Relevant bibliographies by topics / Strategic management of the university

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategic management of the university'

Author: Grafiati
Published: 5 June 2025
Last updated: 15 July 2025

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Journal articles on the topic "Strategic management of the university"

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Vanchikova, E., A. Suvorova, and I. Nagaslaeva. "PROBLEMS OF STRATEGIC MANAGEMENT IN UNIVERSITY MANAGEMENT." TRANSBAIKAL STATE UNIVERSITY JOURNAL 27, no. 8 (2021): 95–100. http://dx.doi.org/10.21209/2227-9245-2021-27-8-95-100.

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The problems of strategic management that stand in the way of regional universities that are under restrictions from the point of view of socio-economic development are analyzed. The reasons for the reduction of the regional market of applicants of the Far Eastern Federal District and the Siberian Federal District from the external and internal environment, as well as the reasons for the low competitiveness of regional universities in comparison with universities in developed socio-economic regions and in regions with a high concentration of employers in the labor market are considered. Among the most important issues are migration, population, transformation of the labor market under the influence of digitalization and the high rate of emergence of new requirements for the professional competencies of the graduate by the employer in almost all areas of activity. The role of strategic planning in the formation of goals and methods of organizational changes of a higher educational institution adequate to changes in the external environment is considered. The problems of strategic management that stand in the way of universities that are under restrictions from the point of view of socio-economic development are analyzed. The reasons for the reduction of the regional market of applicants of the Far Eastern Federal District and the Siberian Federal District from the external and internal environment, as well as the reasons for the low competitiveness of regional universities in comparison with universities in developed socio-economic regions and in regions with a high concentration of employers in the labor market are considered. The role of strategic planning in the formation of goals and methods of organizational changes of a higher educational institution adequate to changes in the external environment is considered. The purpose of this work is to analyze the main trends in the development of regional universities in terms of the number and quality of the contingent of students in the application of long-term planning methods
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De Moortel, Kevin, and Thomas Crispeels. "International university-university technology transfer: Strategic management framework." Technological Forecasting and Social Change 135 (October 2018): 145–55. http://dx.doi.org/10.1016/j.techfore.2018.05.002.

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Schultheis, Luke David. "Strategic University Partnerships for Enrollment Management." Strategic Enrollment Management Quarterly 1, no. 3 (2013): 194–203. http://dx.doi.org/10.1002/sem3.20021.

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Nafosat, Niyozmetova. "IMPROVEMENT OF STRATEGIC MANAGEMENT IN UNIVERSITIES THROUGH PROJECT MANAGEMENT." Journal of Management and Economics 4, no. 8 (2024): 17–21. http://dx.doi.org/10.55640/jme-04-08-03.

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In today's dynamic and competitive higher education landscape, universities face increasing pressure to adapt, innovate, and excel in delivering quality education and research. Strategic management plays a pivotal role in guiding universities towards their long-term goals and objectives. By integrating project management principles into strategic planning and execution processes, universities can enhance their ability to implement strategic initiatives effectively, manage resources efficiently, and adapt to changing environments. This article explores the intersection of strategic management and project management in the context of university administration, highlighting the benefits, challenges, and best practices for improving organizational performance and achieving strategic goals.
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Dominicus Savio Priyarsono. "MANAJEMEN RISIKO REPUTASI PERGURUAN TINGGI DAN WORLD UNIVERSITY RANKINGS." JURNAL MANAJEMEN RISIKO 2, no. 2 (2021): 51–58. http://dx.doi.org/10.33541/mr.v2iiv.4098.

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AbstractThe first critical step required in university reputation risk management is defining the meaning and formulating the method for measurement of reputation. This step can be facilitated by considering approaches utilized by world university ranking systems combined with relevant Ministerial policies and strategic planning of the university. Based on IPB University’s empirical experience in conducting reputation risk management, it can be concluded that reputation risk management is a type of strategic risk management that requires inter-functional integration so intensive that it needs involvement of the top management of the university. Keywords: risk management, university rankings, university reputation. AbstrakLangkah kritikal pertama yang diperlukan dalam manajemen risiko reputasi perguruan tinggi adalah perumusan makna dan penetapan metode pengukuran reputasi. Langkah ini dapat dipermudah dengan mempertimbangkan pendekatan-pendekatan yang digunakan dalam sistem- sistem pemeringkatan perguruan tinggi dunia yang dikombinasikan dengan kebijakan - kebijakan Kementerian yang relevan serta berbagai rencana strategis perguruan tinggi yang bersangkutan. Berdasarkan pengalaman empirik manajemen risiko reputasi yang diselenggarakan oleh IPB University, dapat disimpulkan bahwa manajemen risiko ini tergolong ke dalam manajemen risiko strategis yang memerlukan integrasi antarfungsi dalam organisasi sedemikian intensif sehingga memerlukan keterlibatan dari pucuk pimpinan perguruan tinggi. Kata kunci: manajemen risiko, pemeringkatan perguruan tinggi, reputasi perguruan tinggi.
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Nur Rahmi, Parmin Ishak, and Nurhayati Oli'i. "Understanding The Relationship Between Competitive Intelligence and Strategic Management of Universities: A Critical Review." Jurnal Manajemen Bisnis 7, no. 2 (2020): 71–81. http://dx.doi.org/10.33096/jmb.v7i2.333.

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The purpose of this paper is to provide references for research on university strategic practice and intellectual intelligence. This research also aims at the current university strategic management situation, starting from the analysis of the relationship between competitive intelligence and university strategic management, discussing strategic analysis and strategic selection in the university's strategic management process. Strategic selection, implementation, and evaluation in four stages of interaction and relation to competitive intelligence. The method used in this study is a critical review of the implementation of strategic management at universities in Indonesia by taking several references from journals, magazines, news, and regulations of the Educational Institution. It was concluded that the strategic management and competitive intelligence on colleges and universities have the interaction and integration relationship, both jointly build conclusions competitive on profit universities, to provide a reference for the study and practice of strategic management of universities and jobs competitive intelligence university.
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Novita, Mona, Ahmad Husein Ritonga, and Jalaluddin Jalaluddin. "University Leadership Management For Developing University Students’ Entrepreneurship." INTERNATIONAL JOURNAL OF EDUCATIONAL REVIEW 3, no. 1 (2020): 15–28. http://dx.doi.org/10.33369/ijer.v3i1.11283.

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Leadership teachers serve a crucial role in developing university student entrepreneurship competency. Referring to the concept of Entrepreneurial Based University, leaders can create effective entrepreneurship development programs in the frame of spiritual religious. This research aims to determine, understand and analyze the management of university teachers in West Sumatra province in developing student entrepreneurship. This study uses a qualitative approach with a type of study conducted at the State University of Padang (UNP), West Sumatra Province, Indonesia. Results of the study show that the leadership plays a role in the development of student entrepreneurship through the implementation of effective management functions, namely (1) planning, in the form of strategic policies in formulation of statute, strategic plans, determination of priority programs for developing campus, business units, and entrepreneurship programs; (2) organizing, in the form of official tasks, restructuring management; (3) Leading; manifested in the concept of VALUE (View, Appreciate, Leading, Understand and Evaluate) with spiritual religious frame-muslimprenur; (4) Controlling, carried out both in the form of program implementation and responsibility of the budget in developing student entrepreneurship.
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Abu Talib, Zuraidah, Che Su Mustaffa, and Syamsyul Anuar Ismail. "STRATEGIC COMMUNICATION OF ALUMNI CENTER, UNIVERSITI UTARA MALAYSIA: STRATEGIES TOWARD THE RELATIONSHIPS OF ALUMNI LOYALTY." International Journal of Law, Government and Communication 7, no. 30 (2022): 280–97. http://dx.doi.org/10.35631/ijlgc.730023.

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Most alumni studies were studied with a theoretical background involving microeconomic strategies, charity contribution literature, management, marketing relations, marketing services, science education, and integrative approaches. Research in the field of communication strategy in determining alumni loyalty that is directly related to the field and theoretical communication is minimal. There is no empirical evidence from the point of view of strategic communication that proves the relationship between the university's efforts and alumni's contribution to the university. Some studies have suggested the application of customer relationship management in universities. Through customer relationship management, analysis of communication needs between the university, students, and alumni can be identified. Therefore, this paper aims to describe the communication strategy carried out by the University through the Alumni Center to establish good relations with the alumni. This study was carried out using a qualitative method which is interviews. An interview session was held with the Director of the Alumni Center, six former Directors, and an administrative officer who has served the Alumni Center for several years since its establishment. The results of the study found that various strategies have been carried out by the UUM Alumni Center that can be linked to communication strategies. These include the channel strategy, message strategy, branding strategy, collaboration strategy, and social marketing strategy. The results of this study contribute to strategic communication, considering that the fields of marketing management, economics, and educational science mostly pioneer the highlights of alumni research literature.
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Rahmi, Nur, Parmin Ishak, and Nurhayati Oli'i. "Understanding The Relationship Between Competitive Intelligence and Strategic Management of Universities: A Critical Review." JURNAL MANAJEMEN BISNIS 7, no. 2 (2020): 71–81. http://dx.doi.org/10.33096/jmb.v7i2.560.

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 The purpose of this paper is to provide references for research on university strategic practice and intellectual intelligence. This research also aims at the current university strategic management situation, starting from the analysis of the relationship between competitive intelligence and university strategic management, discussing strategic analysis and strategic selection in the university's strategic management process. Strategic selection, implementation, and evaluation in four stages of interaction and relation to competitive intelligence. The method used in this study is a critical review of the implementation of strategic management at universities in Indonesia by taking several references from journals, magazines, news, and regulations of the Educational Institution. It was concluded that the strategic management and competitive intelligence on colleges and universities have the interaction and integration relationship, both jointly build conclusions competitive on profit universities, to provide a reference for the study and practice of strategic management of universities and jobs competitive intelligence university.
 
 
 
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Bugrov, Volodymyr, Maksym W. Sitnicki, and Oleh Serbin. "Strategic management of creative industries: A case study of university information institutions." Problems and Perspectives in Management 19, no. 2 (2021): 453–67. http://dx.doi.org/10.21511/ppm.19(2).2021.36.

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The purpose of this paper is to summarize the experience of leading university libraries in attracting and using creative industries implementating strategic management. The study was conducted taking into account the previous experience by analyzing and systematizing the regulatory framework, information, and analytical materials on this issue, and conducting personal interviews with librarians. The results and conclusions were obtained on the example of libraries of seven higher educational institutions of Ukraine, which are included in the QS World University Rankings and the Times Higher Education.The paper illustrates an extremely unsatisfactory financial situation and insufficient funding for university libraries. But even in such conditions, they are transformed into informational institutions, which not only provide users with a comfortable educational space but also produce innovative information resources and implement creative projects. The most significant projects are analyzed. All seven libraries have development strategies in which their mission is formalized. In three strategies there are no quantitative guidelines for development and, accordingly, the timing of their achievement. In addition, three strategies do not have the understanding of the need for business activities, and their key business processes are not clearly defined. Another three university libraries lack significant international creative projects. Instead, all seven university libraries recognize the need for creative industries and successfully implement creative projects of national importance.The study emphasizes the need to apply a model of strategic management of creative industries on the example of university libraries. AcknowledgmentThis scientific paper published with support by British Council’s ‘Creative Spark: Higher Education Enterprise Programme’, project № 5742783597 – the ‘National Сentre for Сreative Entrepreneurship Development’ (NCCE).
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Dissertations / Theses on the topic "Strategic management of the university"

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Manuel, Sue. "Strategic management and development of UK university library websites." Thesis, Loughborough University, 2012. https://dspace.lboro.ac.uk/2134/10958.

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This research assessed website management and development practices across the United Kingdom university library sector. As a starting point, the design and features of this group of websites was recorded against criteria drawn from the extant literature. This activity established core content and features of UK library websites as: a search box or link for searching the library catalogue, electronic resources or website; a navigation column on the left and breadcrumb trail to aid information location and website orientation; homepage design was repeated on library website sub-pages; university brand elements appeared in the banner; and a contact us link was provided for communication with library personnel. Library websites conformed to 14 of the 20 homepage usability guidelines examined indicating that web managers were taking steps to ensure that users were well served by their websites. Areas for improvement included better navigation support (sitemap/index), greater adoption of new technologies and more interactive features. Website management and development practices were established through national survey and in-depth case studies. These illustrated the adoption of a team approach to website management and development; formal website policy and strategy were not routinely created; library web personnel and their ability to build effective links with colleagues at the institution made a valuable contribution to the success of a library website; corporate services and institutional practices played an important part in library website development; library staff were actively engaged in consultations with their website audience; and a user focused approach to website development prevailed. User studies and metric data were considered in the website evaluation and development process. However, there were some issues with both data streams and interpreting metric data to inform website development. Evaluation and development activities were not always possible due to staff/time shortages, technical constraints, corporate website templates, and, to a lesser extent, lack of finance.
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Windisch, Ingrid Elisabeth. "Strategic management of campus recreation at the University of Pretoria." Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-11062007-112258.

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Key, Virginia Thomas. "Strategic management in the university-based research organization a guidebook for scientists and engineers." Thesis, Georgia Institute of Technology, 1986. http://hdl.handle.net/1853/33435.

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Zaahl, Monique. "Strategic planning for the Department of Genetics, Stellenbosch University." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95689.

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Thesis (MBA)--Stellenbosch University. 2012.<br>Strategic planning has become part of higher education institutes (HEIs) in the late 1990s. Even though several authors disagree on the merit of strategic planning in HEIs, the challenge is to use planning well and wisely. The need for strategic planning exist due to a constantly changing environment, e.g. an increased demand for tertiary education, a decline in government funding and the changing demographics of students. In this research report, a strategic plan for the Department of Genetics at Stellenbosch University was formulated. Following a literature review of strategic planning in higher education, a contextual overview of the institute is conveyed and subsequent analyses of the internal and external environments. The research design included engagement with all relevant stakeholders (staff members, students in the department and the Dean and faculty manager of the Faculty of AgriSciences). The department also serves students in the Faculty of Science and secondary data was obtained from both faculties for analyses. Five strategic themes were identified for the department. These themes contribute to the sustainable growth of the department as well as the overall strategic direction of the institute. The strategic themes were prioritized for implementation to commence in 2013. The key to successful execution of the strategic plan in the department is related to strong leadership, inclusion of all staff members and students and by encouraging creativity and innovation. The identified strategic themes also aims to alleviate, in part, some of the challenges faced by the South African government in higher education and, if successful execution occurs, will prove to serve the society as a whole.
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Silegren, K. (Krista). "Research production or productive research?:strategic management and performance measurement in University of Oulu." Master's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201801101027.

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This thesis explores the strategy and its management at the University of Oulu in relation to the political and legal guidance. Conflicting interests inside the organization are also examined. In order to combine both internal and external pressure mechanisms on strategic management and performance measurement, the institutional perspective is needed. Neoinstitutional theory with mechanisms of institutional isomorphism provide framework for understanding what pressure mechanisms affect the most on universities as an organization. In strategic management, attention is also paid to how the strategy is implemented and how the strategic performance is monitored in case university. Thesis is executed as qualitative case study which aims to describe how the external pressure mechanisms for institutional isomorphism a) materialize in the strategic management and b) reflect on the performance measurement criteria of University of Oulu. The analysis was primarily based on three managerial documents. Complementing information was acquired through interviewing the person responsible for these managerial documents, university intranet and official publications. The analysis was carried out as theory-grounded content analysis. The data was coded in theory-based categories: coercive / regulative, mimetic / cultural-cognitive and normative. As a result of analysis it can be stated that institutional isomorphism is materialized in the case of University of Oulu through all three aforementioned mechanisms. The coercive features are based on University law, MCE funding criteria, MCE performance agreement and other laws or regulations. The mimetic features are related to organization structure, management frameworks, monitoring systems and other things, for example profiling. The normative features are rooted in academic profession, social obligations, recruiting and accreditation. The most visible finding regarding the performance measurement were a) strong influence of coercive mechanism through MCE funding criteria, which shows as almost complete copying of funding criteria to be used as performance measurement indicators in strategic management b) the need to further develop the PM system. The findings of this study are from many parts in accordance with previous studies utilizing the same framework in university context and are considered reliable. However further conclusions about how the institutional isomorphism influences other universities’ strategic management and performance measurement cannot be drawn based on this case study. Thus more research is needed on how the universities form, implement and monitor their strategies under the effect of different external and internal pressures.
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Tran, Thien Anh. "Strategic Evaluation of University Knowledge and Technology Transfer Effectiveness." PDXScholar, 2013. https://pdxscholar.library.pdx.edu/open_access_etds/1059.

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Academic knowledge and technology transfer has been growing in importance both in academic research and practice. A critical question in managing this activity is how to evaluate its effectiveness. The literature shows an increasing number of studies done to address this question; however, it also reveals important gaps that need more research. One novel approach is to evaluate the effectiveness of this activity from an organizational point of view, which is to measure how much knowledge and technology transfer from a university fulfills the mission of the institution. This research develops a Hierarchical Decision Model (HDM) to measure the contribution values of various knowledge and technology transfer mechanisms to the achievement of the mission. The performance values obtained from the university under investigation are applied to the model to develop a Knowledge and Technology Transfer Effectiveness Index for that university. The Index helps an academic institution assess the current performance of its knowledge and technology transfer with respect to its mission. This robust model also helps decision makers discover areas where the university is performing well, or needs to pay more attention. In addition, the university can benchmark its own performance against its peers in order to set up a roadmap for improvement. It is proved that this is the first index in the literature which truly evaluates the effectiveness of university knowledge and technology transfer from an organizational perspective. It is also the first method that incorporates hard data of university technology transfer and expert judgments into the evaluation of the effectiveness of the activity. Practitioners in the area of academic technology transfer can also apply this evaluation model to quantitatively evaluate the performance of their institutions for strategic decision making purposes.
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Steen, John T. "Actor-networks in the resource-based view of strategic management /." St. Lucia, Qld, 2003. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17674.pdf.

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Hoppas, Costas A. "Strategic human resource management and oganisational performance : a study of the university administrators in Cyprus." Thesis, University of Wolverhampton, 2013. http://hdl.handle.net/2436/322367.

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Nowadays, organisations are seeking to understand how one of the last truly competitive resources, their human resources, can be managed for competitive advantage (Allen and Wright, 2006). As Wright and McMahan (2011) state, today an organisation’s human resources have become more important than ever to their success. Consequently, a better understanding is needed of the role of HRM in creating better organisational performance. Although, human resource management practices have continued to be the focus of strategic HRM research (Combs et al., 2006), human capital has received little attention (Takeuchi et al., 2007), and human resource behaviours have received even less (Sun et al., 2007). This study theoretically develops and empirically tests a conceptual model that describes how the system of HRM practices is likely to have an impact on organisational performance. Drawing on the Resource Based View, the Behavioural Perspective and the Social Exchange Theory, the study provides a conceptual framework consisting of five constructs through which the underlying mechanisms linking the system of HRM practices and organisational performance are examined. It is proposed that HRM systems improve organisational performance by strengthening human capital and employee attitudes and behaviours (employee commitment). Primary data was collected from public and private universities in the Republic of Cyprus. The empirical analysis investigates the interrelationships between multiple independent and dependent variables that exist in the relationship between the perceived system of HRM practices and organisational performance. The study also intends to test the Resource Based View (RBV) and Social Exchange Theory at the higher education sector, by examining the level of human capital and employee commitment as mediating mechanisms through which a system of HRM practices affects university performance. To analyse the data and test the proposed hypotheses, Multivariate Analysis of Variance (MANOVA) and Structural Equation Modelling (SEM) were employed. Goodness-of-fit measures were utilised to assess the structural fit of the overall model. As the aim of the study was to test and investigate the structural model that explains the relationship between the five constructs, standardised path coefficients and the significance of the hypothesised relationships were utilised to test the postulated hypotheses in a causal diagrammatic form. The results of the analyses revealed that the perceived system of HRM practices has significant positive effects on both, the level of human capital and employee commitment. In addition, the analysis indicated that the level of human capital has significant positive effects on employee performance, while at the same time employee commitment has also significant positive effect on employee performance. Moreover, the impact of employee performance on organisational performance was found to be positive and statistically significant. The analysis also revealed that the perceived system of HRM practices has a significant positive and direct impact on organisational performance. Finally, the relationship between employee commitment and organisational performance is significant and direct. Interestingly, the model indicates no significant direct impact between the level of human capital and organisational performance. The current research can be considered as pioneering in the area of strategic HRM in higher education, since it demonstrates that the simultaneous use of the Resource Based View and the Social Exchange Theory can provide empirical evidence for examining the mediating role of organisational resources (the level of human capital) and employee attitude and behaviour (employee commitment) as well as employee performance at university-level education. In addition, the results of this thesis contribute to the existing body of research and knowledge and provide recommendations regarding the role of the perceived system of HRM practices as an organisational mechanism that may help universities to configure valuable bundles of committed administrative employees who are equipped with high level of knowledge, skills and abilities (KSA’s).
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Skoufa, Lucas A. "A strategic management framework for reformed electricity generation firms in eastern Australia /." [St. Lucia, Qld.], 2006. http://adt.library.uq.edu.au/public/adt-QU20060713.152047/index.html.

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Najibullah, Yamin Kanchana Nakhapakorn. "A strategic response to water crises : examining the application of integrated water resource management in Afghanistan /." Abstract Full Text (Mahidol member only), 2008. http://10.24.101.3/e-thesis/2551/cd423/5037977.pdf.

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Books on the topic "Strategic management of the university"

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Falkenberg, Loren, and M. Elizabeth Cannon. Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222.

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Barinov, Vladimir, and Dmitriy Busalov. Strategic management. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1391566.

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This tutorial is not just another of the many books on a well-known topic. The main emphasis is placed on connecting many, at first glance, well-known things and helping students and managers to better understand the need and meaning of strategic management as a set of actions for the consistent development of an organization in an increasingly competitive environment. For the Russian reader, this is also important because competition in our country is only "gaining momentum", and understanding its nature is necessary both to preserve business and to achieve personal success.&#x0D; Meets the requirements of the federal state educational standards of higher education of the latest generation.&#x0D; For university students and postgraduates studying the peculiarities of enterprise management in a competitive environment, as well as for companies regardless of their size and field of activity, managers involved in the development of business development strategies.
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Zemanek, Danny. Change management and strategic planning. Stanford Video, 2006.

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Buea, University of. The University of Buea: Strategic plan, 2007-2015. University of Buea, 2008.

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Hayes, Robert Mayo. Strategic management for academic libraries: A handbook. Greenwood Press, 1993.

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Danner, Richard A. Strategic planning: A law library management tool for the 90's. Glanville Publishers, 1991.

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E, Swayne Linda, and Ginter Peter M, eds. Selected cases in strategic marketing: For the University of Phoenix. 2nd ed. Simon & Schuster Custom Pub., 1993.

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Agrawal, Puran. Strategic planning and management of universities with particular reference to the University of Ulster. The Author], 1991.

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Albrecht, Bob. Alignment based on strategic priorities at the University of Delaware. ECAR, 2004.

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Danner, Richard A. Strategic planning: A law library management tool for the 90's and beyond. 2nd ed. Glanville Publishers, 1996.

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Book chapters on the topic "Strategic management of the university"

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Falkenberg, Loren, and M. Elizabeth Cannon. "Institutional Dynamics and the Role of Strategy." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-1.

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Falkenberg, Loren, and M. Elizabeth Cannon. "Setting the Stage." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-2.

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Falkenberg, Loren, and M. Elizabeth Cannon. "Informed Engagement." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-3.

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Falkenberg, Loren, and M. Elizabeth Cannon. "Creating the Strategy." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-4.

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Falkenberg, Loren, and M. Elizabeth Cannon. "Executing the Strategy." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-5.

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Falkenberg, Loren, and M. Elizabeth Cannon. "Future-Proofing." In Strategic University Management. Routledge, 2020. http://dx.doi.org/10.4324/9781003057222-6.

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Kiraka, Ruth. "University reputation management." In Strategic Marketing of Higher Education in Africa. Routledge, 2020. http://dx.doi.org/10.4324/9780429320934-12.

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Gupta, Varun. "Strategic Alliances with University Libraries." In Innovation, Technology, and Knowledge Management. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-19741-3_2.

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Berdnikova, Leyla F., Irina G. Sergeeva, Sergey A. Safronov, Anastasia Yu Smagina, and Aleksandr I. Ianitckii. "Strategic Management of Smart University Development." In Smart Education and e-Learning 2020. Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-5584-8_25.

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Roosendaal, Hans E. "Strategic Issues in University Information Management." In Changing Cultures in Higher Education. Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-03582-1_14.

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Conference papers on the topic "Strategic management of the university"

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Tóth, Barbara, and Zsombor Zrubka. "University Processes and Global Rankings: A Strategic Management Perspective." In 2025 IEEE 19th International Symposium on Applied Computational Intelligence and Informatics (SACI). IEEE, 2025. https://doi.org/10.1109/saci66288.2025.11030127.

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Enciso, Paula. "DESIGNING STRATEGIES TO INNOVATE IN UNIVERSITY MANAGEMENT." In 17th annual International Conference of Education, Research and Innovation. IATED, 2024. https://doi.org/10.21125/iceri.2024.0044.

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Kürpick, Christian, Nick Schreiner, Laura Krauß-Kodytek, Arno Kühn, Sabrina Plass, and Thorben Scholz. "Capabilities for the Strategic Alignment of Sustainability and Digitalization in Manufacturing: Insights from Theory and Practice." In 2024 IEEE 65th International Scientific Conference on Information Technology and Management Science of Riga Technical University (ITMS). IEEE, 2024. http://dx.doi.org/10.1109/itms64072.2024.10741924.

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Zhou, Yanjun. "Optimization Strategy of University Library Knowledge Service Based on Data Management." In 2024 3rd International Joint Conference on Information and Communication Engineering (JCICE). IEEE, 2024. http://dx.doi.org/10.1109/jcice61382.2024.00057.

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Hynek, Josef. "Strategic Management of University Internationalization." In 2021 30th Annual Conference of the European Association for Education in Electrical and Information Engineering (EAEEIE). IEEE, 2021. http://dx.doi.org/10.1109/eaeeie50507.2021.9530902.

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Petrov, Viktorija, Zoran Drašković, Đorđe Ćelić, and Zorica Uzelac. "BRIDGING THE KNOWLEDGE GAP BETWEEN SCIENCE AND INDUSTRY: EMPIRICAL RESEARCH OF UNIVERSITY OF NOVI SAD AND UNIVERSITY OF BELGRADE." In 28th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2023. http://dx.doi.org/10.46541/978-86-7233-416-6_20.

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Slavić, Agneš, Maja Strugar Jelača, Timea Juhász, Nemanja Berber, and Dimitrije Gašić. "The Students’ Perception of Their Soft Skills – Based on Research Results From Hungary and Serbia." In 29th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2024. http://dx.doi.org/10.46541/978-86-7233-428-9_413.

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In the 21th century the talented employees and their knowledge and skills are the most important assets of the organizations. In relation to graduated students of economics and management studies employers often value soft skills more than technical and professional skills. Therefore, higher education institutions have a significant role in the advancement of the employability of their students – developing not only their knowledge and professional-technical skills, but soft skills, too. The aim of this paper is to introduce the results of a few international research concerning the role of university-level study programs in the development of the students' soft skills. Besides, the paper presents the results of a questionnaire-based research on the students' perception of the importance and development of soft skills in Hungary and Serbia. Based on the data obtained in 2023 from students of Budapest Business University and Faculty of Economics in Subotica, University of Novi Sad we will show the students' perception of the most important soft skills, their opinion on where the soft skills may be developed, how important is university in developing soft skills and what soft skills may a teacher help to develop. The research hypothesis is that students from Hungary and Serbia have similar perception on the importance and development of soft skills. The IBM SPSS Statistics 26 program is used for statistical analysis. The obtained results may be a useful input for the evolution of university level study programs for students' soft skills development both in Hungary and Serbia.
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Islamiyah, Zakiyah Tsauroh, Agus Rahayu, and Lili Adi Wibowo. "A Systematic Literature Review: University Strategic Management." In 6th Global Conference on Business, Management, and Entrepreneurship (GCBME 2021). Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220701.088.

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Müceldili, Büşra. "An Empirical Investigation Of Career Optimism Among Turkish University Students." In ISMC 2017 13th International Strategic Management Conference. Cognitive-Crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.12.02.14.

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Aliu, Farie. "Strategic management of enterprises, condition for economic development." In University for Business and Technology International Conference. University for Business and Technology, 2018. http://dx.doi.org/10.33107/ubt-ic.2018.311.

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Reports on the topic "Strategic management of the university"

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Khvostina, Inesa. Proceedings of the 2019 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019). Edited by Liliana Horal, Vladimir Soloviev, and Andriy Matviychuk. Atlantis Press, 2019. http://dx.doi.org/10.31812/123456789/3614.

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The Ivano-Frankivsk National Technical University of Oil and Gas will hold the 7th International Conference on Modeling, Development and Strategic Management of Economic System (MDSMES 2019: http://mdsmes.nung.edu.ua/), which will take place on October 24-25, 2019 in Ivano-Frankivsk National Technical University of Oil and Gas, Ivano-Frankivsk and Polyanytsia village (TC Bukovel), Ukraine. The purpose of the Conference is to exchange the experience and share the results of the scientific research, generalization and development of policy recommendations based on the strategic management of economic systems as well as development partnerships for the future collaboration. This conference provides opportunities for the different areas delegates to exchange new ideas and application experiences face to face, to establish business or research relations and to find global partners for future collaboration. We hope that the conference results constituted a significant contribution to the knowledge in these up-to-date scientific fields. We invite scientists, practitioners, teachers of educational institutions, doctoral students and graduate students to participate in the conference. The Organizing committee would like to express our sincere appreciation to everybody who has contributed to the conference. Heartfelt thanks are due to authors, reviewers, participants and to all the team of organizers for their support and enthusiasm which granted success to the conference. Hopefully, all participants and other interested readers benefit scientifically from the proceedings. We look forward to seeing you in the MDSMES 2019. We hope that this conference will be an annual event so we look forward to seeing you at MDSMES 2020. The Organizing Committee of MDSMES 2019
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Maginn, Edward J., David Hobbs, May Nyman, and Abraham Clearfield. Final Report for Environmental Management Science Program - Strategic Design and Optimization of Inorganic Sorbents for Cesium, Strontium and Actinides: Activities at the University of Notre Dame. Office of Scientific and Technical Information (OSTI), 2005. http://dx.doi.org/10.2172/839395.

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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Edited by Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive encounters, the promotion of collaborative projects and the encouragement of international networking. Below you will find papers related to: Economics of happiness, happiness management, organisational communication, welfare state economics, consumer happiness, leadership, social marketing, happiness management and SDGs, happiness management in human resource strategies, learning and competencies in happiness management, learning and competencies in social well-being, measurement and indicators of happiness and well-being and history of welfare economics.
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Petters, Jonathan, Shawna Taylor, Alicia Hofelich Mohr, et al. Publicly Shared Data: A Gap Analysis of Researcher Actions and Institutional Support throughout the Data Life Cycle. Association of Research Libraries, 2024. http://dx.doi.org/10.29242/report.radsgapanalysis2024.

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Publicly Shared Data: A Gap Analysis of Researcher Actions and Institutional Support throughout the Data Life Cycle examines research data management and sharing practices at six research-intensive academic institutions: Cornell University, Duke University, University of Michigan, University of Minnesota, Virginia Tech, and Washington University in St. Louis. Sponsored by the US National Science Foundation (grant #2135874) and part of ARL’s Realities of Academic Data Sharing (RADS) Initiative, this report highlights where service gaps may exist between researchers’ needs and the services and support provided by institutions. This report offers guidance for academic institutions aiming to improve coordination of their research data management and sharing services and infrastructure. It is particularly relevant for institutions developing strategies to support researchers effectively and efficiently in response to existing and forthcoming federal mandates on data sharing. This report is also useful in institutional planning for resource allocation of research data management and sharing services towards compliance as well as broader open science objectives.
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Abera, Mikyas, Jean Claude Byungura, Raymond Ndikumana, et al. Implementing e-Learning in low-resourced university settings: A policy and institutional perspectives at the University of Gondar and University of Rwanda. Mary Lou Fulton Teachers College, 2023. http://dx.doi.org/10.14507/mcf-eli.j11.

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The COVID-19 pandemic outbreak affected most universities, and it severely disrupted their face-to-face teaching and learning processes. The University of Gondar (UoG) and the University of Rwanda (UR) were no exceptions. Before the pandemic, E-learning was not an education norm in both institutions. Education was mainly face-to-face, inside a four-wall classroom experience. As COVID-19 restricted such experience, the two universities adopted a range of online platforms to support teaching, learning, and access to learning resources. Across the globe, E-learning solutions promise institutional resilience and innovative teaching and learning activities in tertiary education – but only if their development is embedded within enabling institutional culture, structure, policy, and processes. Against this backdrop, we designed a study to explore leadership and policy perspectives, institutional contexts, potentials/prospects, challenges, and best practices of educational digital solutions. In this exploratory study, we used accessibility and inclusivity as key motifs to frame discussions of results. We used a cross-sectional design and employed qualitative methods to collect data, i.e., document reviews, key informant interviews, and focus group discussions. We adopted a descriptive thematic analysis procedure to organize, analyze, and interpret the data. Overall, the results indicate that education leaders, faculty, and students were not equipped to smoothly transition from face-to-face learning to e-learning in the aftermath of the COVID-19 pandemic. Not only meeting technological requirements, the accelerated deployment of E-learning tools implied a change in pedagogy. We found that institutional policies were not designed to fully accommodate the change (except for some guidelines proposed during COVID-19). The lack of an e-learning strategy and resource limitations have hindered and continue to impact e-learning uptake in both institutions. We also found that poor internet connectivity, lack of tech devices and software, inadequate leadership commitment, power interruptions or outages, inadequate pedagogical training, low community perception, and poor administrative and technical skills are the challenges of the two institutions to effectively manage full-fledged e-learning programs. These challenges were usually amplified by the nature of national, local, and institutional contexts (e.g., a multi-campus, multi-college setting of UR and a war outbreak in northern Ethiopia). Noting that face-to-face education is still seen as premium, there is a need for a blended approach to e-learning and policies that would improve accessibility to and affordability of E-resources to diverse groups of staff and students. With varying degrees, we found that the two institutions are engaging in activities to promote e-learning. For instance, groups of e-learning Champions are advocating in both institutions for engagements in accelerated change efforts (be it on an e-learning platform, capacity building, access devices, and strategy). Both institutions have units that coordinate e-learning uptake and ensure its inclusivity. Both institutions could also benefit from increased governmental and development partners’ attention to the possibility and support of digital education. However, the issue of social equity and e-learning ecosystem management remains paramount in launching e-learning programs. In sum, we observed that e-learning is still in its nascent stages at both institutions although not at the same level. Their respective e-learning initiatives must integrate global best practices and specific local contexts and priorities. This requires that state and institutional leaders embrace and encourage co-creation, knowledge, and expertise sharing among institutions in low-resource and similar settings.
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Bass, Jordan, Emma Popowich, Andrea Szwajcer, and Sherri Vokey. Library Impact Practice Brief: Developing and Delivering New Research Services at the University of Manitoba Libraries. Association of Research Libraries, 2022. http://dx.doi.org/10.29242/brief.umanitoba2022.

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This practice brief provides an overview of lessons learned in developing and deploying the Research Services &amp; Digital Strategies unit at the University of Manitoba Libraries. The brief reviews and assesses the initial delivery and outcomes of three existing research support services—research data management, digitization, and research impact—and discusses next steps for these services.
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Yapa, Saman. Unlocking Productivity in Green Supply Chain Management. Asian Productivity Organization, 2024. http://dx.doi.org/10.61145/mpgj5559.

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Businesses are reevaluating supply chain management strategies in response to the dual challenges of minimizing environmental impacts and maximizing growth. Green supply chain management (GSCM) has emerged as a solution for this challenge. The P-Insights report Unlocking Productivity in Green Supply Chain Management by Dr. Saman Yapa, Professor of Decision Sciences, University of Sri Jayewardenpura, Sri Lanka, explains the basics of GSCM using the examples of global giants Ikea and Nike as well as of smaller businesses in Asia. The examples and advice given are relevant to business leaders, consumers, and communities. Executives can follow the GSCM methods for green transformation, consumers of all ages are encouraged to examine green claims to avoid the “greenwashing” trap, and options are suggested for community-wide efforts. Even well-intentioned green initiatives may have unintended negative effects on the environment, and Dr. Yapa points out that the overall benefits of GSCM efforts must be considered in evaluating their effectiveness, contributions to a healthier planet, and increasing productivity and economic prosperity.
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Korobeinikova, Tetiana I., Nataliia P. Volkova, Svitlana P. Kozhushko, et al. Google cloud services as a way to enhance learning and teaching at university. [б. в.], 2020. http://dx.doi.org/10.31812/123456789/3854.

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The article is devoted to the issue of a cloud-based learning system implementation as a powerful strategy for future specialists’ training at higher educational establishments. Using cloud computing in self-work management of the university courses is essential to equip students with a workload of appropriate educational materials and variable activities for professional training. Theoretical and empirical research methods were applied to select the appropriate services and tools for organizing students’ self-work at university. Critical analysis of scientific literature, synthesis of the data, didactic observation of the educational process, designing of the skeleton for university courses, questionnaires enabled to facilitate the study of the issue. G Suite has been chosen to enhance the quality of training of prospective specialists at a higher educational establishment. This paper introduces the outcomes of the project on applying Google Classroom in the management of students’ self-work while studying university courses. The focus of the first stage of the project was on testing pilot versions of the courses with the aim to work out the requirements and recommendations for incorporation general blended learning model of university courses. Particular attention is drawn to the designed model of the university course based on the curriculum with the necessary components of blended learning in the G Suite virtual environment. Cloud-based higher education is considered as a prospective tool for design of university courses with the need for further research and implementation.
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Cabrita, Maria Teresa, Ana David, and Gonçalo Vieira. Portuguese Polar Program Annual Report 2020. Centro de Estudos Geográficos, Universidade de Lisboa, 2021. http://dx.doi.org/10.33787/ceg20210001.

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The Portuguese Polar Program - PROPOLAR is funded by the Fundação para a Ciência e a Tecnologia ( based at Instituto de Geografia e Ordenamento do Território ( of the University of Lisbon ( The coordination of PROPOLAR is led by the Centro de Estudos Geográficos from Instituto de Geografia e Ordenamento do Território University of Lisbon (CEG/IGOT ULISBOA), under a Coordinating Committee that includes members from 4 other research centres, namely the Centro de Ciências do Mar University of Algarve (CCMAR UALG), the Centro de Ciências do Mar e do Ambiente University of Coimbra (MARE UC), the Centro de Química Estrutural from Instituto Superior Técnico University of Lisboa (CQE/IST ULISBOA), and the Centro Interdisciplinar de Investigação Marinha e Ambiental University of Oporto (CIIMAR U PORTO) Gonçalo Vieira (CEG/IGOT ULISBOA) is the Head of the program The remarkable effort and commitment of the Portuguese Polar scientists, within the framework of the International Polar Year ( 2007 08 were key to promote awareness of the importance of Polar science and research for Portugal A strategic plan encompassing three main objectives was then set out to i creating a Portuguese Polar Program focused on polar research and innovation and supporting the young generation of Polar scientists,scientists,( signing the Antarctic Treaty, and ( implementing a national Polar education and outreach program With the support of the FCT, PROPOLAR started in 2007 Portugal ratified the Antarctic Treaty in 2010 and the Madrid Protocol in 2014 and has established liaisons with major international Polar scientific and management organisations and networks PROPOLAR in close connection with the FCT, has ensured consolidation and sustainability of the development of Portuguese Polar science
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Yang, David, Arash Khosravifar, Diane Moug, and Avinash Unnikrishnan. Framework and Methodology for Risk-Based Bridge and Tunnel Asset Management: Objective Risk Assessment and Network Level Evaluation. Portland State University, 2024. https://doi.org/10.15760/cee-reports.01.

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This report presents the results of the project on establishing a general framework and methodology for risk-based bridge and tunnel asset management. The research was carried out at Portland State University in collaboration with engineers and officials at Oregon Department of Transportation (ODOT) and Federal Highway Administration (FHWA). The primary goal of the research is to achieve risk-based transportation asset management based on (a) objective and consistent risk assessment and (b) effective prioritization and optimization of intervention strategies. Volume I of this report presents methods and findings in the base phase (Phase I) of the project, which is focused on the objective and consistent risk assessment suitable for network-level transportation asset management. Specifically, the following three tasks were conducted to fulfil the general goal of Phase I: (a) establish general methodology for objective risk assessment of deteriorating assets; (b) achieve objective agency risk assessment in transportation asset management systems; (c) develop effective and efficient approaches to network-level user risk assessment.
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