Paper and pens

Knowledge Platforms

The process of forming knowledge platforms at the School of Business Economics

  • Sustainable co-creation through interdisciplinary solutions 
    Produces sustainable interdisciplinary knowledge in order to challenge the expression ”business as usual”. It utilizes the power of diversity between logistics, finance, marketing and statistics and creative co-creation, to contribute to a solution-oriented society and embrace its challenges.

    Contact: helena.forslund@lnu.se, thomas.holgersson@lnu.se, asa.devine@lnu.se 
    Administrative support: Anna Wahlstam anna.wahlstam@lnu.se
  • Demographic change and the public sector 
    Aims to create knowledge regarding ageing, immigration, labor force participation, gender equality, family formation and discrimination. Aims to create knowledge regarding how the public sector, the public transfer system and the tax system affect and is affected by demographic changes.

    Contact: mats.hammarstedt@lnu.se
    Administrative support: Anna Wahlstam anna.wahlstam@lnu.se

 

Process timeline from proposal to evaluations

More platforms are under construction. Here's how we continue.

Professor Leif Melin, professor Eskil Wadensjö and pro-dean Faculty of Social Science Daniel Alvunger act as external advisors. The design of the budget for 2019 will highlight the tasks and resources of knowledge platforms.

2018

  • September: The Dean compiles the proposals and the two pilot platforms that are already in operation. 
  • October: The Faculty Board discusses the summary at the faculty board's October meeting.
  • October-November: The Dean is conducting meetings with each presenter group.
  • December: Dean and external advisors make proposals to the faculty board's December meeting when a first decision is taken. The Faculty Board decided upon the establishment of knowledge platforms at the School of Business and Economics. The decision was taken after a process during the year, with open application, hearings and external review (more information about the process in the annex). The documentation presented to the Board is given in the appendix. The Board members concerned did not participate in decisions on the respective platform.
  • Entrepreneurship and Social Change and Global Mind - Competitiveness in a changing world that served as pilots during the past year, was established as knowledge platforms from January 1, 2019. Platforms will be evaluated in the third quarter of 2020.
  • Leadership and Organization in Development is set up as a knowledge platform on July 1, 2019, provided that the platform presents a supplement to research focus by May.
  • Experience is being established as a knowledge platform from 1 July 2019, provided that the platform by May last presents a research leader and supplementation on research focus.
  • SPICED was not established as a knowledge platform. The group was invited to present a more developed and focused proposal during the autumn term of 2019.
  • CMAR and Corporate Governance were not established as knowledge platforms, but were invited to explore opportunities for growth, for example through a common knowledge platform, and to present in May 2019.

2019

  • January Entrepreneurship and Social Change and Global Mind - Competitiveness in a changing world were established
  • May Hearing with each knowledge platform and board decision on establishing knowledge platforms from July 2019 and January 2020.  
  • July Styrning av och i organisationer (former CMAR and Corporate Governance), Sustainable co-creation through interdisciplinary solutions (former SPICED), Leadership and Organizational Renewal  (former Leadership and Organisation in Development) and eXperience are established.  

2020

  • Demographic Change and the Public Sector is established as a knowledge platform from January 1, 2020. The knowledge platform will be assessed by external evaluators in the third quarter of 2022.
  • The first quarter Sustainable co-creation through interdisciplinary solutions presents named and research focus to the faculty board.
  • The third quarter Entrepreneurship and Social Change and Global Mind - Competitiveness in a changing world are evaluated

2022

  • The first quarter Leadership and Organizational Renewal, eXperience,  Styrning av and i organisationer are evaluated
  • The third quarter Demographic Change and the Public Sector are evaluated. 

Law in the global society was not established as a knowledge platform. The group should work to become a knowledge-based environment at Linnaeus University, where the School of Business and Economics offers itself a residence.

Why Knowledge Plattforms?

The School of Business and Economics has decided to start creating knowledge platforms.
It involves gathering skills and resources into sustainable, dynamic environments to further develop education, research and collaboration within a common area of expertise and interest. It is also about that co-creation needs for collegial forms of cooperation for both business development and the work environment that has been presented in, among other things, in employee surveys.

Organization

Knowledge platforms do not mean any formal organizational change. The change is made within the organization and with the same delegation. This means that we gather researchers, teachers, program managers and indirectly students in a common environment and joint assignments in our departments.

A knowledge platform is led by a platform leader for research and a platform leader for education that works in teams with colleagues in the platform. Platform Management reports to, and has regular contact with, departments and faculty management. Responsibility for the platform leaders for research and education is defined in particular the Decan decree.

Teachers and researchers are employed at the respective institutions, where the head of the department are in charge of the department, economics, personnel responsibility, recruitment and work environment according to the delegation scheme. The head of department holds the responsibility of the authority.

Each employee will eventually have a day-to-day residence in a knowledge platform and adhere to the platform that best matches their area of expertise and interest. As a staff member on a platform, competence is also expected to develop in accordance with the platform's knowledge area. Knowledge platforms and Departments form an organizational matrix.

Mission

The knowledge platform is responsible for managing:

  • quality development of courses and programs together with postgraduate education
  • internationalization
  • interaction
  • development of the subject area and research
  • external funding and publications

The knowledge platform is responsible for proposing

  • skills supply / employment
  • educational
  • admission of doctoral students

 

Background

The further development of School of Business and Economics is important through the application for accreditation by AACSB and various quality evaluations. Examples of such are UKÄ's evaluation of postgraduate studies in economics, Treklövern's evaluation of economics education and external assessors report in Linnaeus University's research strategy work.

Decisions on the introduction of knowledge platforms were taken by Dean 2017-11-29. At the end of January 2018 the two pilot knowledge platforms that have been created so far was presented.