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91. 3.2.3. Setting & Typology
(3 Case-Studies/3.2. Case-Study FU Berlin)
... a standardization and digitization of processes as well as the introduction of a cost-benefit based resource management that encouraged more precise central controlling functions. By giving the indiv...

92. 3.2.1. Overview
(3 Case-Studies/3.2. Case-Study FU Berlin)
...was dominated by controlling and executing measures in the “realm of exigency” (FU chancellor and management 35). Only very recently, as the political orders are fully implemented, has the...

93. 3.1.11. Analysis and conclusion
(3 Case-Studies/3.1. Case-Study LSE)
...ttees and personal advice results in an organization that can consciously “decide to change” (LSE management 1), because it is experienced in and understands the long-term effects of polit...

94. 3.1.10. Unique Strange Attractors
(3 Case-Studies/3.1. Case-Study LSE)
...e discourse that finally led to the commercial subsidiary’s Enterprise LSE Limited (ELSE) creation (LSE management 53). The company’s executive recounts that in the beginning, academics we...

95. 3.1.8. LSE Position
(3 Case-Studies/3.1. Case-Study LSE)
...sity in the world (Leiter, 2006). While the LSE ranked 4th among a specialized European rating for Masters in Management in 2005 it came in 8th in 2006 (FinancialTimes, 2006). Economic Autonomy ...

96. 3.1.7. Internet Use
(3 Case-Studies/3.1. Case-Study LSE)
...;s overall approach and is not explicitly promoting OA but leaves the decision to the academic community (LSE management 42). Currently, several projects are in use, like the one to enable secure...

97. 3.1.6. Knowledge Entrepreneurship
(3 Case-Studies/3.1. Case-Study LSE)
...on is available online, most communications about entrepreneurial practices is exchanged interpersonally (LSE management 31). On the IT side, a division between research and teaching & learn...

98. 3.1.5. Condition
(3 Case-Studies/3.1. Case-Study LSE)
... think about values and idealism. While Davies is said to believe in the ‘death of idealism’ (LSE management 6) thus focusing rigidly on objective market excellence through adherence to th...

99. 3.1.4. IT History and Approach
(3 Case-Studies/3.1. Case-Study LSE)
...ector of IT Services, has characterized LSE as an early majority in terms of IT innovation appropriation (LSE management 24.)  Given the School’s recent efforts, this evaluation seems appro...

100. 3.1.3. Setting & Typology
(3 Case-Studies/3.1. Case-Study LSE)
...fficult for the School to expand, as real estate in this area is amongst the most expensive in the world (LSE management 19). It is one of the achievements of the School’s current director that ...

101. 3.1.2. History
(3 Case-Studies/3.1. Case-Study LSE)
...ion of an institution dedicated to research and the dissemination of knowledge focused on the improvement and management of society. The Webbs’ entrepreneurial spirit played out in the various f...

102. KLEOS Group
(Web Links / Institutions)
... cutting edge internet technology, implementation of innovative technology services, as well as strategic management consu...

103. 3.0 Introduction
(Category List)
...final text. They are: student, faculty, administration [1] (for employees with none or few subordinates), and management for departmental directors, vice-rectors and similarly ranked chairpersons. Hen...

... are therefore difficult to reach. However as Michael Pidd in his book "Tools for thinking: modelling in management science" (1996. p 40) has rightly pointed out: “One of the greatest ...

105. 2.1 Research Approach
(Category List)
... to be minimal criteria for passing the certification (Seale 2000:181), or the entrepreneurial aptitude and management of the research initiatives, which solely represent the authenticity and embrac...

...dge entrepreneurship in the university will first be developed by reviewing the literature about knowledge management in universities, and then by elaborating on the university as a knowledge en...

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