2004 ~ 2014 * 21 Tenure-track 2004 2004 Tenure-track * 45
2015 1 3 21 2003 Tenure-track Tenure-track WTO 2004 985 Peer Effect 46
2007 Tenure-track Tenure AAUP 1915 12 31 1 1940 7 1 Tenure-track 2 Tenure 3 Tenure-track 2003 47
2015 1 3 2 2007 2010 7 2012 1 1 Tenure-track 1 AEA 2004 AEA 10 50 3 3 6 3 48
50 30 Tenure 3 4 10 49
2015 1 3 5 200 9 70 10 198 33 165 72 12 70 2014 12 82. 3% 28. 9% 80. 4% 64. 3% 45 67. 9% 2004 American Economic Review Annals of Statistics Journal of Finance 300 50
American Economic Review Econometrica Review of Economic Studies Journal of Political Economy Quarterly Journal of Economics 5 Tilburg 2012 1 6 61 2013 QS Quacquarelli Symonds 150 2014 / 151 ~ 200 985 500 95% 50 10 51
2015 1 3 10 20 10% 10 6 30 52
80% 53
2015 1 3 2010 2011 12 2012 12 2013 3 4 1 AAUP's 1915 General Declaration of Principles and Practical Proposals http / /www. campus - watch. org /article /id /566 2 3 54
4 1 2003 5 77 ~ 82 2 2006 2 39 ~ 47 3 2014 8 101 ~ 106 4 Jie Zhang Developing Excellence Chinese University Reform in Three Steps. Nature 2014 514 7522 295-296. 5 2010 6 6 2014 3 Building First-class Faculty Team by Innovating the Personnel System An Exploration on the Tenure-track System by Shanghai University of Finance and Economics 2004-2014 Tian Guoqiang Chen Xudong Liu Yanhui Abstract Entering into the 21 st century China's higher education has also entered a critical stage of transitioning torapid development while reform of personnel system has become a top priority for the reform and development of colleges and universities because of its internal development drive. In this context colleges and universities in China have started to consider personnel system innovation w ith reference to the prevailing tenure-track system in w orld-class universities. T his paper introduces the personnel system reform explorations w ith tenure-track system as the breakthrough point first implemented by Shanghai University of Finance and Economics since 2004 and systematically presents elements of the reform such as the core elements practical results experience and other 55
2015 1 3 aspects. T he tenure-track system reform by Shanghai U niversity of Finance and Economics provides a valuable example for other universities. Although the specific reform process and mechanism design may vary depending on the actual situations of different universities the underlying philosophy principles ideas and logic should be consistent or substantially the same. Keywords College Personnel System Faculty Team Building Tenure-track System 56