STRATEGIC ORIENTATIONS FOR FINANCING INVESTMENT AND INNOVATION ACTIVITIES IN HIGHER EDUCATION

2016 ◽  
Author(s):  
Sergіі Zakharin ◽  
◽  
Dmitro Kovalenko ◽  
Keyword(s):  
Higher Education ◽  
Innovation Activities ◽  
Strategic Orientations

Integration of Science and Education in Universities of the Regions: Multichannel Funding and Different Organization Models

2021 ◽  
pp. 53-92
Author(s):  
Galina A. Untura ◽  
◽  
Keyword(s):  
Higher Education ◽  
Educational Process ◽  
Regional Innovation ◽  
Research And Innovation ◽  
Innovation Activities ◽  
Research Activities ◽  
Scientific Organizations ◽  
Flagship Universities ◽  
Science And Education ◽  
The University

Integration of science, higher education, innovative entrepreneurship contributes to the solution of topical problems caused by global challenges. The article shows that universities integrate scientific, educational, innovative activities both within their structural units and in cooperation with other participants in regional innovative systems. The aim is to identify the trends in multichannel funding of universities in the regions, which creates the conditions for the integration of educational and research activities, and summarize the experience of universities that have created strategic academic units (SAUs) as one of the forms of integrating science and higher education. Based on the statistical analysis of financial receipts to universities from various sources in 2015 and 2019 (form VPO_2), the trends and structure of the funding distribution by type of educational and research activities in the regions of the Russian Federation were compared. It has been revealed that educational activities dominate in universities, accounting for about 70% of all income, and research activities 12–13%. Regional cases of the universities (ITMO, NNU, TSU, NSU, SFU) were analyzed. They integrated science and education in the form of SAUs. The cases were prepared on the basis of a content analysis of roadmaps for the period 2016–2020, interviews, and other open information. The analysis has showed that the organizational model of each SAU is created on the basis of the uniqueness and competitiveness of the university’s scientific and educational specialization by mechanisms that ensure the integration of the educational process and research activities through the involvement of students, graduate students in research and innovative projects. It is concluded that the flexibility and versatility of training programs and research at the university in the SAU format is formed in cooperation with many participants in regional innovation systems, which leads to the demand for its services by enterprises in the regions of the European part of the country and Siberia. The synergy of educational, research and innovation activities is achieved within the framework of both one university and through its network interaction with other Russian and international universities, scientific organizations, and enterprises. The experience of creating SAUs can be used by regional administrations, corporations in the development of world-class scientific and educational centers within the framework of the Science national project and national research and flagship universities of the strategic academic leadership program.

Covid-19: Interdisciplinary Explorations of Impacts on Higher Education

2021 ◽  
Keyword(s):  
Higher Education ◽  
South African ◽  
Teaching And Learning ◽  
Academic Disciplines ◽  
Research And Innovation ◽  
Innovation Activities ◽  
African Higher Education ◽  
Production Knowledge ◽  
South African Higher Education ◽  
The Impact

Premised on the disruption and lessons learnt from the Covid-19 pandemic, and in meticulous response to the impact of the pandemic on higher education – especially in South Africa – this collection of chapters spotlights the effects, consequences, and ramifications of an unprecedented pandemic in the areas of knowledge production, knowledge transfer and innovation. With the pandemic, the traditional way of teaching and learning was completely upended. It is within this context that this book presents interdisciplinary perspectives that focus on what the impact of Covid-19 implies for higher education institutions. Contributors have critically reflected from within their specific academic disciplines in their attempt to proffer solutions to the disruptions brought to the South African higher education space. Academics and education leaders have particularly responded to the objective of this book by focusing on how the academia could tackle the Covid-19 motivated disruption and resuscitate teaching, research, and innovation activities in South African higher education, and the whole of Africa by extension.

scholarly journals Knowledge Spirals in Higher Education Teaching Innovation

2014 ◽  
Vol 10 (4) ◽  
pp. 16-37 ◽  
Author(s):  
Ángel Fidalgo-Blanco ◽  
María Luisa Sein-Echaluce ◽  
Francisco J. García-Peñalvo
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Management System ◽  
System Development ◽  
Educational Innovation ◽  
Knowledge Management System ◽  
Teaching Innovation ◽  
Innovation Activities ◽  
Organisational Knowledge ◽  
Individual Knowledge

A R&I&i process for a knowledge management system development is presented. It transforms different institutions experiences into organisational knowledge applicable to an entire sector, the higher education one specifically. The knowledge management system allows classifying, organising, distributing and facilitating the application of the knowledge generated by the faculty. A study, with more than 1000 system users, reflects that the system helps to the faculty in the way they perform educational innovation activities. The supported model integrates both Nonaka's epistemological and ontological spirals. This allows defining ontologies and used them in order to transform the individual knowledge into organisational one. The knowledge management system encapsulates complex logic expressions and ontologies management, making easy for the users obtaining successful results that may organise in their own way, becoming a powerful knowledge management process that combines epistemological and ontological knowledge spirals to convert individual experiences in educational innovation into organisational knowledge in the higher education sector.

Adopting Balance Score Card in Higher Education

2015 ◽  
Vol 6 (2) ◽  
pp. 1-11 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Higher Education ◽  
Vital Role ◽  
Educational Institutions ◽  
Academic Excellence ◽  
Global Trends ◽  
Innovation Activities ◽  
Balance Score Card ◽  
Score Card ◽  
Future Growth

Education enhances knowledge base of the nation. It plays a vital role in development. Emerging global trends, new economic challenges and rapid growth of information technology has enlarged the focus on education making analyzing and assessing simultaneously several areas of performance essential and crucial. If Balance Score Card used by organizations to achieve excellence, is adopted in higher education by universities and higher educational institutions academic excellence could be attained. In addition, it can help them to utilize intangible assets more efficiently, ensure future growth and link long-term strategic planning to short-term, tactical actions. Adopting it would also provide a strong linkage between financial and operational measures, internal processes improvement and innovation activities. Thus, through in-depth literature review and grounded theory the aim of this paper is to give an overview of Balance Score Card, discuss its adoption in higher education by universities and higher education institutions.

scholarly journals Funding Social Innovation in Canada: A Conversation with Stephen Huddart and Chad Lubelsky of the McConnell Foundation

2019 ◽  
Vol 4 (2) ◽  
pp. 107-116
Author(s):  
David Peacock ◽  
Stephen Huddart ◽  
Chad Lubelsky
Keyword(s):  
Higher Education ◽  
Service Learning ◽  
Postsecondary Education ◽  
Social Innovation ◽  
Social Infrastructure ◽  
Community Service Learning ◽  
Campus Engagement ◽  
Innovation Activities ◽  
Canadian Higher Education ◽  
Higher Education And Society

Co-editor of this issue David Peacock interviews Stephen Huddart (President and CEO) and Chad Lubelsky (Program Director) of the McConnell Foundation, a historic supporter of postsecondary education across Canada. McConnell’s investments in community service-learning, social entrepreneurial and innovation activities and social infrastructure programs and dialogues have made them a significant partner for many Canadian higher education institutions. Yet not all community-campus engagement scholars and practitioners, and Engaged Scholar readers, may have heard McConnell articulate for itself its aims and goals for Canadian higher education and society. This interview canvasses the scope of McConnell’s work and interests in community-campus engagement, and sheds light on the actions of an influential private actor in the postsecondary sector.  

Strengthening social innovation in higher education institutes – an organizational change process involving staff and students

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Judith Prantl ◽  
Susanne Freund ◽  
Elisabeth Kals
Keyword(s):  
Higher Education ◽  
Organizational Change ◽  
Change Process ◽  
Social Innovation ◽  
Academic Staff ◽  
Administrative Staff ◽  
Third Mission ◽  
Cultural Changes ◽  
Content Type ◽  
Innovation Activities

Purpose In recent decades, higher education institutes (HEIs) have come under pressure to cooperate with society as a whole. This shift towards an increased focus on third mission and social innovation activities implies a substantial organizational change process for many HEIs, as they need to initiate both structural and cultural changes. This paper provides guidance for such change processes by examining the views and attitudes of academic and administrative staff, as well as students within the HEIs over a period in which the HEIs increase their focus on social innovation. Design/methodology/approach The study uses a longitudinal quantitative approach consisting of a survey of administrative and academic staff, as well as students at two German HEIs. The authors studied members’ attitudes towards third mission and social innovation activities (N = 3470). Findings Results suggest that the university members’ attitudes towards third mission and social innovation are positive but change to some extent over time. Different aspects shape the attitudes within the three groups (administrative staff, academic staff and students). Furthermore, attitudes vary among academic employees who are involved in the process and those who are not. Practical implications The findings provide useful information for university managers and anyone aiming to promote social innovation at HEIs. Originality/value The study examines how attitudes of university members change whenever social innovation takes place at HEIs. This study includes data on the participation and empowerment of all HEI members in view of the important role that HEIs can play as supporters of social innovation.

Speed leaders and quality champions

2015 ◽  
Vol 53 (6) ◽  
pp. 1247-1267 ◽  
Author(s):  
Zongyang Leng ◽  
Zhiying Liu ◽  
Min Tan ◽  
Jiangang Pang
Keyword(s):  
Product Quality ◽  
Product Innovation ◽  
Market Entry ◽  
New Product ◽  
High Tech ◽  
Content Type ◽  
Innovation Activities ◽  
Strategic Orientations ◽  
And Performance ◽  
New Product Innovation

Purpose – The purpose of this paper is to develop a concept of an alignment between market and technology orientations (MTs) and investigates the difference in new product innovation activities and performance among the four groups of high-tech firms which are classified into four categories labeled as MT, technology orientation (TO), market orientation (MO) and conservative (CO) firms. Design/methodology/approach – Data were collected from 360 high-tech firms in China. MANOVA was used to identify whether or not new product innovation activities (i.e. timing of market entry and product quality) and performance vary across the four groups. Findings – The results indicate that the four groups of firms significantly differ with respect to new product performance and with new product innovation activities pertaining to timing of market-entry strategy and product quality. Further, the results show that first, MT firms have highest new product performance; second, TO firms are speed leaders which have first-to-market with new product; and third, MO firms are quality champions which are best for the perceived new product quality. Originality/value – This paper responds to call for synthetic studies of multiple orientations and cross-disciplinary research, especially in the areas of marketing and strategic management. This paper is the first to integrate MO and TO and examine the interactive effects of these two orientations on new product innovation. Against prior study believing the combination of strategic orientations play an important role in innovation management, the findings that TO firms are speed leaders and MO firms are quality champions suggest that the combination of different strategic orientations is not beneficial to all respects of new product innovation, such as timing of market-entry strategy and product quality.

Higher Education Quality and BRICS Network University Pact

2019 ◽  
Vol 6 (4) ◽  
pp. 29-41
Author(s):  
Neeta Baporikar ◽  
Shalaka Parker
Keyword(s):  
Higher Education ◽  
Academic Leadership ◽  
Education Quality ◽  
Academic Mobility ◽  
Research And Innovation ◽  
Innovation Activities ◽  
Higher Education Quality ◽  
Research Problems ◽  
Education Needs ◽  
Institutional Mechanism

Education is a universal tool, which empowers and sets the progressive tenor for future humankind and globe. In view of this, BRICS Network University (NU) has created a co-operative institutional mechanism wherein 12 universities of five nations will engage typically for designing educational programs, initiating research and innovation activities, and planning the academic mobility of faculty, staff, and students. Paralleled, there is also an acute need for BRICS NU to build, nurture, and sustain academic leadership in its universities to enable the expansion of its gamut to address the global opportunities and challenges in higher education. Adopting a qualitative case-based approach this paper seeks to understand how academic leadership will boost the higher education quality through the BRICS NU pact. It also deliberates on the need for conscious responsiveness to the ever-changing nature of higher education, needs to collaborate and engage globally, imbibe the global opportunities and convert the global challenges into research problems and academic programmes.

Scientific and technical activities of higher educational institutions to ensure innovative development

2021 ◽  
pp. 45-53
Author(s):  
T. V. Pysarenko ◽  
T. K. Kvasha ◽  
O. F. Paladchenko ◽  
I. V. Molchanova
Keyword(s):  
Higher Education ◽  
Research And Development ◽  
Research Work ◽  
Innovative Development ◽  
Ministry Of Education ◽  
Scientific Institution ◽  
Public Practice ◽  
Priority Areas ◽  
Innovation Activities ◽  
Innovation And Technology

The article is devoted to the results oof the research work monitoring of higher education institutions (HEIs) and research institutions of the Ministry of Education and Science of Ukraine to ensure innovative development of society, which is a mandatory and integral part of educational activities. The research was conducted in accordance with the laws of Ukraine “On Scientific and Scientific-Technical Activity”, “On Higher Education”, “On Priority Areas of Innovation in Ukraine”. A study of the results of cooperation of the HEIs with institutions, organizations and enterprises for financing research works in the framework of monitoring the implementation of priority areas of innovation in Ukraine based on the data of the main administrators of budgetary funds on their implementation of innovation and technology transfer was carried out. The analysis and comparative assessment of the results of research work in the context of regions and strategic priorities of innovative activities are carried out. According to the results of the study, it was concluded that in 2020, compared to 2019, there was a doubling of the number of HEIs who carried out research and development to ensure innovative development and increase in 1.5 times the amount of funding both in general and for priority areas of innovation. Most HEIs took part in ensuring innovation activities according to the 1st (energy sphere — 24 HEIs) and 6th (environmental protection — 24 HEIs) and 1 scientific institution) strategic priorities. Research works of HEIs and scientific institution were carried out in 17 regions and Kyiv, of which the most active in three regions (Kharkiv, Odesa, Dnipropetrovsk) and Kyiv. According to the results of research and development, the customer received new or significantly improved materials, products, processes, devices, technologies, systems, services for direct implementation in public practice. Thus, in 2020 there was an intensification of scientific and technical activities of HEIs and scientific institution, subordinated to the Ministry of Education and Science of Ukraine, which indicates an increase in demand for innovative products based on research commissioned by the real sector of the economy to ensure innovative development.

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