Blog: Having a career with overlapping activities in today’s multi-faceted professional music practice requires musicians to exercise many roles at the same time, roles which extend beyond their artistic skills. Musicians need to be innovative, entrepreneurial and communicative, they need to be able to create sustained partnerships, and collaborate with an eye for the contexts they relate to. They must be reflective, aware of what is needed in order to generate their work and to produce work of high quality. This includes that they recognize their individual needs for learning and development. In sum, musicians need to exercise leadership, which is, quoting David Myers: “…a very different message from the frequently unspoken subtext that if one expects to survive as a musician, he or she will necessarily piece together a potentially random group of jobs that have the cumulative effects of compromising lofty ambitions and perpetuating the view that one is undervalued” (2007: 4).
LINK
In the context of a European knowledge economy, the Dutch non-university institutions systematically develop research activities at a higher frequency than before. With this development, they have been accused of academic drift, of striving to receive a status comparable to traditional universities. This study considers the perceptions of both managers and lecturers in non-university higher education concerning the organisational aims for research activities. The intention is to add an empirical base to the debate of academic drift, especially to the potential of academic drift on the staff level. The results show a moderate indication of potential for academic drift on the staff level. In addition, managers have more positive perceptions regarding all aims for research than lecturers, but both groups prioritise that the results of research should, first and foremost, be directed towards improving the quality of education.
Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value.
The aim of the ProInCa project was to develop the sustainable innovation capacity of Kazakhstan’s Medical Universities for the modernization of nursing. The project was coordinated by JAMK University of Applied Sciences and consisted of a consortium of five Kazakhstani medical universities and four European higher education institutions. The project was co-funded by the Erasmus+ Capacity Building in the Field of Higher Education programme and supported by the Ministry of Education and Science and the Ministry of Healthcare of the Republic of Kazakhstan during 15.10.2017 – 31.01.2021.he wider objective of the ProInCa project is to develop the sustainable innovation capacity of Kazakhstan’s Medical Universities for the modernization of nursing. This wider objective is divided into four specific objectives, which are:1. Development of mechanisms for collaboration and knowledge sharing between academic national and international nursing community and society.2. To learn from best practices on implementing evidence-based nursing in nursing research, education and practice to promote the efficiency and quality of health care.3. Strengthen higher education institutes’ role in building evidence-based nursing research activities in health services to promote quality and safety of health care system.4. Promote the capacity and system of nursing leadership and management in health care transition to improve the quality of health care system
