Strategic Framework 2025-2028 School of Business and Law

Context

The national framework is that there is no tuition fees for Norwegian and EU students and that there is a common regulatory framework for the publicly funded higher education sector. In the years to come, it is expected that the higher education sector will experience lower public funding, as well as structural changes due to smaller cohorts of students and new modes of teaching, including AI. This development demands both stronger internal prioritization and a higher portion of international students, also from outside EU, in addition to increasing externally funded research and programmes. In addition, there are greater expectations from stakeholders to both address and solve societal challenges, sustainability, inter-disciplinarity, innovation, AI and internationalization.

Position

The School of Business and Law is currently one of three internationally accredited business schools in Norway, and the only university-based accredited school. It positions itself among top three in Norway based on publishing records, accreditation and internationalization, and provides reputable research in selected areas. Also, it has both business and law in its portfolio, offering possible positive synergies.

Characteristics

The School is international, with a strong profile in International Business, a large number of international staff, and a highly dedicated academic environment. The School offers high quality programmes within Business, Finance, Economics, Management, Law, Marketing, Accounting and Auditing, and Industrial Economics, combining core disciplines and relevant areas in demand from society. Also, the School has strong ties to industry, working life and other faculties at the university, close national and international partnerships compact campuses close to the city centre, and closeness between academic staff and students. The School is not, however, yet sufficiently visible and recognized on the national stage.

Outreach

Overall goal: In 2028, the School is visible and connects well with key target groups regionally, nationally and internationally, and has many well-known and preferred experts within several areas. 

Supporting strategic goals

1. Students actively participate in outreach activities through internships, co-creation projects and student-led initiatives, enhancing the School’s visibility and community connections.
2. The School’s communication, marketing and alumni activities are well planned, strategic and comprehensive, including a clear presentation of experts.
3. The Executive Education Centre proves stringent scholarly management and presentable facilities connecting the School to external partners, contributing to the Schools visibility. 
4. Impact on society is enhanced by long-term strategic partnerships with high caliber national and international schools and universities for both teaching and research. 
5. To ensure relevance and visibility, the School has extended collaboration with relevant regional, national and international organizations. This is done through student internships, participation in industrial associations, incubators, clusters, boards etc. 
6. The Centre of Entrepreneurship acts as a Hub for contact with SMEs and investors, including entrepreneurship pedagogy, student and staff entrepreneurship, as well as outreach. 

Internal organization

Overall goal: The School has an inclusive and open culture, based on trust and respect, nurturing creativity, quality and academic freedom.

Supporting strategic goals

1. The School continues to focus on an organizational culture which emphasizes support and inclusion, nurtures diversity, and offers inspiration and motivation to academic and administrative staff.
2. The School continues to develop relevant processes to recruit, and keep, high-quality scholars and highly competent staff members.
3. The School adapts to post-pandemic realities by balancing flexibility with the benefits of physical presence, fostering collaboration and a sense of community.
4. An inclusive, viable and sustainable language policy is implemented.
5. Both academic and administrative staff have easy access to, and are offered training in, updated and relevant technology.
6. Academic and administrative staff collaboraterespectfully and effectively, sharing information and working toward a shared purpose with a clear understanding of roles and responsibilities.

(Key initiatives and KPIs are clearly defined in an action plan, including yearly resource allocations)