International Journal of Case Studies (ISSN Online 2305-509X)

Volume 8 , Issue 10
IMPACT FACTOR 4.428

1) Hierarchical Ranking of Universities or Differentiation Strategy: A Dilemma in the Advent of Education 5.0 in Zimbabwean
Author’s Details: *Blazio, M. Manobo¹ Moses Kufakunesu^2
1 Postgraduate Diploma in Higher and Tertiary Education Candidate-Great Zimbabwe University ²Professor in Psychology of Education, Great Zimbabwe University-Lecturer in Psychology of Education ^{1, 2}Department of Educational Foundations, P.O Box 1235, Masvingo, ZIMBABWE  *Corresponding Author: ¹Email: b.manobo@gmail.com
Abstract:
the manuscript explored the benefits of ranking universities on the basis of research output or qualifications of staff members in juxtaposition with the strategic differentiation approach in Zimbabwe. The humanistic paradigm informed the study specifically focusing on Maslow’s need theory and Rogers’ person-centred theory coupled with Porter’s focus strategy. The study followed the interpretive paradigm and it adopted the qualitative research approach. The phenomenological research design was used. The purposive sampling method was used to select a sample of 20 research participants. The researchers selected the respondents on the basis of their experience as employees in higher and tertiary faith-based institutions and allied Christian organisations. Semi-structured telephone interviews and questionnaires containing both closed and open-ended items were both used as a form of methodological triangulation to collect data during the empirical investigation. The study established that the hierarchical ranking of universities on the basis of research output is sometimes misleading since it is not entirely true to claim that lowly ranked university are not contributing much to society. The study also established that the differentiation strategy approach enables various stakeholders to acknowledge the contribution of various universities to human holistic development in their unique ways.
Keywords: Research output, differentiation strategy, niche, Education 5.0, academic excellence, holistic development.
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2) Water Treatment Processing Rubber by Bio-Filter Technology
Author’s Details: ⁽¹⁾Thi Thu Hoai Pham, PHD ⁽²⁾Thi Thu Hien Phan, PHD
⁽¹⁾⁽²⁾University of Economics – Technology for Industries-Correspondence: Thi Thu Hoai Pham, 456 Minh Khai, Hai Ba Trung, Ha Noi
Abstract:
The paper overviewed the situation of rubber production and processing in Vietnam. At the same time, it also introduces methods to treat wastewater from the process of processing rubber latex in Vietnamese rubber processing factories. Methods of treating rubber wastewater such as: mechanical methods, physical and chemical methods and finally biological methods. Biological – membrane in particular is a new way to protect the environment and develop sustainably
Keywords: Rubber, treat wastewater, Biological – membrane, chemical methods, Vietnam
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3) Academic Research in Universities in Vietnam
Author Details: Thi Minh Thu Vu, Phd. Student-Malaysia University of Science and Technology-Correspondence: Thi Minh Thu Vu, PhD. Student, Malaysia University of Science and Technology, Malaysia
Abstract:
The paper assesses the status of academic research activities in universities in Vietnam. Assessing the impact of the 4.0 industrial revolution on teaching and research activities in universities in Vietnam. Thereby, offering opportunities and challenges for Vietnamese universities.
Keywords: Academic research, university, Vietnam
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4) Literature Review: Transformational Leadership in Promoting Academic Research
Author Details: Thi Minh Thu Vu, PhD. Student
Malaysia University of Science and Technology–
Correspondence: Thi Minh Thu Vu, PhD. Student, Malaysia University of Science and Technology, Malaysia.
Abstract:
The objective of the paper is to review research on leadership style, leadership style shifting to the motivation of scientific research in universities. By summarizing the document, the article introduced the concept of leadership style, the concept of leadership transition, the characteristics of leadership transition and the influence of leadership transition. to the motivation of scientific research in universities.
Keywords: Leadership, transformational leadership, ecademic research
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5) The Impact of Organizational Complexity on Organizational Performance: A Study on Industrial Companies in Egypt
Author’s Details: ⁽¹⁾Prof. Dr. Wageeh A. Nafei- University of Sadat City, Menoufia, Egypt ⁽²⁾Prof. Dr. Abdulaziz S. Al-Angari- School of Business, Taif University, Saudi Arabia
Abstract:
The objective of the research is to examine the impact of Organizational Complexity (OC) on Organizational Performance (OP). The research population consists of all employees at the industrial companies in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research has reached a number of results, the most important of which are: (1) OC is a negative variable in many previous studies. It creates problems that hinder the completion of tasks in various organizations (2) OC makes industrial companies in Egypt unable to develop strategies and processes to adapt to environmental changes, (3) The more complex industrial companies in Egypt, the less clear information and higher ambiguity are, (4) OC is the result of a complex behavior that has an impact on the performance, (5) OC is the lack of clarity of regulations and laws, the issuance of conflicting laws, or making changes on a continuous basis not considered in a period of time, (6) OC is the behavioral attitudes of workers in the industrial companies in Egypt, which are conflicting and uncontrollable as a result of human behavior that is difficult to identify in advance, (7) Most workers in the industrial companies in Egypt suffer from lack of time in the completion of the tasks assigned to them. (8) Most of the employees in the industrial companies in Egypt do not receive sufficient rewards. This leads to a state of behavioral complexity and frustration. (9) A large number of workers in the industrial companies in Egypt makes dealing with their needs very difficult and reduces the time available to develop their skills. (10) There is a negative relationship between OC and OP in the industrial companies in Egypt. The research concluded that: (1) there should be support for the organizational performance dimensions of industrial companies in Egypt to minimize the negative impact of OC and establish training courses for workers to gain more experience. (2) Industrial companies in Egypt should be more independent to implement the decisions that are compatible with their environment. (3) There is a need to carry out future studies that seek to apply complex adaptive systems to meet the OC, which makes industrial companies in Egypt able to develop strategies and plans to overcome all obstacles, (4) Improving organizational performance has been and remains a complex problem in light of technological changes taking place in the surrounding environment. Therefore, the industrial companies in Egypt should be concerned with the subject of OC, since the current study showed that there is a fundamental relationship between OC and organizational performance. This can be achieved through the creation of databases to be easily accessible to all staff and to be continuously updated. (5) Few managers have a realistic understanding of how complexity affects industrial companies in Egypt. When managers realize that their employees face OC, they take direct steps to determine where complexity is to be addressed. (6) There is a need to pay attention to the elimination of OC through the training of workers in the industrial companies in Egypt on how to deal with OC, where these companies must have the ability to make a change to get rid of the chaotic situation it is going through.
Keywords: Organizational Performance, Industrial Companies
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6) Organizational Silence as a Reaction to Organizational MobbingA Study on Nurses in Egypt
Author’s Details:⁽¹⁾Prof. Dr. Wageeh A. Nafei- University of Sadat City, Menoufia, Egypt ⁽²⁾Prof. Dr. Abdulaziz S. Al-Angari- School of Business, Taif University, Saudi Arabia
Abstract:
The objective of the research is to examine Organizational Silence (OS) as a reaction to Organizational Mobbing (OM) of nurses at Teaching Hospitals in Egypt. The research population consists of all nurses at Teaching Hospitals in Egypt. Due to time and cost constraints, the researcher adopted a sampling method to collect data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.The research has reached a number of results, the most important of which are: (1) despite the availability of numerous regulatory studies on variables of OM and OS , the researchers did not try to examine the relationship between them. Therefore, the aim of the present study is to bridge this research gap. Therefore, the study focused on analyzing the relationship between OM and OS. Hence, the current study is one of the first field studies – within the limits of the researcher’s knowledge – that dealt with the relationship between the variables of the study, (2) the study dealt only with the OM variable to those mobbing issued by management and not mobbing issued by colleagues to each other, and (3) the results of the study resulted in a positive and significant correlation between OM and OS. This means that the more nurses feel about OM , the more motivated they are for OS. This result is due to the aggressive behavior of the superiors and the psychological suffering they cause among the nurses, leading them to silence for fear that their ideas and suggestions would be incompatible with their superiors. This leads to further mobbing of them, and this result is consistent with the findings of other studies (Elçi et al., 2014; Gul & Özcan, 2011; Hüsrevşahi, 2015), all of which indicated a positive correlation between OM and OS.The research concluded that there is a need to: (1) motivate and encourage nurses to give their opinions, ideas and suggestions through granting them financial rewards, (2) hold discussions and meetings between nurses provided that the heads raise a specific problem and then ask each nurse to give his/her opinion in the development of work, (3) notify nurses of their importance, and the importance of their opinions, ideas and suggestions to solve problems and develop working methods, (4)  impose penalty when one of the nurses complains about the mistreatment of his boss or his suffering from the mobbing caused to him, , (5) build open communication channels between the administration and nurses, so that they can contact the senior management and consult in matters relating to work, (6) work on the importance of behavioral training for administrative leaders in order to develop their behavior to deal positively with nurses, (7) hold concerts and meetings that enhance social relations between all staff, whether doctors, nurses and administrators and supports confidence among them, (8) choose future workers, whether doctors, nurses or administrators in the light of objective criteria related to the job and not according to personal considerations, and (9) ensure respect for nurses in terms of their ideas and opinions and allow them the opportunity to participate in making decisions related to work.
Keywords: Organizational Silence, Organizational Mobbing
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7)Leveraging Psychological Capital for Strategic Success a Study in the Egyptian Context
Author’s Details: ⁽¹⁾Prof. Dr. Abdulaziz S. Al-Angari- School of Business, Taif University, Saudi Arabia⁽²⁾Prof. Dr. Wageeh A. Nafei- University of Sadat City, Menoufia, Egypt
Abstract:
The overall objective of the study is to identify the role of Psychological Capital (PsyCap) in achieving Strategic Success (SS). The research community is composed of all employees in the pharmaceutical industry in Egypt. Due to the time and cost constraints, the researcher adopted the sampling method to collect the necessary data for the study. The appropriate statistical methods were used to analyze the data and test the hypotheses.
The research discovered that the dimensions of PsyCap (hope, optimism, resilience, and self-efficacy) were positively related to SS (limited strategy, effective implementation, motivational culture, horizontal organization, transformational leadership, continuous innovation). The results are consistent with research conducted by Quisenberry, 2015; Nafei, 2015; Paek et al., 2015; Avey et al., 2014; Abdelwahab, 2013; Avey, et al., 2010, and Gooty et al., 2009.
The study referred to a number of recommendations, the most important of which are: (1) managers should be careful in assigning relatively stressful tasks to those who are low on PsyCap as these individuals are more likely to report job stress, (2) managers should pay attention to building and strengthening the PsyCap of their workers, (3) managers can enhance the PsyCap in one’s organization to improve performance and competitive advantage, (4) managers can invest in PsyCap through encouraging learning among employees, (5) managers should take measures to increase employees’ identification with their organization, such as striving for a higher organizational purpose, (6) the need to focus on the four dimensions of PsyCap and use them to increase SS, (7) the need to train managers on how to develop the four dimensions of PsyCap through training courses targeting the spread of the spirit of hope and optimism among managers, and equipping them with skills to deal with different situations to ensure the achievement of positive feedback in the work environment, and (9) Pharmaceutical industry in Egypt can increase the level of PsyCap by using short training sessions of one to three hour micro interventions in which they measure PsyCap before and after the interventions.
Keywords: Leveraging, Psychological Capital
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8) The Role of Paternalistic Leadership in Reducing Deviant Behavior a Study on Menoufia University Hospitals in Egypt
Author’s Details: ⁽¹⁾Prof. Dr. Abdulaziz S. Al-Angari- School of Business, Taif University, Saudi Arabia⁽²⁾Prof. Dr. Wageeh A. Nafei- University of Sadat City, Menoufia, Egypt
Abstract:
The objective of the research is to identify the impact of Paternalistic Leadership (PL) on Deviant Behavior at Menoufia University Hospitals (MUH) in Egypt. About 344 survey questionnaires were distributed. Multiple follow-ups yielded 300 statistically usable questionnaires. Survey responses were 87%.The research discovered a number of results:(1) the dimensions of Paternalistic Leadership (benevolent leadership, moral leadership, and authoritarian leadership) play an important role in influencing the job attitudes of employees at MUH, (2) MUH suffers from the widespread phenomenon of the leader’s adherence to work-related information and not disclosing it to subordinates, (3) the leader at MUH cares about the subordinates and takes care of the amount of work they do, (4) the leader of MUH is credible and honest, but does not offer the interests of subordinates on his own reconciliation, (5) (benevolent leadership) ranked first, moral leadership came in second place, and authoritarian leadership came in third place, (6) the leader of MUH does not provide assistance to those who are absent from work or make recommendations for the development of the hospitals, (7) the leader of MUH is characterized by not participating in decision-making with subordinates and insisting on his opinion, (8) the staff of MUH suffer from the leader’s perverted behaviors that negatively affect them, and thus their performance, (9) some employees of MUH feel that they are from the same family and have more intimate relationships than work relations, and (10) the leader interest employees at MUH and his pursuit of their goals, motivates them to do more to provide the best possible for the hospitals, increase positive behaviors, and reduce deviant behaviors at the hospitals.The study referred to a number of recommendations, the most important of which are: (1)  leaders at MUH should engage subordinates in decision-making and allow them to express their opinions and suggestions, (2) leaders in MUH should follow a differentiated behavior that is appropriate to each circumstance or situation to minimize or reduce the deviant behavior, (3) exerting pressure on subordinates at MUH and dealing with them severely generates adverse side effects that affect their job performance, (4) developing a set of regulations and laws that determine the competencies and powers of managers and staff at MUH, (5) making the employees identical with MUH by adopting different means including generating a sense of being part of the hospitals, (6) leaders at MUH should do more to improve staff positive behaviors and reduce deviant behaviors, (7) providing the principle of democracy in dealing between employees at MUH, (8) leaders at MUH should put restrictions on the practice of negative behaviors by activating a strict control system as well as applying strict rules towards those who do these behaviors, (9) leaders at MUH should increase the awareness of individuals of the importance of the role they play, through the freedom to express their views and suggestions, and (10) the need to provide justice among workers, whether fair in the procedures justice as well as distributive justice and dealings justice at MUH.
Keywords: Paternalistic Leadership, Deviant Behavior
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9) Results of 70 Patients with Recessing-Resecting Muscles in Strabismus Surgery
Author Details: Duong Dieu
MD, Ph.D. Faculty of medicine, Nguyen Tat Thanh University-Ho Chi Minh City Add 300A NguyenTatThanh Street- Dist 4-HCM City, Vietnam * Corresponding author. Tel.:+84918213354 Email: duongdieumd@gmail.com
Abstract:
There are many ways to measure the angle of strabismus and many methods to calculate the amount of muscle recess-resect in a pair of opposing muscles. The Hirschberg method for measuring the kappa angle and a simple formula for calculating the amount of muscle to recess-resect for the surgical correction of strabismus in 70 patients aged 15-year-old and over with either esotropia or exotropia. Some details of surgical techniques and results are reported hereinafter ten years follow-up. 
Keywords: esotropic or exotropic strabismus, strabismus surgery, recess-resect muscle, strabismus surgery, techniques
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10) Results of 50 Cases with a New Procedure Graft By Rotated Conjunctival Flap with One U Suture
Author Details: Duong Dieu
MD, Ph.D. Faculty of medicine, Nguyen Tat Thanh University-Ho Chi Minh City Add 300A NguyenTatThanh Street- Dist 4-HCM City, Vietnam * Corresponding author. Tel.:+84918213354 Email: duongdieumd@gmail.com
Abstract:
1 Objectives: To evaluate the one-year follow-up results of 50 patients’ 50 eyes with either nasal or temporal pterygium, recurrent pterygium surgery was performed by a new technique.
2 Methods: Clinical trial on consecutively selected patients, non -randomized, self -control: before and after the intervention.
3 Diagnosis, the procedure for intervention, principal measurements

         Diagnosis Pterygium was graded as follow: Grade I: crossing the limbus; Grade II: mid-way between limbus and pupil; Grade III: reaching up to pupillary margin and Grade IV: crossing pupillary margin
         New procedure

1. Pterygium and conjunctiva anaesthesia with 2% ligdocaine .
2. The body of the pterygium is dissected 4 mm from the limbus, down to the bare sclera and pterygium is resected by avulsion. If the portion of conjunctiva pterygium is thickened, it should be cut off and haemorrhages will be managed by direct compression with a soaked lignocaine cotton applicator.
3. A rectangular sized graft by 4 x14mm is prepared
4. The conjunctiva flap is taken from the superior 12 o’clock position. This flap is resected with scissors, but the head flap 2mm width is fixed on conjunctiva in grafting.
5. This flap is rotated anti-clockwise in case of nasal pterygium or clockwise in the case of temporal pterygium. (for left eye)
6. The head of the flap is still on the conjunctiva: one side of the limbal flap inserted limbal cornea to maintain the limbus-limbus orientation and the other side is contacted with the conjunctiva.
7. The end of the flap 4mm width is sutured with one U through under the conjunctiva 8.0 silk.
8. Applying gentle pressure by a brief tamponade with a soaked ligdocain cotton applicator on the conjunctiva graft-wound for 3 minutes before the eye was bandaged for 24 hours.
9. For one week later, topical antibiotic-steroid eye drops along with topical lubricants were given.
10. This one suture will be removed 1 week later.

         Principal measurements: mm of flap and recurrence post-surgery follow-up: three months, six months, and one-year follow-up

4 Results: Patients characteristics:  Before surgery:  Means age of 50 patients Average age= 45.7± 10.15. Ratio Male/Female=29/21=1,38. Recurrence age= 38,8 is lower than average age. Grade 3= 68% vs. Grade 4 = 32%. Nasal side 80% vs. temporal side 20%. Recurrence rate 20%
Three months after surgery: There are 5 cases of the irritated eye (10%) when contacted with wind and air. They are men workers in wind and dust environment.
Six months after surgery: No case with a displacement of graft. Two cases are little red eyes (4%).
One year after surgery:  Recurrence 1 case (2%)-Pterygium growth is 2mm from the limbal cornea. He was 33 y.o. male patient, nasal side, belonged to the recurrence group in preoperation. He had the second recurrence after a 1-year follow-up.
5 Conclusions: This new procedure graft by rotated conjunctival flap with one U suture for surgical pterygium on 50 patients’ 50 eyes with either nasal pterygium or temporal pterygium and recurrent pterygium surgery after one-year follow-up has satisfying results. This new technique significantly shortens the duration of surgery, lost graft or displaced graft will be avoided. It is low cost, safe and effective in reducing early postoperative complications and patients’ discomfort. Patients with all pterygium can be applied especially in the tropical area of developing countries where the prevalence of pterygium is relatively high.
Keywords: pterygium surgery, nasal pterygium, temporal pterygium, graft with auto conjunctival flap
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