LINKING LEARNING TO STRATEGY FORMATION
CREATING AND IMPLEMENTING STRATEGIC LEARNING IN NOT-FOR-PROFIT COLLEGE AND UNIVERSITY CONTINUING EDUCATION AND OUTREACH ORGANIZATIONS
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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 h...
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 thatuniversities regard continuing education organizations as vehicles for innovation and reinvention, becoming the strategic and entrepreneurial unit of the university's business.
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