Published on October 30, 2007
Slide1: World Class Practice in Management Education Best Practice Model in Collaboration and Innovation Professor Betty J. Chung KAIST Graduate School of Management Professor Salvador Aceves University of San Francisco Agenda: Agenda Establishing a Strategic Framework: Alignment of mission to drive collaborations Adapting Academic Research for Strategic Collaborations U.S. and China Market Trends Establishing a Strategic Mindset Examples of Collaboration-An Evolving Portfolio Observations and Lessons Learned Establishing a Strategic Framework: Establishing a Strategic Framework Defining the Role of the School and Program AACSB and the Vision and Mission Statement: “AACSB International members approved mission-linked accreditation standards and the peer review process in 1991. In 2003, members approved a revised set of standards that are relevant and applicable to all business programs globally and which support and encourage excellence in management education worldwide.” “ AACBS International advances quality management education worldwide through accreditation and thought leadership.” Establishing a Strategic Framework: Establishing a Strategic Framework USF’s Vision Statement: “The University of San Francisco will be internationally recognized as a premier Jesuit Catholic, urban University with a global perspective that educates leaders who will fashion a more humane and just world.” Establishing a Strategic Framework: Establishing a Strategic Framework KAIST’s Vision Statement: “The mission of KGSM is to develop global business leaders in management theory and practice with profound knowledge in both management and technology, and are capable of applying such knowledge to innovation and real-world problem solving.” Review of Recent Academic Research: Review of Recent Academic Research Through the Lens of a Joint-Venture When Competition Eclipses Cooperation (1996) -Seung Ho Park, Rutgers University and Michael V. Russo, University of Oregon Strategic Response to a Volatile Environment (2001) -Yadong Luo, Univ. of Miami, J. Justin Tan, Cal State San Marcos and Neale G. O’Conner, University of Hong Kong Review of Academic Research: Review of Academic Research Through the Lens of a Joint-Venture Explaining IJV Survival in a Transitional Economy Through Social Exchange and Knowledge-Based Perspectives (2000) -H. Kevin Steensma, University of Washington and Marjorie A. Lyles, Indiana University Introduction: International Ventures in China (1999) -Elizabeth Weldon and Jiatao Li, Hong Kong University of Science and Technology Review of Recent Academic Research: Review of Recent Academic Research Through the Lens of a Joint-Venture Strategic Alliance Structuring: A Game Theoretic and Transaction Cost Examination of Interfirm Cooperation (1993) -Arvind Parkhe, Indiana University Action Research and Learning: Guidelines for Best Practices -Daniel Goleman, The Consortium for Research on Emotional Intelligence in Organizations Slide9: U.S. Market Trends: Looking for a Partner Between 2000 and 2050, the Hispanic population in the U.S. will triple, growing to a total of 102.6 million people and increasing from 12.5 percent of the population in 2000 to 24.4 percent by 2050. By 2025, nearly a quarter of Americans will be over 60, a shift with huge implications for the U.S. economy and social services. “Traditional” families now constitute less than a quarter of American households, and higher education is facing the challenge to adapt to the needs of single, working adults, and single-parent households. U.S. Market Trends: Looking for a Partner: U.S. Market Trends: Looking for a Partner By 1980, more women than men were enrolled in higher education. By 2010 the number of women attending colleges and universities is expected to exceed the number of men by 2.5 million. Between 2000 and 2050, the number of Asian residents is expected to increase 213 percent, to 33.4 million, or 8 percent of the U.S. population, twice what their proportion of the total is now. In the 2040’s, non-Hispanic White population will represent just 50.1 percent of all Americans. Slide11: U.S. Market Trends: Looking for a Partner California, Texas and Florida accounted for a third of the U.S. population growth between 1990 and 2000. Slightly more than a quarter of U.S. adults have earned a bachelor’s degree, but nearly half have never attended college. The number of degree-granting for-profit institutions has also increased dramatically. In 1990, there were 165 such schools, of which only 18 offered four-year programs. By 2000, the total number had risen to 789, with 277 of them offering four-year programs. Slide12: U.S. Market Trends: Looking for a Partner Education and business accounted for more than half of the 468,476 master’s degrees conferred in 2000-01. In 2001, 19 percent of the 4,130 degree-granting institutions (nearly 800) offered full programs that could be completed entirely at a distance. Altogether, colleges and universities offered 2,810 distance degree programs and 1,330 certificate programs. -Source: A Profile of Continuing Higher Education Highlights from: “Lifelong Learning Trends” University Continuing Education Association July 2004 Slide13: China Market Trends: Looking for a Partner More than 17% of the country’s college-age students can now find a place in the University. This is up from 4% in the early 1990. 1.5 million graduates in 2002, 2.8 million in 2004, estimated 3.4 million graduates in 2005. In 2003 Oracle announced hiring 23 new graduates for their software development centers in Beijing and Shenzhen – more than 4,800 applied. Basic temporary teaching salaries $100 per month. Slide14: Establishing a Strategic Mindset Revisiting the Vision and Mission Statements Helping define who you should partner with Leverage alliances as part of marketing, recruitment and satisfaction barometer strategy Helping align program initiatives and establish a culture of evidence in support of accreditation Establishing Strategic Mindset: Establishing Strategic Mindset Saying “No” to New Opportunities Outsource model to create competitive advantage Best of Breed Helping define an appropriate timeline Examples of Collaboration – An Evolving Portfolio: Examples of Collaboration – An Evolving Portfolio Study Tour with a Twist Study Tour with a Twist: Study Tour with a Twist Students 1. One-on-One Pairing 2. Joint Assignments International Action Learning Simulation Model 3. Co-teaching (students) 4. International Network University of San Francisco KAIST Study Tour with a Twist: Study Tour with a Twist University of San Francisco KAIST China FOCUS Examples of Collaboration – An Evolving Portfolio: Examples of Collaboration – An Evolving Portfolio Immersion Program Joint Faculty development Action Learning Model Application back to Korea or US Leverage of Study Tour Alumni Examples of Collaboration – An Evolving Portfolio: Examples of Collaboration – An Evolving Portfolio International Internship -Exclusive opportunity for partner school -Joint champions-Local faculty and company -Partner school support of airfare and housing Observations and Lessons Learned: Observations and Lessons Learned How can you leverage your alliances as part of your University strategy? Defining the Time Horizon: Issue of Sustainability Establishing a Program Champion Quantifying Success Beyond the Financial Model Reconciling the Vision and Mission Statement in a culture of Assurance of Learning Slide22: Program Outcomes and Assurance of Learning Working with the AACSB Framework Defining the student learning outcomes Assessing student learning Establishing a feedback loop to the curriculum Linking Course Outcomes with Program Learning Outcomes What Student Have to Say Moving Beyond “Making Students Happy” Post Graduation Assessment Final Question to Ponder: Final Question to Ponder How many of you can articulate your mission statement and comfortably state that your collaborations and partnerships are aligned and support your mission statement?