Institutional factors affecting the transformation of entrepreneurial universities

Salamzadeh, Aidin; Farsi, Jahangir Yadollahi; Mahmoud, Motavaseli; Marković, Mirjana Radović; Kawamorita, Hiroko

doi:10.1504/ijbg.2015.068620

Cited by 26 publications

(32 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Institutions have been generally accepted to determine the rules of the game (Salamzadeh et al 2015). Scholars have presented the institutional structure mainly in two perspectivesformal institutions and informal institutions.…”

Section: Institutional Structuresmentioning

confidence: 99%

“…The influence of institutional factors on entrepreneurship development is necessary whether it turns out to be a positive or negative outcome (Salamzadeh et al 2015). With such level of importance placed on institutional factors, this section draws attention to how the regulative factors encourage or discourage entrepreneurship inherently, influencing the expectations of an emerging entrepreneur.…”

Section: Institutional Structuresmentioning

confidence: 99%

“…Expectations of emerging entrepreneurs can be framed, observing the institutional framework in which entrepreneurship is developed (Salamzadeh et al 2015). For instance, an assessment by the entrepreneur on how the entrepreneurship policy influences aspects such as protection of property rights, labour markets, capital markets and the development of entrepreneurship within the geopolitical area, would influence the crafting of the individual's micro perspectives and consequently entrepreneurial expectations.…”

Section: Institutional Structuresmentioning

confidence: 99%

See 2 more Smart Citations

Micro-perspective lens on entrepreneurs in the early stage of business: Expectations vis-à-vis realities

Nheta

Shambare

Sigauke

2020

African Journal of Science, Technology, Innovation and Developm

View full text Add to dashboard Cite

In the early stage of business, which is where most new ventures fail, many entrepreneurs experience discrepancies between their entrepreneurial expectations and business realities. These discrepancies referred to by this paper as an entrepreneurial gap (EG) are, therefore, among other factors, professed to be responsible for the high attrition rate of emerging ventures in South Africa. An oversight in this area of EG, despite the provision of most required resources, may still lead to business failure. This paper argues that there is more yet to be comprehended regarding early-stage business success, concerning the entrepreneur component. The purpose of this paper was to recognize and classify factors responsible for establishing entrepreneurial gaps with the intent to improve the level of preparedness among emerging entrepreneurs. A qualitative approach with in-depth interviews was employed in the data collection. ATLAS ti 8 was used to unpack factors that instigate entrepreneurial gaps while posing challenges to emerging entrepreneurs in the early stage of business. The groups identified were: entrepreneur management, familism and personal management. The findings provide information that is credible to improving the level of preparedness among emerging entrepreneurs, and could be used by mentors, coaches and relevant support structures.

show abstract

Section: Institutional Structuresmentioning

confidence: 99%

Section: Institutional Structuresmentioning

confidence: 99%

Section: Institutional Structuresmentioning

confidence: 99%

See 1 more Smart Citation

Micro-perspective lens on entrepreneurs in the early stage of business: Expectations vis-à-vis realities

Nheta

Shambare

Sigauke

2020

African Journal of Science, Technology, Innovation and Developm

View full text Add to dashboard Cite

show abstract

“…The university -and especially the entrepreneurial university -is not an isolated organization in the economic and societal landscape: it is rooted in a region, a nation and some also have a place on the global stage (Charle & Verger, 2012). Thus, universities are set in different institutional settings (formal and informal) that influence them (Salamzadeh, Farsi, Motavaseli, Markovic, & Kesim, 2015). They interact with different organisations; whose types differ depending on the chosen definition of the entrepreneurial university.…”

Section: Characteristics and Challenges Of The Entrepreneurial Univermentioning

confidence: 99%

Doctoral education in the entrepreneurial university : enhanced employability?

Germain-Alamartine

2020

Linköping Studies in Science and Technology. Dissertations

View full text Add to dashboard Cite

This dissertation explores the issue of employability of doctorate holders through the theoretical lens of the model of the entrepreneurial university. It starts from the observation that there is a bottleneck in the academic labour market in many countries, making it increasingly difficult for recent doctoral graduates to engage in an academic career. Traditionally, doctoral education was designed for a career in academia; but the employment situations of doctorate holders call for more relevance of doctoral education and doctoral-level skills on the non-academic labour market. The main argument of this dissertation is that the openness and the interactions of the entrepreneurial university with its environment, in particular its region, makes it a relevant model to enhance the employability of doctorate holders outside academia. The thesis is based on five publications written either solely by the author or in collaboration with other scholars, mostly case studies compiling both qualitative and quantitative data and approaches. Three main findings can be highlighted from the research: (i) the entrepreneurial university increases its socioeconomic impact by building an alignment with regional stakeholders over the years and thanks to key individuals, by retaining human and social capital within itself and by broadening the scope of its activities and stakeholders; (ii) doctorate holders' employability is key in the entrepreneurial university's regional socioeconomic impact, as they are increasingly employed outside academia but are likely to experience job mismatches in this situation, mainly related to education and skills; (iii) regional stakeholders can take different types of initiatives to enhance the employability of doctorate holders, and increase the entrepreneurial university's socioeconomic impact: more specifically, doctorate holders and non-academic employers can get to know each other better; intermediaries such as Science Parks can support them through the creation of meeting places. The dissertation contributes to the literature on the entrepreneurial university by focusing on the population of doctoral students and doctorate holders, at the crossroads of its three missions (education, research and 'third mission'). It also suggests the following main recommendations: to universities, beyond adapting the content of doctoral education to the needs of non-academic employers, put emphasis on marketing it to them, so that they understand what it is worth; to doctorate holders, expand their knowledge of career possibilities, and behave entrepreneurially by initiating activities to complement what could be missing in their education; to non-academic employers, collaborate with universities and communicate their needs to them to influence the design of curricula.

show abstract

“…This type of knowledge sharing can be termed collaborative commerce, which is normally shared between groups of network organizations. Another dilemma is team work among the individuals working in different organizations of a network and the organizations themselves, which lead their internal information systems to be opened, and improves innovation level (Rockart, 1988;Salamzadeh et al, 2015). These relationships are, basically, used to construct mutual public confidence among organizations themselves and their customers (Stuart, 2000).…”

Section: Network Organizations and Communicationsmentioning

confidence: 99%

Cultural intelligence and network organizations in society: Case of Tehran neighborhood councils

Salamzadeh¹,

Salamzadeh²,

Radović-Markovič³

2016

Int Rev

Self Cite

View full text Add to dashboard Cite

Network communications is one of the modern ideas in the field of organizational behavior. On the other hand, the ability to communicate with employees and understand the cultural differences between them in a multicultural environment is one of the key skills that managers and employees need them in the nowadays organizations. These skills are introduced as cultural intelligence in organizations that have ability to respond to many challenges in multicultural environments. This article was aimed to analysis the relationship between cultural intelligence and network communication. These questionnaires were distributed between 134 members at the Tehran neighborhood councils. In order to analyzing data and concluding results, SPSS, and then Pearson correlation test were used. The research was done based on structural equation modeling (SEM). The result indicated that there was significant positive relationship between cultural intelligence and network communication. Also there was significant positive relationship between each dimension of cultural intelligence and network communication. Findings show that cultural intelligence is a basic factor in network communication and confirm the main hypothesis of this study which represents the existence of a positive and meaningful relation between cultural intelligence and network communication. Furthermore, the results show that considering this kind of intelligence, especially in network organizations which has a high ethnic and cultural variety, could be very useful for improve employees and managers communications.

show abstract

Institutional factors affecting the transformation of entrepreneurial universities

Cited by 26 publications

References 68 publications

Micro-perspective lens on entrepreneurs in the early stage of business: Expectations vis-à-vis realities

Micro-perspective lens on entrepreneurs in the early stage of business: Expectations vis-à-vis realities

Doctoral education in the entrepreneurial university : enhanced employability?

Cultural intelligence and network organizations in society: Case of Tehran neighborhood councils

Contact Info

Product

Resources

About