bluuebunny/crossref_metadata_2025_split huggingface dataset:
Interview: Abbe Herzig on a journey in the “critical filter”, mathematics
Authors: Wynarczyk Pooran 
Published: January 2007

PurposeThis paper seeks to record an interview about Abbe Herzig's journey in mathematics education, career, research and practice. Abbe Herzig's passion and love for mathematics began at her childhood. Although at some points in her life, due to personal and professional reasons explained below, she left mathematics education and teaching, she returned to the mathematics discipline, not as a mathematician but as an education scholar. As such, she was able to investigate those aspects of the disciplinary culture of mathematics that turns so many women away and to help formulate ways that the mathematics community can make the subject a more inclusive endeavor. She has developed courses and programmes to help diverse populations of young people discover the relevance of mathematics and science to their interests and realities. Herzig is in the midst of a major six‐year research programme, funded by the USA National Science Foundation, concerned with women and students of colour in the postgraduate mathematical sciences.Design/methodology/approachThis article is based on citations, discussion and interview with Abbe Herzig conducted in October 2006.FindingsIn one of her research studies, Abbe found that among mathematics faculty in one doctoral program their belief in talent moved the structure of doctoral education away from one of mentoring students to become mathematicians to one in which the faculty emphasized filtering out students not possessing the prerequisite dedication or talent. Mathematics is generally regarded as an objective field of knowledge, in which mathematicians work to discover truths about the natural world. In a more recent publication, Herzig has criticized the mathematics “pipeline” metaphor, as she believes it implies that students are passive actors in their education, reacting to “encountering a crack in the pipe”.Originality/valueThis is a unique profile of an internationally recognised scholar in the field of the diversity in mathematics. Herzig is a remarkable role model for women who wish to embark not only on mathematics education and profession, but other women too.
Work‐life balancing strategies used by women managers in British “modern” universities
Authors: Woodward Diana 
Published: January 2007

PurposeThe “work‐life balance” literature is mainly concerned with the provision and up‐take of flexible employment patterns. The purpose of this qualitative study of women managers' coping strategies for reconciling work with their other roles and responsibilities is to provide a complementary perspective.Design/methodology/approachSemi‐structured extended interviews were carried out with 16 women managers of academic or “support” departments in eight UK post‐1992 universities, about their working practices and how they sought to integrate work with other parts of their lives.FindingsThese women reported high workloads, requiring long working hours, which consumed time and energy otherwise available for other relationships and commitments and their own leisure. Various strategies were adopted to manage the situation, including establishing rigid boundaries between work and non‐work, and shifting these boundaries in favour of work when necessary. Temporal, spatial and symbolic distinctions were used to contain work. Women without dependent children were more likely to be able to redefine boundaries when necessary to favour work.Research limitations/implicationsAs a small and possibly unrepresentative sample of UK women managers in higher education, the study could usefully be extended through comparisons with male peers, and with women managers in other sectors. (It is the preliminary phase of a comparative study of women employed in universities in the UK and Japan.) However, the findings broadly replicate other studies.Practical implicationsThere are policy implications for universities, which need feedback from staff about the impact of equal opportunities initiatives to inform further progress.Originality/valueThis study provides qualitative information on women working in non‐traditional key posts in higher education, who are well‐placed to challenge organisational cultures and act as role models.
Reaching new heights
Authors: Ng Eddy S.W. 
Published: January 2007

PurposeThe purpose of this report is to highlight findings from research presented at the 2006 Administrative Sciences Association of Canada conference in Banff, Alberta.Design/methodologyTen papers, of interest to Equal Opportunities International readers, were selected from the proceedings and presentations made at the conference for this report. The papers themselves vary in terms of research design and methodology. There was a mix of conceptual/review papers and empirical studies, using both quantitative and qualitative methods.FindingsFindings from the empirical studies showed that women and minorities continue to face barriers in employment and the workplace. Women continue to experience gender role stereotypes detrimental to their careers, while minorities face both discrimination and harassment at work.Originality/valueEach of the papers selected demonstrated new insights, both conceptually and empirically, and contributes to the literature on diversity.
The future of business schools
Authors: Hawawini Gabriel 
Published: January 2007

PurposeAims to explore the future challenges and opportunities for business schools.Design/methodology/approachReviews the existing situation for business schools, and draws inferences for the future.FindingsIn rapidly developing markets the traditional business school model will most likely survive, assuming that it can be scaled up successfully to meet strong but standard demand for management education. In mature countries it will have to evolve to satisfy a more complex environment with peculiar demands from both students and their employers.Originality/valueIn mature markets, top business schools will either transform themselves to meet those demands or cede some of the terrain to alternative providers of business education.
Theory and practice of management concepts: Slovenia's experiences
Authors: Ursic Dusko , Mulej Matjaz 
Published: January 2007

PurposeThe purpose of this article is to look at the authors' own definition of systems thinking, which is applied to investigate management concepts. These are the most influential management concepts in Slovenia, a new EU member.Design/methodology/approachBetween 1999 and 2003 a letter survey was used in Slovenian organisations. In 1999 about 300 organisations and in 2003 more than 400 were addressed. The authors tested their questionnaire on a pilot sample of organisations, all items being closed qualitative questions. Data from questionnaire were entered into Lotus Notes database and from it into excel and SPSS for a statistical analysis. The management concepts were analysed by the factor and discriminatory analysis. Both of them enabled the authors to comprehend innovation of management concepts in the Slovenian economy.FindingsManagement innovation is the crucial precondition for innovation management, where innovation has not yet become the prevailing culture.Practical implicationsIn Slovenia, the authors came across no research on this topic, theoretical and applied at the same time. The governmental support gives the research a broader societal importance and a chance of a rather active impact over transition in Slovenian economy.Originality/valueThis paper offers broader possibilities for researchers and business people in order to better understand different management concepts and differences among them. This will help the reader to make better judgements while deciding to introduce the appropriate one.
Beyond mainstream management: a breakthrough passage construct
Authors: Rothberg Glenn 
Published: January 2007

PurposeThe purpose of this article is to illustrate and address idea gaps to bring improvement and add value to organizations.Design/methodology/approachA framework for ideas is developed to enhance and extend conventional management theory and practice.FindingsIt recognises the essential interaction and progression of ideas so that managers can more comprehensively encourage, promote, integrate, and advance ideas in their organisations.Originality/valueA breakthrough passage is suggested and constructed.
Organic management of frameworks and systems, but not people
Authors: Lazarus Harold , Davis Richard 
Published: January 2007

PurposeThe purpose of this article is to introduce the concept of organic management and demonstrate how it can be applied in practice.Design/methodology/approachProvides an interview with Rich Davis, a visionary executive.FindingsRichard Davis is an extremely creative manager who transformed a small, mediocre firm into a large, superbly well‐managed company. Originating as a family retail optical business, today nearly 35 million people enjoy the many benefits of Davis Vision. Your opinions about management, leadership, employees and business problems will never be quite the same after considering the ideas of this master of wholistic, organic, integrative management. For example, associates are considered internal customers and must be delighted first, even before external customers. Associates interact in measurable and effective ways that allows the company to focus on its vision, mission, and goals while embracing a constantly changing environment and grow.Originality/valueThe great wisdom of Richard Davis has been distilled into a very few pages. It is as if the major works of Peter Drucker were so distilled. The editors suggest that you read and reread this short piece.
Transparency and there again: lessons learned at Digital
Authors: Hindus Sharon 
Published: January 2007

PurposeThe purpose of this article is to discuss the author's experiences as a program manager during the 1980s through early 1990s when Digital went from a booming $15 billion company through break‐up and downsizing, to its purchase by Compaq Computer in 1997. The article aims to provide a perspective on what it was like to work in a company that valued transparency, and what it felt like when under pressure the company reverted back to a traditional opaque, hierarchical management.Design/methodology/approachDiscussions of the author's experiences as a program manager during the 1980s through early 1990s at Digital Corporation.FindingsTransparency was a core principle used at Digital Equipment Corporation to build a highly successful company with a corporate culture. Alumnae of that organization have continued to communicate and network as they went in many different directions. Their philosophy has influenced the culture of the high‐tech industries.Practical implicationsA high level overview by an executive from the inside discussing a perspective on what it was like to work in a company that valued transparency, and what it felt like when under pressure the company reverted back to a traditional opaque, hierarchical management.Originality/valueA look from the inside out at the issue of transparency as it applied to a booming $15 billion company.
How personal can ethics get?
Authors: Dench Samantha 
Published: January 2007

PurposeThe purpose of this article is to demonstrate an ethical dilemma in transparency. This is a true story. Names have been changed to protect identities.Design/methodology/approachProvides a true real life story. A classmate and close friend of the author told her about an ethical dilemma, and they decided it would make a good ethics case for business school students. The paper tells a story about a person having to make a difficult decision, and the way ethics can play out for an individual whose entire career could be at stake because of that decision.FindingsCompanies should show more support for whistleblowers even though that can be problematic. It should not be a risk to say what we know and think.Originality/valueThis paper will hopefully make people aware of the problems faced by whistleblowers.
Enabling transparent leadership: a small business manager's perspective
Authors: Salvatico Robert 
Published: January 2007

PurposeThe purpose of this article is to discuss the role of transparent leadership in a small family owned hotel, the Wingate Inn, Garden City, New York. The goal is to demonstrate that one can create a more productive, open work place and ultimately more satisfied, loyal guests. The article is written to provide the reader with an every day approach to management from the small business perspective. It is intended to remind the reader that straightforward dealings and common sense can usually provide the best solutions in a constantly changing and challenge filled environment.Design/methodology/approachThe article describes the common sense approach that the author as general manager employs in the development of a transparent workplace. A short series of fundamental management philosophies that find their root in transparency are used to describe his approach to transparent leadership and the resulting benefits. It is further explained through the retelling of an actual situation that developed within the hotel's housekeeping management team, and how he was able to avoid a potentially explosive and costly situation through a direct and open application of these core management disciplines.FindingsThe author contends that the promotion of transparent management principles to his associates will result in their exercise of these same principles in their day‐to‐day management of the hotel, their relation with hotel guests, and one another.Originality/valueThe article offers insights into the application of transparency to management of a hotel and achieving excellent results.
Transparency, communication and mindfulness
Authors: Ucok Ozum 
Published: January 2007

PurposeThe purpose of this paper is to introduce the idea of transparency of understanding from a communications perspective, and mindful listening as a mode of communication to achieve it.Design/methodology/approachProvides a discussion and Analysis.FindingsPractical methods to achieve mindful listening are described. Transparency of understanding is publicly and interactively achieved through carefully orchestrated visible and audible behaviors. Drawing on spiritual traditions and language and social interaction research, the author suggests that our active and verbal input, our receptivity and embodied presence, including body orientation, facial expression, and eye behavior are significant factors in creating and displaying transparency of understanding.Originality/valueThe author suggests that if we could actually be present to listen to each other in the workplace with close attention we might minimize much misunderstanding and confusion, and maybe reduce the amount of time and energy we spend in repairing what we might have missed or misunderstood because we were not really paying attention?
Corporate information transparency
Authors: Simon Carol 
Published: January 2007

PurposeThe purpose of this paper is to introduce the concept of information transparency in a for‐profit business environment, and explain the importance and relevance of the concept in creating a transparent organization.Design/methodology/approachThrough a review of a sample of the existing literature focusing on transparency, a common theme regarding information was observed. Most research addresses information from a technology/systems perspective not as a basis of creating or modifying corporate strategy.FindingsIn a corporate environment, information transparency is reached when internal decision makers receive, at their desktop, the internal and external information necessary to make sound business decisions. The infrastructure and the technology of the computer systems used to deliver the information are not of primary importance to information transparency. Information technology systems are the means of delivery, the importance and value of information transparency is the content of the message and the actions that result from them.Originality/valueThis analysis may provide a rationale for the introduction of a new or expanded corporate information service outside the structure of an information technology department.
The changing business model of B‐schools
Authors: Iñiguez de Onzoño Santiago , Carmona Salvador 
Published: January 2007

PurposeThe purpose of this paper is to argue that recent changes in the wider contexts of universities and business schools signal a shift in their business model instead of a mere turn in their business cycle.Design/methodology/approachThe paper reviews the position of those that hold a traditionalist view of the business model of business schools and comments on the extent to which such a model applies to the ever‐changing conditions that are a feature of the environment of institutions of higher learning.FindingsThe paper argues that the process of globalization augments the effects of five sector‐specific forces on the business model of business schools. Additionally, the paper identifies some structural factors that business schools might wish to address in order to cope with changes occurring in their wider environments.Originality/valueIn addition to structural measures, the paper proposes a number of specific actions that business schools may implement to maintain and/or gain competitive advantage.
Business school rankings: content and context
Authors: Peters Kai 
Published: January 2007

PurposeThis paper sets out to examine the affect of rankings on business schools from the perspective of a business school director.Design/methodology/approachThe paper critiques the methodologies of ranking systems, their statistical validity, the factors used, and the weightings given to them.FindingsRankings are significant drivers of a school's reputation. Good performance can double inquiries and applications and allow schools to charge prestige premiums. Financial Times top decile MBA programmes charge, on average, just below $80,000 for an MBA. Bottom decile schools charge only $37,000.Originality/valueThis paper finds that it is impossible to challenge the criteria set out by a variety of rankings organisations and it is ill‐advised to boycott rankings. Schools are advised to consider which criteria reflect areas needing improvement and to continue “playing the game”.
Business school rankings: the love‐hate relationship
Authors: Bradshaw Della 
Published: January 2007

PurposeThe paper seeks to describe the rationale behind the Financial Times business school rankings and some of the problems inherent in developing and publishing them.Design/methodology/approachThe rationale behind the Financial Times business school rankings is discussed, as are the ways in which business schools use the rankings.FindingsBusiness schools have an ambivalent relationship to business schools rankings, openly criticising them but using favourable aspects of the rankings in their schools' marketing.Originality/valueBusiness school rankings are probably here to stay. Most business schools are developing ways of using them for their own purposes.
Ranking of business schools
Authors: Bickerstaffe George , Ridgers Bill 
Published: January 2007

PurposePublished rankings of business schools and MBA programmes have created considerable controversy. This paper describes the rationale and approach of one of the leading global rankings.Design/methodology approachThe paper describes the rationale and approach of the Economist Intelligence unit's Which MBA?FindingsThe validity and relevance of rankings of business schools and programmes are directly related to the choice of criteria against which the ranking takes place. The criteria used by the Economist Intelligence Unit/Which MBA? ranking are student‐centric and comprise a serious attempt to distinguish those business schools and programmes that best meet the factors that potential MBA students consistently say they are looking for.Originality/valueCompared with a decade ago there is considerable information available about business schools and MBA programmes. Published rankings help to distil this information, allow less‐publicised schools on to the “radar” of potential students and extend choice.
Tomorrow, tomorrow and tomorrow: the “silent” pillar
Authors: Wilson David A. 
Published: January 2007

PurposeThe purpose of this paper is, quite simply, to sound a clarion call; to encourage educators to focus on the markets in which they function and to be vigilant in their unrelenting in their pursuit of quality.Design/methodology/approachThe paper argues that this ebullient market space will engender a host of new providers prepared to exploit the market through lower quality offerings. The challenge to higher education is continuing to hold the “high ground”.FindingsMost accreditation agencies are thorough in their evaluation of faculty and curriculum. But none considers the quality of the student body to be a matter worthy of evaluation. This implicit denial of the importance of the “student” in the process profoundly weakens the accreditors’ claims of “value”.Originality/valueThis is a “practical” paper at its root. As an industry, we all risk the devaluation of our currency when we fail to protect it. The MBA and other graduate degrees in management and business represent a robust currency today but these degrees are coming under assault on many fronts by those who would capitalize on the investment of others.
Challenges facing business schools in the future
Authors: Cornuel Eric 
Published: January 2007

PurposeForward‐looking schools around the world are beginning to implement changes to their curricula, their marketing strategies, their alliances and partnerships to face the challenges of the increasingly competitive business education market of the future. This paper seeks to identify success factors for business schools in their competitive environment, and to provide some recommendations for higher education in the future.Design/methodology/approachThe paper outlines the current challenges faced by business schools and those posing a threat for their success in the future. Furthermore, the paper proposes tools and strategies for facing these challenges.FindingsThe successful business school of the future will offer innovative programmes, backed by the appropriate resources to guarantee an excellent faculty body, an international experience and a multi‐cultural environment to its students. At the same time, successful business schools will seek accreditation and quality improvement programmes to prove to the market that they are committed to excellence and innovation.Originality/valueThe paper encourages business schools to ensure an adequate level of resources to concretize their mission statements and afford qualified faculty, to globalize their faculty and student body but also their curricula, to create links with other schools and companies, and to train students to become globally responsible leaders.