Search results

Although international staff exchanges among librarians have grown in number in recent years, they are still relatively rare. Outlines a survey of British university libraries carried out in 1992, soliciting information and opinions on exchanges from chief librarians and exchange participants. Uses the survey and the author′s own exchange experience to outline some sources of information and funding, and other practical and financial considerations, when arranging exchanges. Discusses the motivation of exchange participants, together with career and staff development outcomes for those taking part in exchanges. While internal or external promotion is an unlikely immediate sequel to an exchange, both library staff and chief librarians recognize a definite improvement in motivation and performance after an exchange. Despite administrative, training and other costs, libraries and library staff could profitably give more positive attention to exchanges when contemplating individual and library‐wide staff development.

Research at universities is becoming increasingly specialized and, at the same time, more interdisciplinary. In response to this paradox, academic libraries have tended to specialize along discipline lines by creating divisional libraries. The divisions typically offer reference and other library services to a focused clientele. This specialization leads to isolation and lack of communication among library departments, including separate, subject‐specific reference units. It also limits the versatility of staff. Staff exchange has been used in academic libraries to address some of these problems. It entails the utilization of a library's employees from one department performing tasks in another department.

Focuses on international academic library staff exchanges from three perspectives: the author’s personal experience as an exchange participant, as director of a research library which has hosted six exchanges, and as chairman of CURL’s Staff Development Group, which is to implement an intra‐CURL libraries exchange programme in 1997‐98. Describes in detail a model of short, project‐based, reciprocal attachments, rather than traditional, longer‐term, exchanges. Looks forward to an international exchange programme between CURL and RLG libraries.

The purpose of this paper is to develop a comparative analysis of the main objectives of international institutional partnerships in four UK leading universities. Based on the presented case studies, the paper outlines a model for objectives and implementation of international partnership.

Using a multiple case study approach, the paper employs three sources of data: templates of international partnerships, actual agreements of international partnerships and interviews with senior and very senior managers concerned with internationalisation at the four universities. The analysis includes inter‐university comparative analysis and templates‐agreements‐interviews comparative analysis for each of the four universities separately.

It is found that, for the four universities, the objectives of international partnerships are related to both students and staff with relative importance given to the student dimension. While the student dimension refers to any overseas partnerships where the core topic of the partnership is the student whether it is related to student exchange, collaborative programs, student recruitment, etc.; the staff dimension refers to any overseas partnerships that are more related to the staff topic, such as joint research, collaborative teaching, staff exchange, etc.

The comparative analysis of templates‐agreements‐ interviews show some gaps in international strategy design in one of the universities, and some gaps in international strategy implementation in the other three universities.

The comparative analysis is developed into a model for international strategy design and implementation. This model can assess university managers in running their international business.

The paper highlights the importance of adopting a realistic strategy by university managers. The realistic strategy is the strategy that gives equivalent attention to the two dimensions: the design and the implementation.

The aim of this paper is to examine the possibility of sharing human resources between university libraries in Nigeria, a relatively unknown form of cooperation. It examines the opinions of 168 practising librarians who replied to a questionnaire about exchanges and highlights their views. The author recommends the implementation of shared human resources as a matter of urgency between university libraries in Nigeria.

Explores the application of segmentation in this market and compares state with private provisions in the UK, states the state service cannot hope to match private provision. Accepts there is general acceptance that the concepts of marketing are as applicable to industrial as to consumer products. Reveals that the labour market suffers from lack of knowledge about vacancies, job opportunities and prospects, and about the differences in wages and salaries offered by employers. Proposes that in monetary terms, if people can be placed in work just one day earlier than at present this would save £21/2 million annually in unemployment benefits and raise national output by £10 million. Concludes that if sufficient finance could be provided by charging employers for the services of the state employment exchanges, then the introduction of necessary marketing techniques could take place much sooner.

Scholars have studied how entrepreneurs acquire resources but have not examined how resources may be bundled with constraints, which can threaten entrepreneurial autonomy. Organizational sponsors, such as incubators and accelerators, provide entrepreneurs with resources, but how do entrepreneurs sustain autonomy while seeking resources and support? We studied five entrepreneurial firms in a business incubator over a six-month period. While benefitting from incubator resources, entrepreneurs also experienced unexpected constraints, including mentor role conflict, gatekeeper control, and affiliation dissonance. By showing how entrepreneurs unbundled the incubator’s resources from constraints, we explain how entrepreneurs manage the tension between acquiring resources and preserving autonomy.

This study aims to identify the effect of demographic factors on the relationship between academic contribution and university–industry knowledge exchange in Sri Lanka.

This study is of quantitative and explanatory type , which applied the deductive research method, and is conducted with minimum interference of researcher taking individual academics as the unit of analysis. The study collected data from 178 academics randomly through a structured questionnaire designed to analyze through statistical package for the social sciences and analysis of a moment structure statistical software. A structural equation model is applied to collected data to explore the moderating impact of the demographic factor on the university–industry knowledge exchange.

Overall involvement of academic staff in joint research, contract research, human resource mobility and the training with industry were was low in Sri Lanka. However, all four independent variables significantly associated with the knowledge exchange process from which only joint research and training had a statistically significant effect on university–industry knowledge exchange . Concerning demographic factors, only the quality of academic research significantly moderated the relationship between academic contribution and university–industry knowledge exchange process in Sri Lanka.

This study considered only the university side of the university–industry knowledge exchange process.

This paper implies that gender, age and area of specialization did not have significant power to moderate the relationship between academic contribution and university–industry knowledge exchange process.

There is a lack of research literature discussing the moderating effect of demographic factors on the university–industry knowledge exchange process. In Sri Lanka, money and commercial benefits that received through industry partnerships had not been valued by academics. The majority considered the connection with industry and exchange knowledge as a responsibility that they should perform in return to free education received from grade one to graduation.

The European Network for Asylum Reception Organisations (ENARO), representing II European countries, has organised staff exchange visits since its establishment in 2002. Although the exchange programme has been successful in itself for more than five years, new dynamics are necessary to keep the programme vital and geared to the future. To achieve this, the University of Kent and ENARO have joined forces in an EU‐funded project called the ENARO Knowledge Transfer Hub, hereafter called the HUB. The aim of the HUB is to provide benefit to the staff exchanges on several levels. The project included the two exchanges in the year 2007.

The purpose of this paper is to scrutinise the effectiveness of four derivative exchanges’ enforcement efforts since 2007. These exchanges include the Commodity Exchange Inc. and ICE Futures US from the United States and ICE Futures Europe and the London Metal Exchange from the UK.

The paper examines 799 enforcement notices published by four exchanges through a behavioural science lens: HUMANS conceived by Hunt (2023) in Humanizing Rules: Bringing Behavioural Science to Ethics and Compliance.

The paper finds the effectiveness of the exchanges’ enforcement efforts to be a mixed picture as financial markets transition from the digital to artificial intelligence era. Humans remain a key cog in the wheel of market participants’ trading operations, albeit their roles have changed. Despite this, some elements of exchanges’ enforcement regimes have not kept pace with the move from floor to remote trading. However, in other respects, their efforts are or should be, effective, at least in behavioural terms.

The paper’s findings are arguably limited to exchanges based in Anglophone jurisdictions. The information published by the exchanges is variable, making “like-for-like” comparisons difficult in some areas.

The paper makes several recommendations that, if adopted, could help exchanges to increase the potency of their enforcement programmes.

A key aim of the paper is to shift the lens through which the debate concerning the efficacy of exchange-level oversight is conducted. Hitherto, a legal lens has been used, whereas this paper uses a behavioural lens.