Boost the utilization of your HCL environment by reevaluating use cases and f...
Knowledge Entrepreneurship as Mindset of Leaders in Education
1. Knowledge Entrepreneurship: A Mindset for Leaders in Education Best Practices in internet based Innovation Based on PhD Research: Knowledge Entrepreneurship in Universities : Practice and Strategy in the case of internet based innovation appropriation. Max Senges
8. Knowledge Performance Org. Learning Innovation Knowledge Entrepreneurship The Missing Link 10.12.2007 Max Senges /30
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10. Workers (Human capital) Researchers (Human capital) Research results (Knowledge capital) business politics public Education Research Dissemination 3 Missions of the University
15. Cross - Case Analysis 10.12.2007 Max Senges /30 11,83% 136 1,36% 144 1,76% 305 IT % of the whole - € per Student 46 741 145 1148 292 301 718 10 625 350 000 000 10 294 135 247 000 17 339 Budget - per student 1:26 1.11 1:63 1:13 Prof/Student ratio 5% 16% 32 % Foreign Students 40 707 27 510 34 000 7800 Students 1995 1970 1948 1895 Foundation Distance Education Technical General (Area Studies) Research & Elite –Social Sciences Type UOC UPC FU LSE
16. Phenomenological Action Research Thesis as Unit of Analysis Action Research = participation & reflection Phenomenological = eclectic observation of phenomenon Validation through expert feedback & deliberation 10.12.2007 Max Senges /30
21. - Existentialism internal locus of control - Axiology value priorities entrepreneuring - Pragmatism entrepreneurial practice - Ethics co-think, differentiation What enables an entrepreneurial mindset? 10.12.2007 Max Senges /30
25. Originating Theory Knowledge Entrepreneurship Org. Learning Culture Leadership Environmental Awareness Vision & Strategy Communication New Project Support Risk Tolerance Innovation Organizational Setting
26. Interpretative Framework Rival Explanation Economic Context Physical location Political instability University Setting History Setting Members Location Type Specialization Business Model Finance IT Setting History IT infrastructure Internet Use e-learning e-research website & intranet Research Results Education Results 3. Mission Knowledge Entrepreneurship Communication Environmental Awareness Risk Tolerance Vision & Planning New Project Support Condition Organisational Learning Governance Structure Culture (Practice)
27. Case Studies 4 very heterogeneous cases 4 languages 93 explorative interviews Stakeholder validation 10.12.2007 Max Senges /30
28. LSE – Global Player in a British climate Setting & Condition Founded by socialist entrepreneur, now “death of idealism” luxury “we decide to change”; trendsetter; niched Research strength Reputation (+ Enterprise LSE) --> foreign “cash cows” Inclusive strategy development & implementation practices (documents as conversations) Innovation Integration Strategy informed specialist selection for opportunity provision “ offer has to be convincing” 10.12.2007 Max Senges /30
29. FU Berlin - Academic Freedom, State Dependency, and the Struggle for Excellence Setting & Condition Is managing a ~50% cut of state support “ State of emergency” administrating the change excellence initiative vision Internal locus of control but external teleology Decentralized collective; effective but authoritative leadership Innovation Integration External funding opportunities for internal opportunity creation 10.12.2007 Max Senges /30
30. UPC -Technocratic Knowledge Manufacturer Setting & Condition Delivers vocational training Well developed tech-trans & spin-offs (weak environment) Very democratic governance, De-central with planned strategy process Indicator culture No IT leadership Innovation Integration Strategy informed multi-stakeholder mesh IT outsourced to spin-off; FIB in-house champion (role model effect) Strong library services (SWOT, initiator) 10.12.2007 Max Senges /30
31. UOC – A Sleeping Innovator Setting & Condition Charismatic veteran who created a slick university machine with (economic) entrepreneurial experiments Rector centered, little transparent --> behind the scenes politics New team since 2006 (epochal upheaval awaited) Business Model: Scalability Innovation Integration Very innovative start business as usual, tamed (toothless) technology “ Integrator not innovator”, Serendipidy, outsource & bricolage 10.12.2007 Max Senges /30
Notes de l'éditeur
Central Theme:: Where :: What // Focus Verify you of the scientific validity and usefulness of KE by Explaining how the concept and its phenomena have been identified in the strategy and practice of the four universities in the phenomenological action research