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Extra resources for The Shifting Frontiers of Academic Decision Making: Responding to New Priorities, Following New Pathways (ACE Praeger Series on Higher Education)
Sample text
To achieve buy-in throughout the institution, the directors of these centers must raise 30 percent of their budgets from individual school deans. Geiger (2004) states that entrepreneurial universities—those that “tend to regard the expansion of their research portfolio as an end in itself … that need not be justified by links with instruction”—may use centers and institutes, research faculty, and indirect cost recovery as a means of bolstering the research enterprise (p. 70). Universities that allow indirect costs to be retained by the research unit provide an important incentive in spurring additional research activities and projects.
LaRusso, N. , Meyers, F. , & Crist, T. B. (2003). Centers, institutes, and the future of the clinical department: Part 1. American Journal of Medicine, 115, 337–341. Ikenberry, S. , & Friedman, R. C. (1972). Beyond academic departments. San Francisco: Jossey-Bass. Kennedy, D. (1993). Making choices in the research university. In J. R. Cole, E. G. Barger, & S. R. ), The research university in a time of discontent (pp. 85–114). Baltimore: Johns Hopkins University Press. Kerr, C. (1964). The uses of the university.
Faculty and administrators routinely should revisit these disciplinary habitats for opportunities for renewal and revitalization. Disciplines, and the departments through which they are structured, are human creations and reflect people’s habits and assumptions, which can evolve and even become outdated; they are no more a fixed order in nature than are city neighborhoods. Departments are born and mature; they can spawn new fields or can be supplanted by emerging disciplines, as demonstrated by the reorganization of many anatomy departments and the creation of neuroscience and genetics departments (Mallon, Biebuyck, & Jones, 2003).
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