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International figures on university expenditure on the development of next generation learning spaces (NGLS) are not readily available but anecdote suggests that simply retrofitting an existing classroom as an NGLS conservatively costs $AUD200,000, while developing new buildings often cost in the region of 100 million dollars and over the last five years, many universities in Australia, Europe and North America have developed new buildings. Despite this considerable investment, it appears that the full potential of these spaces is not being realised.

While researchers argue that a more student centred learning approach to teaching has inspired the design of next generation learning spaces (Tom, Voss, & Scheetz, 2008) and that changed spaces change practice (Joint Information Systems Committee, 2009) when ‘confronted’ with a next generation learning spaces for the first time, anecdotes suggest that many academics resort to teaching as they have always taught and as they were taught. This chapter highlights factors that influence teaching practices, showing that they are to be found in the external, organisational and personal domains.

We argue that in order to fully realise significant improvements in student outcomes through the sector’s investment in next generation learning spaces, universities need to provide holistic and systematic support across three domains – the external, the organisational and the personal domains, by changing policies, systems, procedures and localised practices to better facilitate changes in teaching practices that maximise the potential of next generation learning spaces.

The purpose of this paper is to examine the identity work undertaken by female next generation to navigate (in)visibility in family businesses with male successors. To enhance understanding of gendered identity work in family businesses, the authors offer important insights into how female next generation use (in)visibility to establish legitimacy and exercise power and humility in partnership with male next generation in their family business.

This empirical qualitative paper draws upon in-depth interviews with 14 next generation female leaders.

This study offers a model to show how female next generation establish their legitimacy amongst male next generation in power via a careful balancing act between vying for visibility (trouble) and forgoing visibility (exclusion). These female next generation gained acceptance by endorsing their own leadership identity and exercising humility in partnership or by endorsing their brother's leadership identity and exercising power in partnership.

This study highlights the need for the incumbent generation to prepare successors, regardless of gender, via equal opportunities for business exposure and leadership preparation. This study also shows that vocalizing female-centric issues and highlighting hidden power imbalances should be led by the entire management team and not simply delegated to a “family woman” in the management team to spearhead.

This study advances understanding of gender dynamics and identity in the family business literature by identifying specific strategies utilized by female next generation to navigate (in)visibility in family businesses with male successors.

Drawing on the social cognitive theory, this research examines the relationship of perceived parental support factors and the next-generation succession intention in the family business regarding the mediating effect of family business self-efficacy factors.

This study uses the structural equation modelling method to analyse 16,521 cases from the global university entrepreneurial students' spirit survey (GUESSS) 2018 project.

This study provides evidence that parental support can influence the family business self-efficacy of the next-generation members, leading to succession intention of the family business. However, having high self-efficacy towards non-family members does not necessarily increase next-generation members' intention to engage in family business succession.

This research lacks information about the next-generation's perception of parental psychological control, which is needed to examine the model of next-generation engagement more comprehensively in the family business.

Attempting to complement the family business literature, this study provides evidence about the determinants of next-generation members' succession intention and extends prior discussions on family business self-efficacy.

This research aims to investigate the influence of country culture on the next generation's intention to become managerial leaders of the family business, focussing on institutional and in-group collectivism practices. The authors investigate not only the direct effect of these collectivism practices on next-generation engagement, but also the extent to which institutional and/or in-group collectivism moderate the relationship between parental support and next-generation engagement and the extent to which institutional and/or in-group collectivism moderate the relationship between self-efficacy and next-generation engagement.

Using cross-national data from the Global University Entrepreneurial Spirit Students' Survey (GUESSS) and the Global Leadership and Organisational Behaviour Effectiveness (GLOBE), hierarchical linear modelling (HLM) is employed to test the hypotheses using a sample of 33,390 observations collected in 20 countries.

The main findings show that both institutional and in-group collectivism practices may increase next-generation engagement levels. Furthermore, these cultural practices can amplify the relationship between family business self-efficacy and next-generation engagement. However, institutional collectivism can slightly reduce the positive effect of parental support on family offspring's intention to become leaders of the family business. The results also reveal that parental support has a stronger direct effect on next-generation engagement than family business self-efficacy.

This study examines the influence of cultural practices on next-generation engagement, focussing on collectivism practices. The study distinguishes between institutional collectivism and in-group collectivism. Unlike past research, a direct effect of parental support on next-generation engagement is considered. The study also uses a particular type of self-efficacy: family business self-efficacy. In addition, a multi-level method is employed, which is rarely used in this context.

The purpose of this paper is to evaluate and compare open source and proprietary discovery tools and find out how much discovery tools have achieved towards becoming the next generation catalog.

The paper summarizes characteristics of the next generation catalog into a check‐list of 12 features. This list was checked against each of seven open source and ten proprietary discovery tools to determine if those features were present or absent in those tools.

Discovery tools have many next generation catalog features, but only a few can be called real next generation catalogs. Federated searching and relevancy based on circulation statistics are the two areas that both open source and proprietary discovery tools are missing. Open source discovery tools seem to be bolder and more innovative than proprietary tools in embracing advanced features of the next generation catalog. Vendors of discovery tools may need to quicken their steps in catching up.

It is the first evaluation and comparison of open source and proprietary discovery tools on a large scale. It will provide information as to exactly where discovery tools stand in light of the much desired next generation catalog.

In Morocco, due to the high rate of failure in generational transfers, many family businesses are threatened with disappearance. This paper aims to focus on entrepreneurship and seeks to understand how the family business maintains its entrepreneurial orientation through the family’s entrepreneurial socialisation of the next generation, which aims to prepare them for the role of family entrepreneur. The study aims both to describe the socialisation process and to understand the context necessary to place the young community in an entrepreneurial dynamic.

Using an exploratory approach, this paper favours the single case study; data were collected from five participants from both generations, then this study matches the interviews from the founding generation with those from the next generation; in addition to a triad at the employee level.

The analysis shows that the early participation alongside the founding generation in entrepreneurial processes, initiates a sense of entrepreneurship in the next generation and the confidence gradually builds up through the achievements of the latter; which, in turn, increases the possibility to set up innovative projects by giving the necessary autonomy to carry them out.

The document underlines the importance of establishing a culture of transmission to promote entrepreneurship amongst the young community to engage it in exploring and seeking new opportunities for development and innovation.

Studying the transmission of the entrepreneurial spirit through the prism of socialisation provides an understanding of the context necessary to place the next generation in an entrepreneurial dynamic.

The purpose of this chapter is to provide a framework to guide learning and teaching practice in next generation learning spaces. The framework is informed by both learning and teaching theory and the current context of the sector. The framework provides guidance to those who teach in next generation learning spaces and is illustrated with examples of effective pedagogic practices that use the affordances of spaces while avoiding their limitations. The chapter discusses the tension between next generation learning space design and use. Design is influenced by drivers ranging from a need to accommodate ever-larger student numbers and responding to digital technologies and other developments in educational media, to providing for new approaches to learning. Use is determined by understandings of the teaching task, which can range from presentation by a teacher through to students working individually or in groups to generate meaningful knowledge, useful skills and professional values. In this chapter we identify drivers underpinning the creation and design of next generation learning spaces in universities today and associated expectations of the ways in which the spaces will be used. We reflect on understandings of sound pedagogic practice and work through to implications for learning and teaching in NGLS. In some cases advocated pedagogic practice asks teaching staff to make the most of spaces designed to allow students to engage constructively in their learning. In other cases it involves teaching constructively in spite of the design of the space.

This chapter looks to the future of research in next generation learning spaces. It begins with a review of the literature and concludes with the implications for future research. The review demonstrates that most ‘next generation learning space’ research has focused on the design and evaluation of spaces. We know that students like the spaces, but we don’t know if the spaces alone are effective in improving student learning or if the spaces in combination with changed pedagogic practices and/or curriculum design improve learning. There are many opportunities for researchers to provide much needed evidence to institutions on the interrelationships between next generation learning spaces design, teaching practices, curriculum design and learning outcomes.

Recent developments in information technology such as the Internet, enterprise resources planning systems and knowledge management systems necessitate the use of these technologies in order for the next generation manufacturers to co‐evolve and survive on the new business landscape. The purpose of this paper is to examine the impact of these technologies on managing next generation manufacturing, (NGM), and the benefits that can be reaped by effectively utilising these technologies. We present a model on how NGM companies develop, implement and manage these technologies to support their manufacturing operations. Our model is an extension of Youssef’s agile manufacturing model. The implications of this new model are discussed in detail. Our analysis indicates that perceived benefits, as well as potential business opportunities for next generation manufacturing companies, are likely to become key drivers for the use of electronic business.

This conceptual paper develops a theoretical framework to provide insights with respect to enhancing focus on entrepreneurial sustainability initiatives in the context of emerging economies. The unique idiosyncrasies of the institutional environment of emerging economies are identified along the concept of scripts.

Sense-making and social identity theory are utilized to draw propositions along with the dimensions of the three stages of the sense-making process: enactment, selection and retention, in order to identify factors that are likely to motivate the next generation of business leaders in emerging economies to undertake greater levels of sustainability initiatives.

When organizations face competing demands of meeting both social and financial goals, sense-making by next-generation leaders becomes relevant. Leaders with greater entrepreneurial orientation (EO) are more likely to take actions decoupled from local isomorphic pressures, such that they turn opportunities for sustainability into novel sustainable initiatives.

This paper proposes a framework to provide insights and directions for future research with respect to enhancing an organizational focus on sustainability initiatives in the context of emerging economies.