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Given the dynamic and fast-evolving labour market, developing students’ employability competences has become of utmost importance for higher education institutions. The ability to reflect is essential to develop these competences, as it helps students to identify their learning needs and make plans for further development. However, reflective abilities are not easy to acquire and students need guidance to help them reflect. Therefore, mentoring is often used as an instructional approach to stimulate students to reflect. Empirical evidence on the relation between mentoring and employability competences is scarce, and the mediating role of reflection especially has rarely been researched. Consequently, the present study aims to investigate this mediating relationship, employing a pre-test post-test design.

Questionnaire data were collected from students before and after participation in four similar 1-year mentoring programmes in higher education within the Netherlands and Belgium (n = 160).

The path analysis demonstrated that, first, trust and availability, autonomy support and empathy were significantly related to students’ employability competences. Secondly, autonomy support and similarity were significantly related to students’ critical reflection. Thirdly, critical reflection was significantly related to students’ employability competences. Last, reflection partially mediated the relationship between mentoring (autonomy support and similarity) and employability.

To the best of the authors’ knowledge, this study is the first attempt to demonstrate that mentoring programmes in higher education enable students to reflect and, in turn, develop their employability competences. Furthermore, it provides mentoring programme directors and mentors with concrete guidelines for developing students’ reflection and employability competences.

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs.

The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable.

The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership.

Teaching Notes are available for educators only.

CSS 11: Strategy.

The chapter outlines a collaborative project between colleagues within a New Zealand teacher education program who have an ongoing commitment to work together and grapple with issues of cultural relevance and emergent leadership within their preservice teacher education program. Here the authors revisit the form, content and delivery of an undergraduate course in curriculum drama to consider how to engage Māori student teachers, be culturally relevant, and yet challenge some preconceptions about drama as a learning area and a pedagogy. The chapter describes the conversations that took place, the strategies that were tried, the responses of students and teachers, and the shifts in understanding that were reported by those involved. Rather than offering any suggestion of objective “hard data,” this is a story told as honestly as possible, by participants in an exchange. It is a story, we suggest, of quiet nurturing (poipoia – supporting in growth) and unfolding (kia pūāwai – blossoming and unfolding) and the fostering of leadership at various levels.

When the big ball comes down in Times Square on January 1, 2001, a lot of seemingly far‐sighted company and product names such as 20th Century Fox, 20th Century Funds, and Gateway 2000 will become anachronisms.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

We aim to elucidate the relationship between fixed-term employment and firm productivity by examining workers’ skills and considering how firm-level conversion rates influence this relationship.

We use longitudinal employer-employee data between 2011 and 2017 in the Netherlands to estimate a nonlinear regression derived from a production function proposed by Addessi (2014) and Castellani et al. (2020).

The contribution of fixed-term contracts to firm-level productivity is less than that of permanent contracts. However, this contribution is greater when firms exhibit a high conversion rate from fixed-term to permanent positions. The effect of the conversion rate is more substantial for high-skilled fixed-term workers than for low-skilled ones.

Our results suggest the extent to which firms benefit from fixed-term contracts when these are used for screening high-skilled workers for permanent employment.