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Michael H. Morris, Susana C. Santos and Xaver Neumeyer
Annika Zorn, Jeff Haywood and Jean-Michel Glachant
The introduction discusses how the digital trend that has substantially disrupted other sectors is transforming the higher education sector or even posing a threat to academic institutions’ core business. What could be the rationale for higher education institutions to incorporate a comprehensive digital agenda into their core strategy? Outlining the main developments over the past years in the areas of education, research and knowledge sharing, the authors argue that academic institutions are still far from grasping the full potential of what the digital offers to the academy. Not only does the adoption of online and open practices allow universities to respond to major challenges facing them today, but a digital vision also allows higher education institutions to re-define their role in society. Subsequently, the authors outline how the examples discussed in the book, stemming from a variety of academic contexts, will enrich our understanding of what ‘moving online’ might entail and how to make it work in practice.
Robert D. Hisrich and Veland Ramadani
Edited by Laura Hyatt and Stuart Allen
Edited by Laura Hyatt and Stuart Allen
Chapter 1 introduces governance as a legal issue, ultimately grounded in the philosophy of right, a branch of philosophy. Early legal theorists such as Hugo Grotius sketched versions of what is today called governance, and there is today a line of demarcation drawn between liberal economies of the Anglo-American type, and continental and Scandinavian embedded economies wherein the state is recognized as a major agent influencing the economic system. The chapter discusses the differences between John Locke’s liberal view of, e.g., ownership rights, and George Wilhelm Friedrich Hegel’s philosophy of right, developed 14 decades later. Whereas Locke emphasizes a “minimal theory” of ownership rights, serving as the foundation for liberalism, Hegel too recognizes ownership as a fundamental right but locates ownership rights within the realm of the state. Consequently, the intellectual roots of liberal economies and embedded economies share certain assumptions but also diverge regarding assumptions about the role of the state. The second half of the chapter examines the creation of the Berle–Means firm, a key legal vehicle in the liberal economy and in its governance.
Paul D. Reynolds
On October 28, 2003 Harvard students could use “Facemash” to compare which photos of two undergraduates were “hot” or “not hot.” Developed as personal project by Mark Zuckerberg it was followed by several other efforts that led to the implementation of “Thefacebook” on February 4, 2004; this provided students a mechanism for internet based social interaction. A five person start-up team embellished the potential for interaction and expanded access to other universities, high schools and eventually anybody over 13 years old. When the first public offering was initiated in 2012, “Facebook” reported annual revenue of $5 billion, yearly profits of $53 million, one billion users, and 4,619 employees.1 Convinced that a properly designed website could provide an efficient and economical interface between citizens and government agencies, high school buddies Kaleil Tuzman and Tom Herman used seed money from Herman’s mother to implement “Govworks.com” to process parking tickets in May 1999. A four person start-up team led the website development and within 18 months “Govworks.com” raised $70 million to support 250 employees. Out maneuvered by competitors such as “ezgov. com,” unable to manage the complex technical issues, and confronted with a dramatic decline in stock market valuations of internet based initial public offerings, by January 2001 the remnants of the firm were sold for $12 million.