Creating A Research Oriented Academic Institution: A Case Study

2019 ◽  
Author(s):  
Trilok Kumar Jain
Keyword(s):  
Academic Institution

Feasibility study of capturing carbon credit benefits in an academic institution: A case study

2009 ◽  
Vol 41 (1) ◽  
pp. 133-137 ◽  
Author(s):  
Nashib Kafle ◽  
Jyotirmay Mathur
Keyword(s):  
Feasibility Study ◽  
Academic Institution ◽  
Carbon Credit

Value add

2020 ◽  
Vol 13 (1) ◽  
pp. 131-143
Author(s):  
Sean Reid ◽  
Jason Muenzen ◽  
Rasoul Rezvanian
Keyword(s):  
Experiential Learning ◽  
Student Learning ◽  
Business School ◽  
Business Schools ◽  
Learning Experience ◽  
Learning Opportunities ◽  
Academic Institution ◽  
Content Type ◽  
Enhance Student Learning

Purpose This paper aims to provide students with a career edge, business students require more than concepts and calculations to be successful in their future career. They require professional skill sets, mentors, relationship guides and as much real industry experience as they can gather before graduation. This study sheds some light on how a small business school (SBS) in a nonprofit private academic institution (NPAI) located in an isolated rural area of the USA has been able to tap its strong alumni relationships to provide mentoring and experiential learning opportunities to students using its student-managed investment funds (SMIFs) as the vehicle. Although this study uses a small, geographically isolated institution, the authors believe that the approach taken by this particular school can be replicated by any academic institution that strives to enhance student learning experience by promoting mentorship and experiential learning. Design/methodology/approach This study starts with a brief introduction (Section 1) and a short review of literature (Section 2) to highlight the numerous benefits of alumni engagement and student mentorship. Section 2 shows institutional background on the NPAI, the SBS and the SMIF. The major part of the study starts with a discussion on the set of rules to guide in the construction of a student-alumni relationship framework that could be easily modified to the unique characteristics of the institution. Next, the role and responsibility of the investment advisory board (IAB) and its members’ engagement with students are discussed. In the last part of the study, SBS is used as a case study to show how alumni contribute to SBS and enhance students’ experiential learning by contributing as mentor, IAB member, advisors to the FMIF and career mentorship. This study concludes with a discussion on potential areas of conflict and friction for alumni involvement. Findings This study shows that SBS in a NPAI has been able to tap its strong alumni relationship to provide mentoring and experiential learning opportunities to students using its SMIF as the vehicle. The authors believe that the approach taken by this particular school can be replicated by any academic institution that strives to promote mentorship and experiential learning. Research limitations/implications This case study is focused on a SBS in a NPAI that has a strong alumni relationship and enough resources to successfully tap on its alumni. It would be interesting to learn how this approach can be used in resource-limited public institutions. Practical implications As the case study shows, any business school that values experiential learning can rely on its alumni to enhance student learning experience by properly using its alumni resources. Social implications The results of this study show that business schools’ outreach opportunities and student experiential learning experience can be enhanced and business schools’ academic qualification and ranking, which leads to improvement in student enrollment, can be improved. Overall, the major beneficiary would be the business schools’ immediate and larger community. Originality/value The authors are positive that multiple universities are properly taking advantage of using their alumni relationship.

THE FUTURE FOR MEDIATED ONLINE SEARCH SERVICES IN AN ACADEMIC INSTITUTION: A CASE STUDY

1997 ◽  
Vol 21 (5) ◽  
pp. 281-284 ◽  
Author(s):  
Stephen Hewett
Keyword(s):  
Academic Institution ◽  
Online Search ◽  
The Future

A case study on implementation of grid computing to academic institution

2010 ◽  
Author(s):  
Ahmed Mohammed Al-iesawi ◽  
Mohd Isa Mohd Samat
Keyword(s):  
Grid Computing ◽  
Academic Institution

Philanthropy, Partnerships, and Corporate Social Responsibility in Academic Libraries

2014 ◽  
pp. 284-303
Author(s):  
Safirotu Khoir ◽  
Ida Fajar Priyanto
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Academic Libraries ◽  
Academic Library ◽  
Academic Institution ◽  
New Model ◽  
The Public ◽  
Set Up ◽  
Corporate Social

Philanthropy, partnerships, and corporate social responsibility are not new forms of collaborations between businesses and the broader community. In Indonesia, these schemes have supported both individuals and institutions for more than a decade. This chapter examines a possible role to be played by institutional, corporate, and foundational partnerships in providing additional facilities, resources, and activities within an academic library in Indonesia. Using the “corners” set up in the main library at Universitas Gadjah Mada (UGM) as a case study, the chapter outlines the contributions made to a vibrant academic institution and its broader community at the regional, national, and international levels through these methods. Understanding how philanthropy, foundations, and corporate social responsibility implemented in a mutual and practical way in an academic institution contributes to a new model of support for the public sector using a partnership scheme that involves the interaction of public, private, and civil sectors.

Sustainability: A paradigmatic shift in entrepreneurship education

2013 ◽  
Vol 16 (1) ◽  
pp. 7-18 ◽  
Author(s):  
Frances M. Amatucci ◽  
Nelson Pizarro ◽  
Jay Friedlander
Keyword(s):  
Entrepreneurship Education ◽  
Academic Institution ◽  
First Century ◽  
Evolutionary Development ◽  
Sustainable Entrepreneurship ◽  
Call To Action ◽  
Paradigmatic Shift ◽  
Sustainability Principles ◽  
Business As Usual

This article proposes that sustainability represents a paradigmatic shift from traditional perspectives in entrepreneurship education. This “call to action” argues that it is imperative for entrepreneurship scholars and practitioners to add sustainability to academic curricula and consulting support activities. The evolutionary development of entrepreneurship from the traditional profit-oriented perspective to sustainable entrepreneurship is described. A case study of an academic institution, which has successfully incorporated sustainability principles into its curriculum, is provided.This article is among the first that details the importance of a paradigmatic shift because “business as usual” is no longer effective in the twenty-first century.

scholarly journals Flattening the Hierarchy Curve: Adaptive Leadership during the Covid-19 Pandemic – A Case Study in an Academic Teacher Training College

2021 ◽  
Vol 13 (1) ◽  
pp. 103
Author(s):  
Yonit Nissim ◽  
Eitan Simon
Keyword(s):  
Teacher Training ◽  
Leadership Behaviors ◽  
Adaptive Leadership ◽  
Academic Institution ◽  
College Leadership ◽  
Teacher Training College ◽  
Scant Attention ◽  
The Relationship ◽  
Academic Teacher

The Covid-19 pandemic forced institutions of higher education to adopt agile leadership behaviors. The current research aims to examine how the leadership at the Ohalo teacher training college in Israel dealt with the crisis caused by the pandemic. The research hypothesis, predicting a positive relationship between the college leadership’s decisions and lecturers’ positive evaluations regarding these decisions, was confirmed. Previous research has given scant attention to the relationship between running an academic institution and applying principles of adaptive leadership during a crisis. This article presents a case study of adaptive leadership at an academic institution during the Covid-19 pandemic. The conclusions suggest that ensuring the continued functioning of an organization during a crisis requires skills and competencies reflecting multifaceted and adaptive leadership, agility, and direct channels of reciprocal, cooperative communication. Opportunities for initiative taking should be provided, and a consistent policy must be maintained that aims to “flatten the hierarchy curve.”

Sign in / Sign up

Export Citation Format

Share Document