Identifying Indicators of Change Management in Medical Education With a Focus on Third-Generation Universities
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Abstract
Transforming universities into third-generation universities is a prerequisite for future development. Therefore, awareness of the factors, structures, and practices that exist in higher education institutions and affect the potential emergence of entrepreneurship enables managers to plan to achieve specific results. It seems that the first step in managing this change is to identify the indicators that medical education and medical universities should have in the future. This study was conducted with the aim of identifying the indicators necessary to manage the change in medical education, Shahid Beheshti University of Medical Sciences, on the path to transition to third-generation universities. This study was conducted using a qualitative method and the two-stage Delphi method was used to conduct the research. The research tool was a questionnaire derived from literature on the concepts and components of third-generation universities, which was conducted with the participation of 15 key informants from Shahid Beheshti University of Medical Sciences regarding the research topic in 1403. The results showed that the university's support index for staff and student exchanges between the university and industry and organizations outside the university scored the highest with a score of 52, followed by entrepreneurship as a major part of the university's strategy with a score of 50, and internationalization as an important part of the university's entrepreneurial strategy with a score of 30. The lowest score was obtained. Medical universities are forced to move towards third-generation universities for their survival, and in this direction it is necessary to change their functions and structures, therefore, awareness of activities and changes in this direction is necessary and essential, both in order to change and improve the structure and in order to improve performance. It should be noted that creating entrepreneurial universities is not easy and "entrepreneurship and innovation" is complex, chaotic and lacks any linear concept. Universities can start working based on their conditions by changing a number of indicators and move in this direction and continue until the indicators are fully established.
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36. Schulte P. The entrepreneurial university: a strategy for institutional development. Higher education in Europe. 2004;29(2):187-91.
37. Moghadasi J, KEIKAVOOSI AM, KEIKAVOOSI AL. Factors Affecting the Transformation of Medical Sciences Universities into Entrepreneurial Universities in Iranian Higher Education System. 2016.
38. Berbegal-Mirabent J, Gil-Doménech D, Ribeiro-Soriano DE. Fostering university-industry collaborations through university teaching. Knowledge Management Research & Practice. 2020;18(3):263-75.
39. della Volpe M. Entrepreneurial university and business education: Towards a network model. International Journal of Business and Management. 2018;13(3):13-27.
40. Fielden J. Global trends in university governance. Education working paper series. 2008;9:278200-1099079877269.
41. Aqatabar Roudbari J, Agha Mirzaei T, Barimani K, Yousefi Saeedabadi R. The Study of Academic Independence Gap Based on University Experts (The Case of Babol University of Medical Sciences and Noushirvani Technical University). Education Strategies in Medical Sciences. 2017;10(5):334-44.
42. Etzkowitz H. The evolution of the entrepreneurial university. International Journal of technology and globalisation. 2004;1(1):64-77.
43. Katsikas S. The university in the third millennium: which reforms are needed. Organization of Economic Cooperation and Development (accessed March 2008), http://www oecd org/dataoecd. 2008.
44. Mobarki MH, Ziyae B, Rezvani M, Tajpour M. Conceptual model of internationalization of the Entrepreneurial University with an interpretive structural modeling approach. Journal of Research on Management of Teaching in Marine Sciences. 2021;8(4):186-209.
45. Faridi M SAM, Hasany M,GHalavandy H,Sobhaninezhad M. Designing a model for readiness assessment of higher education institutions to become a third generation university, a case study. Teaching AND learning Research. 2020;15(1):23-41.
46. Malekinia E, Malekinia Z, Feizi S. Survey on imperative strategies for Iranian's higher education system in globalization age. Quarterly Journal of The Macro and Strategic Policies. 2018;6(24):518-45.
47. Paine L. Alternative Framing of Teacher Education: A Challenge for Teacher Education in an Age of Globalization. Quality of Teacher Education and Learning: Theory and Practice. 2017:85-98.
48. Dadgaran N, Bagheri M, Ahmadi A. Identification of the dimensions and components of medical education system enhancement at international level using delphi analysis. Research in Medical Education. 2020;12(1):52-61.
2. Nameni A. Explaining the characteristics of the University transition period from the second generation to the third generation Case study: One of Engineering Universities in the country. Journal of Management and Planning In Educational System. 2019;12(1):47-68.
3. Schmitz A, Teza P, Dandolini GA, de Souza JA. Universities as knowledge intensive business services–a systematic literature review and a case study of a research group. International Journal of Engineering and Innovative Technology. 2014;3(7):40-7.
4. Muller E, Doloreux D. What we should know about knowledge-intensive business services. Technology in society. 2009;31(1):64-72.
5. Schmenner RW. How can service businesses survive and prosper. Sloan management review. 1986;27(3):21-32.
6. Wissema JG. Towards the third generation university: Managing the university in transition: Edward Elgar Publishing; 2009.
7. McCalman J, Siebert S, Paton RA. Change management: A guide to effective implementation. 2015.
8. Nabipour I. The fifth generation university: based on the quintuple helix of Carayannis and Campbell. Iranian South Medical Journal. 2020;23(2):165-94.
9. Taghipour A, Hasanmoradi N. The proper pattern of creating an entrepreneurial university. Economic and Management Research. 2006;18(2):31-40.
10. Mir JS. Entrepreneurial Universities of Medical Sciences: Solutions and Challenges. 2019.
11. AMIRESMAILI MR, SABERI SH, Barkhordari F. Evaluation of the Kerman University of Medical Sciences Based on the Characteristics of Entrepreneurial Universities. 2018.
12. Abedi kamal ad-Din EH, Miri Anvar,MOghadam Khareghani Melika. Toward the 3 generation university second ed. Tehran: moaseseh.amozeshi talifi ershadan; 2018.
13. R S. A framework for the emergence of entrepreneurship and innovation in education. New industries and the VET system conference proceedings2001.
14. Fadaie G, Nakhoda M. Developing Change Management Model for Iranian Academic Libraries: Delphi Study. Research on Information science and Public Libraries. 2010;16(3):145-68.
15. Fink A, Kosecoff J, Chassin M, Brook RH. Consensus methods: characteristics and guidelines for use. American journal of public health. 1984;74(9):979-83.
16. Hasson F, Keeney S, McKenna H. Research guidelines for the Delphi survey technique. Journal of advanced nursing. 2000;32(4):1008-15.
17. Riggs WE. The Delphi technique: An experimental evaluation. Technological forecasting and social change. 1983;23(1):89-94.
18. Etzkowitz H, Dzisah J, Clouser M. Shaping the entrepreneurial university: Two experiments and a proposal for innovation in higher education. Industry and Higher Education. 2022;36(1):3-12.
19. Chryssou CE. University–industry interactions in the Sultanate of Oman: Challenges and opportunities. Industry and Higher Education. 2020;34(5):342-57.
20. khaki. s. Challenges facing Iran's universities until the realization of the entrepreneurial [Internet]. 2016.
21. Habibi-Rezaei M, Siahmansouri Y. The Substantiation of Entrepreneurship Universities through Activities of University Incubators. Science Cultivation. 2012;3(1):43-9.
22. Ghardashi F, Yaghoubi M, Bahadori M, Teymourzadeh E. Innovation capability in medical sciences universities: A qualitative study of Iran. Journal of Education and Health Promotion. 2019;8(1):16.
23. Etzkowitz H. The entrepreneurial university: vision and metrics. Industry and Higher Education. 2016;30(2):83-97.
24. Clark BR. On higher education: Johns Hopkins University Press; 2008.
25. OECD E. heinnovate: How innovative is your higher education institution. Retrieved; 2016.
26. Yazdani Shahram MF, Dehnavi Hamed. Designing and Presenting A Pattern Of Transition Towards Entrepreneurial And Innovative Universities Of Medical Sciences In The Islamic Republic of Iran With An Emphasis On Innovation Of Knowledge Services: Shahid Beheshti University of Medical Sciences School 2023.
27. Gibb A. Exploring the synergistic potential in entrepreneurial university development: towards the building of a strategic framework. Annals of Innovation & Entrepreneurship. 2012;3(1):16742.
28. Shaw E, O'loughlin A, McFadzean E. Corporate entrepreneurship and innovation part 2: a role‐and process‐based approach. European Journal of Innovation Management. 2005;8(4):393-408.
29. Zhou C. Emergence of the entrepreneurial university in evolution of the triple helix: The case of Northeastern University in China. Journal of technology management in China. 2008;3(1):109-26.
30. Kitagawa F, Wigren C. From basic research to innovation: entrepreneurial intermediaries for research commercialization at Swedish ‘strong research environments’. Center for Innovation, Research and Competence in the Learning Economy (CIRCLE), Paper. 2010;2.
31. Marx M, Hsu DH. Strategic switchbacks: Dynamic commercialization strategies for technology entrepreneurs. Research policy. 2015;44(10):1815-26.
32. Jafari M, Azari N, Enayati T. The effect of research-based higher education system on entrepreneurship with the mediating role of knowledge commercialization Universities to provide models. Journal of Educational Planning Studies. 2020;9(17):229-45.
33. Etzkowitz H, Leydesdorff L. The dynamics of innovation: from National Systems and “Mode 2” to a Triple Helix of university–industry–government relations. Research policy. 2000;29(2):109-23.
34. Davodi Mohammad Reza Seyyed YNS. Identifying and prioritizing the components of knowledge commercialization in creating a third generation university with a data foundation approach (Case study: Qom Islamic Azad University). Modern Management Engineering. 2022.
35. S. S. Investigating the Impact of Environmental Factors on the Creation and Development of University Growth Centers: A New Approach to Entrepreneurial University and the Relationship between Industry and University (Persian).. 2010;3(7-8):45-56. Industry & University. 2010;3(7-8):56-45.
36. Schulte P. The entrepreneurial university: a strategy for institutional development. Higher education in Europe. 2004;29(2):187-91.
37. Moghadasi J, KEIKAVOOSI AM, KEIKAVOOSI AL. Factors Affecting the Transformation of Medical Sciences Universities into Entrepreneurial Universities in Iranian Higher Education System. 2016.
38. Berbegal-Mirabent J, Gil-Doménech D, Ribeiro-Soriano DE. Fostering university-industry collaborations through university teaching. Knowledge Management Research & Practice. 2020;18(3):263-75.
39. della Volpe M. Entrepreneurial university and business education: Towards a network model. International Journal of Business and Management. 2018;13(3):13-27.
40. Fielden J. Global trends in university governance. Education working paper series. 2008;9:278200-1099079877269.
41. Aqatabar Roudbari J, Agha Mirzaei T, Barimani K, Yousefi Saeedabadi R. The Study of Academic Independence Gap Based on University Experts (The Case of Babol University of Medical Sciences and Noushirvani Technical University). Education Strategies in Medical Sciences. 2017;10(5):334-44.
42. Etzkowitz H. The evolution of the entrepreneurial university. International Journal of technology and globalisation. 2004;1(1):64-77.
43. Katsikas S. The university in the third millennium: which reforms are needed. Organization of Economic Cooperation and Development (accessed March 2008), http://www oecd org/dataoecd. 2008.
44. Mobarki MH, Ziyae B, Rezvani M, Tajpour M. Conceptual model of internationalization of the Entrepreneurial University with an interpretive structural modeling approach. Journal of Research on Management of Teaching in Marine Sciences. 2021;8(4):186-209.
45. Faridi M SAM, Hasany M,GHalavandy H,Sobhaninezhad M. Designing a model for readiness assessment of higher education institutions to become a third generation university, a case study. Teaching AND learning Research. 2020;15(1):23-41.
46. Malekinia E, Malekinia Z, Feizi S. Survey on imperative strategies for Iranian's higher education system in globalization age. Quarterly Journal of The Macro and Strategic Policies. 2018;6(24):518-45.
47. Paine L. Alternative Framing of Teacher Education: A Challenge for Teacher Education in an Age of Globalization. Quality of Teacher Education and Learning: Theory and Practice. 2017:85-98.
48. Dadgaran N, Bagheri M, Ahmadi A. Identification of the dimensions and components of medical education system enhancement at international level using delphi analysis. Research in Medical Education. 2020;12(1):52-61.
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| Issue | Articles in Press: Vol 64 No 03 (2026) | |
| Section | Original Articles | |
| Keywords | ||
| Change management Third generation university Entrepreneurial university | ||
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How to Cite
1.
Bahrami E, Majidi F, Hosseini M, Khoshgoftar Z. Identifying Indicators of Change Management in Medical Education With a Focus on Third-Generation Universities. Acta Med Iran. 2026;.
