{"product_id":"universities-as-complex-enterprises-isbn-9781119244875","title":"Universities as Complex Enterprises","description":"\u003cp\u003e\u003cb\u003eExplores the nature of academic enterprises, including why they work the way they do and where such enterprises are headed, with the goal of gaining insights into where change can and will happen \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis book looks at universities from a whole-enterprise perspective. It explores the steady escalation of the costs of higher education and uses a computational economic model of complex academic enterprises. This model includes component models of research, teaching, administration, and brand value. Understanding the relationships among practices, processes, structure, and ecosystem provides the basis for transforming academia, leveraging its strengths and overcoming its limitations. More specifically, this architecture helps the reader understand how various elements of the enterprise system either enable or hinder other elements of the system, all of which are embedded in a complex behavioral and social ecosystem. Each topic is explored in terms of the levels of the architecture at which it primarily functions.  Levers of change within each area are discussed, using many experiences of pursuing such issues in a range of academic enterprises.\u003c\/p\u003e \u003cp\u003e• Provides a new methodology by taking a more systems-oriented approach to education systems as a whole\u003c\/p\u003e \u003cp\u003e• Shows how various elements of the enterprise system either enable or hinder other elements of the system\u003c\/p\u003e \u003cp\u003e• Offers alternative strategies for transformation of academic enterprises\u003c\/p\u003e \u003cp\u003e\u003ci\u003eUniversities as Complex Enterprises: How Academia Works, Why It Works These Ways, and Where the University Enterprise Is Headed \u003c\/i\u003eis a reference for systems scientists and engineers, economists, social scientists, and decision makers.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eWilliam B. Rouse\u003c\/b\u003e is the Alexander Crombie Humphreys Chair within the School of Systems \u0026amp; Enterprises and Director of the Center for Complex Systems and Enterprises at Stevens Institute of Technology, Hoboken, New Jersey.  He is also Professor Emeritus, and former Chair, of the School of Industrial and Systems Engineering at the Georgia Institute of Technology, Atlanta, Georgia. Rouse has written hundreds of articles and book chapters, and has authored many books, including most recently \u003ci\u003eModeling and Visualization of Complex Systems and Enterprises \u003c\/i\u003e(Wiley, 2015).\u003c\/p\u003e \u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Introduction and Overview 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOverall Approach 4\u003c\/p\u003e \u003cp\u003eUniversities as Complex Systems 5\u003c\/p\u003e \u003cp\u003eComplex Adaptive Systems 6\u003c\/p\u003e \u003cp\u003eUniversities as Complex Adaptive Systems 8\u003c\/p\u003e \u003cp\u003eNonlinear, Dynamic Behavior 8\u003c\/p\u003e \u003cp\u003eIndependent Agents 8\u003c\/p\u003e \u003cp\u003eGoals and Behaviors That Differ or Conflict 8\u003c\/p\u003e \u003cp\u003eIntelligent and Learning Agents 9\u003c\/p\u003e \u003cp\u003eSelf‐Organization 9\u003c\/p\u003e \u003cp\u003eNo Single Point(s) of Control 9\u003c\/p\u003e \u003cp\u003eImplications 9\u003c\/p\u003e \u003cp\u003eOverview of Chapters 10\u003c\/p\u003e \u003cp\u003eChapter 1: Introduction and Overview 10\u003c\/p\u003e \u003cp\u003eChapter 2: Evolution of the Research University 10\u003c\/p\u003e \u003cp\u003eChapter 3: Mission and Structure 10\u003c\/p\u003e \u003cp\u003eChapter 4: Leadership and Governance 11\u003c\/p\u003e \u003cp\u003eChapter 5: Administration 11\u003c\/p\u003e \u003cp\u003eChapter 6: Money and Space 11\u003c\/p\u003e \u003cp\u003eChapter 7: Promotion and Tenure 11\u003c\/p\u003e \u003cp\u003eChapter 8: Education Programs 12\u003c\/p\u003e \u003cp\u003eChapter 9: Research and Intellectual Property 12\u003c\/p\u003e \u003cp\u003eChapter 10: Rankings and Brand Value 12\u003c\/p\u003e \u003cp\u003eChapter 11: Transformation Scenarios 12\u003c\/p\u003e \u003cp\u003eChapter 12: Exploring the Future 13\u003c\/p\u003e \u003cp\u003eReferences 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Evolution of the Research University 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEarly Universities in Europe 16\u003c\/p\u003e \u003cp\u003eUniversity of Bologna 16\u003c\/p\u003e \u003cp\u003eUniversity of Paris 17\u003c\/p\u003e \u003cp\u003eUniversity of Oxford 17\u003c\/p\u003e \u003cp\u003eUniversity of Padua 17\u003c\/p\u003e \u003cp\u003eUniversity of Cambridge 18\u003c\/p\u003e \u003cp\u003eSummary 18\u003c\/p\u003e \u003cp\u003eEarly Universities in America 19\u003c\/p\u003e \u003cp\u003eHumboldt’s Innovation 19\u003c\/p\u003e \u003cp\u003eMorrill Acts 20\u003c\/p\u003e \u003cp\u003eBush and NSF 22\u003c\/p\u003e \u003cp\u003eEngineering Science 24\u003c\/p\u003e \u003cp\u003eToday’s Research Universities 24\u003c\/p\u003e \u003cp\u003eConclusions 26\u003c\/p\u003e \u003cp\u003eReferences 27\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Mission and Structure 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMission 29\u003c\/p\u003e \u003cp\u003eAthletics 31\u003c\/p\u003e \u003cp\u003eStructure 32\u003c\/p\u003e \u003cp\u003eEcosystem: Society and Government 32\u003c\/p\u003e \u003cp\u003eStructure: Campuses, Colleges, Schools, and Departments 33\u003c\/p\u003e \u003cp\u003eProcesses: Education, Research, and Service 34\u003c\/p\u003e \u003cp\u003ePractices: Education, Research, and Service 35\u003c\/p\u003e \u003cp\u003eResearch Centers 35\u003c\/p\u003e \u003cp\u003eAppointments 38\u003c\/p\u003e \u003cp\u003eConclusions 39\u003c\/p\u003e \u003cp\u003eReferences 39\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Leadership and Governance 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeadership 42\u003c\/p\u003e \u003cp\u003eLeadership and Change 42\u003c\/p\u003e \u003cp\u003eLeadership and Time 44\u003c\/p\u003e \u003cp\u003eStewards of the Status Quo 46\u003c\/p\u003e \u003cp\u003eLeading Research Centers 48\u003c\/p\u003e \u003cp\u003eLeadership Experiences 49\u003c\/p\u003e \u003cp\u003eGovernance 51\u003c\/p\u003e \u003cp\u003eGoverning Boards 51\u003c\/p\u003e \u003cp\u003eAdministration and Faculty 51\u003c\/p\u003e \u003cp\u003eOther Players 52\u003c\/p\u003e \u003cp\u003eGovernance Experiences 52\u003c\/p\u003e \u003cp\u003eConclusions 55\u003c\/p\u003e \u003cp\u003eReferences 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Administration 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNumber of Administrators and Costs 59\u003c\/p\u003e \u003cp\u003ePerformance Evaluation 61\u003c\/p\u003e \u003cp\u003eConflict Management 64\u003c\/p\u003e \u003cp\u003eConflicts within Organizations 64\u003c\/p\u003e \u003cp\u003eConflicts across Organizations 64\u003c\/p\u003e \u003cp\u003ePeople Conflicts 65\u003c\/p\u003e \u003cp\u003eCompliance and Abuse 66\u003c\/p\u003e \u003cp\u003eMarketing and Communications 66\u003c\/p\u003e \u003cp\u003eBook Series 67\u003c\/p\u003e \u003cp\u003eThe Costs of Conformity 67\u003c\/p\u003e \u003cp\u003eConclusions 68\u003c\/p\u003e \u003cp\u003eReferences 69\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Money and Space 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEconomics of Higher Education 72\u003c\/p\u003e \u003cp\u003eValue of Education 72\u003c\/p\u003e \u003cp\u003eEconomists’ Views 73\u003c\/p\u003e \u003cp\u003eGovernment Subsidies 74\u003c\/p\u003e \u003cp\u003eHigher Education Bubble 74\u003c\/p\u003e \u003cp\u003ePublic Endowment 75\u003c\/p\u003e \u003cp\u003eCosts of Higher Education 75\u003c\/p\u003e \u003cp\u003eCost Disease 75\u003c\/p\u003e \u003cp\u003eCost Analyses 76\u003c\/p\u003e \u003cp\u003eIndirect Costs 77\u003c\/p\u003e \u003cp\u003eStaffing Patterns 77\u003c\/p\u003e \u003cp\u003eStudent and Institutional Debt 78\u003c\/p\u003e \u003cp\u003eRevenue: Tuition 79\u003c\/p\u003e \u003cp\u003eRevenue: Government Dependencies 80\u003c\/p\u003e \u003cp\u003eRevenue: Fundraising 81\u003c\/p\u003e \u003cp\u003eFundraising Experiences 82\u003c\/p\u003e \u003cp\u003eSummary 83\u003c\/p\u003e \u003cp\u003eLessons Learned 83\u003c\/p\u003e \u003cp\u003eOverall Economic Model 85\u003c\/p\u003e \u003cp\u003eSpace 86\u003c\/p\u003e \u003cp\u003eConclusions 87\u003c\/p\u003e \u003cp\u003eReferences 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Promotion and Tenure 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eNature and Roles of Faculty 90\u003c\/p\u003e \u003cp\u003eAcademic Disciplines 90\u003c\/p\u003e \u003cp\u003eFaculty Impact 91\u003c\/p\u003e \u003cp\u003eTT versus NTT Faculty 92\u003c\/p\u003e \u003cp\u003eAvailability of Faculty Positions 92\u003c\/p\u003e \u003cp\u003eFaculty Turnover 93\u003c\/p\u003e \u003cp\u003eNature of Tenure Decisions 95\u003c\/p\u003e \u003cp\u003ePromotion and Tenure Experiences 97\u003c\/p\u003e \u003cp\u003eWhat Really Counts 98\u003c\/p\u003e \u003cp\u003eMaking the Case 98\u003c\/p\u003e \u003cp\u003eModel of Tenure Decision Making 99\u003c\/p\u003e \u003cp\u003eConclusions 103\u003c\/p\u003e \u003cp\u003eReferences 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Education Programs 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStem Challenges 106\u003c\/p\u003e \u003cp\u003eStudent Population 106\u003c\/p\u003e \u003cp\u003eValue of Education 107\u003c\/p\u003e \u003cp\u003eDegree Programs 108\u003c\/p\u003e \u003cp\u003eCurricula and Courses 109\u003c\/p\u003e \u003cp\u003eDelivery of Education 110\u003c\/p\u003e \u003cp\u003eTeaching Experiences 112\u003c\/p\u003e \u003cp\u003eWorkforce Model 114\u003c\/p\u003e \u003cp\u003eConclusions 118\u003c\/p\u003e \u003cp\u003eReferences 119\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Research and Intellectual Property 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChallenges 122\u003c\/p\u003e \u003cp\u003ePeer Review 122\u003c\/p\u003e \u003cp\u003eBibliometrics 122\u003c\/p\u003e \u003cp\u003eFunding 124\u003c\/p\u003e \u003cp\u003eResearch Experiences 125\u003c\/p\u003e \u003cp\u003eLibraries and Networks 125\u003c\/p\u003e \u003cp\u003eLimits of Modeling 125\u003c\/p\u003e \u003cp\u003eHealthcare Delivery 126\u003c\/p\u003e \u003cp\u003eInteractive Visualization 126\u003c\/p\u003e \u003cp\u003eGovernment Sponsors 127\u003c\/p\u003e \u003cp\u003eIndustry Sponsors 127\u003c\/p\u003e \u003cp\u003eResearch Model 128\u003c\/p\u003e \u003cp\u003eSubmission of Articles 128\u003c\/p\u003e \u003cp\u003eCitation of Articles 130\u003c\/p\u003e \u003cp\u003eSubmission of Proposals 131\u003c\/p\u003e \u003cp\u003eOverall Model 132\u003c\/p\u003e \u003cp\u003eIntellectual Property 135\u003c\/p\u003e \u003cp\u003eSpin‐Off Experiences 135\u003c\/p\u003e \u003cp\u003eConclusions 137\u003c\/p\u003e \u003cp\u003eReferences 137\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10 Rankings and Brand Value 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRanking Schemes 140\u003c\/p\u003e \u003cp\u003eExample of Moving Up 142\u003c\/p\u003e \u003cp\u003eDeterminants of Rankings 143\u003c\/p\u003e \u003cp\u003eBrand Value 146\u003c\/p\u003e \u003cp\u003eModel of Brand Value 146\u003c\/p\u003e \u003cp\u003eMore on Metrics 148\u003c\/p\u003e \u003cp\u003eExample 149\u003c\/p\u003e \u003cp\u003eConclusions 150\u003c\/p\u003e \u003cp\u003eReferences 151\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11 Transformation Scenarios 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForces for Change 153\u003c\/p\u003e \u003cp\u003eCosts and Benefits 154\u003c\/p\u003e \u003cp\u003eGlobalization 154\u003c\/p\u003e \u003cp\u003eA Tsunami of Talent 156\u003c\/p\u003e \u003cp\u003eTechnology 157\u003c\/p\u003e \u003cp\u003eOrganizational Change 158\u003c\/p\u003e \u003cp\u003eTheory and Practice 159\u003c\/p\u003e \u003cp\u003eFour Scenarios 160\u003c\/p\u003e \u003cp\u003eDriving Forces 161\u003c\/p\u003e \u003cp\u003eClash of Titans 161\u003c\/p\u003e \u003cp\u003eHot, Flat, and Crowded 162\u003c\/p\u003e \u003cp\u003eLifespan Mecca 162\u003c\/p\u003e \u003cp\u003eNetwork U. 163\u003c\/p\u003e \u003cp\u003eImplications 163\u003c\/p\u003e \u003cp\u003eTransforming Academia 164\u003c\/p\u003e \u003cp\u003eClash of Titans 165\u003c\/p\u003e \u003cp\u003eHot, Flat, and Crowded 165\u003c\/p\u003e \u003cp\u003eLifespan Mecca 166\u003c\/p\u003e \u003cp\u003eNetwork U. 166\u003c\/p\u003e \u003cp\u003eHow Change Happens 167\u003c\/p\u003e \u003cp\u003eConclusions 168\u003c\/p\u003e \u003cp\u003eReferences 169\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12 Exploring the Future 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSensitivity Analyses 176\u003c\/p\u003e \u003cp\u003eScenario Variations 180\u003c\/p\u003e \u003cp\u003eClash of Titans 180\u003c\/p\u003e \u003cp\u003eHot, Flat, and Crowded 180\u003c\/p\u003e \u003cp\u003eLifespan Mecca 181\u003c\/p\u003e \u003cp\u003eNetwork U. 181\u003c\/p\u003e \u003cp\u003eProjections 182\u003c\/p\u003e \u003cp\u003ePolicy Implications 185\u003c\/p\u003e \u003cp\u003eAcross Scenarios 185\u003c\/p\u003e \u003cp\u003eWithin Scenarios 186\u003c\/p\u003e \u003cp\u003eSummary 187\u003c\/p\u003e \u003cp\u003eExtensions 187\u003c\/p\u003e \u003cp\u003eConclusions 189\u003c\/p\u003e \u003cp\u003eReferences 189\u003c\/p\u003e \u003cp\u003eIndex 191\u003c\/p\u003e \u003cp\u003e\u003cb\u003e \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eExplores the nature of academic enterprises, including why they work the way they do and where such enterprises are headed, with the goal of gaining insights into where change can and will happen \u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThis book looks at universities from a whole-enterprise perspective. It explores the steady escalation of the costs of higher education and uses a computational economic model of complex academic enterprises. This model includes component models of research, teaching, administration, and brand value. Understanding the relationships among practices, processes, structure, and ecosystem provides the basis for transforming academia, leveraging its strengths and overcoming its limitations. More specifically, this architecture helps the reader understand how various elements of the enterprise system either enable or hinder other elements of the system, all of which are embedded in a complex behavioral and social ecosystem. Each topic is explored in terms of the levels of the architecture at which it primarily functions.  Levers of change within each area are discussed, using many experiences of pursuing such issues in a range of academic enterprises.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eProvides a new methodology by taking a more systems-oriented approach to education systems as a whole\u003c\/li\u003e \u003cli\u003eShows how various elements of the enterprise system either enable or hinder other elements of the system\u003c\/li\u003e \u003cli\u003eOffers alternative strategies for transformation of academic enterprises\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003e\u003ci\u003eUniversities as Complex Enterprises: How Academia Works, Why It Works These Ways, and Where the University Enterprise Is Headed \u003c\/i\u003eis a reference for systems scientists and engineers, economists, social scientists, and decision makers.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eWilliam B. Rouse\u003c\/b\u003e is the Alexander Crombie Humphreys Chair within the School of Systems \u0026amp; Enterprises and Director of the Center for Complex Systems and Enterprises at Stevens Institute of Technology, Hoboken, New Jersey.  He is also Professor Emeritus, and former Chair, of the School of Industrial and Systems Engineering at the Georgia Institute of Technology, Atlanta, Georgia. Rouse has written hundreds of articles and book chapters, and has authored many books, including most recently \u003ci\u003eModeling and Visualization of Complex Systems and Enterprises \u003c\/i\u003e(Wiley, 2015).\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990436069605,"sku":"NP9781119244875","price":139.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781119244875.jpg?v=1761787820","url":"https:\/\/k12savings.com\/es\/products\/universities-as-complex-enterprises-isbn-9781119244875","provider":"K12savings","version":"1.0","type":"link"}