S A M O PAV L I N , U N I V E R S I T Y O F L J U B L J A N A –

C O O P E R A T I O N B E T W E E N H E I A N D B U S I N E S S E S - W H Y D O W E N E E D T O C O O P E R A T E ?

C M E P I U S , L J U B L J A N A 2 5 . O K T O B E R 2 0 1 3

LOOKING ON GRADUATES EMPLOYABILITY FROM THE PERSPECTIVE OF UNIVERSITY BUSINESS COOPERATION

Emerging Modes of Cooperation between Private Sector Organisations and Universities (EMCOSU ) –"With the support of the Lifelong Learning Programme of the European Union"

LABOUR MARKET ORIENTATION OF HIGHER EDUCATION

- Discourse on ‘employability’ and university-business cooperation – reflects two major policy pillars of HE labour market orientation; what is related to paradigmatic shifts in higher education:-fostering professional relevance of study programmes-‘entrepreneurial‘ expectations from HE;-diversification of higher education programmes that often follow job specialisations; -internationalisation of teachers and students;

THE "EMPLOYABILITY" TENSION (TEICHLER & KEHM, 1995)

- i) human capital approach that places HE in the position of labour market, employment and “matching” policies in order to stimulate economic growth; and

- ii) social demand approaches that favour freedom of choice, personal growth and equal opportunities…

- … individual capabilities versus actual registered employment

CAREER SUCCESS MODEL (DEHEMS PROJECT)

SOME KEY DEVELOPMENTAL CHALLENGES RELATED TO HE & CAREER SUCCESS AFTER THE HEGESCO

AND DEHEMS PROJECTS

- What is a relative effect of personal characteristics, social backgrounds and education to career success?

- What is the importance of fostering relevant work experiences?

- How to develop students’ motives and talents?- How demanding study should be?- How traditional teaching is combined with problem-based

learning? - How to improve assessment modes so they support

acquisition of competncies? - How to manage tracer studies so they become an

informative tool for HE stakeholders?

UNIVERSITY BUSINESS COOPERATION (UBC):THE EMCOSU PROJECT

- Which are the most relevant modes of cooperation between universities and business, why and how are they interrelated?

- What are the determinants of cooperation modes and their future developmental needs?

- Which are the key developmental drivers and barriers to cooperation on the side of universities and business?

CONCEPTS RELATED TO UBC

• “National innovation systems” (Nelson, 1993); • “New mode of knowledge production” (Gibbons et

al., 1994); • “Entrepreneurial university” (Clark, 1998); • “The triple helix model” (Etzkowitz & Leydesdorff,

2000; Etzkowitz, 2008). • “Third mission” of universities – from teaching and

research towards community engagement – via technology transfer, trans-disciplinarity, regional development and living laboratories (e.g. Trencher et al., 2013: 4).

RELATION BETWEEN CAREER SUCCESS FACTORS AND UBC

Modes of university-business cooperation(Business and universities)

Factors of graduates’ career success(Graduates)

research and development;mobility of academics; training of students; programme creation; practical training;seminars and conferences;Start-ups, spin-offs;organised recruitment;financial support for a higher education institution.

job satisfaction; skill match; career development;job contract; work autonomy; work-life balance.+(Critical thinking & active cityzenship)

CAREER SUCCESS AND UBC:WHAT SHALL BE SURVEYED?

• How are factors of career success fostered by UBC?• How differently are HE stakeholders affected by UBC? (e.g.

skill improvements), business (e.g. performance), society (e.g. improving the local environment) and academia (e.g. developing a personal network).

• What are differencies between large multinational companies and best known universities in comparison to SMEs and NGOs?

• Is UBC a smart developmental decision or economic necessity?

• What are consequences of UBC for hybridisation of academic roles, and nature of academic certificates?

• How UBC impact traditional functions of universites?

THANK YOU

DRIVERS(DAVEY ET AL. 2011)

• Commercial orientation of the university• Financial resources for working with universities• Flexibility of partner• Interest in accessing scientific knowledge• Employment by business of university staff and

students• Short geographical distance of the university• Existence of mutual trust and commitment• Prior relations• Financial incentives

BARRIERS(DAVEY ET AL. 2011)

• Lack of awareness of organisational research activities;• Lack of financial resources;• Current financial crises;• Bureaucracy within or external to the university;• The focus on producing theoretical results by universities• Differing motivation / values between university and

business• Differing mode of communication and language between

university and business• Differing time horizons between university and business