Graham Elkin

Strategy and the internationalisation of universities

Purpose – The papers aims is o explore the relationship between having a complete strategic focus and the extent of the internationalisation of university business schools and the level of desire for the future internationalisation and to further validate the model of internationalisation.Design/methodology/approach – Data were collected for business schools and business facilities using the Elkin, Devjee model of internationalisation concerning the current and desired levels of internationalisation of the business schools. In addition schools were asked six key questions about strategic focus.Findings – It was observed that those schools with complete strategic focus had higher levels of current internationalisation and greater aspirations for even higher levels of internationalisation than schools without a complete strategic focus. It was also found that there may be a connection between research intensity and internationalisation.Research limitations/implications – Future samples would be better to c...

Visualising the “internationalisation” of universities

Purpose – There are few means of measuring whether universities have effective international programmes or policies in response to increasing globalisation. The purpose of this paper is to report on the development and testing of a model for measuring the internationalisation of universities and to assist with the strategic planning of interationalisation. Design/methodology/approach – The 11‐dimension model was developed as a result of a literature search and interviews with academic and non‐academic university staff. The model was trialled with a range of New Zealand and overseas universities. Findings – The model received widespread support as a useful way of conceptualising and visualising the internationalisation of universities. Measurement of internationalisation was demonstrated. The model was useful for the facilitation of the planning of investment in the various dimensions that make up internationalisation. The “star” model displayed both the current and ideal levels of internationalisation in visual form for an institution. It can be used to make systematic decisions about future institutional activity resource investment. Research limitations/implications – The testing is limited and will need to be extended to other countries, types of universities, faculties, departments and programmes. Originality/value – The model is useful to those who manage the intenationalisation of univerities, clarifying the concept and making systematic action to increase internationalisation possible.

Authentic leadership theory development: theorizing on Chinese philosophy

As an emerging paradigm, authentic leadership has attracted increasing interest. Our study contributes to developing authentic leadership theory, from a sociological and philosophical perspective, using a case study methodology in the Chinese context. Using interviews and observations in eight Chinese organizations, we examine the Western authentic leadership model and develop a theory of authentic leadership in the Chinese context. Chinese authentic leaders concentrate on being authentic to ‘the self’, consistent with the Western literature, but place even greater emphasis on being authentic to ‘the context’ of daily practice. Thus, we propose a new authentic leadership model that dynamically integrates the two categories of authenticity, supported by evidence derived in the Chinese context.

COMPETENCY‐BASED HUMAN RESOURCE DEVELOPMENT – MAKING SENSE OF THE IDEAS

Recent attention to competencies, especially the McBer approach, is reviewed. Different definitions focusing on personal qualities or task performance are outlined and it is proposed that neither macro‐competencies nor micro‐competencies are necessarily the practical route, and job‐specific key competencies are recommended.

Landscape with Travellers: The Context of Careers in Developed Nations

I have walked that long road to freedom. I have tried not to falter; I have made missteps along the way. But I have discovered the secret that after climbing a great hill, one only finds that there are many more hills to climb. I have taken a moment here to rest, to steal a view of the glorious vista that surrounds me, to look back on the distance I have come. But I can rest only a moment, for with freedom come responsibilities, and I dare not linger, for my long walk has not yet ended. (Mandela, 1994, p. 751)

Chinese pragmatism and the learning organisation

Purpose – For 40 years, it has been widely believed in the West that learning organisations would be healthier, flexible and more competitive than other organisations. By now, one might expect them to be widespread. However, fully developed learning organisations are rare in the West. In contrast, Chinese organisations seem naturally to be learning organisations. The paper aims to explore the impact of Eastern (largely Chinese) and Western (largely US) philosophies upon the development of learning organisations and suggests that for learning organisations to develop in the West a different philosophical approach may be needed.Design/methodology/approach – The Chinese worldview, and Chinese pragmatism in particular, are discussed in the context of learning organisations. A link is made with the American pragmatism of Dewey. These philosophical traditions are compared to the prevailing worldview and philosophical tradition in the West, which may help explain the rarity of the learning organisation in the We...

The use and efficacy of anecdotal performance reporting in the third sector

Purpose – This research paper seeks to examine the important issues of performance measurement and reporting in a third sector community organisation. It aims to highlight the dysfunctional nature of funding body performance reporting criteria, which do not always align with the values and goals of the voluntary organisation. In contrast, this paper aims to consider the value of using anecdotal performance data to provide a more informed perspective on the performance of third sector organisations.Design/methodology/approach – The paper examines the current literature regarding performance measurement from a voluntary sector perspective. It then considers the value and efficacy of anecdotal performance reporting and presents empirical findings from a single case study organisation.Findings – The paper identifies that many forms of performance reporting frameworks used by funding bodies provide little or no value to the voluntary organisation, and that anecdotal performance reporting is often more aligned ...

New Zealand Human Capital Development and Structural Reform

Between 1983 and 1997 New Zealand has undergone major economic and labour market changes moving it from one of the most protected economies and labour markets in the world into one of the most open. During the same period the vocational education and training infrastructure was largely abandoned. In 1992 after a four year gap, major initiatives were put in place to allow a voluntary, industry based, human capital development strategy to grow. This article looks at the historical position of education and training and attempts to evaluate the success of the new approach—suggesting the main human capital initiatives are proving successful when combined with economic reform.

Converging pathways of contemporary leadership: In the footsteps of Māori and servant leadership

The world is a turbulent space for leaders and organisations. Leadership scandals and failures have changed views on leadership behaviour in the West. There is increased demand for more ethical leadership, inspired by ideas of humanness, and care of the well-being of all stakeholders. This article offers our conceptualisation of two emerging domains in leadership – servant leadership and Indigenous Māori leadership. Both not only have strong resonance with each other but also reflect a common concern with individual and collective morality that draws us to the significance of human relationships and, context-specificity specifically as derived from worldview. We suggest these two leadership domains offer transformative realisation of leadership development that accepts alternative ontologies, epistemologies and worldviews, providing for richer and more meaningful understanding of leadership for the 21st century.

Socialization and Mbaprograms

For an executive leaving a managerial role and entering a postgraduate business school, the culture shock can be great and the process of coming to terms with a business school and its culture difficult. Entering business school represents leaving what Leavitt (1991) described as the supportive cocoon of friends, jobs, and families to move to a new setting, to join unknown peers, and to confront unknown standards. Being &dquo;unfrozen,&dquo; students will be easily influenced and &dquo;refrozen&dquo; with new values.