Linking to Excellence: best practice in university/corporate partnerships

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An overview of the themes, issues and strategies in developing university/corporate partnerships at a time of systemic change and pervasive technologies. Presented at the Pearson Colloquium for Brazilian higher education and university rectors in Campinas, Brazil (26.8.2014)

Transcript of Linking to Excellence: best practice in university/corporate partnerships

  • 1. Linking to Excellence:Best Practice in University/Corporate PartnershipsDr. Alan BruceULS IrelandCampinas, Brazil: 26 August 2014

2. Objectives1. Impact of Change and Globalization2. The Innovation Mantra3. Change: universities and business4. Best Practice: Looking at Europe (and Ireland)5. Asserting Vision and Values 3. 1. Impact of Change and Globalization Globalization accelerating and pervasive Crisis and re-structuring since 2008 Devaluation of the public sphere Stratification and inequity raising social justice Labor market transformation Mobile capital and global investment linkage Rights and inclusion token or real? Who owns what? And why? Access, quality and innovation in education 4. Globalized realities Patterns of constant change Permanent migration mobility Outsourcing Flexible structures and modalities Obsolescence of job norms Knowledge economy Ecological pressures Diversity as the norm Impact of pervasive ICT and instantaneous communications 5. Shaping enterprise dimensions Decreasing employee share in national income in all countries Labor productivity - up 85% since 1980 Not reflected in wages - up 35% Declining social mobility Rising income inequality reflects declining equality ofopportunityGlobal Wage Report 2012/13, ILOProf. Miles Corak, Journal of Economic Perspectives 2013We are increasingly becoming a winner takes all economy overrecent decades, technological change, globalization and erosion ofthe institutions and practices that support shared prosperity haveput the middle class under increasing stressDr. Alan KruegerCouncil of Economic Advisers & Princeton (2013) 6. A Transformed World End of old certainties No return to normal Polymorphic media Planet of Slums (Mike Davis): hypercities of the future Informal economies The normalization of brutality Constant connectedness and information explosion 7. Implications for business Less than 10% of SMEs in developing countries wellprepared for new conditions and increased competition inglobal markets. An emerging opportunity to reap potential benefits ofglobal trade is establishment of business linkages betweenSMEs and transnational corporations (TNCs). These linkages represent one of the best ways for SMEs toenhance competitiveness and acquire a series of criticalmissing assets: access to international markets, finance,technology, management skills and specialized knowledge However, specific linkages promotion programs only have achance to succeed if a conducive policy environment is setup.UNCTAD Information Economy Report, 2006 8. Policy Environment: threat or opportunity? Mythology of the normal or standard Defining policy goals and aims Robust probing of social structure required Unmasking power, relationships and inequity Need to avoid clich and assumptions Learners are immersed in and emerging into this changedconstellation of which the gatekeepers often know little 9. 2. The Innovation Mantra Innovation supporting learning Innovation supporting work Re-evaluation of traditional methods and structures Changing needs Analyzing and responding to impact of globalization Change without changing innovation with precedents Facing new realities using evidence, connecting issues,thinking outside the box 10. Innovation imperatives Transformational learning and the sociology of innovation Educational systems as networks of actors who reinforceeach other in stable configurations Stable configurations prevent change Vested interest acts against innovation and inclusion - seenas threat It is possible to have incremental change Systems react to change even if they do not initiate it The promising path is through disruptive innovation whichproduces irreversible change (Christensen, Disrupting Class,2008) 11. Directions and trends Acceleration Collaboration and networks Collaboration with knowledge production centers Increasing domination by market realities Towards competence Integrated learning for integrated learners 12. Innovation contexts If learning, working and production are controlledinnovation is at best powerless, at worst sinister At the core of innovation is an ability to assess critically andexpress freely Fundamental to innovation is the ability to ask questionsthat challenge existing relations Innovation is re-examining existing reality while posingviable alternatives 13. Global Innovation Index 2014 Edition Understanding human aspects behind innovation essential fordesign of policies to promote economic development andricher innovation-prone environments locally. Recognizing key role of innovation as a driver of economicgrowth and prosperity, and a broad horizontal vision ofinnovation applicable to emerging economies: GII includesindicators that go beyond the traditional measures ofinnovation (e.g. R&D) Rankings:Switzerland 1Finland 4USA 6Ireland 11Brazil 61 14. Resourcing Innovation Talent management initiatives Accurate forecasting of future skill needs Linkage with leading universities Human Capital Organizational Capital Network CapitalTransfers of economically useful scientific knowledge fromuniversities to industry generates substantial economic growth asthe experiences of classical high technology regions (e.g. SiliconValley) and emerging new technology centers around the worlddemonstrate Listening Linkage Leading 15. 3. Change: Universities and Business Education both structure and process Aims and goals vary considerably Education systems mirror world, society and relationship-matrixof which they are part Education systems as constraining as liberating Forum for ideas or market for products? Or both.? Commodification of knowledge Impact on education systems (Freire, Illich, Field) Impact on work (Braverman, Haraszti, Davis) Impact on community Knowledge and learning centrally linked as product andprocess dimensions 16. Corporate universities The U.S. has been able to nurture and extract considerableeconomic value from the intangible assets represented byits scientists New efforts to bring science and industry closer together inEurope, exploiting latent intangible assets locked away inuniversity scientific systems and practices. Direct and unreflective importation of institutional practicesthat successfully unlocked such assets in the U.S. economyrisky to pursue in Europe, since the two systems ofuniversity education differ in quite fundamental ways. 17. From Newman to KerrJohn Henry Newman (1873) The Idea of the University1. Primary purpose of a University is intellectual and pedagogical2. Range of teaching within University is universal; itencompasses all branches of knowledge, and is inconsistent withrestrictions of any kind.3. The University prepares students by allowing them to learnabout "the ways and principles and maxims" of the world4. True education requires personal influence of teachers onstudents.Clark Kerr (1963) The Uses of the University1. Modern university is diversified a multiversity2. Serves needs of society, economic and cultural3. Think tank essential to progress4. Master Plan for Higher Education (1960) in California 18. The triple helix Concept: Industry/University/Government How does learning sustain innovation? Focus on inherited structures and delivery mechanisms Access to and validation of knowledge central concerns Changes in governance: autonomy; budgets; performancebased practice Shift to external accreditation away from Ministries Emergence of more complex processes of innovation andcommercialization of research Triple Helix Systems of Innovation (Ranga & Etzkowitz 2013) What is now the role of the University? 19. University: changing roles and expectations Stakeholders expect universities to respond to needs beyondclassic education, teaching and research Strengthening the knowledge economy Restructuring basic institutions Assimilating new populations Democratization, access, social mobility, critical thinking andsustainability Embedding the complexity of modern societies in a dynamicsocio-economic-learning matrix Industry/corporate linkage occurs in this context Best practice is multidimensional depending on these needs 20. Universities at the crossroadsA review of evidence from the perspective of knowledge-seekingfirms and knowledge-generating universities reveals a strikingasymmetry: Companies presently seek mainly public science outputs Universities pursue proprietary science opportunities moreheavily in their dealings with business and industry.At the same time: Knowledge flows are being promoted more aggressively Universities are being totally restructured, harmonized anddecentralized regarding governance and accountability.Together, these momentous events may pose potentially divisivepressures within universities among their various faculties andindividual members. 21. Outlook for partnership Miller (2003) fundamentally optimistic abouttransformational potential of new knowledge architectures Carneiro (2007) identifiesParadigm shifts (industry-globalization-utopia)Delivery modes (role-access-customized)Driving forces (State-market-community) Intangible assets are the core economic competencies onwhich strategy depends and a key feature of Europesknowledge economy For businesses this includes intellectual propertycomponents (licenses, patents, copyrights, trademarks,etc.) and more subtle intangible capacities embedded instrategic, differentiating competencies. 22. 4. Best Practice: Looking at Europe(and Ireland)From common market to Union: 28 Member StatesEconomic powerhouse: the social modelFree movement of labour and capitalDiversity, complexity and danger zonesThe impact of learning synergiesBalancing national educational systems with common needsEncouragement of linkage The Lisbon Strategy (2000): Innovation Adaptability Entrepreneurship Equal Opportunities 23. Europe, Learning Support and LinkagePart of integration strategy since outsetDesigned to address labour market needsEU has no competenc