Architecting innovation: A Qualitative Study On The Structural Metamorphosis Of World University Network For Innovation - Leader (W.U.N.I.-L.) Toward The WURI Framework

Abstract

As global higher education undergoes a paradigm shift from traditional citation-based metrics toward impact-oriented evaluations, institutions face the challenge of transitioning from passive participants to proactive innovators. The central research problem of this study addresses the "alignment gap" at W.U.N.I.L., investigating how traditional, siloed academic governance fails to meet the rigorous criteria of the World University Rankings for Innovation (WURI) framework without a total structural metamorphosis.

The methodology employs a qualitative descriptive case study design, utilizing purposive sampling to engage 20 key stakeholders, including senior administrators, faculty researchers, and specialized narrative writers. Data were collected through semi-structured interviews and a comprehensive document analysis of the university’s Strategic Plan. The analysis followed a three-stage thematic coding process—open, axial, and selective—to identify emergent patterns in institutional behavior and policy efficacy.

The results reveal that while top-down mandates establish necessary accountability through Key Result Areas (KRAs), the "Bottom-Up" empowerment of faculty is significantly hindered by administrative friction unless supported by "In-Kind" incentives, such as teaching load reductions. Furthermore, the findings highlight that the establishment of a dedicated Office of Institutional Transformation and the utilization of "Narrative Writers" are critical for translating technical academic output into high-impact "Innovation Cases." The study concludes that institutional metamorphosis is achieved only when innovation is decoupled from elective activity and codified as a mandatory metric of success, providing a scalable model for other institutions aiming for global ranking readiness.