U-EENI versus Traditional University

U-EENI University Project

University Comparison: U-EENI “Global Network Ahimsa University” versus Traditional University

Comparison of the different strategies and characteristics between the model of a traditional university and the U-EENI University as a concept of Global Network Ahimsa University.

Strategy

U-EENI University Traditional University
Focus (Education and Research) in International Business Multidisciplinary (Law, medicine, architecture, business administration)

Focus (Education and Research) and knowledge.

Focus Business U-EENI University

Leadership

U-EENI University Traditional University
Global in International Business Local. Difficulty of reaching global leaderships by being multidisciplinary

Knowledge

U-EENI University Traditional University
Intensive at a global level of International Business Local and multidisciplinary

Adaptation to the market

U-EENI University Traditional University
Educational programs adapted to 180 countries Very low or no adaptation to each country

Adaptation of educational programs to each country (Traditional University, U-EENI University)

Adaptation each country U-EENI University

Tuition Fees

U-EENI University Traditional University
Affordable prices for all (Cost-benefit)
U-EENI is not a “low-cost University.”
Difficulty in implementing affordable prices policies (mainly in Masters and Professional Doctorates).

Access Requirements

U-EENI University Traditional University
Mission: facilitate worldwide access to higher education High (Elite Universities) or medium (Traditional).
Local access

Tuition Fees and Access Requirements (Elite University, Traditional, U-EENI University)

Tuition fees and Access U-EENI University

Disruptive forces in higher education

Disruptive Potential

U-EENI University Traditional University
Very high: e-learning + world situation (increase of enrolment fees, new middle-classes, emerging countries, students more informed and connected): disruptive innovation in the higher education sector Very low or null

e-learning disruptive technology higher education

Disruptive Potential (Traditional University, U-EENI University)

e-learning Disruptive Potential U-EENI University

Value Creation

U-EENI University Traditional University
- Traditional + Shared Value Creation (Student-University).
- Personalised Education for each student
- Value Creation Groups of Students-University
- Value Creation Institutions-University
- Traditional. The University defines a program without the participation of the student.

Value Creation Student-University

Creating Shared Value Student-University (Traditional University, U-EENI University)

Creating Shared Value Student-University

Research

U-EENI University Traditional University
- Research as a pillar of the University model
- Focused on international business
- Based on the competitive advantages of U-EENI: global presence and transnational projects.
- Affordable to SMEs and Disabled People
- The costs of the research cannot be transferred to the student via tuition fees.
- Release the teacher of many research-related charges
- In many cases, there is a lack of integration between the “educator” model and the “researcher.”
- Multidisciplinary
- Local
- Beneficiaries: mainly large companies and public organisations.
- The over cost of research can be transferred to education via tuition fees.
- Saturation of the teacher due to the research load

Comparison between the strategy of Research of a Traditional University and the U-EENI University:

Research U-EENI University

The role of U-EENI's Foreign Trade Research Institutes.

African Institute of Foreign Trade

Market

U-EENI University Traditional University
- Global
- Regional internationalisation strategies
- Local presence (campus, departments, professors, universities)
- Local
- Absence or weak internationalisation strategy.
- There are few that have regional campuses

Target Markets (Traditional University, U-EENI University)

Target Markets U-EENI University

Adaptation to the market

U-EENI University Traditional University
- Essential
- Adaptation to 180 countries
- Minimum level of adaptation to each country

Ability to adapt to each country (Traditional University, U-EENI University)

Adaptation each country U-EENI University

Organisation

U-EENI University Traditional University
- Decentralised Network University
- Global Knowledge Networks
- Departments located in countries (*)
- Centralised
- Local
- Local Departments

(*) For example, the African Studies Department will be located in an African country, and new centres will be gradually opened in five regions of Africa. This capillary structure will allow teachers and scholars in all 54 African countries to generate information in each African country.

Organisation (Traditional University, U-EENI University)

Network Organisation U-EENI University

Professors

U-EENI University Traditional University
- Worldwide - Local

Professors, scholars, and alliances (Traditional University, U-EENI University)

Professors Alliances U-EENI University

Alliances

U-EENI University Traditional University
- High numbers of global partnerships - There are few educational alliances.
- Local.

Coordination

U-EENI University Traditional University
- High level of global coordination by having students, teachers, departments, alliances worldwide - Less need for coordination at the local level.

Need for coordination (Traditional University, U-EENI University)

Necesidad of Coordination U-EENI University

University-Labour Market Disconnection

U-EENI University Traditional University
- Incorporation of companies, organisations, and alumni from all over the world as a fundamental part of the educational process
- Creation of shared value with organisations and companies
- Regional Councils (Africa, America, Asia...) of businessmen and alumni (medium-long-term orientation)
- In general, high disconnection Traditional University-Labour Market
- Elite universities: a strong connection with big companies.
- Local links.
- Traditional Value Creation.

University-Labour Market Disconnection (Traditional University, Elite, U-EENI University)

University-Labour Market Disconnection

Education with global values

U-EENI University Traditional University
- Ethics as one of the pillars in education in International Business
- Religions of the world (Traditions of wisdom) as sources of a global ethic
- Model of Global Ethics: Ahimsa (Nonviolence) in business and Harmony of Religions (knowledge and respect)
- Ahimsa Vision as guiding principle of the University.
- Interreligious Positioning
- Ahimsa Institute
- CV-Watch Project
- Very few are those that include ethics in its training offer.
- Those that include it usually do so from a local and non-global perspective.

Education with global values (Traditional University, U-EENI University)

Education with global values

Alumni Loyalty

U-EENI University Traditional University
- Creating win-win relationships with students for life (Alumni e-community)
- Alumni Networking
Practically null (except large universities: in the United States, the United Kingdom...)

Willingness and capacity of alumni loyalty (Traditional University, Elite, U-EENI University)

Alumni Loyalty U-EENI University

Spanish Universidad U-EENI French Université U-EENI Portuguese Universidade U-EENI



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