Reaching for a hybrid and networked university through lifelong learning initiatives

Working life is transforming, including an emerging digitalisation of its products and processes. Due to such transformation, competencies need to be developed in organisations that suit the emerging conditions for performing work. In the growth of these competencies, higher education is a key player. Its role is twofold, including preparing students for working life and being involved in professional development through continuous education and lifelong learning initiatives. This role as a key player has the potential to assist in the development of competencies at both an individual and organisational level. Another movement in society is the dissolution of boundaries between organisations, leading to the emergence of networked and hybrid organisations. Digitalisation is a driving force in this phenomenon. Even within universities, this trend has grown and impacted the relationship between the university and the surrounding society. In a hybrid and networked university, its operations are closely linked to the surrounding society, including the interplay of the needs of both parties; a balance of power; and weak boundaries between the university and organisations in the surrounding society. Another trend in the higher education sector is the emphasis on lifelong learning policies. Such policies link lifelong learning to global competition and social inclusion for all. The project reported in this paper builds on the ideas of lifelong learning from a university that aims to be hybrid and networked. The reported initiative builds on data from an early phase of a development project that aims at developing new forms of lifelong learning and professional development. Thematically analysed Post-it Notes from workshops supported the answering of the following research question: How do higher education staff perceive development of lifelong learning? The following four main categories were generated: (1) the hybrid and networked university, (2) pedagogical models, (3) internal organisation, and (4) quality. The conclusion includes staffs’ positive attitude towards lifelong learning initiatives. They emphasise the university as an open space and as a partner for agents in the surrounding society. Moreover, they stress lifelong learning initiatives for staff; further development of educational models; scientific legitimacy and high-quality deliverance; flexible internal organisation and structures; and finally, the importance of collaboration and networking. Further data collection is needed to validate the results and the potential for developing theoretical insights that could inform lifelong learning initiatives in emerging digitally infused societies. BLA