Quality and Quantity in the Strategic Network of Higher Education Institutions
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32769
Quality and Quantity in the Strategic Network of Higher Education Institutions

Authors: Juha Kettunen

Abstract:

This study analyzes the quality and the size of the strategic network of higher education institutions. The study analyses the concept of fitness for purpose in quality assurance. It also analyses the transaction costs of networking that have consequences on the number of members in the network. Empirical evidence is presented of the Consortium on Applied Research and Professional Education, which is a European strategic network of six higher education institutions. The results of the study support the argument that the number of members in the strategic network should be relatively small to provide high quality results. The practical importance is that networking has been able to promote international research and development projects. The results of this study are important for those who want to design and improve international networks in higher education.

Keywords: Higher education, network, research and development, strategic management.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1123993

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1468

References:


[1] D. Romero, and A. Molina, “Collaborative networked organisations and customer communities: Value co-creation and co-innovation in the networking era,” Prod Plan Control, vol. 22, no. 5-6, pp. 447–472, 2011.
[2] R. Cross, and A. Parker, The Hidden Power of Social Networks. Understanding how Work Really Gets Done in Organizations. Boston, MA: Harvard Business School Press, 2004.
[3] L. Pittaway, M. Robertson, K. Munir, D. Denyer, and A. Neely, “Networking and Innovation: A Systematic review of the evidence,” Int J Manag Rev, vol. 5/6, no. 3-4, pp. 137–168, Sept. 2004.
[4] M. Corso, A. Martini, E. Paolucci, and L. Pellegrini, “Knowledge management in product innovation: An interpretative review,” Int J of Manag Rev, vol. 3, no 2, pp. 341–352, June 2001.
[5] R. S. Kaplan, D. P. Norton, and B. Rugelsjoen, “Managing alliances with the balanced scorecard,” Harward Bus Rev, pp. 114–120, Jan.–Feb. 2010.
[6] J. J. Reuer, and M. P. Koza, “Asymmetric information and joint venture performance: Theory and evidence for domestic and international joint ventures,” Strateg Manage J, vol. 21, no. 1, pp. 81–88, Jan. 2000.
[7] S. S. Burt, Brokerage and Closure: An Introduction to Social Capital. Oxford: Oxford University Press, 2005.
[8] D. Faems, B. van Looy, and K. Debackere, “Interorganizational collaboration and innovation: Toward a portfolio approach,” J Prod Innovat Manag, vol. 22, no. 3, pp. 238–250, May 2005.
[9] H. Perks, and R. Jeffery, “Global network configuration for innovation: A Study of international fibre innovation,” R&D Manage, vol. 36, no. 1, pp. 67–83, Jan. 2006.
[10] A. von Raesfeld, P. Geurts, and M. Jansen, “When is a network a nexus for innovation? A Study of public nanotechnology R&D projects in the Netherlands,” Ind Market Manag, vol. 41, no. 5, pp. 752–758, July 2012.
[11] W. Song, X. Ming, and P. Wang, “Collaborative product innovation network: Status review, framework, and technology solutions,” Concurrent Eng-Res A, vol. 21, no. 1, pp. 55–64, March 2013.
[12] H. Kunsoo, W. Oh, K. S. Im, R. M. Chang, H. Oh, and A. Pinsonneault, “Value cocreation and wealth spillover in open innovation alliances,” MIS Quart, vol. 36, no. 1, pp. 291–325, March 2012.
[13] L. Harvey, and D. Green, “Defining quality,” Assessment and Evaluation in Higher Education, vol. 18, no. 1, pp. 9–34, July 1993.
[14] D. Woodhouse, “Quality and quality assurance in Organisation for Economic Co-Operation and Development (OECD),” in Quality and Internationalisation in Higher Education, Paris: Programme on Institutional Management in Higher Education (IMHE), OECD. 1999. pp. 29–44.
[15] J. Kettunen, “The performance-based funding scheme of higher education institutions,” International Journal of Learning and Teaching, vol. 1, no. 2, pp. 104–109, Dec. 2015.
[16] L. Vlãsceanu, L., Grünberg, and D. Pârlea, Quality Assurance and Accreditation: A Glossary of Basic Terms and Definitions. Bucharest: UNESCO-CEPES, 2007.
[17] Jack, S. and A.R. Anderson “The effects of embeddedness upon the entrepreneurial process,” J Bus Venturing, vol. 17, no 5, pp. 467–487, Sept. 2002.
[18] J. Kettunen, “Strategic network of higher education institutions: Evidence from Europe,” Business Education & Accreditation, vol. 7, no. 1, pp. 87–95, 2015.
[19] Levi, M. “Social and unsocial capital: A review essay of Robert Putnam’s making democracy work,” Polit Soc, vol. 24, no. 1, pp. 45–55, March 1996.
[20] J. Kettunen, “Learning and teaching in the European strategic network,” The Online Journal of Quality in Higher Education, vol. 2, no. 2, pp. 57–64, 2015.
[21] A. Bryman, and E. Bell, Business Research Methods. Oxford: Oxford University Press, 2011.
[22] K. Punch, Introduction to Social Research: Quantitative and Qualitative Approaches. London: Sage Publications, 2005.
[23] R. Yin, Case Study Research: Design and Methods. Thousand Oaks, CA, Sage Publications, 2003.