The entrepreneurial university

Foss, Lene; Gibson, David V.

doi:10.4324/9781315737065-12

Cited by 16 publications

(17 citation statements)

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“…LUT’s latest strategy, launched in 2014, includes entrepreneurship in its mission, emphasizing the broad scope of entrepreneurial actions. Since LUT has long traditions of collaborating with industry and has included entrepreneurship in its strategic mission, it can be considered an entrepreneurial university (Foss and Gibson, 2015). This can be seen as a concrete action towards changing the university’s role in society, which was in fact noted in the Finnish Universities Act (Yliopistolaki, 558/2009) which introduced the third mission of societal interaction and impact.…”

Section: Methodsmentioning

confidence: 99%

“…For this reason, institutionalization may lead to higher potential for an activity to survive but may damage its original efficiency (Pittaway and Hannon, 2008). In order to resolve the conflict between ceremonial rules and efficiency, organizations can decouple official structures and activities (Meyer and Rowan, 1977): this the appearance of being an entrepreneurial university might be maintained, while at the same time the university’s core tasks of teaching and research are protected by decoupling third mission activities (Pinheiro et al, 2015), and in practice the most appropriate or efficient ways of working are allowed (Foss and Gibson, 2015). Even if the entrepreneurial practices are accepted, decoupling may occur in two distinct ways.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Challenges to the development of an entrepreneurial university ecosystem: The case of a Finnish university campus

Lahikainen

Kolhinen

Ruskovaara³

et al. 2018

Industry and Higher Education

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The purpose of this study is to add to the literature on entrepreneurial university ecosystems by highlighting the ways in which academics engage or decouple in entrepreneurship processes and thereby in the emerging entrepreneurial ecosystem. The study extends our understanding of the emergence of an entrepreneurial university ecosystem by providing an in-depth analysis of a Finnish university campus, investigating how individuals’ perceptions respond to societal and institutional demands for the fostering of entrepreneurship. The findings suggest that education and research are regarded as the highly institutionalized logics of universities, and these logics tend to be maintained since more rewards are associated with them than are associated with the logic of entrepreneurial actions. These competing logics lead to conflicting interests and cause intentional and unintentional decoupling in the adaptation and implementation of entrepreneurial actions in universities.

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Section: Methodsmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Challenges to the development of an entrepreneurial university ecosystem: The case of a Finnish university campus

Lahikainen

Kolhinen

Ruskovaara³

et al. 2018

Industry and Higher Education

View full text Add to dashboard Cite

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“…The transformational role of entrepreneurship in the context of education is reasonably well-established in the literature (Gartner and Vesper, 1994; Etzkowitz, 2003; Hytti and O’Gorman, 2004; Hartshorn and Hannon, 2005; Johnson et al , 2006; Heinonen and Poikkijoki, 2006; Jones and Iredale, 2010; Draycott and Rae, 2011; Foss and Gibson, 2015a, b). However, considering that the sheer volume of extant studies in this direction is on entrepreneurship training (Matlay, 2007), there seems to be a palpable lacuna on how universities themselves embrace entrepreneurship as a platform for fulfilling the demands of the third mission.…”

Section: Introduction and Research Contextmentioning

confidence: 89%

“…Weaving the discussion around documentary evidence, based on both an analysis of media reports (see e.g. Knibbs, 2014; Moore, 2014; O’Neill, 2014; Gbadamosi and Madichie, 2014), and a review of the extant literature (Hommel et al , 2016; Foss and Gibson, 2015a, b; Doherty et al , 2015; Jones and Rowley, 2009; Morrish, 2011; Hills et al , 2008; Hoy, 2008; Morris et al , 2002; Stokes, 2000; Low and MacMillan, 1988), this study explores an emergent trend, and through narrative, extends the boundaries of the discourse in the domain of the entrepreneurial university.…”

Section: Research Methodology/approachmentioning

confidence: 99%

“…For example, Foss and Gibson (2015b) in their edited book, relied on a series of case analyses drawing upon a narrative tradition that builds on an epistemological and ontological position that denies the possibility of a theory-neutral language. The explorative character of another but related publication by these authors also follows a theory-building approach in which they use case narratives written by participant observers from their unique perspectives as a key investigative tool to support other methods used (Foss and Gibson, 2015a, p. 252).…”

Section: Research Methodology/approachmentioning

confidence: 99%

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The entrepreneurial university: an exploration of “value-creation” in a non-management department

Madichie

Gbadamosi

2017

JMD

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Purpose The purpose of this paper is to highlight the strategies undertaken by “entrepreneurial” universities to leverage their bottom-line especially in response to withdrawals of public funding. Internationalisation has been the most prominent from setting-up overseas branch campuses to aggressive recruitment drives for international students, and more recently, the launch of new programmes to attract a wider market. Design/methodology/approach Based on a documentary analysis, this study explores the future of curriculum development in entrepreneurial universities, using narratives around an “unconventional course” launch as a case illustration. Findings The findings reveal an interesting interaction of innovation, opportunity recognition, risk taking and pro-activeness at play within a university environment. The study also highlights how instructors have, in the past, based their syllabi on celebrities – from the Georgetown University to the University of South Carolina, University of Missouri and Rutgers University cutting across departments from English through sociology to Women’s and Gender Studies. Practical implications Overall this study captures the relationship between hip-hop artistry and poetry, as well as meeting the demands of society – societal impacts – not the least, bringing “street cred” into the classroom. Social implications The case illustration of a course launch at the University of Missouri linking hip-hop artists to curriculum development and pedagogy, opens up the discourse on the future trajectory of teaching and learning in higher education, with its attendant social implications – not the least for life after graduation. Originality/value This study provides fresh insights into the entrepreneurial potential of universities in co-branded/marketing activities with the hip-hop industry.

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From Knightian uncertainty to real‐structuredness: Further opening the judgment black box

Rapp

Olbrich

2022

Strategic Entrepreneurship

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Research Summary Entrepreneurial judgment remains a concept that resembles a black box. This article attempts to further open that black box by developing a dimensionalization of types of judgment. To achieve this, it joins recent efforts to explicitly link entrepreneurship to Simonian themes by integrating the notion of decision problem structures into the judgment‐based approach (JBA) to entrepreneurship. This article proposes a more comprehensive and nuanced approach to judgment in the face of decision problems we label “real‐structured.” Extending the JBA comes with several important implications: It uncovers additional entrepreneurial knowledge problems, provides new insights for both economic organization and judgment communicability, and informs research on entrepreneurial success and failure. It also sheds new light on the controversy over the relationship between effectuation and judgment. Managerial Summary When taking decisions, entrepreneurs cannot know how the future will pan out. Those decisions are made under conditions of uncertainty and only time will tell whether they prove astute or otherwise. The uncertainty of the future leads entrepreneurs to exercise judgment based on their individual beliefs and to act accordingly. The components of that entrepreneurial judgment remain rather underexplored. The purpose of this article is to dig deeper into, and thereby improve, the understanding of entrepreneurial judgment. The main result of this article is a four‐part dimensionalization of judgment, covering entrepreneurial (sub‐)judgments on the effects incurred by action, the appraisal of action alternatives, the goals underlying action, and resolving the decision problem.

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The entrepreneurial university

Cited by 16 publications

References 1 publication

Challenges to the development of an entrepreneurial university ecosystem: The case of a Finnish university campus

Challenges to the development of an entrepreneurial university ecosystem: The case of a Finnish university campus

The entrepreneurial university: an exploration of “value-creation” in a non-management department

From Knightian uncertainty to real‐structuredness: Further opening the judgment black box

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