IJHEM 2054-9849 2054-9857 https://doi.org/10.24052/IJHEM/ 3 Volume 02 Issue 1 2015-08-01 https://ijhem.com/cdn/issue_file/Volume%202_Number%201.pdf

19 https://ijhem.com/details&cid=19 2015-10-08 This paper seeks to develop a case-based systems perspective on how university-led educational change initiatives to enhance the student experience and student learning interweave with external influences on the development and management of academic programmes. The paper provides an illustration of how a case-based systems approach, systems representational tool and systems perspective may not only provide a platform for a multi-level analysis of factors impacting on the management of learning and teaching initiatives, but also highlight how such initiatives, for example, accreditation and assurance of student learning initiatives, though well-intentioned and effective initially, may have unintended and undesirable consequences. The case-based analysis uses systems notions to conceptualise aspects of change management relating to educational initiatives that provides a complementary or alternative understanding of the underlying processes through which change is affected. Our descriptive schematic systems representations depict different nested 'layers' of events, factors and relationships, which have an attendant face validity in depicting the change process as it may play out in institutions subject to internal and external forces that impact learning and teaching initiatives. In doing so, the paper bridges a perceived gap in the educational change management literature - namely, the lack of reported research involving systems methodologies. AACSB. (2015). 2013 Standards --A Bold Evolution for the Global Business Revolution. AACSB International. Retrieved from: http://www.aacsb.edu/en/accreditation/standards/2013-standards. AMBA. (2015). The Value of Accreditation. AMBA. Retrieved from: http://www.mbaworld.com/en/Accreditation/Value-of-accreditation.aspx. Altbach, P. G. (1998). Research, policy, and administration in higher education: The Review at twenty. Review of Higher Education, 21(3), 205–207. Argyris, C. and Schon, D.A. (1974), Theory in Practice Increasing Professional Effectiveness, Josey-Bass, San Francisco. AUSSE (2015). Australasian Survey of Student Engagement. Retrieved from: http://www.acer.edu.au/ausse. Bandura, A., (1978) The Self System in Reciprocal Determinism. American Psychologist, Vol. 33, No.4 (April), pp. 344-358. Bonoma, T.V. (1985), “Case research in marketing: Opportunities, problems and a process”, Journal of Marketing Research, Vol. 12, pp. 199-208 Boyer, E. L. (1990). Scholarship reconsidered: Priorities for the professoriate. Princeton, NJ: Carnegie Foundation for the Advancement of Teaching. Braxton, J. M. (2005). Reflections on a scholarship of practice. Review of Higher Education, 28(2), 285–293. Cavana, R.Y., Delahaye, B.L., Sekaran, U. (2001), Applied business research: Qualitative and quantitative methods, John Wiley & Sons, Milton, Australia Coakley, JJ. (1994). Sport in society : issues and controversies. 5th Ed. St. Louis, Ill: Mosby, p134 Coakley, J. J. (2001). Sport and society: Issues and controversies (7th ed.). Boston: McGraw-Hill. Denzin, N. K. and Lincoln, Y. S. (Eds.). (2000). The Handbook of Qualitative Research (2nd ed.). Thousand Oaks, CA: Sage Publications. Dyer, W.G., Wilkins, A.R. (1991), “Better stories, not better constructs, to generate better theory: A rejoinder to Eisenhardt”, Academy of Management Review, Vol. 16 No. 3, pp. 613-619. Eisenhardt, K.M. (1989). Building Theories from Case Study Research, The Academy of Management Review, Vol. 14, No. 4 (Oct., 1989), pp. 532-550 Eisenhardt, K.M. (1991), "Better stories and better constructs: the case for rigour and comparative logic", Academy of Management Review, Vol.16 No.3, pp.620-627. Espejo, R. and Harnden, R. (1989), "The VSM: An Ongoing Conversation", in Espejo R and Harnden R (Ed.), The VSM: Interpretations and Applications of Stafford Beer's VSM, Wiley, Chichester, p. 445. 15   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015    Forstmoser, R. (2002), in EIU, Corporate governance: The new strategic imperative. Economist Intelligence Unit, http://www.eiu.com/siter_info.asp?info_name=eiu_kpmg_white_paper, pp24, 14/10/02 Ghoshal, S., (2005) Bad Management Theories Are Destroying Good Management Practices, Academy of Management Learning & Education, Vol. 4, No. 1, pp.75-91. Giddens, A., (1987) Social Theory and Modern Sociology, Polity Press, Cambridge. Gioia D. A. and Pitre, E. (1990), "Multiparadigm Perspectives on Theory Building", Academy of Management Review, Vol.15, pp. 584-602. Glaser, B.G. and Strauss, A.L. (1967), The Discovery of Grounded Theory: Strategies For Qualitative Research, Adline, Chicago. Gummesson, E. (1991), Qualitative Methods in Management Research, Sage Publications, Newbury Park, CA. HEFCE (2009). Review of the Quality Assurance Framework. News release - Students to take central role in new quality arrangements, 01 December 2009. Retrieved from: http://www.hefce.ac.uk/news/newsarchive/2009/Name,94433,en.html. HEFCE. (2015a). National Student Survey. 9 December 2014. Retrieved from: http://www.hefce.ac.uk/lt/nss/ HEFCE (2015b). Future approaches to quality assessment in England, Wales and Northern Ireland – Quality Assessment Review. News release – New approach to ensure high-quality learning and teaching in universities and colleges, 29 June 2015. Retrieved from: http://www.hefce.ac.uk/news/newsarchive/2015/Name,104412,en.html. HEFCE (2009). National Student Survey 2009 – Media Release 6 August 2009. http://www.hefce.ac.uk/news/hefce/2009/nss.htm Since 2005, the NSS has helped over two million students make their voices heard about the things that matter to them. These voices have helped to bring about significant and positive change in higher education. The results are used by senior management teams, academics, students' unions and others to drive improvements in curriculum, teaching and learning quality, learning resources and academic support. http://www.hefce.ac.uk/lt/nss/results/2014/ Homburg, C. and Pflesser, C. (2000), “A Multiple-Layer Model of Market-Oriented Organizational Culture: Measurement Issues and Performance Outcomes”, Journal of Marketing Research, Vol. 37, November, pp. 449-462. Huang, Yi-Hui (2001). Should a Public Relations Code of Ethics Be Enforced? Journal of Business Ethics, 31: 259-270. Kohlberg, L. (1969). Stage and sequence. The cognitive-developmental approach to socialization. In D. Goslin (Ed.), Handbook of socialization theory and research. Chicago: Rand McNally, pp. 347-480. Kohlberg, L. (1984a). Essays in moral development: Vol. II. The psychology of moral development: Moral stages, their nature and validity. San Francisco: Harper & Row. 16   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com  International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015   Kohlberg, L., & Candee, D. (1984b). The relationship of moral judgment to moral action. In W. M. Kurtines & J. L. Gerwitz (Eds.), Morality, moral behavior and moral development. New York: Wiley, pp. 52-73. Longstaff, S. (2002). Gloom at the Top: Excess Baggage. The Bulletin, Sydney, September 3 2002, pp.44-55. McKeown, T. J. (1999). Case Studies and the statistical worldview: Review of King, Keohane and Verba's Designing Social Inquiry: Scientific Inference in Qualitative Research. International Organization, 53(1), 161-190 McCormick, A.C. and McClenney, K. (2012). Will These Trees Ever Bear Fruit? A Response to the Special Issue on Student Engagement. The Review of Higher Education Winter 2012, Volume 35, No. 2, pp. 307–333 NSS (2009). National Student Survey. Retrieved from http://www.hefce.ac.uk/learning/nss/ Power, F.C., Higgins, A., Kohlberg, L. & Reimer, J. (1989). From Moral Discussion to Democratic Governance. In Power, F.C., Higgins, A. & Kohlberg, L (Eds.), Lawrence Kohlberg's Approach to Moral Education. New York: Wiley, pp. 7-32. Ragin, C. and Becker, H. (Eds.). (1992). What is a Case? Exploring the Foundations of Social Inquiry. Cambridge: Cambridge University Press. Sage, G. (1998). Does sport affect character development in athletes? JOPERD - The Journal of Physical Educations, 69(1): 15-1u9. Saunders, J., Saker, J. and Smith, G. (1996), "Foreword: Exploring Marketing Planning", Journal of Marketing Management", Vol.12 No.1/3, pp.1-3. Senge, P.M. (1990) The Fifth Discipline. New York: Doubleday/Currency. Senge, P.M. et al. (1994) The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. London: Nicholas Brealey Publishing. Senge, P.M. et al. (1999) The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations. London: Nicholas Brealey Publishing. Snell, R.S (2000). Studying Moral Ethos Using an Adapted Kohlbergian Model. Organization Studies, 21(1): 267-295. Snell, R.S (1995). Does Lower-Stage Ethical Reasoning Emerge in More familiar Contexts? Journal of Business Ethics, 14: 959-976. Terenzini, P. T. (1996). Rediscovering roots: Public policy and higher education research. Review of Higher Education, 20(1), 5–13. Treanor, J. (2002). Calvinist on a clean-up quest. The Guardian, London, June 29 2002, p26. VUW (2006). Pathways to Success: Report of the 2006 Working Group at Victoria University. Retrieved from: nhttp://www.cad.vuw.ac.nz/wiki/images/0/02/0652.pdf VUW. (2010a). Student Experience Strategy 2010-2014. Retrieved from: http://www.victoria.ac.nz/documents/policy/strategies/student-experience-strategy.pdf. VUW. (2010b). Learning and Teaching Strategy 2010-2014. Retrieved from: http://www.victoria.ac.nz/documents/policy/strategies/learning-teaching-strategy.pdf. Yin, R.K. (1984), Case Study Research, Design and Methods, Sage Publications, Beverly Hills. 17   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com     International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015  Yin, R.K. (1989), Case Study Research: Design and Methods, Vol. 5, Sage Publications, Newbury Park, CA. Yin, R.K. (1993), Applications of Case Study Research, Vol. 34, Sage Publications, Newbury Park, CA https://ijhem.com/cdn/article_file/i-3_c-19.pdf JOHN DAVIES Educational Change Management Accreditation Learning and Teaching Systems Thinking 5125 11 0

20 https://ijhem.com/details&cid=20 2015-10-08 I have learned a great deal on what bilingual education is, what it means, and how it affects millions of students in the school system all over this country. I’ve been able to understand the personal effects of the mistreatment of bilinguals in this country. I’ve learned the history of bilingual education, theory, politics, and laws. Finally, I’ve been able to read the different perspectives and ideas on how to incorporate Arts into the curriculum and education of emergent bilinguals. Each one of the authors and books, combined with my own readings throughout my graduate work helped me to understand what it means for me, a monolingual teacher, to teach and engage with emergent bilinguals. In my own ignorance, I thought that anyone who spoke a language other than English had to be taught by someone who spokehis or her own language. I actually thought that in my teaching career, since I only spoke English that I would only work with English-speaking students. Fortunately, I was and still am wrong. I have had the privilege, in my work with students, to teach students who have spoken multiple languages.I may not always understand them, but because of my education into emergent bilingual education, I can now say that I can teach students who are not proficient in English. I cannot discredit my monolingualism to mean that I will not teach students who are bilingual. So, this paper will follow my own journey and self-discovery in the ways that I, a monolingual educator, ca Brown, D. (2003). Urban teachers' use of culturally responsive management strategies. Theory into Practice 42(4), 277-282. Curran, M., Tomlinson-Clarke, S., & Weinstein, C. (2003). Culturally responsive classroom management: Awareness into action. Theory into Practice 42(4), 269-276. Friere, P. (1998). Pedagogy of freedom: ethics, democracy, and civic courage. Lanham, PA: Rowman & Littlefield Publishers, Inc. Garcia, O., & Kleifgen, J. (2010). Educating emergent bilinguals. New York, NY: Teachers College Press. Littky, D. (2004). Atmosphere and school culture. In The Big Picture: Education is everyone's business.Alexandria, VA: ASCD. Pine, G. J. (2009). Teaching action resesarch: Building knowledge democracies. Thousand Oaks, CA: SAGE Publications, Inc. Santa Ana, O. (2006). Tongue Tied: The Lives of Multilingual Children in Public Education. Lanham, MD: Rowan & Littlefield. Schniedewind, N. (2001). Embracing the rainbow: An integrated approach to diversity educationMulticultural Perspectives , 23-27. Verner Chappell, S., & Faltis, C. (2013). The Arts and Emergent Bilingual Youth. New York, NY: Routledge. Weinstein, C., S., T.-C., & Curran, M. (2004). Toward a conception of culturally responsive classroom management . Journal of Teacher Education 55(1), 25-38. Young, L. (2002). An Experiment with Truth: One Teacher's Path. In S. M. Intrator, Stories of the Courage to Teach: Honoring the Teacher's Heart (pp. 29-33). San Francisco, CA: Jossey-Bass https://ijhem.com/cdn/article_file/i-3_c-20.pdf JENNA BEKKEN Bilingual education Culturally responsive classroom Communication 5451 8 0

21 https://ijhem.com/details&cid=21 2015-10-08 Continuous Professional Development is the strategy schools, colleges and universities employ to ensure that teachers and lecturers continue to develop and enhance their professional practice throughout their career lives. The aim of the study was to find out the lecturer’s views towards Continuous Professional Development and the relationship between Continuous Professional Development and lecturer performance in private higher education institutions in Botswana with regards to variables such as gender, work experience, age and educational qualifications. A quantitative research paradigm was adopted and the survey was used as a strategy of inquiry. The collected data was analysed using SPSS package Version 20 and the interpretation was based on Pearson’s R. The findings were that, lecturers in Private Higher Education Institutions viewed Continuous Professional Development positively and regard it as a panacea for professional growth, efficiency and teaching effectiveness. They also perceived strategies for Continuous Professional Development implementation as satisfactory that a lot more with regards to stakeholder involvement was required. The study further showed that biographic characteristics such as gender, experience and qualifications had a positive relationship on lecturer performance after Continuous Professional Development training while age did not have a positive influence on lecturer job performance after going through Continuous Professional Development Adelman, N., Donnelly, M. B., Dove, T., Tiffany-Morales, J., Wayne, A., & Zucker, A. (2002). The integrated studies of educational technology: Professional development and teachers’ use of technology. Washington DC: US Department of Education. Blundell,R., Dearden, L., Meghir ,C. & SianesI, B.(1999).Human Capital Investment: The Returns from Education and Training to the Individual, the Firm and the Economy. Fiscal Studies, 20 (1-23) Bolam, R., Mcmahon, A., StolL, L., Wallace, M., & Thomas, S. (2006). Professional learning communities: A review of the literature. Journal of educational change, 7(4), 221-258. Burbank, M. D., &Kauchak, D. (2003). An alternative model for professional development: Investigations into effective collaboration. Teaching and teacher education, 19(5), 499-514. Craft, A. (2002). Continuing professional development: A practical guide for teachers and schools. London: Routledge. Day, C. (1999). Professional Development and Reflective Practice: Purposes, Processes and Partnerships. Pedagogy, Culture & Society, 7(2), 221-33. Donnelly, M. B., Dove, T., Tiffany-Morales, J., Adelman, N., & Zucker, A. (2002). Technology-related professional development in the context of educational reform: A literature review. Arligton, VA: SRI International. Fletcher, S., Strong, M., &Villar, A. (2005). An investigation of the effects of variations inmentor-based induction on the performance of students in California. Sydney: Australia. Fullan, M.G .(1991) The New Meaning of Educational Change .New York: Teachers College Press. Friedman, A., & Phillips, M. (2004). Continuing professional development: Developing a vision. Journal of education and work, 17(3), 361-376. Gallagher, L. (2007). Continuing education in nursing: a concept analysis. Nurse education today, 27(5), 466-473. Hargreaves, A. (1994). Changing teachers, changing times: Teachers' work and culture in the postmodern age. New York :Teachers College Press. 38   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Harland, J., & Kinder, K. (1997). Teachers' continuing professional development: framing a model of outcomes. British Journal of In-service Education, 23(1), 71-84. Hien.T (2009) Towards an Effective Teachers Professional Development in DFLSP. Vietnam: Hanoi. Janet, G.,Day,C.,Lindsay,G., Daniel, M & Harris,A., (2005).Evaluating the Impact of CPD. London: University of Warwick. Maisano, M., Banker, D., & Long, E. (2011). Secondlife—technology facilitating the paradigm shifts from pedagogy to practice for continuous professional development. American Institute of Higher Education 6 th International Conference Proceedings,4(241). Mcgill, I., & Beaty, L. (2001). Action Learning: a guide for professional, management and educational development.USA: Stylus Publishing Limited. Mcdonnell, F., & Zutshi, H. (2010). Inspiring practice: a guide to developing an integrated approach to supervision in children’s trusts. London: Teaching Primary Care Trust. Mizell, H (2010) Why Professional Development Matters. Oxford: Learning Forward. Mphale, L. M. (2014). The Effectiveness of Teachers’ Professional Development Initiatives in Enhancing Teachers Growth in Botswana Secondary Schools Education. International Journal of Scientific Research in Education, 7(1), 75-90. Ofsted (2006).The  logical  chain:  continuing  professional  development  in  effective  schools.  London: DESTDA O'Sullivan, J (2011) Continuing professional development. Journal of Clinical Nursing 20(23-24) 3561–3566 Serpell, Z., & Bozeman, L. (1999).Beginning teacher induction: A report on beginning teacher effectiveness and retention. USA: National Partnership for Excellence and Accountability in Teaching. Stecher, B., LE, V. N., Hamilton, L., Ryan, G., Robyn, A., & Lockwood, J. R. (2006). Using structured classroom vignettes to measure instructional practices in mathematics. Educational Evaluation and Policy Analysis, 28(2), 101-130. Villegas-Reimers, E. (2003). Teacher professional development: an international review of the literature. Paris: International Institute for Educational Planning https://ijhem.com/cdn/article_file/i-3_c-21.pdf GOLDEN CHIKARI NORMAN RUDHUMBU DOUGLAS SVOTWA Continuous professional development biographic characteristics performance strategies teaching learning 6085 9 0

22 https://ijhem.com/details&cid=22 2015-10-08 Effective instructional design is essential for efficient teaching and learning outcomes in all disciplines, particularly in the nursing content-laden curriculum. Instructional design model steps and processes enable faculty to determine the scope of the course contents, sequence of instructions, innovative presentation, and evaluation strategies. The generic instructional model of analysis, design, development, implementation, and evaluation (ADDIE) underlies every instructional design process. This paper compares and contrasts the characteristic features, processes, and steps involved in the design of the Dick and Carey instructional design model with the Morrison, Ross and Kemp model using the underlying framework of ADDIE. Each model, with varying degrees of ease of use, employs a nine-step system and procedural processes to provide strategies for creating course instructions. Learner perspective is the focus of each model and the models both have an appeal to course design and specific learning activities within a course. While the Dick and Carey model requires the use of all the components in order to create an instruction, the Morrison, Ross and Kemp model, with its independent or simultaneous use of the elements in any order, and the knowledge that there are cases where not all the nine elements are applied, make the model more flexible and easier to use. Integration of the elements of the Morrison, Ross and Kemp model into the blood transfusion learning activity for Alkharusi, H., 2008. Effects of classroom practices on students’ achievement goals. Educational Assessment, 13(4), pp.234-66. Bastable, S.B., 2008. Nurse as educator: principles of teaching and learning for nursing practice. 3rd ed. Sudbury, MA: Jones and Bartlett. Baturay, M.H., 2008. Characteristics of basic instructional design models. Ekev Academic Review, 12(34), pp.471-82. Baum, L.M. and Newbill, P.L., 2010. Instructional design as critical and creative thinking: a journey through a Jamestown-Era Native American village. TechTrends, 54(5), pp.27-37. Cato, M.L., Lasater, K. and Peeples, A.I., 2009. Nursing students’ self-assessment of their simulation experiences. Nursing Education Perspectives, 30(2), 105-8. DeYoung, S., 2009. Teaching strategies for nurse educators. 2nd ed. Upper Saddle River, NJ: Prentice Hall. Dick, W. and Carey, L., 1985. The systematic design of instruction. 2nd ed. Glenview, IL: Scott, Foresman. 50   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com  International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Finke, L.M., 2009. Teaching in nursing: the faculty role. In: D.M. Billings and J.A. Halstead, eds. 2009. Teaching in nursing: a guide for faculty. 3rd ed. St. Louis, MO: Saunders/Elsevier. pp.3-17. Gronlund, N.E. and Waugh, C.K., 2009. Assessment of student achievement. 9th ed. Upper Saddle River, NJ: Pearson Education. Iwasiw, C.L., Goldenberg, D. and Andrusyzyn, M.A., 2010. Curriculum development in nursing education. 2nd ed. Sudbury, MA: Jones and Bartlett. Kameg, K., Howard, V.M., Clochesy, J., Mitchell, A.M. and Suresky, J.M., 2010. The impact of high fidelity human simulation on self-efficacy of communication skills. Issues in Mental Health Nursing, 31(5), pp.315–23. Lewis, S.L., Heitkemper, M.M., Dirksen, S.R, O’Brien, P.G. and Butcher, L., 2007. Medical surgical nursing: assessment and management of clinical problems. 7th ed. St. Louis, MO: Mosby/Elsevier. Mastrian, K.G., McGonigle, D., Mahan, W.L. and Bixier, B., 2011. Integrating technology in nursing education: tools for the knowledge era. Sudbury, MA: Jones and Bartlett. Morrison, G.R., Ross, S.M. and Kemp, J.E., 2004. Designing effective instruction. 4th ed. Hoboken, NJ: John Wiley & Sons. O’Connor, A.B., 2006. Clinical instruction and evaluation: a teaching resource. 2nd ed. Sudbury, MA: Jones and Bartlett. Oermann, M.H. and Gaberson, K.B., 2006. Evaluation and testing in nursing education. 2nd ed. New York, NY: Springer. Tracey, M.W., 2009. Design and development research: a model validation case. Educational Technology Research and Development, 57(4), pp.553–71. Vandeveer, M., 2009. From teaching to learning: theoretical foundations. In: D.M. Billings and J.A. Halstead, eds. 2009. Teaching in nursing: a guide for faculty. 3rd ed. St. Louis, MO: Saunders/Elsevier. pp.189–226. Williams van Rooij, S., 2011. Instructional design and project management: complimentary or divergent? Educational Technology Research and Development, 59(1), pp.139–58. Young, K.M., 2000. Informatics for healthcare professionals. Philadelphia, PA: FA Davis https://ijhem.com/cdn/article_file/i-3_c-22.pdf CORDELIA OBIZOBA Instructional Design Models (IDMs) nursing course development faculty learner 6668 40 0

23 https://ijhem.com/details&cid=23 2015-10-08 Benchmarking is becoming a central instrument for improving the performance of higher education institutions and different approaches to higher education benchmarking have been adopted in many parts of the world. “If taken seriously and deployed properly, benchmarking can help colleges and universities position themselves for the new competitive environment” (Epper, 1999, p. 26). This paper outlines the recent changes in the higher education systems within the Arab region, triggered by the increased demands for accountability. This led to the introduction of new policies designed to make higher education institutions more accountable to the different stakeholders. There is also a strong emphasis on benchmarking as a tool to improving the performance of higher education institutions in the Arab region. Nonetheless, benchmarking is a new concept for most higher education institutions in this region, which can learn from the experience of other nations by examining the different tools used in benchmarking. The paper examines the different interpretations of benchmarking, referring to some applications in higher education. These applications have some common features, which include deciding on the scope of the study; identifying best practice organizations; deciding on and capturing best practices; reporting and disseminating features that can be transferred. Based on the review of different definitions and applications, this paper concludes that benchmarking is a continuous Adelman, C. (2009). The Bologna Process for U.S. Eyes: Re-learning Higher Education in the Age of Convergence. Washington, D.C.: Institute for Higher Education Policy Alstete, J. W. (1995). Benchmarking in Higher Education: Adapting Best Practices to Improve Quality.ASHE-ERIC Higher Education Report, 5, George Washington University Badrawi,N.(2013). Higher Education Leadership Forum: Clicks-Dubai. http://www.cli-cks.com/pdf/Nadia_Badrawi.pdf Bender, B. E. (2002). Benchmarking as an Administrative Tool for Institutional Leaders. In B. E. Bender and J. H. Schuh (eds.), Using Benchmarking to Inform Practice in Higher Education. San Francisco: Jossey-Bass, 113-120 Camp, R.C. (1994). Benchmarking: The Search for the Best Practices That Lead to Superior Performance. Milwaukee: ASQC Quality Press Cook, S. (1995). Practical Benchmarking. London: Kogan Page Commission for Academic Accreditation (2011). The Standards for Licensure and Accreditation. United Arab Emitates: Commission for Academic Accreditation. Retrieved March 15, 2015, from https://www.caa.ae/caa/images/Standards2011.pdf Directorate of Higher Education Review (2014). Programmes within- College Reviews Handbook. Bahrain: National Authority for Qualifications & Quality Assurance3 of Education & Training. Retrieved March 30, 2015, from: http://www.qqa.edu.bh/En/Publications/DocLib/DHR%20(%20PCR%20)%20Handbook%20( %20English)%2025.March.2015%20(%20Print).pdf El-Meghraby, H. (2011). Quality Assurance in the Newly Established Universities in Saudi Arabia. www.anqahe.org/files/abu_dhabi_2011 Epper, R. (1999). Benchmarking to Higher Education: Some Lesson from Experience. Change. November/ December, 24-31 Jaramillo, A., Moreno, J. M., Demenet, A., Zaafrane, H., Monet, O., Trenner, S., Taha, T., Barry, J., Kwak, A. and Marchionne, S.(2012). Universities through the Looking Glass: 61   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Benchmarking University Governance to Enable Higher Education Modernization in MENA. World Bank Publications, the World Bank number 12535 Levy G. and Ronco S. (2012).How Benchmarking and Higher Education Came Together. New Directions for Institutional Research. Published online in Wiley Online Library, DOI: 10.1002/ir.20026 Luzia, K., Harvey, M. Parker, M. McCormack, C. and Brown, N. R. (2013). Benchmarking with the BLASST Sessional Staff Standards Framework. Journal of University Teaching & Learning Practice, 10 (3), 1-15 Mann, R. S. and Kohl, H. (2010).GBN Survey Results: Business Improvement and Benchmarking, Global Benchmarking Network. www.globalbenchmarking.org. Morgan, B. (2009). Introduction. Quality in Higher Education, 15, 1, 2-3 Murphy, P.S. (1995). Benchmarking Academic Research Output in Australia. Assessment & Evaluation in Higher Education, 20, 45-57 National Commission for Academic Accreditation & Assessment (2013). Standards for Quality Assurance and Accreditation of Higher Education Institutions. Saudi Arabia: National Commission for Academic Accreditation & Assessment. Retrieved March 15, 2015, frommu.edu.sa/sites/default/files/NCAAA_EN_12.doc Nazarko, J., Kuzmicz, K.A, Szubzda-Prutis, E. and Urban, J., 2009 (2009). The General Concept of Benchmarking and its Application in Higher Education in Europe.Higher Education in Europe, 34, Nos. 3–4, 497-510 Payne, S. and Whitfield, J. (1999). Benchmarking for Business Schools/ Colleges: Implementing an Alternative Partnership Approach. Journal of Education for Business, September/October, 5-9 Seybert, J. A., Weed, E. J., and Bers, T. H. (2012). Benchmarking in Higher Education. In E. Secolsky and D. B. Denison (eds.), Handbook on Measurement, Assessment, and Evaluation in Higher Education. New York: Routledge Zairi, M. (1994). Measuring Performance for Business Results. London: Chapman & Hall Samuel, A., Grigg, N. and Mann, R. (2014). Insights into Informal Benchmarking. Journal ofInspiration Economy,1, 1, 67-91 UNDP/RBAS (2005). Quality Assessment of Computer Science and Business Administration Education in Arab Universities, a regional overview report. New York: Regional Bureau of Arab States UNESCO (2004). UNESCO’s Capacity Building Activities in Qualification Recognition, Quality Assurance, and Accreditation: Towards a Coherent Framework. Tokyo: UNESCO https://ijhem.com/cdn/article_file/i-3_c-23.pdf LOBNA ALI AL-KHALIFA BenchmarkingQuality Assurance Arab Region 6134 17 0

24 https://ijhem.com/details&cid=24 2015-10-08 The management of digital platforms like mobile services and data or information flows are an essential part of modern information governance. In this theoretical article the relationship between mobile governance, value networks and data portability is discussed, focusing on the effects, management of information has on the overall value capture. The current approaches within the information governance literature are, in the majority of cases solely information technology (IT), corporate or legal centric based. Therefore a user centric approach is proposed to address strategic issues arising from new digital services and leveraging the overall value capture by corporations and customers. Amit, R., & Zott, C. (2001, Juni 06). Value Creation in E-Business. Strategic Management Journal, 493-520. Briscoe, B., Odlyzko, A., & Tilly, B. (2006). Metcalfe's law is wrong-communications networks increase in value as they add members-but by how much? Spectrum, IEEE, 43(7), 34-39. Cisco. (2015). Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 2014 – 2019. Retrieved from San Jose, CA: http://www.cisco.com/c/en/us/solutions/collateral/service-provider/visual-networking-index-vni/white_paper_c11-520862.pdf Coursaris, C., & Hassanein, K. (2002). Understanding m-commerce: a consumer-centric model. Quarterly journal of electronic commerce, 3, 247-272. Ewerhart, C., & Schmitz, P. W. (1997). Der lock in effekt und das hold up problem. Gilder, G. (1993, 13.09.1993). Metcalfe's Law and Legacy. Forbes ASAP. IFTTT. (2015). Put the Internet to work for you.    Retrieved from https://ifttt.com/ ISACA. (2012). COBIT 5. Retrieved from http://www.isaca.org/cobit/pages/default.aspx Kaeding, N. (2002). Mobile Business und Datenschutz. In R. Reichwald (Ed.), Mobile Kommunikation (pp. 193-204): Gabler Verlag. Kaisler, S., Armour, F., Espinosa, J. A., & Money, W. (2013). Big data: Issues and challenges moving forward. Paper presented at the System Sciences (HICSS), 2013 46th Hawaii International Conference on. 68   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets Into Tangible Outcomes. Boston: Mcgraw-Hill Professional. Kooper, M. N., Maes, R., & Lindgreen, E. E. O. R. (2011). On the governance of information: Introducing a new concept of governance to support the management of information. International Journal of Information Management, 31(3), 195-200. doi:http://dx.doi.org/10.1016/j.ijinfomgt.2010.05.009 Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 11-64. Ratzer, P., & Probst, U. (2013). IT-Governance. Konstanz: UVK Verlagsgesellschaft. Runstastic. (2015). Health- und Fitness-Community. Retrieved from https://www.runtastic.com Rüter, A., Schröder, J., Göldner, A., & Niebuhr, J. (2010). IT-Governance IT-Governance in der Praxis (pp. 19-33): Springer. Shapiro, C., & Varian, H. R. (1999). Information Rules: A Strategic Guide to the Network Economy. Bosten, Massachuetts: Harvard Business School Press. Silic, M., & Back, A. (2013). Factors impacting information governance in the mobile device dual-use context. Records Management Journal, 23(2), 73-89. doi:10.1108/RMJ-11-2012-0033 Smallwood, R. F. (2014). Information Governance: Concepts, Strategies, and Best Practices (1 ed.). New Jersey: John Wiley & Sons. Van de Kar, E. A. M. (2004). Designing mobile information services; An Approach for Organisations in a Value Network: TU Delft, Delft University of Technology. Wirtz, B. W. (2010). Business Model Management: Design - Instrumente - Erfolgsfaktoren von Geschäftsmodellen. Wiesbaden: Gabler https://ijhem.com/cdn/article_file/i-3_c-24.pdf MATTHIAS SCHMUCK Information Technology Corporate Strategy Mobile Governance Information Governance Value Networks Value Creation Information Management Datability Data Ownership Mobile Applications Mobile Ecosystems Internet of Things 5691 5 0

25 https://ijhem.com/details&cid=25 2015-10-08 Thus far achieving gender equity in the academic leadership of South African institutions of higher learning is a mission not clearly possible. The Commission of Gender and Equity is established in terms of the Constitution of the Republic South Africa, 1996 and is mandated to transform the South African public and private sector institutions in order to ensure a balanced representation of gender within the South African labour force. Such mandate seems to be making a little impact on promoting women to assume academic leadership of institutions of higher learning. This paper therefore would like to argue that while equity is required ideally in workplace environment, the realistic environments often dictate otherwise. The social and the political realities on the ground suggest a different scenario that resultantly keeps the status quo alive with women taking back seat in academic leadership of higher learning institutions. Since the argument in this paper is conceptual, data is conveniently obtained from literature and document analysis. Few women appointed in academic leadership in institutions of higher learning never demonstrated strong leadership endurance and are removed before their term expires. This paper therefore concludes that the achievement of women empowerment in institutions of higher learning is possible if it is strongly ability driven with a strong established support mechanism in place. Albertyn,  C.,  2009.The  Stubborn  Persistence  of  Patriarchy:  Gender  Equality  and  Cultural Diversity in South Africa. Constitutional Court Review, 165-208. Assman,  A.,  2014.  Gender  Equality  in  Japan:  The  equal  employment  opportunity    Law Revisited. The Asia-pacific journal, 12(45), 1-13. Association for the Development of Education in Africa, 2006. A Tool Kit for Mainstreaming Gender in Higher Education in Africa. Badat, S., 2010. The challenges of transformation in higher education and training institutions in South Africa. Development Bank of Southern Africa, Johannesburg. Boundless.,2015.TheFeministPerspective.Availablonlinfromhttps://www.boundless.com/sociol ogy/textbook/boundless-sociology textbook. [Accessed June2015]. Butler, J., 1988. Performative Acts and Gender Constitution: An Essay in Phenomenology and Feminist Theory. Theatre Journal, 40 (4), 519-531. Cape Higher Education Consortium. 2013. Reviewing of initiatives in equity and transformation in three universities in South Africa. Carnegie Corporation of New York, New York. Cheung, A., 2014. Rewards help institutions to focus on gender equality. Available on http://www.newscientist.com.[Accessed June2015] Department of Labour (RSA), 2013. Commission on Employment Equity Annual Report 2012-2013. Pretoria: Department of Labour Gosalbez, I.P, and P.P. Merino,.nd. Equality in Spanish Universities: A Reflection on the impact of equality action in Spanish Universities. Habibi,A,.and    Morrow,S,.    Research    Productivity    and    the    State    in    South    Africa. Transformation:Critical Perspectives on  South Africa,62. Haugstads, B, 2013. Promoting gender equity in research organizations. Available athttps://www.regjeringen.no/en/aktuelt[Accessed July 2015] Keisum, L.B., L., Abrahamsson, &Ronnblom, M., .2015. Entrepreneurship and Gender Equality in Academia- a Complex Combination in Practice. Nordic journal of working like studies, 5(1), 69-92. Lay, K, And J.G Daley. 2007. A critique of feminist theory. Advances in Social Work, 8(1), 49-61 Macape, B., 2013. V.C Contract Extension Angers Critics. IOL News: Pretoria. Machika, P., 2014. Mind the Gap: The Place of Woman in Higher Education. Available on .http//: mg.co.za/article/2014-08-12-mind the gap-the place of woman in higher education.[Accessed June 2015]. Mahlangu, L.M., 2008. An assessment of employment equity targets in the South African Public Service. South African Association of Public Administration and Management Gauteng Chapter conference, North West University, North West Province. Makhanya, M., 2013.Advancing Gender equality in higher education and the broader society. University of South Africa, Pretoria Makhubu, N., 2014. TUT V.C quits. Pretorianews: Pretoria. Mamabolo, M.A., and M.P. Sebola., 2014.Achieving Woman Empowerment in Two Decades of Democracy in South Africa.Mediterranean Journal of Social Sciences, 5(27), 1079-1085. 80   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Masanja, G.V., &Huya, B., 2010. Increase Woman’s Participation in Sciences, Mathematics and Technology Education in Africa. National University of Rwanda & University of Dar es Salaam. Mason, M.A., 2011. The pyramid problem. Available at http//:chronicle.com/article/The-Pyramind- Problem/126614.[Accessed June2015]. Mello, D.M., 2008. South African’s International Governmental Relations in a Globalized World. South African Association for Public Administration and Management conference, North West University, North West Province. Nieuwoudt, S., 2014.Gender Inequality Still Deeply Entrenched at Universities. Available online from.http:// www.sun.ac.za/English/list./news/dispfrom.aspx?ID=1688.[Accessed June 2015]. Olifant, M., 2015.South Africa falling short in gender equality. Available at http://mg.co.za/article/2015-05-04[Accsesed June 2015] Phillips, M., Moos, M., & Nieman.2014. The impact of government support initiatives on the growth of Female Business in Tswane South Africa. Mediterranean Journal of Social Sciences, 5(15), 85-92. Rarieya, J., Sanger, N &Moolman, G., B.2014.Gender Inequalities in Education in South Africa.Human Sciences Research Council, Pretoria Republic of Rwanda., 2011.Achieving MDG-3: Gender Equity. National Institute of Statistics of Rwanda:Kigali. Rice, C.C.,201. Eve and evidence. What research tells us about gender equality. Available at http://curt-rice.com/2015/03/08[Accessed June 2015] Rubagiza,J. nd. The Role and Impact of Woman Academics in Promoting Gender Equality and Woman’s Human Rights in The Great Lakes Region. Available at http//:UNESCO.org/new/fileadmin.[Accessed June 2015] Schmidt, M., & Mestry, M., 2014. South African Principalship, agency and intersectional theory. Canadian and international education, 43(1). Sebola, M.,&. T., Khalo,. 2010. Implementation of employment equity: a Case of The Universities of Venda and Pretoria. Journal of Public Administration, 45(1.1), 202-217. Sebola, M.P., 2009. Affirmative Action Policy: The Administrative Efficiency and Socio-Cultural Impact in South African Society. Journal of Public Administration, 44(4), 1102-1112. Shackleton, L., nd. Lost in Liberalism: A case study of the disappearance of gender agenda at a South African University. Feminist Africa, 9, 23-39 Walby, S,. 2003. The European Union and gender equality: Emergent varieties of gender regime.National feminism in a transnational arena conference, University of Wisconsin, Madison. Walby, S., 2004. The European Union and gender equality: Emergent varieties of gender regime.Social politics, 11(1), 4-29. Tickle, L., 2013. Gender equality on high education must be made a global priority. http://www.theguardian.com/higher-education-network/2013/mar/06/gerder-equality-univer. [Accessed June 2015]. 81   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015   Walters, S., 1999. Lifelong Learning within Higher Education in South Africa: Emancipatory potential. Wessels, J. S. 2008. Public Administration Scholarship without Conditions: A South African Perspective. Journal of Public Administration, 43(2. 1): 276- 288. https://ijhem.com/cdn/article_file/i-3_c-25.pdf MOKOKO SEBOLA Academia Gender Equity Feminism Higher Education Women Empowerment 5591 9 0

26 https://ijhem.com/details&cid=26 2015-10-08 With the increasing proliferation of academic institutions offering a post-graduate degree in Management (MBA) in India, an examination of the inner workings of these business schools (B-schools) in India could be of interest to several stakeholders. Some of these stakeholders could be: administrators of such institutions, aspiring students, faculty, and potential corporate recruiters, all of whom would have a vested interest in the effective running of such organizations. The purpose of this article is to describe the key issues which need to be resolved in order to run a successful business school in India and also how to avoid some obvious pitfalls. The opinions expressed in this article are those of the author alone. https://ijhem.com/cdn/article_file/i-3_c-26.pdf TARUN PASRICHA B-school India Placement ROI Fees 5214 5 0

27 https://ijhem.com/details&cid=27 2015-10-08 The main thrust of this research is to engage in a purely literature review to strategically analyse innovation best practice and highlight gaps and areas for further improvement in Oman and beyond. The main reasons giving rise to this research are the desire to illuminate world innovation best practice which Oman firms, government departments and academia can then use to advantage and benefit the country. This research is based on literature review only, analysis and identification of gaps in literature and knowledge. Research using literature review has the advantage of harvesting latest researches being done globally and then making them available to local institutions at least cost. The limitation is that no primary research was done and deep seated cultural and firm level issues may remain untapped. Literature summary clearly shows that innovation success and competitiveness requires good educational standards, funding, promotion, R & D, good reward and incentive schemes for researchers, sophistication, trust, strategic alliances and private and public partnerships. Oman firms/institutions can use these findings firm by firm as well as across support national institutions to see whether best practice is there, and if not the effects on business, academia and solutions thereof. Researchers believe these findings will help enhance and improve innovation practices in Oman and contribute to development. Colleges and universities can disseminate this new knowledge. Firms can Al Said, F.T. (2013) Oman Embraces Spirit of Competition. The Public Authority for Investment Promotion and Export Development (PAIPED). [Online] Available from: http://www.paiped.com/DisplayPage8508.shtml#pr261013. [Accessed: 29th October 2014]. Alon, I. & Mcintyre, J.R. (2008) Business education in emerging economies. International Journal of Business and Globalisation. 2 (1). p.5-27. Beatty, R. W., & Schneier, C. E. (1997) New HR Roles to Impact Organizational Performance: From ‘Partners’ to ‘Players. Human Resource Management. [Online] 36 (1). p.29-37. Available from: http://dx.doi.org/10.1002/(SICI)1099-050X(199721)36:13.0.CO;2-Y. [Accessed: 25 February .2015] Becker, G. S. (1964) Human Capital: A Theoretical Analysis with Special Reference to Education. New York: Columbia University Press. Bharadwai, S. & Menon, A. (2000) Making Innovation Happen in Organizations: Individual Creativity Mechanisms, Organizational Creativity Mechanism or Both? Journal of 101   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Production and Innovation Management. [Online] (17) p.424-34. Available from: http://dx.doi.org/10.1111/1540-5885.1760424. [Accessed: 25 February, 2015]. Büchel, B., Nieminen, L., Armbruster-Domeyer, H. & Denison, D. (2013) Managing stakeholders in team-based innovation: The dynamics of knowledge and trust networks. European Journal of Innovation Management. 16 (1). p.22-49. Bysted, R. (2013) Innovative employee behaviour: The moderating effects of mental involvement and job satisfaction on contextual variables. European Journal of Innovation Management. 16(3). p.268-284. Cavalcante, S.A. (2013) Understanding the impact of technology on firms’ business models. European Journal of Innovation Management. 16 (3). p.285-300. Cleff, T. & Rennings, K. (2012) Are there any first-mover advantages for pioneering firms?: Lead market orientated business strategies for environmental innovation: European Journal of Innovation Management. 15 (4). p.491-513. Corte, V.D., Zamparelli, G. & Micera, R. (2013) Innovation in tradition-based firms: dynamic knowledge for international competitiveness. European Journal of Innovation Management. 16 (4). p.405-439. Crow, R.T. (2008) Encouraging growth and stability. Journal of Business Economics. 43 (4). p.17-24. Dhanapal, S., Alwie, S.M., Subramaniam, T. & Vashu, D. (2013) Factors Affecting Job Satisfaction among  Academicians:  A  Comparative  Study  between  Gender  and  Generations. International Journal of Management Excellence. 2 (1). p.128-139. Doran, J. & Ryan, G. (2012) Regulation and firm perception, eco-innovation and firm performance. European Journal of Innovation Management. 15 (4). p.421-441. Filippetti, A. (2011) Innovation modes and design as a source of innovation: a firm-level analysis. European Journal of Innovation Management. 14 (1). p.5-26. Fort-Rioche, L.F. & Ackermann, C. (2013) Consumer innovativeness, perceived innovation and attitude towards “neo-retro”-product design. European Journal of Innovation Management. 16(4). P.495-516. GRANER, M. & MIBLER-BEHR, M. (2013) Key determinants of the successful adoption of new product development methods. European Journal of Innovation Management. 16 (3) p.301-316. Hardwick, J., Anderson, A.R. & Cruickshank, D. (2013) Trust formation processes in innovative collaborations: Networking as knowledge building practices. European Journal of Innovation Management. 16 (1). p.4-21. Helm, R., Mauroner, O., Dowling, M. & Pöhlmann, K. (2013) Spin-offs from public R&D organisations. International Journal of Business and Globalisation. 11 (3). p.217-242. Hurley, R. E., & G. T. M. Hult. (1998) Innovation, Market Orientation and Organizational Learning: An Integration and Empirical Examination. Journal of Marketing, 62, 42-54. http://dx.doi.org/10.2307/1251742 Lind, F., Styhre, A. & Aaboen, L. (2013) Exploring university-industry collaboration in research centres. European Journal of Innovation Management. 16 (1). p.70-91. 102   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015  Mark, S. K. M., & S. Akhtar. (2003) Human Resource Management Practices, Strategic Orientations, and Company Performance: A Correlation Study of Publicly Listed Companies. Journal of American Academy of Business. 2 (2). P. 510-515. Marmenout, K. & Lirio, P. (2014) Local female talent retention in the Gulf: Emirati women bending with the wind. International Journal of Human Resource Management. 25, (2). p.144-166. Martin, J & Samels, J.E. (2012) The Rise of the Polytechnic University. [Online] Available from: http://www.universitybusiness.com/article/polytech-renaissance. [Accessed: 10th May 2015]. Merk, J. (2011). Production beyond the Horizon of Consumption: Spatial Fixes and Anti-sweatshop Struggles in the Global Athletic Footwear Industry. Global Society. 25 (1). p.73-95. Millson, M.R. (2013) Exploring the moderating influence of product innovativeness on the organizational integration-new product market success relationship. European Journal of Innovation Management. 16 (3). p.317-334. Momani, B. (2013) The Arab Spring Can Bring a Demographic Dividend. That is Good for Business and Investors. Global Policy Journal. [Online]. Available from: http://www.globalpolicyjournal.com/articles/world-economy-trade-and-finance/arab-spring-can-bring-demographic-dividend-good-business-an. [Accessed: 23 December 2014]. Moser, P. & Nicholas, T. (2013) Prizes, Publicity and Patents: Non-Monetary Awards as a Mechanism to Encourage Innovation. The Journal of Industrial Economics. 61 (3). p.763-788. Mustafa, E. R. & Mustafa, Y. A. R. (2005) Assessment of industrialists' information needs and interests in Jordan: A case study of Zarqa Governorate. International Information & Library Review. 37 (1). p.29-44. Oxborrow, L. & Brindley, C. (2013) Adoption of “eco-advantage” by SMEs: emerging opportunities and constraints. European Journal of Inn33ovation Management. 16 (3) p. 355-375. Pfeffer, J. (1994) Competitive Advantage through People. Boston, MA. Harvard Business School. Sandberg, B., Hurmerinta, L. & Zettinig, P. (2013) Highly innovative and extremely entrepreneurial individuals: what are these rare birds made of? European Journal of Innovation Management. 16 (2). p.227-242. Scotchmer, S. (2013) Patents in the University: Priming the Pump and Crowding Out. The Journal of Industrial Economics, vol. 61, nr. 3, p.817-844. Sharma, B.S. (2013) Curriculum Development & Pedagogy for Developing World Class Management Education in South Asia. International Journal of Management Excellence. 1 (2). P.38-44. Sinha, R. I. (2007) Worlds Apart: nation-branding on the National Geographic Channel.’ Media, Culture & Society. 29 (4). P.569-592. Steiber, A. & Alänge, S. (2013) a corporate system for continuous innovation: the case of Google Inc... European Journal of Innovation Management. 16 (2). P.243-264. 103   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015   Steven, J. & Mathias, S. (2008) Innovation versus development. European Journal of Development Research. 20 (2). P.262-280. Steven, J. And Mathias, S. (2008). Innovation versus development: European Journal of Development Research. vol. 20, nor. 2, p.262-280. Syed, J., Hazboun, N. G. & Murray, P. A. (2014) what locals want: Jordanian employees' views on expatriate managers. International Journal of Human Resource Management. 25 (2). p.212-233. Tepic, M., Kemp, R., Omta, O. & Fortuin, F. (2013) Complexities in innovation management in companies from the European industry: A path model of innovation project performance determinants. European Journal of Innovation Management. 16 (4). p.517-550. United Arab Emirates. The Emirates Center For Strategic Studies And Research (2003) Human Resource Development in a Knowledge-Based Economy. Abu Dhabi: The Emirates Center for Strategic Studies and Research Series. Uzkurt, C., Kumar, R., Kimzan, H.S. & Eminoglu, G. (2013) Role of innovation in the relationship between organizational culture and firm performance: A study of the banking sector in Turkey. European Journal of Innovation Management. 16 (1). p.92-117. WTO, (2013) Business, trade and the WTO: [Online] Available from: http://www.wto.org/english/forums_e/business_e/business_e.htm. Accessed: 23rd December2014]. Zheng, C., M. Morrison, & G. O’neill. (2006). An Empirical Study of High Performance HRM Practices in Chinese SMEs. International Journal of Human Resource Management. [Online] 17, 1772–1803. Available from: http://dx.doi.org/10.1080/09585190600965282. [Accessed: 30th April 2015] https://ijhem.com/cdn/article_file/i-3_c-27.pdf SAID KHALAF MAJID AL-NABHANI FAUSTINO TADERERA BALAKRISHNAN SOMASUNDARAM Innovation Creativity HRM Research Incentive System Prizes 6500 6 0

28 https://ijhem.com/details&cid=28 2015-10-08 Publishing in quality academic journals is challenging. Authors who want to improve their chances of publishing in management and allied business and social science journals can save themselves time by ensuring that manuscripts are consistent with the journal’s aims and scope and what the field requires in terms of addressing unanswered research questions or improvements to current theory and evidence. It is well-understood if a manuscript lacks theoretical grounding or makes significant methodological or research design mistakes, it will probably be rejected. Researchers in the social sciences are typically well-trained in methods, statistical analysis, and research design. But doctoral programs and other masters-level research programs spend much less time on the situating, organizing, and writing of manuscripts and how they should be framed for publication. Oftentimes, an author may face rejection of his or her submitted manuscript not because of bad data or methods, but because of major framing and organizing issues. These problems are addressed within the context of writing clear introductions which form the basis for a complete and well-organized manuscript that will likely have an improved chance of publication. Abrahamson, E. (2008). 22 things I hate: Mini rants on management research. Journal of Management Inquiry, 17(4), 422–425. Acemoglu, D. (2003). Root causes. Finance & Development, 40(2), 26-30. Ahlstrom, D. (2010). Publishing in the Asia Pacific Journal of Management. Asia Pacific Journal of Management, 27(1), 1–8. Ahlstrom, D. (2011). A checklist for prospective authors of Asia Pacific Journal of Management. Asia Pacific Journal of Management, 28(3), 449-452. Ahlstrom, D. (2012). Several key reasons why a paper is likely to be rejected at the Asia Pacific Journal of Management. Asia Pacific Journal of Management, 29(3), 519–524. Ahlstrom, D. (2015). From the Editors: Publishing in the Journal of World Business. Journal of World Business, 50(2), 251-255. Ahlstrom, D., Bruton, G. D. & Zhao, L. (2013). Turning good research into good publications. Nankai Business Review International, 4(2), 92-106. Ahlstrom, D., Chen, S.-j., & Yeh, K. S. (2010). Managing in ethnic Chinese communities: Culture, institutions, and context. Asia Pacific Journal of Management, 27(3), 341–354. Ahlstrom, D. & Ding, Z. (2014). Entrepreneurship in China: An overview. International Small Business Journal, 32(6), 610-618. Ahlstrom, D., Lamond, D. & Ding, Z. (2009). Re-examining some management lessons from military history. Asia Pacific Journal of Management, 26(4), 617-642. Ahlstrom, D., Young, M. N., Chan, E. S., & Bruton, G. D. (2004). Facing constraints to growth? Overseas Chinese entrepreneurs and traditional business practices in East Asia. Asia Pacific Journal of Management, 21(3), 263–285. Ashkanasy, N. M. & Humphrey, R. H. (2011). Current emotion research in organizational behavior. Emotion Review, 3(2), 214-224. 115   A Journal of the Academy of Business and Retail Management (ABRM)    www.ijhem.abrmr.com International Journal of Higher Education Management (IJHEM) Vol. 2  Number 1    August 2015 Aveyard, H. (2010). Doing a literature review in health and social care: A practical guide. Maidenhead, UK: Open University Press. Bartunek, J. M. & Rynes, S. L. (2010). The construction and contributions of implications for practice: What’s in them and what might they offer? Academy of Management Learning & Education, 9(1), 100–117. Bartunek, J. M., Rynes, S. L. & Ireland, R. D. (2006). What makes management research interesting, and why does it matter? Academy of Management Journal, 49(1), 9-15. Baruch, Y., Konrad, A. M., Aguinis, H. & Starbuck, W. H. (Eds.) (2008). Opening the black box of editorship. 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