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Although research on European education policy has aptly focused on the role of supranational and intergovernmental actors, less attention has been devoted to its analysis as a policy arena in which legitimacy can be created and power can be exerted in sophisticated ways. Specifically, the role of non-state actors as agenda-setters for European education and employment policies is still unexplored. By combining a neo-Gramscian approach of political economy with Jochim and May's boundary spanning policy regimes' perspective, which captures activity across policy subsystems that seek to manage 'wicked' policy problems, this paper looks at the role of private and business actors, and specifically the European Round Table of Industrialists (ERT), in European education during the 1980s and 1990s. The findings show how this period can be considered a foundational period for the emergence of a BSPR in education and employment, and in which specific goals and directions were set out in the European education agenda more fine-tuned with employment goals and industry's needs. Moreover, the paper illustrates why private and non-state actors shape boundary policy spanning regimes at the nexus of education and employment, which in this case reflected the economic interests and preferences of European transnational companies.

Due to the popularity of sport, the need to have sport management programs that properly train practitioners is justified (Pedersen & Thibault, 2014). However, with 505 sport management bachelors programs worldwide ("Degrees in Sports," n.d.) housed in various academic units, there is little consistency within the field of study. This paper strives to explore the field of sport management and to better understand sport management faculty members' perceptions of the discipline. Grounded in Foucault's (1971) theory of discourse, total of 154 sport management faculty members worldwide participated in the study. The data revealed there is a lack of consistency within the field regarding faculty members' perceptions of sport management. This study offers a vital, first step in an empirical examination of a critical phenomenon in the sport management academy.

Purpose: Based on the sample of the European information and communications technology (ICT) companies, this paper aims to identify which strategy of knowledge generation is most beneficial for companies--internal knowledge development or absorption of knowledge external to the company through corporate acquisition or merger. Design/methodology/approach: In this study, a longitudinal analysis of European ICT companies was conducted, contrasting internal knowledge creation, in the form of patent accumulation and research and development (R&D) efforts, with external learning through merger-and-acquisition (M&A) activities to uncover the best strategies for performance maximization. Findings: Results suggest that the two knowledge generation strategies are not complementary and demonstrate only marginal impact on organizational performance. However, intriguing patterns in combining the two became apparent. It was found that patent accumulation improves learning achieved through M&A activities, while also acting as a protection against corporate takeover. At the same time, the internal knowledge generation strategy was found to have a negative impact on financial performance, with external knowledge generation demonstrating somewhat mixed results. Practical implications: This paper provides practical insights into the patterns of internal and external knowledge generation activities. The two strategies were found not to be complementary, implying that companies must carefully choose their preferences. Originality/value: This large-scale study tackles the interplay between internal and external knowledge generation strategies, which are mostly studied separately. It reveals new patterns in corporate acquisition and divestment strategies as sources of new knowledge. It also ties the knowledge paradigm to organizational performance.

During the last decades, there has been increasing interest in the role of the university as a key stakeholder and agent in innovation and regional development. In the face of new technologies, especially growing digitalisation and new societal and economic challenges, this paper proposes to reconsider the role of the university in the innovation system. More particularly, we introduce the idea of a business model for the entrepreneurial university of the future and develop nine conceptual theses. The theses are based on four elements of a business model concept: value proposition, creation, delivery and capture. With the help of the nine theses, we aim to trigger new discussions regarding policy implications for the future university in Europe.

The paper presents the processes of entrepreneurial human capital accumulation and its impact on rural business growth. Data are derived from four surveys on rural businesses in mountainous and less favoured areas in Southern Europe. Formal pathways of entrepreneurial human capital accumulation refer to education and training, while informal pathways include the cognitive processes of work and managerial experience acquisition and the non-cognitive processes of being raised within an entrepreneurial family environment and/or being raised in the area within which the business is later set-up. The studies reveal that there is a variety of processes of entrepreneurial human capital and knowledge accumulation that are case study specific. Human capital accumulation processes related to education and training or to work and managerial experience still plays the prime role in predicting successful businesses. Results indicate the need for decentralised, flexible and selective entrepreneurial human capital accumulation support programmes that take into account local idiosyncrasies and needs.

Evaluates Web sites representing businesses in 11 countries in East and Central Europe (ECE) by taking a stance of the Western business user. Findings indicate that the ECE business Web is showing a capability of survival usability, while lacking for the most part more competitive usability. (Author/AEF)