changes in the form and function of a place carried out by communities. Thus, space allocation is needed according to community needs, preferences and activities to create a sense of place that is supported by regulations and supervision.

This collaborative paper presents three case studies on four scholars' experiences with remote data collection. The authors highlight the challenges and strengths of online qualitative research across three disparate projects: an interdisciplinary exploration of matrilineal heritage, an examination of Irish women's sexual identity and an investigation of dress practices among Tz'utujil-Maya.

Qualitative researchers traditionally go into the field to explore and understand social phenomena. At the onset of the COVID-19 pandemic, while people faced the daily realities of a worldwide crisis from within their homes, remote data collection became a necessary strategy to pursue knowledge. As a result, researchers adapted to unknowns regarding recruiting, scheduling, technology, interviewing and analysis.

Participant and researcher experiences during the adaptation to remote interviewing yielded important lessons on research strategies.

Outcomes from these studies highlight the potential value of online data collection alongside the necessity for flexibility in designing and conducting qualitative research.

The objective of writing this case study is to allow management students to engage with the complexities of mergers and acquisitions (M&As) in the insurance sector in an emerging economy like India. Upon completion of this case study, the students will be able to critically evaluate the business environment of the insurance sector of a developing economy like India, analyse the impact of M&As on the insurance industry of India, appraise the post-merger consequences and strategies to deal with these consequences, assess the applicability of market power and growth theories in the context of M&As and develop a strategic action plan for handling post-merger challenges.

On 3 September 2021, the Insurance Regulatory and Development Authority of India (IRDAI) approved the “Scheme” related to the merger of the non-life insurance division of Bharti AXA General Insurance Company Limited (“Bharti AXA”) with ICICI Lombard General Insurance Company Limited (“ICICI Lombard”). Earlier, on 21 August 2020, the boards of the companies had approved entering into definitive agreements through a scheme of arrangement. The merger received approvals from different regulatory bodies as mandated (Gandhi et al., 2023). Bhargav Dasgupta, managing director and Chief Executive Officer of ICICI Lombard, stated, “This is a landmark step in the journey of ICICI Lombard, and we are confident that this transaction would be value accretive for our shareholders” (FE Bureau, 2020). However, the merger posed a dilemma for Dasgupta and the management regarding crop insurance owing to its impact on profitability. Crop insurance historically had high claim ratios nearing 135% for ICICI Lombard for financial year 2018. The company ceased to underwrite this product from 2019 onwards (TNN, 2019). However, ICICI Lombard had to fulfil the three-year commitment made by Bharti AXA to the state governments of Maharashtra and Karnataka towards crop insurance. It was a scheme initiated by the Government of India, covering farmers against losses due to cyclonic rains, rainfall deficits and other unforeseen calamities. Dasgupta faced a challenge in managing the interests of the farmers and the company’s shareholders while balancing profitability, which had already been impacted by the COVID-19 pandemic. This case study delves into post-merger complexities in the financial sector non-life insurance industry in emerging countries like India.

This case study is suitable for undergraduate and post-graduate management students and executives from the insurance industry.

Teaching notes are available for educators only.

CSS 11: Strategy.