1,721,044 research outputs found
Orchestrating affect at the entrepreneurial university
No full textThis chapter sets out to explore affective, bodily experiences through which entrepreneurship promotion activities of the entrepreneurial university operate. We conceptualize these activities as ‘orchestration of affect’, which refers to a range of practices, strategies, and design efforts through which actors seek to generate particular kinds of affective responses in other people to achieve certain organizational ends. Drawing on an ethnographic study at a university-based startup incubator located in Helsinki, Finland (ThinkCo), we identify and analyze the key practices in and through which affects are orchestrated to create support for an entrepreneurial university: inviting inspirational speakers and facilitating business idea development. Our analysis offers new understanding of how higher education organizations regulate their participants’ experiences on the level of precognitive forces. To close, we propose an agenda for future research on entrepreneurial university from the perspective on affect
The societally entrepreneurial university
No full textIn this chapter we engage with the notion of the entrepreneurial university, in particular with its newly adopted ambition to explicitly contribute to social and societal change (the ‘societally entrepreneurial university’). We do so against the backdrop of the delicate situation in which many (European) universities currently find themselves, and discuss ways to imply and involve society, vis-à-vis universities’ perceived relevance. We argue how such a concept as ‘community service learning’ does not suffice, and may make universities run straight back into the trap they are seemingly trying to avoid. Accordingly, we propose an affirmatively critical approach, in which raising critical questions goes hand in hand with possibilities to bring about social and societal change. This entails an interventionist agenda, with an emphasis on reflexivity, to alter current-day problematic practices, and to re-turn to the important functions universities have always had.</p
Entrepreneurial university business models: core drivers, challenges and consequences
Full text linkAn entrepreneurial university is one that performs ‘entrepreneurial’ activities such as licences, collaborative research with private firms and spinoffs, and engages in different knowledge transfer activities that have an impact on society (Siegel et al., 2007; Guerrero et al., 2016; Kalar and Antoncic, 2015) and acts as a catalyst for academic entrepreneurship (Shane, 2004).To be ‘entrepreneurial’ requires not only the transformation of the core valueactivities of a traditional university but also greater engagement with externalstakeholders such as industry, government and wider society (Mascarenhas etal., 2017; Clauss et al., 2018). Indeed, research has highlighted the economicimpact that entrepreneurial universities have beyond their own institutionalboundaries (see Guerrero et al., 2016; Howlett, 2010). Within an entrepreneurialuniversity the focus is not only on new knowledge production but on knowledge dissemination, which has an impact on wider society (Goddard and Vallance, 2013). Therefore, engaging more in ‘entrepreneurial’ activities requires changes to the core dominant logic of the university. The dominant logic of an organisation reflects the norms of how they operate (Roessler et al., 2019). Universities’ traditional dominant logic is to provide high quality education,the creation of new knowledge and scientific advancement. However, the ‘third mission’ of universities puts emphasis on the commercialisation of knowledge. Whilst these activities can be and should be complementary, scarce resources and capabilities require trade-off decisions to be made regarding what mission and activities universities prioritise. Many universities want to maintain their core traditional mission and need to ensure they can react to changes in their external environment (Passaro et al., 2017). However, universities are limited by the path dependency of their structures, practices and identity concepts (Krucken, 2003). Consequently, scholars and policy makers alike have become increasingly interested in how universities’ business models can react to the external drivers for change and become more entrepreneurial. Teece (2010) identifies that a business model ‘describes the design or architecture of the value creation, delivery, and capture mechanisms it employs’. All organisations, either explicitly or implicitly, employ a business model, where a business model is designed to help an organisation realise its overall strategy (Casadesus-Masanell and Ricart, 2010). Yet research and understanding of university business models is limited (McAdam et al., 2017). Organisations need to innovate and change their business model in response to changes in their environment (Demil and Lecocq, 2010; Schneider and Spieth, 2013). Therefore changes to the core mission of universities requires changes to their respective business model to reflect new value creating and capture activities (Miller et al., 2014; McAdam et al., 2017). However, there is a lack of understanding of how to design entrepreneurial university business models (Etzkowitz et al., 2019) and the challenges and consequences that being more entrepreneurial may have for universities (Cunningham et al., 2017). Thischapter aims to arrive at a research agenda focused on furthering theory andpractice on the development of entrepreneurial university business models
Calling for student engagement in an entrepreneurial university
No full textThe stakeholder approach to entrepreneurial universities has raised interest among entrepreneurship scholars and as a result, students are recognized as an important internal stakeholder group within an entrepreneurial university. However, research conducted among university actors tends to focus on the university management or academic staff’s point of view while the students as stakeholders in entrepreneurial universities remain neglected. In this chapter, we discuss why student engagement in entrepreneurial universities should be studied and how it can be studied. We outline new potential topics and methodological approaches on how to study this topic. We argue, that to increase the students’ entrepreneurial engagement more attention could be put on examining different ways to make students’ voices heard in formal university activities and on examining students’ ways to participate in extra-curricular activities. Furthermore, to capture the multidimensional nature of student engagement, multiple ways of studying and assessing student engagement are needed
Challenges in delivering a brand promise - focusing on municipal healthcare organisations
No full textPurpose To investigate how healthcare professionals understand a new organisational brand and examine the ideas discussed in relation to it within health care organisations. Design/methodology/approach The research is based on a discursive approach that facilitates understanding how the informants perceived a new organisation brand and how that might shape their activities in the enterprise. Findings The study identified four distinct interpretative repertoires: the organisational brand as an economic solution, the magic wand, the factory, and a servant to the customer. The new brand was understood in terms of economic and business-like functions marked by external branding and its signs (logos etc.). The brand is not communicated to patients or colleagues, and the factory metaphor is applied to work practices. Hence, several potential dilemmas arise concerning the brand promise, customer expectations, economic and efficiency gains and the professional values of employees. Research limitations/implications Adoption of private-sector practices in semi-public or public-sector organisations is common. This study focuses on how private-sector ideas diffuse into the organisations and how they are translated within them. Practical implications We suggest a stronger emphasis on internal branding as a reconciliation to enhance legitimacy, high-quality customer service and staff wellbeing. Originality/value Theoretically, the unique contribution of the study is drawing upon health care branding, dilemma theory and discursive institutionalism in its interpretation. Consequently, it demonstrates how ideas about the brand and public health care are translated and communicated in the examined discourses and how those ideas reconstruct understanding and change behaviour within the organisations
Beyond Profit-Centric Motives: Factors That Facilitate or Hinder Sustainable Entrepreneurship Across Emerging and Developed Markets
No full textDeterminants and measurement of entrepreneurial self-efficacy among women entrepreneurs: empirical evidence from Germany
No full text6. Determinants and measurement of entrepreneurial self-efficacy among women entrepreneurs: empirical evidence from Germany Silke Tegtmeier and Jay Mitra INTRODUCTION Women play an increasingly important role in entrepreneurship and economic
Innovation in family firms and SMEs : distinctive features and research challenges
No full textInnovation is widely recognized as a key asset for firms, positively affecting performance, growth, long-term value creation, and competitive advantage. When studying innovation, scholars usually focus on large and listed firms, while relatively limited knowledge exists on innovation in family firms and small and medium-sized enterprises (SMEs). However, these are the most ubiquitous forms of business organization around the world and overlooking their distinctive features may limit current understanding about innovation. In this chapter, we highlight relevant research avenues and unaddressed questions for future research on innovation in family firms and SMEs. In so doing, we outline a future research agenda that will hopefully guide future scholars interested in innovation in the context of family firms and SMEs
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