Humboldt Meets Schumpeter? Interpreting the ‘Entrepreneurial Turn’ in European Higher Education

Pinheiro, Rómulo

doi:10.1007/978-3-319-21512-9_15

Cited by 11 publications

(9 citation statements)

References 98 publications

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“…The organizational model underlining HEIs' administrative expansion is closely linked with broader changes in the European higher education landscape. Scholars have pointed out the competing logics that the diffusion of this model brings to the fore (Gumport 2000;Olsen 2007;Dobbins et al 2011;Pinheiro 2016). Not only do European universities face global challenges of supercomplexity in terms of rearticulating their centrality as knowledge institutions (Barnett 2000), but the implementation of an increasingly "managerialized" governance has implications for the ways that academics long assumed how to profess their profession (Ginsberg, 2011;Harris 2011).…”

Section: Reflections On He Organizational Transformations and Furthermentioning

confidence: 99%

Administrators in higher education: organizational expansion in a transforming institution

Baltaru

Soysal

2017

High Educ

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Recent European research has revealed growth in the number of administrators and professionals across different sections of universities-a long established trend in US universities. We build on this research by investigating the factors associated with variation in the proportion of administrators across 761 Higher Education Institutions (HEIs) in 11 European countries. We argue that the enactment of expanded and diversified missions of HE is one of the main factors nurturing universities' profesional and administrative bodies. Our findings support such an assertion; regardless of geographical and institutional differences, HEIs with high levels of "entrepreneurialism" (e.g. in service provision and external engagement) are characterized by a larger proportion of administrative staff. However, we find no empirical support for arguments citing structural pressures and demands on HEIs due to higher student enrolments, budget cuts or deregulation as engines driving such change. Instead, our results point towards, as argued by neo-institutionalists, the diffusion of formal organization as a model of institutional identity and purpose, which is especially prevalent at high levels of external connectedness.Keywords Higher education . Professional and administrative staff . Organizational expansion . Functionalism . Neo-institutionalism . EntrepreneurialismThe last couple of decades have marked a shift in the very nature of higher education (HE) as a knowledge institution. The early nineteenth century Humboldtian model of an elite institution prioritizing the pursuit of knowledge on its own left its place to the late twentieth century myth of the knowledge society (Meyer et al. 2006). Higher education institutions (HEIs) are facing High Educ (2018) 76:213-229 https://doi.

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Section: Reflections On He Organizational Transformations and Furthermentioning

confidence: 99%

Administrators in higher education: organizational expansion in a transforming institution

Baltaru

Soysal

2017

High Educ

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“…Still, much RIS research views universities as an economic engine for the region. Those wary of the “entrepreneurial turn in higher education” investigate the conditions necessary for productive university‐industry engagement (Pinheiro, , p. 291; Sánchez‐Barrioluengo & Benneworth, ). Future studies could consider if research centers—outside the university and dedicated to industry research—are relevant to regional innovation.…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, the regional university system is not always easily accessible to subsidiaries (Heidenreich & Mattes, ). The broader university environment that sets norms and expectations for individual behaviors—may constrain CRC academics (Benneworth et al, ; Pinheiro, ; Nieth et al, ; Sánchez‐Barrioluengo & Benneworth, ; Smith et al, ). Research and teaching are the primary tasks of a professor, and industry‐related projects that take their time away from these may be seen as a burden.…”

Section: Unpacking the Black Boxmentioning

confidence: 99%

The role of university‐industry research centers in embedding foreign subsidiaries: Insights from automotive research and development in Ontario

Goracinova

2019

Geography Compass

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Regionally embedded foreign subsidiaries have an advantage over disembedded ones. The ability to draw on local knowledge networks to create differentiating capabilities can enhance the subsidiary's influence within the multinational enterprise. A subsidiary's power is shaped by its control over external resources or skills the parent company depends on to develop new products. These local relationships are then used to bargain for further mandates, sometimes in competition with sister subsidiaries. One way in which foreign subsidiaries can deepen their connections with the local context is by collaborating in their innovative efforts with university‐based collaborative research centers (CRCs). I argue that CRCs are not a panacea when it comes to embedding the subsidiaries of foreign multinational enterprises (MNEs). A review of the literature helps identify the subsidiary‐parent relationship and industry‐academia conflicts of interest as obstacles to the development of productive relationships between subsidiaries and academia. I draw on evidence from three Ontario CRCs, with different scientific focus and stakeholders and analyze how these factors shape their behavior. The study shows that long‐term CRCs‐subsidiary relationships can be challenging to establish. This is because subsidiaries remain tightly controlled by their parent companies and cannot get access to the resources necessary to pursue ambitious innovation projects. It is also challenging for subsidiaries to form long‐term relationships with CRC researchers, who prioritize other goals such as training skilled personnel and continuing their research agenda. CRCs where 1) subsidiaries have a strong bargaining position within the MNE, and 2) academic expertise is aligned with industry needs have a greater chance to contribute to future MNE embeddedness.

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“…As a result, universities are increasingly pressured to respond to external imperatives and demands, while, at the same time, they are expected to enhance their efficiency. This is leading to the local adoption of key, structural and cultural features associated with the model or global script of the entrepreneurial university (Pinheiro, 2016). Entrepreneurship is not a subject or a discipline, but a practice or a way of thinking that can increase the impact of innovation (Thorp, Goldstein, 2010;Saulius et al, 2020).…”

Section: University Managementmentioning

confidence: 99%

Rankings in Students’ decision-making process in Poland – implications for university management

Sułkowski¹,

Gregor²,

Spychalska³

2020

Journal of International Studies

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Universities become increasingly complex and varied market players. Commercialization of education market changes their current position while forcing to redefine the orientation from traditional academic values towards business models. Building a market advantage enforces the necessity to undertake actions that are directed at consumer-related values. It is the consumer who, on the one hand, becomes a key stakeholder of activities performed by universities, and on the other one, a partner. As a result, university transforms in an ecosystem of mutual multidimensional relations between its employees and students. It evolves while seeking subsequent factors of success and unique values. Its position in rankings becomes a reflection of the effectiveness of undertaken strategies and actions determining future decisions of its consumers-students. The paper is of empirical-theoretical nature and its aim is to identify the role of rankings in students' decision-making processes with a particular focus on the conditions for managerial processes implemented by universities. The discussion is based on the relevant literature and the empirical studies' results.

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Humboldt Meets Schumpeter? Interpreting the ‘Entrepreneurial Turn’ in European Higher Education

Cited by 11 publications

References 98 publications

Administrators in higher education: organizational expansion in a transforming institution

Administrators in higher education: organizational expansion in a transforming institution

The role of university‐industry research centers in embedding foreign subsidiaries: Insights from automotive research and development in Ontario

Rankings in Students’ decision-making process in Poland – implications for university management

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