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During the past decade, fast-paced changes created a new environment organisations need to adapt to in an agile way. To support their transformation, organisations are rethinking their approach to learning. They are moving away from traditional instructor-centred, standardised classroom-based learning settings. Instead, learning needs to be tailored to the individuals’ needs, available anywhere at any time and needs to enable learners to build their network. The development of digital tools, specifically network technology and social collaboration platforms, has enabled these new learning concepts.

The use of these new learning concepts in organisations also has implications for higher education. The present case study, therefore, investigates how universities can best prepare future employees and leaders for these new working environments, both on a content level and a methodological level. It also investigates if these new learning concepts can support universities in dealing with a changing environment.

The investigated case is a traditional face-to-face leadership lecture for a heterogeneous group of students. It was reconceptualised as a personalised and social collaborative learning setting, delivered through a social collaboration platform as the primary learning environment. Initial evaluation results indicate positive motivational effects, experience sharing and changes in perception of the student − lecturer relationship. The findings also supported previous challenges of computer-supported collaborative learning settings, such as the perception of a higher cognitive load. The implications of these results for the future teaching and business models of higher education are discussed. In addition, the potential of these computer-supported social collaborative learning settings is outlined.

This paper summarizes the findings of the empirical papers in this volume and outlines future research directions for global leadership in general. We summarize the state of global leadership development in universities and recommend design criteria for these efforts. Given the popularity of study abroad as an integral component in many global leadership programs, we highlight common challenges for study abroad programs and the importance of taking an organization development approach. We conclude with future directions for global leadership development research in university settings, most of which emerged from the featured papers on this topic in this volume of Advances in Global Leadership. It is our hope that this chapter serves as a primer for both university program directors and researchers.

Contemporary life is replete with all manner of rankings, metrics, and benchmarks (Power, 1997; Espeland & Stevens, 1998). From J.D. Power evaluations of cars to Zagat restaurant reviews to US News and World Report ratings of colleges and universities, modern life seems to be deep in the grip of assessment and evaluation. In the early decades of the twentieth century, the introduction of scientific management transformed the workplace, altering relations between labor and capital, and embedding control over the nature and pace of work into the technical organization of production (Edwards, 1979; Shenhav, 1995). In a similar fashion, the current embrace of rankings may reflect a new “Taylorism,” as metrics have the capacity to not only reorder the social institutions they are purported to assess, but also provide a patina of objectivity, especially for the uninitiated.

This chapter focuses on the circumstances under which active clients in universities construct external management consultants as actors. Much research focuses on how consultants legitimize decisions and trends in business organizations, but we know little about how consultants become legitimized as actors in other organizational fields. In the academic field, clients are embedded in a variety of organizational settings embedded in different institutional logics, which determine their sense making. By analyzing how consultants are legitimized, the authors contribute to a better understanding of the organizational preconditions that support the construction of an external expert as an actor. By focusing on IT and strategy consulting in academia, further, the authors discuss the role of competing institutional logics in legitimization processes and the importance of intra-organizational communities.

The chapter pays specific attention to the organizing and reorganizing process of the embedding of new technology. The aim is to increase the understanding of how a focal technology is incrementally aligned into a customer’s different business settings. Embedding becomes subject to intense organizing efforts. It becomes a struggle with activating different features of the focal technology by forging and modifying the resource interfaces between the focal technology and customer resources.

The organizing efforts are about seeking, in an explorative mood, for resource interfaces between the focal technology and the customer resources. This organizing process enables the identification of new adaptation opportunities for technology embedding processes, whereby the focal technology obtains certain feature and values.

A systematically developed knowledge of resource interfaces is a key for activating different features of the focal technology and thereby facilitating its embedding into the customer’s various business settings. This is described in a single case study in the chapter. This case and the analysis show how a supplier and a customer struggle with developing resource interface knowledge to activate the different features of the focal technology, thereby facilitating its embedding process. The first part of the chapter establishes a theoretical framework, followed in the second part by the case study and analysis. The concluding discussion emphasizes the importance of understanding and managing various interfaces as part of the organizing processes.

Relations in university settings are becoming more heterogeneous in terms of race, ethnicity, religion, nationality, class, and gender. In South Africa, transformation imperatives have radically changed the complexion of the country’s university campuses but have also entrenched political imperatives in its universities. As a consequence, the university is a highly politicised space. This is not new. What is new is a communication environment characterised by real-time, global networked digital communication and the uptake of digital media platforms (including social media platforms). We explore the effects of politicisation and new modes of communication using the case of a controversial article published in a South Africa journal and the ensuing polemic. Drawing on both institutional theory and Castells’ description of the network society, we conceptualise collegiality along two dimensions: horizontal collegial relations which exist for the purpose of knowledge creation and transfer which, in turn, depends on self-governance according to a taken-for-granted code of conduct; and vertical collegiality which describes collegial relations between academic staff and university management, and which is necessary for the governance of the university as a complex organisation. We conclude that the highly personal nature of communication that is propelled by digital communication has a direct impact on collegial relations within the university. The motivations of both university academic staff and management, as well as the public, extend beyond stimulating collective debate in the service of knowledge production to serving individual and/or ideological agendas as the communication of science becomes politicised. While issues pertaining to collegiality in South Africa may at first glance appear to be unique to the country, we believe that in a globally transforming academy, the South African case may offer novel insights and useful lessons for other highly politicised university systems.

There are increasing expectations and demands being placed on the universities to become more entrepreneurial. This entails universities becoming more entrepreneurial in their culture and processes as well as supporting entrepreneurship within and beyond the university setting. Entrepreneurial universities are key institutional actors in supporting entrepreneurship and economic growth.

For poorer regions, like the North east of England, entrepreneurial universities have an even more vital institutional role in supporting entrepreneurial ecosystems and taking a lead in supporting entrepreneurship and innovation. The growth of public sector entrepreneurship through government policies and programmes targeted at increasing the levels of entrepreneurship and innovation at national and regional levels provides new opportunities for entrepreneurial universities. The focus of this chapter is to explore some of the challenges and opportunities faced by entrepreneurial universities as they engage more with public sector entrepreneurship programmes, designed to increase the collaboration intensity between universities, industry and society. The chapter concludes by considering the implications of Brexit for entrepreneurial universities in the North East and their regions.

We conjecture that there are five stages to academic entrepreneurship: motivation, governance, selection, competition, and performance. The process of academic entrepreneurship originates with the motivation of faculty, universities, industry, and government to commercialize knowledge that originates within the university setting. The model conceptualizes that the governance and competitiveness of the commercialized knowledge moderate the mode selection and ultimately the performance of academic entrepreneurship. The conceptual and empirical support for the model are derived from a theory-driven synthesis of articles related to academic entrepreneurship.

This chapter examines the professional background, trajectories, and learning of a broad group of teacher educators involved in initial teacher education. The work specifically identifies those who shape the practice of teaching. The authors who are members of the International Forum on Teacher Educator Development (InFo-TED) were key to the creation of InFo-TED, NA (North America), which has used Zoom technology to launch and spread its efforts. Its central purpose is to spur teacher educators and policymakers to embrace new ways to educate all children.

If institutions of higher education are to remain at the forefront of the knowledge-generating enterprise, the nature of graduate-level teaching must be critically examined. Exploring the manner in which discussion is facilitated in a seminar-like context offers one avenue for attaining this understanding. This study aims to shed light on the prevalence, purpose, and form of discussion facilitation practices that were observed in a small group setting within a social science academic program at a large Southern California university. An exploratory, embedded case study was conducted over approximately 24 weeks using ethnographic and conversation analytic methods. Data sources consisted of ethnographic field notes, audio recordings of meetings, transcripts from those recordings, and artifacts, including literature used during each session. Results suggest that facilitating small group discussions requires balancing focus on the selected text and participant engagement, a diverse set of facilitation practices, and use of different strategies (or micro-avenues) to arrive at the same end. Study findings emphasize the importance of intersubjectivity and form versus function of speech in an educational environment. What is said and how it is said both have great implications for shared learning and understanding. Adaptability of mixed qualitative methods in this study demonstrates the potential of ethnography and conversation analysis as complementary approaches for understanding the functional nature of talk and interaction. Thus, the criteria for rigorous qualitative research, the view that ethnography and conversation analysis do not mix, and the under-valuing of critical multiplism in research need to be re-examined.