Search results

Discusses, on the basis of existing quality initiatives, a systematic and integrated approach to mental health care in Northern Ireland. Utilizes two approaches: the Brunel Quality Management System and the FACE‐IQMS model.

Desegregation still remains a pressing issue of many of the Historically Black Colleges and Universities (HBCU) in the United States. This chapter provides a historical narrative of the history of desegregation in the United States, and how legal ruling impacts recruitment and retention of non-Black students at HBCUs. In addition, this chapter will examine landmark desegregation court cases and current challenges imposed upon historically black colleges. Finally, implications will be provided for administrators at public HBCUs.

The purpose of the chapter is to develop a typology of bad behaviors characteristic of governing boards and to compare the bad behaviors identified in the typology to the governing boards’ expected roles and responsibilities. Several examples of bad governing board behaviors that have occurred at historically Black colleges and universities (HBCUs) are explored through the lens of the typology. The author argues that the bad behavior of governing boards responsible for the nations’ HBCUs inhibits strategic planning, undermines growth and development, and threatens the long-term viability of these institutions. Finally, recommendations intended to minimize the impact of bad board behaviors are proposed.

The purpose of this paper is to develop a higher education funding and employment system that obviates barriers to sustainable development and helps engrain the notion of sustainability into the institutional framework.

The “Higher Education Sustainability First System” (HESFS) is a conceptual model that builds upon ideas from previous literature. Its theoretical basis draws on a joint value creation framework from the stakeholder theory and business model perspectives.

A holistic three-pillar approach that offers multiple value propositions is needed to engage the stakeholders to collaborate for the coherent functioning of the HESFS. This will enable the establishment of a viable innovative financial model and the institution of a sustainability-focused student employment program that are facilitated by a robust sustainable infrastructure. Several sustainable development goals may be furthered in the process.

The applicability of a part or entire HESFS depends on the characteristics of the higher education institution and the level of its maturity in a sustainable development process. Although its different constituents have been empirically validated in literature, the HESFS model could be applied in a case study to determine its potential feasibility.

The HESFS may inspire policymakers, businesses and higher education institutions to forge alliances to devise innovative resources of funding and engage in employment partnerships that can lead to progress in sustainable development. It may particularly be useful for institutions in developing and less developed countries, where inequality and high youth unemployment rates prevail.

By focusing on an under-researched topic through a multitheoretical perspective, this study contributes to theories pertaining to stakeholder engagement and business models.

The authors explore turnover tendencies among expatriate employees in Saudi Arabia They: (1) discuss the novelty of expatriates in Saudi Arabia; (2) review the literature on employee turnover tendency and its correlates—job satisfaction and employee characteristics; (3) hypothesize a negative relationship between extrinsic job satisfaction and expatriate turnover tendencies, a negative relationship between general job satisfaction and expatriate turnover tendencies, no relationship between intrinsic job satisfaction and expatriate turnover tendencies, and no relationship between expatriate characteristics and expatriate turnover tendencies, and (4) empirically lest the hypotheses with a sample of expatriate employees. Results provide strong support for most of the hypotheses except “pay,” one of the extrinsic job satisfaction variables, and “job feedback,” one of the intrinsic job satisfaction variables.

The paper seeks to examine the concepts, types and implications of festival innovation and failure.

A review of extant literature is undertaken and examples of innovation and failure in three festivals are used to demonstrate the simultaneity and co‐dependency of innovation and failure in the process of festival management.

It is apparent that many forms of program, market, service, organisational and financial innovation are available to festival managers. Many involve risk of failure due to the resource dependency theory postulated in the literature, as well as more pragmatic reasons including bad weather and managerial incompetence.

Festival managers responses to the dual challenges of embracing innovation and avoiding failure will determine the future of festivals, so it is vital that knowledge is developed.

There is limited literature on festival management innovation and failure and limited information available to festival managers regarding the nature of festivals that facilitate innovation or failure. This paper makes an original contribution to these important issues in festival management.