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Knowledge management: Processes and strategies used in United States research universities
Title
Knowledge management: Processes and strategies used in United States research universities.
Creator
Coukos-Semmel, Eleni Dianne, Florida Atlantic University, Pisapia, John
Abstract/Description
In the fields of organizational studies and business management there has been a growing emphasis on the practice of knowledge management (KM)---the process of generating, codifying, and transferring information assets for increased organizational performance. This once-theoretical discipline is expanding into other sectors such as higher education institutions. The purpose of this study was to (a) assess the use of KM and the strategies which further its use in research universities, (b)...
Show moreIn the fields of organizational studies and business management there has been a growing emphasis on the practice of knowledge management (KM)---the process of generating, codifying, and transferring information assets for increased organizational performance. This once-theoretical discipline is expanding into other sectors such as higher education institutions. The purpose of this study was to (a) assess the use of KM and the strategies which further its use in research universities, (b) examine relationships between use and efficiency of the strategies and the effectiveness of KM, (c) develop a classification model for KM effectiveness, and (d) determine the critical success factors for KM effectiveness. A 43-item survey (rating strategies and processes on two dimensions---"use" and "importance") was adapted from a benchmarking tool created by Arthur Andersen Consulting and the American Productivity and Quality Center. The field test concluded that the instrument was reliable (96%) and a panel of experts validated the content (72% agreement rate). The survey was distributed to 1285 administrators at the 257 public and private United States research universities. Three hundred (300) participants from 161 universities responded. The response rate, calculated by number of organizations responding, was 62.6%. Descriptive statistics and inferential analyses (analysis of variance, correlational analysis, and discriminant analysis) were employed. Five key findings were discovered. First, universities demonstrated an above moderate level (above 3 on a 5-point Likert scale) "use" of strategies and a below moderate level "use" of processes. Second, technology was the most implemented strategy, and measurement was the least. Third, notable differences between public and private universities were found regarding use of leadership strategy and transfer process. Fourth, the proposed discriminant model for classifying institutions by KM effectiveness level was 76% accurate. Variance in KM Effectiveness ranged from 46.6% (measurement) to 30.1% (culture). Finally, the most critical factors for effective KM centered around technology and measurement strategies. Tactics within each of these strategies were further identified to enable higher education leaders to increase KM effectiveness. Other considerations are highlighted for organizations wishing to implement a KM initiative, and recommendations are made for further research.
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Date Issued
2002
PURL
http://purl.flvc.org/fcla/dt/11983
Subject Headings
Knowledge management
Format
Document (PDF)
College administrators' perceptions of the value of leadership/administrative training programs for aspiring administrators
Title
College administrators' perceptions of the value of leadership/administrative training programs for aspiring administrators.
Creator
Horner, Linda Traywick., Florida Atlantic University, Guglielmino, Lucy M.
Abstract/Description
The purpose of this study was to investigate how participation in leadership/administrative training programs is perceived by selected administrators who recommend candidates for appointment to academic administrative positions in two-year colleges. The subjects in this research included 192 chief academic officers of two-year colleges listed in Who's Who in Community Colleges. A stratified sample was selected to assure (a) equal representation from the six regions served by regional...
Show moreThe purpose of this study was to investigate how participation in leadership/administrative training programs is perceived by selected administrators who recommend candidates for appointment to academic administrative positions in two-year colleges. The subjects in this research included 192 chief academic officers of two-year colleges listed in Who's Who in Community Colleges. A stratified sample was selected to assure (a) equal representation from the six regions served by regional accrediting associations and (b) proportional representation of male and female chief academic officers within each region. A survey instrument titled The Employment Criteria Survey was developed by the researcher. The first part of the survey requests information concerning the respondent's age, gender, and past participation in leadership/ administrative training programs. In the second part of the survey, respondents were asked to assign values to selected qualifications and characteristics of a hypothetical candidate who is being considered for appointment to an academic administrative position. Eight questions were investigated by the researcher to examine the value that administrators would assign to specific qualifications or characteristics of candidates. The frequency and percentage of each rating value were recorded for each item. The mean and standard deviation for the rating values were determined for each item. The results of these descriptive statistics were interpreted for answers to the research questions. Sixteen hypotheses were tested. The statistical procedure used was analysis of variance and the significance level was 5%. The findings included: (1) Candidates' experience of more than five years as a department chair, college level administrator, or faculty member is perceived as more valuable than participation in training programs. (2) Candidates' education of an earned doctorate in administration of higher education or a field other than education is perceived as more valuable than participation in training programs. (3) Candidates' participation in training programs is perceived positively, but not highly so. (4) Candidates' age and gender are not factors when administrators make employment decisions. (5) Current employment as an academic administrator at the institution where one is seeking appointment is perceived as more valuable than employment as a member of the faculty or as an administrator in a non-educational organization. None of the sixteen null hypotheses were rejected. There were no significant relationships between the respondents' age, gender, geographical location, or personal participation in training programs and the values that they assigned to participation in different types of training programs by candidates, for academic administrative positions.
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Date Issued
1996
PURL
http://purl.flvc.org/fcla/dt/12442
Subject Headings
Junior colleges--United States--Administration, Universities and colleges--United States--Administration, College administrators--Training of--United States, Career development--United States, Leadership--United States
Format
Document (PDF)
Enrollment management strategies, campus involvement, and goal achievement in public research universities
Title
Enrollment management strategies, campus involvement, and goal achievement in public research universities.
Creator
Brown, Michelle Jitka Domas, Florida Atlantic University, Pisapia, John
Abstract/Description
This study investigated the practice of enrollment management in public Research Universities. The study produced six key findings. First, the number of Research universities with an enrollment management plan is slightly lower than universities without a plan. Second, the Enrollment Management Division was the most prevalent organizational structure created. Third, increasing overall enrollment and improving graduation rates were chosen most frequently by the universities as their most...
Show moreThis study investigated the practice of enrollment management in public Research Universities. The study produced six key findings. First, the number of Research universities with an enrollment management plan is slightly lower than universities without a plan. Second, the Enrollment Management Division was the most prevalent organizational structure created. Third, increasing overall enrollment and improving graduation rates were chosen most frequently by the universities as their most important goals. Fourth, technology and physical structure strategies were utilized the most for recruitment. And, policies and procedures strategies were used the most for retention. Fifth, the strategies most frequently used were identified and discussed in greater detail. Finally, four to five was the average number of functional areas involved in the implementation of any goal. The study supports that an enrollment management plan must be unique for each institution and provides considerations for practitioners and leaders of higher education. However, it raises question to the need for a formal written enrollment management plan for success and to the relationship between strategic planning and enrollment management.
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Date Issued
2002
PURL
http://purl.flvc.org/fau/fd/FADT12015
Subject Headings
Education, Higher--Aims and objectives
Format
Document (PDF)