
Universities in Change
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Universities find themselves in dynamic change. They are confronted with growing expectations from their stakeholders, increasing international competition, and new technological challenges. Featuring insights and in-depth case studies from leading researchers and university decision makers from around the world, this book argues that institutions of higher education, in order to be successful, have to actively reflect on circumstances, visions, and strategies to master the future.
Drawing from their experiences across a diverse array of institutions in Europe, Asia, and the Americas, the authors explore the pressures on today's universities and the opportunities for excelling in the contest for resources. They discuss operational issues, such as strategic management, IT governance, leadership development, and entrepreneurial culture, and broader concerns, such as the roles and responsibilities of universities in promoting technology transfer and economic and social development. The result is a resource that not only reveals and analyzes universities from an organizational perspective, but presents best practice models and concrete inspiration for management and policymaking.
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Persons
Prof. Dr. Andreas Altmann is Rector of MCI Management Center Innsbruck. He studied Business Administration and Economics at the Universitíes of Linz and Innsbruck. There he received his Master's Degree in 1989. After receiving his post-graduate Diploma in International Affairs at the Johns Hopkins University in Bologna (School of Advanced International Studies) in 1992, he concluded his Doctoral Studies at the University of Innsbruck in 1993. Andreas Altmann worked as a post-doc researcher first at the Department of Finance and later on at the Department of Strategic Management at the University of Innsbruck. At both institutions he was engaged as a member of the task force MCI Management Center Innsbruck. He became its Founding Director in 1995 and has lead MCI Management Center Innsbruck to an internationally acknowledged "Entrepreneurial School®", a highly ranked academic institution with meanwhile 3,000 students, 800 faculty members, 200 partner universities as well as numeroussuccessful alumni around the world. Andreas Altmann is successfully engaged in teaching, research and management in numerous academic institutions.
Content
- Intro
- Universities in Change
- Series Foreword
- Contents
- Contributors
- 1 Universities in Change: As a Brief Introduction
- 1.1.Embedding in the Social and Economic System
- 1.2.Strategic and Operative Issues
- 1.3.Contributing to Economics and Social Development
- Bibliography
- Part I The Entrepreneurial University
- 2 Leading the Entrepreneurial University: Meeting the Entrepreneurial DevelopmentDevelopment Needs of Higher EducationEducation Institutions
- 2.1.Introduction
- 2.2.The Entrepreneurial Environmental ChallengesChallenges and University Responses
- 2.2.1 The Massification of Higher EducationEducation
- 2.2.2 The Employability Agenda
- 2.2.3 The Student Voice
- 2.2.4 Developing Entrepreneurial SkillsSkills
- 2.2.5 The Challenge of Globalization
- 2.2.6 The Internationalization Strategies of Universities
- 2.2.7 The Global KnowledgeKnowledge Configuration
- 2.2.8 KnowledgeKnowledge Transfer and Engagement Processes
- 2.2.9 Regional and Local Engagement
- 2.2.10 University Funding, Enterprise, Autonomy, and Academic Freedom
- 2.2.11 Creating Public ValueValue
- 2.3.The Entrepreneurial Organizational Challenge
- 2.3.1 The Entrepreneurial OrganizationOrganization Concept
- 2.3.2 The OrganizationOrganization DevelopmentDevelopment ChallengesChallenges
- 2.3.3 GovernanceGovernance and the Entrepreneurial University
- 2.3.4 The Individual Academic Entrepreneur
- 2.4.The LeadershipLeadership Challenge
- 2.4.1 Summarizing the Basic ChallengesChallenges
- 2.4.2 The Entrepreneurial LeadershipLeadership Concept
- 2.4.3 BuildingBuilding Appropriately upon Existing CapacityCapacity
- 2.5.Entrepreneurial LeadershipLeadership DevelopmentDevelopment and Program Design
- 2.6.Conclusion
- Bibliography
- Part II Embedding in the Economicand Social System
- 3 Reinventing LearningLearning and ResearchResearch in the Twenty-First Century via the Academic Firm and the Entrepreneurial University
- 3.1.Introduction and Definition of Terms and Concepts
- 3.2.The Academic Firm Versus The Entrepreneurial University: Implications for PolicyPolicy and Practice
- 3.3.Brain Circulation: Wandering Students Thrive in the 'Academic Firmrsquor and 'Entrepreneurial Universityrsquor Contexts
- 3.4.Multilayered Brain Circulation: The Role of STI PartnershipsPartnerships in CapacityCapacity BuildingBuilding
- 3.5.The International EntrepreneurshipEntrepreneurship Dimension of Brain Circulation
- 3.5.1 The KnowledgeKnowledge-to-Business Achievement Team
- Bibliography
- 4 Demographic TrendsTrends and the InternationalisationInternationalisation of Higher Education: Emerging ChallengesChallenges and Prospects
- 4.1.Introduction
- 4.2.The Changing World Demographic Picture
- 4.3.Patterns of Demographic Change Within Regions of the World
- 4.4.Globalisation, Economic GrowthGrowth, Reducing Poverty and Sustainable DevelopmentDevelopment
- 4.4.1 Globalisation and the DevelopmentDevelopment of the World Economy
- 4.4.2 The Economic and Social Objectives of Governments, the World BankWorld Bank and UNESCOUNESCO
- 4.5.Internationalisation of Higher EducationEducation: The Perspective of Institutions
- 4.6.ChallengesChallenges and Prospects for Institutions of Higher EducationEducation
- 4.6.1 The Direct Effects of Demographic Change
- 4.6.2 The Educational Model
- 4.6.3 FacultyFaculty DevelopmentDevelopment
- 4.6.4 New Information and Communications Technology
- 4.7.Conclusion
- Bibliography
- 5 Global LearningLearning in American Higher EducationEducation: Strategies for Developing Global Citizens in an Era of Complex Interdependence
- 5.1.Globalization and Higher EducationEducation
- 5.2.SkillSkill Sets and CompetenciesCompetencies Needed for an Interdependent World
- 5.3.Developing Global Citizens in the Middle of the Pacific: A Case Study of Global LearningLearning at Hawai'i Pacific University
- 5.4.Lessons of Internationalization in American Higher EducationEducation
- 5.5.WeaknessesWeaknesses in Internationalization
- 5.6.StrengthsStrengths of Internationalization
- Bibliography
- 6 Universities Between Politics and Economics: AutonomyAutonomy, PerformancePerformance Agreements and Global BudgetsGlobal Budgets at Austrian Universities
- 6.1.The New Fields of AutonomyAutonomy at Austrian Universities: Goals and Results
- 6.2.Economic RationalityRationality at the Universities: Goals and Results
- 6.2.1 Economisation of Universities in UG 2002
- 6.2.2 Corporate GovernanceGovernance: Universities are not Businesses
- 6.2.3 AssessmentAssessment: Preventive Effect of the Economic RationalityRationality Threat
- 6.3.Multi-Year Global BudgetsGlobal Budgets: Goals and Results
- 6.3.1 Basic Budget
- 6.3.2 PerformancePerformance Budget
- 6.3.3 Profile Budget
- 6.4.PerformancePerformance Agreements: Goals and Results
- 6.4.1 Subject, Process and Result of the PerformancePerformance Agreement
- 6.4.2 AssessmentAssessment
- 6.5.The Importance of Political RationalityRationality for the ReformReform Process
- 6.5.1 Point of Departure and Developments
- 6.5.2 Political RationalityRationality in the Field of the Universities
- 6.5.2.1 Some Closing (Anecdotal) Examples of Political Rationality
- 6.6.Conclusion
- Bibliography
- 7 Who is Leading Whom, Where to, What for: And How? GovernanceGovernance and EmpowermentEmpowerment in the University of the Twenty-First Century
- 7.1.Introduction
- 7.2.ChallengesChallenges, Chances and Risks for the German University SystemSystem
- 7.3.A Retrospect: PerformancePerformance Through Self-EmpowermentEmpowerment
- 7.4.New Rules, More Freedom: Selected State LegislationLegislation
- 7.5.The Initative on ExcellenceExcellence as a GovernanceGovernance CompetitionCompetition
- 7.6.Where do we Stand: And Where do we Go from Here?
- Bibliography
- Additional Materials
- Part III Strategic and Operative Issues
- 8 LearningLearning From the Best: Implications From Successful Companies for Higher EducationEducation Management
- 8.1.Introduction
- 8.2.Succeeding in Changed Conditions
- 8.3.Serving Different Masters
- 8.4.University PerformancePerformance
- 8.4.1 PerformancePerformance Measurement for Higher EducationEducation
- 8.4.2 University Rankings
- 8.5.What Top Companies Do Differently
- 8.5.1 MarketMarket OrientationOrientation
- 8.5.2 Core Competences
- 8.5.3 Organizational CultureCulture
- 8.5.4 InnovationInnovation
- 8.5.5 The Role of Top Management
- 8.6.Conclusion
- Bibliography
- Additional Materials
- 9 Managing and PositioningPositioning of a Private Business School in Germany
- 9.1.Introduction to HHL: Leipzig Graduate School of ManagementHHL---Leipzig Graduate School of Management
- 9.2.The MarketMarket for Higher EducationEducation in Germany
- 9.2.1 Public and Private Institutions of Higher LearningLearning
- 9.2.2 MarketMarket Analysis: Programs and Services of Institutions of Higher LearningLearning
- 9.2.2.1 MarketMarket Analysis: The Bologna Process
- 9.3.PositioningPositioning of a Private Business School: The Example of HHL
- 9.4.PositioningPositioning and Re-Positioning the Services
- 9.4.1 Students as Life-Long Clients
- 9.4.2 Professionals as Clients
- 9.4.3 Business Companies as Clients: The HHL Open School Initiative
- 9.5.Managing a Private Business School
- 9.5.1 Managing the Process of Adaptation
- 9.5.2 Providing Guidance to FacultyFaculty and Staff
- 9.6.Conclusion
- Bibliography
- 10 Strategic Management for Growing Business Schools
- 10.1.Introduction
- 10.2.Defining a MissionMission for the Business School
- 10.2.1 Business Schools as Not-for-Profit Organizations
- 10.2.2 The Objectives-Based View: A Third Viewpoint for Strategic Management Scholars
- 10.2.3 Unifying 1,000 Different Strategies
- 10.2.4 What do AccreditationAccreditation Institutions want to see in a Business School's MissionMission Statement?
- 10.3.Some Insights from the Economic Analysis of Higher EducationEducation Organizations and Business Schools
- 10.3.1 Business Schools Educate Managers and Entrepreneurs: Not Researchers
- 10.3.2 The Need for Diversity in ScholarshipScholarship
- 10.3.3 The Case for a Differentiation StrategyStrategy
- 10.4.One-Dimensional and Multidimensional Organizational Goals and their Relation to Differentiation Strategies
- 10.4.1 Choosing Between One-Dimensional and Multidimensional Organizational Goals
- 10.4.2 Aligning the Marketing StrategyStrategy and the AssessmentAssessment CriteriaCriteria of the Business School
- 10.4.3 One-Dimensional and Multidimensional Measures of SuccessSuccess and their Relation to Differentiation Strategies
- 10.4.4 The Existing Structure of the Business School Industry as an Effective Entry Barrier
- 10.5.Improving the Transparency of the MarketMarket to Reduce Entry Barriers
- 10.5.1 Using E-learningE-learning to Improve the Transparency of the MarketMarket
- 10.5.2 Weighting Schemes of Business School Rankings are no Substitute for MarketMarket ResearchResearch
- 10.6.A Brief Examination of Competitive Forces in the Business School Industry
- 10.6.1 BargainingBargaining Power of Suppliers of InputsInputs
- 10.6.2 Substitutes
- 10.6.2.1 Self-Study as a Substitute for MBAMBA Programs
- 10.6.2.2 Different Emphasis on Self-study SkillsSkills in the US and Germany
- 10.6.2.3 Are Students' Self-Study SkillsSkills a Threat or an Opportunity?
- 10.7.The Potential of Business Schools' Country and RegionRegion Focused InternationalizationInternationalization Strategies
- 10.8.Conclusion
- Bibliography
- 11 Training Researchers in the Asia-PacificAsia-Pacific: A Regional Response to Global LeadershipLeadership in ResearchResearch
- 11.1.Introduction
- 11.2.University Rankings and the Asia-PacificAsia-Pacific RegionRegion
- 11.2.1 University ResearchResearch Rankings in JapanJapan
- 11.3.The Mobility of ResearchResearch Students
- 11.4.Recent Patterns of ResearchResearch Links and International Student Mobility in East AsiaEast Asia
- 11.4.1 East AsiaEast Asia Student Mobility Patterns
- 11.4.1.1 JapanJapan
- 11.5.Models of ResearchResearch Student Mobility and Research Linkage DevelopmentDevelopment
- 11.5.1 The Third model: The Cosmopolitan Nation State UniversityThe Cosmopolitan Nation State University
- 11.5.2 Connecting ResearchResearch Links and International Student Mobility to Community DevelopmentDevelopment in East AsiaEast Asia
- 11.6.A Framework for ResearchResearch and Research Training at APU
- 11.7.Conclusion
- Bibliography
- 12 The Rejuvenation of a Professional School in the United StatesUnited States
- 12.1.Setting the Framework: The City University of New YorkThe City University of New York (CUNY)
- 12.1.1 The City CollegeCollege of New York
- 12.1.2 The School of EducationSchool of Education
- 12.2.Understanding the Problem: The New York State Board of Regents and AccreditationAccreditation of Teachers
- 12.3.Assessing the Issues at the School of EducationSchool of Education
- 12.4.Changing the CultureCulture of the School of EducationSchool of Education
- 12.4.1 The Dean's Advisory Council
- 12.4.2 Utilizing Physical SpaceSpace to Impact FacultyFaculty Collaboration
- 12.4.3 Changes in Teacher Certification Procedures: Motivation for New CurriculumCurriculum DevelopmentDevelopment
- 12.4.4 FacultyFaculty CultureCulture: Creating the Climate for Change
- 12.4.5 The Student Body
- 12.4.6 Achieving National AccreditationAccreditation: 2003
- 12.4.7 Technology Support
- 12.4.8 International Innovations
- 12.5.Conclusion
- Bibliography
- 13 CurriculumCurriculum Change at a Japanese Private International University: The Influence of Global and Local Pressures on the 'NEW' Challenge
- 13.1.Introduction
- 13.2.Ritsumeikan Asia Pacific UniversityRitsumeikan Asia Pacific University
- 13.3.The Asia-PacificAsia Pacific University Project
- 13.4.The New Challenge
- 13.5.Multidisciplinary Approaches to Become the Norm
- 13.6.Conclusion
- Bibliography
- 14 Leading-Edge TechnologiesTechnologies and Facility for Competitive Higher Business EducationEducation
- 14.1.Introduction
- 14.1.1 The College of William and MaryThe College of William and Mary
- 14.1.1.1 HistoryHistory
- 14.1.1.2 Administration and Finances
- 14.1.1.3 Departments and Schools
- 14.2.The Mason School of BusinessThe Mason School of Business
- 14.2.1 HistoryHistory
- 14.2.2 Management SystemSystem
- 14.2.2.1 MissionMission and StrategyStrategy
- 14.2.2.2 Programs
- 14.2.2.3 CurriculumCurriculum and LearningLearning EnvironmentEnvironment
- 14.2.2.4 CultureCulture
- 14.2.2.5 CurriculumCurriculum and Program Innovations
- 14.2.2.6 Career Acceleration Modules
- 14.2.2.7 Field Consultancy Program
- 14.2.2.8 LeadershipLeadership Advantage Program
- 14.2.2.9 Executive Partners
- 14.2.2.10 Current Home of the School and SpaceSpace Deficiencies
- 14.3.Alan B. Miller Hall
- 14.3.1 Concept Evolution and Design
- 14.3.1.1 Project Organization
- 14.3.1.2 BuildingBuilding CommitteeCommittee
- 14.3.1.3 Mason School Building Task Force
- 14.3.1.4 Project Core Team
- 14.3.1.5 Architectural Program Statement
- 14.3.1.6 Activities in Developing the Program Statement
- 14.3.1.7 Design Attributes
- 14.3.1.8 Program Statement Results
- 14.3.2 Delivered Facility and Technology
- 14.3.2.1 Project Management
- 14.3.2.2 BuildingBuilding Characteristics in Support of Higher Business LearningLearning
- Overall Architectural Perspective
- Key BuildingBuilding Design Features
- Common Areas for Interaction
- Team Meeting Rooms and Conferencing
- Administrative Suites and Offices
- Classroom Design and TeachingTeaching Wall
- ResearchResearch EnvironmentEnvironment
- Special Facilities for Competitive Business EducationEducation: Financial Markets Center
- Behavioral Laboratory
- Communications Center (Laboratory)
- Business Library
- EntrepreneurshipEntrepreneurship Center
- 14.3.2.3 Information Technology
- BuildingBuilding Technology InfrastructureInfrastructure
- Classroom/Meeting Room/Conference Room Technology
- Information Technology Support
- 14.3.2.4 Sustainability
- 14.4.Conclusion: Factors leading to Project Success
- Bibliography
- 15 Leveraging Universities Through IT GovernanceGovernance
- 15.1.The Problem
- 15.2.Framework Conditions
- 15.3.The Impact Model
- 15.3.1 The Impact Model for IT GovernanceIT governance in Universities
- 15.4.Summary
- Bibliography
- 16 Achieving SuccessSuccess Through Quality: The Role of AccreditationAccreditation and Continuous ImprovementContinuous Improvement in Management EducationEducation
- 16.1.Introduction
- 16.2.Management Education in the Twentieth Century
- 16.3.Recent Environmental Changes
- 16.4.Meeting the Challenges of the New Environment
- 16.5.Measures of Quality in Management Education
- 16.6.Benefits and Costs of Accreditation
- 16.7.Future of Management Education
- 16.8.Role of the University in Management Education
- 16.9.Conclusion
- Bibliography
- 17 UniformityUniformity is No Virtue
- 17.1.Retrospect and Point of Departure
- 17.2.EvaluationEvaluation and Accreditation
- 17.3.Conclusion
- Bibliography
- Part IV Contributing to Economicand Social Development
- 18 Higher EducationEducation Institutions and Regional DevelopmentDevelopment
- 18.1.Introduction
- 18.2.Three Points of Departure: Setting the Stage
- 18.2.1 Regional Innovation SystemRegional Innovation Systems
- 18.2.2 Technological Specialization and Variety
- 18.2.3 Open InnovationInnovation
- 18.3.Two Insights: As the Analysis
- 18.4.One Bottom Line: As a Lesson for Higher EducationEducation Institutions
- Bibliography
- 19 What Type of Companies Benefits from University Spillovers?
- 19.1.Introduction
- 19.2.Theory
- 19.3.Data and Methodology
- 19.3.1 Dependent Variable
- 19.3.2 Independent Variables
- 19.3.2.1 Country and Sector Characteristics
- 19.3.2.2 InnovationInnovation and KnowledgeKnowledge
- 19.3.2.3 Internationality
- 19.3.2.4 OpennessOpenness
- 19.3.3 Method
- 19.4.Results
- 19.5.Discussion
- Bibliography
- 20 GlobalizationGlobalization, Regional Development, and the Evolving Local University Role: The Case of Vestfold, Norway
- 20.1.Introduction
- 20.2.Methodology
- 20.3.Conceptual Framework
- 20.3.1 Industrial Knowledge Development and Innovation
- 20.3.2 KnowledgeKnowledge Diffusion Infrastructures
- 20.4.University-Industry Dynamics in Context
- 20.4.1 Industrial Knowledge Development and Networking
- 20.4.2 The Repositioning of Vestfold University College
- 20.4.3 Discussion
- 20.5.Conclusion
- Acknowledgments
- Bibliography
- Index
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