Doomed to be Entrepreneurial: Institutional Transformation or Institutional Lock-Ins of ‘New’ Universities?

Ranking Games

“…Collective wisdom is taken to be summarized in research rankings based on publications and citations (Laband 2013). Second, research rankings fuel competition among scholars, lead to more and better research, and promote what is called an ''entrepreneurial university'' (Clark 1998;Stensaker and Benner 2013). Third, research rankings give the public a transparent picture of scholarly activity.…”

Bringing Organisations and Systems Back Together: Extending Clark's Entrepreneurial University

“…As changes have unfolded inside the university in different parts of the world, the concept of entrepreneurialism-despite its many potential meanings-has become a much used reference and point of departure to describe the different facets and forms of transformation taking place in the university (see, e.g. Kr€ ucken and Meier, 2006;Deem et al, 2007;Stensaker and Benner, 2013).…”

Changing missions? How the strategic plans of research-intensive universities in Northern Europe and North America balance competing identities

“…Given the increasing need to focus on both public and private public dimensions, this strategy may not be so much a choice but a necessity due to increasing dependence of external and competitive funding sources (Clark 2004;Stensaker and Benner 2013). Universities pursuing this strategy might, for example, find ways to leverage outreach or public engagement activities to service both their public mission and generate additional revenues in a new unit that fuses public engagement and private entrepreneurship.…”

“…Greater emphasis on private rather than public goods and benefits can be found in the texts and images that public universities use to communicate about themselves (Morphew and Hartley 2006;Saichaie and Morphew 2014). In Europe, governance reforms have also occurred and existing research analyzing how universities have chosen to exercise their independence indicates that it is possible to identify a more ´managerial´ university emerging through stronger internal hierarchical governance and more time and energy devoted to handling external accountability claims and strengthen their external profile (File et al 2006;Fumasoli and Lepori 2011;Frølich et al 2013, Stensaker andBenner 2013;Stensaker et al 2014;Fumasoli et al 2015).…”