The exploration of university ethos – neoliberalism versus entrepreneurial wisdom

The exploration of the entrepreneurial university indicates a new model for higher education institutions. Despite the overwhelming resistance against this phenomenon in terms of neoliberalism, modern universities adapt to economic forces and the function of the imminent fourth industrial revolution. The changing ethos of universities in a time of super-complexity seems to be a natural phenomenon of our time regardless of the warnings against this revolution. The protection of academic integrity and quality of tuition needs not be a trade-off when the tuition mission of universities is being enlarged in terms of a new type of knowledge management and a fresh drive for applied research and intellectual property management. Universities become less isolated as an open system with the aim of building an enterprising state in which university partners co-innovate in order to solve global economic challenges. Most universities promote intrapreneurship and types of external academic engagement with industry while others have established technology transfer organisations and industry-science links as integral to the university. This paper explores perspectives against and for the phenomenon, with strong arguments and selected case examples in support of entrepreneurial universities

Towards a project management framework for ICT projects in defence institutions

A framework for information and communication technology (ICT) projects may address the discord between traditional project management and that which is required for ICT projects within defence institutions. The problem is underlined by the pace of technological development and the current application of compromised project management. Globally, no specific project management methodology is prominently suitable for solution delivery within defence institutions. The aim of this research was to address the problem by development of a framework for the management of ICT projects for defence institutions. The research methods used to address the problem were twofold with respect to a descriptive study. Secondary sources were utilised to describe a thorough background to the problem, and secondly, a descriptive case study was used. The ICT function of the South African Department of Defence (DOD) was used for the case study. A synthesis of the data from these sources guided the development of a framework. The final outcome was the development and enlightenment of a conceptual framework for the management of ICT projects after considering the unique challenges of the military, while reviewing relevant project management methodologies. In conclusion, the conceptual framework proposes a hypothetically workable approach for the management of ICT projects in defence institutions