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Industrial heritage is considered an essential part of cultural heritage in the world. This heritage suffers from continued marginalisation in the Arab world, particularly in Jordan, where many industrial heritage sites have not been protected or studied well due to the lack of a clear definition of cultural heritage. Most of these sites, built in the 20th century, are gradually disappearing or scheduled for demolition. This paper explores the de-industrialisation discourse and the loss of modern industrial heritage in the Arab world, especially in Jordan.

This research investigates the modern industrial heritage in Jordan as a case study in the Arab world. A comprehensive understanding of the industrial heritage has been obtained by adopting a case study approach and using a reconnaissance survey of potential industrial heritage sites in Jordan.

Seven categories were used in the analysis of the de-industrialisation phenomenon of heritage sites: ownership, location, design and types; structure, significance, deterioration and physical condition and conservation attempts and alterations. Three main approaches to industrial heritage were identified: demolition, occasional maintenance and rare examples of conservation and adaptive reuse.

This study sheds light on the ownership issue of industrial structures in Jordan and invites policymakers, relevant authorities, private organisations and the public to consider the challenges and impact of de-industrialisation of such sites.

This research raises awareness of the de-industrialisation discourse, and highlights the value of industrial architecture dating back to the modernity period, which was short-lived in Jordan. It also calls for serious consideration of these sites to support sustainable development in the Arab World.

This article aims to examine whether the organizational changes brought about by digital transformation (DT) -such as a new organizational culture, new leadership and new business models-influence talent management, with the latter being seen as one of the major challenges facing companies in their process of digital transformation.

Using a quantitative methodology, a survey was applied to 314 companies in order to analyze the results of their talent management in the DT process. DT is not only digitalization as demonstrated in this study. Talent management is the key piece that can facilitate or block achieving high levels of digital maturity.

The study finds that the changes brought about by DT impact talent attraction, talent retention, and talent management in general, and also shows that digital transformation does not depend on digitalization, but rather that talent management is the key to either helping or preventing high levels of digital maturity being achieved.

The originality of this work lies in examining the influence of the changes that DT entails in talent management.

Secondary professional teacher education (onwards – SPTE) in Russia has gone through many stages, from ups to downs. There have been periods when SPTE was in low demand and associated with poor student success. However, SPTE has been able to meet the socio-economic challenges of the time, take its place in the hierarchy of Russian education and become a competitive and effective system of practice-oriented teacher training.

The chapter is devoted to the subject description of the dynamic process of formation and development of modern SPTE as an educational system. The authors analyse scientific and pedagogical publications and methodological works of Russian scientists and summarise the results on the basis of their analysis. The proposed chapter ‘Secondary Professional Pedagogical Education in Russia’ will consider the development of the modern system of secondary professional teacher education in Russia. Particular emphasis is placed on the continuity of the theory and practice of teacher training, the peculiarities of a person-centred educational environment and the strong continuity of secondary professional and higher teacher education.

Previous research has focused on the outcomes of telework, investigating the advantages and disadvantages of teleworking for employees. However, these investigations do not examine whether there are differences between teleworkers when evaluating the advantages and disadvantages of teleworking. The aim of this study is to identify of distinct classes of teleworkers based on the advantages and disadvantages that teleworking has for them.

This study used secondary survey data collected by the Spanish National Statistics Institute (INE). A sample of 842 people was used for this study. To identify the distinct classes of teleworkers, their perceived advantages and disadvantages of teleworking were analyzed using latent class analysis.

Three different classes of teleworkers were distinguished. Furthermore, sociodemographic covariates were incorporated into the latent class model, revealing that the composition of the classes varied in terms of education level, household income, and the amount of time spent on teleworking per week. This study also examined the influence of these emergent classes on employees’ experience of teleworking.

This study contributes to previous research investigating if telework is advantageous or disadvantageous for teleworkers, acknowledging that teleworkers are not identical and may respond differently to teleworking.

The data used to present this case was collected from secondary data sources. These sources included media reports associated with Michael Jordan and his trajectory since entering the sport, as well as specific information published about his time at the Chicago Bulls. Another key source of information is the ESPN documentary conducted specifically on Jordan’s relationship with his National Basketball Association (NBA) team.

The case follows the story of Michael Jordan, who took his team, the Chicago Bulls, to fame in a rather controversial manner. To do so, Michael Jordan had to alter his leadership style over the years to be respected as a leader and motivate his team to win one NBA championship after another. On 20th April 2020, ESPN’s “The Last Dance”, a 10-part documentary about Michael Jordan and his time playing for the Chicago Bulls was released to much acclaim. The documentary became highly noted as Jordan himself, both directed and starred in the documentary. Jordan’s great achievements stood out, but so did the conflicts that the basketball star had with The Bulls’ management team and mainly, his teammates. Relationships between teammates were far from harmonious, which led to questions around whether Michael Jordan was as good a leader, as he was a star player. Cultural change within the organisation was primarily linked to the often-contested leadership of Jordan.

The case can be used at UG, MSc and MBA levels. It works for in-person teaching and for online teaching. It is most suitable in leadership, strategy and strategy in practice courses. However, it is critical to note that the case can shed light on the dynamics that leaders and teammates have within their teams. Therefore, this case may be valuable to students studying courses where they themselves must work in groups and oftentimes encounter challenges in managing their team. These challenges can arise at all levels of experience. As such, the case provides particularly useful reflection for decision makers who may be beginning to develop their leadership skill (UG), those who have already experienced working in teams (MSc) or leading teams themselves (MBA, Executive MBA). The case addresses the challenges associated with achieving high team motivation and performance. It also sheds light on the challenges associated with leading a cultural change within a team and the approaches of different actors involved. It may be best to introduce the case in the context of a (1.5–2 h) workshop once students understand the basic frameworks and tools used to analyse leadership styles and their characteristics.

Additive Manufacturing technology (AMT) is swiftly gaining prominence to induce automation and innovation in manufacturing systems. It holds immense potential to change supply chain dynamics by providing the possibility of printing objects on demand. This study thus formulates and analyzes the framework to incorporate AMT to handle the spare parts supply chain management (SPSCM) in capital-intensive industries by identifying and assessing the critical success factors (CSFs).

Assessment of the CSFs is performed using the novel Grey Causal Modeling method (GCM) with the objective of making SPSCM resilient and efficient. GCM conducts causal analysis by taking into consideration cause, effects, the objectives, and the situations.

Findings indicate that; Logistics Lead Time (SD4), Time to manufacture (SD3), Management Support (SD11), and Risk Management (SD20) are the most prominent causal factor having a maximum impact when incorporating AMT in SPSCM. The results also reveal that the performance of manufacturing organizations that adopt AMT is substantially influenced by internal and external factors such as Management Support (SD11) and Government Regulations (SD16).

This research provides valuable information for getting the global spare parts supply chain equipped for the post-COVID age, where digital technologies such as AMT will be fundamental for bolstering supply chain resilience and efficiency.

This research proposes a framework for performance assessment when incorporating AMT in SPSCM. Study also demonstrates methodological application of novel Grey Causal Modelling technique using a real case in a spare parts manufacturing industry in India.

At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.

In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.

This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.

Teaching notes are available for educators only.

CSS 11: Strategy.

Optimizing manufacturing processes addresses operational challenges and yields significant benefits across the business spectrum. This study aims to comprehensively analyze a manufacturing process through value stream mapping (VSM), aiming to streamline operations, reduce production lead times and minimize work-in-process (WIP) inventory levels. These improvements directly enhance competitiveness, customer satisfaction and overall business success, enabling a swift response to market demands, timely delivery of high-quality products and cost-effectiveness.

The approach integrates current and future-state VSM concepts with Lean tools across four stages: problem definition, current-state VSM analysis, future-state VSM design and improvement implementation. A team assembled to improve the manufacturing process for electronic devices has successfully implemented this approach.

Implemented improvements significantly reduced WIP inventory (88.8% equivalent to $572,171 annually) and production lead time (from 28.26 to 3.21 days), enhancing operational flexibility and competitiveness. Streamlined processes led to a 13% decrease in cycle time and a notable reduction in daily rework (63.6%), amounting to $118,127 annually. Labor reduction (45.5%) yielded annual savings of approximately $594,000, with affected individuals successfully transitioning to other roles, highlighting the effectiveness of lean methodologies without job cuts.

This initiative exemplifies the effective use of VSM and Lean tools in optimizing an electronic device manufacturing operation that produces 43 products across various processes. By leveraging these methodologies, this research offers valuable insights into enhancing production efficiency, resulting in shorter production lead times, reduced cycle times and significant decreases in WIP inventory and rework.

Authorities have set up numerous security checkpoints during times of armed conflict to control the flow of commercial and humanitarian trucks into and out of areas of conflict. These security checkpoints have become highly utilized because of the complex security procedures and increased truck traffic, which significantly slow the delivery of relief aid. This paper aims to improve the process at security checkpoints by redesigning the current process to reduce processing time and relieve congestion at checkpoint entrance gates.

A decision-support tool (clearing function distribution model [CFDM]) is used to minimize the effects of security checkpoint congestion on the entire humanitarian supply network using a hybrid simulation-optimization approach. By using a business process simulation, the current and reengineered processes are both simulated, and the simulation output was used to estimate the clearing function (capacity as a function of the workload). For both the AS-IS and TO-BE models, key performance indicators such as distribution costs, backordering and process cycle time were used to compare the results of the CFDM tool. For this, the Kerem Abu Salem security checkpoint south of Gaza was used as a case study.

The comparison results demonstrate that the CFDM tool performs better when the output of the TO-BE clearing function is used.

The efforts will contribute to improving the planning of any humanitarian network experiencing congestion at security checkpoints by minimizing the impact of congestion on the delivery lead time of relief aid to the final destination.