Search results

Consistent with international trends, various policy initiatives have been proposed in South Africa to reform education practices and equip learners with the ability to become critical-thinking citizens. One such reform was the inclusion of Economic and Management Sciences (EMS) as a subject in the curriculum in the late 1990s. EMS, a uniquely South African creation, was introduced to address a particular agenda, enabling learners to understand the wealth creation process and develop entrepreneurial dispositions. Accordingly, the programmed curriculum evident in the EMS textbooks was designed to meet these official curriculum objectives that would create an entrepreneurial culture, which, in turn, would stimulate economic growth. Considering that textbooks are carriers of more than content information and reflect specific values and ideologies, it is of particular importance to examine these textbooks and the messaging communicated to young people about entrepreneurs, as these adolescents themselves start forming their own identities.

For several decades, leaders have recognized that the ethos and language of our social, business, and governance structures have become barren, too small, and insufficient for the many challenges and opportunities facing contemporary leaders and the myriad contexts in which they serve. “Designing Leadership Like Jazz” addresses these concerns.

“Designing Leadership Like Jazz” is about understanding the centrality of leadership formation in shaping, or designing, leaders as well as understanding leadership as an art. In this chapter, I identify what leadership formation is and is not. Drawing on the language of jazz music and related arts, I also surface strategies and lessons that can be used by anyone who leads or aspires to lead. Not only can the lessons be applied by anyone who leads or aspires to lead but they also can be applied anywhere, at any time, and in any context. The lessons apply to us as individuals, in intimate relationships with family and friends, in community settings, in workgroups, among team members, in organizations and institutions, and in nations.

Sequestered in their boardroom, Morgan Donne, the CEO of a struggling financial services company, recounts their past successes. Determined to help her inner circle remember what it is like to be part of a winning team, she invites them to share a story about their strengths. Morgan begins. Then the CFO shares his story.

There has been a substantial increase in research concerning the identification and support of twice exceptional students. However, much of the scientific and theoretical literature exclude the experiences and perspectives of twice exceptional African American students. This chapter focuses specifically on the experiences and needs of twice exceptional African American students, including those challenges around identification and navigating the school environment. In this chapter, the authors also discuss how school counselors may use a group counseling intervention to help twice exceptional African American students achieve healthy identities (i.e., race, giftedness, disability) needed to achieve their educational goals.

Purpose – The paper aims to highlight the potential of paradigm interplay for providing greater insight into entrepreneurship research, in this case definitions of the entrepreneur. Design/methodology/approach – Literature from entrepreneurship, organisation studies and strategy highlights the potential of multiple paradigm research. We demonstrate how to conduct such a study through paradigm interplay by applying four contrasting research perspectives to four case studies of habitual entrepreneurs. Findings – The practical challenges of conducting multiple paradigm research are illustrated. A number of consistent themes across all four paradigms provide some insight into the reasons why it is difficult to agree on a single definition of the entrepreneur. Insights into the value and operationalisation of multiple paradigm research in the field of entrepreneurship are provided. Research limitations/implications – An exhaustive review of definitions of the entrepreneur is not provided. This is a study into how multiple paradigm research can be used to enrich understanding. Advice for the conduct of studies employing paradigm interplay is presented. Practical implications – The same individuals or firms can be included or excluded depending on the definition employed. This can lead to confusion particularly in establishing eligibility and applicability of specific policy measures. Full awareness of underlying assumptions is required. Originality/value – Paradigm interplay is a new approach for entrepreneurship research

Introduction: Lately, various tendencies to approach personalized medicine (PM) have developed. However, their result is a mutual application of technology without considering the essence of this field. The comprehensive approach to the concept of PM reveals some aspects that need to be dealt with for a successful implementation.

Aim: Identifying possible ways of implementing PM through person-centered care, with an overall positive economic impact, improved medical services, and customer satisfaction.

Methods: The research carried out represents a retrospective descriptive cross-sectional study. Qualitative and quantitative methods were used.

Findings: PM plays an increasingly important role in the political agenda of different countries, to approve an effective method of prevention, diagnosis, and treatment of various diseases. The postponement of its implementation by the authorities and the lack of public policies lead to the unjustified expenditure of public money and contribute to halting the development of the medical system through managerial inefficiency.

The originality of the study: Different approaches to PM and its implementations are analyzed in the context of the challenges of the contemporary economy.

Implications: The research is carried out in the Academy of Economic Studies of Moldova within the state research programs.

NEJE Editors interview Cindi Bigelow: director of activities at Bigelow Tea