Lingnan (University) College, Sun Yat-sen University

Lingnan Strategic Plan 2019-2021 Milestones M1. Become a global first-class school of economics and management in China by 2021. M2. Become widely recognised as a global top 100 school of economics and management from 2021 to 2035. M3. Become a leading global top 100 school of economics and management from 2035 to the mid-21st century. Strategy and Governance 1. Designing and actively propelling Lingnan’s strategic plan and action plan in accordance with national education development guidelines and the University’s strategic plan. 1.1. Strengthening Lingnan’s position as a school of economics and management and advancing the development of management science. 1.2. Promoting the Lingnan spirit and forging ahead with key initiatives. 2. Continuously improving the administrative affairs management system. 2.1. Establishing a performance appraisal system for departments to continuously enhance the School’s management. 2.2. Establishing a performance appraisal system for programmes to facilitate the sustainable development of programmes. 2.3. Establishing a performance appraisal system for the administrative management team to continuously optimise the School’s administrative services. Teaching and Learning 1. Building up a high quality educational brand and forging Lingnan’s international reputation to attract outstanding students from home and abroad. 1.1. Providing outstanding students from economically challenged families with fair education opportunities to study at Lingnan. 1.2. Attracting outstanding students from all over the world through double degree and cross-cultural programmes to diversify the student population. 1.3. Enhancing Lignan’s global presence by organising international events, such as the Lingnan International Forum and the International Advisory Board Meeting. 2. Providing continuously improved first-class education in economics and management. 2.1. Balancing professional development and whole-person education, and strengthening the educational model with emphasis on the development of innovative and practical abilities. 2.2. Integrating global vision and local practice by strengthening innovative curriculums that emphasis business analysis and scientific decision making. 2.3. Establishing whole-process assurance of the learning system that ensures continuous improvement in teaching and learning. 2.4. Providing first-class career development services based on the support of both corporate and alumni mentors. 2.5. Building vibrant and all-embracing educational programmes in which stakeholders share ideas and opinions. 3. Developing sought-after graduates for top universities and corporations around the globe. 3.1. Strengthening students’ professional knowledge base and enhancing their analytical capability to cater to the demands of cutting-edge study, practice and innovation in economics and management. 3.2. Building a cross-cultural learning environment that stimulates passions for study and strong curiosity. 3.3. Encouraging diverse activities organised by student societies to develop excellent organisational and leadership abilities. 3.4. Providing students with opportunities for high quality international exchange and studies to develop their global vision and cross-cultural communication capability. 3.5. Enhancing education in business ethics and encouraging students to participate in charity and voluntary work, as well as a service learning programme, to raise their civic awareness and enhance their business ethics. Faculty Management 1. Building a world-class faculty team 1.1. Accelerating the construction of a talent introduction system that strives to introduce top talent to propel the internationalisation of the faculty and research teams. 1.2. Establishing a comprehensive platform for talent development with an emphasis on guidance in teaching and research, and supportive services for young faculty members, and promoting the visiting professor system. 1.3. Strengthening the development of research teams and enhancing research teamwork. 2. Establishing and optimising a faculty management system and forging a better platform for the career development of faculty. 2.1. Optimising the workload management system. 2.2. Regularly reviewing and continuously improving the faculty recruitment, appraisal, and promotion system and requirements to meet the need for faculty career development in research, teaching and service. 2.3. Continuously optimizing compensation package and sabbatical leave scheme. Research 1. Promoting state-of-the-art research with global impact. 1.1. Encouraging publication in first-class domestic and international journals to enhance academic impact at home and abroad. 1.2. Regularly organising international academic conferences and seminars, and inviting prestigious scholars to deliver keynote speeches to enhance the academic atmosphere. 1.3. Running domestic and international journals to increase Lingnan’s influence in the academic world. 1.4. Encouraging major research projects that cater to research frontiers, major national strategic demands, and national and regional economic and social developments. 2. Establishing leading research areas to enhance global impact. 2.1. Reorganising discipline directions and the discipline development system. 2.2. Establishing and subsidising research platforms, and promoting research cooperation within the School and through interdisciplinary integration. 2.3. Cultivating the strengths and advantages of selected research areas, and building up a leading position in the world by encouraging international research cooperation. 2.4. Introducing talents catering to the specific demands of the School, and providing financial and human resources support for international recruitment. 2.5. Establishing special funds for research on major national development strategies. 3. Becoming a key think tank for the government and corporations, and promoting the development of management practice, innovation and social governance through research. 3.1. Formulating the functions of research centres, specifying the direction of development, strengthening policy studies, and motivating professors to participate in government consulting. 3.2. Motivating for the publication of reports on major economic and social issues and industry analysis. 3.3. Encouraging professors to participate in corporate consulting. 3.4. Encouraging faculty members to sit on corporate boards or act as government advisors. 4. Integrating research into teaching to promote development and innovation in teaching with research. 4.1. Motivating faculty to integrate state-of-the-art studies into teaching, especially in senior undergraduate and master’s courses. 4.2. Facilitating teaching reform programmes to integrate cutting-edge studies, theories and methodologies into teaching in every programme. 4.3. Encouraging students to participate in academic activities and research programmes, and acknowledging their contributions. Resources and Finance 1. Maintaining a sustainable financial condition with steadily increasing revenue. 1.1. Actively applying for national funding and financial support from the University. 1.2. Ensuring financial sustainability of programmes such as the MBA programme and stabilising the income of the School. 1.3. Broadening sources of income by actively obtaining donations from corporations and alumni. 1.4. Providing faculty and staff with compensation competitive with the top business schools in China. 2. Building up a world-class work and study environment 2.1. Continuously improving the School’s infrastructure and facilities for teaching and learning. 2.2. Establishing a comprehensive information management system to streamline administrative procedures. 2.3. Building up a first-class working and studying community and environment. 3. Promoting systematic alumni resource management and establishing an alumni network as a family. 3.1. Expanding the alumni network to all regions, and promoting the systematising and internationalisation of alumni management. 3.2. Promoting alumni reunions and petty donations to tighten the connection between Lingnan and its alumni. 3.3. Promoting the diversification and systematising of alumni activities, improving the capability to serve alumni, and enriching value-added services. 3.4. Establishing a learning-oriented alumni service-sharing platform to promote the global sharing of alumni resources. Executive Education 1. Developing high quality customised programmes to provide the government and corporations with better intellectual support and training. 1.1. Expanding Lingnan’s networking with the world’s top 500 enterprises. 1.2. Strengthening cooperation with large private enterprises. 2. Continuously innovating open programmes and enhancing the impact of Lingnan’s executive education. 2.1. Enhancing the CEO programmes and striving to be the most influential provider of executive development programmes in South China. 2.2. Expanding programmes in Chinese culture and philosophy to enrich the executive development system and coordinate the resources of senior executives. 2.3. Strengthening partnerships with government and corporations, and developing programmes sponsored by special government funds. 3. Accelerating the construction of a Lingnan faculty team for executive development education and optimising curriculums. 3.1. Updating and optimising curriculums in line with current trends in international management practice. 3.2. Motivating faculty to develop specialties and characteristics in teaching and integrating the latest research output into classes to develop high quality executive education programmes. 3.3. Improving the management of class activities. Internationalisation 1. Forging the international brand of Lingnan education. 1.1. Propelling the internationalisation of undergraduate education and other programmes. 1.2. Actively constructing an international teaching and learning environment, and building up an international cultural atmosphere. 1.3. Diversifying student populations with different cultural backgrounds, and constructing an international education community. 1.4. Encouraging and cultivating an international teaching team, and enhancing teaching quality and outcomes to forge the international reputation of English-medium instruction curriculums. 2. Forging the global impact of Lingnan’s research 2.1. Motivating faculty to publish papers in top international journals. 2.2. Motivating faculty to undertake research in collaboration with scholars around the world. 2.3. Organising large-scale international academic conferences. 2.4. Publishing international journals with global impact. 3. Becoming a key member of the global education community of business schools to improve Lingnan’s global presence and reputation. 3.1. Through EQUIS and AACSB re-accreditation, joining the education community of business schools in the Asia-Pacific region and the world to lay the foundation for high-level international collaboration. 3.2. Through such initiatives as joint degree programmes, establishing close partnerships with leading global business schools in Europe and the US. 3.3. Through such initiatives as semester-based exchange programmes, short-term study tours, and international competitions, building up broad strategic partnerships with top business schools in the world. 3.4. Through organising high-level international forums, enhancing Lingnan’s global presence. 3.5. Through participation in major international rankings, such as the Financial Times ranking, further improving Lingnan’s global reputation. Corporate Connections 1. Strengthening corporate collaboration to provide students with high quality education. 1.1. Promoting experiential learning projects geared to the needs of real-world management practice and application. 1.2. Enriching education in modern management practice through executive courses and lecture series. 1.3. Employing senior executives as career mentors to provide students with opportunities and career development guidance. 1.4. Inviting senior executives to participate in the assurance of learning and provide input on the continuous improvement of syllabi. 2. Systematising enterprise resource management. 2.1. Enhancing the maintenance of corporate resources and promoting cross-department synergy and resource sharing.