Incorporating Knowledge Triangle in University Management System – the Case of the Higher School of Economics, Russia.
The “entrepreneurial university” model goes far beyond intensive commercialisation and the creation of spin-offs. The knowledge triangle approach allows for observing and formalising the way universities apply their autonomy and resources to develop the three missions in accordance with the main education, science, and innovation trends within the national innovation system. The chapter represents a practical case of a university in this context regarding not only its operation model, management, and strategic governance, but also a general role in macro-processes dealing with interaction between the R&D sector, industries, and higher education institutions. It discusses the role of a university leadership mandate and its impact for socio-economic development.
During the last decade, the concept of the Knowledge Triangle (KT) in the form of change processes that foster greater interaction between education, research and innovation activities has left the academic community and diffused to the higher education and research policy arena. As a result, numerous policy measures have been developed and implemented aiming at strengthening interaction between the different sides of the knowledge triangle. Similarly, structured and systematic efforts have been taken to describe and understand the important role of universities in the innovation landscape. Universities fulfil numerous missions but they also face the challenge of meeting diverging expectations by different stakeholders. Furthermore, this challenge is complicated by the fact that universities and their surrounding environments are not static but co-develop continuously. The book presents a number of case studies showing how universities react to these changing conditions. It shows examples of aligning universities to the Knowledge Triangle.
Due to the major changes in the higher educational institutions (HEIs) system Russian universities nowadays face a fierce competition on a global educational market. As far as universities aim at increasing the number of its customers and providing additional value for them, they make a shift from educational processes optimization to providing broader opportunities for conducting academic researches for both students and teachers. In this situation project management methodology becomes one of the key points in organizing the research process. The article represents methodological aspects for academic research project portfolio management in HEI to increase the research results through interactions, staff coordination and special project portfolio methods deployment. Since the methodological aspects of the project management topic are well researched yet, such aspects as project portfolio management expertise and area application specifics become of critical interest.
The book explores different approaches towards the ‘entrepreneurial university’ paradigm, explores channels and mechanism used by universities to implement the paradigm and contributes to the public discussion on the impact of commercialization on university research and knowledge. It argues that different types of university-industry interaction may have repercussions even on funding of basic research if an appropriate balance is ensured between the two. University activities – both research and education in all forms – should provide economic and social relevance directed towards open science and open innovation. This book adds value to current knowledge by presenting both a conceptual framework and case studies which describe different contexts.
Academic fundraising landscape in Russia radically changed within the past ten years with increased research funding from different sources. Most of funding for Russian universities is still provided from for-profit education, but each public university setting has been required to earn extra money through external grants, contracts, building endowments and attracting sponsors. The effectiveness of research funding contests on reducing the regional disproportion problem of Russian universities has not been clearly characterised before this study. Here we employ the dataset from the 2014-2018 research grants and tiled cartogram to illustrate the different relationship between number of researchers and number of research grants. Then analyse the data on endowments to rank universities in terms of overall income. We observe that the support from business and political elite is essential for building endowment, however the state regional universities are often more efficient in attracting research funding. In this paper we aim to provide a clear picture of the challenges and opportunities for the modern academic fundraising in Russia illustrated with five representative cases from the university practice.
During the last decades the number of universities extending their initial education and teaching missions towards the triple helix and knowledge triangle paradigms, e.g. knowledge and technology transfer and innovation has increased substantially. In line with this evolution the term ‘entrepreneurial university’ became increasingly popular however until recently there is hardly a common understanding of ‘entrepreneurial universities’. The main perception of ‘entrepreneurial universities’ rests with a visible and measurable contribution of universities to innovation and entrepreneurship in a broader sense. Although this perception is plausible and convincing it raises many open questions which mainly point to university governance models. The innovation and entrepreneurial university paradigm requires a holistic view on university governance approaches which include the full set of universities missions and respective management routines. In this respect it’s of utmost importance that universities keep a “healthy balance” between their missions. This statement is frequently used in many instances yet thus far there is no clear indication what a “healthy balance” implies. The chapter provides first indications about entrepreneurial university governance and respective management approaches.
The article is devoted to the development and validation of methods to measure corporate university culture on entrepreneurial university criteria, in accordance with the model of D. Denison and a corporate approach to the management of the University in the entrepreneurial university model. The paper proposes an original model of the corporate culture of the university, a description of measurement tools and procedures of the culture’s levels and segments.
During the testing of the worked out tools and procedures in the framework of the methodological strategy case study a quantitative online survey of 400 research and teaching and administrative staff, as well as 189 students was conducted. Corporate culture profiles of all the types of internal stakeholders were shaped, the problem areas, systemic deficits and resources were identified. The results expanded general understanding of the corporate culture functioning with respect to the entrepreneurial university model
This paper is devoted to the challenges of measuring, analyzing and visualizing research capacity of university. We identify the related methodological issues, propose solutions and apply these solutions to a complex analysis of the research potential of three departments of a Russian university. First, we briefly review the current literature on different aspects of an analysis of research capacity of university. The next step is a discussion on the key challenges faced when analyzing the publication activity of a university. Further, we discuss the opportunities offered by and limitations of using the Web of Science and Scopus databases to determine the research capabilities of universities. In the empirical section of the paper, we analyse the research capacity of university departments and individual employees using simple yet illustrative tools of bibliometric analysis. We also make recommendations for university administrative personnel, which can be derived from our analysis.
This article analyzes the existing and proposes their own approach to the assessment of the level of University's integration in the national innovation system. To this purpose the authors explained the set ofcriteria characterizing the demand of a University's innovative activities and services by the external environment. The proposed method has used to compare the results of innovation activities in 21 Universities-participant of the Federal Program "5 in 100". The results are compared with the cost-effectiveness of the Universities that allow todistinguish among four typical groups.
This chapter explains the entrepreneurial university concept and its place and role in the triple helix in its entirety. It further elaborates on its implications for university management, departments, faculty members and supporting organizations. Moreover it reflects the meaning of the entrepreneurial university for stakeholders, i.e., university boards, regional and national policy and administrative bodies, funding agencies, the business community, university ranking institutions and the global university community overall. The chapter provides a comprehensive understanding of the entrepreneurial university, which is increasingly important because stakeholders’ expectations towards universities are growing. This in turn leads to increased pressure on universities to move beyond their traditional roles and models towards taking responsibility for economic development, large scale basic education and targeted further education and the development of value from research. These expectations provide opportunities for universities, but impose threats on the existing models and practices. Recent literature on entrepreneurial universities is incomplete and mostly focused on the commercialization of research, technology transfer and the third mission of universities. The article expands the predominant thinking about entrepreneurial universities and gives a broader structured definition.