Summary of the main findings and policy implications arising from the OECD Centre for Educational Research and Innovation on Systemic Innovation in Vocational Education and Training.
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This presentation looks at the changing forms of transnational education, showing that ownership structures, workforces, customer bases and stakeholders are becoming increasingly multinational.
This presentation discusses the forms of transnational education (TNE) and the motivations of the four key stakeholders involved. It argues that for a successful TNE partnership, the form of TNE and the motivations of the stakeholders must be aligned.
This presentation considers the benefits of transnational education (TNE) to host countries and to TNE partners in the host country. It reviews the scale and the benefits of ‘traditional’ TNE, which is generally understood to entail a university in one country (eg, the UK) providing educational services to students in another (eg, Thailand). It argues that although this tends to be an ‘unbalanced’ partnership, nonetheless traditional TNE does provide tangible benefits to the host country in terms of technology transfer (including curriculum, pedagogy and quality assurance) and faculty development, as witnessed by the way in which the private sector in Malaysia has used TNE to develop its higher education sector. It goes on to look at emerging forms of TNE, which are more explicitly based on a genuine partnerships of equals, arguing that these new forms hold out the best prospects of building lasting partnerships.
Summary of the "Digitally enhanced learning and teaching in European higher education institutions" survey report. The report maps the situation regarding digitally enhanced learning and teaching at European higher education institutions over the past seven years and is mainly based on data from a survey conducted between April and June 2020 via an online questionnaire to institutional leadership.
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Transnational education (TNE) or cross-border education has been a growth area over the last decade. Existing typologies classify TNE either by the nature of the activity (eg, distance learning, franchise, and validation) or the part of the activity which is moving across borders (eg, programme mobility, institutional mobility). By analysing a large number of transnational partnerships around the world, this presentation illustrates the way that transnational partnerships are becoming increasingly multidimensional, blurring the boundaries between one type and another. It proposes new approaches to classifying types of transnational partnership.
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This presentation looks at the changing forms of transnational education, showing that ownership structures, workforces, customer bases and stakeholders are becoming increasingly multinational.
This presentation discusses the forms of transnational education (TNE) and the motivations of the four key stakeholders involved. It argues that for a successful TNE partnership, the form of TNE and the motivations of the stakeholders must be aligned.
This presentation considers the benefits of transnational education (TNE) to host countries and to TNE partners in the host country. It reviews the scale and the benefits of ‘traditional’ TNE, which is generally understood to entail a university in one country (eg, the UK) providing educational services to students in another (eg, Thailand). It argues that although this tends to be an ‘unbalanced’ partnership, nonetheless traditional TNE does provide tangible benefits to the host country in terms of technology transfer (including curriculum, pedagogy and quality assurance) and faculty development, as witnessed by the way in which the private sector in Malaysia has used TNE to develop its higher education sector. It goes on to look at emerging forms of TNE, which are more explicitly based on a genuine partnerships of equals, arguing that these new forms hold out the best prospects of building lasting partnerships.
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This presentation is licensed CC BY - any logos or other images are included under fair use or assumed public domain.
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These achievements build on various aspects of theoretical work conducted in the last two years (Farrow & Granly, 2021; Farrow, 2022) as well as a series of face-to-face and online stakeholder events conducted within the ENCORE+ network. Delegates will be in a position to benefit from what has been shared by the wider European OER community in locating and reflecting on their own practice.
Coughlan, T., Pitt, R. & Farrow, R. (2019). Forms of innovation inspired by open educational resources: a post-project analysis. Open Learning: The Journal of Open, Distance and e-Learning, 34:2, 156-175. https://doi.org/10.1080/02680513.2018.1552579
ENCORE+ (n.d.). European Network for Catalysing Open Resources in Education. https://encoreproject.eu/
Farrow, R. (2022). A Framework for Understanding Innovation with OER. Open Education Global 2022. Université de Nantes, France. https://pretalx.com/oeglobal2022/talk/QYVRCM/
Farrow, R. & Granly, J. (2021). Building the 21st Century OER Ecosystem. Open E
Sharing innovation practices around OER: theory, practice, examples and debatesRobert Farrow
This ENCORE+ Network Event focuses on Innovation & Business Models - preliminary results for the ENCORE+ OER Innovation Evaluation Framework and associated case studies are presented.
We will be taking a look at the results of more than two years of research and networking activity, including outcomes from the OER Innovation Survey; and desk research into the essential factors relating to OER innovation.
An expert panel provided responses and reflections, and looked ahead to a packed final year of ENCORE+ including our integration events and final conference.
Slide presentation of Scientific Cooperation Indicators for Developed and developing countries by Dr, daniel Villavicencio, Universidad Autonoma Metropolitana-Unidad Xochimilco, Mexico City
www.uam.mx/xochimilco
How do teams present their innovation in terms of focus, core value, and time orientation?
How do Innovation Labs participants differ from tech Masters students in their professional trajectories?
What do participants say about Innovation Labs 2018?
Esteve almirall esade business school innovation policy -digitalsocialeu
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This presentation by Kathy SKELTON, Director of Strategy, FutureLearn, was made during the discussion “Publicly funded education markets” held at the 67th meeting of the OECD Working Party No. 2 on Competition and Regulation on 3 June 2019. More papers and presentations on the topic can be found out at oe.cd/pfem.
This presentation by Simon BURGESS, Professor, University of Bristol, was made during the discussion “Publicly funded education markets” held at the 67th meeting of the OECD Working Party No. 2 on Competition and Regulation on 3 June 2019. More papers and presentations on the topic can be found out at oe.cd/pfem.
Open & Distance Learning Reflections on Trends by Richard Garrett (OBHE)EduSkills OECD
This presentation was given by Richard Garrett of the Observatory on Borderless Higher Education (OBHE) at the international seminar “Opening higher education: what the future might bring” 8-9 december 2016, in Berlin, Germany, jointly organised by OECD Centre for Educational Research and Innovation (CERI) and Laureate International Universities (LIU).
This presentation by Nicola DANDRIDGE, Chief Executive, Office for Students, was made during the discussion “Publicly funded education markets” held at the 67th meeting of the OECD Working Party No. 2 on Competition and Regulation on 3 June 2019. More papers and presentations on the topic can be found out at oe.cd/pfem.
World university rankings - Rankings to evaluate universities across all of their core indicators. More details and infographic you can find - http://bit.ly/univer-rank
Managing an international branch campus dispatches from the front lineUniversity of Limerick
There has been a rapid growth in the number of UK universities establishing ‘international branch campuses’ around the world. The University of Nottingham provides the best-known example, with successful satellite campuses in Semenyih (Malaysia) and Ningbo (China). Liverpool, Southampton, Reading, Newcastle, Middlesex and Heriot-Watt all boast growing offshore campuses.
Managing an international branch campus brings a raft of new challenges. For the senior staff seconded from the UK to set up and nurture branch campuses, they have to deal with the growing pains of any start-up venture, with small numbers of staff having to juggle multiple roles until critical mass is achieved. In most cases, the organisational structure exposes them to the difficulties of running a joint-venture, juggling the demands of the home campus and the local partner. In every case, they have to negotiate the conflicting legislative environments of their home and host countries, often working across language and cultural divides.
This presentation is based on a qualitative study of the challenges facing the managers of UK international branch campuses. Senior managers at a number of UK campuses in Malaysia, China and the United Arab Emirates were interviewed and the results analysed to identify the key issues and problems they face and the coping strategies that they have developed. It offers an insight into the world of the new breed of expatriate academic manager.
Ukraine: National Export Strategy Consultation. Innovation - An International...Subhrendu Chatterji
Introductory presentation to Ukranian National Export Strategy consultation participants on concepts re developing an export-oriented national innovation system and policies.
Guest lecture delivered to the Master of Leadership in Open Education programme at the University of Nova Gorica, Slovenia. An overiew of more than 10 years working on open education research projects is reviewed and the relation between research and policy explored. Responses are made to questions raised by students.
This presentation is licensed CC BY - any logos or other images are included under fair use or assumed public domain.
Understanding OER, Innovation & Business ModelsRobert Farrow
The European Network for Catalysing Open Resources in Education (ENCORE+, n.d.) is a pan-European Knowledge Alliance funded under the Erasmus+ programme. The project is running from 2021 to 2023 to support the modernisation of education in the European area through open educational resources (OER). Participants will be presented with research and findings from the project, directly linked to enabling their work to be open, sustainable and innovative.
One project focus is understanding (and sharing) business models that use or integrate OER. The ENCORE+ Innovation Case Study Collection and Business Model Typology represent important advances in the self-understanding of open educators and collaboration partners (potential and existing).
Another ENCORE+ activity strand has audited innovation related behaviours for a range of organisations that use OER. OER is of course an innovation in teaching and learning practice, but the practices associated with using OER can themselves be a foundation for further innovation. This potential is often overlooked for being highly contextual or marginal to the key focus of OER initiatives, yet the culture of innovation that exists alongside many OER projects and in the practice of open educators is a key attraction for many working in the field.
More than OER innovation 40 case studies have been prepared and a selection of these will be presented with a critical commentary. Alongside this, the related evaluation framework is being shared on an open licence for others to use and better understand the role of innovation in their own OER practice.
These achievements build on various aspects of theoretical work conducted in the last two years (Farrow & Granly, 2021; Farrow, 2022) as well as a series of face-to-face and online stakeholder events conducted within the ENCORE+ network. Delegates will be in a position to benefit from what has been shared by the wider European OER community in locating and reflecting on their own practice.
Coughlan, T., Pitt, R. & Farrow, R. (2019). Forms of innovation inspired by open educational resources: a post-project analysis. Open Learning: The Journal of Open, Distance and e-Learning, 34:2, 156-175. https://doi.org/10.1080/02680513.2018.1552579
ENCORE+ (n.d.). European Network for Catalysing Open Resources in Education. https://encoreproject.eu/
Farrow, R. (2022). A Framework for Understanding Innovation with OER. Open Education Global 2022. Université de Nantes, France. https://pretalx.com/oeglobal2022/talk/QYVRCM/
Farrow, R. & Granly, J. (2021). Building the 21st Century OER Ecosystem. Open E
Sharing innovation practices around OER: theory, practice, examples and debatesRobert Farrow
This ENCORE+ Network Event focuses on Innovation & Business Models - preliminary results for the ENCORE+ OER Innovation Evaluation Framework and associated case studies are presented.
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An expert panel provided responses and reflections, and looked ahead to a packed final year of ENCORE+ including our integration events and final conference.
Slide presentation of Scientific Cooperation Indicators for Developed and developing countries by Dr, daniel Villavicencio, Universidad Autonoma Metropolitana-Unidad Xochimilco, Mexico City
www.uam.mx/xochimilco
How do teams present their innovation in terms of focus, core value, and time orientation?
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What do participants say about Innovation Labs 2018?
Esteve almirall esade business school innovation policy -digitalsocialeu
Presentation by Esteve Almirall, Esade Business School, on how policy can support digital social innovation (DSI). Presented at February 3rd 2014 DSI workshop in Brussels.
International Journal of Education (IJE) is a Quarterly peer-reviewed and refereed open access journal that publishes articles which contribute new results in all areas of Education. The journal is devoted to the publication of high quality papers on theoretical and practical aspects of Educational research. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on Educational advancements, and establishing new collaborations in these areas. Original research papers, state-of-the-art reviews are invited for publication in all areas of Education.
International Journal of Education (IJE) is a Quarterly peer-reviewed and refereed open access journal that publishes articles which contribute new results in all areas of Education. The journal is devoted to the publication of high quality papers on theoretical and practical aspects of Educational research. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on Educational advancements, and establishing new collaborations in these areas. Original research papers, state-of-the-art reviews are invited for publication in all areas of Education.
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Process Management
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Governance
Legal and Regulatory Framework
Country Examples in RTI Reform
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International Journal of Education (IJE) is a Quarterly peer-reviewed and refereed open access journal that publishes articles which contribute new results in all areas of Education. The journal is devoted to the publication of high quality papers on theoretical and practical aspects of Educational research. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on Educational advancements, and establishing new collaborations in these areas. Original research papers, state-of-the-art reviews are invited for publication in all areas of Education.
International Journal of Education (IJE) is a Quarterly peer-reviewed and refereed open access journal that publishes articles which contribute new results in all areas of Education. The journal is devoted to the publication of high quality papers on theoretical and practical aspects of Educational research. The goal of this journal is to bring together researchers and practitioners from academia and industry to focus on Educational advancements, and establishing new collaborations in these areas. Original research papers, state-of-the-art reviews are invited for publication in all areas of Education.
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Systemic Innovation in Vocational Education and Training
1. Systemic Innovation in
Vocational Education and
Training
Francesc Pedró
14 October 2009
Centre for Educational Research and Innovation (CERI)
2.
3. What counts as innovation?
• Innovation?
“the implementation of a new or significantly improved
product (good or service), or process, a new
marketing method, or a new organisational method
in business practices, workplace organisation or
external relations” (Oslo Manual, OECD/Eurostat)
• Innovation in education?
Change that adds value:
performance, process or perceived satisfaction
• Systemic Innovation?
How a system manages innovation holistically:
Inspires, funds, monitors, assesses, and scales it up
5. Overview
• Objectives
– Investigate how systems go about innovation in VET
– Processes and stakeholders relationships
– KM perspective
• Methodology
– Desk research, questionnaire plus 14 case studies
• Countries
– Australia, Denmark, Germany, Hungary, Mexico, and
Switzerland
• Outputs
– Country reports: www.oecd.org/edu/systemicinnovation/vet
– Full report: Working Out Change
6. Main Findings
• Drivers
• Pumps
• Enablers/Barriers
• Specific barriers in VET
• Conclusions/policy implications
7. Drivers
• Economic
– Development of new skills
– Efficiency
• Social
– Equity
– Inclusion
• Political
• Technological
9. The emergence of an innovative
education industry?
Growth of patent applications: Worldwide new education technologies (1990-2006)
Education technologies by year - Main Countries Japan, 2006,
(MA(3) - Patent Families only) 358.6666667
USA, 2003, 274.6666667
EU27, 2006,
177.3333333
China, 2006, 43
Korea, 2002,
36.33333333
USA Japan EU27 Korea China
10. Pumps
• Vision
• Networks
• Technology
• Research
11. Educational research and development
Total expenditure as % of GDP Share of total public research
(country average in recent years) expenditures (2008) on
9 9
8 8
7 7
6 6
5 5
4 4
3 3
2 2
1 1
0 0
Education Health Education Health
12. Enablers / Barriers
• Leadership
• Consensus building
• Research evidence
• Brokerage: generation and dissemination
of knowledge
13. Specific barriers
• Competing policy agendas
• Accountability mechanisms and public
policy agendas:
– Restricted risk management
– Short-term planning
• Innovation fatigue
14. Conclusions Policy implications
Systemic innovation as SI VET as guiding
useful analytical principle for innovation
framework policy
– Targeted strategy to
induce system-wide
change
Establish a formalised
Need for formalised knowledge base
knowledge base
– Monitoring and evaluation
– Losing innovation
opportunities – Support link between systems
research and innovation
– Evidence-informed dialogue
with stakeholders