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61. 4.2.4.2. Axiology & Teleology
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...of government funding. A lesser defined teleological scenario has been encountered at the FU. While the university developed a visionary proposal for what the institution could look like, the Ch...

62. 4.2.4. (2) The four poles of an entrepreneurial mindset
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... midwife technique. The ‘we’ form is used, as the model is applied to the collective mindset of a university. The circle begins with exploration and realising existence, which is...

63. 4.2.4. Mindset & Values
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
... message with mythical potential has already been sent out: “She wants to transform the UOC into a real university” These claims might be true, but what is important is that it become...

64. 4.2.2. Cybernetic Analysis of a complex system
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...d reporting framework, are assessed to be particularly susceptible to this effect. As the stakeholders of the university will always perceive and change their behaviour relative to what the system pro...

65. 4.1.5. Web Knowledge Entrepreneurship
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...vision. The FU has made wireless internet provision a strategic project and has reached a coverage of all the university locations except the botanical garden. At the UPC and the UOC provision of wire...

66. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...sp; 4.1.4.1.    LSE – Small but Beautiful The LSE is a comparatively small elite university that deploys a proven business model allowing for relative independence from st...

67. 4.1.3. Web Data
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...e digital. The UPC is represented quite realistically in all accounts. For the UOC, as the only fully virtual university, the fact that it turns out 41 in the national ranking must be considered medio...

68. 4.1.2. Strategy and Practise in the case of Internet based innovation Appropriation
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...-----   [i]  Again, as raised in the section on knowledge entrepreneurial practice, the university as an institution, not individualistic strategy and practices are analyzed.&nbs...

69. 4.1.1. Formally contrasting Setting & Typology
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...in almost all aspects. They all have a different disciplinary focus, as well as represent a different type of university. While the UOC and the UPC share similar governmental as well as economic envir...

70. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
...nowledge venture that has helped thousands of people who otherwise would have had difficulties in achieving a university degree. UOC embodies a knowledge opportunity that gives a second chance to many...

71. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
...t 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 governments ]. The goal of the program is t...

72. 3.4.9. Rival Explanations
(3 Case-Studies/3.4. Case-Study UOC)
...t by 2010 3% of the GDP will be invested in research and development [iii]. The UOC is the only distance university that teaches in the Catalonian language; this distinction naturally makes it th...

73. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
Because of its status as a semi-private virtual university, UOC is not included in many evaluations. However, as is described in the paragraphs dealing with teaching and learning, UOC was quite succ

74. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
... Tools Integration (Technology) As touched upon in the section on UOC’s IT history and approach, the university has a lean model of technology development and planning. The identification and...

75. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
...ally read articles in the magazines and journals that deal with their subjects. Like their peers in the other university faculties which were investigated for this thesis, UOC staff also participate i...

76. 3.4.5. Condition
(3 Case-Studies/3.4. Case-Study UOC)
...of the UOC had a rather patriarchal and authoritative style. Resulting from his experience with the political university system and internal university practices, Ferraté first created a &ldquo...

77. 3.4.4. IT Setting
(3 Case-Studies/3.4. Case-Study UOC)
...ate their efforts to scan the market for innovations. The department is receiving only basic funding from the university (480,000 € in 2007) and has managed to secure 1.5 million € (in 2007)...

78. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
...gically coached by 305 counsellors (UOC, 2005). 93% of UOC’s students are working and 77% have previous university experience. Hence, UOC’s courses are focused on a target group of people ...

79. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
...ol, Catalunya’s long term president (1980 - 2003), initiated the project to found a Catalonian distance university after the Universidad Nacional de Educación a Distancia (UNED) denied th...

80. 3.4.1. Overview
(3 Case-Studies/3.4. Case-Study UOC)
When the Universitat Oberta de Catalunya (UOC) was created in 1995 it was the first university to offer certified university degrees exclusively through internet based distance learning. After focusin

81. 3.3.13. Analysis and conclusion
(3 Case-Studies/3.3._Case–Study_UPC)
...ces 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 positive side, the universi...

82. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
...2002; H. Etzkowitz & L. Leydesdorff, 1997). As such, its mandate is to foster private sector-governmental-university collaboration as a knowledge entrepreneurship institution. The foundations dire...

83. 3.3.11. Rival Explanations
(3 Case-Studies/3.3._Case–Study_UPC)
...amined in the study. One institution that has rather extensive influence on universities is the Spanish University Rector Conference (CRUE). Here, all Spanish university rectors come together to...

84. 3.3.10. UPC Position (Institutional Results)
(3 Case-Studies/3.3._Case–Study_UPC)
....3.10.1.    Teaching and Learning Results The UPC is evaluated in national and international university rakings and quite a positive impression remains (see table 1). The newspaper El...

85. 3.3.9. Internet Use
(3 Case-Studies/3.3._Case–Study_UPC)
...rst universities in the world to introduce a computer based enrolment system in 1984. This system allowed the university to amend the arrangement of courses so that students had more liberty in choosi...

86. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
...to new project support, no explicit support practice has been found. The experts of the EUA assessed that the university does not have sufficient leeway to take advantage of emerging opportunities and...

87. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
... Once again, the political tint of each leadership team decisively influences the direction in which the university is steering. In the last power shifts it was reported that a liberal management...

88. 3.3.6. Economic Entrepreneurship Setting
(3 Case-Studies/3.3._Case–Study_UPC)
...st its constituency. The 2006 El Mundo ranking highlights the strong public vocation and consciousness of the university’s formative role; the ranking also illustrates that innovation and techno...

89. 3.3.5. IT History and Approach
(3 Case-Studies/3.3._Case–Study_UPC)
...ot a mandate for the “research and promotion of specialisation in education, the target groups were pre-university teachers and university lecturers” (UPC web). Through several evolutionar...

90. 3.3.4. Typology
(3 Case-Studies/3.3._Case–Study_UPC)
...ing a funding-mix among Spanish universities.  The money coming from the Generalitat represents half the university income, while no more than 6 or 7 % come from the Spanish Government itself (UP...