This article deals with strategic management issues in the higher education sector in the UK. The core idea is presented here with the argument that the principle and practice of strategic management are not only the concerns of senior management, but also an essential requirement at all levels of management of higher education. It shows that higher education institutions exist in a complex and changing environment with an increasing need for fast and effective strategic responses to external pressures. Having identified these issues, this article considers a form of strategic issues such as strategic management in higher education, three different levels of strategy and also discusses Porter’s five forces in the context of UK higher education sector. Though these issues are considered from a theoretical standpoint, they are linked to the competitive positioning and strategic management concepts being used in higher education.
Abstract:This paper explores the conceptual differences between the GICA-Justicia Project initiative and other available models, process performance guidelines, and tools. Comparison was basically carried out through a review of specialized literature, papers, and reports; semi-structured interviews and focus groups with experts in the judicial quality assurance field from different countries; and applying the author's experience as technical counterparts in the GICA-Justicia Project (co-authoring a Quality Management Standard and training/auditing during the Quality Management System deployment and accreditation stages). The paper is meant to unveil how the GICA-Justicia Quality Management Model and the GICA-Justicia Quality Management Standard, as GICA-Justicia Project by-products, combine to create an innovative process performance approach to quality assurance in judicial environments.
The use of different engineering methods and tools is a common practice to cover all stages in the systems development lifecycle, generating a very good number of system artifacts. Moreover, these artifacts are commonly encoded in different formats and can only be accessed, in most cases, through proprietary and non‐standard protocols. In this context, the OSLC (Open Services for Lifecycle Collaboration) initiative pursues the creation of public specifications (data shapes) to exchange any artifact generated during the development lifecycle. In this paper, authors extend and apply the OSLC KM (Knowledge Management) specification as a solution with a two‐folded objective: 1) representation of any kind of system artifact and 2) extension of OSLC mechanisms to support the notion of delegated operation. In this manner, it is possible to enhance the exchange of data items and to reuse existing operations within the toolchain as it is demonstrated through a case study.
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