印度高等教育体系:挑战与建议

K. Kamala, G. Kamalakar
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引用次数: 1

摘要

在过去的20年里,大学在外部因素的推动下面临着持续的变化。这导致了教研使命的演变和第三使命的产生和兴起。这种使命的延伸导致了创业型大学的出现,这些大学已经从传统的研究和教学商业模式转变为包含更广泛活动的商业模式,以满足利益相关者的需求,并在激烈的国内和国际竞争中维持和发展大学。这期特刊通过对大学使命扩展的多维前因、背景影响、后果和含义提供新颖的见解来扩展知识。我们还提供了一个基础研究议程,这将有助于指导未来的研究探索不断变化和扩展的大学使命和商业模式。高等教育系统对国家的整体发展起着重要的作用,包括工业、社会、经济等。印度的高等教育体系是世界第三大。目前,印度高等教育机构(如学院和大学)的作用是在教育、研究等领域提供高质量的教育,赋予年轻人自我可持续发展的能力。本文包括印度目前在高等教育中面临的主要挑战,也包括政府为应对这些挑战而采取的一些举措。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Indian Higher Education System : Challenges and Suggestions
Over the past 20 years, universities have been faced with sustained change, driven by external factors. This has led to the evolution of the teaching and research mission and the creation and rise of the third mission. Such mission extension has led to the emergence of entrepreneurial universities which has seen a move from traditional research and teaching business models, to business models which incorporate a much wider range of activities, to meet stakeholder demands as well as sustaining and growing universities in the era of intense national and international competition. This special issue extends knowledge by providing novel insights into the multidimensional antecedent contextual influences, consequences and implications of university mission expansion. We also provide a foundational research agenda which will help guide future research exploring the changing and expanding university missions and business models. Higher education system plays an important role for the country’s overall development which includes industrial, social, economic etc. Indian higher education system is third largest in the world. The role of Indian higher educational institutes such as colleges and universities in the present time is to provide quality based education in the field of education, research etc to empower youth for self sustainability. This paper includes the key challenges that India is currently facing in higher education and also includes some initiatives taken by the government to meet those challenges.
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