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E-Discussion on “Forward Thinking for ICT use in Asian Agri-Food Chains”, register and participate! | CIARD

E-Discussion on “Forward Thinking for ICT use in Asian Agri-Food Chains”, register and participate! | CIARD | Research Capacity-Building in Africa | Scoop.it
RT @wdboer: Forward Thinking for ICT use in Asian Agri-Food Chains. E-forum, 13 August to 5 Sep 2014 http://t.co/8LclTj3WAe #agriculture #f…
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Essay on the way academics must get used to friends moving elsewhere - Inside Higher Ed

Essay on the way academics must get used to friends moving elsewhere - Inside Higher Ed | Research Capacity-Building in Africa | Scoop.it
Essay on the way academics must get used to friends moving elsewhere Inside Higher Ed There is comfort in the gossip of the familiar, and people who might never have otherwise sought out one another's company are bonded together by the difficulty...
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The University as an Entrepreneur: The Ingredients for Valorization and Valorization Strategies

The University as an Entrepreneur: The Ingredients for Valorization and Valorization Strategies | Research Capacity-Building in Africa | Scoop.it

Abstract:

Valorization of research results is becoming increasingly important today. Since academic research should not only contribute to our “quest for fundamental understanding,” but it also needs to “consider use” (Stokes, 1997); these dual goals give rise to tension in academic institutes that need to carefully balance research and its exploitation. Nevertheless, valorization, commercialization, technology transfer, knowledge exploitation or exploitation of research are different labels for a similar activity and have become part and parcel of academic life. Most universities own the intellectual property rights of their research, meaning they have the legal rights (in some countries the legal obligation) to exploit it in a way they see fit. Research shows that universities have different objectives (e.g. regional development, spin-off creation) for engaging in this process and every university has developed its own approach to deal with this in the sense of funding and support. On an abstract level, there are two scenarios for commercialization. In the first scenario the university takes the role of “entrepreneur” and in the second scenario it is the researcher (or the research group) who is involved in research that takes this role with the university being the context in which entrepreneurship takes place. In this contribution our focus is on the university as entrepreneur and we regard valorization as an entrepreneurial process. In order to visualize how the activities of different actors associated with the university contribute to the entrepreneurial process of a university, we will build on ideas postulated by Wakkee and Van der Sijde (2010) regarding the fluid and moldable nature of opportunities. We conceptually elaborate the consequences of their approach for bringing knowledge (and technology) from university to the market.

 

The authors:" In this paper we have considered the university as the entrepreneur rather than as a context in which entrepreneurship takes place. This does not mean, however, that individual members cannot be simultaneously involved this entrepreneurial processes. If managed intelligently by the university, a considerable part of the entrepreneurial activities of staff members may fall under the ‘‘umbrella’’ created by the university’s opportunity scenario, although there will always be individual
researchers who are (at least temporarily) involved in various commercializing activities that fall outside this opportunity scenario."

 

Source:

Peter van der Sijde, Ingrid Wakkee, Eveline Stam, Mirjam Leloux (2013), The University as an Entrepreneur: The Ingredients for Valorization and Valorization Strategies, in Ray Oakey, Aard Groen, Gary Cook, Peter Van Der Sijde (ed.) New Technology-Based Firms in the New Millennium (New Technology-Based Firms in the New Millenium, Volume 10), Emerald Group Publishing Limited, pp.213-224


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Promises Fulfilled and Unfulfilled in Management Education; Reflections on the Role, Impact and Future of Management Education

Promises Fulfilled and Unfulfilled in Management Education; Reflections on the Role, Impact and Future of Management Education | Research Capacity-Building in Africa | Scoop.it

Synopsis

This is the first of two volumes written to celebrate the 40th Anniversary of EFMD. Through an open-ended interview research process, it seeks to explore the perspectives and views of a wide range of experts drawn not only from the European environment but also from the United States and other global players in the management education field. Understanding the relations and interactions between the various actors in management education is fundamental to any rich analysis of the roles, value and purposes of management education as well as the unfulfilled promises in its evolution. The focus in this first volume is on the challenges, issues, themes and lessons learned in the 40 years of EFMD's evolution. The second volume will concentrate on the future of management education.

 

Contents:

1 EFMDs Journey in Management Education

2 A Brief Overview of the Emergence and Evolution of Management Education and the Business School

3 EFMDs Role in the Growth of Management Education

4 The Key Stakeholders in Management Education

5 What Have Been the Key Events and Innovations in the Evolution of Management Education?

6 Opinion Leaders Distinctly Different Schools and Innovations in Management Education

 7 What Are the Lessons Learned and Not Learned from the Past?

8 What Are the Barriers to Change in Management Education and Triggers for Change in the Future?

9 The Past and Changes Needed in the Future

 

Source:

Promises Fulfilled and Unfulfilled in Management EducationReflections on the Role, Impact and Future of Management Education: EFMD 

Contributor(s): B.L. Thomas (author), Lynn Thomas (author),Alexander Wilson (author), Howard Thomas (author), 
Format: Paperback, 234 x 156 x 13mm , 169 pp, 2013 
Imprint: Emerald Group Publishing Limited 
ISBN: 9781781907146


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The research workflow revolution: the impact of Web 2.0 and emerging social networking tools on research workflow

The research workflow revolution: the impact of Web 2.0 and emerging social networking tools on research workflow | Research Capacity-Building in Africa | Scoop.it
The presentation by Bill Russell (Emerald Group Publishing Ltd) reports on a major international survey, covering 2,000 researchers, which investigated the use of social media in the research workflow. Working with CIBER at UCL, the research process revealed that social media have found serious application at all points of the research lifecycle.
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Emerald | Journal of Knowledge Management | Organizational and behavioral factors that influence knowledge retention

Emerald | Journal of Knowledge Management | Organizational and behavioral factors that influence knowledge retention | Research Capacity-Building in Africa | Scoop.it

Organizational and behavioral factors that influence knowledge retention

Document Information:Title: Organizational and behavioral factors that influence knowledge retention
Author(s): Ellen Caroline Martins, (Director at Organisational Diagnostics cc, Johannesburg, South Africa), Hester W.J. Meyer, (Associate Professor in the Department of Information Science, University of South Africa, Tshwane, South Africa)
Citation: Ellen Caroline Martins, Hester W.J. Meyer, (2012) "Organizational and behavioral factors that influence knowledge retention", Journal of Knowledge Management, Vol. 16 Iss: 1, pp.77 - 96
Keywords: Knowledge behavior, Knowledge loss, Knowledge management, Knowledge retention, Organizational behaviour, Principal component factor analysis, Tacit knowledge
Article type: Research paper
DOI: 10.1108/13673271211198954 (Permanent URL)
Publisher: Emerald Group Publishing Limited
Acknowledgements: Received: March 2011 Revised: July 2011 Accepted: August 2011
Abstract: Purpose – The purpose of this article is to identify and explore the organizational and behavioral factors that influence knowledge retention, specifically in the tacit knowledge sphere.

Design/methodology/approach – A multidisciplinary approach focusing on knowledge management and organizational behavior was followed to develop a theoretical model that identifies the organizational and behavioral factors to be considered when addressing the issues relating to knowledge loss. A quantitative empirical research paradigm using the survey method was adopted to determine the organizational and behavioral factors that impact on knowledge retention. The survey was conducted electronically and on paper in the water supply industry. The exploratory principal component factor analysis technique (PCFA technique) was used to explore the factor structure underlying the variables. The theoretical model was compared with the newly proposed factor model to determine similarities and differences.

Findings – Nine key factors were identified through the factor analysis, of which knowledge behaviors, strategy implementation, leadership and people knowledge loss risks proved to be the most important. In comparing the factor structure of the theoretically derived model and the PCFA-composed factor structure, some factors essentially remained the same with few changes, and a number of new factors emerged.

Research limitations/implications – The literature study reveals that little research has been conducted in the field of knowledge retention with a behavioral focus. However, a vast amount of literature is found on knowledge, knowledge management, knowledge retention with a focus on organizational challenges and solution driven knowledge retention initiatives, and the organizational behavior discipline as such, thus facilitating the application of the relevant concepts to knowledge retention from an organizational and behavioral perspective.

Practical implications – This study encourages practitioners to take cognizance of the fact that organizations are different and that enhancing and impeding organizational factors as well as behavioral factors of knowledge retention are to be considered.

Originality/value – The findings should provide insight into the organizational and behavioral factors that should be considered in implementing a knowledge retention strategy to retain critical tacit knowledge, thus ensuring organizational effectiveness and competitive advantage.


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A rocket scientist at Oxford University is designing better cookware

A rocket scientist at Oxford University is designing better cookware | Research Capacity-Building in Africa | Scoop.it
What do rocket scientists do in their spare time? Design cookware, apparently. A Oxford University professor has created a new kind of saucepan that heats up 30-percent faster than traditional cookware.
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5 More Cool Tools to Take Classroom Collaboration to a New Level

5 More Cool Tools to Take Classroom Collaboration to a New Level | Research Capacity-Building in Africa | Scoop.it
More Fun Free Tools for Collaborative Classroom Assignments In May, we published the post, 20 Fun Free Tools for Interactive Classroom Collaboration. Given the

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University sees increase in research funding - KCCI Des Moines

University sees increase in research funding - KCCI Des Moines | Research Capacity-Building in Africa | Scoop.it
Iowa Now
University sees increase in research funding
KCCI Des Moines
The university's research funding increased by $7.3 million in 2014, compared with a $14 million drop in 2013 from the previous year.
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