| 英文摘要 |
Recently, MOE (Ministry of Education) in Taiwan has just released a Road Plan for Renovation (Mar. 28, 2015) of higher education due to mounting pressure for quality assurance of university education as well as the ever-shrinking number of collegial student's population. Meanwhile Education Authority in China has also moved toward a consolidating structure of higher education so that university graduates could meet the demand of human resources required in current development stage. University in Japan, as the population aging and shrinking process has been in decades, has somehow adapted and transformed relatively successfully. In this paper, we will first identify those challenges facing modern leaders of higher education across the strait and propose an Integrative Innovative Business model, together with policy options such as: Spin off business, Joint venture, off shore education service and Business training home base. It is highly advised that education leaders should use this business model to align their core education business so that global competitiveness could be attained. The five essential elements of this creative business model include: Creativity, Catch, Cash, Commitment and Culture. We find that the culture factor, namely right atmosphere of learning and trust in higher university, is most important and it cements the other four factors together and let them work to deliver the irreplaceable value to all stakeholders in a university (students, faculty, board members in private university, parents, and society in a whole). Multiple case study method and qualitative evaluation are used to demonstrate how education brand value and competitive position of higher university are strengthened in the context of 5C Innovative business model. Deviances from this model are analyzed and policy remedial actions suggested. |
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