The late 20th century was an era of social, economic, technological, and political change, resulting in significant shifts in the perception of enlightenment, knowledge, and education. The impact of these changes have become quite apparent in higher education where there is now mounting pressure for faculty to deliver high quality education to an internationally mobile cohort and where institutions are striving to attract funding, researchers, research grants, top students, and teaching staff. To cope with the many challenges, new business models are needed. Introducing change, however, is fraught with many problems; in particular, institutional barriers among disciplines, management commitment, socioeconomic factors, and cultural issues. In this paper, we take a look at and discuss three European higher education institutions currently undergoing transformation-a British, a Finnish, and a Russian-to draw attention to some of the inherent factors that higher education institutions face when they seek to implement new business models to manage the competitive environment for higher education.

PurposeThe Industry 4.0 environment is characterized by fast data, vertically and horizontally interconnected systems, and human–machine interfaces. In the middle stands the manager, whose sustained performance is critical to the organization's success. Business disturbances—such as supply chain disruptions during the pandemic—can quickly test the manager's resiliency. While creativity and flexibility are critical for success in these situations, these skills are often not promoted directly. This paper will discuss strategies for enhancing managers' creativity and resiliency and give suggestions for improving professional development training and post-secondary business education.Design/methodology/approachA synthesis of the literature in business and psychology provides a foundation for creating a conceptual model incorporating strategies to promote managerial creativity and resiliency. While the model focuses on managerial performance under adverse conditions, the tenets of the model also apply during times of relative stability.FindingsFindings based on a synthesis of the literature on creativity in business and psychology provide the foundation for a conceptual model to identify potential elements in training and curriculum design to further managers' creativity and resiliency. This model recommends clear, actionable training and program-level curriculum design suggestions for improved managerial performance.Originality/valueThis paper identifies a conceptual model to enhance managerial creativity leading to increased resiliency through professional development programs and suggestions for educators in post-secondary business education. This model provides tools for managers to deal with adverse and rapidly changing conditions flexibly, promoting employee productivity and satisfaction.

While vinyl, compact discs, and even eight-track tapes were traditionally promoted to consumers as producing superior sound, the introduction of compressed digital music, such as mp3s, was markedly different. Initially, one of the primary selling features of digital music was convenience and portability rather than sound quality. Recently, vinyl music sales have experienced a substantial resurgence. Waveforms from vinyl represent recorded music more accurately than compressed digital formats and have the potential to produce better sound. Even so, most music listeners do not reliably listen to music on audiophile quality high-end equipment. For this reason, we believe one aspect of vinyl sales is the expectation that vinyl quality is superior. In this study, we sought to isolate the contribution of expectation to perceived sound quality. Participants were asked to listen to a selection of music on either vinyl or mp3. Some participants were told that they were listening to vinyl when the musical selection was an mp3, while others were told they were listening to an mp3 while actually listening to vinyl. A multivariate analysis through a Canonical Correlation Analysis established that expectation of music format quality drove post-listening evaluations.

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