Teaching Science And Engineering-Related Topics Using Experiential Methods: An Action-Research Study

This article describes a portion of a long-term action-research project investigating the teaching of the science of transportation to high school students using the case study or experiential method. Other aspects integrated with the project-oriented study are the use of Constructivist theory, the Socratic Method, and the incorporation of competitiveness and accountability as experienced more typically in a business rather than an education environment. The authors describe the role of the Institute, the need for intervention, and the framing of assignments to make a broad range of topics in engineering, science, and management among others within reach of 9th to 12th grade high school students. By constantly monitoring students’ comprehension of complex material, the faculty, staff and professionals got new insight into their own practice as teacher educators. The ongoing action research intends to follow students after the completion of the program to measure the sustainability of their learning experience

A Qualitative Study Of The Strategic Plans Of Three Higher Education Institutions

This research will use qualitative measures to determine differences in strategy between an Ivy-League Majority University, like the University of Pennsylvania, and two historically black colleges and universities (HBCU’s). One of the HBCU’s selected will be based on U.S. News & World Report as one of America’s best black colleges. The other will be Delaware State University. The source of the data will be archival and would include interviews and surveys. The objective is to determine best practices in strategy and implementation that can be applied to institutions to gain competitive advantage. Another goal is to add to the body of research about higher education institutions

Are Summer Institutes Funded By FHWA And State Departments Of Transportation Effective? Case Studies Of Evaluation And Learning Strategies

For the last three years Delaware State University (DSU) and the University of Vermont (UVM) have implemented a new approach to a summer program or “Institute” that emphasizes evaluation and accountability. Beginning in 2005, both institutes changed the focus of their programs to fulfill not only the primary objectives of instilling inquiry and project-based learning in the field of transportation but to incorporate rigorous evaluation criteria. If goals are very narrowly defined, that is, counting the number of students entering a career in transportation, then there are limitations. Students in the 9th through 12th grades are still experimenting with different career paths. Summer programs like the Summer Transportation Institute enable students to get to post-secondary education. Evaluation is necessary to ensure that funds are spent effectively but success should be measured on several fronts

Preparing Students And Teachers For Careers In Business: Rethinking The Teaching Of Business At The High School And Undergraduate Levels

This is a conceptual as well as a research-oriented paper on the need for a strategic rethinking of business education from middle and high school, to the college undergraduate level. Case studies, interviews, discussions with teachers and school administrators and participation in school advisory councils were the evidence used to demonstrate the urgency for research on this topic. Overall, the findings substantiate the importance of aligning the pedagogy with the needs of the marketplace. Resistance from faculty and school administrators as well as state standards and funding criteria are some of the deterrents to change. This work informs policy makers, teachers and school administrators of the need to streamline the middle and high school business curriculum with the college curriculum and to align the study of business with the current needs of the workplace and society.  &nbsp

Strategy: What Universities Can Learn From Corporate Success Stories

This paper identifies the need to view strategic management and implementation with new insights from entrepreneurs and researchers who have attained and studied successful enterprises. The backdrop is the rate of disruption taking place all over the U.S. as well as globally. The objective is to understand major changes to garner ideas for more effective decision-making at universities. Case studies, articles in scholarly journals, and newspaper reports are the data used for the study. Technology, teamwork, and culture are pivotal in the intrinsic role they play in the new era of competition

An Empirical And Qualitative Study Of The Strategic Planning Process Of A Higher Education Institution

This paper discusses whether there are differences in performance based on differences in strategy. First, an attempt was made to determine whether the institution had a strategy, and if so, did it follow a particular model. Major models of strategy are the industry analysis approach, the resource based view or the RBV model and the more recent, relational model. The next step was determining whether the institution actually implemented the strategy by allocating resources. Finally an attempt was made to find out whether any of the models influenced the performance of one higher education institution and whether one model resulted in greater performance than another. Performance was defined as improvements in enrollment, operating surpluses, investments in physical assets and capital structure. The research design was the case study approach. The methods of analysis were qualitative, using content analysis, as well as quantitative. The results showed that there were significant differences in performance between the institution with the well-defined and implemented strategy and other institutions in the same religious and geographic classification. This research should add to the knowledge base in seeking to improve Higher Education

Models in strategy: Empirical and qualitative comparisons with applications to non -profits

The strategy literature focuses on performance for profit enterprises. There is little research done on performance for non-profits and higher education organizations as a result of differences in strategy. This paper discusses whether there are differences in performance based on differences in strategy. First, an attempt was made to determine whether the institution had a strategy, and if so, did it follow a particular model. Major models of strategy are the industry analysis approach, the resource based view or the RBV model and the more recent, relational model. The next step was determining whether the institution actually implemented the strategy by allocating resources. Finally an attempt was made to find out whether any of the models influenced the performance of higher education institutions and whether one model resulted in greater performance than another. Performance was defined as improvements in enrollment, operating surpluses, investments in physical assets and capital structure. The research design was the case study approach. The methods of analysis were qualitative, using content analysis, as well as quantitative, using quartiles, box plots, trend analysis, compound rates of growth, chi-square statistics, regression analysis and mixed models for the longitudinal data. The results showed that there were significant differences in performance between the institution with the well-defined and implemented strategy and other institutions in the same religious and geographic classification. The sample size was small and, thus, it was not possible to make inferences to the larger population. The findings from the in-depth research revealed nuances that helped to tease out the subtleties between some of the key concepts in the strategy literature. On the surface, one would have thought that a niche was the primary ingredient of success. It turned out that a clear and correct analysis of the environment, plus pragmatic implementation and continuous strategizing are the factors that led to improved performance. This research should add to the knowledge base in seeking to improve Higher Education

Models in strategy: Empirical and qualitative comparisons with applications to non -profits

The strategy literature focuses on performance for profit enterprises. There is little research done on performance for non-profits and higher education organizations as a result of differences in strategy. This paper discusses whether there are differences in performance based on differences in strategy. First, an attempt was made to determine whether the institution had a strategy, and if so, did it follow a particular model. Major models of strategy are the industry analysis approach, the resource based view or the RBV model and the more recent, relational model. The next step was determining whether the institution actually implemented the strategy by allocating resources. Finally an attempt was made to find out whether any of the models influenced the performance of higher education institutions and whether one model resulted in greater performance than another. Performance was defined as improvements in enrollment, operating surpluses, investments in physical assets and capital structure. The research design was the case study approach. The methods of analysis were qualitative, using content analysis, as well as quantitative, using quartiles, box plots, trend analysis, compound rates of growth, chi-square statistics, regression analysis and mixed models for the longitudinal data. The results showed that there were significant differences in performance between the institution with the well-defined and implemented strategy and other institutions in the same religious and geographic classification. The sample size was small and, thus, it was not possible to make inferences to the larger population. The findings from the in-depth research revealed nuances that helped to tease out the subtleties between some of the key concepts in the strategy literature. On the surface, one would have thought that a niche was the primary ingredient of success. It turned out that a clear and correct analysis of the environment, plus pragmatic implementation and continuous strategizing are the factors that led to improved performance. This research should add to the knowledge base in seeking to improve Higher Education

Re-architecting the firm for increased value: How business models are adapting to the new AI environment

This paper is an examination of how technology, specifically artificial intelligence (AI), brings about changes in business models, with corresponding impacts on the fields of economics and business. Concepts such as value creation and competitive advantage have cascading effects on organizational culture and the functional framework of a firm. Data creation, management, and curation using media platforms enable enhanced scalability and logistics management such that the firm can be re-architected around a digital core. Organizational structure with functions such as marketing and human resource management are integral links in the automated value network anticipating and responding to customers’ needs while providing increasing marginal rates of return to the firm. The thematic analysis used as a methodological research tool yielded examples of companies that have embraced AI platforms and this paper describes the tremendous growth these companies are experiencing. This paper critically assessed and highlighted the enormous benefits of the new business entity due to AI. There are limitations to algorithms based on historical data such as the perpetuation of bias, loss of privacy, and anti-competitive practices. The implications described include how to harness the potential benefits of technology while mitigating the drawbacks, such as the rise in the anti-competitive dominance of oligopolistic players

Re-architecting the firm for increased value: How business models are adapting to the new AI environment

This paper is an examination of how technology, specifically artificial intelligence (AI), brings about changes in business models, with corresponding impacts on the fields of economics and business. Concepts such as value creation and competitive advantage have cascading effects on organizational culture and the functional framework of a firm. Data creation, management, and curation using media platforms enable enhanced scalability and logistics management such that the firm can be re-architected around a digital core. Organizational structure with functions such as marketing and human resource management are integral links in the automated value network anticipating and responding to customers’ needs while providing increasing marginal rates of return to the firm. The thematic analysis used as a methodological research tool yielded examples of companies that have embraced AI platforms and this paper describes the tremendous growth these companies are experiencing. This paper critically assessed and highlighted the enormous benefits of the new business entity due to AI. There are limitations to algorithms based on historical data such as the perpetuation of bias, loss of privacy, and anti-competitive practices. The implications described include how to harness the potential benefits of technology while mitigating the drawbacks, such as the rise in the anti-competitive dominance of oligopolistic players