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題名:邁向世界級大學:行政者對於台灣指標性大學發展動態能力之觀點
作者:侯雅雯 引用關係
作者(外文):Ya-Wen Hou
校院名稱:國立中正大學
系所名稱:教育學研究所
指導教授:
學位類別:博士
出版日期:2015
主題關鍵詞:世界級大學動態能力策略管理行政者觀點World-Class UniversitiesDynamic CapabilitiesStrategic ManagementAdministrators' Perceptions
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此研究旨在發展台灣指標性大學的動態能力指標與瞭解資深行政者如何感知他們所服務大學為了追求世界級大學地位的策略管理實踐。此研究採用三階段的研究設計,包括試驗性研究調查、個人訪談、與主要的問卷調查。研究參與者是台灣12間指標性大學的資深行政人員。此研究蒐集了質性資料和量化資料,前者來自於個人訪談,後者資料包含試驗性研究調查(回收率是53%)和主要的問卷調查(回收率為49%)。此研究的量化資料發現大學組織有六個動態能力指標以回應外在挑戰。大學愈重視這六個動態能力指標,則其表現愈好。研究也顯示動態能力指標會受到受試者的個人背景與大學機構特色所影響。此外,質性訪談的結果發現,大學應該追求成為一所有用的大學為目標,而非成為一所世界級大學;世界級大學不可能逃脫優質大學教與學的本質和逃避社會貢獻;大學的社會責任、大學與業界的合作、與大學和政府的關係會強化世界級大學的建立;對台灣指標性大學而言,缺乏一個清楚、具體的定位是一大挑戰;五年五百億計畫有標籤效應;大學組織應該支持資源整合;標竿學習和建立跨學科社群可幫助大學組織追求世界級大學地位;專業領導與組織凝聚力可加速世界級大學地位的追求;全球排名如同雙面刃般,可促進或阻礙大學發展的永續性;五年五百億計畫可能加深了自然與人文學科的隔閡;對大學發展而言,主要挑戰之一在於缺乏穩定的財務和人力資源;國際化是大學組織的必要任務但它易受財務議題之影響;教授的彈性薪資之有效性是有限的。對於動態能力指標的應用,此研究也提供關於動態能力指標的應用、大學策略管理和政策改革的理論和實務的啟示,以及對未來研究之建議。
This study aims to develop a scale of dynamic capabilities of targeted Taiwanese universities and understand how senior administrators perceive the strategic management practices of their affiliated universities in their quest for becoming WCUs. A three-stage data collection design, including a pilot study, personal interviews, and the main survey, was adopted in this study. Research participants were senior administrators in the 12 targeted Taiwanese universities. The collected data included qualitative and quantitative data; the former came from ten personal interviews, and the latter involved a pilot study (with a response rate of 53 percent) and the main survey (with a response rate of 49 percent).
The findings of the quantitative data showed that universities had six dynamic capabilities for responding to external challenges. The more emphases on these six dynamic capabilities, the better performance a university has. The scale developed by this study was influenced by respondents’ backgrounds and institutional characteristics. In addition, the findings of the qualitative interviews showed that a university should pursue the goal of being a useful university, not a WCU; WCUs cannot escape the nature of a good university education—teaching and making social contributions; social responsibilities of universities, university industry collaborations and university-government relationships can enhance the establishment of WCUs; the lack of a clear, specific positioning is a challenge for targeted Taiwanese universities; the Five-Year-50-Billion NT Dollars Budget Project has a labeling effect; universities should support the integration of resources; benchmarking and creating cross-discipline communities can help the pursuit of WCUs; professional leadership and organizational cohesion accelerate the pursuit of WCUs; global rankings as double-edged swords can either promote or impede the sustainability of university development; the Five-Year-50-Billion NT Dollars Budget Project deepens the gap between sciences and humanities; a primary challenge to university development is the lack of stable financial and human resources; internationalization is a necessary institutional mission but it is often impeded by financial issues; and the
effectiveness of Flexible Merit Pay for faculty members is limited. This study also provides theoretical and practical implications for dynamic capabilities scale application, university strategic management, policy reform, and suggestions for further research.
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