Higher education in Palestine, as in other countries, suddenly found itself in the middle of the COVID-19 pandemic. It was in March 2020 that the government declared the state of emergency and ordered educational institutions on lockdown, replacing oncampus teaching with online teaching. Within almost two weeks, all universities started teaching…

The paper revisits the outbreak of COVID-19 in Italy and particularly in Lombardy region, the first and initially most severely affected area among western countries. First, we provide an overview of the impact of the pandemic in the country and in the region, mentioning the turning points and the main effects on the national and local economy.…

Over the past two decades, suicide rates have been increasing steadily in the United States (Hedeggaard, et al. 2018), which has led to many higher education institutions exploring ways to prevent, intervene, and respond to student suicides. While prevention and intervention are vital components to addressing suicides on college campuses,…

In this contribution to the Special Issue of Studies in Higher Education, I describe developments during the COVID-19 pandemic in Dutch higher education along three lines. First, the context is outlined in chronological order. It concerns the evolution of the pandemic in the Netherlands, complemented by the general situation at my own university…

The COVID-19 pandemic required educators and learners to shift to emergency remote instruction, often with little prior notice. To understand how teachers managed the transition, from April to September 2020 we surveyed nearly 1,500 instructors from 118 countries. Using cluster analysis, we have detected two readily distinguishable groups of…

College and university public relations professionals offer advice on coping with campus crises. Suggestions include responding quickly, telling the truth to the media early, trading on relationships within the campus community, capitalizing on institutional credibility with the media, remembering internal audiences, understanding legal…

The president of the University of Miami (Florida) at the time of Hurricane Andrew discusses the challenges of coping with widespread campus destruction and the resulting organizational crisis, and offers guidelines for responding rapidly and effectively to the needs and concerns of various constituents. (MSE)

The president of California State University, Northridge, at the time of the 1994 earthquake reflects on the decisions she made following the disaster, concluding that leadership in such a crisis is dependent on an individual's value system and that leadership is seen in performance, not position. Specific examples are discussed, including…