THE PRESENT CONTEXT OF EUROPEAN ACADEMIC EXCHANGE: THE CONTRIBUTION OF THE COUNCIL OF EUROPE TO EUROPEAN CO‐OPERATION IN THE DOMAIN OF HIGHER EDUCATION AND RESEARCH

This article outlines the activities of the Council of Europe in favour of inter‐university co‐operation and exchange. First, the role and tasks of the CC‐PU and then the work programme of the Council of Europe on higher education and research are examined. With regard to academic mobility and European inter‐university co‐operation, the Transfrontier Regional University Co‐operation Programme, the European Postgraduate Training Programme, and the Inter‐university Co‐operation Programme between Europe and Latin America are described. Finally, both the European Networks for Scientific and Technical Co‐operation and the Open Partial Agreement on the Prevention of, Protection Against, and Organisation of Relief in Major Natural and Technological Disasters and their constituent activities are evoked.     

The partnership between project management and organizational change: Integrating change management with change leadership

The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a project ( change control) and effecting change in the human dimensions of a project through leadership ( change leadership). This article characterizes the distinctive activities of change leadership and change control and their interrelationship throughout the project life cycle. Although distinct, change control and change leadership are interdependent and mutually supporting—both are needed to support project success.     

Cross‐national Similarities and Differences in Employee Perceptions of Issues in the Work Environment

This exploratory study examines cross‐national similarities and differences in employee perceptions of issues in the work environment in 17 organizational work settings in seven Asia‐Pacific countries; Australia, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and the United States. Employees at these 17 sites indicated their degree of agreement with statements about 60 work environment issues which previous research has shown impact performance. Resulting data were compared using coefficients of concordance as described by Gibbons (1971) at three levels of analysis. Analysis indicated that differences and similarities in responses did not reflect those one would expect to find based on previous well‐known research concerning cultural differences in those same countries (Hall, 1976; Hofstede, 1980, 2001). This suggests that relying primarily on national cultural differences is not a sufficient guide for the design of performance improvement interventions in various countries and that other context factors need to be taken into account. Possible hypotheses for future research are offered.     

Evaluation in the Design of Complex Systems

We identify literature that argues the process of creating knowledge‐based system is often imbalanced. In most knowledge‐based systems, development is often technology‐driven instead of requirement‐driven. Therefore, we argue designers must recognize that evaluation is a critical link in the application of requirement‐driven development models because it provides the information that keeps the iterative developmental process on track. In this study we took a closer look at the decision‐making in the design of a complex performance system in a non‐profit organization. The purpose was to gain insights into the roles and functions of evaluation during the process of building a performance support system. This study adopted an exploratory case study as its inquiry method. Findings suggested that effective communication is as important a function to evaluation as is decision‐making, and that the implementation of evaluation seldom follows the textbook guidelines. That is, evaluation practice is a patchwork history of the designers' knowledge and experience. Further, neither complexity nor the informality of the evaluation protocols seems to influence the quality of decision‐making.