Leadership Preparation and the Career Paths of Black Principals

Leadership training and administrative experience are key components of sponsored mobility as the candidate’s participation in district- or school-sponsored training for aspiring school principals combined with the opportunity to avail of administrative experiences effectively constitute a pipeline to the principalship. The literature reveals that principals are the primary sponsor of teachers entering into the principalship pipeline. We conceptualize two of the above key areas (leadership training & administrative experience) as components of contest mobility and the other two (participation & opportunity) as components of sponsored mobility. Contest mobility encompasses academic credentialing and management experience and assumes every candidate has an equal chance and the same opportunity as any other candidate to contest for a school leadership position. These actions are not sponsored by the candidate’s district or school. In contrast, sponsored mobility encompasses the informal process used to facilitate transition to leadership for some teachers, but not for others. We use restricted data from the 2011 to 2012 Schools and Staffing Survey (SASS) to discern whether there were differences between Black and White principals’ exogenous contest mobility and endogenous sponsored mobility prior to the attainment of their principalships.

Beyond the freedom to build: Long-term outcomes of Elemental’s incremental housing in Quinta Monroy

In 2003, the Chilean architecture firm Elemental began to revisit the idea of partially completed housing harnessing the productive capacities of the informal process within a more formal framework. The Quinta Monroy project in the northern Chilean city of Iquique was the first such project and involved the in-situ replacement of an informal settlement. The desire of residents was for a middle-class house that was beyond the scope of their budget or the subsidy. The Elemental project at Quinta Monroy comprised 93 expandable houses designed in parallel buildings and organized in four courtyards aiming to promote community interaction and maintain neighbors’ affinities. This paper investigates the process of housing adaptation through self-construction twelve years after the residents received their homes in 2005. The strategy to promote resident-driven expansions has been successful as 92 out of 93 households expanded their homes. The most significant concerns focused on the deterioration of living standards due to progressive and uncontrollable extensions which might have significant impacts on the settlement development. The findings from this paper focus on the neighbors’ negotiations for housing extensions and the risk of the re-creation of precarious living environments evidencing limitations for unassisted or spontaneous incremental schemes of housing development.

The Experience of Alzheimer’s Disease as a Learning Situation

The author shows Alzheimer’s disease as a learning situation, from the andragogic perspective and in the context of experience analysis of three family carers. She describes this learning as an informal process. She also points to the dramatic aspect of accompanying the patient on their journey as an important background to this process. She emphasizes “maturation in a process” as a particular dimension of this learning which deepens the existential development of the carers. She stresses the importance of support for people suffering from Alzheimer’s disease by adult education and geragogy specialists, which enables carers to experience the disease as a process of broadening their self-awareness.

Informal repatriate knowledge transfer: a qualitative analysis of Malaysian corporate executives

PurposeThis paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.Design/methodology/approachGiven the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.FindingsThe findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.Practical implicationsThis research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.Originality/valueResearch and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

Organizational and Socio-Relational Factors Undermining Knowledge Sharing in Family SMEs

This chapter investigates if and how the knowledge sharing process between the generations involved in business succession is actually accomplished. Furthermore, this chapter addresses if the next-generation family members are (adequately) trained to develop the proper knowledge and skills for their future role as entrepreneurs. Findings suggest that, even in SMEs, the entrepreneurs and their children often perform different jobs, developing different skills, and undermining the knowledge sharing process. Moreover, the training/learning (both formal and informal) process of the next generation does not appear to help in the development of entrepreneurial skills. Finally, it is suggested that the knowledge sharing process faces major criticism when a daughter of the business family is involved.

Old Wine in New Wineskins? A Trial of Restorative Justice in a Korean Criminal Court

The concept of restorative justice emerged from efforts to find an alternative to the traditional punitive, retributive reaction to crime. The belief that face-to-face meetings are able to address the diverse needs of all involved parties has eventuated in the proposal of an informal process to discuss the aftermath of crime. One local district court in Korea was very keen to test this process and conducted a project to examine the applicability of restorative justice in Korean criminal trials. Investigating the processes and outcomes of this project, this study identifies challenges in officially adopting such a programme in Korea. In particular, this study raises questions regarding what form of justice Korean citizens truly desire.

Ilmu Sebagai Prosedur (Metode Memperoleh Pengetahuan Ilmiah)

<span><em>Knowledge always develops from the beginning until now. It is appears </em><span><em>immediately along with the process of human thinking. At fist knowledge is </em><span><em>gained by the way of informal process of thinking, not related with existing </em><span><em>methods. Then various changes have been done by fiures that appear</em><br /><span><em>after doing organized towards knowledge that found by them. In the next </em><span><em>development, human being makes knowledge as the result of thinking which </em><span><em>is defiitely scientifi and is appropriate with procedure of human thinking</em><br /><span><em>that mentioned in the rules of the syllogism think. From several methods </em><span><em>of obtaining knowledge, among of them are rasionaslime method, empiric, </em><span><em>phenomenalism, intusionalism, and scientifi method, while elements in</em><br /><span><em>the scientifi method as scientifi research among other through several </em><span><em>procedures, such as formulation of problem, proposing a hypothesis, testing </em><span><em>a hypothesis with empirical fact, and making a decision.</em><br /><span><strong>Keywords </strong><span><em>: Science, Procedure, Knowledge, and Scientifi Method.</em></span></span></span></span></span></span></span></span></span></span></span></span></span><br /><br class="Apple-interchange-newline" /></span></span>

Informal and Formal Performance Management: Both Are Needed

Dissatisfaction with performance management (PM) has had a long history. Managers and employees alike have frustrations with the system, and numerous calls for the elimination of performance appraisal have been made over the years (e.g., Scholtes, 1999). The dissatisfaction and calls for elimination have created pressure for change in the practice of PM, and I applaud the focus on feedback and coaching that Pulakos, Mueller Hanson, Arad, and Moye (2015) have proposed. Providing feedback and being actively involved in the PM process would seem to be a key part of the job of managers, yet many managers are uncomfortable addressing this central task. Focusing efforts in our field on improving the skills of managers and helping managers become effective coaches can play a key role in improving PM. The need for improvement in the informal process, however, does not mean that the formal process is not needed. Pulakos et al. have suggested streamlining the formal PM system as much as possible, with particular emphasis on the possibility of eliminating performance ratings. It is argued here that the formal PM system still serves important purposes. It is also argued that a balance between the informal and formal aspects of the PM system needs to be maintained. These two issues are addressed below.