Public University Models for Education – from Innovation to Entrepreneurship

[EN] The management of Australian public universities has changed dramatically over the last two decades with the decrease in public funding across teaching and research sectors. This has forced a strategic repositioning of universities and likewise a rethink on value generation and its translation into various revenue streams. The aim of this paper is to provide an analysis of current government innovation policy and university capabilities to support the translation of innovation, and in so doing explore the possibilities of a Quadruple Helix innovation approach to building new models for education. The paper begins by examining the significant role innovation plays in developing economic wealth, and a discussion of the triple helix framework that identifies the complex collaborative relationships between universities, government and industry. The development of a Quadruple Helix Innovation Model, which places the user at the centre of the relationship, highlights the importance of capabilities in the transmission mechanisms driving innovation. We argue that the measurement of appropriate capabilities formed through collaborations amongst key stakeholders will be critical to new business models. Universities are encouraged to embrace the user value driven business models to provide the innovation, execution and disruption necessary to quadruple the impact on national growth.Oneill, P.; Kimberley, N.; Teng, CW. (2017). Public University Models for Education – from Innovation to Entrepreneurship. En Proceedings of the 3rd International Conference on Higher Education Advances. Editorial Universitat Politècnica de València. 520-530. https://doi.org/10.4995/HEAD17.2017.5281OCS52053

Change and the impact on role - a role analysis of three senior executives of a major public sector organisation

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Managing organizational transformation (OT) using complex adaptive system (CAS) framework: future lines of inquiry

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Over the years, various change models have been postulated to assist senior executives to bring about large-scale/radical change. Despite the obvious importance of leadership to change efforts, little previous research has investigated, holistically and in the context of major change, the relationship between senior management actions and employee responses. Furthermore, the change literature largely ignores the role that emotions play in employee responses to change initiatives. This paper address both areas, and develops a model of organisational change from a justice, emotions and trust perspective, which depicts employees’ justice perceptions related to senior executives as affecting trust directly and indirectly, through associated emotional responses

Examining Organisation Transformation (OT) through the lens of Complex Adaptive Systems (CASs)

In this paper, the applied aspect of complexity theory envisions organisations as dynamic and adaptive systems. Through this application, the study examines the process of organisational transformation and outlines a research program. The proposed research has been designed to provide new tools and practical insights to make success more likely for organisations in the transformational process. The research outcomes are intended to inform organisational strategists, management consultants, change managers, and scholars in the field of management sciences, and more generally, improve understanding of organisational transformation process in large and complex organisations

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Although there are many potential causes of failed change, ‘resistance to change’ is widely recognised as a significant contributor to this problem. Much of the literature relating to resistance has focused on the context-specific antecedents which can be divided into those relating to change outcomes and those that focus on change implementation. Justice research acknowledges the importance of employee perceptions of fairness in change management, and identifies it as a key factor in developing positive employee attitudes toward organisational change. Using change process characteristics of Leader-Member Exchange (LMX), participation and information as antecedents, the aim of the present study was to examine the influence of employee perceptions of justice on resistance to change. The results of a survey of 100 employees in an Australian workplace indicate that informational justice mediated the relationship between LMX and resistance to change.25 page(s

Factors Leading to Management Consulting Success

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