List of Articles Reza Mahdi

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  1 - Model and Guiding Framework for Innovative and Entrepreneurial University
  reza mahdi masoud shafiee
  Moving on the path of innovation and entrepreneurship (value-creating) and fulfilling the desired social responsibility is one of the axes of the evolution of universities in recent years, especially in the last two decades. Innovative and value-creating university, for More

  Moving on the path of innovation and entrepreneurship (value-creating) and fulfilling the desired social responsibility is one of the axes of the evolution of universities in recent years, especially in the last two decades. Innovative and value-creating university, for which various definitions have been proposed and various dimensions and criteria have been proposed for its introduction and creation, is one of the new initiatives and ideas for transformation in university systems. Despite identifying and introducing various components and criteria for an innovative and value-creating university, creating this type of university and purposeful and managed movement in the path of innovation and entrepreneurship requires a comprehensive roadmap and a balanced action guide. In order to evolve and achieve a comprehensive model, a guideline framework consisting of eight dimensions, as an action plan and operational model of an innovative and value-creating university by the European Commission and OECD, design and more than 600 universities and higher education institutes in Europe and OECD has evaluated this model. In this paper, through a review of documents, the guide to innovative and value-creating university is introduced as a guide for mainly European programs, for the gradual and systematic transformation of existing universities into innovative and value-creating universities with local considerations. All Iranian universities and higher education institutions with any mission, by learning and adapting actively and productively from this framework and gradually adapting their conditions to its dimensions and criteria, can take fundamental steps in the path of innovation and entrepreneurship and become an innovative and value-creating university in the Relation of Industry and University, Innovative and Entrepreneurial University, Value-creating University, Third Generation University, Guiding Framework for Innovative Higher Education Institute (HEInnovative)true and actual word. Manuscript profile
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  2 - Rooting of Loose Engagement of Iranian Universities with Industry from the Higher Education Informants
  reza mahdi masoud shafiee
  20.1001.1.27170454.1400.10.19.2.3
  If universities functioned in a stable environment, the demands for leadership would be modest. Mission, vision, programs, strategies, and policies could simply be put on automatic pilot. Automatic pilots don’t work for universities. Environment is in continual context, More

  If universities functioned in a stable environment, the demands for leadership would be modest. Mission, vision, programs, strategies, and policies could simply be put on automatic pilot. Automatic pilots don’t work for universities. Environment is in continual context, and the results and consequences of these changes for the future of universities are profound. Sound, creative and empowering leadership is indispensable, and it spells the difference between productive, sustainable universities and those that are in continual crisis and failing. One need only reflect on the change that has come about in university over the last century. The very mission and scale of universities have been transformed. Universities are altering the ways and means of teaching and learning. New directions and methods in research and service to society are evolving. The costs-benefits of the academic enterprise are in continual fluctuation and open to challenge. The roles of faculty are different, as are campus cultures. The very definition of precisely who is served and touched by universities is in transition. Leading change is clearly the most difficult and taxing challenge faced by university managers and leaders. Occupying a position of leadership and exercising the role of manager and leader are entirely different.Too many positions of leadership are filled by those who occupy the chair and carry the title but fail to lead universities in ways that enable them to adapt to a demanding environment, optimize their mission, align with values, and produce a lasting contribution to society. It does not speak to the position of leadership, to title, or to mere survival skills; rather it speaks to the creative act, the behavior, the hard work, and the skill and competency of leadership and management Manuscript profile
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  3 - Amirkabir University of Technology as Innovative and Entrepreneurial University: The Achievements and Challenges
  Reza Mahdi masoud shafiee
  20.1001.1.27170454.1402.12.23.5.8
  Entrepreneurship and innovation is one of the new policies to promote the level of social responsibility and achieve the goals of social change and sustainable development. Innovative and entrepreneurial university is one of the main scenarios for effective participatio More

  Entrepreneurship and innovation is one of the new policies to promote the level of social responsibility and achieve the goals of social change and sustainable development. Innovative and entrepreneurial university is one of the main scenarios for effective participation of higher education in the development process. Amirkabir University of Technology is one of the entrepreneurial universities based on the historical background of its establishment and activity, the efforts of the leaders and the academic community and the expectations of the stakeholders, which can be innovative and entrepreneur by interacting and influencing the target industry and society. In this article , based on the "Guiding Framework of Innovative and Entrepreneurial University", the joint product of EC and OECD, the level of innovation and entrepreneurship of the university and the fulfillment of the criteria of innovative and entrepreneurial university evaluated by case study method. According to the study, despite efforts and initiatives of the leaders and managers, its level of innovation and entrepreneurship is below and there is a significant gap between the current situation and the expectations. With its special mission to move towards innovation and entrepreneurship, this university should be in seven areas including governance, financial capacities, teaching-learning function, mechanisms to support entrepreneurs, knowledge exchange and synergistic cooperation with industrial communities, international scientific mobility, more use from the capabilities of digital transformation in scientific and organizational dimensions, act simultaneously and balanced. Designing and implementing a "Comprehensive Strategic-Operational Medium-Term Plan" based on the "Dimensions and Criteria of the Guiding Framework of Innovative and Entrepreneurial University" is a principled proposal for this university to become an innovative and entrepreneurial university. Manuscript profile
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  4 - Scenarios and Patterns of Future Higher Education in the Horizon of 1410
  Reza Mahdi masoud shafiee Ahmad keykha
  20.1001.1.27170454.1401.11.22.7.1
  Researching the future, developing future scenarios, and providing requirements and solutions to face the future are essential responsibilities of policymakers, leaders, and planners of higher education. Various factors and drivers, especially information and communicat More

  Researching the future, developing future scenarios, and providing requirements and solutions to face the future are essential responsibilities of policymakers, leaders, and planners of higher education. Various factors and drivers, especially information and communication technologies and digital developments, have transformed universities' role in shaping the more comprehensive higher education system. In this article, based on the study of Orr et al. (2020), five scenarios and models of higher education for 2010 are presented. These scenarios include Tamagotchi, Jenga, Lego, Transformer, and Garbage Can. The Tamagotchi model is a classic approach to higher education that begins immediately after high school, leads to a bachelor's or master's degree, leads to a job, and ends the path to higher education. The Jenga model is more attractive to non-traditional students in short-term learning courses and focuses on the following stages of self-learning and organization. The Lego model is named separate composite modules of different sizes that create a self-contained, non-standardized learning path rather than a compact unit. The Transformer model represents learners who may be extended past their primary education but return to higher education to gain new knowledge or upgrade needed skills. According to this model, everyone should have opportunities to leave their current career path and change it. In the Garbage Can scenario, learners choose a combination of Tamagotchi, Jenga, Lego, and Transformer scenarios according to their work-life situation and individual goals. Universities and educational institutions depend on the institutional mission and focal values. In this scenario, applicants and academic institutions will have multiple teaching-learning choices. Digital developments are technical innovation and social innovation, the consequences of which should be considered for society, the labor market, and the higher education systemThe Tamagotchi model is a classic approach to higher education that begins immediately after high school, leads to a bachelor's or master's degree, leads to a job, and ends the path to higher education. The Jenga model is more attractive to non-traditional students in short-term learning courses and focuses on the next stages of self-learning and organization. The LEGO model is named as separate composite modules of different sizes that create a self-contained, non-standardized learning path rather than a compact unit. The transformer model represents learners who may be long past their basic education, but return to higher education to gain new knowledge or upgrade needed skills. According to this model, everyone should have opportunities to leave their current career path and change it. In the Karbeijken scenario, learners choose a combination of Tamagotchi, Jenga, Lego, and Transformer scenarios according to their work-life situation and individual goals, and universities and educational institutions depending on the institutional mission and focal values.. Manuscript profile