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The purpose of this article is to posit an alternative learning design approach to the technology-led magnification and multiplication of learning and to the linearity of curricular design approaches such as a constructive alignment. Learning design ecosystem thinking creates complex and interactive networks of activity that engage the widest span of the community in addressing critical pedagogical challenges. They identify the pinch-points where negative engagements become structured into the student experience and design pathways for students to navigate their way through the uncertainty and transitions of higher education at-scale.

It is a conceptual paper drawing on a deep and critical engagement of literature, a reflexive approach to the dominant paradigms and informed by practice.

Learning design ecosystems create spaces within at-scale education for deep learning to occur. They are not easy to design or maintain. They are epistemically and pedagogically complex, especially when deployed within the structures of an institution. As Gough (2013) argues, complexity reduction should not be the sole purpose of designing an educational experience and the transitional journey into and through complexity that students studying in these ecosystems take can engender them with resonant, deeply human and transdisciplinary graduate capabilities that will shape their career journey.

The paper is theoretical in nature (although underpinned by rigorous evaluation of practice). There are limitations in scope in part defined by the amorphous definitions of scale. It is also limited to the contexts of higher education although it is not bound to them.

This paper challenges the dialectic that argues for a complexity reduction in higher education and posits the benefits of complexity, connection and transition in the design and delivery of education at-scale.

In the summer of 2014, a large energy company was poised to begin expanding its unconventional natural gas operations in northeastern British Columbia in the hopes of capitalizing on the Canadian province's determination to build a liquid natural gas industry. The company had secured mineral rights from the province but had not simultaneously pursued surface rights from a First Nation community that historically had used the land. When a seismic exploration team appeared on the tribe's traditional territory without consulting it, as was customary (and in some cases legally required), the company unwittingly ignited a firestorm of protest from both First Nation and non First Nation local citizens. Recognizing the importance of social acceptance both to operations and profitability, the company sent senior vice president Maria Paquet to participate in fireside discussions with tribal, regional government, and environmental leaders in the hopes of finding some common ground. Could these leaders arrive at sufficient trust and agreement to allow the company to move forward with its plans? Or would the company face gridlock, community blocking, or even financial peril? In a small-group role-playing exercise, students will step into the shoes of each of these stakeholders as they try to forge a path forward that is acceptable to all.

We school administrators, like “practical” men everywhere, claim to have little use for theory. In this we delude ourselves, for we all theorize. The real distinction lies not between theory and practice, but between good theory and bad theory. Good theory is a hypothesis which has undergone verification and which has potential for explaining and predicting events, and for the production of new knowledge. The development of theory, with its constant demand for semantic accuracy and simplicity, is essential as a guide to research, and as a guide to action (e.g. in administration) where it should be regarded as a relational map rather than as an itinerary. The work of Halpin, Guba and Getzels, for example, illustrates that no theory is likely to be the theory. The development of a science of administration is dependent upon such theories. The alchemist described his observations in a half‐mythical language full of metaphors and allegories, not In scientific concepts. Today we appear to live only in an age of educational alchemy.

While many workers have both professional and organizational identities, which can have conflicting expectations, little is known about this specific and common form of identity conflict. The purpose of this research is to develop and test a measure of organizational and professional identity conflict (OPIC), which the authors define as a psychological conflict that individuals experience between who they feel they are supposed to be in their organization and who they feel they are supposed to be in their profession. The authors theorize that this identity conflict will lead to emotional exhaustion and psychological distress, further leading to turnover intentions.

To test the hypothesized model, the authors utilized a two-study constructive replication design (Study 1, n = 225; Study 2, n = 176) and tested the model amongst both academics and health care professionals using structural equation modeling.

The authors find that identity conflict is associated with both increased levels of emotional exhaustion and psychological distress and, consequently, increased turnover intentions.

Practically, organizations must understand and align themselves with the wider professional expectations, as well as communicate this alignment, in order to avoid OPIC and improve employee well-being.

The authors create and validate a measure to assess and show its detrimental effects on workplace outcomes.

Scholars of ambidexterity focus on the need for strategic leaders to explore and exploit opportunities synergistically. Yet it remains unclear how such dynamic capabilities develop. Addressing this question, this chapter investigates the role of social cognitive self-regulation in fostering ambidexterity as a dynamic capability among entrepreneurs. Results of a mixed method, multiple case study of founder managers suggest that complex patterns of self-regulation are associated with ambidextrous thinking and decision making among entrepreneurs, often in combination with strong values and a sense of emotional engagement. I propose a new model of these processes and discuss its implications.

To provide an overview of one person's involvement with computer systems in libraries over the last 40 years.

Personal memories corroborated with published articles.

There have been very many developments in libraries in a comparatively short period of time as a result of using computer systems, and this may only be the start of a revolution.

Of relevance to anyone interested in historical aspects of library automation.

Demand for mechanical engineers is far outstripping supply, according to the London‐based headhunters, Eurosurvey, who report that this generally depressed market is now enjoying significant growth in some sectors. With economists forecasting a 1.5 per cent growth in the expansion of mechanical engineering in the UK in the immediate future, emphasis will be on “design, development, quality and reliability assessment and simulation”; the engineers who will be head‐hunted will have skills in robotics, electronics, CAD‐CAM and CAD‐MAT. Many engineering projects fail due to a suitably integrated approach to project management, and the value of the engineers of the future will depend on their financial and management expertise as much as their engineering abilities. A new MSc in project management, begun in 1985 in a joint course run by Henley Management College and Brunei University, is the closest thing to a general technical education currently available. Organisations such as GIM, Lucas Industries and Marks and Spencer are actively supporting new moves to bring disciplined logic and improved training and management/career development to project management.

Using data drawn from two cohorts of learners studying the Bachelor of Arts (Professional Practice) programme at Middlesex University, the purpose of this paper is to critically analyse the effectiveness of work based learning in improving the skills bases of early career arts professionals in the twenty‐first century and to explore the changing place and role of “traditional” concepts of knowledge and teaching.

This study utilised a collaborative action research approach in order to categorise and theorise the themes that have emerged from the practice of delivering the programme, and to provide data that informed the on‐going curriculum development.

The study identified three emerging themes in terms of the role of knowledge attainment for the early career arts professional undertaking work based learning. First, knowledge attainment processes shift from a push model to a pull model, second the authors noted a change in the inequalities in knowledge attainment facilitated by the use of the web 2.0 platforms and third it is argued that there are recognisable differences in the value and use of experientially gain knowledge in the establishing and in the established practitioner. The study then suggests changes that may occur in terms of curriculum design, delivery and pedagogy to support establishing arts professionals through a work based learning programme.

There is a limited research discourse on the authenticity of the use of work based learning with early career professionals. Further, the study of this emerging cohort for work based learning programmes at Middlesex University points to a wider discourse in terms of positioning work based learning in volunteer environments, third sector and other creative industries contexts where the notion of work is challenged and the connection of learning to practice less firmly set in the established identity of a workplace.

The paper seeks to explore the role of self‐regulation in the use of decision heuristics by entrepreneurs.

An exploratory mixed‐methods study incorporating qualitative and quantitative data, and generating propositions to guide future research and practice.

The findings suggest that entrepreneurs use heuristics frequently in relation to the evaluation of opportunities, but rely on more systematic decision means during the exploitation phase. In addition, entrepreneurs appear to employ heuristics in an effective fashion by using skills of self‐regulation. This finding questions widespread assumptions about the inherent bias and cognitive errors associated with this type of entrepreneurial decision‐making.

Being an exploratory study of a relatively small sample, the findings are tentative and not generalized to a wider population. However, the study implies that future researchers should explore these topics in greater depth.

Self‐regulatory skills can be primed and enhanced using systematic interventions and the study suggests that these techniques could be used to improve the education and management of heuristic decision making by entrepreneurs.

This study is one of the first to explore the complex role played by self‐regulation in the use of heuristics by entrepreneurs, and also one of the first to explore the conditions surrounding the use of specific decision heuristics. The study also adopts an original approach by assuming that heuristics may be effective and rational decision means.