Canadian universities aim to increase student participation in international learning experiences through mobility programs such as international co-op and academic exchange. According to the Canadian Bureau for International Education (CBIE), 97% of Canadian universities offer education abroad programs, reflecting a pervasive belief that international experiential learning is good for students as well as their home universities. Contrasting with this international orientation, a relatively small percentage of students actually complete international co-op and exchange. Research into what motivates or prevents students to undertake these somewhat risky ventures and knowledge of how to increase students’ participation in these programs is limited. Business students at a single western Canadian university were surveyed to gain insight into what motivates or prevents them from participating in international co-op and exchange.
The complex challenges of today’s organizations are calling for a new kind of heroic leader. The unquestioned assumption that vision is a pre-requisite for successful change, and that leaders need to be visionaries who can show us the way, presumes the future is predictable, organizations are controllable, and that plans can be implemented. We argue these assumptions are responsible for the abysmal failure rate of organization change programs. In this paper we will describe how our ongoing study of newer change practices (Bushe & Marshak, 2009, 2014, 2015) leads us to argue that successful leadership in situations of volatility, uncertainty, complexity and ambiguity (VUCA), which describe most transformational change scenarios, will require very different assumptions about organizing and leading from the prevailing “Performance Mindset” that emphasizes instrumental and measurable goal setting and achievement. Rather than identifying what the change will be, leaders need to identify and lead processes for ngaging the necessary stakeholders in emergent change processes. To do that successfully requires a Generative Leader Mindset that acknowledges and works with the social construction of organizations. We identify seven assumptions we think underlie successful leadership practice in a VUCA world. The continuing emphasis on being a solitary, strategic thinker who can envision viable futures and the path to those futures does little to prepare today’s leaders for the complex, ever-changing challenges they face. Instead, leaders need to be able to hold the space of complexity and uncertainty in ways that encourage and enable emergent and generative transformational change.
What role have theoretical methods initially developed in mathematics and physics played in the progress of financial economics? What is the relationship between financial economics and econophysics? What is the relevance of the “classical ergodicity hypothesis” to modern portfolio theory? This paper addresses these questions by reviewing the etymology and history of the classical ergodicity hypothesis in 19th century statistical mechanics. An explanation of classical ergodicity is provided that establishes a connection to the fundamental empirical problem of using nonexperimental data to verify theoretical propositions in modern portfolio theory. The role of the ergodicity assumption in the ex post/ex ante quandary confronting modern portfolio theory is also examined.
We investigate how the confluence of technologies can lead to radical innovation, thus creating opportunities at the firm and industry levels. To do so, we conduct a detailed examination of the development of the transistor and of two nanobiotechnology drugs – Doxil® and Zevalin® – from an innovation management perspective. We argue that three innovation management strategies are central to the development of radical innovation from the confluence of technologies, namely: importing ideas from broad networks, creating environments which allow for deep collaboration, and technology-market matching.
The confluence of nanotechnology and biotechnology provides significant commercial opportunities. By identifying, classifying and tracking firms with capabilities in both biotechnology and nanotechnology over time, we analyze the emergence and evolution of the global nanobiotechnology industry.
Internet-delivered interventions can effectively change health risk behaviors and their determinants, but adherence to intervention websites once they are accessed is very low. This study tests whether and how social presence elements can increase website use.
A website about Hepatitis A, B, and C virus infections was used in a preparatory lab-based eye-tracking study assessing whether social presence elements attract participants' attention, because this is a prerequisite for affecting website use. In the following field study, 482 participants representative of the Dutch population were randomized to either a website with or a website without social presence elements. Participants completed a questionnaire of validated measures regarding user perceptions immediately after exposure to the website. Server registrations were used to assess website use.
Participants in the experimental condition focused on the social presence elements, both in terms of frequency (F(1, 98) = 40.34, p<.001) and duration (F(1, 88) = 39.99, p<.001), but did not differ in website use in comparison with the control condition; neither in terms of the number of pages visited (t(456) = 1.44, p = .15), nor in terms of time on the website (t(456) = 0.01, p = .99).
Adding social presence elements did not affect actual use of an intervention website within a public health context. Possible reasons are limited attention for these elements in comparison with the main text and the utilitarian value of intervention websites.