Why not open-access journals?

Knowledge should be free and available to everyone. The free flow of knowledge in society underpins long-term development of all aspects of humanity. Having conducted research in higher education institutions in South East Asia and Australia, I have come to question the amount of money we continuously pay to subscribe to journals of big publishing companies and the value we get in return. It is us, taxpayers, who cover the costs of research (and researchers) in the public education system so why do we also need to pay for these companies to publish the outputs of 'our' research? There is a growing clamour against exclusive approaches to research and scholarship, especially when much of it is funded by taxpayers. Internet-based peer-reviewed journals, available to all readers with neither restriction nor charge, or "open-access journals", offer an alternative for academics of various disciplines to disseminate ideas and evidence to a wide audience. Open-access journals, with costs covered by publication fees, sponsorships, in-kind contributions, or other sources of support, challenge the traditional subscription model. More than 4,200 open access journals, in a variety of fields, are listed in the directory of open access journals (DOAJ: www.doaj.org).

Last week, The Australian reported that "Harvard University, The world's richest university - and second richest not-for-profit organisation in the world after the Catholic Church - has told staff it can no longer afford to pay for journal subscriptions and they should publish in open access alternatives." This is alarming that a preeminent academic institution could be looking to disseminate knowledge gained from research via non-mainstream media in which people (students, university, industry and fellow academics) can read your work freely. Open-access journals following vigorous academic process can be among the most potent sources of knowledge. Journal impact factors are an important consideration. Some open-access journals have received impact factors from Thomson Reuters Scientific (or ISI). The number of open access journals with listed impact factors has increased from 239 in 2004 to almost 400 in 2010. It is expected that the impact of open-access journal can be stronger than traditional journals because of the internet-based nature and, therefore, potential for high citation rates.

One specific condition is crucial. Most open-access journals charge publication fees to academics who submit their papers for potential publication. Some may argue articles can be published in open-access journals with ease by paying the required fee. The quality of journal articles and significance of research are, therefore, questionable. A thorough search of DOAJ shows an interesting trend among open access-journals in science and social sciences. Most are now operated by universities in non-English speaking countries. These journals are run by different groups of academics who, as a result of their intense interest in their respective disciplines, do not charge publication fees. This provides hope to researchers worldwide, no matter what their financial resources, for unimpeded dissemination of their research findings. The culture of knowledge dissemination was initially pioneered by the non-academic sector, in particularly during the boom of the dotcom industry. A good example is the site www.onlineopinion.com.au which long has been run for free, notwithstanding financial donations from readers. Or the new way to amalgamate resources among universities and create a forum such as www.conversation.edu.au is vigorous and achievable. Is this not a model which could be adopted by the editorial teams of open-access journals adopt?

One of the key missions among academics is to publish. We are familiar with the culture of academia articulated in the adage 'publish or perish'. Publications in the traditional international journals can (and will) lead you to where you want to be. In Australia, the Australian Research Council (ARC) asks grant applicants to rank their 10 best publications when applying for an ARC research grant. In an interview by The Australian, the ARC CEO, Margaret Sheil, confirmed she did not consider open access appropriate at this time. Critics of ARC's stance point to its "lack of understanding of core issues". All traditional academic journals have long been controlled by major publishing companies such as Wiley, Sage, Blackwell, Emerald, Elsevier, Kluwer etc. The power they hold is incredible and it does not seem to me that academics have done enough to challenge their power. We need to act in order to change the way we disseminate our academic outputs to the public. Copy right is a factor that contributes to the power of major publishing companies. In the traditional publication culture, authors transfer the copy right of their research papers to the publisher. Most open-access journals, on the other hand, will not ask the author to transfer copy right or intellectual property to the publisher. Australia needs a system and leadership which promotes equitable ways we can share more technical and financial resources among public institutions (including universities) nationally to create more open-access journals that are of high quality and become impactful in various academic disciplines. This approach will change the culture of research and publication not only in Australia but globally. * I published the original version of this essay at http://www.onlineopinion.com.au/view.asp?article=13564

Views from Bartlett on Global Manager

When Transnational Management was first published in 1992, the world was a different place.

"The global economy was radically restructuring in the wake of an era of accelerating globalization in the 1980s," says Harvard Business School professor emeritus Christopher A. Bartlett, who coauthored the textbook and its updates with the late Sumantra Ghoshal (HBS DBA '86) and Paul W. Beamish of the University of Western Ontario. "The Japanese juggernaut had just come driving through the United States, challenging the international strategy of so many companies."

Nearly 20 years later and in its sixth edition, Bartlett's case-filled textbook (which he describes as a "continuing passion") offers the opportunity to reexamine the ever-changing nature of multinational corporations (MNCs) and cross-border management while confirming and further exploring some basic challenges that have, more or less, remained the same.

"There are three core strategies that any MNC has to pursue to build layers of competitive advantage," Bartlett says. "The first is to use worldwide operations to build global scale efficiency. If you're Ford or Toyota, for example, you have to compete in the world market to capture the minimum efficient scale."

The second requirement, often in conflict with the first, is a sensitivity and responsiveness to national differences. "It's a closeness to the market that enables you to adapt and modify, not just produce one single, standardized product. The simplest example might be the need for a right-hand drive Toyota Corolla in the UK," Bartlett says.

The third imperative is to leverage the world for information, knowledge, and expertise. "The latest consumer trend or technological development may be emerging in Germany or Japan, not your home market," Bartlett says. "Having eyes and ears around the world is critical, as is having the response capabilities to tap into the best and brightest, wherever they may be. Companies can no longer assume that all the smart people in the world are born within a 20-mile radius of their headquarters."

This last factor—of being able to develop and diffuse innovation rapidly around the world—has emerged to become much more important as companies constantly renew their product line or service business, Bartlett says. "That's a big change that's taken place."

The world's communication pipeline
Another seismic shift is the broader context in which companies now operate, forgotten all too easily in today's hyper-connected world. "Back in 1992, the Internet was a very narrowly used technology," Bartlett says. "It is now the communication pipeline of the world."

The organizational capability of a company to rapidly develop and diffuse innovation is incredibly important but difficult to cultivate, he continues.

"Back when the book was first published, it required a huge amount of travel, with communications mailed and faxed around the world. Things are obviously different now, with the Internet, satellite phone connections, and video conference calls on Skype."

Those communications channels are of critical importance, Bartlett adds, when it comes to resolving the inherent tensions between headquarters—where the focus might be on standardizing products to drive down cost—and subsidiaries lobbying to adapt products to meet the specific needs of a local market.

Making the global manager
What are the requisite characteristics of a "global manager," if there is such a thing anymore?

"Today, I would argue that you don't put that qualifying adjective in front of manager—we all simply operate in a global environment," Bartlett says. "It used to be that you would make a career choice to be in the 'international division.' "

And in the 1960s and '70s, a foreign assignment could be far from a promotion: "It was sometimes the failed domestic managers who were sent abroad."

In today's world, however, a shortage of human capital, not financial capital, is the bigger constraint. "Companies look for bright, capable managers all over the world; there's much more fluidity across the organization in that sense." (A case in point is Carlos Ghosn, a Brazilian-Lebanese who serves as chairman and CEO of the Japanese and French automakers Nissan and Renault.)

Managers operating in a global environment obviously need a broad perspective and the ability to relate to other people and cultures in an open, engaged way. Beyond that, Bartlett points to the need for the mental flexibility that enables a manager to negotiate, adapt, and modify the layers of competitive advantage and various strategic imperatives that are part of any multinational company.

"We talk about building a matrix into the organization's structure that enables people to be responsible for the global product line, the geographic area, the functional expertise of R&D or marketing," says Bartlett. "That's still necessary, but much more important is to build a matrix in the manager's mind so that he or she sees the world in terms of the tensions, conflicts, and trade-offs that are part of operating in today's world."

Envisioning the future
Bartlett describes Transnational Management as being in a constant state of evolution. The most recently added chapter, "The Future of the Transnational," includes a case study on the pharmaceutical company Genzyme and its efforts to establish Humanitarian Assistance for Neglected Diseases (HAND), a corporate social responsibility program focused on treatments for diseases that typically affect too small a population to warrant the attention of drug development companies.

"As the organizational model of the transnational has evolved, it's become a critical player in the development of the global political and social economy," Bartlett says. "With that enormous power comes an increased responsibility; this most recent chapter highlights the role that the transnational company has in bringing about change to the world."

As the Genzyme case shows, that responsibility is accompanied by considerable complexities and trade-offs. The company's initial focus on developing a treatment for Gaucher disease extends to malaria, TB, and Chagas disease, with various global partnerships and constituencies cropping up along the way. The crux of the case becomes apparent soon enough: Can Genzyme's HAND program manage all of these initiatives successfully without stretching itself too thin? Given its priorities, what should its partnering strategy look like?

"This is really the next frontier for the transnational company," Bartlett says. "How does it move beyond its role as an economic entity and recognize itself as a key player in the sociopolitical environment in which it has responsibility as well as power?"

Given the scope and influence of today's global corporations, the answer to that question promises to shape the world as we know it for years to come.

source: Harvard business blog http://hbswk.hbs.edu/item/6761.html

Noam Chomsky's Views on Modern Education

I am a big fan of Chomsky and has long been a supporter of his critiques over the global institutions and their alignment towards the Washington consensus. Recently, he shared his thoughts on modern education and questions the role of modern educators (like myself?). One of his thoughts is instead of teaching our students “how to learn on their own.” education has become “indoctrination, with people placed in a framework where they follow orders. I can't agree more with this point.

He also deplores the idea of education as an engine of economic growth as the antithesis of its real role, “to create better human beings.”


Why modern educators feel that our role is to pass the students? help them to obtain high(er) GPA? or gain high level of satisfaction from the evaluation? All of these are very superficial and nothing to do with 'the value' of education. Perhaps, the mechanism of education has driven educators to behave and act more in the direction of creating people who can conform and be obedient and less creative.

Institutional factors such as the way University was structure to educate younger generation, the quality of academic (teaching vs. research) and students' expectation must be changed to match this change.

Universities Charter for a 'green course' for graduates

I read this news with thrill because there has been a hype about 'sustainability' and 'green' education in Australia since I cam here in 1996. The Age recently reported that Victorian universities are increasingly preparing their graduates for careers that are relevant to the green economy. Of course, I am one of another fellow academics who have been working on our curriculum for the 'green education.' I have been working with the University and my students on sustainability education since 2009 and have realised the significant role of this concept in all branches of education.

In fact, more Australian high school graduates listed ''green'' courses such as environmental science as their first preference, a 164 per cent increase in the past three years, according to figures from the Victorian Tertiary Admissions Centre. I personally think this is a positive sign for our country and the region.

The Age also reported that Victorian Minister for Higher Education Peter Hall said that it was pleasing to see the increase in environmentally themed courses. I will take some of the quotes from the media.

''VTAC applicants are making themselves more employable with this study option,'' Mr Hall said.

''It is encouraging to see that universities are responding to industry needs for environmentally themed degrees.''


Matilda Brown, 18, is eagerly waiting to see if she has been offered a place in RMIT's Bachelor of environmental engineering course.

''Clearly, society is experiencing a global paradigm shift towards a 'greener' lifestyle and there are more and more green jobs available to our generation in particular,'' Ms Brown said.

Another interesting story, Alesha Younghusband, an environmental careers office co-ordinator at the Environmental Jobs Network, said that in future there would be more employment opportunities with an emphasis on sustainability.

''I think they won't necessarily be called 'green jobs' but they will be called jobs with green or sustainability skills knowledge attached to them,'' she said.

''They'll have the additional understanding of sustainability principles and environmental responsibility incorporated into them.''

Ms Brown said: ''A lot of my peers have chosen to study 'green' degrees.
''This definitely reflects a greater shift in the perspective of young people.'

I really think, as an educator, it is time for us to properly integrate the concept of sustainability and gteen education in all fields.


Source: http://www.theage.com.au/victoria/unis-chart-a-greener-course-for-graduates-20120108-1pq65.html#ixzz1mIxETHXh

Humanities courses lead to career success!

My first degree is in English and History from Chulalongkorn University in Thailand. My parents, who are nor highly educated, never asked me a single on question on my career prospect from Arts degree. Unlike most of my friends whom parents are business people, doctor or engineer, they were expected by their parents to follow the traditional career path. I am glad my parent let me study arts and humanities.

A piece from Times Higher Education by Jack Grove confirms my belief that Arts is a good degree!
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Sixty per cent of leading public figures in the UK have humanities, social science or arts degrees, a new study has found.


A report commissioned by the New College of the Humanities (NCH) found the subjects had been studied by the majority of those “at the top of their professions” – such as CEOs of FTSE 100 companies, bosses of top creative and financial companies, vice-chancellors of Russell Group universities and MPs.


Starting in September 2012, the privately-owned for-profit NCH will charge £18,000 a year for degrees in five subject areas: law, economics, history, English literature and philosophy.


Based in Bloomsbury, the college will be headed by A.C. Grayling, who year resigned from his post as professor of philosophy at Birkbeck, University of London earlier this year.


Dr Grayling said: “For service economies in the developed world, a broad educational background is essential.


“Much of the talent that goes into law, journalism, the civil service, politics, financial services, the creative industries, publishing, education, and much besides, is drawn from people who have studied the humanities.


“Our society and economy needs broadly educated people, who have gained a wider view of the world and human affairs – of how to think about them, understand them, and apply the lessons thus learned.”


But he added: “Our fear is that humanities provision is being diminished.

“It is wrong to think that humanities matter less, or offer fewer career opportunities than science, technology, engineering and mathematics.

“Many bright young people could benefit enormously from them.”



From 2012, the publicly-funded teaching grant for arts, social sciences and humanities subjects will be scrapped, with the annual costs of up to £9,000 repaid by graduates.

A reduced teaching grant will be available only for clinical subjects and some science,
technology, engineering and mathematics (STEM) subjects.


The NCH report found 65 per cent of MPs studied an arts, humanities or social sciences
discipline, compared with just over 10 per cent who studied STEM disciplines.


But only around 30 per cent of vice-chancellors of Russell Group universities came from an arts, humanities or social sciences background, compared to 65 per cent who had studied STEM subjects.

the author can be contacted at: jack.grove@tsleducation.com

Prof. Paul Greenfield will step down from his role as chair of the Group of Eight

The Group of Eight announced the change early Friday evening, shortly
after Greenfield told UQ staff and alumni that he would be leaving
his position on December 16 instead of mid-next year.


"The Group of Eight secretariat is saddened by the news that
Professor Paul Greenfield is stepping down as Vice-Chancellor of The
University of Queensland and Go8 Chair," said a spokesman in a
statement.

"He has been a skilful and trusted leader of the Go8. The University
of Queensland has reached new heights through his direction and
drive. Those of us who have known him over many years have nothing
but admiration for his intellectual power, integrity and grace."

Greenfield is leaving following revelations an irregularity
surrounding the admission of a close relative into a medical degree.
It is believed the relative did not achieve the required
Undergraduate Medicine and Health Sciences Admissions Test score but
was allowed into the program anyway. Greenfield had already planned
to retire from the university in the middle of next year.

"In recent weeks, it has become increasingly difficult for me to
serve as vice-chancellor in the way this organisation and its
partners deserve. In addition, the ongoing pressure on my family and
the University is taking a toll, the level of which I am not prepared
to accept. As a consequence, I have decided to step down as
vice-chancellor of UQ from December 16, 2011, and depart the
university on January 13, 2012. This decision is mine, and has been
accepted by Senate," he wrote.

"Between now and January, I will work to ensure a smooth transition
to Professor Debbie Terry who will act in the VC role until a new
appointment is confirmed."

Terry, in her own letter, paid tribute to Greenfield and outgoing
senior deputy vice-chancellor Professor Michael Keniger, who is also
leaving the university on December 16.

"Under their leadership over the past four years, the university has
gone from strength to strength, performing exceptionally well in all
areas. I know that you will all join me in thanking Paul and Michael
for their many contributions and wishing them all the very best for
the future."

The work of RMIT and multinational corporation in promoting international education

In Laos where the majority of citizens are poor, obtaining an overseas education qualification and experiences seem to be just a dream. Part of the corporate social responsibility (CSR) by a multinational corporation called MMG seems to be an interesting initiative. I have received this news from my colleagues from RMIT and need to share it with the reader of my blog. Why? Simply because the project show case a strong link of industry and an international education provider.

Base metals mining company MMG is pleased to announce the graduation of 37 Lao community members in Certificate III qualifications from the Royal Melbourne Institute of Technology (RMIT).

The community members are part of a program established by MMG and RMIT to provide skills to community members living around the Sepon copper and gold mine in the Savannakhet Province, Laos.

The program aims to increase the skill level of local community members and their capacity to undertake skilled jobs on site. It is part of MMG’s ongoing commitment to the sustainable development of the mine’s local community.

The graduates received the qualification in one of seven trades - carpentry, fabrication, refrigeration, mechanics, electrics, automotive or instrumentation – following four years of studies and at least one year of on-the-job training at the Sepon mine. The qualification is equivalent to that undertaken by apprentices in Australia.

The study component of the program included an annual 28-day intensive training course, run by RMIT trainers at the purpose-built Trades Training Workshop facility on site. The on-the-job training element involved working alongside, and being mentored by, maintenance supervisors and tradespersons. Successful graduates have all secured employment at the mine.

BounGneun Phonenavongdeuane, from Vilabouly District, gained her certificate in refrigeration and will work with the mine’s maintenance department. She said that graduating with a high qualification was very important for her.

“It will bring many changes for my future, especially related to my performance in the job I do,” she said.

Fellow graduate Viengkham Maphangvong, also from Vilabouly District, trained as a carpenter.

“I was very proud to be one of the local community members selected to join this high-standard study program. I would like to thank the company for providing an excellent training scheme for local people,” he said.

The achievements of the apprentices were recognised at a graduation ceremony that took place at the mine on 24 November. It was attended by family members of the graduates as well as local officials, company employees and representatives from RMIT.

The partnership between the Sepon mine and RMIT has been in place since 2006, with the first 16 apprentices and employees graduating last year.