Academic Leadership and Future Strategies
Mini Track Chair:Magdalena Iordache-Platis, University of Bucharest
In the continuous changing economic environment, all industries and organizations, including higher education institutions have faced opportunities and threats that modified their behaviours and made them more aware of the importance of becoming more market adaptable. Higher education institutions have always been main providers of general and advanced knowledge and research in society. In the current context, their engagement in the community development is changing and higher education institutions realize that they can be effective contributors to long-run society ¬-developments. Academic leadership is playing a crucial role in the design of the institutional development path. Leadership role in finding the proper efficient strategies in teaching and learning, advanced research and society engagement is of high interest, but concrete solutions are still on progress. Current difficulties such as lack of resources, underfunding, decreasing students’ engagement, changing priorities in the decision-making process, multiplying bureaucracy in different processes put a lot of pressure on academic leadership. In some cases, leaders have to make quick operational decisions for short-run actions which makes them behave more like managers and move them away from their real leadership role. Finding the right strategies is not an easy task for academic leadership. They have to find the right balance between current and concrete needs and future vision of higher education institution. Academic strategies must be a way of shaping the future starting with concrete actions today. Learning from experiences and good practices is a great opportunity in finding the best strategies options as answers to academic leadership dilemmas.
Suggested topics include but are not limited to:
- Academic leadership role in current context
- Teaching and learning future strategies
- Opportunities and threats in academic research; research strategies
- Academic leadership and societal engagement
- Higher education best practices in shaping future developments
- Increasing quality in education; current and future quality assurance strategies
Digital leadership in Organizations and Society
Mini Track Chair: Frank van Outvorst MSc assisted by Dr.Ing. Benny de Waal and Prof. Dr. Ing. Pascal Ravesteijn, University of Applied Science Utrecht, The Netherlands
Information systems and information technology (IS/IT) are of crucial importance to any organization and society. The way organizations communicate to their clients, do their marketing, deliver their products and the way they execute their business processes are influenced heavily by IS/IT. New developments in IS/IT offer new opportunities and challenges for organizations and society. When an organization fails to keep up with the use of IS/IT by its competitors or the expectations of its clients it may be forced to close down!
The gap between business (people/responsibilities) and IT (people/responsibilities) is often mentioned as an obstruction for organizations to meet the high expectations and promises of IT and (new) information systems. The European Commission also identifies this challenge, they state that shortages, gaps and mismatches of e-Skills are negatively impacting the growth, competiveness and drive for innovation in Europe. Organizations need digital leadership in order to ensure successful use of IS/IT within an organization.
This track relates to broadening the concept of digital leadership. It invites participation from academics and practitioners who have been studying digital leadership in organizations and society.
Topics may include but are not limited to:
- Views and definitions of digital leadership;
- The role of digital leadership in the information society;
- Assessing the current state of digital leadership;
- Models and frameworks of digital leadership;
- Digital leadership beyond the boundaries of organizations and society;
Leadership and Management beyond Borders
Mini Track Chair: Dr Tatiana Gladkikh the University of Aberdeen, Doha, Qatar
The mini-track will address the issues of leadership and management faced by organisations in a wider/global context. The reality of the postmodern world characterised by its fluidity, instability, insecurity and permanent change will be discussed from the leadership and management perspectives identified by contributors and could include such considerations as:
- conceptualisation and theorisation of the contemporary context in which organisations strive to succeed
- global challenges facing organisations in the XXI century
- implications of social change on management and leadership in organisations
- cultural divergence and convergence in the globalised world
- development of a global mindset as a step towards addressing universal issues
- the future of organisations from the perspective of younger generations
The interdisciplinary nature of the track will accommodate contributions utilising both creative and traditional research methodologies. Innovative, experimental and visionary thinking will be as welcome as more established and conservative approaches. It is envisaged that the track will attract a diverse fusion of critical argumentation aimed at advancing our knowledge and understanding of the issues raised by the Track. Debates and discussions will seek to shed more light on possible practical solutions and theoretical advancements in the field.
Suggested topics include but are not limited to:
- Global issues facing leadership and management in the international context (e.g. climate change, political instability, Brexit, security, gender, etc.)
- Addressing global challenges through management and leadership practice
- Cross-cultural leadership and management
- Leadership development in emerging economies
- Global mindset and global citizenship: myth or reality?
- Leading into the future. The role of young generations in shaping organisations.
- SMEs in the global world