Entrepreneurialism in Japanese and UK Universities: Governance, Management, Leadership, and Funding

Abstract

This paper scrutinises organisational change in Japanese and UK universities which are engaged in entrepreneurial activities. The study focuses on recent changes in governance, management, leadership, and funding in these universities. The paper argues there are convergent trends between Japanese and UK universities in terms of increasing entrepreneurial activities, a review of institutional strategies, a review of the organisation, the application of market-oriented institutional policy, links with the industrial sector, the notion of a public financial crisis and changing external environment, strong leadership of the university President or Vice-Chancellor, and the notion of the accountability of the university to society as a whole. However, the application of particular institutional strategies, entrepreneurial culture, and the way in which an institution relates itself to the private sector significantly differs among institutions. The paper suggests that those differences are related to different institutional history and characteristics -including those between national and private universities in Japan, and old and new universities in the UK -as well as different government policies between Japan and the UK.The paper first proposes a theoretical model for the five types of entrepreneurial culture of the institutions. It then examines the model by using case studies: Nottingham Trent University (UK), University of Surrey (UK), University of Tokyo (Japan), and Waseda University (Japan).

Who controls the board in non-profit organizations? The case of private higher education institutions in Colombia

“…Nguyen et al (2016) and Rungfamai (2016) consider Vietnamese and Thai HEIs, respectively, to study the adoption of strategies responding to contextual factors to improve quality, produce knowledge, enhance institutional competitiveness, attract local and international students, and increase income. Nisar (2015) and Yokoyama (2006) stress the changing views about the role of government funding for HEIs and the promulgation of policies to increase external funding. Hence, these authors analyze the US strategy of paying for performance (Nisar, 2015) and entrepreneurialism in Japanese and UK universities (Yokoyama, 2006).…”

“…Nisar (2015) and Yokoyama (2006) stress the changing views about the role of government funding for HEIs and the promulgation of policies to increase external funding. Hence, these authors analyze the US strategy of paying for performance (Nisar, 2015) and entrepreneurialism in Japanese and UK universities (Yokoyama, 2006). All of these studies establish a relationship between changes in context and governance practices at the institutional level.…”

Evaluation Of Entrepreneurial Capacity Of Universities - A Case Of Estonia

“…An entrepreneurial university is oriented toward innovation and entrepreneurial culture (Kirby et al 2011). Entrepreneurial universities are also characterized by entrepreneurial activities like the creation of new business ventures by faculty and students (Chrisman et al 1995, Etzkowitz 2003Jacob et al 2003); search for new financial resources (Etzkowitz et al 2000;Yokoyama 2006;Thorp, Goldberg 2010;Kirby et al 2011;Mainardes et al 2011). …”

Governance and Adaptation to Innovative Modes of Higher Education Provision

“…The concept of entrepreneurial universities has been at the heart of higher education research and has been taken up by various scholars (see, for example, OECD 1999; Chatterton & Goddard 2000;Holland 2001;Bennett et al 2003;Etzkowitz 2004;Gunasekara 2004;Kirby 2005;Simkins 2005;Gibb & Hannon 2006;Yokoyama 2006;Bratianu & Stanciu 2010;Salamzadeh et al 2011;Jones et al 2012).…”