Izzivi pri podp iranju sodelovanj a
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Izzivi pri podp iranju sodelovanj a. Arno Meerman Razvoj kompetenc in kvalifikacij na izbranih področjih poklicnega in strokovnega izobraževanja 20th of September 2013. ABOUT THE STUDY: Sample. Largest study ever into European Cooperation between Education and Business. ACADEMICS

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Izzivi pri podp iranju sodelovanj a

Izzivipripodpiranjusodelovanja

Arno Meerman

Razvojkompetenc in kvalifikacijnaizbranihpodročjihpoklicnega in strokovnegaizobraževanja

20th of September 2013


Izzivi pri podp iranju sodelovanj a

ABOUT THE STUDY: Sample

Largest study ever into European Cooperation between Education and Business

ACADEMICS

4,123 academics responded to the major study

MANAGERS

2,157 from Inst. Mngt. responded to the major study

6,280 total responses

2


Izzivi pri podp iranju sodelovanj a

METHOD: Countries involved

PARTICIPATING COUNTRIES

Countries that are existing, or candidate members, of the European Union or are partly committed to the EU economy and regulations as member of the European Economic Area (EEA) were targets of the study.

Involved in study

3


Izzivi pri podp iranju sodelovanj a

  • Why is cooperation between education and business important?

1

4


Finding 1 crucial role in knowledge society

FINDING 1: Crucialrole in knowledgesociety

  • Farming (land)

  • Industrial age(labour)

  • Knowledgesociety

  • Consistingof:

  • Innovation

  • Education

  • ICT

  • Science & Technology

  • (smart labour, capitaland enterprise)

  • Education has a crucialrole


Izzivi pri podp iranju sodelovanj a

Finding1

  • Cooperation Between Education and Business is a crucial activity in the development of a knowledge society

  • … which directly benefits education, business, academics and students

  • .. andindirectlybenefitssociety

6


Izzivi pri podp iranju sodelovanj a

  • Which factors influence the Education & Business environment?

2

7


Finding 2 the ecosystem

FINDING 2: The ecosystem

  • Cooperation is influenced by a large number of factors including:

  • 6.Key stakeholders:

  • Government

  • Business

  • Education Institutions

  • Intermediaries

  • 5.Mechanisms that support cooperation

    • Strategies

    • Structures

    • Activities

    • Framework conditions

  • 4.Factors that influence cooperation

    • Situational factors

    • Barriers and drivers

    • Perceived benefits

8


Izzivi pri podp iranju sodelovanj a

  • The ecosystem is complex and integrated…

  • All variables and their interrelations must be considered and developed simultaneously with a long term focus.

Finding2

9


Izzivi pri podp iranju sodelovanj a

Why do some academics, lecturers and institutions engage in cooperation and not others?

Influencing factors help to explain this:

Barriers

Drivers

3

10


Finding 3 barriers

FINDING 3: Barriers

Scale: 1 = No importance, - 10 = high importance

Finding:All academics and all HEI representatives see the same barriers to UBC regardless of their extent of cooperation

11


Finding 3 drivers

FINDING 3: Drivers

Scale: 1 = No importance, - 10 = high importance

12


Izzivi pri podp iranju sodelovanj a

  • Lack of funding and excess of bureaucracy at all levels are the highest barriers to cooperating with business.

  • Whereas, personal relationships drive cooperation.

  • It’s a people game!

Finding3

13


Izzivi pri podp iranju sodelovanj a

If influencing factors are only part of the explanation for UBC activity,

what else can help to explain the cooperation?

4

The existence of supporting mechanisms for UBC

Strategies

Structures and approaches

Operational activities, and

Framework conditions

14


Izzivi pri podp iranju sodelovanj a

FINDING 4: Supporting mechanisms

  • DEVELOPMENT

  • The development of the 4 Pillars (supporting mechanisms) from the most developed to least is:

  • Operational activities (5.4),

  • Structures and approaches (5.1),

  • Strategies (4.9), and

  • Framework conditions (4.5).

  • IMPACT

  • The impact on cooperation from the supporting mechanisms from the highest to lowest is:

  • Strategies (58%) (especially implementation strategies)

  • Operational activities (53%),

  • Structures and approaches (52%), and

  • Framework conditions (40%).

ACTIONA greater focus on strategies (especially implementation strategies) is required

15


Izzivi pri podp iranju sodelovanj a

  • The creation and development of supporting mechanisms are critical

  • The supporting mechanisms that are easier toimplement, are much more developed than those that are more difficult to implement

Finding4

16


Contact

Contact

Contactpersons

www.science-marketing.com

www.uiin.org

Arno [email protected]

Science-to-Business Marketing Research Centre

Münster University of Applied Sciences

Johann-Krane-Weg 27

48149 Muenster

Germany

Tel.: +49 251 83-65683

Fax: +49 251 20 80 39 90

Web: www.science-marketing.com


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