Research and Innovation Strategy

Research and Innovation Strategy

 

 

The importance of a knowledge society to Kosovo’s future economic prosperity is well established at national policy levels. The College’s research strategy is designed to support the creation of a knowledge society by working with firms and public sector agents in building the appropriate infrastructure to build centers of research, development and innovation that will be unique for Kosovo and which will be capable of attracting resources at local and international levels.

 

To achieve this research strategy will: Prioritize and invest in establishing centres of research, stimulate the development of research and cluster activities to maximize opportunities for research groups to create appropriate critical mass, enhance and build relationships and partnerships with stakeholders in industry, academia and the public sector to increase combined research capacity and strengthen the commercialization process, foster mechanisms of technology and knowledge transfer both out of an into the College, create an integrated research and studies quality assurance framework compliant with international best practice, suupport programmes in delivering on research element and strengthen the link between research and teaching.

 

Central to College’s research strategy is the concept of knowledge development as interactive and collaborative. The College recognizes the need to build sustainable partnerships to create and commercialize new knowledge in line with what Gibbons (1998, World Bank) called Mode 2 knowledge which shall be characterized by:Knowledge produced in the context of application, Transdiciplinarity, Heterogeneity and organizational diversity, Enhanced social accountability, More broadly based systems of qualityy control

 

In the context of our research priorities and our role as a catalyst for economic development, the College will focus on building alliances with key external stakeholders. The stakeholders include national and international research centres, government and funding agencies, industry partnerships. In keeping with emerging approaches internationally, knowledge transfer is defined by the College as an ‘engagement’ with a diverse range of public and private organizations in a two-way, mutually beneficial process. Given the mission statement, the College in the coming years try to overcome the following challenges: Clear structures and processes to manage knowledge transfer in an increasingly complex and changing environment; A more strategic approach to knowledge transfer and external partnership management in order to maximize the full potential of activities; Strengthening management information systems to track, support and monitor the engagement with external organizations; An appropriate culture supporting responsiveness to external drivers and active engagement; Staff development programmes to enable and incentivize staff to engage in the creation and transfer of knowledge.

 

 

Centers of Excellence

 

Research or Excellence Centers are the organizational spaces where research activities are supported and coordinated at not only a departmental, but an interdepartmental level. Each Research Center should be headed by a Coordinator.  There are ten proposed Centers:

 

1Information Systems and Cyber Security Research Center
2Mechatronics Research Center
3Center for Research in Economics and Administrative Sciences
4Center of Research for Economics and Strategy
5Health Sciences Research Center
6Energy Engineering Research Center
7Research Center for Architecture and Civil Engineering
8Research Center for Law and Justice
9Center for Global and European Studies
10Media and Communication Sciences Research Center

 

 

They would encourage inter-faculty and inter-disciplinary collaboration.  The Research Center staff organizes workshops and colloquia and other informal exchanges of information between faculty.  Workshops on using technology, particularly writing and footnote programs and data base use, preparing abstracts and publishing strategies would be helpful.  What might be even more helpful would be regular faculty presentations of their works-in-progress to their colleagues.  Such opportunities should be encouraged and promoted, again through the mechanism of offering service opportunities on the Review.  Disciplinary sections should meet at least once a month to read and review a colleague’s work which would be distributed to the faculty at least a week before the presentation.  The format of the presentation can be informal, but it is absolutely essential that a formal paper be prepared and distributed.  At least one faculty colleague should be assigned as a commentator on the work-in-progress and provide the presenter with written comments on her/his work-in-progress.

 

Encourage support disciplinary and inter-disciplinary faculty-student projects. Giving students a stake in research increases the stake in research of their advisors and of the faculty in general. They would encourage and support grant proposals, providing an institutional base for such applications with staff aid.  Faculty are encouraged to apply for research grants from EU, regional and US agencies, and the Research Centers could help prepare

 

Over the period of the first cycle of the Strategic Plan, the research infrastructure will be developed and enhanced further through the appointment of a relevant staff. This will enable the College to more actively capture, professionalise the delivery of technology to industry, support spin-outs and broaden its routes to commercialization. In line with these priorities, the College will create forums where academic and business professionals can interact, provide programmes of industry-focused services, including consultancy, industry training, joint academic industry partnerships and industry placements. These issues have led the College to create strategic themes for knowledge transfer.