Emily Howell, Koti Hubbard, Sandra Linder, Stephanie Madison, Joseph Ryan and William C. Bridges
This study investigates the following research question: What pedagogical strategies are necessary for the success of HyFlex course design? The findings to this question are based…
Abstract
Purpose
This study investigates the following research question: What pedagogical strategies are necessary for the success of HyFlex course design? The findings to this question are based in new media literacies and help to further pedagogy in an emerging HyFlex model while also grounding in needed theorization.
Design/methodology/approach
This study uses design-based research (DBR) across two iterations and four doctoral, higher education courses, using mixed methods of data collection and analysis.
Findings
Six pedagogical strategies influential for HyFlex research are presented, each grounded in a new media literacy skill.
Originality/value
These six pedagogical strategies help practitioners grappling with the HyFlex or blended learning model merge traditional pedagogy with how this might be tailored for students entrenched in a participatory culture.
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Bruce Lloyd and William Bridges
Presents the transcript of an interview with William Bridges,author of Jobshift: How to Prosper in a Workplace without Jobs.Argues that the whole, traditional concept of the job…
Abstract
Presents the transcript of an interview with William Bridges, author of Jobshift: How to Prosper in a Workplace without Jobs. Argues that the whole, traditional concept of the job is now becoming a historical artefact. As well as discussing challenges for the future, touches upon benchmarking and re‐engineering, leadership and strategy, and the high priority for learning. The transcript is followed by a review of the book.
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Outlines the importance of dissociating change issues fromtransition issues within organizations. Presents some transitiontriggers and shows how they can affect people in their…
Abstract
Outlines the importance of dissociating change issues from transition issues within organizations. Presents some transition triggers and shows how they can affect people in their job. Describes a five‐stage model of the transition dynamic, with examples of how people live through organizational transitions. Gives some ideas for addressing these issues and building a transition management approach.
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Lesley Page and Jacquie Schoder
Multiple models of organizational change provide guidance, goals and strategic steps for organizations to complete initiatives effectively. The purpose of this paper was to…
Abstract
Purpose
Multiple models of organizational change provide guidance, goals and strategic steps for organizations to complete initiatives effectively. The purpose of this paper was to discuss the impact of transformational leadership as it relates to organizational change in the twenty-first century and propose a consolidated approach to planned organizational change useful for practitioners.
Design/methodology/approach
Practitioners and researchers can benefit by a strategy to apply models of change to organizational initiatives. It is proposed that models by Kotter (2012), Bridges (2017) and Lewin (1951) can be consolidated into a comprehensive approach to achieve successful organizational change. Transformational leadership is a critical component which bonds such models together and guides the leader’s role in the process.
Findings
Kotter, Bridges and Lewin’s approaches all share similar beliefs about the effectiveness of a transformational leader. First, people and process aspects of change take center stage. Second, urgency needs to unsettle or awaken the need for change. Third, people want to be part of the change process. By involving others, engagement, empowerment and buy-in all increase. Fourth, change will only last if it is embedded into the structures and systems which make up the organization’s culture.
Originality/value
The value of the consolidated approach to change proposed in this paper is that it meets leaders at their level of skill and experience, as it offers options depending on the needs of the organization and extent (depth) of the change required.
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The property profession is in the midst of significant change, driven by new technologies, evolving societal needs and the growing emphasis on sustainability. This article…
Abstract
Purpose
The property profession is in the midst of significant change, driven by new technologies, evolving societal needs and the growing emphasis on sustainability. This article explores how property professionals can adapt to these changes using the IDEA framework – integration, digitisation, engagement and adaptability. The goal is to outline the essential skills and strategies that can help professionals stay relevant and effective in a rapidly changing industry.
Design/methodology/approach
Informed by discussions at the Pacific Rim Real Estate Society (PRRES) 2025 conference, this article combines academic insights with industry expertise. By examining each pillar of the IDEA framework, the article provides practical examples and case studies of how property professionals can integrate new technologies, digitise their practices, engage with key stakeholders and remain adaptable to the evolving demands of the sector.
Findings
The research reveals that the future of property professionals hinges on their ability to integrate diverse areas of knowledge, such as data science, urban planning and environmental considerations, into their work. Technology, particularly AI and geospatial data, is transforming property valuation, but professionals must also address the challenges of bias and transparency. Engagement with stakeholders – from regulators to local communities – is crucial for ensuring ethical practices, while adaptability through continuous learning, internships and real-world experience is key to thriving in this fast-changing field.
Practical implications
The findings underscore the need for property professionals to stay ahead of technological advancements and market shifts by embracing ongoing learning and practical experience. Suggestions include incorporating geospatial data into property assessments, developing ethical guidelines for AI and promoting flexible career paths through industry internships and active learning. These strategies will help professionals keep pace with industry change and enhance the profession’s long-term resilience.
Originality/value
This article presents a unique approach to preparing property professionals for the future, focusing on the practical application of the IDEA framework. It offers a fresh perspective on integrating technology, ethics and multidisciplinary collaboration into everyday practice. The article contributes valuable insights bridging the gap between academic theory and real-world application, providing thought leadership and actionable guidance for the profession.
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Laura Vaughn, Cameron C. Beatty and Emily Ostermeyer
This qualitative study aims to provide insights and reflections of how the pandemic affected the identity and a sense of self of students, who completed undergraduate leadership…
Abstract
Purpose
This qualitative study aims to provide insights and reflections of how the pandemic affected the identity and a sense of self of students, who completed undergraduate leadership learning academic program.
Design/methodology/approach
Interviews.
Findings
Findings of this study showed three major themes throughout the interviews. During the COVID-19 pandemic, participants identified experiences with self-reflection, building community and navigating issues of social justice.
Originality/value
These findings highlight how leadership learning enabled certain participants to navigate and seek to resolve these problems and how their leadership learning aided their own self-discovery.
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Robert N. Eberhart, Stephen Barley and Andrew Nelson
We explore the acceptance of new contingent work relationships in the United States to reveal an emergent entrepreneurial ideology. Our argument is that these new work…
Abstract
We explore the acceptance of new contingent work relationships in the United States to reveal an emergent entrepreneurial ideology. Our argument is that these new work relationships represent a new social order not situated in the conglomerates and labor unions of the past, but on a confluence of neo-liberalism and individual action situated in the discourse of entrepreneurialism, employability, and free agency. This new employment relationship, which arose during the economic and social disruptions in the 1970s, defines who belongs inside an organization (and can take part in its benefits) and who must properly remain outside to fend for themselves. More generally, the fusing of entrepreneurship with neo-liberalism has altered not only how we work and where we work but also what we believe is appropriate work and what rewards should accompany it.
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The purpose of this paper is to bring together the history of war, the universities and the professions. It examines the case of dentistry in New South Wales, detailing its…
Abstract
Purpose
The purpose of this paper is to bring together the history of war, the universities and the professions. It examines the case of dentistry in New South Wales, detailing its divided pre-war politics, the role of the university, the formation and work of the Dental Corps during the First World War, and the process of professionalization in the 1920s.
Design/methodology/approach
The paper draws on documentary and archival sources including those of the University of Sydney, contemporary newspapers, annual reports and publication of various dental associations, and on secondary sources.
Findings
The paper argues that both the war and the university were central to the professionalization of dentistry in New South Wales. The war transformed the expertise of dentists, shifted their social status and cemented their relationship with the university.
Originality/value
This study is the first to examine dentistry in the context of the histories of war, universities and professionalization. It highlights the need to re-evaluate the changing place of the professions in interwar Australia in the light both of the First World War and of the university’s involvement in it.
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Everyone has a client. Too often clients complain about their service providers and yearn for people who are just like them. This paper focuses on understanding the differences…
Abstract
Purpose
Everyone has a client. Too often clients complain about their service providers and yearn for people who are just like them. This paper focuses on understanding the differences between clients and consultants, and applying methods for bridging the differences.
Design/methodology/approach
Why do end‐user representatives, facility managers, corporate real estate executives, architects and interior designers have difficulty working together? Do factors like education, experience, role and behavior explain conflicts? Focus groups, interviews, case studies, and published research/literature review lead to personality type and role to articulate and ameliorate differences.
Findings
Specific roles for the end‐user representative (internal client), the facility manager/corporate real estate executive (both service provider and client), and the design consultant (outside service provider) are described, along with each “point of view.” The Myers‐Briggs Type Indicator® (MBTI), based upon Carl Jung's personality type theory, provides a vocabulary for explaining obstacles to teamwork. There are large differences between many service providers and internal clients in the S (sensing) – N (intuitive) dichotomy.
Research limitations/implications
Available MBTI data is limited by sample size and date. Larger scale studies of each role should be conducted.
Practical implications
Role and personality differences create obstacles to effective team work. Multi‐level (individual, team and organizational) intervention with structured information exchange and shared experiences can provide a foundation for building constructive relationships.
Originality/value
Few stakeholders in the client/consultant relationship know why there are difficulties, what the difficulties are … or, how to fix them. This paper provides insight into why the problems occur, along with specific methods for solving the problems.
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This paper has its roots in a presentation made at CoreNet Global Summit in November 2002 in San Diego, California. In that talk, the authors briefly explained the field of human…
Abstract
This paper has its roots in a presentation made at CoreNet Global Summit in November 2002 in San Diego, California. In that talk, the authors briefly explained the field of human dynamics and change, and explored, through some actual experiences, the application of change management practices that Wachovia used to lead and nurture organisational change. This paper seeks to make more explicit these hidden forces by giving a more detailed overview of the theory of human dynamics as they relate to change, and some strategies for applying this theory for more effective change management. The venue for this exploration will be Wachovia Corporate Real Estate (CRE) Division’s experience, with significant organisational change required to respond to external and market conditions which threatened its continued success as an organisation. The reader will learn how to understand the human dynamics relating to change; obtain tools for communicating change concepts; find resources to help lead change; ensure that people deal more successfully with organisational change; and measure the significance of human dynamics to business performance.