Please use this identifier to cite or link to this item: http://hdl.handle.net/10299/123
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dc.contributor.authorLitwin, Jeffrey-
dc.date.accessioned2008-06-09T12:42:57Z-
dc.date.available2008-06-09T12:42:57Z-
dc.date.issued2008-06-09T12:42:57Z-
dc.identifier.urihttp://hdl.handle.net/10299/123-
dc.descriptionPowerPoint Presentationen_US
dc.description.abstractThis paper points out that a high degree of institutional diversity obviates any single theory from explaining the research strategies of all universities. Like all organizations, universities want to expand their scale, scope or depth of operations. In this pursuit, universities in the United States compete with each other for students, for resources that supports research, and, ultimately, for prestige. Decisions about research move through different contexts where multiple actors, using disparate principles, make key decisions about quality, priorities, and relevance; No single strategy explains every action. The aggregation of these actions appears to be within the purview of institutional leadership.en_US
dc.description.sponsorshipNoneen_US
dc.language.isoenen_US
dc.subjectresearch strategyen_US
dc.subjectAmerican universitiesen_US
dc.subjectresearch marketsen_US
dc.subjectresearch intensiveen_US
dc.subjectcompetition for resourcesen_US
dc.titleResearch Strategy in American Universities? Academic Plans, Research Markets, and Disjointed Strategiesen_US
dc.typePresentationen_US
Appears in Collections:Centre for Advanced Engineering Technologies

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