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COVID-19’s influence on the teaching profession will be felt for many years as teachers faced experiences that they have never encountered. The pandemic forced already taxed teachers to assume additional responsibilities, many of which they were not prepared to deal with. The result was an exodus of teachers from the profession, and those who remained reported challenges that impacted their personal and professional lives. The authors describe the effects on teachers and the impact that this had on them, including reasons why many departed from teaching. In closing, the authors offer recommendations to teacher preparation programs, districts, and schools.

The Twentieth Annual Report of the Chief Medical Officer of the Ministry of Health, Sir Arthur MacNalty, for the year 1938, begins with a review of the nature of progress and the application of the conception to questions of health. Life in primitive society is not so healthy as is sometimes supposed, and the true condition is cloaked by the law of survival of the fittest. Civilisation has its cost; certain diseases follow in its train, e.g., tuberculosis. Besides the “new humanity” of the eighteenth century improvements in public health began to appear, and the population increased rapidly. Then came the progress of the Industrial Revolution, accompanied by new problems, especially in the domain of health. It can be concluded, however, that the growth of the health services, and the proof of their effectiveness as shown by the improvement of the nation's vital statistics, is real evidence of progress. In 1938 there was a rise of 10,647 births over the number registered in 1937, representing a birth rate of 15·1 per 1,000 living—a slight improvement on the rate of 14·9 for 1937. It is 0·7 above the rate for 1933, which was the lowest recorded. The infant mortality rate is 53 per 1,000 births as against 58 for 1937, and is now the lowest on record. The deaths in 1938 were 478,829, as compared with 509,574 in 1937, a decrease of 30,745. The five principal killing diseases remain the same as for many years past and occur in the same order, viz.:— (1) Diseases of the heart and circulatory system; (2) cancer—malignant disease; (3) bronchitis, pneumonia and other respiratory diseases; (4) diseases of the nervous system; (5) all forms of tuberculosis. If, however, the diseases are re‐arranged to show the principal killing diseases operating during the years of working life—15–65—then tuberculosis takes the third place instead of the fifth, and diseases of the nervous system occupy the fifth place.

Perhaps the first whisper of the British Library(hereinafter BL) may be found in the report of the Parry Committee which recommended the formation of a national policy in regard to libraries and the provision of information. This was swiftly followed by the Dainton Committee report, a White Paper, and finally the British Library Act, which came into force on 1 July 1973 when the Board of the new BL formally took over responsibility for the library departments (excepting Prints and Drawings) and the Science Reference Library from the Trustees of the British Museum, plus the National Lending Library for Science and Technology and the former National Central Library. To this weighty nucleus were added the major responsibilities of the former Office of Scientific and Technical Information, in April 1974, forming the basis of a new Research and Development Department, and the British National Bibliography, in August 1974, as the foundation of the new Bibliographic Services Division. The way for this very considerable re‐shaping of the country's library resources had been thoroughly prepared by a body familiarly known as BLOC (British Library Organizing Committee) between January and July 1973. There are a number of accounts of the creation of the new library which do not differ in substance. Later developments can be studied from the series of annual reports which provide the most authoritative data available, although it should be noted that statistics provided are not always compatible from year to year.

The purpose of this paper is to examine the critical success factors of ERP implementations in Belgian SMEs and to identify those success factors that are specific to a SME environment.

The authors survey the literature to discover and classify critical success factors that are potentially applicable to small and medium‐sized enterprises. Through a survey and a multiple case study within four Belgian companies, the authors investigate which of these critical success factors apply to SMEs.

The results show that most of the success factors found in the literature apply to SMEs. Nevertheless, distinct differences were found as well. Some factors, such as a clear scope definition and a standardised infrastructure, are not regarded as critical success factors for SMEs. Moreover, SMEs tend to rely relatively heavily on the input of consultants, who they use as a source of knowledge and experience. Moreover, SMEs need to be able to adjust their businesses quickly to be able to exploit their niche to the fullest extent.

The research is limited to Belgian enterprises.

For SMEs, it is particularly important to recognise the elements for a successful ERP implementation. This paper examines the critical success factors of ERP implementations in small and medium‐sized enterprises, while the existing literature on critical success factors of ERP implementations focuses on large enterprises.

The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

The purpose of this paper is to investigate the relationship between complexity leadership and contextual ambidexterity as well as the mediating effect of organisational innovation climate in this link. This study is an answer to a call on which leadership approach and mediating factors can meet today’s seemingly contradictory challenges of efficiently managing business demands, while simultaneously searching for new opportunities.

The researchers analysed 1,204 usable survey responses from employees of South African organisations. Analysis was in the form of structural equation modelling. Mediation analysis was carried out on estimates of the indirect effect.

Results show that complexity leadership was a strong predictor of innovation climate; in turn, innovation climate positively impacts exploratory innovation by 64 per cent; complexity leadership and innovation climate positively affect exploitation by 57 per cent. The innovation climate plays a total mediator role between complexity leadership and exploratory innovation and a partial effect on exploitation.

This study gives human resource management (HRM) insight into strategically directing leadership recruitment and development towards creating an organisational climate to enhance ambidexterity. HRM must conduct regular climate surveys to ascertain whether current leadership is creating an environment that enables exploratory and exploitative innovation.

The authors’ contribution includes a theoretical contribution to the emerging field of complexity leadership by offering conceptual as well as empirical evidence of its role in ambidexterity. This study extends previous research in highlighting organisational climate’s mediating role of being open to new ideas to enable exploratory innovation.

Many forms of modern life are united by their fragility, temporary nature, vulnerability, and inclination to constant change (Bauman, 2012). The complex and fluid nature of 21st century society requires expansion of competence and skills focused university curricula. Academic institutions are challenged to rejuvenate curricula to encompass – besides the development of students’ technical and cognitive skills – the development of students’ ability to engage with and drive their own learning, thereby developing graduates who can thrive in a fluid world. Work-integrated learning (WIL) is increasingly being embraced as a possible remedy to answer this call for career-ready graduates (Goulter & Patrick, 2010). Consideration of specific work-integrated learning pedagogies underpinned by situated and workplace-learning theories that privilege student participation in workplace activities is required (Patton, Higgs, & Smith, 2013). The critical contribution of student disposition to the shaping and reshaping of workplace learning spaces and the central position of students in driving – not just receiving – workplace learning must be part of the pedagogical change. Building on my doctoral research that used photo-elicitation techniques to explore physiotherapy students’ learning in clinical workplaces (Patton, 2014), as well as contemporary literature, this chapter introduces visual spaces as a pedagogical strategy to assist students to drive their own unique learning in workplaces.

This study aims to explore how insurance organisations interpret organisational resilience; to identify potential objectives, elements and practices of organisational resilience within insurance organisations; and to investigate the impact of culture on resilience.

An empirical study in the insurance industry in Jordan was undertaken. The population consists of all 28 insurance companies registered at the Amman Stock Exchange. Data were collected via a survey questionnaire followed by three semi-structured interviews.

Results revealed that respondents understand the meaning of organisational resilience differently. Various factors constitute organisational resilience in Jordanian insurance organisations. Nevertheless, some key factors that have the potential to improve organisational resilience were missing. Culture influenced the level of organisational resilience considerably.

This study provides insights into the factors that enable organisations to withstand future risks, which, in turn, ensures long-term survival. It also reveals how culture affects the level of organisational resilience. This paper provides a basis for policymakers in Jordan to start actively considering existing resources and cultural trends to introduce new frameworks for improving resilience in the insurance sector.

This study is made in the context of an emerging economy; Jordan. It uses quantitative and qualitative research approaches. It is also one of the few studies to discuss resilience in relation to culture and within the insurance sector.

We school administrators, like “practical” men everywhere, claim to have little use for theory. In this we delude ourselves, for we all theorize. The real distinction lies not between theory and practice, but between good theory and bad theory. Good theory is a hypothesis which has undergone verification and which has potential for explaining and predicting events, and for the production of new knowledge. The development of theory, with its constant demand for semantic accuracy and simplicity, is essential as a guide to research, and as a guide to action (e.g. in administration) where it should be regarded as a relational map rather than as an itinerary. The work of Halpin, Guba and Getzels, for example, illustrates that no theory is likely to be the theory. The development of a science of administration is dependent upon such theories. The alchemist described his observations in a half‐mythical language full of metaphors and allegories, not In scientific concepts. Today we appear to live only in an age of educational alchemy.