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Moving up the career ladder has its rewards – more money, of course. However, in academia, it could also mean more time and autonomy to pursue your research interests and greater ability to influence the direction of your department and your field. However, getting a promotion takes time and effort, mixed in with a pinch of luck and willingness, while keeping your day job ticking over. Amidst all this, you also need to ensure you are across the process and criteria – slightly different at every university and different yet again in institutions overseas. This chapter will demystify the process by providing you with a useful overview across global contexts, tips, and tested techniques for making yourself promotion ready.

Studies and analyses changes to the promotion policies and practices at the University of Western Australia (UWA) and identifies outcomes by gender. Suggests that there are quite a few factors to be addressed before gender equity in academia at UWA is obtained. Discusses, in depth, how to try to deal with lack of networks, socialization, the dual‐role burden, masculine organizational culture and gendered power imbalance in the workplace. States that, although great inroads have been made at UWA, statistics show that there are still very fundamental barriers to be addressed to aid further improvement for women academics.

The purpose of this paper is to report research into the marketing and promotion of e‐books, and use this as a case study context to generate insights into approaches in academic libraries to the marketing of new services. As such it contributes to the limited empirical research on both the introduction of e‐book services and on marketing in academic libraries.

Semi‐structured interviews were conducted with 25 academic librarians, in seven case study libraries, holding the following posts: subject librarians, e‐resources librarians, or cataloguers. Interviews focussed on: the existence of a promotion/marketing strategy for e‐books; the marketing and promotion tools used to promote e‐books; promotion via academics; the issues and challenges in promoting e‐books; and future plans for the promotion of e‐books.

None of the libraries had a marketing communication strategy relating to e‐books, yet, on the other hand, most interviewees were able to point to a range of tools used to promote e‐books, and some had plans for improvements in their promotion activities.

This study demonstrates a laissez faire approach to the marketing of potentially significant new services from academic libraries – providing access to e‐books. Recommendations for development focus on taking a strategic approach to marketing and promotion, managing tensions between promotion and supply, innovation in promotional tools, and influencing word‐of‐mouth.

The purpose of this paper is to describe the findings from the qualitative strand of the National e‐Book Observatory (2007‐2009) project, relating to the promotion of e‐textbooks in UK universities by the library, academics and publishers. A complementary paper on the ways in which students and academics locate e‐books provided by their library will appear in a future issue.

Following the provision by the Joint Information Systems Committee (JISC) in the UK of collections of e‐textbooks, the project used deep log analysis, benchmark surveys and focus groups to develop a rich picture of library e‐collection management and use by students and academics. Focus groups were undertaken with library staff, academics and students; the dialogues were transcribed and analysed using NVivo7 software.

The qualitative studies found that libraries were using a range of promotional tools, although these were not always finding their targets. Often libraries had no formal promotion strategy for e‐resources. Although little in evidence, the value of academic commitment and promotion was emphasised. Promotion by publishers and aggregators is both to libraries and directly to academic staff. Students felt that they were largely unaware of promotion beyond the presence of e‐books in the catalogue, and in some cases stated explicitly that they thought more should be done to promote library e‐resources to them.

The paper offers pragmatic guidance on promotional methodologies.

The project describes the first major, national usage study of e‐books in higher education. The paper contributes significantly to the literature in discussing the importance of promoting e‐books to students and staff.

Historically, academic careers in many European universities have been characterized by the civil servant status of academics (i.e., an open vacancy model) based on the German Lehrstuhl (professorial chair) tradition. The chair system has been abandoned in many countries, and the status of civil servants has been changed to private employment. At the same time, many European universities have introduced some variant of the tenure track model to increase the attractiveness of academic careers at their institutions; however, open vacancy models continue to dominate academic careers in Europe. This chapter describes recent changes in academic promotion systems using case examples from tenure track models in two European countries, Finland and Austria. In conclusion, this chapter offers examples based on the best practices and challenges identified in the analyzed tenure track models.

The purpose of this paper is to examine gender differences in promotion probabilities of the academic staff of a large university in The Netherlands, taking into account the sex segregated context of the faculty.

The study uses records of the university's personnel information system from 1990 to 2006, covering the data of 1,792 employees in the academic ranks who have entered since 1990. Cox regression models are used to test three hypotheses.

The findings show that women have lower promotion probabilities than men. The gender differences are primarily explained by differences in years of service and external mobility, and not by the sex segregated context of the faculty. A higher share of women decreases the odds of being promoted for both men and women. Gender differences in working hours do not explain the gender differences in promotion probabilities.

The paper adds to the existing literature because event history analyses have hardly been applied to personnel records for investigating the impact of the sex segregated context on promotion probabilities.

The purpose of this research is to examine the hypothesis that under‐representation of women in Australian universities reflects barriers in the academic promotion process.

This study uses three complementary approaches. Promotion policies and guidelines are examined using content analysis of documents from all Australian universities. A sample of 17 universities was selected for interviews with key gatekeepers to examine promotions practice. Data on promotions by level and gender were analysed for 16 of these universities 2000‐2002.

The analysis of promotions policies and guidelines established a range of practice. Policies supporting women's participation and success in promotions included explicit consideration of part‐time and non‐traditional careers, clear equity statements, and gender representation on promotions committees. Interviews emphasised the importance of support for and identification of female candidates, and the need for the establishment of institution‐wide and performance targets for senior managers. Implicitly, most interviewees accepted the premise that women experienced barriers in the promotion process, including reticence in applying and stereotypically gendered notions of merit. However, the analysis of promotions data showed a more encouraging picture. Application rates and success rates for women are similar to men's and, at professorial level, slightly higher. Nonetheless women remain under‐represented at senior levels, comprising only 16 per cent of the professoriate.

The study provided a report to the Australian Vice‐Chancellors' Committee (AVCC) with a number of recommendations for improving University promotions policies. These recommendations are available on the AVCC website and have applicability beyond the Australian university sector.

This study is an original study across all Australian universities which has international applicability and policy relevance.

Since the 1980s, higher education institutions in many developed Western countries have been facing competition for resources, have undergone economic rationalisation, adopted a New Public Management style of performance management and aspired to meet global standards of quality. This chapter explores the self-tracking practices of academic institutions and workers as they negotiate a field that has moved away from a quality evaluation system based primarily on social reputation towards one based increasingly on quantified outcome indicators. Universities typically measure research performance not only in terms of quantity of outputs but also the ‘attention capital’ they receive, for example, the number of citations or awards and prizes. These metrics and the emphasis on attention capital generally encourage a culture of competition rather than collaboration, while promoting the ‘celebrification’ of academic life. We argue that this trend has been intensified by technologies that gamify research achievements, continuously update citation and ‘read’ counts, and promote networked reputation. Under these conditions, academic institutions and workers have attempted to pursue a variety of positioning strategies that represent different degrees of conformity, resistance and compromise to the power of metrics.

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time of significant transformation in higher education, academic leaders face intensifying institutional, environmental, and societal challenges, yet colleges and universities often devote limited attention to integrating their approaches to the selection, development, evaluation, and recognition of leaders. Moreover, traditional approaches and criteria used in the selection of academic leaders are often inadequate for predicting their success. Through the process of organizational and leader profiling, as described in this chapter, institutions can better understand the landscape in which the leader will be functioning, providing a more contextualized and useful approach to leader selection, development, evaluation, and recognition.

In a world where some (predominantly male) colleagues gets undue credit and airtime in academia and some women struggle to juggle work and family responsibilities, this chapter provides some reflections about the author’s own personal journey as a female early career academic, as well as the author’s recent experience in applying for an academic promotion. Appended within this chapter are also some advice and tips from other female colleagues who have recently been successful in their applications for promotion. The author is only a drop in the ocean of academia but hopefully these reflections will help other female colleagues who are trying to navigate the academic world.