Overview

"Global recessions and structural economic shifts are motivating government and business leaders worldwide to increasingly look to ""their"" universities to stimulate regional development and to contribute to national competiveness. The challenge is clear and the question is pressing: How will universities respond? This book presents in-depth case narratives of ten universities from Norway, Finland, Sweden, UK, and the U.S. that have overcome significant challenges to develop programs and activities to commercialize scientific research, launch entrepreneurial degree programs, establish industry partnerships, and build entrepreneurial cultures and ecosystems. The universities are quite diverse: large and small; teaching and research focused; internationally recognized and relatively new; located in major cities and in emerging regions. Each case narrative describes challenges overcome, actions taken, and resulting accomplishments. This volume will be of interest to policymakers and university administrators as well as researchers and students interested in how different programs and activities can promote university entrepreneurship while contributing to economic growth in developed and developing economies."

Full Product Details

Author:   Lene Foss (University of Tromso, Norway) ,  David Gibson (The University of Texas, USA)
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Dimensions:   Width: 15.60cm , Height: 1.50cm , Length: 23.40cm
Weight:   0.589kg
ISBN:  

9781138830776

ISBN 10:   1138830771
Pages:   312
Publication Date:   26 May 2015
Audience:   College/higher education ,  Tertiary & Higher Education
Format:   Hardback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

"1. Introduction to the Third Mission and the Entrepreneurial University 2. New York University: Nurturing entrepreneurship in New York City 3. Growing a Regional Innovation Ecosystem: Austin, Texas 4. High Technology Entrepreneurship in a University Town: The Cambridge story 5. Kingston University London: Using entrepreneurship programs to attract talent and to enhance educational impact 6. Chalmers: Institutionalizing the entrepreneurial? 7. The Evolution of Lund University’s Entrepreneurial Ecosystem from 1980 to 2012 8. Entrepreneurial Aalto: Where science and art meets technology and business 9. Kymenlaakso University of Applied Sciences, Finland: In search of university-wide entrepreneurial action 10. UIT, The Arctic University of Norway: Challenges at the Arctic crossroads 11. Stavanger: From petroleum focus to diversified competence through crisis and consensus 12. Case Study Analyses: Culture, institutional change, and architecture Chapter Abstracts 1. The Entrepreneurial University: Context and Institutional Change (Lene Foss and David V. Gibson) With an increased emphasis on commercializing research, licensing of technology, creating university spinoffs, introducing entrepreneurship programs, and expanding university–industry relations, universities are being encouraged to take an entrepreneurial turn. We view the entrepreneurial turn as an institutional change, building on Scott (2014) as the term ""institution"" broadly refers to sets of formalized rules, norms, conventions, and behavioural expectations that determine what is appropriate in a given context. This expanded mission of the universities can also be better understood by integrating the concept of entrepreneurial architecture (Nelles and Vorley, 2010, Nelles and Vorley 2011).The chapter lays out the books’ theoretical framework focusing on (1) What actors and forces are important in motivating institutional change in the development of a university’s entrepreneurial architecture? (2) How do universities interact with institutional context in developing entrepreneurially? Finally, the chapter introduces the reader to universities from different national and regional contexts as a means to learn from in-depth comparative studies of emerging and well-developed entrepreneurial universities across different institutional contexts. Two research questions focus discussion 2. New York University: Nurturing entrepreneurship in New York City (Bala Mulloth and Jill R. Kickul) New York City’s (NYC) entrepreneurial ecology has played a vital role in fostering and stimulating New York University’s (NYU) entrepreneurial turn leading to many successful NYU innovations and start-up companies that have positively impacted NYC’s overall entrepreneurial ecology. The chapter discusses key university initiatives including technology commercialization activities facilitated through the entrepreneurship support resources at NYU. Finally, it describes the overall economic impact of these initiatives and how they enhance the city’s overall competitiveness. 3. Creating and Sustaining High Technology Development in Austin, Texas (David V. Gibson and John Butler) The University of Texas at Austin has been the key institution in the transformation of Austin, Texas from a state government and university town of about 400,000 to a fast growing, globally competitive technology innovative region. Up until the mid-1980s the City of Austin did not have the knowledge and talent assets to launch or grow technology-based entrepreneurial ventures and university graduates left Austin for the East and West coasts to find work and to pursue careers. National economic development experts believed that it was not possible for Austin to successfully compete with Silicon Valley or Boston in recruiting the ""creative class"". They were wrong. By the mid-1900’s Austin had become a ""talent magnet"" and one of the fastest growing mid-sized cities in the United States. Delegations from across the United States and worldwide continually visit Austin to understand how the university and surrounding region were transformed. 4. High Technology Entrepreneurship in a University Town: The Cambridge story (Robert Hodgson) This chapter tells the story of the last half century of change in Cambridge, UK relating to the emergence of high technology business as the main economic sector in a town primarily known for its ancient and excellent university. The crucial role of the University of Cambridge in the changes, and how the institution adapted is described as to its role as a contributor to the growth of technology businesses and to the changes made in policies and procedures in the national policy context in which it operates. The essential role of informal alliances across university, business and government communities is stressed in the contribution they made to create the trust necessary to do things differently. 5. Kingston University London: Using entrepreneurship programmes to attract talent and to enhance educational impact (Christina Lea Butler & Martha Mador) Kingston University London (KUL) is a rapidly changing modern institution. The authors discuss the external and internal challenges the university faces, and the general need for universities to embed new institutional attitudes, skills, and knowledge, to meet society’s increasing expectation for entrepreneurship education. A profile is presented of KUL’s considerable success in developing and embedding support systems for student entrepreneurship, and the university’s plans to enlarge the scope of these programs. 6. Chalmers: Institutionalizing the entrepreneurial? (Mats Lundqvist) Chalmers has a long and strong history as an entrepreneurial university focusing on venture creation, rather than on patenting and licensing. Chalmers School of Entrepreneurship has championed student surrogate entrepreneurship into a leading model for technology venture creation. In the last decade, innovation and entrepreneurship have been broadened into early-stage innovation processing enabling intellectual asset building in research groups, while engaging students in a variety of innovative capacities. The university is now at the verge of systematically integrating innovation and entrepreneurship with its missions of research and entrepreneurship. 7. The Evolution of Lund University’s Entrepreneurial Ecosystem from 1980 to 2012 (Tomas Karlsson, Caroline Wigren-Kristofferson, and Hans Landström) Lund University, established 1666, is one of the most prestigious universities in Sweden. The authors describe the University’s entrepreneurial ecosystem as varied and complex, but with three key support actors: Ideon Science Park, which provides mentor and incubator support services; the Lund University Innovation System, the university technology transfer office; and an Entrepreneurial Education platform that provides an array of programs and courses for undergraduates and graduate students. An emphasis is placed on two master degree programs in entrepreneurship—which has among the highest application rate of all master programs in entrepreneurship in Sweden. These entities play integral roles in a robust entrepreneurial ecosystem that serves students and faculty university wide. 8. Entrepreneurial Aalto: Where science and art meet technology and business (Steffen Farny and Paula Kyrö) This chapter reports on the entrepreneurial dynamics and elements of the ecosystem at Aalto University in Helsinki. The Aalto case demonstrates a particular evolution of an entrepreneurial ecosystem, where a top-down strategic move occurs concurrently with a student-driven push for similar changes. The objective of entrepreneurial Aalto is to achieve high-growth and socially equitable development through multidisciplinary research and education. 9. Kymenlaakso University of Applied Sciences, Finland: In search of university-wide entrepreneurial action (Ari Lindeman) This case tells the story of how a university of applied sciences in a relatively small and economically hard hit region has struggled and succeeded to become an adaptive partner in an innovation-generating ecosystem as well as a provider of a more creative and entrepreneurial class across disciplines and professions. This is a story of a genuine but winding pursuit to break out from deep-seated educational, professional, and disciplinary traditions; of benefitting from new funding opportunities; of searching for appropriate approaches for leadership; and of developing curricular structure and operating systems that would allow entrepreneurial action to emerge among students and personnel without sacrificing the steady production of quality degrees. 10. UiT, the Arctic University of Norway – Challenges at the Arctic crossroads (Elin Oftedal and Lene Foss) The establishment of the University of Tromsø (UiT) has transformed its challenged and remote starting point into a centre of knowledge relevant in the high north. ar North. As the arctic north has currently gained more national and international interest because of resources within petroleum and mining, the UiT is pivotal in furthering the region’s sustainable development. The UiT has developed academic spinouts and been instrumental in spurring industrial development where there was none. However, the region faces challenges as a remote region such as the as the lack of financial resources, distant markets, organizational and competency thinness and high vulnerability for new and fledgling businesses. 11. Stavanger: From petroleum focus to diversified competence through crisis and consensus (Elin Oftedal and Tatiana Iakovleva) The idea of establishing a university in Stavanger was introduced in 1965. Yet in spite of strong internal support, it took a long struggle—academically, politically, and financially—to realize the university’s launch in 2005. Local economic pressure steered the focus towards the energy industry; and while the Stavanger economy is strong, an underpinning concern is whether an ""oil infused"" regional economy can foster and maintain a viable entrepreneurial spirit and activity. This chapter focuses on how Stavanger’s competence as petroleum hub has spurred university development, which is now laying a foundation for diversified business development. 12. The Entrepreneurial University: Case analysis and Implications (Lene Foss and David V. Gibson) Chapter 12 analyses the case narratives at organisational and institutional levels of analysis by focusing each of the five dimensions of entrepreneurial architecture: culture, leadership, systems, strategies, and structures. One main conclusion is the importance and impact of a university’s regional and national context concerning the launch, development, and sustainability of programs and activities supporting the entrepreneurial turn. A second major conclusion is that institutional change toward the entrepreneurial turn is effectively initiated ""top down"" and ""bottom-up"" by formal and informal leaders reacting to regulative, normative, and cognitive levels of influence. The general picture emerges that there are different ways to accomplish third mission activities and specific entrepreneurial architecture dimensions may be employed in different ways and strengths. The chapter concludes with suggested research and policy implications."

Reviews

'This excellent book, put together by Foss and Gibson, provides a unique and fresh perspective on entrepreneurial universities. The editors offer us insightful theoretical ideas whilst the empirical studies illustrate the variety of contexts entrepreneurial universities can operate in successfully.' - Friederike Welter, Institut fur Mittelstandsforschung (IfM) Bonn and University Siegen, Germany. 'This insightful book offers ideas, thoughts and research results on the role of context in the emergence and development of entrepreneurial universities through the lens of institutional theory. This is done mainly by examining a number of cases providing a great level of diversity. After reading the book, factors and strategies which could facilitate the transition to more entrepreneurial university behaviors appear in a wide variety of contexts and institutional conditions.' - Alain Fayolle, Professor, EMLYON Business School, France 'Lene Foss and David Gibson provide us with a splendid variety of new cases -- from familiar locales of Austin and Cambridge UK to unfamiliar settings of the Arctic University and Lund University -- where universities are an anchor tenant in burgeoning regional economies. The cases are enriched with a provocative analysis of the institutional changes and conflicts that are triggered by these enterprising efforts to make higher education an engine of economic growth.' - Walter W. Powell, Professor, Stanford University, USA

Author Information

Lene Foss is a professor of innovation and entrepreneurship at the University of Tromsø (UiT) in Norway. David V. Gibson is Associate Director and the Nadya Kozmetsky Scott Centennial Fellow, IC² (Innovation, Creativity, Capital) Institute, The University of Texas at Austin.

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