scholarly journals Correction to: Understanding the key processes of excellence as a prerequisite to establishing academic centres of excellence in Africa

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Abebaw Fekadu ◽  
Claire Oppenheim ◽  
Tsegahun Manyazewal ◽  
Corey Nislow ◽  
Yimtubezinash Woldeamanuel ◽  
...  

An amendment to this paper has been published and can be accessed via the original article.

2017 ◽  
Author(s):  
Kostadin Stoenchev ◽  
Basil McDonald ◽  
Sophie Dean ◽  
Natalie Canham ◽  
Fausto Palazzo ◽  
...  

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Abebaw Fekadu ◽  
Claire Oppenheim ◽  
Tsegahun Manyazewal ◽  
Corey Nislow ◽  
Yimtubezinash Woldeamanuel ◽  
...  

Abstract Background Africa’s economic transformation relies on a radical transformation of its higher education institutions. The establishment of regional higher education Centres of Excellence (CoE) across Africa through a World Bank support aims to stimulate the needed transformation in education and research. However, excellence is a vague, and often indiscriminately used concept in academic circles. More importantly, the manner in which aspiring institutions can achieve academic excellence is described inadequately. The main objective of this paper is to describe the core processes of excellence as a prerequisite to establishing academic CoE in Africa. Methods The paper relies on our collaborative discussions and real-world insight into the pursuit of academic excellence, a narrative review using Pubmed search for a contextual understanding of CoEs in Africa supplemented by a Google search for definitions of CoEs in academic contexts. Results We identified three key, synergistic processes of excellence central to institutionalizing academic CoEs: participatory leadership, knowledge management, and inter-disciplinary collaboration. (1) Participatory leadership encourages innovations to originate from the different parts of the organization, and facilitates ownership as well as a culture of excellence. (2) Centers of Excellence are future-oriented in that they are constantly seeking to achieve best practices, informed by the most up-to-date and cutting-edge research and information available. As such, the process by which centres facilitate the flow of knowledge within and outside the organization, or knowledge management, is critical to their success. (3) Such centres also rely on expertise from different disciplines and ‘engaged’ scholarship. This multidisciplinarity leads to improved research productivity and enhances the production of problem-solving innovations. Conclusion Participatory leadership, knowledge management, and inter-disciplinary collaborations are prerequisites to establishing academic CoEs in Africa. Future studies need to extend our findings to understand the processes key to productivity, competitiveness, institutionalization, and sustainability of academic CoEs in Africa.


1979 ◽  
Vol 1 (5) ◽  
pp. 285-289 ◽  
Author(s):  
Bjorn V. Tell

The developing countries arc emulating the industrialized countries when setting up information services to cater for their information needs. However, the traditional infrastruc ture of service organisations may not be the best model for supporting easy and speedy access to information. A different approach is argued, founded upon the enthusiasm with which many developing countries have taken to online systems when demonstrated there. A model for a ministerial information network is proposed as part of a "social intel ligence function" of the country. It is proposed that Unesco and UNIDO should set up regional "centres of excellence" according to this model for developing countries.


2010 ◽  

This book is the outcome of a new method of investigating the life experiences of health personnel engaged in paediatric oncology. It brings together the results of individual interviews with each member of the medical, nursing and technical staff in the Paediatric Oncology Department of the University Polyclinic of Padua and the Giannina Gaslini Institute of Genoa. The interviews, prepared using an open questionnaire format, were carried out by qualified personnel, after which the results were analysed and illustrated to the group of health care professionals involved. The two experiences, which are extremely significant in view of the distinction of the two centres of excellence involved, are compared and discussed with a view to making an interesting contribution to the debate on the delicate issues of bioethics implicated in problems connected with the end of life during the developmental stage.


2018 ◽  
Vol 93 ◽  
pp. 138-139 ◽  
Author(s):  
Ulrik Ringborg ◽  
Julio Celis ◽  
Alexander Eggermont ◽  
Anton Berns

2021 ◽  
Vol 103-B (6 Supple A) ◽  
pp. 131-136 ◽  
Author(s):  
Mackenzie A. Roof ◽  
Mohamad Sharan ◽  
David Merkow ◽  
James E. Feng ◽  
William J. Long ◽  
...  

Aims It has previously been shown that higher-volume hospitals have better outcomes following revision total knee arthroplasty (rTKA). We were unable to identify any studies which investigated the effect of surgeon volume on the outcome of rTKA. We sought to investigate whether patients of high-volume (HV) rTKA surgeons have better outcomes following this procedure compared with those of low-volume (LV) surgeons. Methods This retrospective study involved patients who underwent aseptic unilateral rTKA between January 2016 and March 2019, using the database of a large urban academic medical centre. Surgeons who performed ≥ 19 aseptic rTKAs per year during the study period were considered HV and those who performed < 19 per year were considered LV. Demographic characteristics, surgical factors, and postoperative outcomes were compared between the two groups. Results A total of 308 rTKAs were identified, 132 performed by HV surgeons and 176 by 22 LV surgeons. The LV group had a significantly greater proportion of non-smokers (59.8% vs 49.2%; p = 0.029). For all types of revision, HV surgeons had significantly shorter mean operating times by 17.75 minutes (p = 0.007). For the 169 full revisions (85 HV, 84 LV), HV surgeons had significantly shorter operating times (131.12 (SD 33.78) vs 171.65 (SD 49.88) minutes; p < 0.001), significantly lower re-revision rates (7.1% vs 19.0%; p = 0.023) and significantly fewer re-revisions (0.07 (SD 0.26) vs 0.29 (SD 0.74); p = 0.017). Conclusion Patients of HV rTKA surgeons have better outcomes following full rTKA. These findings support the development of revision teams within arthroplasty centres of excellence to offer patients the best possible outcomes following rTKA. Cite this article: Bone Joint J 2021;103-B(6 Supple A):131–136.


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