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AbstractReference modes aid in focusing modeling efforts and defining the problem to study. When faced with scarce or no data, modelers must elicit reference modes of dynamic behavior from participants. There is a lack of a systematic, scalable, rigorous and reliable method to capture and consolidate the qualitative and quantitative components of behavior‐over‐time graphs. The REference MOde DEvelopment ALgorithm (REMODEAL) fills this gap with a structured approach for modelers to elicit, verify and analyze data on tangible and intangible variables from participants. REMODEAL consists of a novel three‐graph method to triangulate a participant's reference mode of dynamic behavior. © 2024 System Dynamics Society.

There have been several initiatives by the governments in different parts of the world to establish world-class universities (WCUs). Such initiatives have been attempted only several times and yielded varied results. This article contributes to the existing body of research in architecting WCUs by presenting an operational strategic modeling framework that is grounded in the existing body of literature for developing WCUs (Salmi 2009) which can be used to test assumptions, reveal strategic levers, and analyze dynamic complexity inherent in a task of scaling a start-up university. We present a research study that leveraged stakeholder analysis and system dynamics modeling to architect and test a long-term strategic plan of scaling a newly created Skolkovo Institute of Science and Technology (SkolTech) in Moscow, Russia. We find that the existence of patient capital and favorable governance is conditional on university leadership's ability to effectively manage stakeholder expectations, maintain high-quality standards of its faculty and student population, and protect its brand of a world-class institution. We argue that the operational framework and findings derived from the case of SkolTech can be generalized and applied to other efforts in that area.

This paper reports on a real‐life study in a US university. In response to financial issues, the administration at an undergraduate tuition‐dependent university pushed for growth in student enrollment. The faculty, who argued that the quality of education had been declining, resisted the expansion. More students also affected the use of the university's infrastructure. By actively engaging key stakeholders, we developed a simple system dynamics model of university expansion. A major insight suggests that policy decisions made non‐holistically might result in counter‐intuitive outcomes that could take considerable time from which to recover. Copyright © 2016 John Wiley & Sons, Ltd.