LEADERSHIP & COOPERATION IN ACADEMIA

Martes de Innobasque:

‘Utilizando el conocimiento para innovar’

Deusto Business School, Bilbao, 9th July 2013

James Wilson

(Orkestra & Deusto Business School)

jamierwilson

The global university is mainly adapting to private interests rather than supporting public projects and the common good

Gerd Biesta (University of Luxembourg, Luxembourg)

The main problem confronting academia is the difficulty of asserting universities’ valuable social role while resisting threats to autonomy from “the state as a social engineer” and “the student as a customer”

Gordon Graham (Princeton Theological Semenary, US)

El papel social de la universidad

“Where were you?” Now more than ever there is a need for engagement and involvement of the economics profession in the problems of our day

David Blanchflower (Dartmouth College, US)

A key task facing universities is to provide people with the creative space to meet socio-economic development challenges

Roger Sugden (University of British Columbia, Canada)

We need to recognise the value of sensibility, a sensibility that requires play, which “wastes time”

Thomas Docherty (University of Warwick, UK)

Un ‘espacio’ importante

The intrinsic motivation of academics needs renewal and nurturing to generate enquiry-led research and new ideas

Silvia Sacchetti (University of Stirling, UK)

The meeting of university and society is very context specific and depends on many different dimensions: institutional, communicative, power, identity, cultural …

Roger Normann & Hans Chr Garmann Johnsen (University of Agder, Norway)

Action research can contribute to opening up the black box of interactive learning processes between academic research and regional actors

Mari José Aranguren, James Karlsen, Miren Larrea & James Wilson (Orkestra & Deusto Business School, Spain)

Conectando este ‘espacio’ …

A crisis of leadership in higher education: the leader cannot simply be the agent of another more powerful force; leadership should enhance and extend freedom

Thomas Docherty (University of Warwick, UK)

El caso de Orkestra

3 CASES

CONCLUSIONS

Cluster Mapping

Cluster Evaluation

Territorial Competitiveness

Diagnostics

• Difficult balance between theoretical and action components

• Patience & commitment: It takes time to co-generate knowledge

• Institutional legitimacy is important

• Behaviour of researchers and types of research outputs need to evolve

GRACIAS

ESKERRIK ASKO

THANK YOU

Martes de Innobasque:

‘Utilizando el conocimiento para innovar’

Deusto Business School, Bilbao, 9 de julio 2013

James Wilson

(Orkestra & Deusto Business School)

jamierwilson