LINKING LEARNING TO STRATEGY FORMATION

MaryRose Barranco Morris, Ed.D. Following an exhaustive study that includes experiences by leaders at America's top universities, this investigation recommends criteria to guide strategy development in the continuing education organization. Indeed, it presents practical information for anyone developing strategy to succeed in our digital age. To keep up with the knowledge-based economy and its environment of hyper-change, those engaged in strategy formation -- particularly not-for-profit higher education -- often maintain a commitment to learning lifelong. The knowledge revolution may impact higher education more than any other sector of American enterprise. Continuing education units can operate in dynamic and adaptable ways to address global shifts, trends and market forces. Yet, there is a drought of research for understanding how lifelong learning programs respond to hyper-change and proceed with strategic planning. Using qualitative methods, this research study suggests that universities regard continuing education organizations as vehicles for innovation and reinvention, becoming the strategic and entrepreneurial unit of the university's business.

Autorentext

Dr. Morris spent the past ten years at Teachers College Columbia University (TC) directing a multi-million dollar not-for-profit continuing education center. She earned her Ed.D. at TC in 2005 and is currently founding Dean, The Center for Innovative Education in the Arts, Culture and Horticulture, Snug Harbor Cultural Center and Botanical Garden.