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This study aimed to address the importance and effects of studying history and Islamic history on students’ political awareness.

To achieve the objectives of this study, a questionnaire was used. A total of 315 university students aged 17–50 years old participated in the study. These students represented three of the most influential universities in the Kingdom of Saudi Arabia.

The results revealed a strong, positive and significant correlation between the study of history and students’ political awareness.

The findings of this study indicated that studying history and Islamic history leads to an increased level of students’ political awareness. Therefore, studying history is important for university students to develop their political awareness and prepare them as future leaders.

In the present discourse of university politics, collegiality has come to be viewed as a slow force – seemingly inefficient and conservative compared to popular management models. Concerns have thus been raised regarding the future prospects of such a form of governance in a society marked by haste and acceleration. One way to bring perspectives on this contentious issue is to perceive it in the light of the long history of the university. In this article, I derive insights about the shifting state of collegial governance through a survey of an intense period of reforms in Sweden c. 1850–1920 when higher education was allegedly engaged in a process of modernization and professionalization. Drawing on recent work in historical theory and science and technology studies (STS), I revisit contests and debates on collegiality in connection to a number of governmental commissions. Focusing on the co-existence – and collisions – of multiple temporalities reveals that overcoming potential problems associated with heterogeneous rhythms required an active work of synchronization by universities in order to make them appear timely, as higher education expanded along with the mounting ambitions of national politics, focused on centralization, efficiency, and rationalization. The analysis is structured around three focal issues for which collegial ideals and practices, including their temporal characteristics, were particularly questioned: (a) the composition of the university board, (b) the employment status of professors, and (c) hiring or promotion practices. Pointing at more structural challenges, this study highlights how collegiality requires a constant maintenance paired with an awareness of its longer and complex history.

This study explores ongoing research into self-mapped learning pathways that students utilize to move through a course when given two modalities to choose from: one that is instructor-led and one that is student-directed.

Process mining analysis was utilized to examine and cluster clickstream data from an online college-level History course designed with dual modality choices. This paper examines some of the results from different approaches to clustering the available data.

By examining how often students interacted with others, whether they were more internal or external facing with their pathway choices, and whether or not they completed a learning pathway, this study identified five general tactics from the data: Individualistic Internal; Non-completing Internal; Completing, Interactive Internal; Completing, Interactive, and Reflective and Completing External. Further analysis of when students used each tactic led to the identification of four different strategies that learners utilized during class sessions.

The results of this analysis could potentially lead to the creation of customizable design models that can assist learners as they navigate modality choices in learner-centered or less-structured learning design methodologies.

Few courses are designed to give the learners the options to follow the instructor or create their own learning pathway. Knowing how to identify what choices a learner might take in these scenarios is even less explored. Preliminary data for this paper was originally presented as a poster session at the Learning Analytics and Knowledge conference in 2019.

Recent changes in university systems, debates on academic freedom, and changing roles of knowledge in society all point to questions regarding how higher education and research should be governed and the role of scientists and faculty in this. Rationalizations of systems of higher education and research have been accompanied by the questioning and erosion of faculty authority and challenges to academic collegiality. In light of these developments, we see a need for a more conceptually precise discussion about what academic collegiality is, how it is practiced, how collegial forms of governance may be supported or challenged by other forms of governance, and finally, why collegial governance of higher education and research is important.

We see collegiality as an institution of self-governance that includes formal rules and structures for decision-making, normative and cognitive underpinnings of identities and purposes, and specific practices. Studies of collegiality then, need to capture structures and rules as well as identities, norms, purposes and practices. Distinguishing between vertical and horizontal collegiality, we show how they balance and support each other.

Universities are subject to mixed modes of governance related to the many tasks and missions that higher education and research is expected to fulfill. Mixed modes of governance also stem from reforms based on widely held ideals of governance and organization. We examine university reforms and challenges to collegiality through the lenses of three ideal types of governance – collegiality, bureaucracy and enterprise – and combinations thereof.

While the university as an institution is a great success story, one hears the constant chatter of the crises in higher education usually associated with the organizational transformation of universities. Regardless of one’s normative assessment of these observations, the institutional success of the university has been accompanied by the emergence of universities as organizational actors. I reflect on how these changes could alter the university as an institution, using the Australian higher education sector as an example. In doing so, I explore how universities as organizational actors, in responding to the demands of their external environment, set in motion a series of changes that redefine highly institutionalized categories, and, in doing so, radically remake the university as an institution.