KIMEP University

About: KIMEP University is a education organization based out in Almaty, Kazakhstan. It is known for research contribution in the topics: Corporate governance & Government. The organization has 185 authors who have published 426 publications receiving 5098 citations.

Similarities, divergence, and incapacity in the Bologna Process reform implementation by the former-socialist countries: the self-defeat of state regulations

Abstract: This qualitative analysis describes the socialist legacy in the governance of higher education within the former Soviet-led member countries that entered the European Higher Education Area (EHEA) between 2001 and 2010. In joining the EHEA these countries signed on for the Bologna Process (BP), but are not members of the European Union. The analysis is based on EHEA BP Country Reports and a survey of Western academic literature and sources from the former-socialist region. It is argued that ministries of education are little engaged with academic and civic communities, in large part because policymakers underestimate the depth of the cultural and institutional changes that are necessary for educational reforms. Therefore, deep convergence of the new signatory countries to the EHEA via the BP has not occurred. Concurrently, West European measures intended to empower educational communities operate perversely in the post-socialist region, characterised by low civic and state capacities. The over-emphasis on ...

Public–Private Partnership’s Procurement Criteria: The case of managing stakeholders’ value creation in Kazakhstan

Abstract: The article presents the study of the criteria that Kazakhstan’s government used for granting a public–private partnership (PPP) contract to a private investor for construction and operation of eleven kindergartens in the city of Karaganda during 14 years. From the perspective of value creation for critical stakeholders, there was often misalignment between bidders’ views of these criteria and the perceived value for citizens and the government. The latter may significantly enhance the creation of shared values in a PPP by actively engaging stakeholders in the design of the bids’ assessment criteria.

Social Capital and Community Development: An Analysis of Two Cases from India and Bangladesh:

Abstract: This article explores the role of social capital in community development by focusing on two South Asian case studies drawn from India and Bangladesh. Both studies recognized social capital as a us...

The Google Online Marketing Challenge and Research Opportunities

Abstract: The Google Online Marketing Challenge is an ongoing collaboration between Google and academics, to give students experiential learning. The Challenge gives student teams US$200 in AdWords, Google's flagship advertising product, to develop online marketing campaigns for actual businesses. The end result is an engaging in-class exercise that provides students and professors with an exciting and pedagogically rigorous competition. Results from surveys at the end of the Challenge reveal positive appraisals from the three—students, businesses, and professors—main constituents; general agreement between students and instructors regarding learning outcomes; and a few points of difference between students and instructors. In addition to describing the Challenge and its outcomes, this article reviews the postparticipation questionnaires and subsequent datasets. The questionnaires and results are publicly available, and this article invites educators to mine the datasets, share their results, and offer suggestions for future iterations of the Challenge.

Implementing an employee career-development strategy: How to build commitment and retain employees

Abstract: Purpose – Demonstrates how to build commitment and retain employees through a career-development strategy. Design/methodology/approach – Shows how organizations often mismanage career development and how they could do better. Findings – Describes the five “Ps” of poor career development, the foundations of a career-development strategy and a number of career-development activities. Practical implications – Highlights the importance of beginning early, communicating clearly, partnering employees, facilitating internal movements and taking action frequently. Social implications – Advances the view that employee disengagement and high employee turnover are expensive and often avoidable. Originality/value – Argues that the lack of career development continues to be a major cause of employee dissatisfaction and turnover and shows how this can be avoided.