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61. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
... IT managers, is working on the development of an free software based virtual CAMPUS platform since mid 2006. The “project is part of the Digital University program promoted by STSI [the local g...

62. 3.4.9. Rival Explanations
(3 Case-Studies/3.4. Case-Study UOC)
...panish universities have played a catch-up role within the European community (WorldFactBook, 2007). In 2006 the economic growth had slowed down to a 3,6% GDP.  This figure is still quite high in...

63. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
... was considered in the university ranking of university websites conducted by InternetLab (Webometrics, 2006). There it received the 41st rank of 100 institutions evaluated in Spain and the 1007th pla...

64. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
...ent 36). UOC's website and large parts of the campus used static websites until quite recently. Since 2006 the website has been based on a content management system which highly facilitates the dist...

65. 3.4.5. Condition
(3 Case-Studies/3.4. Case-Study UOC)
...he following development: “to move from a great project to become a great university” (UOC, 2006) which allows insights into the leadership’s core value set. This point is further el...

66. 3.4.4. IT Setting
(3 Case-Studies/3.4. Case-Study UOC)
...One of the leading IT consultancies had been entrusted to review the architecture in 2003, and again in 2006, and their advice continues to serve as a blueprint for strategic technological decisions r...

67. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
... the rest of Spain and 5% are foreigners (ElPais, 2005), the latter coming from 45 countries (el Mundo, 2006)  Despite the foreign element,  the vast majority have some relation to the Catal...

68. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
...stance education provider. Additionally, UOC has strategic outposts in Beijing and Brussels. In early 2006, after a political power shift in Catalunya’s government, Dr. Ferraté , who ha...

69. 3.4.1. Overview
(3 Case-Studies/3.4. Case-Study UOC)
...nal universities to solicit local government funding for the development of a new campus. It took until 2006 before the partners agreed and the development project could finally be launched. Since the...

70. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
...tion] opportunities, ideas and projects from their birth to their successful completion” (UPCnet, 2006), follows a defined but continuously fine tuned practice (see Figure 3.3.9.).  ...

71. 3.3.11. Rival Explanations
(3 Case-Studies/3.3._Case–Study_UPC)
...panish universities have played a catch-up role within the European community (WorldFactBook, 2007). In 2006, the economic growth has slowed down a bit to a GDP of 3.6%;  still quite a high figur...

72. 3.3.10. UPC Position (Institutional Results)
(3 Case-Studies/3.3._Case–Study_UPC)
...y in regards to the integration into the EU HEI space, as well as a good student orientation (el Mundo, 2006). The Gaceta Universitaria, a specialized higher education newspaper ranks the UPC more mod...

73. 3.3.9. Internet Use
(3 Case-Studies/3.3._Case–Study_UPC)
...all, the UPC is exceeding the objectives regarding IT services it negotiated with the Generalitat (UPC, 2006b). This indicator measures the availability of wireless network connection, library access,...

74. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
...nded extending the integration of the individual researchers in strategy and management practices (UPC, 2006c). The UPC gives the opportunity to get involved and have a say (give feedback) either...

75. 3.3.6. Economic Entrepreneurship Setting
(3 Case-Studies/3.3._Case–Study_UPC)
...several institutionalized initiatives to foster economic entrepreneurship amongst its constituency. The 2006 El Mundo ranking highlights the strong public vocation and consciousness of the university&...

76. 3.3.5. IT History and Approach
(3 Case-Studies/3.3._Case–Study_UPC)
...ffect of this strategy process has also been recognized by the regional administration evaluation (AQU, 2006). The libraries, (because the library function is truly poly-centric in the sense that it i...

77. 3.3.4. Typology
(3 Case-Studies/3.3._Case–Study_UPC)
...straight forward specialization in exact sciences: engineering, architecture and related subjects (UPC, 2006d). Starting with the engineering schools, more and more specialized schools and departments...

78. 3.3.3. Setting
(3 Case-Studies/3.3._Case–Study_UPC)
...tudents Similar to the FU, the UPC is a rather big university overall, serving 31,897 [i] (as of 2005-2006 (web)) students.  Given that there are many very specialized disciplines – like ...

79. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...the idea was facilitated by the American administrators involved in the foundation of the FU (Tarifini, 2006).   And the universities in general   In the view of the students (Andy, 2005...

80. 3.2.8. FU Position (Institutional Results)
(3 Case-Studies/3.2. Case-Study FU Berlin)
...g In general a positive trend for the FU can be observed looking at the assessment conducted by CHE (2006). However, in the sampling for this research the Economics and Business education departmen...

81. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
... setup a special steering committee which decides on and finances the individual projects. From 2003 to 2006 more than 1,8 Million Euro have been invested and for the yea 2007 to 2009/2010 a yearly bu...

82. 3.2.6. Knowledge Entrepreneurship
(3 Case-Studies/3.2. Case-Study FU Berlin)
...tion. Thus change happened in a very improvised and bricolaged evolution. In contrast, in the spring of 2006 – as the preparations for the Excellence Initiative were in full swing – stakeh...

83. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...xtent that some call it a presidential dictatorship (FU administration 19, in reference to: Kühne, 2006). This is for example mirrored when observing the preparation for the Excellence Init...

84. 3.1.10. Unique Strange Attractors
(3 Case-Studies/3.1. Case-Study LSE)
...which he had given to prospective LSE students in an open door session, on his personal blog (Guardian, 2006). The problem was that the scholar had raised the fact that at LSE the eminent scholars, wh...

85. 3.1.9. Rival Explanations
(3 Case-Studies/3.1. Case-Study LSE)
...  National Context With a GDP growth rate of 1,9%  in 2005, and 3,2 in 2004 (Worldfactbook, 2006), the United Kingdom is among the strongest and healthiest European economies. This combine...

86. 3.1.8. LSE Position
(3 Case-Studies/3.1. Case-Study LSE)
... LSE as university is constantly ranked among the top in national and global evaluations [i] (Guardian, 2006; SundayTimes, 2006; THES, 2006). The Times Higher Education Supplement even ranked it 3rd i...

87. 3.1.7. Internet Use
(3 Case-Studies/3.1. Case-Study LSE)
...est practices putting forward standard solutions and practices for most use cases. In this moment (2006), LSE is in the process of seriously professionalizing its website technology, by investing...

88. 3.1.5. Condition
(3 Case-Studies/3.1. Case-Study LSE)
...are British, while nearly one third come from Asia (mostly India and China – Figure 1 - (ConStat, 2006). When looking at the composition of post-graduates LSE’s global reach is even more a...

89. 3.1.4. IT History and Approach
(3 Case-Studies/3.1. Case-Study LSE)
...strategy integrated, ‘upstream’ with the School’s overall Strategic Plan (StraPlan06, 2006) but was also integrated downstream with the working plans of units and individuals. The st...

90. 3.1.3. Setting & Typology
(3 Case-Studies/3.1. Case-Study LSE)
...e the LSE employs ~800 administrative staff and about 200 people purely dealing with research (ConStat, 2006). 3.1.3.2.    Location The School’s location in the centre of L...