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… Breaking down geographical barriers • Online meetings and courses can take place from various geographical locations possible [UM, ext.]. At some UM faculties, students are already meeting other students from other continents, stimulating global exchange of knowledge and development of soft skills, e.g., being sensitive to cultural differences. • Logistically, online meetings can be more cost-effective. Effective planning and collaboration • Discussion of content in online meetings can be more … or make a quiz [UM]. This can be done at an organized symposium. Streaming online with chat forums allow the possibility for students of all years, educators, and external clients to attend this symposium, allowing for further opportunities of exchange and connection. Online symposium program examples, recommended by our interviewees, include Remo. Finally, the students’ findings are judged by a jury of experts, halfway through the course, and at the end of the course [UM]. 5.2.1 Training … writing a story, composing music, paint, give a performance, or make a quiz [UM]. All student final products can be displayed and presented at a dedicated technology-en- hanced symposium. Online symposium environment provides further opportunities for exchanges and connections, such as chat functions and forums. “Remo” has been suggested to us as a well-functioning online symposium environment [UM]. • Video conferencing software can assist students to meet with industry experts easily and more …

… the teacher and students. Artificial intelligence (AI) has begun finding its own way into classrooms, schools, and the ways in which we bring school home via homework or extracurricular activities. This has led to new conversations that may have been foreign to students, teachers, and administrative staff alike twenty years ago. Conversations about learning analytics, AI in education, digital literacy, privacy, and questions of data sovereignty. This report delves into the use of AI in educational … networks in post-World War 2 Japan”.60 --- In the early days of Japan’s post-war economic recovery, it was difficult for businesses in the country to grow because so many had been devastated by war. Businesses that survived were forced to rely on foreign imports. However, when the US began selling weapons to Japan during the Korean War, Japanese companies began importing these goods from American manufacturers. In time, this led to more domestic manufacturing taking place in Japan, which …

… 2 below. What all eleven complaints had in common was that the Irish airline felt unlawfully discriminated against, either because it did not meet the eligibility criteria of an aid scheme – which it claimed to be intentionally designed to exclude foreign companies82 – or because a Member State chose to grant individual aid to one of its direct competitors instead of allocating SA to all affected airlines based on objective criteria such as market share.83 83 See, e.g., Case T-388/20, Ryanair v … which Finland consecutively grants individual aid to two or three airlines based on their individual importance to the Finnish economy. However, since ‘importance’ is such a vague criterion, this would enable Finland to actively discriminate against foreign airlines such as Ryanair, as it could simply argue that the fact that it has decided to grant individual aid to some undertakings (each of them important to the Finnish economy) does not give Ryanair the right to also demand SA. However, this …

… of equipment procured. Indirect offsets limited to the military sphere would be applied when supplier awards sub-contracts to local defence companies for other military products. Offsets may be also indirect and non-military when, for example, the foreign supplier commits himself to mobilise foreign investment in civil economy of the buying country’s economy137. The practice differs from state to state. In essence however, Member States require compensation (offsets) from non-national suppliers when they produce defence equipment abroad. …

… of equipment procured. Indirect offsets limited to the military sphere would be applied when supplier awards sub-contracts to local defence companies for other military products. Offsets may be also indirect and non-military when, for example, the foreign supplier commits himself to mobilise foreign investment in civil economy of the buying country’s economy137. The practice differs from state to state. In essence however, Member States require compensation (offsets) from non-national suppliers when they produce defence equipment abroad. …

… Proposal in Leadership Research, The Johnson A. Edosomwan Leadership Institute (University of Miami), Title: “The Times They Are a Changin’ – An Investigation of Hierarchy Through a Temporal Lens”, 2017, monetary prize: $200  German Academic Exchange Service (DAAD), Travel grant for the AOM Conference, in Atlanta, GA, 2017, 1.718 € Editor & Reviewer  Editorial Board: Journal of Organizational Behavior (2023-2026)  Ad-hoc reviewer: Journal of Applied Psychology; Journal of Organizational …

… Proposal in Leadership Research, The Johnson A. Edosomwan Leadership Institute (University of Miami), Title: “The Times They Are a Changin’ – An Investigation of Hierarchy Through a Temporal Lens”, 2017, monetary prize: $200  German Academic Exchange Service (DAAD), Travel grant for the AOM Conference, in Atlanta, GA, 2017, 1.718 € Nominated  Open Science Award 2021, Young European Research Universities Network (YERUN) Editor & Reviewer  Editorial Board: Journal of Organizational …

… on the team members’ perceptions of their team’s collaboration. The CPAT consists of eight subscales, including meaningful purpose/goals, general relationships, team leadership, general role responsibilities/autonomy, communication and information exchange, stakeholder linkages and coordination of appointments, decision-making and conflict management, and client involvement, adding up to 56 items. Additionally, the G-CPAT entails three open-ended questions referring to the team’s strengths, …

… on the team members’ perceptions of their team’s collaboration. The CPAT consists of eight subscales, including meaningful purpose/goals, general relationships, team leadership, general role responsibilities/autonomy, communication and information exchange, stakeholder linkages and coordination of appointments, decision-making and conflict management, and client involvement, adding up to 56 items. Additionally, the G-CPAT entails three open-ended questions referring to the team’s strengths, …