The purpose of this paper is to critique the accounting and financial orientation of Australian universities’ business model to identify the future university financial…
The purpose of this paper is to critique the accounting and financial orientation of Australian universities’ business model to identify the future university financial management and accounting role in universities’ strategic trajectory responding to COVID-19.
Informed by Habermasian perspectives on change, it uses published research into university commercialisation and media commentaries on COVID-19 impacts.
Australian universities have aggressively pursued an accounting-based private sector business model. Their revenue generating reliance on international student revenues has been undermined by the COVIS-19 crisis. Nonetheless, university management clings to their commercialised university identity and role colonised by the accounting structures. Fundamental change requires a reversal of this relationship.
Future research must observe and evaluate university strategic crisis reactions and their impacts on national and societal well-being with a view to identifying alternative futures.
Universities face decisions concerning their ongoing role in society and their future approach to balancing operational strategies and the accounting influence.
This study raises the issue of whether universities should continue being seen as an export industry supporting the national economy or as knowledge, educational and social resource for their national and regional communities.
This paper integrates research into universities over several decades into a strategic critique of their current reaction to an unprecedented global pandemic.
There is little known about investigating the importance of all proximity dimensions simultaneously as a result of geographical proximity on university-industry…
There is little known about investigating the importance of all proximity dimensions simultaneously as a result of geographical proximity on university-industry collaborative innovation. This paper aims to answer the question of how geographically proximate university and industry influence cognitive, social, organizational, institutional and cultural proximity within university-industry joint laboratories and finally, what is the outcome of these interplays on collaborative innovation.
The study uses an exploratory multiple-case study approach. The results are derived from 53 in-depth, semistructured interviews with laboratory directors and representatives from both the company and the university within 8 joint laboratories of Telecom Italia (TIM). The data collection was carried out in 2014 and 2015. The analysis follows a multi-grounded theory approach and relies on a mix of deductive and inductive reasoning with the final goal of theoretical elaboration.
This study finds the role of social and cultural proximity at the individual level as a result of geographical proximity as an enabler of collaborative innovation by triggering mutual learning, trust formation and frequent interactions. Cognitive proximity at the interface level could systematically influence collaborative innovation, while organizational and institutional proximity has marginal roles in facilitating collaborative innovation. The qualitative analysis offers a conceptual framework for proximity dimensions and collaborative innovation within university-industry joint laboratories.
The framework not only advances state-of-the-art university-industry collaboration and proximity dimension but also offers guidance for managers in designing collaborative innovation settings between university and industry.
With this study, the paper advances the understanding beyond solely the relationship between proximity and collaboration and shed light on the interplay between geographical proximity and other proximity dimensions in this context, which has received limited scholarly attention.
The economic crisis has its roots in the financial services industry, but it certainly impacted the higher education in a way that has far-reaching implications for the…
The economic crisis has its roots in the financial services industry, but it certainly impacted the higher education in a way that has far-reaching implications for the colleges and universities in the United States. With unemployment rates of 8% and above, it made it difficult for families to send their kids to colleges and as a result colleges faced decline in enrollments and pressure to cut costs. Discount rates at almost all universities with an average size of 8,000 or less went up significantly. Academic departments at various universities came under pressure to get leaner and perform better with fewer resources. In this study, we benchmark the financial performance of public universities and private universities against each other as well as against themselves over the years by using data envelopment analysis model. The study also compares universities, public and private, with less than 3,000 students and more than 3,000 students against each other as well as over a period of time. The study is important as it will help university policy makers identify their strengths and weaknesses so that they can capitalize on their strong academic programs and make changes to fix weaker academic programs.
The article is concerned with the university library's intellectual capital (IC) as a part of the university's IC. The concept of IC is analyzed as consisting of the three main components: human capital, structural capital, and relational capital. These components are described in the context of the university library. It is suggested that certain kind of professional understanding and knowledge could be used to integrate the library's IC with the university's IC. It is claimed that this integration could enhance the library's contribution to the overall performance on the university. It is seen as a very important issue to demonstrate the role the university library can play in the growth of the university's intellectual capital, performance, and outcomes at a time when public funding for the universities is diminishing.
The current state and development of education system in Belarus are considered. It includes preschool, general secondary, vocational, secondary special and higher…
The current state and development of education system in Belarus are considered. It includes preschool, general secondary, vocational, secondary special and higher education, as well as supplementary education for children and further education for adults, including nonformal education. The gross enrollment rate in secondary education (ISCED Level 2 and 3) as a share to the population at the corresponding age was 102.9% in 2015, and the enrollment rate in tertiary education (ISCED Levels 5–8) showed 93.8%. The role of universities in creating the Belarus National Innovation System is shown. The main direction of improving the activities of higher education institutions based on the “University 3.0” model is considered. The Belarussian universities actively develop their innovation infrastructure (they form their own training and research centers, research and production laboratories, centers of cooperation with enterprises, career development centers for students and startup schools). During last years 14 sectoral laboratories and 6 science technological parks were established on the basis of Belarusian universities. Belarusian universities, while determining their own development trajectory, are guided by their main mission – to promote innovation and human capital formation – for the sustainable social and economic development of the country.
The North East has five universities: Durham, Newcastle, Northumbria, Teesside and Sunderland as well as over 20 colleges. The five universities in the region employ over…
The North East has five universities: Durham, Newcastle, Northumbria, Teesside and Sunderland as well as over 20 colleges. The five universities in the region employ over 14,000 staff and generate another 15,000 jobs through their activities (Universities UK, 2014). In total their activities generate gross value added (GVA) of nearly £1.6 billion, equivalent to 3.8% of the total 2011 North East GVA (Universities UK, 2014). This is higher than in any other region of England meaning that any post-Brexit funding threat to the UK university sector represents a disproportionately greater threat to the North East economy.
This chapter looks specifically at the opportunities and threats for teaching and research of public administration and public services within the North East as a consequence of Brexit. Potential threats include the impact of any reduction in European funding (particularly research funding); reduction in the number of European students and reduction in the number of European staff working at universities in the North East. This chapter concludes by making the case for greater collaboration in teaching and research across UK and European universities. Irrespective of the final result of Brexit, pan-European research and teaching of public administration seems needed now more than ever. Northumbria University has a unique place within the North East region as a centre of expertise in public administration and public leadership.