Social Entrepreneurship Collaboratory: (SE Lab): A University Incubator for a Rising Generation of Leading Social Entrepreneurs

How can universities help create, develop and sustain a rising generation of social entrepreneurs and their ideas? What new forms of learning environments successfully integrate theory and practice? What conditions best support university students interested in studying, participating in, creating and developing social change organizations, thinking through their ideas, and connecting with their inspiration? What is the intellectual content and the rationale for a curriculum addressing this at a university

OECD reviews of higher education in regional and city development, State of Victoria, Australia

With more than 5.3 million inhabitants Victoria is the second most populous state in Australia. Once a manufacturing economy, Victoria is now transforming itself into a service and innovation-based economy. Currently, the largest sectors are education services and tourism. In terms of social structure, Victoria is characterised by a large migrant population, 24% of population were born overseas and 44% were either born overseas or have a parent who was born overseas. About 70% of the population resides in Melbourne. Victoria faces a number of challenges, ranging from an ageing population and skills shortages to drought and climate change and increased risk of natural disasters. Rapid population growth, 2% annually, has implications for service delivery and uneven development as well as regional disparities. There are barriers to connectivity in terms of transport and infrastructure, and a high degree of inter-institutional competition in tertiary education sector. The business structure in Victoria includes some highly innovative activities such as in biotechnology, but other sectors, especially those with high number of small and medium-sized enterprises, are lagging behind. Most of the larger manufacturing enterprises are externally controlled and there is uncertainty over the long term investments they will make in the state, as well as the place of Victoria in the global production networks

Effectiveness of HRD for developing SMEs in South Asia

Today South Asia is host to a large youth bulge which is entering the labor market every year posing challenging questions for the national governments in the context of employable skills, space for entrepreneurship, innovation and economic freedom. SME sector provides an opportunity for the young to exercise their ideas and ideals. However a prerequisite for the young to be innovate is the how countries produce and retain a high end human capital. This study provides a review of national socio-economic policies in South Asian region - which answer such challenges.human resource development, small and medium enterprises, economic growth, competitiveness

EU–originated MOOCs, with focus on multi- and single-institution platforms

No abstract available

Information, Development and Social Change Programs in Information Schools

The objective of this report from School of Information masters students is to explore opportunity spaces for dynamic research networks and agendas focused on information, development, and social change. Research networks will include faculty, master's and doctoral students across information schools who will generate new paradigms for meeting social challenges through information science, new design methods for community inquiry, and evaluation methods to measure the effectiveness of these initiatives in affecting social change through mechanisms such as efficiency of resource utilization. Development in the context of this report refers to economic, social, and infrastructure capacity building initiatives in both emerging and developed economies.http://deepblue.lib.umich.edu/bitstream/2027.42/91307/1/2009-McLauglinPuckett-ISI_Report_Final.dochttp://deepblue.lib.umich.edu/bitstream/2027.42/91307/2/2009-McLauglinPuckett-ISI_Report_Final.pd

Principles of Responsible Management Education (PRME): SIP Report SIP Report for Sheffield Business School

In 2014, Sheffield Business School (SBS) established a PRME Group to advance our PRME agenda. It undertook a 3-year project (2014 to 2017) to embed PRME values and principles in working practices and academic development. Our first SIP report occurred one year into this project. This, our second SIP report, is a timely review of both our approach to PRME, and the progress we have made over the last two years. • In Part 1 of this report, we start by providing an executive summary of our progress in this reporting period against the six PRME principles together with our recommendations for the next reporting period. We then introduce readers to Sheffield Business School, its three departments, the approach it took to embedding PRME and the way we are reporting on our progress. • In Part 2, we present the high-level review of how successful we have been in securing recognition of PRME amongst our staff. In 2017 we conducted a survey amongst our staff, the SBS 2017 PRME Survey, to collect information on levels of engagement with PRME principles in research, knowledge transfer and teaching activities. • In Part 3, we report in more detail against each of the goals we set in our previous SIP report. • In Part 4, we provide further information on how individual staff have developed their academic courses and research activities. • In Part 5, we highlight the FUSE project that brings together professional services staff to support charity projects. • In Part 6, we conclude the report with recommendations for the next PRME reporting period (Dec 2017 - Nov 2019)