This section presents the strategic goals of the Plan. We first outline those of the UOC’s general strategic goals that influence IN3 research work and which should thus be reflected in the IN3’s own strategic goals. The section then goes on to list the Institute’s strategic goals.

UOC strategic goals that most impact the IN3

The UOC has various strategic goals that effect IN3 research work:

Area

Strategic goal

1. Promotion of transversality and flexibility

1.0 Promote multi- and interdisciplinary collaboration at the University.

2. Collaborative governance with common goals

 

2.1 Create a working environment characterized by trust, shared leadership, institutional commitment and recognition of professional expectations and success, thus allowing us to attract and retain talent.

2.3 Practice leadership based on autonomy and balance, founded on participation, prior discussion and transparency in processes and decisions.

2.4 Make decisions bearing in mind the economic sustainability of the institute.

3. Strong commitment to internationalization

 

3.1 Position the UOC as a benchmark among the best online universities in the world, with a presence in the general ranking.

3.2 Cultivate the international and intercultural skills of UOC professionals and collaborators.

4. Enhancing competitiveness and employability

4.1 Gain recognition for targeting the needs of society and for our active learning approach, which emphasizes the reality of employment and integrated transversal skills in all areas of knowledge.

4.2 Make visible the social return of the University’s work, thus inciting cultural change that attracts philanthropy.

4.3 Ensure that the UOC community (students, professors, administrators, researchers, collaborating staff, alumni and associated companies and institutions) is a truly active network that benefits both itself and society in general.

5. Promoting excellence in research

5.1 Gain international recognition for ground-breaking research on the network society and for excellence in translational research on online education.

5.2 Increase productivity of excellent research at the UOC as a whole and establish a strategy for the dissemination and transfer of knowledge that encompasses all UOC activity.

 

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Strategic goals of the IN3

Having analysed which of the UOC’s strategic goals most impact the IN3, the following strategic goals have been chosen for the IN3:

  1. Increase productivity of excellent research in the field of the network society.
  2. Position the IN3 as a centre of international prestige with regards to network society research.
  3. Become a model and leader in interdisciplinary research among the fields of engineering and human sciences.
  4. Provide solutions to the challenges of society through research at the IN3.
  5. Increase research fundraising through competitive calls and number of contracts with the productive sector and government.
  6. Attract and retain talent for research on the network society.
  7. Practice research leadership based on trust, scientific autonomy and periodic evaluation that promotes participation, transparency and discussion prior to decision-making.
  8. Incorporate the IN3 in the region’s social, economic and industry value chain.
  9. Consolidate the IN3’s structure regarding both the critical mass of existing groups as well as the incorporation of new areas (groups) in the field of the network society.
  10. Become a part of international networks of high prestige in the field of the network society and promote them.

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Key Performance Indicators (KPIs)

Below we reveal some of the key indicators that will be used to assess how well the specific goals from the previous section are being met.

IN3 strategic goals

Indicators

SG1

Increase productivity of excellent research in the field of the network society

Articles indexed per full-time PhD researcher (per year)

Publications in the first quartile (per full-time PhD researcher and per year)

Other publications (monographs, book chapters, books, etc.), according to discipline and criteria of quality

SG2

Position the IN3 as a centre of international prestige with regards to network society research

Proposals for international financing (requested/granted) – including ICREA

Participation in editorial boards, programme committees, programme chairs, invited speakers, networks of excellence, members of evaluation committees

Visiting researchers and internships (especially self-funded ones)

Hired international researchers (and repatriated persons)

Appearances in international press (and platforms)

SG3

Become a model and leader in interdisciplinary research among the fields of engineering and human sciences    

Interdisciplinary projects carried out between engineering and human sciences

Publications of interdisciplinary initiatives between engineering and human sciences

Projects in competitive calls with joint participation of engineering and human sciences (requested/granted)

Number of activities to promote interdisciplinarity

SG4

Provide solutions to the challenges of society through research at the IN3

Contracts and agreements with the public and private sector

Participation as experts on panels, boards of scientific and technical organizations, tables, working groups, standardization bodies, professional associations, etc.

Proposals for legal and regulatory frameworks

 

 

Proposals for RRI/SWAFS funding calls (requested/granted)

SG5

Increase research fundraising through competitive calls and number of contracts with the productive sector and government

Proposals for competitive calls (requested/granted)

Proposals for calls of high international prestige (requested/granted)

Fundraising (€) in competitive calls

Research contracts, as well as transfer contracts with companies and institutions

Fundraising (€) for contracts with companies and institutions

SG6

Attract and retain talent for research on the network society

Number of contracted international researchers (including repatriated persons)

Number of researchers contracted through competitive calls

Number of proposals in high-prestige calls (ICREA, ERC, Marie Curie, Ramn y Cajal, Fulbright, etc.) (requested/granted)

SG7

Practice research leadership based on trust, scientific autonomy and periodic evaluation that promotes participation, transparency and discussion prior to decision-making

Definition of periodic assessment system for IN3 groups

Collegiate body for decision-making

Publication of calls, criteria and results of competitive processes (more personalized return)

Staff hired based on inclusion policies

Percentages of men and women in different professional categories at the IN3

SG8

Incorporate the IN3 in the region’s social, economic and industry value chain

Patents, utility models and other transfer activities (spin-offs, start-ups, etc.)

Contracts and agreements with the public, private and tertiary sector

Doctoral theses read

Appearances in the press and media

Participation as experts on panels, boards of scientific and technical organizations, tables, working groups, standardization bodies, professional associations, etc.

Proposals for legal and regulatory frameworks

SG9

Consolidate the IN3’s structure regarding both the critical mass of existing groups as well as the incorporation of new areas (groups) in the field of the network society

Full-time PhD researchers per group

IN3 groups

Accredited researchers who have received positive feedback within the past six years

SG10

Become a part of international networks of high prestige in the field of the network society and promote them

High-prestige networks on the knowledge society with IN3 participation

Networks promoted by the IN3

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