This paper aims to outline campus management process dynamics that are affected by glocalization, changing funding structures and digitalization, and answer: How do glocalization, changing funding structures and digitalization challenge university campus management? and What implications do the challenges have on campus management processes?
Literature overview discusses how glocalization, changing funding structures and digitalization affect campus management. Empirical part explores how these forces affect management processes through 36 interviews on multiple embedded cases in the main campuses of Aalto University in Finland and the University of Melbourne in Australia.
Major challenges include future foresight, institutional sharing, economical paucity and functional flexibility. Heterogeneous user behaviors challenge absolute spatial measures as bases for designing learning and working environments. Finding a balance between long-haul portfolio maintenance for the university and future users and short-haul flexible pilots for the current user communities is crucial.
The results derive from interviews of 36 campus management professionals from two campus management organizations limiting the validity and the reliability of the study. Further studies should be conducted by replicating the study in another context, by interviewing end users and clients and by investigating case investments and impacts over time.
Campus managers can answer the challenges through practical applications such as big data collection and sharing in physical environments, integrated service provision to thematic communities, cross-pollination of user communities and open access to information and infrastructure services.
This paper provides insights and tools to strategic alignment by comparing campus management of two fundamentally different systems in the context of higher education and on-going digitalization.
Rytkönen, E., Heywood, C. and Nenonen, S. (2017), "Campus management process dynamics – Finnish and Australian practices", Journal of Corporate Real Estate, Vol. 19 No. 2, pp. 80-94. https://doi.org/10.1108/JCRE-02-2016-0007
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