面向一流大学的跨越式发展:战略规划的作用

基于战略管理的基本原理和大学的组织特性,本文提出了研究型大学跨越式发展的战略规划的一般框架和理论假说,并选择了三个中外著名大学跨越式发展的案例进行实证分析,结果发现:跨越式发展的多个案例体现了中高水平的正式的战略规划活动,并具备自上而下与自下而上相结合的战略规划流程,理性基础上的参与式战略规划模式及其实施对跨越式发展有非常重要的作用。     

美国研究型大学战略规划工作探析——以威斯康星-麦迪逊大学为例

战略规划工作是世界一流大学实施战略管理的重要内容,近年来日益为我国高校所重视。以威斯康星-麦迪逊大学规划工作的演进为线索,以该校近15年来相继出台的三部战略规划为样本进行分析,在一定程度上反映了美国研究型大学战略规划的基本内容和过程特征。     

大学不能回避战略规划

从20世纪80年代起,美国大学纷纷开始实施战略规划活动,我国大学在20世纪90年代也纷纷开始了自主性的战略规划活动,然而对于大学战略规划活动的有效性问题却始终存在争议,相关实证研究也呈现出支持和否定两种结果。但对大学来说,实施战略规划至少可以有效终止组织内的争论、凝聚发展力量,同时战略规划还是大学回应外部利益相关者重大关切的工具。大学实施战略规划肯定会出问题,但出问题并不表明战略规划在本质上是无效的,真正应该思考的是如何应对这些不可避免的问题。大学必须充分认识到,实施战略规划是为了帮助其更清晰、更有效地思考。此外,如果大学不实施战略规划,就会挑战现有秩序,丧失合法性。以上这些理由决定了大学不应该回避战略规划。     

建设师资队伍是高校内涵发展的路径选择

＂高校走内涵式发展道路＂这个战略目标已成为共识,但是对于选择怎样的路径去实现高等学校的内涵发展呢？笔者结合自己的工作体会,从师资队伍建设的角度,阐述了教师在实现大学的人才培养、科学研究、服务社会三大基本功能中的作用,探讨了通过职业生涯规划、师德建设、到企业挂实职等师资培养策略,来为高校的内涵发展提供根本保障。     

新建地方本科院校战略规划制定探析

新建地方本科院校是中国高等教育的重要组成部分,科学制定战略规划对新建地方本科院校发展有着重要的作用.面对新建地方本科院校战略规划制定过程存在的问题,优化战略规划应从建立规划职能机构,提高队伍整体水平入手;重视使命与愿景陈述,明确学校定位和特色;营造良好的政校关系,积极争取外部支持;科学进行战略选择,寻求特色发展道路;建立反馈与评估机制,提高战略规划执行力.     

The Shift from Teaching to Learning: Staff Recruitment and Careers Development Policies for the Universities of the Twenty‐First Century

This article examines some of the contextual factors underlying the move from teaching to learning in universities over the next two decades. It considers the major characteristics of and elements in emerging learning processes. It assesses the likely impact of the above on personnel policy and practice in universities and suggests some broader organizational issues for universities as a consequence of the analysis. The article draws on research conducted by the author for two recent international studies, sponsored by the Association of European Universities and UNESCO, and on perspectives derived from various strategic evaluation exercises undertaken under the auspices of CRE.     

美国不同层次公立高校的战略规划研究——以三所高校为例

美国高等教育在战略规划方面具有比较成熟的经验.本文选取美国研究型大学、四年制本科院校和公立两年制社区学院等三所不同层次的公立高校,解读他们制订的战略规划,同时归纳其对我国公立高校制订规划的启示.     

教学研究型大学向研究型大学跨越的战略研究

本文对研究型大学形成的规律进行了初步探讨,并对美国的一些大学向研究型大学跨越的成功经验进行了分析。最后,就我国不同类型的教学研究型大学向研究型大学的跨越提出了战略对策建议。     

大学战略规划的若干基本问题

战略规划是大学发展的纲领性文件,对大学发展可以发挥多方面的作用,包括凝聚共识、明确方向、确立目标、创新文化和促进跨越发展等。战略规划的主要任务是研究大学生命周期和发展形势,设计大学发展愿景和规划实施的保障措施。编制大学战略规划不能没有科学的理论依据,经验表明:目标导向理论、资源匹配理论、人力增值理论、组织再造理论和文化创新理论等对做好大学战略规划具有重要意义。要使战略规划成为指引大学前行的灯塔,必须提高战略规划的质量,为此,可以采用系统规划法、全员规划法、全要素规划法和战略研究法等方法。     

Towards a micro foundation of leadership,governance, and management in universities

Leadership, governance, and management are frequently conceptualized as conflictory institutional logics. The recent shift to a ‘new managerialism’ in universities, for example, clearly favors business-like leadership and management styles over collegial governance practices. This article provides a micro foundation of leadership, governance, and management in universities based on the underlying communication of strategic issues among governing bodies. Reporting on a longitudinal case study of a comprehensive reorganization of a German university, it illustrates how institutional logics translate into micro patterns of communication. The findings suggest that leadership, governance, and management are not necessarily conflictory but reflect in four complementary micro patterns. Rather than ‘managerialism’ replacing ‘collegialism,’ organizational change unfolds in oscillating sequences of these four micro patterns. The findings furthermore indicate that the strategic issues of research and teaching at the university’s core remain largely autonomous, despite their increasing managerial regulation.     

我国高校推进战略规划的历程回顾

我国高校推进战略规划工作的历程大致可以分为思想萌芽、初步探索与全面铺开三个阶段。进入21世纪后,在众多因素的作用下,越来越多的高校加入到编制和实施战略规划的行列之中,各高校内部普遍设立了发展规划机构,预示着我国高校的发展将更具前瞻性、科学性。     

研究型大学核心竞争力战略规划研究

我国的研究型大学在高端人才培养和学术研究上具有重要的地位.因此,如何从战略规划的视角,来理解研究型大学培育核心竞争力的战略规划理念,分析其影响因素及实现形式,进一步制定其发展战略及战略规划,已成为研究型大学建设的一项根本任务.     

Academic Planning and Organizational Design: Lessons From Leading American Universities

The emerging competitive environment of higher education, both within and between countries, is requiring universities in Europe and other pans of the world to emulate American institutions by becoming corporate entities with an independent capacity to make strategic choices among academic programmes and activities. A number of the leading American universities have developed comprehensive planning processes that offer suggestive guidance for managing in this new environment. These processes have emphasized: clarifying and articulating norms essential to the legimacy of planning; grouping and consolidating functions; promoting reciprocal communication; encouraging the development of a planning capacity within each strategic unit; and increasing direct communication and the sharing of information among members of the academic community. Essentially these universities have conceived of comprehensive planning as a problem of organizational design, systematically seeking means of promoting integration in a highly differentiated organization. The specific mechanisms by which this integration has been accomplished are reviewed.     

Strategic technology planning in higher education

Higher education institutions struggle with planning for future needs, growth, and, sometimes, contraction. As student populations expand and as faculty members adopt new technologies, universities struggle to support these needs. To the casual observer, it may seem that the technology planning process is haphazard. This article details a process that organizations can use to develop a strategic plan to satisfy near‐ and long‐term technology needs. A case study of how this process was used to develop a technology roadmap at San Diego State University will be discussed.     

澳大利亚大学战略规划:探究与启示

澳大利亚大学把战略规划视为内部管理的一项重要举措。大学战略规划的相关界说从不同角度影响了澳大利亚大学的战略规划实践。大学战略规划实践体现的立足于对大学的组织特点的理解、注重对大学外部环境的分析、体现大学规划自主的原则、吸引各方广泛参与和规划内容既“求同”又“存异”的五大特征,对于当前我国大学规划具有启示意义。对大学科学定位和进行大学发展动因分析应成为现阶段我国大学战略规划的突破口。     

中美研究型大学战略管理比较研究

战略管理是研究型大学提升核心竞争力、提高整体水平、实现跨越式发展的重要途径。中美研究型大学战略管理的基本理论来源相同、研究范式相仿、基本原因相似、基本目的一样、基本过程一致、预期结果相近,然而,其历史进程、根本动力、规划方法、组织方式、评价控制、实际效果都截然不同。比较中美研究型大学战略管理可以发现:理念培育是实施战略管理的前提,素质培养是实施战略管理的基础,科学规划是实施战略管理的根本,大学校长是实施战略管理的关键,组织控制是实施战略管理的保障,政治文化是实施战略管理的土壤。     

Effective strategic planning in Australian universities: how good are we and how do we know?1

Strategic planning was introduced to Australian universities as part of the Commonwealth Government higher education reforms of 1988. The ‘Dawkins Reforms’ implemented extensive structural reform, changed executive leadership roles and responsibilities, commenced the ‘managerialisation’ of the Australian university sector, introduced the Higher Education Contribution Scheme and facilitated the transformation of Australian universities from collegial academies to modern, ‘enterprise’ universities.

There is an abundance of published marketing material celebrating ‘effective’ strategic planning outcomes in the myriad of strategic plans published by Australian universities. Yet, a recent study indicates that strategic planning remains a contested internal leadership function in Australian universities almost 30 years after traditional academic planning was replaced with commercially-focused strategic planning. This paper will review the effectiveness of strategic planning practices in Australian universities guided by the rhetorical question: ‘how good are we and how do we know?’     

Where is the gap between internationalisation strategic planning and its implementation? A study of 16 Dutch universities’ internationalisation plans

A dominant concern with internationalisation through the past decades has been the process of strategic transformation of universities. While strategic management has been perceived as a necessary and useful approach in the construction of internationalisation, many criticisms have been levelled against the application of strategic management in internationalisation. One of these criticisms is the ‘implementation gap’ between internationalisation strategic plans and their actual outcomes. Based on interview data collected from 73 key actors involved in internationalisation at 16 Dutch public universities, this research identifies 12 elements that comprise the concept strategic management and illustrates how educational practitioners in different sectors (research universities and universities of applied sciences) and job function levels (central and faculty) prioritise these elements. The key contribution of this research is the clarification of the areas where the ‘implementation gap’ exists and the causes of this gap. The findings of this research are particularly important in the midst of uncontested popularisation of strategic management, because they can help universities to reduce this gap and improve the effectiveness of their strategic management practices.     

公立研究型大学的战略规划与变革管理——杜德斯达特高等教育改革发展的实践

密西根大学是美国公立大学的旗舰,享有公立大学之母的美誉。杜德斯达特在1988-1996年担任密西根大学校长之际,以战略规划和变革管理为突破口,将密西根大学成功转变为一所公立私助、文化多元、技术先进的新型院校——21世纪的大学。本文对杜德斯达特高等教育改革发展的实践进行了考察,认为以战略规划和变革管理推动研究型大学的跨世纪转型的经验值得借鉴,对我国一流大学建设也有一定的启示。     

高等学校特色发展规划存在的若干问题——基于辽宁省79所高校特色发展战略规划文本的分析

本文以辽宁省79所普通高校特色发展规划文本为研究对象,从战略管理角度对高校特色发展战略规划中存在的问题进行探讨,提出实施高校特色发展战略必须健全战略管理环节、必须以"特色"为核心进行战略设计安排、必须"内外兼顾"全面规划,必须高度重视战略实施、战略评估环节等。