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61. 4.2.4.3. Pragmatism
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... and allows generally little change to the strategy once it is approved (except for minor adjustments done by individuals without formal request). Following a technocratic paradigm, no humanist ideals...

62. 4.2.4.2. Axiology & Teleology
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...ingness” follows. Since the human condition has been established as dependent upon the free will of the individual, this purpose, as a Platonic causa finalis, has to be elected (conscious or unc...

63. 4.2.4. (2) The four poles of an entrepreneurial mindset
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...es that were developed mainly through the phenomenological action research method, are found to influence the individual as well as collective/institutional entrepreneurial identity, persona or mindse...

64. 4.2.4. Mindset & Values
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...lf difficult. Two methods for the transmission of a life-plan seem possible: Firstly, a role model (the individual knowledge entrepreneur) can explore new goals and practices which are then imit...

65. 4.2.3. Knowledge Entrepreneurship in Universities
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...mindset is represented by the ball elements and the brain, which compose the institutional mindset out of all individual stakeholder mindsets in a fractal manner. The gestell on the other hand is repr...

66. 4.2.2. Cybernetic Analysis of a complex system
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...is acceptable (Birnbaum, 1988, p.192). Of course this works in both directions; what the system asks from the individual and what the individual expects from the system. In this approach the lead...

67. 4.1.5. Web Knowledge Entrepreneurship
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...ing wireless internet access through standardized IEEE 802.1 hotspots, enabling members to connect with their individual machines. This innovation has been identified and assessed positively by ...

68. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...ion of responsibilities the quality of the services provided to the clients varies greatly and depends on the individual owner and local agreements respectively. At the FU it is predominantly the...

69. 4.1.2. Strategy and Practise in the case of Internet based innovation Appropriation
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
... Again, as raised in the section on knowledge entrepreneurial practice, the university as an institution, not individualistic strategy and practices are analyzed.  ...

70. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
...the internet. The professors have no personal space to present themselves and their qualities, neither do the individual departments [i]. UOC seems to be following a traditional marketing approach to ...

71. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
...ecialists who meet to consider UOC’s research activities in general, and more concretely to monitor the individual groups, reviewing their work and coaching their members. Unfortunately, under t...

72. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
... the Internet Interdisciplinary Institute (IN3) was founded. Before that, in the first five years, only a few individual research efforts and limited participation in European Union projects took plac...

73. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
...ave. Last but not least, there are support functions implemented by the technical program manager.  This individual ensures correct compliance within the administrative/bureaucratic flow of the a...

74. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
... area is developing its objectives and priorities. In a separate process, employees are asked to define their individual goals, which are naturally somehow connected with an overall strategy. As ...

75. 3.4.1. Overview
(3 Case-Studies/3.4. Case-Study UOC)
...cture became so high that around 2000 further development became more and more difficult due to the volume of individually documented and highly complicated interrelations and interfaces. The beast fe...

76. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
... on improvements of the original module [iv]. Three aspects, one pedagogical, the other two dealing with individual research benefits, have been reported by Prof. Alier (UPC faculty 22) to be esp...

77. 3.3.11. Rival Explanations
(3 Case-Studies/3.3._Case–Study_UPC)
...finds today is a holistically cascading strategy initiated at the rector’s office and streaming down to individual units. By now, it is a matured practice involving the whole university, interlo...

78. 3.3.9. Internet Use
(3 Case-Studies/3.3._Case–Study_UPC)
... maintained by the Public Relations Unit, while the technology components are taken care of by the UPCnet The individual departments are responsible for their content on an individual basis. In ...

79. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
...ts of ICTs are however constrained due to insufficient media literacy and subsequently inappropriate usage by individuals and institution.  Also, it is possible that the ICTs increase complexity ...

80. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
...act, the same way the university as a whole negotiates and settles its funding with the local government, the individual departments establish programme contracts with the university’s central g...

81. 3.3.2. History
(3 Case-Studies/3.3._Case–Study_UPC)
...x organizational structure with a board of trustees at its top, in order to allow for maximum autonomy of the individual sub-institutions, while guaranteeing administrative coherence. In 1987, the nat...

82. 3.2.11. Analysis and conclusion
(3 Case-Studies/3.2. Case-Study FU Berlin)
...U represents a good example of the positive and negative effects of poly-centric structures. On the one hand, individual entities are free to pursue their interests and develop the technology and prac...

83. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ter what the lead ambition is. In essence innovative entrepreneurship is about unlashing the potential of the individual to follow his/her personal interest, and to develop a unique idea to the point ...

84. 3.2.9. Rival Explanations
(3 Case-Studies/3.2. Case-Study FU Berlin)
...s very much in the hands of the counties. [ii]  Including extras - DAAD – almost 50% live in individual private flats. [iii]  In fact Berlin’s role as a western outpo...

85. 3.2.8. FU Position (Institutional Results)
(3 Case-Studies/3.2. Case-Study FU Berlin)
...professorship, this sum seems to be fluctuating around 100,000 Euro per year (FU web). Such possibilities for individual entrepreneurial initiatives result in a degree of financial autonomy from the s...

86. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
...bsp;  e-learning Tools Integration (Technology) In line with the FU’s decentralist traditions, individual departments started to experiment with e-learning on their own. In 1990 the FU ...

87. 3.2.6. Knowledge Entrepreneurship
(3 Case-Studies/3.2. Case-Study FU Berlin)
... With regards to internet based innovations, the specialized institutions within the FU each follow their individual agendas. While all of them have expert knowledge about innovations in their res...

88. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...gives its employees relatively high levels of freedom. Within any hierarchical organization, there are always individual knowledge entrepreneurs, who are motivated to find and realize opportunities, a...

89. 3.2.4. IT Setting
(3 Case-Studies/3.2. Case-Study FU Berlin)
...red. However, it took until 1990 to connect the FU to the science web WiN; again, web development was left to individualistic ambitions, until 1997 when a central web-team was formed by the central IT...

90. 3.2.3. Setting & Typology
(3 Case-Studies/3.2. Case-Study FU Berlin)
...d in this relatively high-class residential area of Berlin. Due to the high degree of autonomy enjoyed by the individual departments, teaching and research space was added to the institutes in the for...