• List of Articles Reza Mahdi

      • Open Access Article

        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 Full Text
        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 Document
      • Open Access Article

        2 - Rooting of Loose Engagement of Iranian Universities with Industry from the Higher Education Informants
        reza mahdi masoud shafiee
        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, Full Text
        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 Document