The state of affairs of contemporary higher education has been described as chaotic, highly competitive, and constrained with institutional roadblocks and bureaucracy. Despite obstacles, several academic leaders defied conventional wisdom and took on an aggressive path toward innovation and change. This book captures the viewpoints of thought leaders in the contemporary education landscape. With insights from academic administrators and experts from around the world, this book is poised to be the official “how to guide” for success in the management of educational institutions. Volume II focuses on the organizing and controlling management functions of universities.

​This book provides the readers with a map of the higher education systems and strategic management trends in the higher education institutions within countries of the Ibero-America region. The key feature of this volume is the presentation of a conceptual framework as a point of reference for the development of university management systems in a specific context. Furthermore, the book provides an overview of the development of higher education in Latin America and the Caribbean, to advance understanding of the changes observed in the institutional strategic management setting. The book examines and compares the types of strategic management processes used, as well as the models of applicability of strategy-making. This analysis is done by cutting through a critical review of the processes and systems of university management used in the various analysed countries, and pays special attention to the actors involved, the processes, the reporting systems, the expectations and the limitations. Additionally, the book introduces a methodology for the identification and implementation of best practice in university strategic management, and presents practical suggestions about the ways in which processes and models can be used to increase quality and competitive advantage.

Universities are being buffeted by multiple disruptive trends, including increased competition for both funding and students, as well as from new institutions that are nimbler and more responsive to the external environment. To survive this reality, university leaders must engage in effective strategic planning that cascades from the president or vice-chancellor’s office to individual faculty and staff. Outcomes of an effective institutional strategy are the alignment of resource allocation with strategic goals, and the facilitation of clear and transparent decision-making for new program development, research capacity growth, and infrastructure investment. With increasing expectations for university leaders to engage in strategic planning, Strategic University Management: Future Proofing Your Institution provides a practical framework for managing the process and delivering results. This book illustrates that the inherent weaving of strategic planning and organizational culture through engaged consultation facilitates a culture of responsiveness, rather than complacency. Providing an in depth overview of the value strategy can create in universities, it provides a framework for initiating, implementing and assessing strategic planning in a university setting that will make it valuable to researchers, academics, university leaders, and students in the fields of strategic planning, organizational studies, leadership, and higher education management.

Strategic Management (2020) is a 325-page open educational resource designed as an introduction to the key topics and themes of strategic management. The open textbook is intended for a senior capstone course in an undergraduate business program and suitable for a wide range of undergraduate business students including those majoring in marketing, management, business administration, accounting, finance, real estate, business information technology, and hospitality and tourism. The text presents examples of familiar companies and personalities to illustrate the different strategies used by today's firms and how they go about implementing those strategies. It includes case studies, end of section key takeaways, exercises, and links to external videos, and an end-of-book glossary. The text is ideal for courses which focus on how organizations operate at the strategic level to be successful. Students will learn how to conduct case analyses, measure organizational performance, and conduct external and internal analyses.

Exploring Strategy, 12th Edition, by Whittington, Angwin, Regner, Johnson and Scholes has long been the essential introduction to strategy for the managers of today and tomorrow and has sold over one million copies worldwide. From entrepreneurial start-ups to multinationals, charities to government agencies, this book raises the big questions ab.

An eternal dilemma for all organizations, and one that a considerable portion of management schools are set up to address, is how to become and stay competitive. Organisational Resilience: Concepts, Integration, and Practice brings together, for the first time, key works that describe the scope and nature of resilience and provides direction to tak

Unity of Knowledge in Transdisciplinary Research for Sustainable Development theme is a component of Encyclopedia of Social Sciences and Humanities in the global Encyclopedia of Life Support Systems (EOLSS), which is an integrated compendium of twenty Encyclopedias. Today, there is a social need for a comprehensive unity of knowledge that would provide orientation and ensure action in the context of the complex problems of modern civilization. Based on an intellectual need for unity of knowledge, different concepts of unity of knowledge have emerged in the course of the history of ideas. The intellectual need for unity can be directed at the world, science, action or the individual. It can involve the quest for the unity of the world based on a principle that is immanent in it, the unity of science as a theoretical, methodical or epistemological unity, the unity of action as a correlation of scientific, pragmatic and moral knowledge or, finally, unity as the educational task of the individual. The concepts associated with unity of knowledge can go in two directions. The first assumes that there is a unity existing in the world that can be perceived by man. It is thought of as an order of being, i.e. an ontological unity of the plurality of phenomena, that consist in their common nature. The other direction is based on the assumption that unity is a construction of a subject, based on its cognitive principles and structures. Thus it is not something that can be discovered as an existing objective order, and is instead subjective. These two volumes present some aspects of Unity of Knowledge in Transdisciplinary Research for Sustainable Development in three parts. The purpose of the first part is to trace back the core ideas in transdisciplinary thinking in the history of western philosophy and science, to locate socially the concerns of transdisciplinary research and to give an account of the development of transdisciplinary research. The second group of chapters deals with methodological and management problems related to transdisciplinary research with regard to problem identification and structuring of research questions, with knowledge integration in problem investigation as well as with evaluation. An outline of the institutional measures and transformations to enable and support transdisciplinary research is given in the third part. Institutional strategies build on organizational arrangements and links across academic institutions in education and research, on networks between science and society for joint knowledge production in temporally limited settings of research programs or projects, but they also set up new institutions, such as centers for advanced studies, national offices, agencies and networks. These two volumes are aimed at a wide spectrum of audiences: University and College Students, Educators, Research Personnel and all those concerned with sustainable development.