Iranian Higher Education
Volume 17, Issue 3 (2025)
ihej 2025, 17(3): 86-109 |
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Sheikhi L, Hoveida R, Moghtadaie L. A Framework for the Fifth-Generation University: Modeling Open Innovation Skills in Higher Education. ihej 2025; 17 (3) :86-109
URL: http://ihej.ir/article-1-2166-en.html
URL: http://ihej.ir/article-1-2166-en.html
A Framework for the Fifth-Generation University: Modeling Open Innovation Skills in Higher Education
1- Ph.D Student in Higher Education Management, University of Isfahan, Isfahan, Iran.
2- Associate Professor, Education Dept. University of Isfahan, Isfahan, Iran. ,r.hoveida@edu.ui.ac.ir
3- Assistant Professor, Education Dept., University of Isfahan, Isfahan, Iran.
2- Associate Professor, Education Dept. University of Isfahan, Isfahan, Iran. ,
3- Assistant Professor, Education Dept., University of Isfahan, Isfahan, Iran.
Abstract: (14 Views)
Objective: The purpose of this research was to design and validate a conceptual model of a university based on open innovation skills at the University of Isfahan.
Method: This study was applied in terms of purpose and was conducted using a mixed-methods approach with an exploratory orientation. In the qualitative phase, using the grounded theory method and conducting 12 semi-structured interviews with experts, data were collected and analyzed. In the quantitative phase, the statistical population consisted of 600 managers and faculty members of the University of Isfahan, from which 200 individuals were selected as the sample.
Results: The qualitative findings led to the extraction of 236 open codes and ultimately the design of a model with 6 main dimensions and 30 components: Causal factors (7 components), Core phenomena (3 components), Contextual factors (4 components), Strategies (6 components), Intervening conditions (3 components), and Consequences (7 components). Innovation culture, competitiveness, and functional independence were identified as the core components. The most important causal factors included systemic attitude, innovative thinking, provision of infrastructure, and strategic human resource planning. The main strategies included change management, training and empowerment, networking, and designing flexible structures. The results of model validation using SPSS and Smart-PLS software indicated desirable validity and reliability (Cronbach's alpha above 0.7 and AVE above 0.5) and a good model fit.
Conclusion: This model can be used as a comprehensive framework for policymaking and planning to transform the country's universities towards open innovation.
Method: This study was applied in terms of purpose and was conducted using a mixed-methods approach with an exploratory orientation. In the qualitative phase, using the grounded theory method and conducting 12 semi-structured interviews with experts, data were collected and analyzed. In the quantitative phase, the statistical population consisted of 600 managers and faculty members of the University of Isfahan, from which 200 individuals were selected as the sample.
Results: The qualitative findings led to the extraction of 236 open codes and ultimately the design of a model with 6 main dimensions and 30 components: Causal factors (7 components), Core phenomena (3 components), Contextual factors (4 components), Strategies (6 components), Intervening conditions (3 components), and Consequences (7 components). Innovation culture, competitiveness, and functional independence were identified as the core components. The most important causal factors included systemic attitude, innovative thinking, provision of infrastructure, and strategic human resource planning. The main strategies included change management, training and empowerment, networking, and designing flexible structures. The results of model validation using SPSS and Smart-PLS software indicated desirable validity and reliability (Cronbach's alpha above 0.7 and AVE above 0.5) and a good model fit.
Conclusion: This model can be used as a comprehensive framework for policymaking and planning to transform the country's universities towards open innovation.
Type of article: Research |
Subject:
Special
Received: 2025/11/27 | Accepted: 2025/11/1 | ePublished ahead of print: 2026/02/23
Received: 2025/11/27 | Accepted: 2025/11/1 | ePublished ahead of print: 2026/02/23
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