Faculty ideals and universities' third mission

Freel, Mark; Persaud, Ajax; Chamberlin, Tyler

doi:10.1016/j.techfore.2019.06.019

Cited by 18 publications

(25 citation statements)

References 74 publications

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“…The existence of disciplinary differences has been recently emphasized in empirical research on valorization (Sánchez-Barrioluengo, 2004). The effect of the disciplinary specialization of the institutions is relevant and engineers are recognized to be more active in industrial partnerships (Freel et al, 2019), while life scientists in commercialization of results since research in that field has a direct impact on technology development (Zucker & Darby, 1996;OECD, 2013;Laursen & Salter, 2004;Callaert et al, 2006). In the Italian context, Calderini et al (2009) have examined the large differences within STEM disciplines in academic patenting and Bonaccorsi et al (2013Bonaccorsi et al ( , 2014 have found that the impact of scientific outputs on the creation of new firms located close to universities is stronger in Engineering and Medicine, while it is negligible in Social Sciences and Humanities.…”

Section: Disciplinary Effectsmentioning

confidence: 99%

Quality of research as source and signal: revisiting the valorization process beyond substitution vs complementarity

et al. 2021

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In recent years, the growing interest of universities in valorization of research activities (tipically through technology transfer—patenting and licensing—and academic entrepreneurship) has generated a debate on its impact on scientific knowledge production. There have been controversies on the potentially negative effect of university research valorization on public research, in terms of quality, long term vs short term orientation, and accessibility. The debate has been traditionally framed in terms of substitution vs complementarity between public research and valorization. In this paper we argue that the key to understand the relation between public research and valorization lies in the role of research funding, particularly: (a) competitive public research funding; (b) third party commercial funding. If the funding system (both public and private) takes the value of academic research as signal of quality, then high quality researchers are able to attract extra-funds beyond ordinary endowment. In turn, these additional funds can be used as a source to organize an effective and long-term division of labor in laboratories in order to support inventions and licensing (patents) and entrepreneurial activities (spin-off companies). In this case academic quality and commercialization are strong complement and positive feedback loops are generated. This interpretation on the role of funding is strongly supported by original data from the Italian Evaluation of Research Quality VQR 2011–2014 dataset. The paper is based on a unique and novel dataset, that integrates data on valorization of research activities at individual and institutional level on all the Italian universities and microdata on research quality on 32,616 researchers in STEM disciplines.

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Section: Disciplinary Effectsmentioning

confidence: 99%

Quality of research as source and signal: revisiting the valorization process beyond substitution vs complementarity

et al. 2021

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“…They are an integral part of the successful transition not only for students but also for their families. The leaders of the orientation team will welcome the students and their families guiding them through the process of enrolling for new students (Freel et al 2019).…”

Section: University Leadership and Prestigementioning

confidence: 99%

“…Universities can be grouped according to the structure developed for teaching entrepreneurship: universities that do not offer any training in entrepreneurship; universities offering students a number of courses in entrepreneurship, innovative management, and risk management in entrepreneurship; universities with structural units that provide training in entrepreneurship and support MBA programs; universities with a comprehensive infrastructure of entrepreneurship, including business incubators, centers for supporting entrepreneurship, etc. (Freel 2019). However, without the inclusion of entrepreneurship training in their educational "menu", universities will not be able to provide a country's economy with qualified young personnel who are competent in matters of creating and running a business, or improve students' competitiveness positioning for the big players of the regional economy.…”

Section: Introductionmentioning

confidence: 99%

Linking university culture and entrepreneurship for leadership

Ilgov¹,

Grebennikov²,

Kurochkina³

2019

Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019)

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This paper focuses in the leading pathways for linking university culture and entrepreneurship for achieving a leading position in education and business. Many universities become leading hubs for start-ups and small companies that would later prosper and become the leaders of economy. Moreover, universities become the leaders in innovations and innovative ideas and approaches thanks to the scientific and research base they are capable of utilising. Our results show that in the 21 st century it is important that universities embrace the rules of the modern game that includes digitalisation, commercialisation, as well as globalisation. Thence, it is important to introduce business education to the universities as one of the key courses for the students. Moreover, it makes sense to engage in collaboration with the business sector and support commercialisation of education and research.

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“…The mission that distinguishes one organization from another and represents all the programs, activities, costs and decisions of an organization that higher education missions include both general and specialized sections. The general missions of higher education refer to education, research, social services, and technology, but the specialized missions refer to the role-playing and leadership of universities in educating innovators (Freel & et al, 2019). In fulfilling the missions of higher education, leadership has a critical role and the success of educational programs requires how it is organized and managed (Golden & et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Designing a Suitable Leadership Model to Achieve New Missions of Higher Education

Rostami

Davoudi

Kavousi

2021

Iranian Journal of Educational Sociology

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Considering the role of leadership in achieving the education missions, present research done with the aim of designing a suitable leadership model to achieve new missions of higher education. Methodology: This study in terms of purpose was applied and in terms of implementation was exploratory combined (qualitative and quantitative). The research population in the qualitative part was the higher education experts and in the quantitative part were the personnel of Islamic Azad University of Tehran province in 2018-19 academic years. The research sample in the qualitative part according to the theoretical saturation principle were estimated 13 people who were selected by purposive sampling method and in the quantitative part according to Cochran's formula were estimated 385 people who were selected by cluster random sampling method with respect to classes (number of staff in universal branches). To collected data in the qualitative part used from interview and in the quantitative part used from researcher-made questionnaire (51 items) which the its content validity was confirmed by experts and its convergent validity by average variance extracted indicator was confirmed and its reliability was obtained by Cronbach's alpha method 0.84. To analyze data were used from methods of open, axial and selective coding and exploratory factor analysis in SPSS-22 software. Findings: The findings of the qualitative part showed that suitable leadership had 79 concepts, 63 categories and 7 dimensions and new missions of higher education dad 20 concepts, 15 categories and 3 dimensions. The findings of the quantitative part showed that the suitable leadership model to achieve new missions of higher education had 51 indicators or items and 15 components. Also, a suitable leadership model to achieve new missions of higher education was designed and approved by experts. Conclusion:Based on the findings of the present study, higher education specialists and planners can design and implement programs to realization the new missions of higher education.

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Faculty ideals and universities' third mission

Cited by 18 publications

References 74 publications

Quality of research as source and signal: revisiting the valorization process beyond substitution vs complementarity

Quality of research as source and signal: revisiting the valorization process beyond substitution vs complementarity

Linking university culture and entrepreneurship for leadership

Designing a Suitable Leadership Model to Achieve New Missions of Higher Education

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