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Scholars of ambidexterity focus on the need for strategic leaders to explore and exploit opportunities synergistically. Yet it remains unclear how such dynamic capabilities develop. Addressing this question, this chapter investigates the role of social cognitive self-regulation in fostering ambidexterity as a dynamic capability among entrepreneurs. Results of a mixed method, multiple case study of founder managers suggest that complex patterns of self-regulation are associated with ambidextrous thinking and decision making among entrepreneurs, often in combination with strong values and a sense of emotional engagement. I propose a new model of these processes and discuss its implications.

The export entry behaviour of small and medium-sized enterprises (SMEs) is a complex behaviour that requires specific tools for a holistic investigation. Thus far, there are inconclusive findings in the literature on key predictors of export behaviour, which may be explained by methodological limitations. In this chapter, using a novel fuzzy-set qualitative comparative analysis for its ability to capture complex causality, the authors study the impact of managerial attributes and collaborative behaviours on SMEs’ export propensity. The analysis is based on a sample of 80 SMEs operating in the emerging country context of Turkey. Participants were selected using a non-probability sampling approach. For export propensity, it is found that no single driver is sufficient to facilitate SMEs’ export entry. Rather, a combination of managerial attributes including export knowledge, international orientation, entrepreneurial orientation and export perception is more likely to lead to export entry. Alternatively, the lack of some of these attributes could be offset by the presence of collaborative activities. Specifically, the shortage of export knowledge, international orientation and entrepreneurial orientation at any rate could be mitigated by collaborative activities. These findings hold important implications for SMEs and export promotion organisations in similar emerging contexts.

This chapter analyses and discusses local government health promotion in Norway.

Institutional theory indicates that political and administrative jurisdictions are path dependent in their policy formation and implementation. By using data from different sources this assumption is analysed and discussed according to health promotion in Norwegian municipalities. The main methodology is cross tabulations, bivariate correlations and regression is carried out to supplement analyses.

Municipalities are path dependent in their health promotion policies. They acknowledge and prioritize health behaviour independent of experienced socio-economic challenges, municipal capacity as size and income, and local government political profile. Competence devoted to health promotion can create changes in policies.

The rhetoric on determinants and social determinants in particular is new in Norway. Rhetoric on, and interventions, that highlight the social determinants of health need to be coordinated.

The chapter presents new knowledge on Norwegian local government health promotion and how this is implemented in relation to the challenges experienced.

Public hospitals have long been major players in the US health care delivery system. However, many public hospitals have privatized during the past few decades. The purpose of this chapter was to investigate the impact of public hospitals' privatization on community orientation (CO). This longitudinal study used a national sample of nonfederal acute-care public hospitals (1997–2010). Negative binomial regression models with hospital-level and year fixed effects were used to estimate the relationships. Our findings suggested that privatization was associated with a 14% increase in the number of CO activities, on average, compared with the number of CO activities prior to privatization. Public hospitals privatizing to for-profit status exhibited a 29% increase in the number of CO activities, relative to an insignificant 9% increase for public hospitals privatizing to not-for-profit status.

While there is growing recognition of the role of leaders as managers of meanings, leadership theories have so far focused primarily on the articulation of a positive vision, the framing of organizational issues as opportunities, and emphasizing potential gains and benefits for the organization and its members. However, these positive frames may not be equally valid under all circumstances and with respect to all issues. This chapter concentrates on exploring leadership as management of meanings in times of crisis and recovery, when leaders attempt to stop deterioration, turn the organization around, and lead it to recovery. We label this leadership approach prevention-oriented leadership. On the basis of an analysis of a series of weekly e-mail letters sent by the CEO of a large company to all organizational members over a period of 22 months we suggest that prevention-oriented leaders may use three related ways to manage meanings, namely (1) generating a clear picture of the negative challenge, (2) strengthening the organizational members’ self-efficacy and confidence in the organization's resources available for coping with the crisis, and (3) creating a sense of progress.

Concepts equip the mind with thought, provide our theories with ideas, and assign variables for testing our hypotheses. Much of contemporary research deals with narrowly circumscribed concepts, termed simple concepts herein, which are the grist for much empirical inquiry in the field. In contrast to simple concepts, which exhibit a kind of unity, complex concepts are structures of simple concepts, and in certain instances unveil meaning going beyond simple concepts or their aggregation. When expressed in hylomorphic structures, complex concepts achieve unique ontological status and serve particular explanatory capabilities. We develop the philosophical foundation for hylomorphic structures and show how they are rooted in dispositions, dispositional causality, and various mind–body trade-offs. Examples are provided for this emerging perspective on “Big concepts” or “Big Ideas.”

This chapter provides a critical and comprehensive review of internationalisation models and strategies in higher education and offers a conceptual model for internationalising the curriculum, taking educational administration and leadership as an example of its implementation. The chapter starts with an introduction and overview of globalisation and how higher education institutions respond to its increasing effects by adopting different internationalisation strategies. This is followed by a discussion on the different forces and rationales involved and the various models and strategies adopted by higher education institutions as well as the many challenges and obstacles they encounter when implementing these strategies. The third section focuses on ways of internationising the curriculum and how it is a complex, dynamic and developmental process that requires the implementation of most internationalisation strategies. The chapter concludes with a discussion of the IHEC model which is created for internationalising the higher education curriculum, focusing on educational administration and leadership as an example. The IHEC model aims to provide students with a universal and holistic learning experience that prepares them for the increasingly competitive and diversified working environment. It also attempts to overcome the Westernisation indigenisation debate by adopting a holistic approach to knowledge and cultural practices that appreciates and integrates different perspectives, knowledge traditions and work practices into the curriculum.

Current motivation theory and research face serious theoretical, methodological, and practical challenges. One central challenge is the fact that research has focused mainly on motivation for traditional achievement tasks such as graded assignments and normative educational trajectories. Arguably, current motivation theory and research may be inadequate to characterize adaptive motivation in the uncertain, changing, and unpredictable environments of the twenty-first century. How might motivation researchers conceptualize students’ motivation in such dynamic and complex contexts? How can motivational research inform educators, administrators, and policymakers in designing curricula, pedagogy, and evaluation and accountability systems to prepare students for such a world? In the current chapter, we address these challenges with a perspective on motivation as a complex dynamic system (CDS) that is based in the person’s identity. We begin with a brief review of the challenges to the current prevalent approach to motivation research, highlighting the need for a new paradigm. We then review assumptions of the CDSs approach that render it useful for understanding motivation in continuously changing and unpredictable environments. We then present a CDS conceptual model of identity and motivation that incorporates constructs and processes from a variety of identity and motivational theories – the Dynamic Systems Model of Role Identity (DSMRI). We follow with a conceptualization of the characteristics of the identity-motivation system most adaptive for growth in changing and unpredictable environments. We end by considering the implications of this perspective for motivational theory and research and for educational practice and policy.