Abstract:
There have been numerous national- and international-level calls for the reform of engineering education. This includes the need for a shift to a knowledge economy - one that utilises knowledge as the key engine of competitive growth. However, despite several initiatives to address reform, relatively little has changed in the content and conduct of engineering education. It has been argued that engineering education has entered a period where changes are required, but that the management structures that are in place do not provide the needed support to encourage and facilitate these changes in order to promote innovation. The current study employed a multiple case study method to explore challenges faced by the deans of four engineering faculties in four non-adjacent countries and to explain the organisational structures and management processes employed to deal with these challenges in their unique contexts. The analysis identified four areas of challenges and innovative structures and management practices that can be transferred and implemented in other contexts.
