Consistent with the mission and objectives of the University of Dubai, a Center for Research and Consultancy (CRC) is functioning since 2002-03 at University of Dubai with the following Mission and Objectives:
CRC Mission is to "Promote community-based research and consultancy that contribute directly to economic growth and development in the UAE and respond to the needs of the market in the public and private sectors."
CRC Objectives are:
- Direct research towards meeting the needs of the region's businesses and professional organizations, thereby promoting economic development in the UAE.
- Convert the new knowledge and technologies created by research into applications to maximize the full value of research.
- Increase publications in refereed international journals in each discipline, with an emphasis on applied research and instructional development.
- Promote cross-disciplinary research efforts.
- Promote faculty development through enhancement of research skills.
The CRC at the University of Dubai level includes chairs of respective research committees from the University of Dubai colleges. The CRC is charged with establishing synergy across the three colleges: CBA, CE&IT and CL by targeting a unified approach in achieving the University of Dubai research mission. The CRC stresses the importance of increasing faculty members' intellectual contributions through research forums held each semester. Policies were framed to encourage intellectual contributions by providing release time for attending refereed international conferences and to encourage publication in international peer-reviewed journals (please see UD Process Statement F 2.11, IC 6.1 to IC 6.7). Since then, the level of contribution has increased steadily. Intellectual contributions are disseminated not only in research forums but also in senior business courses to senior students as applied learning material.
The UD has made a significant effort to make the business sector aware of the importance of research and consultancy through annual periodic business forums. The outcomes have been that UD faculty successfully completed four research and consultancy projects in the last five years (with an outlay of AED 2,667,000+) which both generated revenue to UD and provided monetary incentive to the faculty.
The UD's CRC is an invaluable resource center that provides UD faculty with programs and tools to achieve research and consultancy excellence. The Center provides research-based resources, software support, databases, and reviews faculty research papers for conference attendance. Center services also include individual consultation, research forums/workshops, and organizing seminars.
Support to Faculty's Intellectual Contributions (IC)
The following specific actions have been taken in the last 5 years to demonstrate improved IC performance of faculty:
Research Strategy (Sep'2016 to Aug 2021)
The first UD Research Strategy (2013-2017) was revised with 2016-2021 in April-May 2016 to support the UD Institutional Strategy for 2016-2021, which states that one of its core mission statements is to "Engage faculty in applied research focused on the economic development mainly of Middle East & Africa (MEA) region". In terms of research, the Institutional Strategy states that "the research community (both internal and external to UD) will value the University for:
- The research ethos that facilitates intellectual curiosity and scholarly enquiry throughout the UD.
- The quality of our research output and our leading role in targeted areas of research
- Our effective collaboration in research consortia and partnerships both inside and outside the United Arab Emirates".
Closely aligned to the wider Institutional Strategy, this document will also ensure that the institutional ethos of creativity, innovation, impact, engagement, relevance, inclusivity and connectedness continues to serve well the teaching, learning, research and societal needs of the region and the country. The following table shows the six CRC Goals that are aligned with UD Strategic Goals:
|CRC Goals (2016-21)||Alignment with UD Strategic Goals (2016-21)|
|1 Increase the quality and quantity of research output across the University||2.2 Increase number of conference proceedings (CP)
2.3 Increase number of working papers in progress (WIP)
2.4 Increase number of theses being supervised for PhD students
2.6 Increase number of book chapters
2.7 Increase number of consultancy projects
2.14 Organize international conferences
|2 Sustain Growth of UD-CRC||3.1. Energize UD's Center of Research & Consultancy (CRC) to function pro-actively for developing synergetic benefits to corporates (Eg. Customs, RTA, Maritime city, Dubai World…). Develop at least 2-3 consultancy project per year.
3.2. Implement at least 2 batches of Future Chief Executive Officer (CEO) programs through CRC for a minimum of 6 to 10 Managers in a group
8.1 Diversify non-tuition revenues (e.g. consultancy, CRC, grants, scholarships, CED etc.)
8.2 Diversify external (local, regional and international) research funding sources
|3. Enhance and expand graduate education||2.8 Increase number of work based projects (WBP)
2.9 Increase number of Case studies published
2.10 Increase number of Software developed
2.11 Increase number of Innovative programs
|4. Integrate research and teaching in the university's learning environment||2.1 Increase number of articles in internationally peer reviewed journals (PRJ)
2.5 Increase number of practitioner PRJ articles
|5. Strengthen national, regional and international research collaborations||8.3 Collaborate with local universities to share library and research resources
8.4 Develop mutually beneficial strategic alliances with local &/or international partners, to extend UD's faculty expertise.
|6. Enhance the university's contribution to its internal and external communities through knowledge transfer and commercialization of research||2.15 Expand resource base for ICs
4.1. Develop regulatory framework
4.2. Collaborate with the industry
The first goal ensures an all-round growth in research productivity matched with continuous improvement in the quality of the output. The ambitious targets within this central goal of our strategy can be achieved by optimizing private sector and UD funding, benchmarking against leading international partner institutions; strengthening human capital among researchers, and strengthening research support for the benefit of the entire research community.
The second goal is focused on the further development of center for research & consultancy (CRC) as center for excellence in key research areas. These areas have been identified as:
- Applied business management with particular emphasis on finance, accounting, marketing, supply chain management, entrepreneurship, leadership, international business, corporate governance and risk management.
- Arbitration & dispute resolution, anti-money laundering.
- Information & Communication Technologies: chiefly Software Engineering and Telecommunications and Networks with an emphasis on technology adoption, Artificial intelligence, Cloud computing, IT Security and Governance, Mobile application, emerging technologies like, Radio Frequency Identification (RFID), Near Field Communication (NFC) and Wireless Sensors Network (WSN).
UD's third strategic goal centers on the enhancement and expansion of graduate education at the University. In order to fulfill a key target of doubling the number of graduate students and PhD students by 2016 - whilst simultaneously ensuring that the quality of graduates does not diminish - the established MBA/MSc and newly started LLM (and the proposed PhD in business in 2014-15) will facilitate the development of aforesaid specific areas stated in second goal (above). Strengthening the recently established graduate network will also ensure that all learners have equality of access to educational opportunities and facilities throughout the region as well as increasing the regional capacity, enhancing the educational experience and increasing graduate outputs.
The fourth goal elaborates on how UD intends to integrate its substantial research and teaching activities into the University's learning environment. It also discusses how this institution will target development and implementation of new organizational frameworks and progressive research skills among both undergraduate and graduate students. The Learning Strategy aligns teaching and learning with research, transfer research into the curriculum and develop research skills among students at all levels at UD through classroom study material.
Goal five stresses UD's continued commitment to strengthening regional, national and international research collaborations. Building upon our local and regional collaborations both with neighboring third level institutions as well as local industry will undoubtedly support economic, social and cultural development. Efforts aimed to internationalize the research community will involve active participation in international research networks and future MOU with partner universities. Hosting international conferences and other faculty interactions with the leading people in their respective fields will greatly enhance the national and international recognition of UD.
The final goal outlines UD's continued commitment to contributing to the development of the wider community through knowledge transfer and the commercialization of research. Ambitious plans for research commercialization and strengthened links between UD research and industry are outlined as well as a series of proposals aimed at increasing the UD's involvement and engagement with the wider process of regional and national socio-economic development. The Knowledge Transfer Strategy further elaborates on all of the activities that facilitate the translation of the University's expertise through 1) the University's teaching and learning programmes via a dynamic learning environment and 2) underpinning the University's promotion and delivery of its research and commercialization activities to potential research sponsors, collaborators, licensees and investors and 3) discharging its social and cultural obligations through knowledge dissemination to the wider community.
In conclusion, this document provides a roadmap, through which, UD will develop a culture that encourages discovery and enterprise, whilst simultaneously recognizing that a vibrant research culture also has a role to play in teaching, in links with practitioners, in our institution's external profile, and in the recruitment and retention of quality researchers and associated support staff. We believe that this approach will be of undoubted benefit to our institutional, regional and national communities by making a marked contribution to the development of Dubai's knowledge-based economy.