TABLE 2
FROM:
Learning to Live with League Tables and Ranking: The Experience of Institutional Leaders
Ellen Hazelkorn
BACK TO ARTICLETable 2. Actions taken by HEIs in response to LTRS
| Examples | |
|---|---|
| Strategic |  'Indicators underlying rankings are explicit part of target agreements between rector and faculties' 'Write a new strategy'/'Develop strategic plan' 'Aim to be in top 100 internationally' 'Have become part of a SWOT analysis' 'We have charged a person with managing some of the key indicators... We do not orient our strategy to please the rankings, but do consider the meaningful measures they provide' |
| Organizational | 'A position in the controlling department of the administration has been established to deal with indicator improvements and ranking' 'Reorganization of department structure' 'Regular observation of rankings and methods; supervision of the data delivery to ranking projects; continuous observation of indicators of other universities' 'Renewed emphasis on the accuracy/amount of data gathered and shared with third parties' |
| Management | 'Improvement of the results has become a target in the contract between presidency and departments' 'Development of better management (budgetary) tools for supporting fields of excellent research' 'Formation of a task group to review and report on rankings' |
| Academic | 'Deans and faculties are increasingly sensitized for ranking results and underlying indicators' 'Results of rankings are regarded in the construction of the new study structure' 'Strategy for improving structure of teaching and output (number of degrees)' 'Formulation of explicit demands for the productivity of the individual researcher' |
Source: Adapted from Hazelkorn (2007).
