DEVELOPMENT AND INNOVATION MANAGEMENT ON HIGHER EDUCATION INSTITUTIONS
DOI:
https://doi.org/10.46827/ejsss.v0i0.4Nøgleord:
innovation management, higher education institutions, curriculum enhancement, knowledge societyResumé
The ability to innovate is considered as a major competitive advantage in organizations, enhancing their effectiveness, productivity, and thus their potential for long term sustainability. The concept has been strongly identified with manufacturing, where innovations concern products and artifacts, while in other sectors, like education, have by contrast, been seen as a "foot-dragger". However, the rapid expansion of the other sectors in modern economies and the increasing "servicisation" of many, previously pure, manufacturing industries have shifted the focus of attention to new forms of behavior and activities, expressed as service innovations. Third level institutions play the main part in increasing technical expertise and knowledge of graduates who will contribute at the development of the future enterprises and organizations. Due to globalization reasons, technological innovation, the arrival of the Information Age and other influences, theoretical and practical requirements for undergraduate and postgraduate students are constantly evolving. This obliges institutions to develop in new ways, to offer continual expansion and enhancement in their curriculum, research output and service to the business community. However, higher education is falling behind in modernization and improvement; and the break between what academia offer and what industry requires is of growing concern.
Article visualizations:
Referencer
Howells J: The nature of innovation in services. Innovation and Productivity in Services. Edited by: Pilat D. 2001, Paris: OECD, 55-79.
Greenhalgh T, Robert G, Macfarlane F, Bate P, Kyriakidou O: Diffusion of innovations in service organisations: Systematic review and recommendations. The Milbank Q. 2004, 82 (4): 581-629. 10.1111/j.0887-378X.2004.00325.x.
Clark, B. 2004. Sustaining Chang in Universities: Continuities in case studies and
concepts. Open University Press.
Miles I: Services in the new industrial economy. Futures. 1994, 25: 653-672.
Braun V, Clarke V: Using thematic analysis in psychology. Qual Res Psychol. 2006, 3: 77-101. 10.1191/1478088706qp063oa.
Clark, B. 1998. Creating Entrepreneurial universities. Organizational Pathways of
Transformation, IAU Press, PERGAMON.
Lester, R. and Piore, M. 2004. Innovation - the Missing Dimension. Harvard University Press.
Chaiklin, S. 2003. The Zone of Proximal Development in Vygotsky’s analysis of learning and instruction, In A.Kozulin, B.Gindis, V.S.Ageyev, S.M.Miller (Eds.), Vygotsky’s Educational Theory in Cultural Context, Cambridge University Press, Cambridge, UK.
Shattock, M. 2003. Managing Successful Universities. Open University Press.
Tidd J, Bessant J: Managing Innovation: Integrating Technological Market and Organizational Change. 2009, Chichester: John Wiley & Sons, Ltd., 4
Boyatzis RE: Transforming Qualitative Information: Thematic Analysis and Code Development. 1998, Thousand Oaks, CA: Sage
Kari Laine, Peter van der Sijde, Matti Lähdeniemi, Jaakko Tarkkanen, Higher Education Institutions and Innovation in the knowledge society, Rectors’ Conference of Finnish Universities of Applied Sciences ARENE , 2008
John Brennan, Steve Ryan, Marina Ranga, Simon Broek,
Niccolo Durazzi, Bregtje Kamphuis, Study on innovation in higher education:
final report, Luxembourg: Publications Office of the European Union, 2014 14. Gasser Scotte & Scotte, Managing Innovation in Higher Education, World Journal of Social Sciences, Vol. 2. No. 6. September 2012 Issue. Pp. 14 – 24
