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61. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
...e been suggested to improve this situation (UOC management 37). Also, the fact that there is no explicit IT strategy makes it more difficult to determine the priorities at hand, as well as whether or ...

62. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
...nstructions and leads it receives from its board, while also having considerable freedom to develop its own strategy and practices and markets. UOC’s relative autonomy results from two condition...

63. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
...rmation is exchanged in private networks.   3.4.6.2.    Entrepreneuring (Strategy & Vision) The university has founding documents, which outline a rather holis...

64. 3.4.5. Condition
(3 Case-Studies/3.4. Case-Study UOC)
...;  Consequently, Mrs. Tubella has chosen her new management team. The new management team held several strategy sessions and has since shared with the UOC community their strategic principles and...

65. 3.4.4. IT Setting
(3 Case-Studies/3.4. Case-Study UOC)
...al consultants, in close collaboration with several UOC specialists, have developed a proposition for an IT strategy that is meant to give UOC an IT landscape using global standard based enterprise ar...

66. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
... mindset are observable, up till now (2007), the new management has not publicly presented their elaborated strategy. Nevertheless, several projects representing the new, more academic line have been ...

67. 3.3.13. Analysis and conclusion
(3 Case-Studies/3.3._Case–Study_UPC)
The strategy and practices at the UPC are assessed to embody (in a very interesting way) the current paradigm of the entrepreneurial university as exemplified by the MIT (Etzkowitz, 2002). On the po

68. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
... based on obligatory requirements and potential assessment. Obligatory criteria are: (1) strategic fit with strategy, (2) clear competitive advantage, (3) technical feasibility, and (4) non existence ...

69. 3.3.11. Rival Explanations
(3 Case-Studies/3.3._Case–Study_UPC)
...a similar system of results-linked funding. What the observer finds today is a holistically cascading strategy initiated at the rector’s office and streaming down to individual units. By n...

70. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
... meant to negotiate budget increases with the government. 3.3.8.2.    Entrepreneuring (Strategy & Vision) When it comes to entrepreneuring, almost no researcher reports to d...

71. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
...nversation because it is the most important element of Catalonian culture. 3.3.7.4.    Strategy & Organizational Learning The UPC developed its first holistic strategic plan...

72. 3.3.5. IT History and Approach
(3 Case-Studies/3.3._Case–Study_UPC)
...resents itself as an entrepreneurial entity, which engages in regular entrepreneuring in form of collective strategy development exercises, including a SWOT analysis (e.g. UPC, 2007a), as well as a co...

73. 3.3.1. Overview
(3 Case-Studies/3.3._Case–Study_UPC)
...tural design of a well-run ship. The crew is organized hierarchically with a very disciplined and cascading strategy process in place. The strategy has a double use; first, it serves as basis for the ...

74. 3.2.11. Analysis and conclusion
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ation. Probably the single-most decisive deficit at the FU is an inclusive, transparent and systematic strategy process. Until now the university has only engaged in due diligence regarding its b...

75. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...te of research universities. Universities have to compete on the three lines of funding (overall university strategy, research clusters, and graduate schools) and the winners will receive extra fundin...

76. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
...o;000 Euro has been allocated. The e-learning steering committee is also responsible for FU’s overall strategy. These practices are thoroughly embedded in an understanding of the CeDiS as s...

77. 3.2.6. Knowledge Entrepreneurship
(3 Case-Studies/3.2. Case-Study FU Berlin)
...y for their personal use or sphere of responsibility. 3.2.6.2.    Entrepreneuring (Strategy & Vision) For this token an exceptionally homogeneous perception is to be rep...

78. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...eant to detach the board of trustees from daily business and cause it to engage in fundamental questions of strategy (FU, 2001, p. 12). Next, from this institutional change several committees have cea...

79. 3.2.1. Overview
(3 Case-Studies/3.2. Case-Study FU Berlin)
...gies. Internet based innovations are entering the FU through various channels but there is no institutional strategy in general nor with regards to IT fully exploit the potential. The theme of e-learn...

80. 3.1.11. Analysis and conclusion
(3 Case-Studies/3.1. Case-Study LSE)
...isions are decided upon by consensus in a multi-stakeholder forum while the practical implementation of the strategy is left to the individual role. This results in a good equilibrium between planned ...

81. 3.1.10. Unique Strange Attractors
(3 Case-Studies/3.1. Case-Study LSE)
...lly where universities send a group of students, who then compete against each other in negotiation, sales, strategy and marketing ‘games’ (see http://www.epochuk.com/challenges/ to read a...

82. 3.1.7. Internet Use
(3 Case-Studies/3.1. Case-Study LSE)
...many individual services (some self-developed, some standard products). There is talk about whether a plan (strategy) for the development of the portal is needed, but for now this project does not hav...

83. 3.1.6. Knowledge Entrepreneurship
(3 Case-Studies/3.1. Case-Study LSE)
... the relevant units are responsible for identifying and evaluating potential innovations. Given that the IT strategy stresses a user’s need focus, and given that most of the LSE academics are no...

84. 3.1.5. Condition
(3 Case-Studies/3.1. Case-Study LSE)
...ngths (LSE web). One key activity of the APRC is the development of the School’s (at least bi-annual) strategy. The academics are supported by a recent administrative entity, the Planning Unit. ...

85. 3.1.4. IT History and Approach
(3 Case-Studies/3.1. Case-Study LSE)
...w technologies for research (see figure 3.1.2).   Figure 3.1.2 – LSE IT Portfolio (ITstrategy, 2004) The LSE is the only university researched that had inclusively produced...

86. 3.1.1. Overview
(3 Case-Studies/3.1. Case-Study LSE)
... to inclusive and holistic entrepreneuring (risk and opportunity identification and evaluation process) and strategy (an opportunity realization plan) practices. Internet based innovation appropr...

87. 2.3.3. Data Analysis
(2 Research Methodology/2.3. Case Studies)
... for the case study research (Wolff, 2000). For each case a wide variety of text-based sources ranging from strategy documents, to web-pages, brochures, news papers, minutes of meetings, and teaching ...

88. 2.3.1. Case Study Method & Design
(2 Research Methodology/2.3. Case Studies)
... be investigated. 2.3.1.2. Sequential Planning of Case Studies The inductive nature of the research strategy made it logical that detail planning was sequential but an overall schedule was dev...

89. 1.3.5. Universities as Organisations
(1 Research Approach & Background/1.3 Theoretic Background & Originating Theory)
...nowledge entrepreneurship and all independent variables are understood to have strange attractor qualities. Strategy and practice are singled out as the main focus subject of investigation, while othe...

90. 1.3.3. Knowledge Entrepreneurship
(1 Research Approach & Background/1.3 Theoretic Background & Originating Theory)
...iligence are in this study covered partially under environmental awareness and its replacement vision & strategy. The original variable has been depraved because no explicit evaluation and analysi...