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For frail older persons, gaining access to care is primarily in the context of long-term care institutions. Based on hypotheses derived from the theory of the total institution (Goffman, 1961) and anticipatory socialization theory (Merton & Kitt, 1950), linkages of intra-institutional and extra-institutional social ties with quality of life outcomes were assessed based on 168 residents’ self-reports of their life and problems experienced in long-term care (Kahana, Kahana, & Young, 1987). Findings reveal that lack of anticipatory socialization was a significant predictor of subsequent wellbeing, whereas the extent of social ties to the outside world did not predict subsequent wellbeing.

This chapter provides a thorough historical overview of policies that have governed and guided scientific research in China since 1949 and illustrates changes in scientific publications that accompanied these policy reforms and programs.

We divide this historical period into four stages, each with distinct R&D policies: (1) 1949–1955, a period of socialist transformation; (2) 1956–1965, a period of struggle for higher education and research development in a rapidly changing political environment; (3) 1966–1976, the lost decade of the Cultural Revolution; and (4) 1976–present, a period when major national policies have significantly promoted scientific research in China. We use the SPHERE project’s comprehensive historical dataset based on Thomson Reuters’ Web of Science and data from a set of research universities in China to analyze changes in scientific publication rates concurrent with these policy reforms and programs.

The analysis suggests a tight connection between national policy and scientific research productivity in higher education. The central government controlled scientific research through direct administration in early periods and has guided research activities through funding specific programs in recent decades. Due to their resource dependency on the central government, higher education institutions have been quite responsive to the common goals set by the central government. As a result, what is measured tends to be accomplished.

The chapter provides an in-depth description about the rise of higher education and science in China and produces recommendations for future development.

Historically black colleges and universities (HBCUs) constitute a vibrant sector within the American system of higher education – one with a unique and vital mission. Moreover, this sector comprises many diverse segments, each with their own particular characteristics, challenges, and opportunities. To be successful in our present postsecondary context and beyond, HBCU leaders must understand their institutions' positions within the larger sector and actively manage key dimensions of institutional performance. In support of these twin imperatives, this chapter will begin by offering an overview of the HBCU sector, its mission, and the characteristics of its institutions. The chapter will next present trend data for four critical areas of postsecondary organizational management: institutional resources, market demand, access, and affordability. The chapter will conclude by considering the implications of the trend data for the future and articulating various strategies campus leaders should pursue to ensure long-term institutional survival and success.

Higher education institutions around the world compete with one another in the internationalization zone. One of the biggest competitions centers on the mobility of students fighting for the share from the student market pie. The Turkish higher education system, as an emerging competitor, also participates in this competition. While many studies focus on international students in Turkish higher education institutions, the literature lacks information about why Turkish institutions participate in this game, and what tools and strategies they use in this endeavor. This study examined the rationales and strategies of higher education institutions using a semistructured online survey data collected from international offices at participating institutions. Findings revealed that Turkish higher education institutions attract international students to create a multicultural environment by increasing diversity at the campus and to increase the quality of the institution. In contrast to the findings in the literature, seeing international students as institutional revenue source was not among the rationales mentioned by the participant institutions. Besides the rationales, findings also revealed the strategies institutions use for their international student recruitment. Paralleling with the trending mechanisms used worldwide, Turkish institutions use similar strategies such as participating in fairs and events, advertisement through technology, web and social media, and using agents; however, there are also unique mechanisms created by Turkish institutions including visiting parents of current international students, high school visits, and summer camps as effective strategies. Additional research, with broader scope and depth is needed to better understand the internationalization of Turkish higher education.

In April 2007, Banco Compartamos of Mexico held a public offering of its stock in which insiders sold 30 percent of their holdings. The sale was over-subscribed by 13 times, and Compartamos was soon worth $1.6 billion (for details of the story, see Rosenberg, 2007; Malkin, 2008; Accion International, 2007). A month before the offering, the Economist (2007) had written: “Compartamos may not be the biggest bank in Mexico, but it could be the most important.” Compartamos’ claim to importance stems from its clients – not from their elite status, but from the opposite. The bank describes them as low-income women, taking loans to support tiny enterprises like neighborhood shops or tortilla-making businesses. The loans the women seek are small – typically hundreds of dollars rather than many thousands – and the bank requires no collateral. It is a version of “microfinance,” the idea associated with Muhammad Yunus and Grameen Bank of Bangladesh, winners of the 2006 Nobel Peace Prize. For Yunus, microfinance can unleash the productivity of cash-starved entrepreneurs and raise their incomes above poverty lines. It is a vision of poverty reduction that centers on self-help rather than direct income redistribution.

This chapter examines the ways in which some organizations overstep their bounds by making unlimited claims on their employees’ lives. Organizations that do this are described as “greedy institutions,” using the term coined by sociologist Lewis Coser. Sullivan explains how modern technologies and other factors have enabled employers to make increasing claims on employees, extending the workday beyond its traditional limits and overworking the employees. Technologies such as smart phones have enabled employers to get greedier – often while appearing to do just the opposite. For example, an employer can appear to be generous to employees by issuing company-funded smart phones, but those smart phones become tethers that keep the employees attached to their work and their supervisors 24/7. Sullivan argues that while many corporations are greedy, some universities are now also becoming greedy, partially because of increasing demands for productivity and efficiency in higher education. Sullivan discusses these issues within the context of the work of Randy Hodson, who influenced Sullivan’s thinking and writing on this topic.

This chapter examines the internationalisation of public higher education in Brazil using the theoretical triptych of internationalisation as developed by leading scholars in the field: internationalisation at home (IaH), internationalisation abroad (IA), and internationalisation at a distance (IaD). This framework – while rooted in knowledge, systems, and scholarship from researchers and institutions in the Global North – is a constructive tool for categorising and understanding internationalisation at Brazil’s higher education institutions (HEIs) when coupled with an exploration of the history, context, policy, and dynamics of internationalisation efforts. The chapter then summarises and underscores recent and important scholarship by Brazilian researchers and others in the Global South that describes the history of the nation’s internationalisation efforts. It also critiques the powerful influence that Global North-centred objectives and priorities for internationalisation have on the process at Brazilian HEIs. Following a discussion of the theoretical framework and relevant literature, the chapter provides a case study of internationalisation efforts and initiatives of an elite public university, the Universidade Federal de Minas Gerais (UFMG). Content analysis of UFMG’s website and publicly available reports and data demonstrates a high level of institutional internationalisation that has unfolded in recent years, stimulated by federal funding and guided by a strategic framework developed within the Ministry of Education. An analysis of UFMG’s mission, partnerships and programmes finds that the institution serves as an example of internationalisation in Brazil’s public higher education context, as its programmes and initiatives exemplify the overarching objectives of internationalisation in Brazilian higher education.

The purpose of this chapter is to present secondary data around how the Principles for Responsible Management Education (PRME) are adopted in a global context whilst making comparisons with the Travel and Tourism Competitiveness Index from the Travel and Tourism Competitiveness Report 2019. The discussion is centred around young adults (Generation Z) and their potential role and importance. In essence, we are trying to examine if tourism sustainability educational practice adopted within countries appears to transition into industry practice. For this, we consider success both from the perspective of tourism sustainability and general economic competitiveness. The findings suggest significant gaps (or current failure) between PRME delivery and achieving tourism sustainability globally, but generally highlight economic success where PRME uptake is strong. Thus, it would appear that PRME is not yet transitioning into industry practice; therefore, more needs to be done or adapted to achieve greater tourism sustainability, and we emphasise the role of Generation Z within this.