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{{Short description|Form of business training and education}} |
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A '''corporate university''' ('''CU''') is any educational entity that is a strategic tool<ref name=":0">{{Cite journal|date=2020|title=A strategic alignment to leverage the role of corporate universities: A longitudinal case study of Chinese high-tech company ZTE|url=https://www.cairn.info/revue-gestion-2000-2020-3-page-39.htm|journal=Gestion 2000|volume=37|pages=39–65|doi=10.3917/g2000.373.0039}}</ref> designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge, and wisdom.<ref name="Allen">{{cite book|last=Allen|first=Mark|title=The Corporate University Handbook|publisher=AMACOM Div American Mgmt Assn|date=2002|pages=9|isbn=978-0-8144-0711-0}}</ref> |
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Perhaps the best-known corporate university is [[Hamburger University]] operated by [[McDonald's Corporation]] in [[Chicago]]. |
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| ⚫ | CUs are a growing trend in [[corporation]]s. In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including [[The Walt Disney Company|Walt Disney]], [[Boeing]], and [[Motorola]].<ref name="Hearn">{{cite web|url=http://www.newfoundations.com/OrgTheory/Hearn721.html|title=Education in the Workplace: An Examination of Corporate University Models |last=Hearn|first=Denise R.|date=2002-05-10|access-date=2009-01-27}}</ref> |
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In most cases, corporate universities are not [[University|universities]] in the strict sense of the word. The traditional university is an educational institution which grants both [[undergraduate]] and [[postgraduate]] degrees in a variety of subjects, as well as conducting original scientific research. In contrast, a corporate university typically limits scope to providing job-specific, indeed company-specific, training for the managerial personnel of the parent corporation. Corporate universities are most commonly found in the [[United States]], a nation which has no official legal definition of the term "university". |
In most cases, corporate universities are not [[University|universities]] in the strict sense of the word.<ref>{{cite book|last=Kaplan|first=Andreas|title=Higher Education at the crossroads of disruption, the University of the 21st century|publisher=Emerald Publishers |date=2021|isbn=9781800715042}}</ref> The traditional university is an educational institution which grants both [[undergraduate]] and [[postgraduate]] degrees in a variety of subjects, as well as conducting original scientific research. In contrast, a corporate university typically limits scope to providing job-specific, indeed company-specific, training for the managerial personnel of the parent corporation. The scope of the CU depends on the corporate strategy, consequently maintaining a strategic alignment between the CU and the parent organisation belong to the key success factors of a CU implementation.<ref name=":0" /> Corporate universities are most commonly found in the [[United States]], a nation which has no official legal definition of the term "university". |
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The term "corporate university" may also refer to [[public university|public universities]] which have developed, or have been forced by states to develop, corporate style behaviour.<ref>[[Simon Marginson]], [[Mark Considine]], 2000, [https://www.amazon.com/Enterprise-University-Governance-Reinvention-Australia/dp/052179448X/ref=sr_1_5?ie=UTF8&qid=1528155796&sr=8-5&keywords=simon+marginson ''The Enterprise University: Power, Governance and Reinvention in Australia'']</ref> |
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==Goals of a CU== |
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==Typical goals of a corporate university== |
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Corporate universities are set up for a variety of reasons, but most organizations have the same basic needs. These are to:<ref name="Hearn"/> |
Corporate universities are set up for a variety of reasons, but most organizations have the same basic needs. These are to:<ref name="Hearn"/> |
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*Organize training |
*Organize training |
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*Remain competitive in today's economy |
*Remain competitive in today's economy |
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*Retain employees |
*Retain employees |
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CUs offer valuable training and education to employees, but they also help organizations retain and promote key employees. Although a CU may sound attractive, there is a lot of work that goes into the planning and implementation of such a project. |
CUs offer valuable training and education to employees, but they also help organizations retain and promote key employees. Although a CU may sound attractive, there is a lot of work that goes into the planning and implementation of such a project. |
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==Curriculum== |
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==Planning for a CU== |
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| ⚫ | [[J.P. Morgan]] and Co. is an example of a company with an organized curriculum.<ref>{{cite web|url=http://dallas.bizjournals.com/dallas/stories/2003/07/28/focus2.html?page=1|title=Corporate university approach taking hold|last=Tanner|first=Lisa|date=2003-07-25|publisher=Dallas Business Journal|access-date=2009-01-27}}</ref> They have three different types of courses: Business specific courses, organizational learning and communication classes, and management and executive training. |
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Before planning a CU a corporation should conduct a full learning audit and assessment, a series of design workshops, the creation of a business case and recommendations to senior management, implementation, and finally, further recommendations and review.<ref name="Hearn"/> One of the most important goals is to ensure that the project has support from the [[CEO]] down. |
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There are ten steps to implementing and sustaining a successful corporate university. These steps are:<ref name="Meister">{{cite book|last=Meister|first=Jeanne C.|title=Corporate Universities: Lessons in Building a World-class Work Force|publisher=McGraw-Hill|date=1998|isbn=9780786307876}}</ref> |
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| ⚫ | Unlike traditional universities, CUs demand a return on their investment. There must be concrete evidence that the classroom is delivering results. Many CUs provide hands-on and team learning as a more effective alternative to lecture-based courses, but all CUs agree that what is learned in the classroom should be directly applicable to the work environment. |
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#Executives or top management of an organization must form a governing body for the corporate university, much like that of a traditional university, which will establish and profess the organization's commitment to the program. |
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#The vision or strategic plan of the corporate university must be crafted; thereby,determining the organization's goals for the program. |
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#The organization must then recommend a funding strategy. Most commonly, corporate universities are either funded through corporate allocations or through charges placed on individual business unit budgets. |
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#Next the organization must determine its audience or stakeholders who will use the corporate university service. |
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#In addition to determining the audience, the organization must also determine how the needs of the audience will be met while continually pursuing the strategic goal of the corporate university. |
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#Following the completion of the above tasks, corporate university organizers must develop a template for how products and services will be designed to achieve university goals. |
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#The organization must also select suppliers, consultants, traditional universities and for-profit firms who will act as learning partners, if appropriate. |
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#The use of technology and resources to be used by the corporate university must then be determined. |
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#Additionally, a measurement system should be developed that will allow the organization to continually monitor its progress against the university's strategic goals. |
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#Lastly, the governing body must communicate the vision of the corporate university constantly and consistently. All stakeholders should be made aware of the mission, products and programs that make up their organization's corporate university. |
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==Implementation== |
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These steps may need to be tweaked to align with the size or goals of your organization. CUs can be [[outsource]]d to a consulting firm or planned and implemented in house. It is a growing trend for organizations to partner with traditional universities. A traditional university brings organization, structure, and faculty. Universities are often interested in CU opportunities because of the economic gain. There are a number of consulting firms that will help you to set up you Corporate University, but that can become very expensive. This process can also take a long time, sometimes up to a two years. Forming a cross functional team of business stakeholders can be used to launch the corporate university.<ref name="Meister"/> |
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Although a CU may sound attractive, there is a lot of work that goes into the planning and implementation of such a project, such as complex logistics, resource optimization and careful budgeting.<ref>{{cite web|url=https://www.linkedin.com/pulse/training-roi-walmart-success-stéphane-pineau/|title=Training ROI- the Walmart success|last=Pineau|first=Stephane|date=2016-12-07|publisher=LinkedIn}}</ref> Indeed, corporate universities tend to be cost centers with dedicated training facilities servicing an often global workforce through a dedicated curriculum. <ref>{{cite news|url=https://www.economist.com/news/business/21651217-more-firms-have-set-up-their-own-corporate-universities-they-have-become-less-willing-pay|title=Keeping it on the company campus|date=2015-05-15|newspaper=The Economist|access-date=2018-02-14}}</ref> To manage this complexity, specific [[Enterprise resource planning]] systems have been developed for Corporate Universities, such as a [[Training management system]]. Other systems such as accounting systems and different types of [[Educational Technology| learning technologies]] can be used together. |
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==See also== |
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*[[Apple University]] |
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| ⚫ | [[J.P. Morgan]] and Co. is an example of a company with an organized curriculum.<ref>{{cite web|url=http://dallas.bizjournals.com/dallas/stories/2003/07/28/focus2.html?page=1|title=Corporate university approach taking hold|last=Tanner|first=Lisa|date=2003-07-25|publisher=Dallas Business Journal| |
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*[[Hamburger University]] |
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*[[Disney University]] |
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*[[Defense Acquisition University]] |
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| ⚫ | Unlike traditional universities, CUs demand a return on their investment. There must be concrete evidence that the classroom is delivering results. Many CUs provide hands-on and team learning as a more effective alternative to lecture-based courses, but all CUs agree that what is learned in the classroom should be directly applicable to the work environment. |
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==Notes== |
==Notes== |
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==References== |
==References== |
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{{Refbegin}} |
{{Refbegin}} |
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*{{cite book|last=Renaud-Coulon|first=Annick|title=Corporate Universities, a lever of Corporate Responsibility|publisher=GlobalCCU Publisher|date=2008|isbn= |
*{{cite book|last=Renaud-Coulon|first=Annick|title=Corporate Universities, a lever of Corporate Responsibility|publisher=GlobalCCU Publisher|date=2008|isbn=978-2-9531667-0-5}} |
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*{{cite book|last=Paton|first=Rob| |
*{{cite book|last=Paton|first=Rob |author2=Geoff Peters |author3=John Storey |author4=Scott Taylor|title=Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains|publisher=Gower Publishing, Ltd.|date=2005|isbn=978-0-566-08583-3}} |
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{{Refend}} |
{{Refend}} |
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==External links== |
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*[http://www.gowerpub.com/TitleDetails.asp?sQueryISBN=0566085836&sPassString=Y&sKeyword Handbook of Corporate University Development] |
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*[http://www.renaud-coulon.com/anglais/bookGlobalCCU_vUK.html?sQueryISBN=29531667051&sPassString=Y&sKeyword Corporate Universities A lever of Corporate Responsibility] |
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*[http://cross.flemingeurope.com/corporate-universities/ Corporate Universities Conference] |
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[[Category: Corporate Responsibility]] |
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[[Category: Corporate education]] |
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[[Category:Business education]] |
[[Category:Business education]] |
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[[Category:Alternative education]] |
[[Category:Alternative education]] |
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[[fr:Université d'entreprise]] |
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[[nl:Corporate university]] |
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[[ja:企業内大学]] |
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[[pt:Universidade corporativa]] |
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Latest revision as of 18:44, 14 July 2024
A corporate university (CU) is any educational entity that is a strategic tool[1] designed to assist its parent organization in achieving its mission by conducting activities that cultivate individual and organizational learning, knowledge, and wisdom.[2] Perhaps the best-known corporate university is Hamburger University operated by McDonald's Corporation in Chicago. CUs are a growing trend in corporations. In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola.[3]
In most cases, corporate universities are not universities in the strict sense of the word.[4] The traditional university is an educational institution which grants both undergraduate and postgraduate degrees in a variety of subjects, as well as conducting original scientific research. In contrast, a corporate university typically limits scope to providing job-specific, indeed company-specific, training for the managerial personnel of the parent corporation. The scope of the CU depends on the corporate strategy, consequently maintaining a strategic alignment between the CU and the parent organisation belong to the key success factors of a CU implementation.[1] Corporate universities are most commonly found in the United States, a nation which has no official legal definition of the term "university".
The term "corporate university" may also refer to public universities which have developed, or have been forced by states to develop, corporate style behaviour.[5]
Typical goals of a corporate university
[edit]Corporate universities are set up for a variety of reasons, but most organizations have the same basic needs. These are to:[3]
- Bring a common culture, loyalty, and belonging to a company
- Get the most out of the investment in education
- Organize training
- Remain competitive in today's economy
- Retain employees
- Start and support change in the organization
CUs offer valuable training and education to employees, but they also help organizations retain and promote key employees. Although a CU may sound attractive, there is a lot of work that goes into the planning and implementation of such a project.
Curriculum
[edit]J.P. Morgan and Co. is an example of a company with an organized curriculum.[6] They have three different types of courses: Business specific courses, organizational learning and communication classes, and management and executive training.
Most CUs offer a blended curriculum of online and in person classes. Some organizations offer courses during the workday, while other offer them at varying times. Courses can be short workshops or longer, more traditional courses.
Unlike traditional universities, CUs demand a return on their investment. There must be concrete evidence that the classroom is delivering results. Many CUs provide hands-on and team learning as a more effective alternative to lecture-based courses, but all CUs agree that what is learned in the classroom should be directly applicable to the work environment.
Implementation
[edit]Although a CU may sound attractive, there is a lot of work that goes into the planning and implementation of such a project, such as complex logistics, resource optimization and careful budgeting.[7] Indeed, corporate universities tend to be cost centers with dedicated training facilities servicing an often global workforce through a dedicated curriculum. [8] To manage this complexity, specific Enterprise resource planning systems have been developed for Corporate Universities, such as a Training management system. Other systems such as accounting systems and different types of learning technologies can be used together.
See also
[edit]Notes
[edit]- ^ a b "A strategic alignment to leverage the role of corporate universities: A longitudinal case study of Chinese high-tech company ZTE". Gestion 2000. 37: 39–65. 2020. doi:10.3917/g2000.373.0039.
- ^ Allen, Mark (2002). The Corporate University Handbook. AMACOM Div American Mgmt Assn. p. 9. ISBN 978-0-8144-0711-0.
- ^ a b Hearn, Denise R. (2002-05-10). "Education in the Workplace: An Examination of Corporate University Models". Retrieved 2009-01-27.
- ^ Kaplan, Andreas (2021). Higher Education at the crossroads of disruption, the University of the 21st century. Emerald Publishers. ISBN 9781800715042.
- ^ Simon Marginson, Mark Considine, 2000, The Enterprise University: Power, Governance and Reinvention in Australia
- ^ Tanner, Lisa (2003-07-25). "Corporate university approach taking hold". Dallas Business Journal. Retrieved 2009-01-27.
- ^ Pineau, Stephane (2016-12-07). "Training ROI- the Walmart success". LinkedIn.
- ^ "Keeping it on the company campus". The Economist. 2015-05-15. Retrieved 2018-02-14.
References
[edit]- Renaud-Coulon, Annick (2008). Corporate Universities, a lever of Corporate Responsibility. GlobalCCU Publisher. ISBN 978-2-9531667-0-5.
- Paton, Rob; Geoff Peters; John Storey; Scott Taylor (2005). Handbook of Corporate University Development: Managing Strategic Learning Initiatives in Public and Private Domains. Gower Publishing, Ltd. ISBN 978-0-566-08583-3.