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The purpose of this paper is to reflect on the creation of a performing arts archive website, exploring impact in relation to the marketing and promotion of opera and understanding of opera history.

The paper sets out a case study reflection in relation to a social enterprise in the arts.

The paper confirms that development of a specialist or niche website is a slow process requiring significant effort and resource. Promotion draws on a variety of activities including networking, face-to-face selling, word of mouth and use of new media.

The paper summarises participant experience of launching a hobby website in the cultural sector. Constraints such as patchiness of coverage are noted together with the need for collaboration. Finally, qualitative examples of impact are identified and discussed to indicate directions for further development and research.

A case study offering insights and potential learning points for those considering such projects or in similar positions.

The project described is unique yet addresses a research problem noted by many. The paper highlights some areas for future collaboration and research both nationally and internationally.

With a focus on Canada, but framed by similar and shared concerns emerging in the United States, this chapter examines the current status of what constitutes and defines academic freedom for academic librarians and the rights and the protections individual, professional academic librarians have with respect to the freedom of speech and expression of their views in speech and writing within and outside of their institutions. It reviews the historical background of academic freedom and librarianship in Canada, academic freedom language in collective agreements, rights legislation in Canada versus the United States as it pertains to academic librarianship, and rights statements supported by Canadian associations in the library field and associations representing members in postsecondary institutions. The implications of academic librarians using the new communication technologies and social media platforms, such as blogs and networking sites, with respect to academic freedom are examined, as well as, an overview of recent attacks on the academic freedom of academic librarians in the United States and Canada. Included in this analysis are the results of a survey of Canadian academic librarians, which examined attitudes about academic freedom, the external and internal factors which have an impact on academic freedom, and the professional use of new communication technologies and social media platforms.

As group work is becoming more common in the classroom, teamwork as an andragogical tool continues to be problematic for students in management programs. The purpose of this paper is to determine how university students perceive teamwork and to identify teamwork problems along with potential solutions.

A triangulation mixed-methods approach was used. In study 1, qualitative data were gathered from a focus group comprising nine students. In study 2, quantitative data were gathered from an online survey completed by 127 students.

The data were analyzed using content analysis and ordinary least squares regression. The results indicated that free-rider experiences and peer evaluation are two key areas in determining dissatisfaction with teamwork. Teamwork challenges may be addressed via knowledgeable team leaders who balance task and relationship styles, equitable workloads, smaller team sizes, anonymous peer evaluations and the effective use of technology.

The findings are valuable to educators at tertiary-level institutions who utilize teamwork as an andragogical tool.

This study was designed to deepen understanding of university students' dissatisfaction with teamwork in Trinidad and Tobago and provide andragogical improvements that can be implemented to enhance the students' teamwork experience.

This chapter outlines four specific challenges that graduates of higher education face as they transition from school to work in the new millennium: (1) The myth of a linear connection between studies and career options; (2) the purported gap between the skills and knowledge learned in school and the skills and knowledge needed in the workplace; (3) the challenge of preparing for multiple careers over a lifetime; (4) the need for lifelong learning. Learning how to transfer skills and knowledge across multiple contexts, and the ability for effective self-direction, are proposed as two important ways that job seekers themselves can effectively respond to these challenges. Higher education institutions are challenged to explicitly incorporate more reflection and other metacognitive practices into their curricula. They are also challenged to provide many (and varied) opportunities for students to transfer what they know and can do across multiple contexts, both in and outside of the classroom. Learners are encouraged to engage in greater self-direction of their academic and career trajectories and more fully understand how to create and find work by mobilizing their transferable skills in a variety of contexts, beyond those that are traditionally affiliated with their studies.

This purpose of this paper is to facilitate the exploration of marketing strategy in general and branding strategy in particular for a non‐profit, governmental institution.

Students are taken to 2005 when the Canadian Forces needed to increase recruitment. Canada's ageing population and the war in Afghanistan were just two of the many reasons driving an immediate focus on signing up new young Canadians. However, the task was proving more difficult than anticipated.

A particular challenge lay in that the army's brand – always conservatively constructed to reflect the more peaceful side of military life – had served to alienate many would‐be soldiers who interpreted this portrayal as patronizing and boring. However, a new campaign focused on the more militaristic realities of war might have served only to put off the families of potential recruits to whom these youths turned for advice and support. With the face of the military presented largely through its recruitment campaigns, the Canadian Forces' marketing department needed to do some introspection in order to determine how to proceed.

This case serves to highlight the importance of branding and marketing strategy in a non‐traditional setting and related prompt discussion and learning. This case is intended for classroom use only. It is not intended to demonstrate effective or ineffective handling of a business situation.