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| How does the university strategic plan promote transformation of knowledge production modes: taking Duke University as an example |
| QUAN Shoujie 1，GAO Xin 2 |
| （1. School of Education Science and Technology, Guangdong Polytechnic Normal University, Guangzhou 510665; 2. School of Teacher Education, Jiangsu University, Zhenjiang 212013, China） |
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Abstract In knowledge production mode 1, the knowledge production situation is mainly dominated by academic interests of specific communities, while knowledge production activities are driven by specific subjects′ interests. As an organization of knowledge production, the university embodies homogeneity. Most knowledge production subjects are academic staff such as university teachers, whose knowledge production quality control mainly relies on peer review. Knowledge production mode 2 has characteristics of application of the knowledge production situation, interdisciplinary knowledge production, heterogeneity and organizational diversity, social accountability and reflection, and the comprehensive and multidimensional quality control mode. Duke University analyzes and debugs its own situation, social change and market needs, and promotes the knowledge production mode transformation through the university strategic plan. Specifically, it formulates the strategic target which conforms to the transformation of the knowledge production purpose; implements the strategic action plan which breaks discipline boundaries and promotes disciplines to achieve leapforward development; constructs an organizational structure characterized by multiagent complementary embedded relations; establishes a strategic evaluation system involving multiple subjects in quality control. In order to better promote the transformation and development of universities with strategic planning, Chinese universities should change the concept of strategic development, and lay equal stress on academic missions and social responsibilities; open organizational boundaries, and construct multidisciplinary units; reconstruct strategic plan evaluation by combining internal selfevaluation with external evaluation.
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2021, Vol. 15 
