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Core economy is defined as the economic activity, which is mostly underestimated as the non-market economy. As a result of certain concurrent studies, it is however estimated to be 25% of the economy of the USA with 1.91 trillion USD for the year 1998, which can’t be measured directly in spite of generating direct benefits. District bazaars and marketplaces and the street economy, an intersection point of the ones tired of suppression and tyranny of the Landowners and Sheikhdom, snowed under the sectarian conflicts, the ones feeling outcasted from the society, who would like to enjoy the benefits of modern life, the ones without the sufficient capital to establish a business or a regular business, the ones who would like to contribute to their families, the ones who are outside and excluded from the professional life; some of the ones are thugs and ramblers and lumpen, and the ones with no jobs and got nothing as defined as ‘Bosiacs’ by Maxim Gorki.

The chapter provides the reader with a critical, conceptual framework for further independent exploration of actor-network theory (ANT) when applied to higher education reform. First, it introduces briefly the potentials of ANT as a means of questioning, and eventually escaping, the formal policy level as the “natural” point of departure for studying policy reform. Second, by pointing to my experiences from an on-going study on a Danish subset of the European Bologna process, in which I invited relevant actors to participate in formulating the research questions, it concretizes – and critically reviews – how ANT may feed new insights as well as challenges into the research process.

Partly in the unfolding course of events and partly by intention, we in the transatlantic/English‐speaking region of the world now have an established and standard bibliographic system for printed verbal media—books, serials, and microform. Among them, with some computer assistance, Bowker, H.W. Wilson, Whitaker, the Library of Congress, the British Library, the British Museum Library, and a number of supplementary publishers and collections provide major twentieth century in‐print means of access, as close to being comprehensive, reliable, and coordinated as can humanly be expected at present. You can be reasonably confident that if the information on a print medium exists, you can get it—“you” being either reference/ acquisitions staff or a user.

The role of perceived organizational support (POS) and job satisfaction on the effectiveness of transfer of training in the workplace has begun to receive attention among recent studies. However, there is still limited understanding of how these factors may work together to affect the transfer of training. The purpose of this paper is to address this gap by exploring the relationship between POS, job satisfaction and transfer of training.

The data of this study have been collected from a group of employees, and their supervisors through survey. The data were analyzed using structural equation modeling.

The findings reveal that job satisfaction mediates the relationship between POS and transfer of training.

This study suggests that POS can improve employees’ job satisfaction, which in turn increase transfer of training in the workplace. The significant relationship between the factors (POS – job satisfaction – transfer of training) is an important finding that has not been empirically determined previously, particularly in the transfer of training literature. The findings show that job satisfaction plays an essential role as a mediator in the relationship between POS and transfer of training.

This paper aims to understand the preparation that a group of black male pre-service students received during their course and its impact on their willingness to commit to entering the teaching profession.

The paper draws on findings from a small-scale qualitative study of black and minority ethnic student teachers’ experiences in one initial teacher education institution.

The paper raises questions as to whether black pre-service teachers’ experiences of a lack of acceptance in schools during their pre-service training contribute to the under-representation of black male teachers in English schools.

There is limited research on the experiences of black male student teachers. The paper brings new insights and offers reasons for black male student teachers not entering the teaching profession.

How top management teams (TMTs) adapt and change to create and sustain competitive advantage is a fundamental challenge for human resource management studies. This paper examines the effects of TMT composition (human capital) and managerial ties (social capital) as factors that interactively explain managerial adaptive capability and organizational performance.

A unique survey dataset, derived through privileged access to organizational CEOs and CFOs of 101 Chinese organizations, was used to investigate a path between TMT functional diversity and organizational performance through adaptive managerial capability. Data were analysed using hierarchical multiple regression and Hayes (2012) PROCESS macro for SPSS.

Unexpectedly, the results show that functional diversity has no direct positive effect on firm performance; however when functionally-diverse TMTs are embedded in external networks, there is a significant positive impact on managerial adaptive capability and, through this, competitive advantage.

By identifying TMT functional diversity as an important driver of adaptive managerial capability, contingent on managerial ties, this study addresses a significant research gap pertaining to how TMT characteristics potentially contribute to the development of a core organizational capability.

The authors’ results highlight the importance of ensuring that recruitment into TMTs considers the complementarity of member functional background; however, benefit is only achieved when TMT members establish external ties with other organizations.

The authors’ findings provide evidence of the interactive effect of human and social capital on adaptive capability development and, through this, organizational performance.