Aim & objectives
The aim of this workshop is to introduce the HEInnovate framework as a tool for assessing how entrepreneurial your University is. HEInnovate covers seven areas for self-assessment: Leadership and Governance; Organisational: Funding, People and Incentives; Entrepreneurial Teaching and Learning; Preparing and Supporting Entrepreneurs; Knowledge Exchange and Collaboration; The Internationalised Institution and finally measuring the Impact. It guides a HEI through ‘a process of identification, prioritisation and action planning’ in the seven key areas. HEInnovate also helps diagnose areas of strengths and weaknesses, opens up discussion and debate on the entrepreneurial / innovative nature of an institution and it allows a HEI to compare and contrast evolution over time. The institution can have instant access to its results, learning materials and a pool of experts. The framework was introduced in 2013 to European institutions but is now provided free to interested institutions worldwide.
• Expected outcomes (150-200 words)
The expected outcome of the workshop is that the workshop participants will be confident that they can bring the framework back to their institution for implementation. It is expected that they will also be satisfied with the philosophy and heritage underpinning the framework after this introductory session. Expert advice (based on experience with the framework) will also be given in dealing with implementation issues such as getting buy-in, building support and data security. Training materials on the framework such as PowerPoint presentations, manuals, workshop guides and evaluation sheets will be discussed and provided at the workshop.
Duration: 1.5 hours
Please state to whom this workshop is addressed (i.e. academics, industry, entrepreneurs, students, etc) and how many participants you envision for this workshop.
This workshop is addressed to those individuals attending the conference who work in 3rd level institutions or divisions thereof. The framework can be applied to a specific unit (and we recommend this for the pilot project), at School, College, Faculty, Central services or the entire institution. There is no real limit on numbers however for an interactive workshop a limit of 30 could be applied. Deans, Academics or executives from Universities/HEIs from outside Europe are particularly welcome as the framework is gaining traction in regions outside Europe. The facilitator will bring examples (from his experience) in South East Asia.
This workshop aims to inform participants about the complex and continuing process of managing creativity inside companies, by depicting common steps that are to be taken by different parts of an organization. It is intended to describe two groups of activities that are part of any creativity management initiative, and their co‐dependence: divergent activities and convergent activities. Divergent activities are
usually in focus of many creative challenges, but on their own they have limited influence on the
innovative performance of a company. That is why various idea labs and creative campaigns often lead to long‐term disappointment of the high‐level management. Complementary convergent activities need to be realized if a company aims to have sustainable innovative processes and creative climate. Since companies often state that they are interested in enhancing their employees’ creative thinking, but they
frequently fail to incorporate this in other processes, this workshop will help the participants to understand the connection that should be made between employees’ creative efforts and company’s usage of those efforts in their innovative processes. The participants are expected to obtain specific knowledge about the nature of the relationship between
creative processes and innovation activities inside companies. After this workshop, the participants should be able to devise, design and realize creative campaigns that are not in a vacuum, but are connected to other relevant activities in a company and therefore have long‐term effect for the company. The workshop
will empower participants to autonomously manage creative processes in an organization, while being aware of the general innovation strategy of the company and creative processes’ part in that strategy. Since the workshop will go through specific steps in the form between case study and action research, the participants will obtain practical knowledge that could be directly used in their future work. They will
understand the nature of creative thinking and acting, and will be thoroughly informed about how to implement this into business perspective in a concrete context.
Duration: 2 hours
This workshop is primarily aimed at practitioners that could use this knowledge in their business, either in a corporate context within established industry or in a new business endeavor where entrepreneurial context asks for creative thinking on every step of the way. This workshop should be planned for max. 16
In recent years the concept of creativity become in the center of the agenda of urban planning and development, and gave birth to a number of new concepts: creative economy, creative class, creative city, creative industries, creative milieu, etc. (Florida 2003, 2004; Durmaz et al., 2008). The term “creative economy” was popularized in 2001 by the British writer John Howkins, who defined it as “the transactions of creative products that have an economic good or service that results from creativity and has economic value” (Howkins, 2001:8).
The creative economy focus on the role of creativity as a force in the contemporary economy and state that cultural and economic development are not separate but can be a part of a larger process of development. The creative economy refers to a set of creative and cultural activities such as advertising, architecture, design, fashion, crafts, filming, music, photography, publishing and performing arts (Chaston and Sadler Smith, 2012). Human creativity and innovation are the key drivers of these industries (Darchen and Tremblay, 2010).
In Qatar, hydrocarbons revenues still form the main part of national income. However, as the country moves forward with Qatar National Vision 2030 (QNV 2030), the government attempt to diversify its economy based on knowledge, innovation and creativity. In fact, creative industries are less dependent on natural resources as compared with the traditional sectors. Its potential for development is vast and it is an important catalyst for social transformation and economic progression. It is also strongly related to local culture and identity.
However, the creative economy is a new concept in Qatar and the Gulf region and we still learning how to value it, measure it and understand its relationship to the economy and the local culture. Furthermore, very little is known about the creative industries’ location and size, or what their needs might be.
Duration: 1.5 hours.
academics, entrepreneurs, students (50 participants)-
The Promoting Sustainable Performance (PSP) program aims in helping local enterprises to achieve sustainable growth and development so that they can compete in the global market place in order to secure economic growth and welfare for the regional economy they are based in. It is envisaged that the project will have an impact on the economic and social conditions in Western Asia, especially in terms of economic growth and employment via the support of the private sector. The PSP project involves an integrated performance measurement and analysis process for businesses. PSP utilises a multi-disciplinary approach drawing together a team of academics from a wide range of disciplines to investigate growth from the perspective of: competitive strategy; innovation, internationalisation; value chain management; human resource management and development; and, operations. PSP is moving performance measurement forward by utilising a mixed method approach integrating qualitative data collection and analysis methods with the traditional purely quantitative approach.
A plethora of approaches have been used to measure organizational performance, often comparing businesses within the same industry and benchmarking against market leaders. What many of these methods have in common is their limited depth. Researchers tend to rely on quantitative secondary data, take a limited approach to knowledge, progress with limited academic rigor, and fail to appreciate the importance of nuance and context. This workshop, will address these deficiencies providing an impartial perspective of SME growth for informed decision making. Such an approach will support provincial aims to increase the competitiveness of our case study regions. The proposed duration of the workshop is 90 minutes (1.5 hours).
The expected outcomes from this workshop are twofold and can be outlined as follows. Firstly, to communicate how the Promoting Sustainable Performance program works, providing an overall value and strengths for delivering sustainable growth and development for SMEs located in diverse regional economies at regional level. Secondly to present results from emerging and transitional economies such as Indonesia with an overall scope in signposting how other regions (e.g. Qatar) could join as well.
This workshop will be of relevance to academics, policy makers, industry and practitioners and researchers that aim in improving the sustainable performance of SMEs sectors within their regional economies.
BENEFITS FOR PARTICIPANTS
1. Broad the knowledge on SME growth and development
2. Gain international experience of different aspects on contextual dynamism of enterprise growth
3. Work effectively and efficiently with businesses and private sector
4. Obtain direct knowledge on international collaboration
5. Gain facilitation and training skills
6. Gain understanding of using a multi-disciplinary approach in studying the diverse and contextual factors that contribute to enterprise growth in transition economies.