Identifying Indicators of Change Management in Medical Education With a Focus on Third-Generation Universities

Elahe  Bahrami; Fiouzeh  Majidi; Milad  Hosseini; Zohreh  Khoshgoftar

doi:10.18502/acta.v64i3.21539

Elahe Bahrami Department of Medical Education and Learning Technologies, Shahid Beheshti University of Medical Sciences, Tehran, Iran
Fiouzeh Majidi Department of Medical Education, Medical Sciences Education Studies and Development Center, Shahrekord University of Medical Sciences, Shahrekord, Iran
Milad Hosseini Department of Medical Education and Learning Technologies, Shahid Beheshti University of Medical Sciences, Tehran, Iran
Zohreh Khoshgoftar Department of Medical Education and Learning Technologies, Shahid Beheshti University of Medical Sciences, Tehran, Iran

DOI: https://doi.org/10.18502/acta.v64i3.21539

Keywords: Change management; Third generation university; Entrepreneurial university

Abstract

Transforming universities into third-generation universities is a prerequisite for future development. Therefore, awareness of the factors, structures, and practices that exist in higher education institutions and affect the potential emergence of entrepreneurship enables managers to plan to achieve specific results. It seems that the first step in managing this change is to identify the indicators that medical education and medical universities should have in the future. This study was conducted with the aim of identifying the indicators necessary to manage the change in medical education, Shahid Beheshti University of Medical Sciences, on the path to transition to third-generation universities. This study was conducted using a qualitative method and the two-stage Delphi method was used to conduct the research. The research tool was a questionnaire derived from literature on the concepts and components of third-generation universities, which was conducted with the participation of 15 key informants from Shahid Beheshti University of Medical Sciences regarding the research topic in 1403. The results showed that the university's support index for staff and student exchanges between the university and industry and organizations outside the university scored the highest with a score of 52, followed by entrepreneurship as a major part of the university's strategy with a score of 50, and internationalization as an important part of the university's entrepreneurial strategy with a score of 30. The lowest score was obtained. Medical universities are forced to move towards third-generation universities for their survival, and in this direction, it is necessary to change their functions and structures, therefore, awareness of activities and changes in this direction is necessary and essential, both to change and improve the structure and in order to improve performance. It should be noted that creating entrepreneurial universities is not easy and "entrepreneurship and innovation" is complex, chaotic and lacks any linear concept. Universities can start working based on their conditions by changing several indicators and move in this direction and continue until the indicators are fully established.