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This final chapter of this book highlights and critically discusses some specific issues concerning talent management in the context of higher education raised in the chapters of this book. It recapitulates the transition higher education is going through. This transition started decades ago but was boosted by the movements of Open Science and Recognition and Rewards. It leads to a reorientation on the conceptualization of academic performance and subsequently also on the meaning of talent and talent management in academia. It points to a shift from an exclusive and performance orientation on talent, to an inclusive, developmental approach to talent management or a hybrid form. Yet, Thunnissen and Boselie state that there is a talent crisis in academia, and this crisis urges the need for more innovative ways of developing and implementing talent management practices. This chapter ends with some recommendations for further talent management research and practice.

This paper aims to investigate the role of collaborative leadership in government digital transformation in the Sultanate of Oman. To analyze collaborative leadership, the research examines four exogenous variables: self-directed team, power-sharing, relational intelligence and agility. The endogenous variable chosen to represent Oman's e-Government performance is organizational performance.

A quantitative method was applied to gather cross-sectional data in a questionnaire survey. Using a stratified sampling technique, the data were collected from 100 information and communication technology and e-government officials who assume leadership responsibilities. Partial least square structural equation modeling (PLS-SEM) examined measurement and structural models.

The role of collaborative leadership in the performance of government digital transformation in the Sultanate of Oman was examined in this study. Collaborative leadership was categorized into four exogenous variables: self-directed team, power-sharing, relational intelligence and agility. Oman’s e-government performance operationalized as the organizational performance was selected as the endogenous variable. The results show that the self-directed team and agility components of collaborative leadership significantly positively impacted the performance of government digital transformation in the Sultanate of Oman.

The major limitation of this research was that the study covered only four collaborative leadership attributes: self-directed teams, power-sharing, relational intelligence and agility. The study should have covered building trust, commitment, emotional intelligence, vision and communication skills.

These results are important for government policy creators and decision-makers aiming to enhance government digital transformation performance by leveraging collaborative leadership.

Addressing collaborative leadership in management can be done through awareness of its importance to critical decision-makers and embedding it in the organization's governance, policies and human resource career path. In particular, it is recommended that public sector leaders continuously monitor self-managing teams and teamwork practices within the organization.

The originality and contribution of the above article lie in its investigation of the role of collaborative leadership in the context of government digital transformation in the Sultanate of Oman. The study contributes to the existing literature by examining the impact of four exogenous variables, self-directed team, power-sharing, relational intelligence and agility, on collaborative leadership. Additionally, the research uses a quantitative approach and uses PLS-SEM to analyze the data. The findings highlight the significant positive impact of self-directed team and agility components of collaborative leadership on the performance of government digital transformation. These insights provide valuable implications for government policy creators and decision-makers aiming to enhance digital transformation in the public sector by effectively implementing collaborative leadership strategies.

In this chapter, we propose a strategic framework for capacity-building in cross-border transport megaprojects. First, we make the case for infrastructure megaprojects as wicked policy fields marked by a complex web of stakeholders' interests and characterized by uncertainty and entrenched value divergence and conflict. Second, inspired by Pettigrew's contextualism and by drawing evidence from the case of the Lyon-Turin high-speed railway megaproject, we suggest that strategic management involves the analysis of three different albeit interconnected dimensions: the content of change, the process of change, and the context of change. Our study shows that variations in performance (content) are determined by and determine variations in (1) the openness or closure of national institutional contexts to civil society stakeholders (inner context), (2) the intensity of supervision and control functions realized by actor seating in the supranational institutional context (outer context), and (3) national and supranational actors' capability of making agreements over contested megaprojects aspects (process). We suggest that, from a strategic point of view, there is not a linear relationship between the content, context, and process of change in megaproject development. This is rather a complex nonlinear relationship that varies over time with little predictability. Time is a key factor in understanding these interactions between the content, context, and process. We claim that the capacity for organizing wickedness in megaprojects should rest on a socioeconomic logic and, in particular, on three core governance features: (1) open decision-making systems, (2) bottom-up performance management, and (3) active dialogue between proponents and opponents.

This paper examines gender diversity in the Australian valuation industry from the perspective of valuers in senior management and leadership roles and discusses gender diversity policies and practices in their organisations. Then, it explores the initiatives that can be implemented to improve gender diversity in the Australian valuation industry.

A focus group discussion was conducted with valuers in senior management and leadership roles from selected large valuation firms and government valuation agencies in Melbourne, Australia. Data collected through the focus group discussion was combined with secondary data sourced from journals, online articles and archival materials.

The findings reveal that whilst gender diversity in the Australian valuation industry has improved over the years, females remain underrepresented. Nonetheless, whilst some valuation companies have recognised the need to address the underrepresentation of women and introduced specific gender-focussed human resource policies and practices, these initiatives are not streamlined and implemented across the industry.

The study highlights the need for closer collaboration between key stakeholders such as universities, professional associations, valuation companies and government agencies in devising strategies to attract female talents into the valuation industry.

The paper is the first empirical study to assess gender diversity in the Australian valuation industry from the perspective of valuers in management and leadership roles. The proposed policies can inform future initiatives to improve gender diversity in the valuation industry.

This study explores the diversity and compatibility of leadership in a local context. It aims to understand the interface between traditional and democratic leadership in local governance.

Following a qualitative approach, the researchers collected data through unstructured interviews and utilised thematic analysis for data interpretation.

The study demonstrated that the emergence of democratic local leadership has not supplanted traditional leaders but rather gained legitimacy and effectiveness by collaborating with them. This study illustrated how traditional and modern democratic leadership can coexist and effectively manage community affairs.

The study emphasises the potential for traditional leaders to take part in local governance activities, offering a practical tool to improve the effectiveness of local governance. Its findings also underscore the need for collaborative governance to deal with local issues.

This research study contributes to the literature on collaborative governance at the local level. It helps us understand the different types of leaders and their collective efforts in meeting local challenges. It is the first study of its kind in South Asia.

The importance of employment in recovery from mental health illness has led to broad recognition of the integration of employment-oriented support into mental health treatment. However, there is variation in the extent to which an employment orientation permeates healthcare services. This article explores how managers and advisors in health and welfare services in Norway function as “change agents”, who work to increase an employment orientation in mental health services.

The empirical material consists of 20 interviews with change agents in health and welfare organisations. They work to implement a model – individual placement and support – to integrate an employment orientation in healthcare services. The findings are analysed using the framework of “institutional work” to elucidate the strategies used by change agents.

The findings underscore a consensus on the health advantages of employment and that employment-oriented support belongs in mental health treatment. However, this concept requires further cultivation within healthcare services, with individual actors playing a key role as change agents. Depending on the stage of the various organisations in the change process and the actors’ positions within the institutional context, the actors engaged in both creative and maintenance institutional work.

The article´s findings are significant for how health organisations can work to achieve desired changes.

This article contributes to the literature on collaboration and implementation of employment-oriented practices in healthcare by directing attention to the dynamics of organisational change processes and the efforts of individual actors to promote change.

Most research has investigated the fear of missing out (FOMO) in the context of online activities, often associated with negative personal outcomes such as fatigue and stress. However, given the increased desire to be informed and included associated with FOMO, organizations that can effectively meet these needs may develop or strengthen social and structural bonds, thereby turning short-term customers with FOMO into lifelong patrons. This study aims to examine the relationship between FOMO and favorable organizational outcomes as mediated by several constructs associated with the desire for information and inclusion.

This research was conducted within the higher education sector of the service industry. FOMO served as the IV. The mediators represented context-specific aspects of campus involvement and inclusion. Organizational outcomes related to the long-term services relationship served as the DVs. The sample consisted of 435 students recruited from research pools at two southern universities in the USA. Exploratory factor analysis, OLS regression and the Hayes–Macro were used to examine the data.

The results demonstrate that FOMO is positively associated with students’ desires for information and inclusion (informal peer interaction, campus involvement, informal faculty interaction, campus information media use and a preference for in-person course scheduling), which are associated with the desirable university outcomes of satisfaction, connection and alumni donation/activity intentions.

If a university fosters unstructured time spent with faculty and peers, and promotes campus information media involvement, students with higher levels of FOMO are more likely to be satisfied, feel connected to the university and report intentions to donate time and money as alumni.

Prior research on FOMO is generally focused on internet and social media use; this study takes a broader perspective and identifies the effect of FOMO on a desire for information and inclusion within a novel context (a service environment). It also associates FOMO with favorable long-term service relationship outcomes that fortify social and structural bonds.

In the past decade, financial austerity has brought significant pressure upon emergency services in the UK. For the British Government, one approach to alleviate this pressure was to increase collaborative efforts in core functions (e.g. information systems and technology) between multiple organisations. Despite the consensus that collaborations are key in addressing complex problems, the majority fail or become discontinued. This research explores the development of collaborative information infrastructures between one Police Force and two Fire and Rescue Services in the UK, with a specific focus on how the difference in culture, identities and rules and norms, can work in a collaborative emergency service environment.

This study investigated an example of successful development of a collaborative information infrastructure within the context of public safety and, specifically, the technology-based structures that underpin information management. A case study approach was taken, combining semi-structured interviews, document analysis and site visits. The study used activity theory as a theoretical and analytical framework.

The research revealed that creating a shared identity is not essential in emergency services collaboration, and organisations may maintain their separate identity, given they address other elements of the activity system (e.g. leadership, motivated subjects). However, pursuing this strategy will create multiple tensions throughout the collaboration process.

The study contributes to the information systems literature concerning inter-organisational collaborations in the public sector providing a novel view to the implications of maintaining separate identities, and the significance of misalignment between interacting activity systems.