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Regional networking and knowledge transfer are considered with a focus on partnerships between business and higher education institutions, conditions for successful strategic allegiances, and the consequences of networking for the higher education mission. The experiences of Utrecht University (the Netherlands) are used to illustrate how a higher education institution can anticipate new societal developments. Linear models and the interactive model for innovation are reviewed as frameworks for understanding the knowledge infrastructure. In addition to beginning with a long-term objective, strategic alliances need to have parallel strategies and must respect each other's mission. A region can either be local or crossing state or country borders. Knowledge and knowledge transfer will be a key factor in international competitiveness and higher education institutions can play an important role in national systems of innovations. A solid base is formed in regional networks due to proximity, the common home market, and the relatively uncomplicated management of the network. Participation in networks forces higher education institutions to define their focal points of research and education in a more explicit way. Networking does, however, affect the management structure of higher education institutions in that the traditional structure of faculties and departments will no longer be suitable. (Contains 13 references.) (SW)

Descriptors: College Role, Cooperative Programs, Coordination, Epistemology, Foreign Countries, Higher Education, Innovation, Institutional Mission, Institutional Research, Networks, Regional Cooperation, School Business Relationship, Technology Transfer











Autor: Rosmalen, C. M. van

Fuente: https://eric.ed.gov/?q=a&ft=on&ff1=dtySince_1992&pg=7930&id=ED387003



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