University Research Management: Developing Research in New InstitutionsOECD Publishing, 2005 M10 12 - 211 pages It is widely accepted that higher education in the 21st century across the OECD is operating in a changed and challenging environment. The last decades have witnessed an explosion around the world in the number and type of higher education providers. New higher education institutions (HEIs) have been established under the auspices of both public and private benefactors to meet broad socio-economic and political objectives. This is in contrast to older universities, which had primarily served as the breeding ground for the elite. However, new HEIs are facing many challenges associated with their status. As higher education systems, nationally and internationally, become more competitive, barriers to entry are also rising. Governments are asking how higher education can be restructured to be a more efficient economic driver. Students and their parents are also making more demands. Defining research and measuring its output has become a somewhat controversial issue, as questions are being asked about which institutions should do research and what kind of research they should do. How are higher education institutions responding to these challenges and trying to shape their future? Given the increasing competitiveness and greater geo-political significance of higher education and research, and the under-developed profile of many new HEIs, this study seeks to examine the processes and strategies being devised by new HEIs to grow research. By focusing on new HEIs, this book provides a unique profile of the experiences of a group of institutions that has hitherto been unidentified and unexplored. It analyses results drawn from an in-depth study of twenty-five HEIs from across sixteen countries: Australia, Belgium, Canada, Czech Republic, Denmark, Finland, Greece, Hong Kong China, Hungary, Ireland, Japan, New Zealand, Portugal, Spain, Sweden, United Kingdom. |
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... strong correlation between the two , which enables governments to influence both the direction and content of institutional priorities and strategies . Figures 4.2 and 4.3 illustrate how new HEIs translate these concepts into ...
... strong link with industry ( regional and national ) ; knowledge transfer activities with commercialisation opportunities : returns to drug suppliers , primary producers and a variety of retail market consumers . Collaborative ...
... strong research culture in all departments ) . " " The strongest support [ has come ] from the Vice - Chancellor over the last 15 years , who has made research a priority . ” The role of the Board and the local / regional political ...
Contents
Executive Summary | 11 |
Introduction | 17 |
New Higher Education Institutions | 29 |
Copyright | |
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