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Capital academic

Slaughter, S., Leslie, L. L. (1997). Academic capitalism Politics, policies, and the entrepreneurial university. Baltimore Johns Hopkins University Press. [Pg.2]

This argument can be seen as part of the choices university education has to make in general, and not only for engineering. Will universities be training camps for professionals, under a regime run by academic capitalism and managerialism (Slaughter and Leslie 1997) Or should universities be places of intellectual critique and cultural citizenship ... [Pg.561]

Administrators, staff, and switchers mention a number of factors in the decision to switch including disenchantment with engineering inadequate academic preparation insufficient academic capital a lack of motivation to succeed in engineering and poor social fit. We will explore these factors in this chapter. [Pg.54]

This fits with prior research (e.g., Goodman et al., 2002) that shows that participation in study groups and social organizations functions not only as a source of academic support for women students, but also as a source of social support, i.e., both social and academic capital. [Pg.143]

Entries in the Encyclopedia are in alphabetic sequence. Cross-references appear in small capitals at the ends of the articles to help readers locate related discussions. Articles range from brief, but concise, definitions to extensive overviews that treat key concepts in larger contexts. A fist of common abbreviations and symbols, and a list of the known elements, as well as a modern version of the periodic table are included in the For Your Reference section at the beginning of each volume. A glossary and a comprehensive index appear at the end of each volume. Contributors are listed alphabetically, together with their academic and professional affiliations, at the beginning of each volume. [Pg.306]

The CNR-Novartis arrangement has a number of features that are novel both for the UC Berkeley and for public universities generally in the United States. Some features could result in a substantially increased flow of intellectual capital from the corporation to the research programs of a department s faculty and potentially enrich the economic returns to the campus for research done there. Other features— the relative scale and the relative exclusivity and duration— together seem worrisome to the academic community of UC Berkeley. These concerns are summarized below. They arose from extensive faculty discussions. [Pg.76]

Capital markets may not always be efficient on an absolute scale . However, at any given moment they are the most efficient reflection of what the most likely future development could be, given the information available at that time. In this context, a number of typical prejudices about capital markets have been proven untrue by academic research. [Pg.18]

Enzymatic Methods The use of enzymes to produce fatty acids and fatty acid-derived products has been a focus in both academic and industrial circles. Lipases may catalyze esterification, hydrolysis, or exchange of fatty acids in esters (115). These processes can be selected by choosing appropriate substrates and reaction conditions. Lipase-catalyzed processes have attracted attention because of the mild reaction conditions under which they occur and the selectivity displayed by these catalysts. In both respects, they differ from typical chemical reactions. As enzymatic reactions occur under mild temperature and pH conditions and at ambient pressure, they generally require less energy and are conducted in equipment of lower capital cost than many other chemical processes. Another advantage of enzymatic process is related to the selectivity of many lipases, which allows obtaining products that are difficult to produce by more conventional chemical reactions. [Pg.1958]

Always a high risk industry, hydrogen companies have become even harder to keep afloat since a U.S. recession beginning in 2000 seriously limited access to venture capital and other sources of investment capital. Two chapters discuss hydrogen entrepreneurship in hard times, one by a leader of a company in the field and one from an academic specializing in industrial innovation. [Pg.12]


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