Investing in Our Education? Leading, Learning, Researching and the Doctorate

Thomas-Gregory, Annette; Mercer, Justine

doi:10.1108/s1479-362820140000013010

Cited by 2 publications

(3 citation statements)

References 42 publications

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“…This study also demonstrates that the leadership style of middle managers is not significantly related to their time management skills (Rakhshan et al, 2019). This review found mixed support for relationships between middle managers and a number of relational leader outcomes, such as leaders support system (Floyd, 2016), leadership motivation (Chipunza & Matsumunyane, 2018;Preston & Price, 2012), leadership behaviour (Adamson & Brown, 2012;Bhana & Suknunan, 2021;Creaton & Heard-Lauréote, 2021;Frenkel, 2021;Gjerde & Alvesson, 2019;Kohtamäki, 2013;Martínez-García et al, 2019;Pepper & Giles, 2015;Preston & Price, 2012;Thomas-Gregory & Mercer, 2014;Vilkinas, 2014), leadership competency (Lin et al, 2013;Pham et al, 2019), leadership style (Chipunza & Matsumunyane, 2018;Rakhshan et al, 2019) and leadership development (Albashiry et al, 2015;Montejo, 2018;Nguyen, 2012Nguyen, , 2013Taşçı & Titrek, 2020). This study also indicates that the leadership style of middle managers is not significantly associated with instrumental motivation (Chipunza & Matsumunyane, 2018).…”

Section: Themementioning

confidence: 83%

“…Employees are either motivated or disruptive, depending on the leadership style, and must be led by example (Bhana & Suknunan, 2021). They are perceived as 'the disturbance handlers, resource allocators, and negotiators' (Thomas-Gregory & Mercer, 2014). The university structures may be perceived as interfering with decision-making processes, being unethical and abusing power systems, and having a hierarchical structure that is ambiguous and complex.…”

Section: Leadership Challengesmentioning

confidence: 99%

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Faced With Obstacles and Uncertainty: a Thematic Review of Middle Managers in Higher Education

Mahdzir¹,

Ghani²,

Yazid³

2022

J. Professional Business Review

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Purpose: This study aims to identify the most prevalent issues, challenges, and uncertainty raised by middle managers and universities in published works from 2012 to 2021. Despite its popularity, there is no review article discussing the issues and difficulties faced by middle managers in higher education. Theoretical Framework: This research draws on two theories, the managerial work theory, which focuses on daily managerial activities and the space, organisation, and management theory, which seeks to understand the space in which middle managers execute their activities and the effects of space on the management team and the organisation. Design/Methodology/Approach: The Web of Science (WoS) and Scopus databases were used to identify English-language articles. Using ATLAS.ti 22, this thematic review will synthesise literature regarding middle managers and universities. Finding: This review identified 36 articles containing 19 codes that characterise the approaching issues, problems, and challenges faced by university middle managers, grouped into 4 themes including leadership, financial, resource, and operational challenges. Research Practical/ Social Implications: The middle managers in higher education institutions are given a boost from this study, which recommends ways in which they might improve their competencies and therefore further the institution's sustainability. Originality/Value: This research makes novel contribution to the incipient literature by providing the patterns and trends that could affect how university middle managers work in the future and what their roles will be.

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Section: Themementioning

confidence: 83%

Section: Leadership Challengesmentioning

confidence: 99%

Faced With Obstacles and Uncertainty: a Thematic Review of Middle Managers in Higher Education

Mahdzir¹,

Ghani²,

Yazid³

2022

J. Professional Business Review

View full text Add to dashboard Cite

show abstract

“…Besides its active role in the knowledge ecosystem, administration/government is a facilitator for spreading the innovation and research. For this reason, investing in the human capital and research infrastructure comes first, and then the game of productivity and competitiveness is set up with a large contribution of the government [26]. This layout of collaboration between stakeholders in order to create sustainable growth for a long time has several implications over the welfare of a nation.…”

Section: Critical Factors For Productivity and Competitivenessmentioning

confidence: 99%

From Endogenous Growth Theory to Knowledge Economy Pyramid - Comparative Analysis of Knowledge as an Endogenous Factor of Development

Șerban

2020

International Conference Innovative Business Management &Amp; Global Entrepreneurship (IBMAGE 2020)

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The transition from the neoclassical model with exogenous input of technological progress perspective toward R&D model with endogenous growth of knowledge perspective is not completed, but the premises of innovation, research, education, and entrepreneurship push the limits of labour-intensive economy to knowledge-intensive economy, where knowledge is a valuable resource for sustainable growth in the long-run and the role of Intellectual Capital is critical for increasing productivity and competitiveness. By introducing Intellectual Capital in the endogenous growth model, instead of Human Capital, we have the possibility to reflect better the difference between the market value of production and physical value. In the technological era, innovation and research are able to increase the market value comparing with the accounting value. In the 4th Industrial Revolution, this model is able to be changed dramatically if we take into account the possibility of machines to create knowledge through Artificial Intelligence, Internet of Things, new biotechnologies, new materials, and nanotechnology. For this reason, the more important action for the economic processes is to manage knowledge, starting with increased awareness, accurate measurement system, improved taxonomy, dedicated processes, and so on. In such conditions, the equation of growth theory has to be rewritten soon. The purpose of this research is not to provide a silver bullet of measurement Total Factor Productivity (TFP), but to understand better the part of productivity dedicated to the intangible and to validate this approach within the KEP model. Knowledge Economy Pyramid (KEP) is a valuable environment for incubating and accelerate knowledge in the process, as long as KEP model is creating a collaborative environment where the related stakeholders – universities, factories, technology providers, government, administration, local communities, clusters – are working together in order to achieve the objective of increasing productivity and competitiveness.

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Investing in Our Education? Leading, Learning, Researching and the Doctorate

Cited by 2 publications

References 42 publications

Faced With Obstacles and Uncertainty: a Thematic Review of Middle Managers in Higher Education

Faced With Obstacles and Uncertainty: a Thematic Review of Middle Managers in Higher Education

From Endogenous Growth Theory to Knowledge Economy Pyramid - Comparative Analysis of Knowledge as an Endogenous Factor of Development

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