Faculty of Education - Research Publications
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ItemWhere to Now? Fourteen Characteristics of Teachers’ Transition into Innovative Learning Environments(Springer Nature Singapore, 2020-01-01)Abstract This chapter places the preceding papers into a wider context. As part of the Innovative Learning Environment and Teacher Change (ILETC) project, seven Transitions symposia were held in five cities across Australasia, Europe and North America during 2017, 2018 and 2019. Each aimed at investigating how teachers adapt to innovative learning environments. The resulting accumulation of approximately 150 papers by graduate researchers and research groups, of which this book’s chapters are a sample, constituted a reasonable representation of international thinking on this topic. When added to three years of ILETC case studies, surveys, systematic literature reviews and teacher workshops, the project team was able to identify consistent patterns in teachers’ spatial transition actions. This chapter places the material of this book within that larger picture, specifically in terms of one project output—the development of a Spatial Transition Pathway. The Pathway emerged from these data and can be seen as an output of the material sampled in previous chapters. Certainly, the considerable work teachers had been doing to re-conceptualise their pedagogies for new spaces (done both intentionally, and at times, without realising) deserved to be mapped as a resource for others undertaking this journey. This chapter makes the case that while each teacher or school’s journey from traditional to ‘innovative’ spaces is unique, there exists some common issues that most seem to face at some time, in some way. It provides a description of fourteen ‘grand themes’ that appear commonly through the data and describes how these can be organised in a way that provides temporal and theme-based strategies and tools, developed by fellow educators to assist in this transition. This final chapter leads the reader to consider ‘where to now’? It celebrates the fact that teachers have enormous capacity to work out how to utilise innovative learning environments well and provides a framework for evidence-based actions into the future.
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ItemMind the gap: co-created learning spaces in higher education(Sense Publishers, 2019)In recent years, there has been a marked increase in the number of new and refurbished building projects in the higher education sector. In Australia alone, public universities, of which there are 40 (TEQSA, 2017), owned $28 billion of building assets, with almost $2 billion being spent on construction in 2015 (Department of Education and Training, 2016). Despite this huge investment, there appears to be a lack of research carried out on the design of buildings, let alone the spaces within them or how these spaces can impact student success. Particularly in a rapidly changing higher education landscape, where key pressures continue to shape higher education, it is surprising that such investment is not commensurate with evidence of the impact of the design of buildings and spaces on teaching, learning and research productivity—key focus areas of universities.
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ItemThe Regulatory Environment of Non-Profit Higher Education and Research Institutions and Its Implications for Managerial Strategy: The Case of Medical Education and Research(IGI Global, 2017)The concept of strategy in non-profit higher education is a contested issue. It is argued that strategy, in the business sense, does not apply to a substantially public and more institutionalized sector such as higher education and is not achievable in complex, loosely coupled organizations such as universities. Additionally, strategy does not sit easily with organizations operating in regulated contexts limiting competitive market pressures. This chapter discusses the regulatory environment of non-profit higher education by focusing on one of the most highly regulated disciplines: medical education and research. The chapter will begin by developing a context for discussion by firstly mapping the landscape of Australian medical education and research. Subsequently, the chapter argues that medical schools and research institutes need to exercise as much discretion as they can in the area under their control, develop sound strategies to deal with their changed circumstances, and develop a coherent and defensible basis for decision making through assessing their environment.
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ItemStrategic Positioning in Higher Education: Reshaping Perspectives(Emerald Books, 2016)Key forces shaping higher education drive institutions to make strategic choices to locate themselves in niches where they can make use of their resources effectively and efficiently. However, the concepts of strategy and strategic positioning in higher education are contested issues due to the nature and complexity of the sector and the university. As an industry facing increasing pressure toward marketization and competition, this study calls for an analysis of higher education, as an industry, in a more business-oriented framework. This chapter makes a contribution to scholarly research in higher education by applying Porter’s five forces framework to medical education. In doing so, it provides a foundational perspective on the competitive landscape, its environment, its organizations, and the groups and individuals that make up the higher and medical education sector.
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ItemSTRATEGIC POSITIONING IN AUSTRALIAN HIGHER EDUCATION The Case of Medical Schools(SENSE PUBLISHERS, 2016)