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This study explores practitioners’ perspectives on the perceived gap between university and practice beyond the hard and soft skill paradigm. Utilising Tomlinson’s graduate capital model of employability (2017), we explored human, social, cultural, and psychological capitals to enrich the understanding of this issue and employability. It provided a new perspective, useful for implementing curriculum renewal.

This study utilised a two-stage mixed methods design. Using Tomlinson’s (2017) Graduate capital model as a framework, the first stage involved distributing an online survey to qualified architects in hiring positions practising in Australia. This served as the foundation for generating qualitative and quantitative data. The second stage involved a two-hour practitioner workshop where the survey results were discussed and expanded upon.

Our results found that the practitioner’s perspective on the perceived skills gap is more complex than the hard/soft skill paradigm commonly discussed. Practitioners expressed a need for students/graduates to possess identity and cultural capital to contextualise industry norms and expectations. This knowledge lets students know where and how hard/soft skills are used. Our results also suggest practitioners are concerned with the prevailing individualistic approach to the higher education system and traditional architectural teaching methods, instead suggesting a more industry-aligned collaborative disposition.

By expanding the employability discourse beyond hard/soft skills, the results of this research provide an opportunity for architectural curriculum renewal in line with industry expectations.

This paper aims to investigate trends and themes within the literature pertaining to live projects, and in so doing, highlight possible areas of future exploration and research.

This paper utilises a Systematic Quantitative Literature Review (SQLR) method, wherein keywords and phrases are entered into selected citation databases generating a reproducible list of literature. This is then refined using a specified list of criteria and read for relevance. The resulting literature forms the basis of qualitative and quantitative analyses and review.

The reviewed scholarship demonstrates a surge in publications since the early 2000s, with 75% of publications originating from the USA, Canada, or the UK Furthermore, themes related to live project definitions, outputs and rationales were examined, demonstrating that common factors such as “community”, “construction” and “pedagogy” are not mutually exclusive but tend to overlap, making the topic hard to define. These results also demonstrate a proclivity for projects with a built output. Barriers to live projects were also assessed, and it was found that administrative hurdles, such as time and budget constraints, were the biggest concern to live project practitioners. Finally, critical voices were examined and showed that live projects need to reflect on the nature of their engagement with the community.

This method, while capturing a substantial portion of the published scholarship, does not capture all live project literature due to limitations such as language and a strong focus on peer-reviewed publications. Furthermore, this research only captures literature that has been published. It does not reflect the variety and extent of live project activity occurring globally. For reasons such as unfamiliarity and inconsistencies with the use of live project terminologies, doubtless many unpublished live projects are conducted–yet not represented in these findings. This study may help live project execution by providing valuable examples of existing trends.

This paper captures the metadata from 110 live project publications, allowing for wide-ranging analysis, categorisation and discussion on the topic.

Networked forms of organizing in health care are increasingly viewed as an effective means of addressing “wicked”, multifaceted health and societal challenges. This is because networks attempt to address these challenges via collaborative approaches in which diverse stakeholders together define the problem(s) and implement solutions. Consequently, there has been a sharp increase in the number and types of networks used in health care. Despite this growth, our understanding of how these networks are governed has not kept pace. The purpose of this chapter is to chart a research agenda for scholars who are interested in studying health care network governance (i.e., the systems of rules and decision-making within networks), which is of particular importance in deliberate networks between organizations. We do so based on our knowledge of the literature and interviews with subject matter experts, both of which are used to identify core network governance concepts that represent gaps in our current knowledge. Our analysis identified various conceptualizations of networks and of their governance, as well as four primary knowledge gaps: “bread and butter” studies of network governance in health care, the role of single organizations in managing health care networks, governance through the life-cycle stages of health care networks, and governing across the multiple levels of health care networks. We first seek to provide some conceptual clarity around networks and network governance. Subsequently, we describe some of the challenges that researchers may confront while addressing the associated knowledge gaps and potential ways to overcome these challenges.

The first in a series of two articles, traces the saga of the organizational culture literature from the organization development model through to the recent interest in total quality management, forming a link between the three concepts. The literature has, at various times ‐ and sometimes concurrently ‐ defined the concept of culture, prescribed methods of study and diagnosis, discussed the possibility of culture change and often prescribed change methods, recommended methods to evaluate the extent and success of change and, most recently, looked at the part culture and culture change play in achieving total quality through the medium of total quality management. With few exceptions, the notion of managerial control is not addressed. Argues that, while TQM had separate origins from the culture movement, the two fields have converged recently with the idea that to achieve “excellence” and “quality”, it is necessary either to change or work with the culture of an organization. Reviews the literature concerned with defining the concept of culture itself and recommended methods of study, diagnosis and measurement, themes that occur predominantly in the early literature.

This study aims to propose and evaluate the progress in the basic-pixel (a strategy to generate continuous trajectories that fill out the entire surface) algorithm towards performance gain. The objective is also to investigate the operational efficiency and effectiveness of an enhanced version compared with conventional strategies.

For the first objective, the proposed methodology is to apply the improvements proposed in the basic-pixel strategy, test it on three demonstrative parts and statistically evaluate the performance using the distance trajectory criterion. For the second objective, the enhanced-pixel strategy is compared with conventional strategies in terms of trajectory distance, build time and the number of arcs starts and stops (operational efficiency) and targeting the nominal geometry of a part (operational effectiveness).

The results showed that the improvements proposed to the basic-pixel strategy could generate continuous trajectories with shorter distances and comparable building times (operational efficiency). Regarding operational effectiveness, the parts built by the enhanced-pixel strategy presented lower dimensional deviation than the other strategies studied. Therefore, the enhanced-pixel strategy appears to be a good candidate for building more complex printable parts and delivering operational efficiency and effectiveness.

This paper presents an evolution of the basic-pixel strategy (a space-filling strategy) with the introduction of new elements in the algorithm and proves the improvement of the strategy’s performance with this. An interesting comparison is also presented in terms of operational efficiency and effectiveness between the enhanced-pixel strategy and conventional strategies.

In this interview, Dr. Günter K. Stahl reflects on his career trajectory as a globally renowned educator and how he pivoted from being a global mobility scholar to one of the pioneers of the responsible global leadership domain. For Dr. Stahl, the ethical component is an integral – and essential – part of any meaningful definition of leadership, and he illustrates this conviction with several examples from his research and corporate practice. Building on his trailblazing work in this domain, Dr. Stahl also identifies critical areas for future research that can help address our societies' grand challenges. He further draws on his deep involvement in designing and delivering postgraduate and executive education programs to discuss how educators can better incorporate these ideas into impactful educational interventions, which he refers to as “consciousness-raising experiences,” thereby inducing lasting positive change in participants.

Dr. Stahl is a Chair and Professor of International Management and Director of the Center for Sustainability Transformation and Responsibility (STaR) at the Vienna University of Economics and Business (WU Vienna). Prior to joining WU, he served for eight years on the faculty of INSEAD, and he is an Academic Fellow and/or Visiting Professor of several renowned institutions, including the Centre for International HRM at Judge Business School, University of Cambridge, the Centre for Global Workforce Strategy at Simon Fraser University, Duke University's Fuqua School of Business, the D'Amore-McKim School of Business at Northeastern University, the Wharton School of the University of Pennsylvania, and Hitotsubashi University.

Dr. Stahl is an expert on purpose-driven leadership, the drivers of corporate responsibility and irresponsibility, grand societal challenges and their implications for strategy and management, and the changing nature of global work. His research has been published in leading academic journals, profiled in a wide range of media outlets including the Wall Street Journal and Financial Times, and been recognized by prestigious awards including the Carolyn Dexter Award of the Academy of Management, the JIBS/Palgrave Macmillan 2020 Decade Award for the most influential article in international business studies over the past decade, the SAGE/Journal of Leadership Award for the most significant contribution to advance leadership and organizational studies, and the Academy of Management Best Paper in International Ethics, Social Responsibility, and Sustainability Award.

Dr. Stahl is also an accomplished teacher who has won numerous Outstanding Teacher and Program Director awards, including six CEMS Course of the Year Awards for the most highly rated course in the CEMS network worldwide, the Award for Teaching Excellence in the Executive MBA Program of HEC Université de Genève, and the Outstanding Teacher Award of the University of Minnesota Carlson School of Management Executive MBA Program. He serves on the advisory boards of several for-profit- and nonprofit organizations, and he has been involved in consulting and executive teaching for a variety of industrial and professional services companies, as well as for organizations in the nonprofit sector.

This chapter looks at what it means to set out to do anthropological research with tangata whenua (New Zealanders of Māori descent; literally, ‘people of the land’), from the particular perspective of a Pākehā (New Zealander of non-Māori descent – usually European) musical anthropologist with an interest in sound-made worlds. In late 2017, Lowe was awarded funding for a conjoint PhD scholarship in anthropology at James Cook University, Australia, and Aarhus University, Denmark. However, following advice from several colleagues in Aotearoa New Zealand, Lowe decided to assess the viability of the project with his prospective Māori and non-Māori collaborators prior to officially starting his PhD candidature. Throughout this process of pre-ethics (Barrett, 2016), Lowe met with both Māori and non-Māori to discuss the proposed PhD project; a ‘listening in’ to his own socio-historical positioning as a Pākehā anthropologist within contemporary Aotearoa New Zealand. This approach to anthropological research is in response to George (2017), who argues for a new politically and ethnically aware mode of anthropology that aims to (re)establish relationships of true meaning between anthropology and Māori in Aotearoa New Zealand.

Since the field of healthcare was a latecomer to the quality movement, knowledge transfer has generally flowed in one direction, from industry to healthcare. However, organisations can also be enriched by healthcare. In particular, this paper aims to show industry that important lessons can be learned regarding how teamwork is generally managed within healthcare.

To identify the useful lessons that healthcare can teach industry, the authors started with a brainstorming session among the members of the research team to pin‐point the lessons based on their experience with healthcare and industrial environments. Afterwards, an exhaustive review of the relevant literature from the last ten years was carried out.

Industrial organisations need to develop teamwork frameworks focused on involving every employee in cross‐disciplinary, empowered and trained teams. Moreover, from a team perspective, special care must be shown when defining clear roles, focusing on end clients, formulating shared objectives and facilitating internal communications.

The ten lessons from healthcare teamwork best practices believed to be the most important are given in the paper. Although some of these lessons may not be completely new concepts for industrial organisations, the paper shows how healthcare develops, spreads and applies these concepts in the real world.

The paper summarises, in ten useful lessons for organisations, healthcare's best teamwork practices in the literature.

The purpose of this paper is to discuss the gender practices of a female urban bus driver who retired after 40 years (1967-2007) in an urban bus company in northern Spain. The main objective of this study was to explore and understand the move from irreflexive to reflexive practices from a gender perspective, and to uncover new key aspects relating to the influence of women in organizational changes.

This qualitative exploratory study (interpretative phenomenological analysis (IPA)) contains semi-structured interviews which explore, using a process of analytic induction, the personal- and work-related experiences of a woman who was a pioneer in the traditionally male-dominated field of urban bus services. In order to obtain a broader overview of the organization, and using the same method, four other female bus drivers from the same company were also interviewed, along with the personnel manager.

Three different situations are presented. The first summarizes the woman’s personal motivations and hesitations during the 1960s regarding her decision to become a bus driver, occurring during her adolescence and pre-professional phase; the second illustrates the organizational and social reactions triggered by the (visible) presence of a lone woman in a traditionally male professional environment (resistance); and finally, the third situation shows the empowerment and organizational change which occurred, focussing on the possible deconstruction of the masculine hegemony at the heart of the organization.

The IPA points to a new level of visibility of this transgressed traditional role, which combined both individual and collective actions. Her experiences recount how she overcame individual, organizational and social barriers. The authors suggest a new interpretation of this visibility, enabling us to imagine gender practice as an intersection of people, organizational change and society.