Development Of Corporate Universities Research Articles

Toward the sustainable development of corporate universities: the case of South Korea

Purpose Despite the burgeoning interest in corporate universities (CUs), their pragmatic application and ongoing evolution present challenges. This study aims to analyze the South Korean CU landscape from a balanced perspective to draw implications for the sustainable development of CUs. Design/methodology/approach The study uses a case study method to systematically explore CUs in South Korea by reviewing the South Korean government reports on CUs. The cases of CUs are analyzed based on the holistic model of CUs, which functions as an analytical framework. Findings By analyzing four groups of CUs, namely, in-house colleges, corporation colleges, technical colleges and in-house college-type lifelong educational establishments, implemented in South Korea, this study draws implications for the sustainable development of CUs, using the holistic CU model. Originality/value By analyzing cases of CUs from a new perspective, this study contributes to expand knowledge on CUs and suggests implications for organizations aiming to establish and sustain their own CUs tailored to their specific needs. Furthermore, this paper delves into the support necessary for the successful implementation and sustainable development of CUs, spanning organizational/team, national and individual levels.

The role and evolution of knowledge network-based intellectual capital in the corporate university

PurposeThe purpose of this study is to explore the knowledge network-based intellectual capital of corporate universities and its co-evolution process with knowledge management activities.Design/methodology/approachAn exploratory and multiple case study was conducted, investigating three Chinese corporate universities. Grounded theory was used for data analysis.FindingsThis paper finds that the intellectual capital of corporate universities comprises teacher network capital, knowledge process capital and knowledge ba. The steering wheel model is established through the synergistic interaction and promotion among these three types of intellectual capital. The interaction between intellectual capital and the knowledge network within corporate universities constructs the intellectual capital network, which plays the roles of coordinator, knowledge gatekeeper and innovation bridge. The intellectual capital of corporate universities is characterized by sequential inertia. Moreover, the intellectual capital and intellectual capital network are aligned with knowledge management activities at each stage of corporate university development, interacting and following the principles of ladder evolution.Originality/valueA significant contribution of this paper lies in applying the concept of intellectual capital within the fourth-stage ecosystem to a broader range of knowledge networks. By exploring the dynamics and network of intellectual capital in corporate universities, especially the role of intellectual capital networks and the synergy between intellectual capital and knowledge management activities, this study enriches the existing research on knowledge management and intellectual capital of corporate universities. Furthermore, it advances the development of knowledge management promotion in corporate universities from a new perspective of intellectual capital.

THE INNOVATIVE CORPORATE UNIVERSITY AS A MODERN FORM OF THE INTEGRATION OF SCIENCE, EDUCATION AND BUSINESS

The topicality of the study is caused by a number of factors, the most important of which is the state of war in our country at present. These days all the resources of Ukraine are aimed to ensure military victories as a guarantee of the independence and sovereignty of our state. However, we suppose that the post-war reconstruction of all the life-sustaining spheres of the country is just as important. An unconditional primacy in the revival of the country is the economic direction, the restoration of industrial capacity and the increase of Ukraine's competitiveness on this basis at the global level. These problems were considered as priorities at the Conference for the Renovation of Ukraine, which took place in Lugano, Switzerland, on June 4-5, 2022 (URC 2022). A number of national programs represented within this Conference define the term of their implementation by 2032 and include not only the recovery of economy and defensibility of the country but also such directions as business environment, health-care, education, science, environmental protection, culture and sports. Due to the importance of the tasks, we suppose that their solution is inseparably connected with the innovative direction of the development of these areas, which is based on the integration of science, education and business.The strategic guidelines for the development of Ukraine's educational sphere, higher education in particular, were determined in the document represented by the Education and Science Ministry of Ukraine - the Development Strategy for Higher Education in Ukraine for 2021-2031 (2020). The necessity of the integration of science, education and business for providing the economic growth in the country is pointed out there as one of the strategic directions. We suppose that applying the practice of forming the innovative corporate universities in Ukraine will contribute to the solution of this task.The aim of the study is to define the role of the innovative corporate university in the development of the integration of science, education and business.Materials and methods. The methods of ascending from abstract to concrete, as well as the scientific hypothesis have been chosen as the fundamental methods of the study. Theoretical generalisation and analysis of the literature on the research problem has been performed. Empirical and theoretical knowledge has been compared and systematised. Statistical and graphical techniques of analysis, as well as the advanced experience of the development of corporate universities at the global level, have been used for analysing the official data of Holon IQ.Research results. The work analyses the main objective prerequisites for the appearance of corporate universities connected with forming the elements of knowledge economy at the global level. The definitions of the corporate university provided by various scientists are critically examined, on which basis the authors offer the interpretation of the term "corporate university", where the accent is made on the importance of innovative content of the educational process in such an institution. The functions of the corporate universities and their basic organisation methods are considered. The researchers conclude that the innovative corporate university is the most progressive form, which corresponds to the specifics of the transition period towards the knowledge economy.Conclusion. The creation of the innovative type of a corporate university can be considered as one of the effective methods of providing the strategic competitiveness of a company on the basis of enhancing the innovative activity as a priority area of investing into the human capital development of a company.

Networking of corporate universities in knowledge management: evidence from China

PurposeA corporate university is a knowledge management institution established within an enterprise. The purpose of this paper is to investigate the evolution of knowledge activities of corporate university and their relationship, particularly the role of networking in the knowledge management.Design/methodology/approachHaier, which had the earliest Chinese corporate university in the science and technology manufacturing industry, was employed as a case study. Data were collected by interviews and through consulting the documents of Haier’s corporate university. Grounded theory was used for data analysis.FindingsThe paper finds that corporate universities are engaged in three kinds of activities, namely, enterprise operational knowledge transfer, networking activities and scientific and technological activities. There is a dynamic circular relationship among these three kinds of activities, which form a “figure of eight” cycle model. Networking activities are the hub between enterprise operational knowledge transfer and scientific and technological activities. There is a two-way integration of enterprise operational knowledge transfer and science and technological activities via networking activities. Networking activities, thus, play a key role in the development of corporate universities into knowledge management centers. The scope of the key activities of corporate universities is dynamic and expanding. The double circulation effect among key activities in corporate universities has strengthened over time.Originality/valueBy investigating the dynamic nature of the activities of corporate universities, particularly the role of networking in knowledge management, this research enriches the study of the knowledge management of corporate universities.

Development of a corporate university institution: strategic initiatives

This article is devoted to the study of the concept, methodological approach and problems of formation and development of the corporate university system. The article reveals the prerequisites for the creation of corporate universities, presents the Russian and international experience. The analysis of the current state of development of the corporate university system and existing strategic initiatives for the development of corporate universities is carried out. The authors of the article paid attention to the formation of a roadmap for the development of the institution of corporate universities, taking into account the impact of strategic initiatives using the advantages of the Learning management system.

Regional determinants in the development of the Lviv startup ecosystem

The article considers the concept of startups and ecosystems of startup development. It investigates the innovativeness ratings of countries and regional ecosystems of startups and the factors influencing the successful development of startups. The article considers the ranking of the best regional startup ecosystems in the world. It covers the experience of the leading regions, whose effectiveness is driven by attention to financing, networking, expanding access to markets, attracting and nurturing talents, accumulating experience and scientific development. Particular attention is given to the impact of the specialization and effectiveness of the regional focus strategy. Based on the methodology and results of the Global Startup Ecosystem Ranking 2019, authors have empirically investigated the startup ecosystem of the Lviv city. Authors described and systemized the startups operating in the city, the elements, and dynamics of the urban startup infrastructure. The preconditions for successful development of startups - financing, talents, experience, connectedness, access to markets - have been identified. The effectiveness of the activity of city authorities, the local policy of promoting the startup environment development - documents, measures and results – have been investigated. The main factors of Lviv’s regional leadership in the development of digital startups in Ukraine are: the dynamic development of the IT industry, the development of digital competencies and the concentration of talent in leading universities, the development of corporate universities and innovative infrastructure, the development of infrastructure and comfort in the city. For the development of the Lviv startup ecosystem, it is recommended to focus the efforts on further accumulation and transfer of experience, retention of talents, improvement of technology transfer systems, focusing on areas of exclusive competence while expanding access to finance and the global market.

CORPORATE UNIVERSITY DEVELOPMENT

Introduction. Corporate University is an educational entity which helps to advance organizational and individual knowledge. It has been widely discussed and adopted by many organizations. We investigate the development of corporate learning within the context of corporate universities. We determine that the corporate university meets business needs in training and manager performance. A corporate university can help regulate behaviours with strategic company goals and result in employee responsibility, promote corporate values and organizational culture. Purpose. The article aims to analyse the development of corporate universities. Method (methodology). The article is based on methods such as method of synthesis (to define the essential characteristics of corporate universities), method of structural and comparative analysis (to determine the place of corporate universities in the system of employees training). Results. The paper explores whether a corporate university is providing actual value to the organization from the perspective of employees training. The article argues that if corporate universities do not use pedagogical preferences aspects into their practice in e-learning, this will devalue the training system. The task of the corporate university is identified as training and development of employees, their knowledge evaluation, the common corporate standards establishment. We investigate how e-learning is received, managed and whether there is an influence on learner performance. The article introduces that corporate university can be a non-profit educational organization that has a more central role in training, retraining, and performance of employees than ever before. It is a company which is controlled by parent company but has a separate legal entity or a corporation department.

Use of Project-Based Learning of Adults at Corporate Universities in The US and Canada

Abstract Objective: The article defines features of formation and development of corporate universities in the USA and Canada. Methodology: The article analyzes the dependence of successful functioning of the corporate universities on the choice of adequate training technologies; explores the essence and potentials of project-based learning as action learning which is focused on personnel development, business development and effective management of changes. Findings: There is a close relationship between the performance of the functions of the corporate university and the forms, methods, learning technologies that are used in the learning process. Project-based learning is widely used in corporate universities in the United States and Canada; it provides an opportunity to gain managerial experience in real time, solves an important task of personnel development – formation of the ability to learn. Value Added: The results of the research give ground to conclude that the corporate university in the US and Canada is a structural unit of a company, which performs certain functions that promote business efficiency. Recommendations: The project topic should be related to current or future changes in the company. The solution of the problem should include diagnosing of the problem, analysis, recommendations, implementation phase, as also cooperation with members of the company.

Infocom business models innovation with the development of corporate universities

Since the mid-90s, the infocom industry has gone into a period of sustained disruptive innovations which, combined with deregulation, led to a lot of turbulence and a sometimes difficult redefinition of business models. A Schumpeterian wave of innovation enhanced by competition leads to creation of wealth as an unprecedented investment boom occurs in the infocom sector sustained by overly optimistic and sometimes fraudulent forecasts of internet traffic. We provide a strategic framework by explaining which types of infocom business models are better adapted to cope with the challenges of the new developments related to the digital economy, in order to shape the corporate innovation strategy. We also analyse how the development of a corporate university must be linked to the development of such innovation strategy. The first section of the article deals with the wave of disruptive innovations in the communications industry over the last few years and pinpoints the ubiquity of IT in all aspects of the economy and society. The next section focuses on the search for profitable business models for infocom providers. The links between business model innovation and the development of corporate universities is analysed in the next section. It is followed by a discussion section.

Infocom business models innovation with the development of corporate universities

Infocom business models innovation with the development of corporate universities

СОВРЕМЕННЫЕ КОРПОРАТИВНЫЕ УНИВЕРСИТЕТЫ: ЭТИЧЕСКИЕ УГРОЗЫ И ЭТИЧЕСКИЕ НАДЕЖДЫ

The article considers the problem of implementation of ethics as a taught subject into modern business education. Modern business schools reached a stable point of development during last decades and became less adaptive to the needs of modern business community. In this sense, business schools represent a longer educational tradition while education in corporate universities which emerged a half a cen-tury ago is grounded upon more innovative and experimental principles. Practical orientation and correlation with the functioning of a specific organization allows corporate universities to avoid several problems accumulated during the decades of business schools’ existence. However, the renunciation of some principles which are traditional for both public and private education can potentially lead to contradictory consequences including those in the sphere of ethics. The first part of the article is a brief historical overview of the development of economic education in the world. It is also shown on the example of the USA why some of features of business schools have developed like we know them today and what is their connection with the various stages of development of the world economy in the 20th century. The second part of the article aims to outline some nuances of the emergence and development of corporate universities, to show why their influence on the modern economic education increased and to point out the corresponding reasons to be ethically concerned. The article analyses some problems of modern business-schools and also considers corporate uni-versities as an alternative to traditional business education.

Strategy-making for innovation management and the development of corporate universities

Innovation is now seen as a question of corporate survival and international competitiveness. While most innovation fails, companies that don’t innovate in the long term die. The importance of crafting a sound and coherent innovation strategy appears crucial in many industries, even more in turbulent environments where clear guidelines help managers allocate RD it is the quest to overcome resource constraints through a creative and unending pursuit of better resource leverage with the corporation conceived as a portfolio of competencies as well as a portfolio of businesses, and innovation projects. Incumbents that focus their network strategy on exploiting complementary assets through alliances generally outperform incumbents that focus on exploring the new technology. The technological strategies of corporate firms have several similarities to the investment strategy of venture capitalists. They are looking for complementarities between investments to nurture specialized knowledge and extract greater value with synergies. Appendix 2 proposes a new integrative model by making the connections between the strategy-making process and the R&D strategic resource allocation management process. Top managers should try to control the initial cost structure of new growth business, because it influence greatly the critical resource allocation decisions in that business, and also recognize emergent strategies through process such as discovery-driven planning and select the right mix of emergent versus deliberate strategies for each businesses in the organization. The determinants of product innovation in firms are mainly explained by the strategy being pursued and managers should be careful to not drift toward excessive conservatism or excessive entrepreneurship over innovation management. Some experts argue that strategic management, when continuously practised may develop in a firm core capability may have more enduring effects on the firm’s long-term performance than one-time strategies. Flexible strategic planning for innovation management appears more efficient, particularly in turbulent environments. A bottom-up approach of technology strategy-making favorizes the crafting of emergent strategies. One tool, communities of practice has an important influence on strategy-making for innovation management due to empowerment. A corporate university can become another influent knowledge management strategic tool, only if enough resources are devoted to its development and managers adopt a long-term perspective.

The Changing and Developing Role of the Corporate University Post-Millennium

A review of the literature on corporate universities finds that the peak for research and publishing on the topic occurred between 1998 and 2002 and fell away considerably after 2005. Given the apparent lack of research during the past decade, the purpose of this paper is to present an insight into what has been happening to corporate universities, what changes have occurred and what the emerging trends are in corporate university development. The paper includes two short cases, one from the UK and one from Australia, reflecting developments and trends in corporate universities in the banking industry. The authors examine the move away from corporate universities as highly resourced, geographically based training centres to virtual entities facilitated by the development of digital technologies. At the same time, there appears to be greater emphasis on the alignment of corporate training and people development with the strategic objectives of the organization, so that employees at all levels can provide leadership to the people and functional areas for which they are responsible. The authors conclude by arguing that in an increasingly global and unpredictable digital disruptive age the corporate university must evolve from being a primarily social and knowledge transfer mechanism to facilitating company renewal and transformation; in effect, becoming the organization's learning laboratory.

The challenges facing corporate universities in dealing with open innovation

Purpose – This paper aims to illustrate the quick rise in the popularity of corporate universities since the 1990s. Because knowledge management is becoming imperative to the survival and growth of firms in most industries, better management of corporate universities is becoming more and more critical. The purpose of this paper is to analyze three objectives: Why invest in corporate universities? Which model to adopt? and What are the key challenges facing corporate universities in dealing with the adoption of an open innovation approach? Design/methodology/approach – The article provides a general review of corporate universities dealing with open innovation by using a creative synthesis. Findings – This paper analyzes the challenges involved in the development of corporate universities and examines how they can deal with open innovation. While few corporate universities have a real strategic role, several initiatives have failed or have been seriously compromised. To create competitive advantages through a corporate university, upper management must dedicate significant resources and have a plan for building the corporate curriculum in order to deal with innovation management. Research limitations/implications – Due to the lack of scientific articles on the topic, most of the published articles made by practitioners was used. Further studies are needed to test the recommendations and models. Practical implications – This paper identifies some development models and growth avenues for corporate universities. It helps provide an understanding of the challenges associated with open innovation as well as their limits. Originality/value – It is among the first papers to link the development of corporate universities with the open innovation approach. It also provides practical advice for managers and academics.

Utilizing institutional perspectives to investigate the emergence, rise, and (relative) decline of corporate universities

The emergence, rise, and relative decline of corporate universities (CUs) is somewhat puzzling given the increasing emphasis and investment in training and development (T&D). We utilize institutional theory to identify environmental factors and forces external to the organization to better understand the historical growth and development of CUs. Our findings suggest that CUs cannot be dismissed as a passing fad. Rather, these changes illustrate the evolution and transformation of traditional T&D departments into new institutional forms over time. We generate a discussion on the ongoing challenges and future trends for T&D and present implications for HRD research and practice.

Corporate universities in Germany

PurposeThe paper aims to review the latest management development across the globe and pinpoint practical implications from cutting‐edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe paper finds that the first purpose of corporate universities is not education. Corporate universities build up specific knowledge relevant to the business. They create a workforce that suits the corporate strategy of the company. In a globalizing environment superior skills can bring sustainable competitive advantage. The development of corporate universities has been a direct consequence of increasingly strategic human resources. They offer a flexible concept that can adapt to the nature of the organization's business environment, react to market changes and competitive pressure.Practical implicationsThe paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains20066Edited by Rob Paton, Geoff Peters, John Storey and Scott Taylor. Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains. Aldershot: Gower 2005. 285 pp. £90.00, ISBN: 0‐566‐08583‐6 hard cover

Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains20066Edited by Rob Paton, Geoff Peters, John Storey and Scott Taylor. <i>Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains</i>. Aldershot: Gower 2005. 285 pp. £90.00, ISBN: 0‐566‐08583‐6 hard cover

Corporate universities: a catalyst for strategic human resource development?

PurposeThe purpose of this paper is to consider the extent to which the concept of the corporate university is emerging as a simple re‐labelling of the functional training area or a key strategic platform in developing organisational competitive advantage.Design/methodology/approachA case study approach was taken to provide an in‐depth understanding of the development of a corporate university. Interviews with key informants and background/archival information was used to explore the focus of the corporate university. A typology developed by Taylor and Paton in 2001, was used to analyse the role and integration of the corporate university within the case study organisation.FindingsThe research indicates that the development of the corporate university within the case study organisation has focused resources to strategically develop their human capital and is clearly linked to the strategic objectives of the organisation to enhance competitive advantage.Research limitations/implicationsThe research was exploratory and whilst indicating a link between the corporate university and the organisation's objectives, this was a single case study. The limitations of single case study analysis prohibit generalisability. More research is needed to identify trends developing across industry sectors. From this a more detailed review of the impact of corporate universities can be made.Originality/valueThis is the first research into the strategic development of corporate universities in Australia. As such, it provides insight into the development of the phenomena in an advanced market economy. The initial findings indicate strategic development of the corporate university to support and enhance the organisations focus and competitive advantage.

Corporate university developments in the UK SME sector

This article surveys the status and potential of three small and medium sized enterprises (SMEs) in relation to the concept of the corporate university. It examines the dynamic context for their current training and development activities and their individual similarities and differences in emphasis and priorities. The study involves the use of taxonomies and model structures to articulate current status and to give pointers to further potential for corporate university or corporate academy development.

Frequently asked questions with reference to the corporate university

This article lists all the foundation questions that are uppermost in people’s minds when they are considering introducing the corporate university development platform into their company or organisation. Some of the questions are simple and direct whilst others are rhetorical in nature. All the questions are those which have arisen most frequently in early discussions with client companies. Answers to the questions are provided from an advisory point of view using references to previously published articles to elaborate on the answer information provided. The approach taken in this article is to provide informative insights into the subject of the corporate university and to initiate thought leadership that will result in the full realisation of the corporate university concept.