531 research outputs found
Multidisciplinary Perspectives on Entrepreneurship
No full textTurcan and Fraser introduce the reader to the Handbook. It is the first attempt to discuss and advance entrepreneurship field from multidisciplinary perspectives. The authors invited original contributions from authors, who are experts in their own fields, to provide state-of-the-art insights from their own discipline and explore how these insights might help generate new areas for research, new theories and concepts, and new questions for policy debates – all aimed to advance the entrepreneurship field in the years to come. Turcan and Fraser consider this collection of original papers in the Handbook as a catalyst for an inter-, cross-, and multi-disciplinary dialogue between myriad of perspectives from humanities, social sciences, natural sciences, medical sciences, and technology and production sciences and entrepreneurship
University Internationalization and University Autonomy:Toward a Theoretical Understanding
Full text linkTurcan and Gulieva deepen our theoretical understanding of the process of university internationalisation by exploring the relationship between university internationalisation and university autonomy. They conjecture that the process of university internationalisation and its sustainability are determined by the structure and exercise of university autonomy settings at home and in the host countries, and that the process itself cannot be successfully achieved and maintained without changes in the autonomy settings. The key question the authors ask is to what degree universities, in embracing new, dissimilar, and sometimes conflicting dimensions of the financial, legal, organisational, staffing, and academic autonomy of the host country, are compromising key aspects of their own autonomy and core mission
The Search for Meaning: Redefining or Undermining Authenticity?
No full textThis chapter employs analytic autoethnography to explore and reflect on the author's quest for meaning and whether this redefines or undermines the concept of authenticity as interpreted by the primary advocates of authentic leadership. The data start from author's studies in the Air Force Engineering Military Academy. Turcan develops the typology of search for meaning and its four types: dreamlanding; self-actualising; missing out; and self-transcending. The meaning of life is conspicuously absent from the authentic leadership literature and yet if a leader does not address it how can they function effectively as a leader? This typology may guide future research at this intersection.</p
In My End is My Beginning
No full textThis chapter reviews the key themes explored in the wide-ranging contributions to the book, the aim of which was to stimulate research, discussion, debate at the intersection of populism and PBL. As has emerged, this was easier said than done. It seems, extoling the virtues of the PBL methodology is natural; however, seeing and engaging with populism in questioning these virtues are at odds. There are recurring themes relating to the role and purpose of higher education, the impact of populism in new management and governance and neoliberal market-driven structures. The need for interdisciplinary curriculum and learning and teaching is another theme and this brings with it an array of challenges for structures, curriculum teams and staff development. Unfortunately, there is little evidence to support the view that PBL prepares graduates to address societal challenges. Indeed it is difficult to escape the conclusion that the majority of today’s and tomorrow’s graduates may be as vulnerable to populist rhetoric as non-graduates, precisely because they are not engaged in a process of consciousness-raising through their curriculum. Reilly and Turcan suggest that this poses a number of questions about the nature of and motivation for ‘engagement’, which might be the subject of further study
Authentic Leadership at the Edge of Chaos
No full textThis chapter explores authentic leadership at the ‘edge of chaos’—a transitional period from one kind of stability to another triggered by the emergence and implementation of newness. The authors argue that continuous, abrupt or unpredictable change at the edge of chaos impacts authentic leadership, resulting in the development of new values, new perspectives on legitimacy and new identities. Kinyanjui and Turcan identify four leader legitimation strategies, when introducing newness at the edge of chaos: feedback loop; conformance; familiar cues; and consistency and repetition. Kinyanjui and Turcan call for future research into the co-emergence of newness at the edge of chaos to equip decision-makers and policymakers with a better understanding of legitimation strategies in the implementation of newness
Liquid Times - Newness and Uncertainty: An Innovative AAU PBL Response
No full textThis chapter puts forward a Holistic Problem Based Learning (HPBL) model, that integrates research-based teaching and learning and teaching-based research, and re-defines the PBL process. It builds on the Aalborg University PBL model that has been part of the Aalborg University DNA since the university inception in 1974 and the revised Bloom’s Taxonomy to redefine the PBL process. I reflect on my personal experience in engaging with PBL from the moment I started my full time position at Aalborg University in 2010. Before discussing HPBL, I set the stage by a review of the ‘liquid times’ we live in, highlighting the impact of newness and uncertainty – quintessential by-products of these ‘liquid times’ – on collective behaviour, free will, ascertaining what the future holds for our graduates, and conjecturing how to mitigate these challenges. As part of the HPBL discussion, I introduce the basic principles, pillars a PBL model rests on. I conclude by underlining pointers for future research, policy and practice
Searching for Authenticity:Leadership at the Intersection of Tradition and Modernity
No full textThis chapter addresses authentic leadership at the intersection of tradition and modernity with a focus on insider-outsider dynamics. The authors develop a typology of insider-outsider perception of authentic leadership and four leadership types—detached leadership, integrative leadership, entrenched leadership and atomised leadership—to provide a conceptual tool that advances authentic leadership research and leadership-building strategies. Investigating the intersection of tradition and modernity, Lines and Turcan illustrate that authenticity and legitimacy are tightly coupled. Leaders need to develop insider legitimacy by alignment with contextual norms, traditions and customs. Lines and Turcan encourage future research to explore the question: is leadership more about establishing contextual legitimacy or establishing authenticity
Leadership: Facing the Authenticity Conundrum
No full textThis chapter analyses common, contradictory, paradoxical patterns in the evolution and development of authentic leadership that emerged throughout this handbook. The authentic leadership literature has been valuable in focusing on and reawakening a wider discourse on leadership and in particular the need for a reappraisal of leadership values. The adamant, one might say absolutist, claims for the theory have begun to restrict understanding. The chapters in this book reveal dimensions and insights that broaden and diversify potential approaches to contextual understanding and exercising leadership. Reilly and Turcan conclude that authentic leadership is still in its embryonic stage and whether it will fully emerge and become a mature discipline remains to be seen
Moldova in search for its brand
No full textIn this magazine article Romeo V. Turcan discusses the need and the urgency to develop, in co-operation with both the private and public sectors, a dynamic national brand for the Republic of Moldova, as well as an international marketing strategy to efficiently and effectively promote this brand in both domestic and international markets
A higher education restructring project bewildered the academic environment in the Republic of Moldova
No full textIn this article, Romeo V. Turcan was interviewed about the aftermath and sustainability of the EUniAM project he coordinated and implemented in Moldova between 2012-2015. Current and former ministers of education, university rectors, head of academy of science were also interviewed expressing their views on the sustainability of the EUniAM project
- …
