Toward a Bidirectional and Co-Constructed Mentorship: Rethinking the Mentor and Student–Teacher Relationship

Cooperating teachers are vital in the professional development of teacher candidates. Yet, little research has been done to explore the generative and bidirectional nature of mentoring in the context of a student teaching-mentoring dyad—including the ways that teacher candidates are vital to the professional development of cooperating teachers. This case study addresses this gap by exploring the realized potential of adopting a transformative activist stance in relation to the mentoring of a preservice teacher candidate. The strategic partnering of a veteran teacher (Rick) and undergraduate teacher candidate (Daniel)—both committed to culturally sustaining pedagogies—created an opportunity to reimagine the student teaching experience in one English language arts classroom. Through collaborative reflection and artifact analysis, we examine our roles in contributing to bidirectional mentorship that stressed innovative collaboration rather than adaptation to existing power differentials.

The Dialogue of Russia and Kazakhstan on Strategic Partnering in Tourism

The paper shows problems of the economic, political, social, and cultural relations between Russia and Kazakhstan which are important for the sustainable development of both countries. In particular, it is necessary to create and develop border and inland resort areas and destinations, to introduce an integrated transport system and interstate structures to manage tourist flows as well as to regulate issues emerging in this area. All these will require significant joint efforts of specialists from various spheres. The expected results imply significant progress in the economic and social development of the border and inland regions or settlements involved in corresponding programs and projects as well as a significant increase in the level and quality of life.

From project partnering towards strategic supplier partnering

Purpose Partnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers. Design/methodology/approach The framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts. Findings Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects. Practical implications Succeeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making. Originality/value Previous research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied.

“I see the future”

Purpose The purpose of this paper is to investigate the associations between the resources of a Western Australian regional family firm exporting to Asia and innovation through the lens of the theory of innovation and the resource-based view (RBV) of the firm. Design/methodology/approach In-depth, un-structured telephone and face-to-face interviews were conducted with five members of the firm, including the co-owner. A visit to the business facilities complemented the data collection process. Findings The importance of tangible and intangible resources, such as forward thinking or investments in technologies, human capital and research is clearly illustrated; these resources positively influence innovative practices. Associations between the findings and the theoretical frameworks were identified. For instance, the imperfectly imitable and non-substitutable attributes comply with the RBV of the firm, and the hypothesised four dimensions of innovation. Importantly, the significance of strategic partnering emerges as an extension of these attributes. Originality/value This study addresses some knowledge gaps, first, contributing to the body of research on family firms’ adoption of innovation. In addition, the study contributes to the literature on regional Western Australian family firms operating internationally. This state makes a significant contribution to Australia’s economy, and its close geographic proximity to various important consumer markets highlights future opportunities for family firms in international trade. Despite such potential, research on global family firms operating in this state has been almost non-existent.

The mechanism of building competitiveness through strategic partnering

Summary The paper assumes that strategic partnering, as one of the more mature forms of inter-organisational cooperation, is also an effective method of support for strategic activities of enterprises. In the light of the above, the use of strategic partnering in processes aimed at enhancing their competitiveness was proposed. The aim of the analyses is to identify and systematise the key actions in the mechanism of building competitiveness through strategic partnering of enterprises. For its implementation, a review of literature in the field of theory of organisation, theory of cooperation and partnering as well as theory of competitiveness was carried out. Empirical research to verify the initial theoretical assumptions was also conducted. Quantitative research (surveys) and qualitative research (extended case studies) was carried out. The study was based on the research procedure modelled on forecasting methods of searching for solutions to organisational problems, i.e. on creative (lateral) thinking. As a result, the algorithm of building competitiveness through mature strategic partnering was formulated and recommendations were made as to the possibility of its practical use.