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61. 4.2.4. (2) The four poles of an entrepreneurial mindset
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...e either setting the benchmark for research in their area or as one entrepreneurial stream of scientists (UPC management 53) expressed are pursuing the ‘Sciences of the artificial’ (Simon,...

62. 4.2.4. Mindset & Values
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...is Organisations have an amazingly well functioning social communication system, a.k.a. bush telegraphs (FU management 14), when it comes to ‘gossip’ and creating the internal mythology ...

63. 4.2.2. Cybernetic Analysis of a complex system
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...is approach the leadership structure would be best explained by working through what Mintzberger described as management by exception. Time is spent on responding to disturbances. This seems to be an ...

64. 4.1.5. Web Knowledge Entrepreneurship
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
... email access over mobile phones. The UPC and UOC are offering Blackberry mobile email services to the higher management. And the UOC has one service that enables to check course grades per SMS. ...

65. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...the LSE summarizes the technological innovation approach as “moving forward without pushing” (LSE management 9).  These results in innovative technologies are identified, assessed and...

66. 4.1.1. Formally contrasting Setting & Typology
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...sp; By examining the strategic number of IT staff at each university, one can easily observe UOC’s lean management approach described in section 1.3.2 ----------------------------- ...

67. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
... network. Transparent and inclusive communication channels have been suggested to improve this situation (UOC management 37). Also, the fact that there is no explicit IT strategy makes it more difficu...

68. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
...tor the individual groups, reviewing their work and coaching their members. Unfortunately, under the anterior management, the scientific board seems not to have had the positive impact it might have h...

69. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
...it received a certification with the Gold Seal of European Excellence from the European Foundation on Quality Management (EFQM) in recognition of its governance model. Overall, the UOC has been exte...

70. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
...doy, 2003; Ros Híjar, 2001). There are several functions of the GIR dealing with research group management, intellectual and industrial property (also a website building tool is listed i...

71. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
... current moment, describing itself as an ‘integrator not innovator’ of emerging technologies (UOC management 22). Given the scale of its operations and the Spanish location, it is neverthe...

72. 3.4.5. Condition
(3 Case-Studies/3.4. Case-Study UOC)
... using an external union party to request its creation because the employees were anxious about upsetting the management. Decisions were made by the lead entrepreneur following the understanding that ...

73. 3.4.4. IT Setting
(3 Case-Studies/3.4. Case-Study UOC)
...ure In 2007, UOC spent around 11% (5,532,040 €) of its overall budget on IT services and hardware (UOC management 29). Considering that there are only 37 employees to be paid from this budget, ...

74. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
...founded in 1995 it took its venue in a representative building in Barcelona, which still hosts the university management and some faculty. Over the years, several new spaces have been added following ...

75. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
... vision, Ferraté contracted the manager (who a role akin to that of a CEO) and the first bootstrapping management team [ii] from his personal network and they immediately started to implement h...

76. 3.3.13. Analysis and conclusion
(3 Case-Studies/3.3._Case–Study_UPC)
...and the contingently dependent strategy development are meant to control the university, while the university management is expected to control its entities. The strategy can be used much more as a ba...

77. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
...ize the e-learning platform and to integrate it with the universities other IT systems (especially the PRISMA management tool). Because of the popularity of this approach, a second, third, and today f...

78. 3.3.11. Rival Explanations
(3 Case-Studies/3.3._Case–Study_UPC)
...ystem The program-based contract system setup by the Catalonian administration provides a new framework for management and coordination between universities and the local authorities (outlined in fi...

79. 3.3.9. Internet Use
(3 Case-Studies/3.3._Case–Study_UPC)
...e School of Informatics (FIB), which has offered cutting edge academic administration functionalities (course management, scheduling, personalized grades portfolio, etc.) as well as e-learning functio...

80. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
...all results are relevant (UPC administration 26); The clandestine approach described above was confirmed by a management representative who confirmed that there are neither incentives nor penalties to...

81. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
...  However, even once elected, the leadership team finds itself confronted with a host of assemblies (UPC management 19) in which everybody is elected because of a political stance and vision (UPC...

82. 3.3.6. Economic Entrepreneurship Setting
(3 Case-Studies/3.3._Case–Study_UPC)
... services and information about intellectual property protection, as well as internal conventions and project management. The most important service for the researchers is the legal handling of the co...

83. 3.3.1. Overview
(3 Case-Studies/3.3._Case–Study_UPC)
...s structures to allow for the integration into the European Higher Education Area [ii]. The UPC’s management has internalized the “triple helix” paradigm,  stressing the i...

84. 3.2.11. Analysis and conclusion
(3 Case-Studies/3.2. Case-Study FU Berlin)
...satisfy political guidelines only to ask external consultants to produce ‘favourable reports’ (FU management 45), while striving towards the intended result “un-bureaucratically&rdqu...

85. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...mbitious academics to the university and the expectation for positive effects are palpable.(FU chancellor and management 51.) Transition takes time ,and new professors are usually granted 3 years to s...

86. 3.2.9. Rival Explanations
(3 Case-Studies/3.2. Case-Study FU Berlin)
...nal Context Berlin is - due to the immense costs of renovating the eastern part, coupled with scandalous mismanagement - one of the poorest German cities. On the other hand it has – due to its...

87. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
...e institutionalized and defined support services for FU researchers in the area of virtual research community management and e-publishing are planned. Interesting is also the typical CeDiS ‘supp...

88. 3.2.6. Knowledge Entrepreneurship
(3 Case-Studies/3.2. Case-Study FU Berlin)
...lders showed a relatively high interest and awareness of their university’s position (FU chancellor and management 47) - mostly motivated by the Excellence Initiative (see below) –, the fa...

89. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...s someone who knows what he wants, as visionary and a as having a good feel for the press and politicians (FU management and administration 36). Lenzen, who taught at the FU since 1978 before becoming...

90. 3.2.4. IT Setting
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ite and facilitate the transfer (or creation) of web content of all administrative departments to the content management system. In order to coordinate this swarm of specialized institutions, an...