The aim of the research is to prove that nowadays the role of higher education, its impact on “territorial capital” and the factors of their competitiveness measurement have changed. Competitiveness should no longer be measured only in terms of rankings between higher education institutions, but also in terms of their role in territorial capital. Examining the extension of a competitiveness measurement model developed for small and medium-sized enterprises to the field of higher education can be exciting because the competitive situation between higher education institutions is strengthening, and its aspects are not limited to winning tender funds and the competition for students. The subject of this study is the Central European higher education in general and the Hungarian higher education specifically. Higher education as it appears in regional strategic documents, and the regional, third mission role of higher education institutions appearing in their strategic documents. In terms of methodology: the first part of the paper is based on document and content analysis. In the second part of the paper, institutional characteristics that may influence competitiveness are identified in the case of a Hungarian higher education institution with SME characteristics. The research concludes that the impact on territorial capital, together with the traditional characteristics of higher education and its third missionary role, may constitute the competitiveness of a given institution. If the impact of higher education institutions on location could be measured uniformly, competition between institutions would be more transparent and the role of the region would be strengthened.

This article analyzes the modes of organizing the political realm of society in Aceh, especially after the signing of the Helsinki MoU in 2005 by representatives of the Indonesian government and GAM as the two parties most interested in the social organization of Acehnese society. The post-conflict social and political phenomenon in Aceh is the fragmentation between democratic and customary institutions that can be directly observed by the public through their competition in local government elections. Former GAM leaders have chosen to revive Majelis Wali Nanggroe and Gampong as customary and cultural institutions to help the government organize the lives of Acehnese people post-conflict. This paper contends that the various relationships and networks of relationships present in institutional formations are understood and explained through the different rules and frameworks that define and regulate them. Data sources were collected through in-depth interviews with several key informants, such as former GAM members, DPRA members, university rectors, local Aceh mass media editors, and socio-political observers, field observations for eighteen days (5–22 August 2018), and literature studies. This qualitative research uses a new institutionalism approach that focuses on the dynamics of the social structure of Acehnese society, which was largely controlled by GAM before the Helsinki MoU and began to loosen after the elections and even formed fragmentation among former combatants in the struggle for leadership in local government institutions. This article finds that GAM elite divisions and conflicts after the conflict for official government positions occurred due to the absence of imagination of modes of organizing society that was able to connect structurally and functionally formal and informal institutions. Pragmatically, GAM leaders and negotiators tend to maintain identity politics as a resistance movement against the central government and at the same time, they continue to run governance in a special autonomy model that gives them a lot of constitutional, institutional and symbolic freedom.

Institutions of higher learning are crucial to sustainability. They play a crucial role in preparing the next generation of leaders who will successfully execute the Sustainable Development Goals of the United Nation. This research therefore intends to present a preliminary conceptual approach in examining how industrial revolution 4.0 (I.R. 4.0) technologies, and lean practices affect sustainability in South Africa’s Higher Education Institutions (HEIs). The study shall employ survey questionnaire to collect data from the employees of the institutions. This preliminary study reveals that hybrid IR 4.0 technologies and lean practices as enablers of sustainability has not gained enough attention in the HEIs. Existing literature show the important role plays by performance variance of lean practices to improve sustainable performance when deployed from industry to education sector. The report validates the HEI’s future course, which has been incorporating new technology into its services processes recently. Using the created items, researchers may utilize empirical analysis to look into the combined effects of lean practices and IR 4.0 technologies on sustainability in HEIs. The following conclusions may be drawn: HEIs are essential for the application of sustainability principles; curriculum focused on sustainability and culture change are critical for attitude development; and the political climate and stakeholder interests impact the implementation of sustainability.

This research analyses the effects of openness, telecommunications, and institutional nexus on economic growth in African countries using a panel model with data from 16 landlocked countries from 1996 to 2021 and employing the pooled mean group estimation technique that mitigates bias from country heterogeneity and discerning short-term and long-term equilibrium dynamics and two-step system-generalized method of moments (GMM) estimation for robustness check. The empirical findings indicate that openness exerts a significantly positive effect on economic growth in the models. This supports the neoclassical model, suggesting that being landlocked should not impede economic growth, but rather, growth should depend on opportunities available to each country. However, institutions and telecommunications show a mixed correlation with economic growth. These findings can guide landlocked developing countries in enhancing their exports and fostering skill acquisition to attract advanced technology. In conclusion, policymakers should improve macroeconomic policies, telecommunications infrastructure, and institutional structure to strengthen the sustainability of economic growth in African landlocked countries.

Orientation: Rewards are integral to keeping employees happy, efficient and engaged in their work. Thus, the engagement of academic staff within higher education institutions has become a top priority for organisational productivity and competitiveness. Research purpose: This study investigated the impact of total rewards on work engagement among the academic staff at a South African higher education institution. Motivation for the study: Engagement of academic staff is vital as higher education institutions are influential in the country’s development. Literature, however, has shown that most studies on total rewards and work engagement focus on sectors such as financial institutions, the mining industry and others. However, few reports have been on total rewards and work engagement in higher education. Research design, approach and method: This study employed a cross-sectional survey design, following a quantitative approach. From a population of 100 academic staff, 74 respondents responded to a self-administered questionnaire. Main findings: The results show a positive relationship between two dimensions of total rewards (work-home integration and quality work environment) and work engagement. However, no relationship was found between base pay, benefits, performance and career management, and work engagement. From the five dimensions of total rewards, a quality work environment was the only significant predictor of work engagement. Contribution: The study provides theoretical contributions through new literature and possible recommendations. The study may guide management in developing a rewards strategy that can promote staff work engagement.