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010   $a9789811533976
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024 7 $a10.1007/978-981-15-3397-6
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035   $a(MiAaPQ)EBC6199803
035   $a(DE-He213)978-981-15-3397-6
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100   $a20200515d2020      u|         0
101 0 $aeng
135   $aurcnu||||||||
181   $ctxt$2rdacontent
182   $cc$2rdamedia
183   $acr$2rdacarrier
200 14$aThe Strategies of Australia?s Universities $eRevise & Resubmit /$fby Timothy Devinney, Grahame Dowling
205   $a1st ed. 2020.
210  1$aSingapore :$cSpringer Nature Singapore :$cImprint: Palgrave Macmillan,$d2020.
215   $a1 online resource (238 pages) $cillustrations
300   $aIncludes index.
311 08$a9789811533969 
311 08$a9811533962 
327   $aChapter 1. The University Strategy Narrative -- Chapter 2. University Governance -- Chapter 3. What is Strategy? -- Chapter 4 Strategic Frameworks -- Chapter 5. Environment, Competition, Resources & Capabilities -- Chapter 6. Mission, Vision & Values -- Chapter 7. Objectives -- Chapter 8. Arenas, Vehicles, Differentiators, Staging & Economic Logic -- Chapter 9. Strategy -- Chapter 10. Organizational Structure -- Chapter 11. A New University -- Chapter 12. Some Final Thoughts.
330   $aOver the last few decades universities in Australia and overseas have been criticized for not meeting the needs and expectations of the societies in which they operate. At the heart of this problem is their strategy. This book reviews the organizational-level strategies of some of Australia?s prominent universities. It is based on their public documents that boldly report how they see their role in society and how they intend to navigate the future. These strategic statements are written to proclaim relevance, showcase achievements, attract students, and help to gain the support of the communities in which they operate. Using a strategy framework taught in their business schools, this book suggests that most such statements are deficient. Grand aspirations substitute for realistic operations and outcomes. The analysis also suggests that many of Australia?s universities are poorly governed and have become too complex and bureaucratic. A greater focus on their core responsibilities would help alleviate their current funding predicament. .
606   $aEducation$xEconomic aspects
606   $aEconomic development
606   $aFinance, Public
606   $aSocial choice
606   $aWelfare economics
606   $aExecutives$xTraining of
606   $aStrategic planning
606   $aLeadership
606   $aEducation Economics
606   $aEconomic Development, Innovation and Growth
606   $aPublic Economics
606   $aSocial Choice and Welfare
606   $aManagement Education
606   $aBusiness Strategy and Leadership
615  0$aEducation$xEconomic aspects.
615  0$aEconomic development.
615  0$aFinance, Public.
615  0$aSocial choice.
615  0$aWelfare economics.
615  0$aExecutives$xTraining of.
615  0$aStrategic planning.
615  0$aLeadership.
615 14$aEducation Economics.
615 24$aEconomic Development, Innovation and Growth.
615 24$aPublic Economics.
615 24$aSocial Choice and Welfare.
615 24$aManagement Education.
615 24$aBusiness Strategy and Leadership.
676   $a170.835
700   $aDevinney$b Timothy$4aut$4http://id.loc.gov/vocabulary/relators/aut$0111342
702   $aDowling$b Grahame R$g(Grahame Robert),$4aut$4http://id.loc.gov/vocabulary/relators/aut
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910409669803321
996   $aThe Strategies of Australia?s Universities$92095504
997   $aUNINA