Search
Search Keyword business
Total 101 results found. Search for [ business ] with Google

Results 61 - 90 of 101
61. 4.2.2. Cybernetic Analysis of a complex system
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... the FU’s radical improvement of 46 positions in a university ranking about institutional support for business creation, without substantive changes in the practices or infrastructure (Trosien, ...

62. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...; LSE – Small but Beautiful The LSE is a comparatively small elite university that deploys a proven business model allowing for relative independence from state subsidies which make up only ar...

63. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
...rchers are pursuing e-research, deploying a host of methodologies and subjects, from cyber-ethnography to e-business and open-source programming. While there are many individual or small team collabor...

64. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
...ology innovation has a home in the Educational Technology Department. Due to the pedagogic approach and the business model, and in contrast to the other universities, the academic freedom of the profe...

65. 3.4.5. Condition
(3 Case-Studies/3.4. Case-Study UOC)
...actually a solar system with the rector at the centre (UOC 6). The university was set up and managed like a business wherein the organisational functions were perceived to be of more importance than a...

66. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
...wth pattern. In 2001 and 2006 a research centre in the outskirts of Barcelona and a big building in the new business district have been added, respectively. It is clear that the UOC is a highly disper...

67. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
...dicates that Ferraté did effectively create the non-bureaucratic university he had in mind. (See the business model for an analysis of the economic- and organisational-aspects, as well as the e...

68. 3.4.1. Overview
(3 Case-Studies/3.4. Case-Study UOC)
...to follow all state of the art private sector practices. Subsequently, a host of complementary and parallel business lines and companies were setup. Unfortunately, most ventures did not blossom and su...

69. 3.3.13. Analysis and conclusion
(3 Case-Studies/3.3._Case–Study_UPC)
...sation of research results, be it in the form of transfer services (implemented through the CTT) or through business creation (implemented through the Innova Program), are evaluated to be state-of-the...

70. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
...t will be needed. 3.3.12.5.    Student IT Consulting JEDI Junior Company – the business run by the Young Informatics Students (JEDI) association is an ICT consulting firm ...

71. 3.3.9. Internet Use
(3 Case-Studies/3.3._Case–Study_UPC)
...is complemented by a non-standard solution. Based on the fact that the UPC is a technical university with a business studies department, it henceforth has human capital in the area of IT and business,...

72. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
...re are two faces of the organisation. On the one hand, there is the official bureaucratic way of conducting business, while on the other hand, there is the informal naturalistic way. Needless to say, ...

73. 3.3.6. Economic Entrepreneurship Setting
(3 Case-Studies/3.3._Case–Study_UPC)
...eived the award for the Best Technology Springboard in Catalunya from the federal Centre for Innovation and Business Development (CIDEM).     Figure 3.3.5 &ndash...

74. 3.3.5. IT History and Approach
(3 Case-Studies/3.3._Case–Study_UPC)
...and 90% of them come from UPC (UPC administration 40), and while it is still conducting the majority of its business through UPC, 20% also come from ‘neighbouring’ external clients. UPCnet...

75. 3.3.4. Typology
(3 Case-Studies/3.3._Case–Study_UPC)
...teaching and research capacities on the topic  of sustainability. 3.3.4.2.    Business-Model The UPC is still largely dependent on regional government funding, but it i...

76. 3.2.11. Analysis and conclusion
(3 Case-Studies/3.2. Case-Study FU Berlin)
...fective and more context-aware stakeholders, less then optimal facilities, a streamlined education and more business oriented research. The FU has yet to fully exploit the possibilities from the...

77. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ped a unique approach to venture creation, which focuses on the development and refinement of an innovative business model. In a truly entrepreneurial fashion, he has created two innovative and succes...

78. 3.2.8. FU Position (Institutional Results)
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ing at the assessment conducted by CHE (2006). However, in the sampling for this research the Economics and Business education departments received rather mediocre to negative reviews as did the Histo...

79. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ce department (pricing all output) rather than an academic institution. The authoritative lead-entrepreneur business style of CeDiS does repel academics from the computer science department, who gener...

80. 3.2.6. Knowledge Entrepreneurship
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ice (lobbying for their interests there.) ZEDAT on the other hand, has the most structured and standardized business planning processes. 3.2.6.3.    New Project Support The F...

81. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...he university. Internally, the chief administrator (Chancellor) is the highest authority in charge of daily business.  Both men are perceived as authoritarian leaders of change in their realms (F...

82. 3.2.3. Setting & Typology
(3 Case-Studies/3.2. Case-Study FU Berlin)
...r.     Table 3.2.1 - FU ISI Indicator 3.2.3.4.    Business-Model Like most Higher Education Institutions in Germany, the FU is a public univ...

83. 3.2.2. History
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ltimedia) products (web). In 2003 the FU receives the “entrepreneurial think tank” award of the business plan competition, because of the original and good performance of the participating...

84. 3.1.10. Unique Strange Attractors
(3 Case-Studies/3.1. Case-Study LSE)
... exploit LSE’s expertise and intellectual resources on the market. It provides tailored education for business and individual executives, conference services, as well as facilitating commercial ...

85. 3.1.8. LSE Position
(3 Case-Studies/3.1. Case-Study LSE)
...s in Management in 2005 it came in 8th in 2006 (FinancialTimes, 2006). Economic Autonomy LSE’s business model works. It does cater almost exclusively to the financially well off, but we l...

86. 3.1.7. Internet Use
(3 Case-Studies/3.1. Case-Study LSE)
.... The site was started out of the Library website and for years the institutional site existed as a digital business card or global yellow page entry. However, individual academics increasingly began ...

87. 3.1.6. Knowledge Entrepreneurship
(3 Case-Studies/3.1. Case-Study LSE)
...g the attainment of research funding, as well as the creation of new academic endeavours, while the private business entity LSE Enterprise supports the marketing of LSE’s experts for for-profit ...

88. 3.1.4. IT History and Approach
(3 Case-Studies/3.1. Case-Study LSE)
...ms) are focused on the research of how new information and communication technologies influence society and businesses. The School has realized the emergence of digitalisation as a mega-trend. The Sch...

89. 3.1.3. Setting & Typology
(3 Case-Studies/3.1. Case-Study LSE)
...nces, which are taken (at least partially) by the majority of LSE students. 3.1.3.4.    Business-Model The LSE’s business model is straight-forward: Based on its high reput...

90. 3.1.2. History
(3 Case-Studies/3.1. Case-Study LSE)
...e characterized as a success of observation and interpretation in the competitive economic and intellectual business race in the higher education sector.  The global competition for the most elit...