Generating Ideas for Change and Innovation


Dzulkifli Abdul Razak, Agneta Bladh, Esa Hämäläinen,


12,99 € (60 Seiten, PDF)


  • Generating Ideas for Change and Innovation

    Leadership to Transform the Future

    Dzulkifli Abdul Razak

    The rate of change is currently the biggest change, and innovation its biggest driver. The process of “ideation” – generating, developing and communicating new ideas - is therefore of utmost importance. In this context, leadership plays a major role in ushering the appropriate milieu for change, especially change that is transformational in nature. As the educational sector worldwide undergoes a sea of change, it is crucial to be able to navigate through it by understanding the various processes involved in creating a paradigm shift driven by innovation. This article will broadly discuss some of the issues underlying the generation of ideas in transforming the future. It will briefly cite a case study at Universiti Sains Malaysia (USM) where many similar efforts have been experimented upon and implemented with impactful outcomes.

  • Nordic Mergers

    A Way to Strengthen Universities in a Competitive Environment

    Agneta Bladh

    Mergers in the higher education sector have been on the agenda in the Nordic countries for some years. The mergers are both top-down and bottom-up initiated. The aim of this article is to identify different types of higher education mergers in the Nordic countries, investigate different reasons for these mergers as well as report experiences from some merger processes in the Nordic countries. One Swedish case in particular is presented. Prerequisites for successful mergers are identified, including leadership requirements. The importance of a future-oriented and engaged academic leadership, as well as an open-minded leadership and preparedness for team leadership in merger processes, is emphasized.

  • How Does a Traditional Public University Meet the Challenges of Institutional Autonomy?

    New Modes of Leadership and Organizational Development at the University of Helsinki

    Esa Hämäläinen

    The Finnish universities’ autonomy was extended to cover full institutional autonomy as they were detached from the state in 2010. In this article, the author discusses organizational development taking place in the University of Helsinki after the university reform. In particular, changes in strategic leadership, excellence policy, service development and public relations are described and analysed. The article describes the process of introducing and consolidating entrepreneurial characteristics in a traditional public institution as described by Burton C. Clark. As a practice-based article, it may also offer insight to the vast variety of changes that take place in any university today.

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