China aims to become an innovation-led nation by 2020, but its leadership is generally sceptical--and oftentimes hostile--to the market forces, open exchange of ideas, and creative destruction that have unlocked innovation in other countries. Instead, Beijing hopes to promote innovation in China through a massive expansion in higher education,…

Timely identification and reporting of rare infectious diseases has important economic, social and health implications. In this study, we investigate how different stakeholders in the existing reporting system influence the timeliness in identification and reporting of rare infectious diseases. Building on the vision of the information supply…

This article critically reflects upon the "divides" among actors within two currently popular education policies in low-income countries: decentralisation and Universal Primary Education (UPE). Current literatures suggest that the existing decentralisation framework tends to overlook the "divides" among actors that often impede…

Using surveys of the professional staffs of 41 secondary schools, this study examines the relationship between two aspects of bureaucratic structure (centralization and formalization) and two sorts of alienation (from work and expressive relations). It then compares the results with similar studies of social studies of social welfare agencies. (JW)

Arguments for and against decentralization of data management, analysis, and planning systems are presented. It is suggested that technological advances have encouraged decentralization. Caution in this direction is urged and the development of an articulated decentralization program is proposed. (SF)

Five college and university fund-raising professionals discuss ways in which uncoordinated solicitations of gifts from the same prospective donor(s) by different schools or departments can be avoided by planning, coordination, and communication. Advantages and disadvantages of centralized and decentralized administrative approaches are considered.…

Because colleges and universities have adopted new information technology idiosyncratically, formal structures to manage and govern its use have not evolved at the same pace. In creating such structures, issues to be considered include centralization vs. decentralization, attitudes toward change, institutional diversity, entrepreneurial spirit,…

Both centralized and decentralized college or university development programs have advantages, depending on the nature and needs of the institution. Changing program structure may have consequences that reach far beyond fund-raising details. A survey of 10 institutions revealed some common characteristics and many hybrid forms of organization.…

Based on survey data from 70 universities, this study concludes that differences in the organizational structure of development offices have no significant effect on fund-raising efficiency. However, because decentralized offices may be able to expand their activities more rapidly than centralized programs, decentralization may facilitate overall…

Organization charts from the nine Arizona community college districts were analyzed in order to anticipate the effects of continued growth of the community college system on administrative organization, particularly in terms of the expansion of single campus districts to multi-campus districts and the addition of new campuses by multi-campus…

The planning processes at two universities are contrasted as they relate to styles of data management and institutional research required to support two different planning philosophies--centralized planning and decentralized planning. (Author/BH)

College and university fund-raising programs that combine some characteristics of centralization and some of decentralization can be very successful and also pose unique administrative challenges, as illustrated in the experiences of a number of diverse institutions. Collaboration and clear communication are keys to effective administration. (MSE)

A survey of internal research programs shows most are centrally administered with most growth in the private sector. Half spent under $75,000 per year on these programs. Stated program purposes were generally supportive of young researchers and of preliminary research. Administration is most often under academic vice-presidents and graduate…

A national survey on academic advising practices at 754 colleges and universities investigated organizational models for advising programs, prevalence of seven such models in institutions of varying types and sizes, and institutional practices regarding policy statements, program evaluations, and coordination of advising system. Three themes in…