Entrepreneurial Universities

Urbano, David; Guerrero, Maribel

doi:10.1177/0891242412471973

Cited by 261 publications

(69 citation statements)

References 97 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Studies on culture and ethics with a focus on entrepreneurship training is an important and useful step for promoting innovation capacity based on entrepreneurial culture because organisational culture and ethical work climate have a very important role in organization. Urbano and Guerrero (2013) classified the basic factors that affect entrepreneurs into two broad categories -economic and social. Codrina (2008) has proposed Entrepreneurship training effects on organization.…”

Section: Entrepreneurial Training and Organizational Performancementioning

confidence: 99%

Sentrepreneurial Training and Organizational Performance: Implications for Future

Khalid

Islam

Ahmed

2019

HSSR

View full text Add to dashboard Cite

Purpose: The aim of this paper is to enrich our scholarly understanding on the topic of organizational performance. The paper talks about entrepreneurial training and suggests that it can have a significant impact on boosting organizational performance and an organization needs to act concerning to enriching its critical values to ensure they do their best for the business. Design/Methodology/Approach: This is a conceptual paper, which elaborates on the role and relationship between entrepreneurial training and organizational performance. The paper sheds light on how businesses can further their prosperity, performance and productivity through entrepreneurial training whilst reviewing prominent literature in the area. Findings: The results of the paper are providing a conclusive understanding to the fact that scholars have reported significant impact of entrepreneurial training on organizational performance. The paper has found that empirical evidence is in line with the prepositions this gives confidence in asserting that all business sectors can responsively work on boosting their organizational performance through entrepreneurial training. Originality/Value: The paper is based on the review of literature on the topics of interest pertaining to the undertaken variables.

show abstract

Section: Entrepreneurial Training and Organizational Performancementioning

confidence: 99%

Sentrepreneurial Training and Organizational Performance: Implications for Future

Khalid

Islam

Ahmed

2019

HSSR

View full text Add to dashboard Cite

show abstract

“…The discussion around the engagement and impact of research is extensive with literature covering topics from innovation (Urbano & Guerrero, 2013;Temple, Bienabe, Barret & Saint-Martin, 2016), commercialization (Elliott, Dewland, Martin, Kramer & Jackson Sr, 2016;Cahill, 2015), and industry partnerships (Mowery, Nelson, Sampat & Ziedonis, 2015) through to open data (Zuiderwijk & Janssen, 2014) and knowledge exchange (Vico, Hellsmark & Jacob, 2015;Head, 2010 In 2015 Dr. Ian Watt AO was appointed to undertake a review of research policy and funding arrangements, which amongst other things, recommended the development in 2016 of an 'impact and assessment framework' (Watt, 2015). Following this report a trial EI assessment was conducted in early 2017 with a full implementation proposed as a companion exercise for ERA in 2018.…”

Section: Literature Reviewmentioning

confidence: 99%

A Study of Core Competencies for Supporting Roles in Engagement and Impact Assessment in Australia

Nicholson

Howard

2018

Journal of the Australian Library and Information Association

View full text Add to dashboard Cite

In 2018 Australia will include, for the first time, an engagement and impact assessment exercise as a companion to the Excellence in Research for Australia (ERA) national framework. This paper sought to research the core competencies that are crucial to supporting roles within this emerging field. The study conducted a content analysis of position descriptions and job advertisements from the UK and Australia and mapped this to current industry skill audits for library and information science (LIS) professionals. The comparison to the UK created a representation of future requirements of engagement and impact (EI) support roles in Australia. The paper also considers the role of LIS professionals and what competencies they will need to acquire or develop if they are to contribute to institutions and researchers meeting the requirements of an EI assessment exercise. The skills required by both UK and Australian EI support roles are aligned to those endorsed and promoted by the LIS industry. The study supports the viability of using current academic library networks and LIS professionals to meet the demands of an engagement and impact assessment thereby reducing the cost and creating a more efficient implementation of such an exercise. Powered by Editorial Manager® and ProduXion Manager® from Aries Systems Corporation Hard Skill Australia* % of sources** Hard Skill UK* % of sources** Total sources**: 9 100 Total sources**: Relationship management 9 100 Industry knowledge 26 Education (qualifications) 7 78 Relationship management 24 Project management 7 78 Education (qualifications) 21 Industry knowledge 6 67 Project management 18 Report writing 5 56 Software, IT and web knowledge 17 Funding knowledge and support 4 44 Events management 15 Information and data management 4 44 Writing and grammar 15 Software, IT and web knowledge 4 44 Report writing 13 Analytical skills 3 33 Data and research output analysis 9 Research ability 3 33 Funding knowledge and support 9 Table 2 Click here to download Table Table 2 V2.xlsx

show abstract

“…Particularly, following the influence of each entrepreneurial university's factors on academic entrepreneurship, the entrepreneurial university makes it possible to generate several direct outcomes from teaching, research and entrepreneurial activities. Outcomes could be transformed into determinants of economic development or factors of production function such as human capital (Lucas, 1988), knowledge capital (Solow, 1956;Romer, 1986), social capital (Coleman, 1988), and entrepreneurship capital, which later could produce positive impacts on the economy and society of a specific region (Urbano and Guerrero, 2013).…”

Section: Conceptual Framework Of Entrepreneurial Universitymentioning

confidence: 99%

Myth and Reality of Entrepreneurial Universities in Iran

Mahdi¹

2016

IJAEDU- International E-Journal of Advances in Education

View full text Add to dashboard Cite

Development of infrastructures and facilities shows has started entrepreneurship journey in Iranian scientific system. Development of infrastructures and facilities represents the beginning of entrepreneurship journey in Iranian scientific system. However, Iranian entrepreneurial university is not myth, but it has not been come true yet, especially in the field of social entrepreneurship. The current situation of university represents or indicates the complex and challenging journey ahead and suggests initiatives to transform Iranian universities into more entrepreneurial institutions. There are two main necessary conditions for this vital journey. One, Iranian universities not only must pay close attention to the coherence between them and the environment, but also, they should avoid the ivory tower attitude and take into careful consideration about the specificities of their context and the needs of the stakeholders. Second, it is need to change academic culture and attitudes and promote and diffuse entrepreneurial culture and entrepreneurial values within each institution. Changing in academic culture and attitudes is second point, universities should promote and diffuse entrepreneurial culture and values within each institution. Turning the traditional university into an entrepreneurial university is a cultural matter, and it needs entrepreneurship training, especially skills training to individuals. Based on this study, shaping and effectiveness of entrepreneurial university don't possible without systematic development of skill training and entrepreneurial education for students, faculty members, managers and staff, and reinforcement of entrepreneurial attitudes in university human resources. Also, the main weakness of academic entrepreneurship is overemphasis of economic-technical entrepreneurship dimensions and low attention on socio-cultural entrepreneurship. One of the key perspectives of the third generation university is development of professional skills and competences and empowerment of students and faculty in direction of national development process and society problems solving. In the academic entrepreneurship journey, we should eliminate weaknesses, strength strengths and increase universities responsibility and accountability. Entrepreneurial university and the 3G University should serve society in socio-economic dimensions.

show abstract

Entrepreneurial Universities

Cited by 261 publications

References 97 publications

Sentrepreneurial Training and Organizational Performance: Implications for Future

Sentrepreneurial Training and Organizational Performance: Implications for Future

A Study of Core Competencies for Supporting Roles in Engagement and Impact Assessment in Australia

Myth and Reality of Entrepreneurial Universities in Iran

Contact Info

Product

Resources

About