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01
Contributors
Bjørn Willy Åmo is an Associate Professor at Bodø Graduate School of

Business, University of Nordland, Norway. He teaches and researches on
entrepreneurship.
Vincent Blok is an Assistant Professor with the Social Sciences Group,
Wageningen University, the Netherlands. His research interests include
knowledge-intensive entrepreneurship, the entrepreneurial university and
entrepreneurship education.
Judith Crayford is director for the BA Entrepreneurship programme at
Canterbury Christ Church University Business School. Her research
interests include student learning transitions into Higher Education and
entrepreneurial learning.
Hans Dons is Emeritus Professor Entrepreneurship in the Life Sciences
with the Social Science Group, Wageningen University, and Managing
Director of BioSeeds b.v., a strategic alliance in molecular plant breeding,
located in Wageningen, the Netherlands.
Louise-Jayne Edwards has worked in academia for 14 years, lecturing
and researching in enterprise education as well as providing business
mentoring. She is currently Head of the Enterprise Education Hub at the
University of South Wales (formerly the University of Glamorgan).
Truls Erikson is Professor in Entrepreneurship at the University of Oslo
where he serves as the Director of the Centre for Entrepreneurship. Truls
received his doctorate from the University of Manchester, UK.
Alain Fayolle is a Professor of Entrepreneurship, and the founder and
director of the Entrepreneurship Research Centre at EMLYON Business
School, France. In 2013 he won the European Entrepreneurship Education
Award.
Colm Fearon is director of both the MSc International Business and MPhil/
PhD programmes at Canterbury Christ Church University Business
School, UK. He has research focuses on self-/team efficacy and entrepre-
neurial learning.
Allan A. Gibb, University of Durham, has designed and directed numer-
ous national and international entrepreneurship education programmes
viii

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Contributors ix
at all levels, more recently the UK Entrepreneurial University Leaders

Programme.
Peter Groenewegen is Professor of Organization Sciences in the Department
of Organization Sciences, Faculty of Social Sciences, VU University
Amsterdam. His research concerns the networked character of organizing
and entrepreneurship taking place in emergency management organiza-
tions, health care and online communities.
Marc Grünhagen is researcher and lecturer in entrepreneurship at the
Schumpeter School of Business and Economics at Wuppertal University
in Germany. His research focuses on entrepreneurial intentions, enterprise
policy and university entrepreneurship.
Maribel Guerrero is a researcher at the Orkestra-Basque Institute of
Competitiveness and Deusto Business School in Spain. Her research inter-
ests are focused on entrepreneurial activity inside public/private organiza-
tions, and its socioeconomic impacts.
Sose Hakhverdyan is a student assistant at the Danish Foundation for
Entrepreneurship – Young Enterprise.
Gay Haskins has over 30 years’ experience in management development.
She has been Dean of Executive Education at the University of Oxford’s
Said Business School, the Indian School of Business and London Business
School.
Willem Hulsink is Associate Professor of Entrepreneurship at RSM
Erasmus University, the Netherlands. Previously, he was director/
co-founder of its Centre for Entrepreneurship and a Special Professor
Innovative Entrepreneurship at Wageningen UR.
Casper Jørgensen, The Danish Foundation for Entrepreneurship – Young
Enterprise, is senior analyst undertaking mappings of the spread of entre-
preneurship education and analyses of the impact. Casper holds an MSc
in Economics.
Nicholas Kalaitzandonakes is Endowed Professor of Agribusiness and
Director of the Economics and Management of the Agrobiotechnology
Center at the University of Missouri, USA. He publishes on biotechnol-
ogy industry structure and entrepreneurship.
Christos Kolympiris, Wageningen University, is Assistant Professor in
Management. His research revolves around the knowledge economy. His
work has appeared, among others, in Research Policy and Small Business
Economics journals.

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x Handbook on the entrepreneurial university
Thomas Lans is an Assistant Professor in Education and Competence

Studies, Wageningen University, the Netherlands. His research interests
include assessment and impact measurement in entrepreneurship educa-
tion and (situated) entrepreneurial learning.
Daniel Leunbach is a PhD Research Fellow at the Centre for
Entrepreneurship at the University of Oslo, and he is a doctoral student in
the Program in Innovation Management and Innovation Strategy at the
Norwegian Research School in Innovation.
Rob Lubberink is a doctoral student in entrepreneurship and responsible
innovation in the Social Sciences Group, Wageningen University in the
Netherlands.
Niall G. MacKenzie is Lecturer in Entrepreneurship and Family Business
at the University of Strathclyde, UK. His interests include entrepreneur-
ship, family business and business history.
Magdalena Markowska is a Post-doctoral Fellow in the Entrepreneurship
Institute at ESADE Business School, Spain. She holds a PhD from the
Jönköping International Business School in Sweden.
Elisabeth Markussen, is a student assistant at The Danish Foundation for
Entrepreneurship – Young Enterprise.
Simon McCarthy is a Senior Lecturer in the School of Law, Accounting
and Finance at the University of South Wales.
Kåre Moberg is an industrial PhD Fellow at Copenhagen Business School
employed by the Danish Foundation for Entrepreneurship – Young
Enterprise and Copenhagen Business School. He is undertaking research
on the effects and impact of entrepreneurship education.
Elizabeth J. Muir provides postgraduate supervision, papers and business
mentoring at Cardiff Metropolitan University. After 20 years running
her own business, Dr Muir returned to academia, establishing the first
European Master’s programme for women entrepreneurs.
Ernest Samwel Mwasalwiba is a lecturer at the School of Business,
Mzumbe University in Tanzania. His research interest is in entrepreneur-
ship education, mainly on educational impact assessment and gradu-
ate entrepreneurship in a developing world context.
Onno Omta is Chaired Professor in Business Administration at
Wageningen University, Netherlands. He is the author of many scien-
tific articles on innovation management and entrepreneurship in the life
sciences.

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Contributors xi
Gary Packham is Deputy Dean (Research and Enterprise) Lord Ashcroft

International Business School at Anglia Ruskin University, UK.
David Pickernell is Professor in Economic Development Policy and
Director of the Centre for Enterprise at the University of South Wales
(formerly University of Glamorgan).
Dana T. Redford, Platform for Entrepreneurship Education in Portugal
and Universidade Católica Portuguesa, is recognized as an interna-
tional expert in entrepreneurship and public policy. He has worked with
the European Commission, OECD, US Department of Commerce and
various government and academic institutions worldwide.
Markus Reihlen is Professor of Strategic Management, Vice-President
of Leuphana University of Lüneburg, Germany, as well as International
Research Fellow at the University of Oxford.
Aidin Salamzadeh is a PhD candidate and a researcher in Entrepreneurship
at the University of Tehran. He serves as a member of editorial board on
journals such as Journal of Entrepreneurship, Business and Economics,
Journal of Women’s Entrepreneurship and Education, etc.
Ken Schneeberger is Professor of Agricultural Economics and Assistant
Dean for Special Programs at the University of Missouri, USA. He has co-
authored three books and is active in international economic development.
Mari Saua Svalastog is programme manager for ‘Gründerskolen’ at the
Centre for Entrepreneurship at the University of Oslo. Mari received
her Master’s degree in informatics from UiO, and she is a former
Gründerskolen student.
Susanne Steiner is an entrepreneurship educator at the Technical University
of Berlin. Her prior experience encompasses strategy consulting and
industry operations. Susanne has been visiting lecturer at ESCP Europe
Business School.
David Urbano, Professor in Entrepreneurship at the Autonomous
University of Barcelona, UAB, obtained his PhD in Entrepreneurship at
UAB and Växjö University, Sweden. His research focuses on the condi-
tioning factors for entrepreneurship in different contexts using the institu-
tional approach.
Elco van Burg, VU University Amsterdam, is an Associate Professor of
Entrepreneurship & Organization. His research interests are related to col-
laboration and imagination in the context of (technology) entrepreneurship.
Wim van Vuuren is director of the Centre for Entrepreneurship and

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xii Handbook on the entrepreneurial university
Innovation at the Canterbury Christ Church University Business School,

UK. His research interests include start-ups and entrepreneurial learning.
Gemma van Vuuren-Cassar contributes to various undergraduate and
postgraduate programmes in the Faculty of Education at Canterbury
Christ Church University in the UK. Her research interests include cur-
ricular innovation, learning, assessment and accreditation.
Lene Vestergaard is a teamleader at the Danish Foundation for
Entrepreneurship – Young Enterprise working with entrepreneurship
education from ABC to PhD. She holds a Master’s in Innovation and
Leadership.
Christine Volkmann holds the Chair of Entrepreneurship and Economic
Development and the UNESCO-Chair of Entrepreneurship and
Intercultural Management at the Schumpeter School of Business and
Economics at Wuppertal University, Germany.
Ingrid Wakkee is Associate Professor of Entrepreneurship at VU
University Amsterdam. Her research focuses on topics like failure and
recovery, global start-ups and entrepreneurship education and is pub-
lished in international peer reviewed journals.
Ferdinand Wenzlaff is research assistant at Leuphana University of
Lüneburg, Germany. His research interests cover the change of the Higher
Education system, organization theory and economics.
Qiantao Zhang is a doctoral candidate at the Cardiff School of Planning
and Geography at Cardiff Metropolitan University. His research interests
are in innovation, regional development and knowledge exchange.

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Contents
List of contributors viii
Introduction: towards more entrepreneurial universities – myth or

reality? 1
Alain Fayolle and Dana T. Redford
PART I DIFFERENT PERSPECTIVES OF THE

ENTREPRENEURIAL UNIVERSITY
1 Stakeholder management and the entrepreneurial university 11

Dana T. Redford and Alain Fayolle
2 The university of the future: an entrepreneurial stakeholder
learning organization? 25
Allan A. Gibb and Gay Haskins
3 Managing the improvement of entrepreneurship education
programmes: a comparison of universities in the life sciences
in Europe, USA and Canada 64
Vincent Blok, Rob Lubberink, Thomas Lans and Onno Omta
4 Entrepreneurship in Finland, Sweden and Norway:
transferability of entrepreneurship educational programmes 91
Bjørn Willy Åmo
5 Institutional change in the German Higher Education system:
from professional dominance to managed education 112
Markus Reihlen and Ferdinand Wenzlaff
6 University entrepreneurship education in Tanzania:
introducing entrepreneurship education in a context of
transition 136
Ernest Samwel Mwasalwiba, Peter Groenewegen and
Ingrid Wakkee
7 Evolving entrepreneurial universities: experiences and
challenges in the Middle Eastern context 163
Maribel Guerrero, David Urbano and Aidin Salamzadeh
8 A regional perspective on the entrepreneurial university:
practices and policies 188
Niall G. MacKenzie and Qiantao Zhang

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vi Handbook on the entrepreneurial university
PART II PEDAGOGIC PRACTICES IN ENTREPRENEURIAL

EDUCATION
9 ‘The apple doesn’t fall far from the tree’: the entrepreneurial
university as nurturer of entrepreneurial values 209
Magdalena Markowska
10 Integrated support for university entrepreneurship from
entrepreneurial intent towards behaviour: the case of the
German ‘EXIST’ policy programme 225
Christine Volkmann and Marc Grünhagen
11 Boosting entrepreneurship education within the knowledge
network of the Dutch agri-food sciences: the new
‘Wageningen’ approach 248
Willem Hulsink, Hans Dons, Thomas Lans and Vincent Blok
12 Not just the what and how, but also the who: the impact of
entrepreneurship educators 279
Susanne Steiner
13 Global start-up internships as a source of experiential
learning 301
Truls Erikson, Mari Saua Svalastog and Daniel Leunbach
PART III THE RELATIONSHIP BETWEEN

ENTREPRENEURIAL UNIVERSITIES AND
ENTERPRISES: TECHNOLOGY TRANSFER,
VENTURE CAPITAL AND SPIN-OFFS
14 The potential of and framework for promoting a business

angel university and intellectual property exploitation: a case
study from Wales 323
Simon McCarthy, Gary Packham and David Pickernell
15 Commercializing science by means of university spin-offs: an
ethical review 346
Elco van Burg
16 The meandering path: the university’s contribution toward
the entrepreneurial journey 370
Louise-Jayne Edwards and Elizabeth J. Muir
17 Entrepreneurial learning and the IBM Universities Business
Challenge: an experiential learning perspective 392
Wim van Vuuren, Colm Fearon, Gemma van Vuuren-Cassar
and Judith Crayford

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Contents vii
18 Where do academic entrepreneurs locate their firms? How to

access the development of entrepreneurship education at
university level 414
Christos Kolympiris, Nicholas Kalaitzandonakes and
Ken Schneeberger
19 How to access the development of entrepreneurship education
at university level: the case of Denmark 435
Kåre Moberg, Lene Vestergaard, Casper Jørgensen,
Elisabeth Markussen and Sose Hakhverdyan
Index 461

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Introduction: towards more
entrepreneurial universities – myth or
reality?
Alain Fayolle and Dana T. Redford
It is clear that universities need to become more entrepreneurial, chang-

ing their strategies, their structures and their practices, changing their
culture and helping students and faculty members to develop their
entrepreneurial mindsets and entrepreneurial actions. But universities
are professional bureaucracies focused on core missions and values in
relation to education and research. Consequently, their ability/capacity
to change and adopt new behaviours seems low. This creates a paradox
and tension between what universities are and what they should be to
deal with the evolutionary trends and the complexity of the world. At
the same time, there is much talk of entrepreneurial universities in both
the world of practice/politics and research. Much work has been done
on entrepreneurial universities, and this book reflects the rich diversity
of such literature. But issues can be raised about the usefulness and
applicability of this knowledge. Is there a strong relationship/connection
between research on entrepreneurial universities and the needs, the
awareness, the policies and the strategies of universities? In other words,
is the idea of an entrepreneurial university a myth or a reality? Even if
we are convinced that universities must change and become more entre-
preneurial, this question must be asked. We believe this book responds
to the question, highlighting how universities can conceive of and imple-
ment strategic changes to better promote entrepreneurship internally
and externally.
This book offers a lens through which to view entrepreneurship promo-
tion and implementation at Higher Education Institutions (HEIs). The
book also develops a body of knowledge, research and principles that
can be extrapolated from case studies. It addresses issues and questions in
relation to entrepreneurship strategies at Higher Education Institutions,
relationships between university, industry and government, entrepreneur-
ship education, start-up development from graduate entrepreneurs and
researchers as well as the design and implementation of systems and struc-
tures dedicated to entrepreneurship.
In the first part of this introductory chapter we discuss the concept of

via University of Melbourne
2 Handbook on the entrepreneurial university
entrepreneurial university before developing, in the second part, the con-

tributions of the book, introducing each of the chapters.
THE CONCEPT OF THE ENTREPRENEURIAL

UNIVERSITY
In the classical model of the university, the main missions focus on
research and teaching, production and transmission of knowledge within
a society. In this model, the researcher is intellectually independent and
his or her scientific production is a collective asset. Universities tend to
advance universal and objective scientific knowledge.
The modern era acknowledges the importance of a ‘Third Mission’: the
economic and social valorization of knowledge produced by researchers
within universities, creating the need for strategies, structures and mecha-
nisms within universities that facilitate and intensify knowledge transfer to
the private sector, via various avenues: patents, licensing, and facilitating
academic spin-offs and start-ups, among others. Universities also need to
develop a more entrepreneurial orientation and culture, and university
researchers need to become increasingly entrepreneurial (Etzkowitz and
Leydesdorff, 1997). Finally, this new model gives a greater importance to
the relationships between three types of stakeholders: governments, uni-
versities and businesses.
In the modern knowledge economy the entrepreneurial university is
seen as a central force that drives innovation, creativity and economic
growth (Audretsch, 1995; Audretsch, et al., 2006; Mueller, 2006). At the
core of the entrepreneurial university concept is a connection between the
‘ivory tower’ and the ‘real world’. In Europe, the declarations of Bologna,
in 1999, and Lisbon, in 2000, give clear examples of government interest in
improving entrepreneurial awareness at all educational levels, and particu-
larly at the university level. More recently both the OECD (2010) and the
European Commission (2013) have written about developing strategies for
university entrepreneurial support.
There are many definitions of entrepreneurial universities (see, for
example, Guerrero and Urbano, 2012). Etzkowitz (2003, pp. 111–12)
states that ‘just as the university trains individual students and sends them
out into the world, the Entrepreneurial University is a natural incubator,
providing support structures for teachers and students to initiate new ven-
tures: intellectual, commercial and conjoint’. Our intention here is not to
debate this question of definition, as we know there is no consensus on it.
Rather, we aim to sharpen our view. For us, the entrepreneurial univer-
sity concept is best utilized if it helps an institution formulate a strategic

Introduction 3
direction (Clark, 1998), by both focusing academic goals and by convert-

ing knowledge produced at the university into economic and social utility
(Etzkowitz, 2003). It must not only incorporate entrepreneurship educa-
tion but also define how start-ups are supported at the university. It must
also partner with organizations and champion a vision on how existing
infrastructure can be used to sustain entrepreneurial endeavours.
There is clearly a need for more entrepreneurial universities in the sense
we view them. The question is: is it an easy path from the classical model
to the new one, including the Third Mission? Despite the growing com-
mitment of universities to this strategy of research commercialization
and technology transfer in the developed countries (Siegel et al., 2007),
there is strong resistance to change in the university world. These involve
the difficulty of avoiding conflicts when combining the three missions.
The third one, commercialization of knowledge, can be seen quite differ-
ently compared to the other two. Have research and education lost their
way in being associated with knowledge commercialization? This is a key
question both at the individual (researcher) and organizational levels
(universities). The principal success factor in this kind of strategy and in
developing the entrepreneurial dimension within the universities relates to
the capacity of universities to develop ‘ambidexterity’ at the institutional
and individual levels (Chang et al., 2009). Universities, consequently,
should change their policies, strategies, structures and organizational rules
to allow researchers to engage more easily with university activities in rela-
tion to the three missions.
The development of a cross-campus, interdisciplinary approach for the
implementation of entrepreneurship initiatives has been gaining momen-
tum as a way to assure quality and build critical mass in fostering gradu-
ate entrepreneurship. University strategy, public policy and integrating
start-up support are the focus of this book, probing entrepreneurship as a
strategy for Higher Education Institutions.
THIS BOOK’S CONTRIBUTION
This book comprises three parts. In Part I, aspects regarding the manage-
ment and organization of the entrepreneurial university are discussed, as
well as country-specific strategies that have been important in improving
entrepreneurial university programmes.
The first chapter takes a strategic perspective and examines the ways in
which universities need to reconsider their relationships with their stake-
holders to become learning organizations. Allan Gibb and Gay Haskins
then explore the present and future pressures shaping the entrepreneurial

nature of universities and the response to these pressures. Universities act

in a specific environment and they have to deal with and negotiate their
freedom and autonomy within this environment. This chapter suggests
a framework that could be helpful for each university in rethinking and
reorienting its development strategies for the future.
Vincent Blok and his colleagues from Wageningen University compare
and discuss several entrepreneurship education programmes in Europe,
the USA and Canada. They highlight resources and strategies that uni-
versities can use in order to manage and improve their entrepreneurial
programmes. According to the authors, the adjustment of missions and
strategic plans should function as a roadmap to successful implementa-
tion of entrepreneurship education programmes at the university level.
Bjørn Åmo, in the following chapter, explains why entrepreneurship
programmes at the university level need to be adapted to each country’s
context, and compares the Nordic countries of Finland, Sweden and
Norway. He proposes a framework to help the transfer of educational
programmes and syllabi and uses data from the Global Entrepreneurship
Monitor project to compare the conditions that the potential entrepreneur
faces, the actions entrepreneurs take and the outcomes of their actions.
Markus Reihlen and Ferdinand Wenzlaff, in the fifth chapter, explore
the institutional change in the German Higher Educational system, from
‘professional dominance’ to ‘federal involvement and democratization’,
and then to ‘managed education’. While the paradigm of managed educa-
tion is generally a reality in the Anglo-Saxon world, it is argued as key
in reconfiguring the German system of Higher Education. The German
version of managed education has been locally adapted and has sub-
stantial variations in actors and governance compared to its US and UK
counterparts.
In calling attention to Tanzania, Mwasalwiba, Groenewegen and
Wakkee highlight the need for more entrepreneurial universities to increase
effective entrepreneurial activities in developing countries. The authors
argue that commitment and investment from governments is required
and that proper alignment of teaching context and student profiles as
well as educational processes and objectives are necessary. Guerrero,
Urbano and Salamzadeh give us further insight into the entrepreneurial
university concept in developing countries by discussing the case studies
of two universities located in Tehran. They adopt an integrated entrepre-
neurial university framework that considers the relevance of universities’
environmental and internal factors to fulfil their teaching, research and
entrepreneurial activities, as well as the socioeconomic impacts generated
by these activities.
The section concludes with Niall MacKenzie and Qiantao Zhang evalu-

Introduction 5
ating entrepreneurial performance by investigating the regional economic

influences in which universities operate. They present findings that provide
greater clarity in the push for universities to act as drivers of regional eco-
nomic development as well as the effects that regional economic influences
have on the ability of universities to act entrepreneurially.
Part II offers an overview of entrepreneurship education at the uni-
versity level and pedagogic strategies to enhance the entrepreneurial
university programmes. The first chapter in this section, by Magdalena
Markowska, focuses on entrepreneurial university concepts, specifically
how to nurture entrepreneurial values and behaviours. The author argues
that this sort of mindset requires a different methodology than the one
offered by the traditional educational system. Christine Volkmann and
Marc Grünhagen continue this section by shedding light on how to get
from entrepreneurial intentions to entrepreneurial behaviour. They point
out that, due to the non-entrepreneurial tradition of many European uni-
versities, entrepreneurship education policy-makers often try to spark the
entrepreneurial spirit of institutions through external support instruments
and policy initiatives. They look at the potential influence of such meas-
ures on entrepreneurial intentions and behaviour through the case study
of the German EXIST policy programme.
In ‘Boosting entrepreneurship education within the knowledge network
of the Dutch agri-food sciences: the new ‘Wageningen approach’, Willem
Hulsink et al. present a programme aimed at stimulating Higher Education
Institutions to embed entrepreneurship in their educational programmes.
The chapter looks at the origins of the entrepreneurial university, with a
special reference to the agricultural and life sciences sectors. It provides a
historical overview of entrepreneurship programmes and explains the suc-
cessful turnaround strategy pursued by the DAFNE network to make the
agriculture sector innovative and more internationally competitive.
Susanne Steiner compares teacher profiles from several universities
that have different levels of entrepreneurial performance and finds that
high-performing institutions usually have a high share of educators with
entrepreneurial experience. She suggests that universities with medium
levels of entrepreneurial performance might be able to influence their
entrepreneurship rating by recruiting more interdisciplinary entrepreneur-
ship education staff.
Truls Erikson, Mari Saua Svalastog and Daniel Leunbach end this
section by describing the emergence of Gründerskolen, a Norwegian-
based school of entrepreneurship that is a model of inter-university coop-
eration and works as a ‘global entrepreneurship learning lab’ designed
around internships in start-ups abroad.
Part III focuses on interaction between the entrepreneurial university

and enterprises. Simon McCarthy, Gary Packham and David Pickernell

discuss intellectual property, university business angels and the potential
benefits of university-generated intellectual property. They highlight the
potential for universities to engage more closely with business angel net-
works. Elco van Burg continues this section by reviewing the ethical issues
generated by efforts to commercialize research through university spin-
offs. He suggests that spin-off creation has three substantial advantages:
(1) knowledge utilization, (2) economic growth, and (3) learning from
the other ‘culture’. He discusses how disadvantages can be mitigated by
designing organizational structures that address: (1) the potential change
in research directions, (2) the ‘anti-commons effect’, and (3) the threat to
objectivity.
In ‘The meandering path: the university’s contribution towards the
entrepreneurial journey’, Elisabeth Muir and Louise-Jayne Edwards bring
out the theme of socioeconomic and cultural characteristics of graduate
employment. This chapter questions the role of universities in the devel-
opment of ‘future entrepreneurs’. The authors approach this topic from
a teaching and learning perspective, proposing that universities must use
‘promotional strategies’ that enable a student’s entrepreneurial journey
from university to business. Wim van Vuuren and his collaborators from
Canterbury Christ Church University present the IBM ‘Universities
Business Challenge’. This initiative represented an opportunity for educa-
tors and students to reflect and discuss the role of business competition
for entrepreneurial learning and the advantages of this type of experience-
based form of entrepreneurship education. They also argue that the results
strengthen the call for interdisciplinary collaboration and the advantages
for taking business competitions beyond the typical business school
environment.
To answer the question, ‘Where do academic entrepreneurs locate
their firms?’, Christos Kolympiris, Nicholas Kalaitzandonakes and Ken
Schneeberger conducted 16 in-depth interviews with academic entrepre-
neurs who started life science firms in the USA from 1996 to 2008. They
highlight the factors that shaped the firms’ location decision and discuss
the implications for the regional economic development.
The section ends with a proposal of assessment model for entrepreneur-
ship education, at university level. Kåre Moberg and colleagues from the
Danish Foundation for Entrepreneurship – Young Enterprise apply their
model of assessment to analyse the strengths and weaknesses of entrepre-
neurship education in eight Danish universities. By using the model, the
authors were able to describe how these universities have developed entre-
preneurship education during the past three years. The results suggest
that it is important to focus on how to sustain entrepreneurial initiatives

Introduction 7
at the university, rather than just continuing to invest in new course

development.
CONCLUSION
This book makes it clear that the entrepreneurial university is no myth,
but it is also not yet a fully realized reality. The current university situ-
ations and contexts discussed in this book reveal the complex and chal-
lenging journey ahead and suggest ways and strategies to definitively
transform universities into more entrepreneurial institutions, in developed
and developing countries.
For us, there are two main conditions necessary for this journey to
succeed. First, universities should pay close attention to the coherence
between them and their environment. They must avoid the ‘ivory tower’
attitude and take into careful consideration the specificities of their
context and the needs of their stakeholders. The second condition relates
to the need to change university culture, values and attitudes and promote
and broadly diffuse entrepreneurial culture and entrepreneurial values
within each university. We know the influence corporate culture may have
on a firm’s entrepreneurial orientation (Fayolle et al., 2010) and we expect
entrepreneurial culture to have a strong impact on university entrepre-
neurial orientation and the entrepreneurial behaviours of researchers, stu-
dents and university staff. Turning the traditional university into a more
entrepreneurial one is above all a matter of culture and values, and is the
essence in role of embedding entrepreneurship education.
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of the project on Strengthening Entrepreneurship and Local Economic Development
in Eastern Germany: Youth, Entrepreneurship and Innovation, Local Economic and
Employment Development Committee, Paris: OECD.
Siegel, D.S., M. Wright and A. Lockett (2007), ‘The rise of entrepreneurial activity at univer-
sities: Organizational and societal implications’, Industrial and Corporate Change, 16(4),
489–504.

1. Stakeholder management and the
entrepreneurial university
Dana T. Redford and Alain Fayolle
There has been rapid growth of entrepreneurship education at colleges

and universities throughout the world (Katz, 2003; Kuratko, 2005).
Entrepreneurship education is seen as playing a vital role in the develop-
ment of more and/or better entrepreneurs with greater levels of knowledge,
skills and other competencies (Gorman et al., 1997; Pittaway and Cope,
2007; Martin et al., 2013). In this context, entrepreneurial universities
play an important role as both knowledge producers and disseminating
institutions (Guerrero and Urbano, 2012). Further, in the modern knowl-
edge economy, the entrepreneurial university is seen as a central force
that drives innovation, creativity and economic growth (Audretsch, 1995;
Audretsch, et al., 2006; Mueller, 2006). At the core of the entrepreneurial
university concept is a connection between the ‘ivory tower’ and the ‘real
world’. The concept of the entrepreneurial university is a strategy that has
been followed by many leading universities around the world (Atlantic
Canadian, 2004b) and a strategy pursued by various regional governments
(Atlantic Canadian, 2004a). A report from the Global Education Initiative
of the World Economic Forum (WEF) in 2009 stated (pp. 7–8):
[W]hile education is one of the most important foundations for economic

development, entrepreneurship is a major driver of innovation and economic
growth. Entrepreneurship education plays an essential role in shaping attitudes,
skills and culture – from the primary level up. . . . We believe entrepreneurial
skills, attitudes and behaviors can be learned, and that exposure to entrepre-
neurship education throughout an individual’s lifelong learning path, starting
from youth and continuing through adulthood into Higher Education – as well
as reaching out to those economically or socially excluded – is imperative.
The European Commission (2008a) wants to extend entrepreneurship

education beyond the ‘business school’, citing that the most innovative
ideas are likely to come from the creative and technical disciplines. Katz
(2003) also stated that the growth in entrepreneurship education is likely
to come from outside business schools across the globe.
The entrepreneurial university concept can be used to consolidate
efforts in entrepreneurship across a university and is best utilized in
helping an institution formulate a strategic direction (Clark, 1998). It
11
Dana T. Redford and Alain Fayolle - 9781781007013

helps to focus academic goals and convert the knowledge produced at

the university into economic and social utility (Etzkowitz, 2003). It can
be said that, ‘Just as the university trains individual students and sends
them out into the world, the entrepreneurial university is a natural incu-
bator, providing support structures for teachers and students to initi-
ate new ventures: intellectual, commercial and conjoint’ (ibid., p. 111).
In order to achieve this status, the entrepreneurial university needs to
become a more entrepreneurial organization with the members of their
academic community becoming potential entrepreneurs, and the interac-
tion with their ecosystems needs to follow an entrepreneurial pattern
(Röpke, 1998).
‘An Entrepreneurial University, on its own, seeks to innovate in how
it goes to business. It seeks to work out a substantial shift in organiza-
tional character so as to arrive at a more promising posture for the future.
Entrepreneurial universities seek to become “stand-up” universities that
are significant actors in their own terms’(Clark, 1998, p. 4). As at the heart
of any entrepreneurial culture, entrepreneurial universities have to have
the ability to innovate, recognize and create opportunities, work in teams,
take risks and respond to challenges (Kirby, 2004). An entrepreneurial
university ‘seeks to work out a substantial shift in organizational character
so as to arrive at a more promising posture for the future (Etzkowitz, 2003,
p. 111).
MANAGING STAKEHOLDERS IN THE TRIPLE

HELIX MODEL
One of the most efficient ways to accomplish collaboration is through

the ‘Triple Helix’ model of university–industry–government interrela-
tionship (Gibbons et al., 1994; Etzkowitz and Leydesdorff, 1998; Ranga
and Etzkowitz, 2013). The Triple Helix paradigm proposes a prominent
role for universities in the innovation process within an economy. An
entrepreneurial university is the keystone of the Triple Helix model,
which comprises three basic elements: (1) a more prominent role for the
university in innovation, on a par with industry and government in a
knowledge-based society; (2) a movement toward collaborative relation-
ships among the three major institutional spheres in which innovation
policy is increasingly an outcome of interactions among the spheres
rather than a prescription from government or an internal development
within industry; and (3) in addition to fulfilling their traditional func-
tions, each institutional sphere also ‘takes the role of the other’, operat-
ing on a vertical axis of their new role as well as on the horizontal axis

Stakeholder management and the entrepreneurial university 13
of their traditional function (Etzkowitz et al., 2008). The Triple Helix

explains the creation and consolidation of learning societies, deeply
rooted in knowledge production, innovation and dissemination, and
in a well-articulated relationship between universities, industry and
government.
‘The organizing principle of the Triple Helix is the expectation that the
university will play a greater role in society’, the so-called ‘Third Mission’
(Etzkowitz and Mello, 2004, p. 161). University–industry–government
interaction is key to improving the conditions for innovation in a
knowledge-based society. Industry is a key stakeholder for universities,
as it represents the locus of production, whereas government is important
because it represents the source of interaction with the country’s economy
and public policies.
A particular community is relevant for an entrepreneurial university
if it shares the expectation that a mutually beneficial exchange can take
place or that some service can be rendered from their collaboration. The
concept of community is thus close to the stakeholder concept at the
entrepreneurial university (Jongbloed et al., 2008). In Higher Education,
the core community comprises students, internal stakeholders (faculty,
staff, administration, etc.) and the most relevant external stakeholder,
the government, as the main funder of Higher Education. It therefore
follows that the government needs to ensure that Higher Education meets
the interests of students and society in general. In point of fact, today’s
universities interact with many other external domains, such as health,
industry, culture, territorial development and the labour market. To this
point, Higher Education is not only expected to deliver excellent educa-
tion and research, but it also has to deliver them in ways and forms that
are relevant to the productive process as well as helping to shape the
knowledge society, using the perspective of stakeholders rather than just
customers (Harrison and Freeman, 1999). Universities need to assume
their role in society by engaging with various stakeholders and their com-
munities. Such interconnections and interdependencies relate to the social
and economic functions of Higher Education, as well as to the services
that universities provide, in terms of teaching, research and knowledge
transfer (Jongbloed et al., 2008). Thus, it is axiomatic that, in order to
meet its expectations, universities must carefully select and identify the
right partners.
The interaction between different organizations and institutions to
stimulate innovation introduces a new paradigm of ‘open’ creativity as
opposed to the idea that successful innovation requires control (OECD,
2009b). In the Triple Helix model, the boundary between a university and
its environment is more permeable, enabling the flow of knowledge and

innovation. Further, opening up to innovation depends on the successful

collaboration between government, industry and universities.
UNCOVERING THE RELEVANT STAKEHOLDER

GROUPS
Transferring the knowledge generated through innovation at a univer-
sity to commercial applications creates new market opportunities that
fuel job and wealth creation in an economy and enhances a country’s
competitive advantage. The development of collaborative mechanisms
in entrepreneurial universities must therefore also involve the national/
regional government in terms of broader vision, policy-making and in
the establishment of goals. ‘Given the growing significance of univer-
sities as agents for promoting innovation and economic transforma-
tion, those in academia are faced with different “rules of the game”,
both internally and externally, to interact with the industrial sector’
(Villasana, 2011, p. 43).
By using a stakeholder perspective, the entrepreneurial university
creates a powerful tool by intentionally developing a network of social
contacts from which resources can be obtained and with whom the uni-
versity will work to convert these resources into added value. In essence,
an entrepreneurial university is a relationship builder that creates a unique
configuration of resources through its relationships.
The first step in a potential entrepreneurial situation is to uncover the
relevant stakeholder groups involved (Freeman, 1984). While stakeholder
relationships are likely to change over time in the university’s life cycle,
there are two main groups: internal stakeholders (alumni, professors and
university staff) and external stakeholders (industry, government and
region/local community).
From an entrepreneurial viewpoint, the criteria for determining stake-
holder relevance are of practical significance, since entrepreneurs need to
decide, either consciously or unknowingly, which are the groups they will
need to deal with. Therefore, from a theoretical perspective this seems
worthwhile analysing, as well as conceptualizing a framework that may be
usefully applied to support this task.
The literature includes many attempts at classifying stakeholders
using various criteria (Frooman, 1999; Winn, 2001; Phillips, 2003;
Pesqueux and Damak-Ayadi, 2005): primary versus secondary, direct
or indirect, generic versus specific, legitimate versus derivative, strate-
gic and moral, core, strategic and environmental stakeholders. Other
researchers proposed a classification to inform the managerial process

Table 1.1 Stakeholders grouped by interest groups/roles and functions
Experts Practitioners Interest Groups and

Organizations
All stakeholders Practitioners in education Parents, businesses, social
conducting research (school and university): partners: labour unions,
and compiling data university educators, business associations,
regarding education, teachers, headmasters, employers, employer
skills needs and teachers’ unions, awarding organizations
entrepreneurship: bodies, exam boards
universities, broader etc., students, private
research community, companies taking over
public bodies, think education, NGOs: youth
tanks organizations, knowledge
centres
Table 1.2 Stakeholder input-and output-related perspectives
Input Perspective Output Perspective

Who are main contributors to the Who are the main interest groups
input to implement entrepreneurship benefiting from educating students
education? for entrepreneurship?
Students, parents, teachers, school Business organizations, trade unions,
management, teachers’ unions employer organizations,
municipalities, etc.
of stakeholder identification based on power to influence, the legiti-

macy of each stakeholder’s relationship with the organization and the
urgency of the stakeholder’s claim on the organization (Mitchell et al.,
1997; Schlange, 2009). It is also possible to group stakeholders accord-
ing to specific interest groups/roles and functions, for example, as shown
in Table 1.1.
It is also possible to distinguish between interests connected to
stakeholder identification, for example, input- and an output-related
perspective.
There are, of course, many different classes of stakeholders, from
government and civil society to employees and shareholders, each with a
specific relationship with an organization. From the point of view of the
university, the stakeholder analysis process needs to develop a strategic
view between its internal actors and its relevant industry partners, keeping
a close relationship with the regional and national government.

ENGAGING INTERNAL AND EXTERNAL

STAKEHOLDERS
Managing such relationships, with very different actors, requires spe-

cific strategies that cover a multitude of internal and external actions
(Table 1.3). First, universities need to create an internal structure for
selecting, appraising and rewarding staff and alumni. The internal com-
munity may well affect and change the organization of method and sub-
stance. Individuals import new ideas and resources into their organization
and are instrumental in exporting the ensuing products and services into
the environment (Williams, 2009). Universities’ strategies indicate the
broad responses made to a changing and competitive environment. At the
internal level, these are some of the main factors that administrators need
to face in managing the internal culture of their university, according to
Williams (2009, p. 135):
● ‘financial sector’ versus general management orientation;

● ‘teaching’ versus ‘learning’;
● ‘face-to-face’ versus ‘distance’ learning techniques;
● ‘teaching/learning’ versus ‘research’;
● ‘academic autonomy’ versus ‘management direction’;
● ‘moderate’ versus ‘tight’ financial control;
● ‘entrepreneurial’ versus ‘bureaucratic’ climate;
● ‘departmental’ versus ‘faculty’ structure;
● ‘close’ versus ‘distant’ structure for executive education;
● ‘maximize student numbers’ versus ‘quality of student intake’;
● ‘dependence on parent university’ versus ‘university autonomy’;
● ‘state funding’ versus ‘self-funding’.
Underlying these decisions are choices between old and new paradigms –
that is, academic values relating to autonomy, entrepreneurship and
knowledge generation and management values relating to competitiveness
and financial control. These can be subdivided into four categories: those
concerned with the market; those focusing on the individual–university
relationship; those concerned with structure; and those affecting the
university’s autonomy. Most of these dilemmas cannot be resolved by
an either/or solution because both choices are legitimate and potentially
beneficial to the competitive strength of the institution. It is in balancing
these quandaries (given the entrepreneurial mission and objectives of their
institution) that universities are expected to provide a lead by initiating
and/or supporting appropriate change.
The stakeholder management approach has been extensively elaborated

Table 1.3 Planning, implementing and analysing stakeholder engagement strategy at Higher Education Institutions
Pre-strategy Initial Strategy Strategy Implementation Mainstreaming

Development and Consolidation
Establishing a Define aims and objectives Define agreed aims and Define aims and Scaling initiatives to
roadmap of the concrete action objectives of strategy objectives of specific include more participants
actions to implement
Finding common Who has an interest in Who has an interest Gauge reactions of From evaluation results
ground defined objectives? Who in defined objectives? key actors? From make adjustments where
has the power to support Who has the power to initial experience make necessary. Identify new
the defined objectives? support the defined adjustments where actors that have emerged
17
objectives? necessary
Connecting and Plan and implement Plan and implement From initial experience From evaluation results
implementing steps to inform, consult, steps to inform, plan steps and implement plan steps and implement
involve, collaborate and consult, involve, to inform, consult, to inform, consult, involve,
empower the stakeholders collaborate and involve, collaborate collaborate and empower
empower the and empower the the stakeholders
stakeholders stakeholders
Evaluating and Evaluate the existing Evaluate early adopters Develop continuous Develop continuous
reviewing bottom-up processes and the activities that monitoring and monitoring and evaluation
and collaborations for have led to a strategy evaluation of impact for of impact for review
relevance in implementing development for mainstreaming process
new actions stakeholders

on as a key aspect of competitive advantage and socially conscious

organizational governance (Freeman, 1984; Friedman and Miles, 2006).
Both stakeholder analysis and stakeholder engagement are critical
pillars for the stakeholder management. In order to assure the participa-
tion of key external stakeholders in the university’s strategy it is essential
to develop a good engagement plan as part of a broader educational and
learning activity. The dominant intention of entrepreneurial universities
lies in the creation of value in terms of improving the socioeconomic
environment. By engaging external stakeholders, a university can
demonstrate its relevance to society. Establishing a stakeholder engage-
ment agenda offers universities a range of citizenship possibilities such
as contributing to the social and economic infrastructure, building of
social capital, contributing to the resolution of regional difficulties, sup-
porting equity and diversity, and education for democracy (Jongbloed
et al., 2008).
In working with relevant stakeholders, there should not only be an
analysis of priorities to identify key actors, but also an understanding
of the potential barriers to their involvement. Failure to appreciate the
dynamics of the relationships that exist between differing actors can
lead to barriers that will ultimately have a negative impact upon their
collaboration.
In considering the realistic level of participation necessary in designing
a specific stakeholder engagement approach the direction and guidance
of a cooperative relationship will benefit if the leadership is shared by a
cross-section of representatives. This also applies to sharing the decision-
making power between the university and external actors. Therefore, in
designing an engagement plan, it is advisable to build a team consisting of
internal stakeholders (such as teachers) and external stakeholders (such as
enterprises and community organizations). The goals of external engage-
ment are therefore based on partnership principles, and should focus on
mutual benefits.
Depending on their roles, stakeholders can be involved in differing
degrees of activities in the university, such as:
● being informed about the university’s directions towards entrepre-

neurship and entrepreneurial initiatives;
● being consulted as part of the process of developing entrepreneurial
mindsets of students;
● collaborating in formulating options and in providing recommenda-
tions for developing entrepreneurial initiatives and partnerships at
the university;
● participating in the decision-making process and empowering uni-

versities to implement and manage change regarding a more entre-

preneurial mindset.
Stakeholder engagement in entrepreneurship education is a phased

and developmental process that can be planned, with clear differences in
style and purpose of engagement at each stage. By embedding a culture of
entrepreneurship through working directly and indirectly with key stake-
holders, universities help sustain entrepreneurial activities within their
local community and region. Stakeholders that are engaged with entre-
preneurial universities start acting in accordance with entrepreneurship
values, translating the concept into actions.
According to Gaddefors and Cronsell (2009), there is a collective tran-
sition, when entrepreneurship becomes accepted, and turns out to be an
expected behaviour within a region. To this effect, all relevant stakeholders
at the regional level need to be involved: the local community administra-
tion and the region’s entrepreneurs as well as civil society institutions. In
addition, at the regional level, centrally imposed entrepreneurial standards
might be helpful in increasing freedom for entrepreneurial engagement.
GOOD PRACTICE RECOMMENDATIONS IN

MANAGING INTERNAL STAKEHOLDERS
‘To make the entrepreneurial university successful, it is required to create

within its members, especially students, the will and the ability to start
their own business’ (Röpke, 1998, p. 2). To accomplish this, whether
through one course, programme or a degree offered by a university, the
curriculum offered must focus on:
● ‘the future instead of the past;

● creativity instead of critical analysis;
● insight instead of knowledge;
● active understanding instead of passive understanding;
● emotional involvement instead of absolute detachment;
● manipulation of events instead of manipulation of symbols;
● personal communication and influence instead of written communi-
cations and neutrality;
● the problem or opportunity instead of the concept. (Atlantic Canada,
2004b, p. ii)
The development of entrepreneurship support has four phases, accord-

ing to Etzkowitz and Klofsten (2005):

1 Inception – key actors discuss entrepreneurship support and agree on

how the university can be at the centre of this development over a long-
term effort.
2 Implementation – various mechanisms such as support programmes
and institutional initiatives are created.
3 Consolidation and adjustment – the experiences, results and evaluations
of existing mechanisms lead to a change and the establishment of new
initiatives.
4 Self-sustaining growth – further emphasis placed on supporting actual
entrepreneurship rather than cultural change to the culture and less of
a need for outside funding for entrepreneurship support structures.
To specifically develop an entrepreneurial university programme several

steps need to be taken. These include:
● ‘identifying a champion or champions for the program;

● developing a vision and mission statement for the program;
● developing and communicating commitment to the program;
● creating awareness and acceptance for the program;
● facilitating faculty orientation/education in entrepreneurship;
● ensuring a realistic and holistic design program utilizing the
most effective teaching methods possible within available faculty
resources;
● developing supporting activities;
● creating or fully utilizing available centres for entrepreneurship;
● developing networks with other universities, community partners,
private enterprise and funding agencies’. (Atlantic Canada, 2004b,
p. 28)
The criteria of good entrepreneurial practices in managing internal

stakeholders involve a diversity of strategies, clearly stated in an OECD
report (OECD, 2009a). These include:
● conveying a clear understanding of entrepreneurship as a strategic

objective of the university;
● making sure there is top-down support for it;
● establishing objectives of entrepreneurship education and start-up
support;
● fostering entrepreneurial attitudes, behaviour and skills as well as
enhancing both high-tech and low-tech growth-oriented entrepre-
neurship;
● creating a rewards structure for entrepreneurship educators, profes-

sors and researchers with the measuring of educational outcomes,

mentoring potential entrepreneurs, and the sharing of research
results.
There are many useful resources that universities can use to accomplish
these goals. For instance, financing of staff costs and overheads for gradu-
ate entrepreneurship as part of the university budget. The goal would be to
achieve internal self-sufficiency of a university’s entrepreneurship support.
Additional human resource development for entrepreneurship educators
and staff involved in start-up support should also be put in place.
When seeking the ideal conditions to build a support infrastructure,
universities might want to have dedicated and specific internal academic
resources for entrepreneurship (such as a chair, creation of a specific
department or support centre). Collaboration, coordination and integra-
tion of internal resources support faculty development and foster viable
cross-faculty collaboration in teaching and research.
Business incubation, either on the campus or through a close external
partnership should be offered. The knowledge transfer can be facilitated
through this cooperation between the university, start-ups and external
entrepreneurship support organizations. Defining clear roles for all the
partners involved can facilitate this relationship.
The overall objective, according to both the OECD (2009a) and
European Commission (2008b) is to progressively integrate entrepreneur-
ship education into curricula and advocacy, applying entrepreneurial
pedagogies across various parts of the university. Entrepreneurship
education offers should be widely communicated, and measures under-
taken to increase the take-up rate. As for the courses offered, they must
ensure variety, using creative teaching methods tailored to the needs
of undergraduate, graduate and postgraduate students. These courses
should cover the pre-start-up phase, the start-up phase and the growth
phase. To be most effective, certain courses must have the option of active
recruitment. The outreach to alumni, business support organizations and
firms is also a key component in entrepreneurship education and must be
implemented thoughtfully. Finally, it is recommended that the outcomes
of entrepreneurship research be integrated into entrepreneurship educa-
tion messages.
As for the building of start-up support, literature suggests that start-
ups should be closely integrated in entrepreneurship education activities
(Gibb, 2007). The emphasis should also be on integrating entrepreneur-
ship education into external business support partnerships and networks.
This can be done through maintaining close relationships with firms and
alumni. This integration and team-building process can be facilitated

by the support of university staff, through networking and the creation

of dedicated events. Events connecting access to private financing and
start-up support as well as offering specific mentoring sessions with
trained professors and entrepreneurs can accelerate this process.
Finally, in evaluating university entrepreneurship activities, the main
aspects to take into consideration are: (1) the regular assessment
and reassessment of performance measures regarding entrepreneurship
support activities; (2) the formalized evaluation of entrepreneurship
activities, which includes immediate (post-course), mid-term (gradu-
ation), and long-term (alumni and post-start-up) monitoring of their
impact.
CONCLUSIONS
Entrepreneurial universities are relevant key actors in shaping commu-

nities and societies. Entrepreneurial initiatives are associated with the
generation and transference of knowledge, considered a key factor of
production and the innovation in today’s economy. To foster this, several
cultural, educational, institutional and legislative challenges need to be
surmounted to be able to successfully cope with the competitive environ-
ment that surrounds universities.
The entrepreneurial university is a way through which a talented and
prepared workforce can add value to the enterprises and communities of
the outside world. ‘The university generates ideas and qualified human
resources while industry has the economic resources to transform ideas
into economically useful products’ (Guerrero and Urbano, 2012, p. 56).
By bringing innovation, good practices, strategies, solutions and
recommendations to the outside world, the entrepreneurial university
also contributes to creating better policies and practices in terms of
entrepreneurship education, thus becoming part of a cycle of positive
transformation towards a more entrepreneurial society. In this sense,
as stated by Guerrero and Urbano (2012, p. 55), ‘the university would
develop several strategies, structures and a culture oriented to reinforce:
(1) better methods of quality education and training based on the per-
sonal growth that supports the creativity and entrepreneurial experience;
and (2) better strategies for incentives’. Especially in the current eco-
nomic situation, enterprises also need these improvements to take place
in the entrepreneurial universities, in order to better respond to their
competitive environment. It follows that a company’s strategic advan-
tage lies in its human resources and their ability to use new knowledge
and technology.

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and regional development in a globalized economy’, Working Paper No. 15 Department of
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www.wiwi.uni-marburg.de/Lehrstuehle/VWL /Witheo3/ documents/entreuni.pdf.
Schlange, L. (2009), ‘Stakeholder identification in sustainability entrepreneurship: The role
of managerial and organisational cognition’, Greener Management International, No. 55,
13–32.
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The case of Nuevo Leon, Mexico’, Science and Public Policy, 38(1), 43–53.
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A Report of the Global Education Initiative, Switzerland: World Economic Forum.

2. The university of the future: an
entrepreneurial stakeholder learning
organization?
Allan A. Gibb and Gay Haskins
INTRODUCTION
This chapter explores the present and future pressures shaping the entre-
preneurial nature of universities and the response to these pressures. It
eschews the conventional association of entrepreneurship with business
and commercialization of university intellectual property.1 It also goes
beyond the concept of the Triple Helix2 (Etzkowitz, 2008) to a wider stake-
holder model, which it explores as ‘entrepreneurial’. It is centrally con-
cerned with how universities, using a broader entrepreneurial paradigm,
can negotiate their freedom and autonomy in the light of the creation of
imposed ‘market’ conditions and mounting pressure from a wide range of
stakeholders. Its central focus is on the dynamics of the Higher Education
(HE) environment in the UK, with particular regard to the situation in
England.3 It seeks to use this context to draw out lessons for the way in
which the university paradigm, more generally, is changing throughout
the world (Brennan and Shah, 2011), and it concludes with a suggested
framework that might be used in practice to explore individual university
development strategies for the future.
The chapter builds on three earlier contributions that underpinned
axioms and contexts that are important to understanding this chapter.
The first (Gibb, 2005) sought to clarify the concepts of enterprise and
entrepreneurship in an HE context and demonstrate their link to the
creation of innovations4 of all kinds true to the ‘idea’ nature and tradition
of universities as sources of imaginative use of knowledge (Whitehead,
1927; Newman, 2007). The central aim of the paper was to begin to move
the debate on the ‘entrepreneurial’ future of universities away from the
narrow focus on commercial exploitation of knowledge and the associ-
ated traditional business school corporate approach to entrepreneurship
(Gibb, 2002). This view still seems to be responsible for fears that fun-
damental academic freedoms may be at risk from entrepreneurial and
corporate business exposure (Evans, 2002, 2004; Graham, 2002; Collini,
2012). The enterprise and entrepreneurship definitions used are embodied
25
Allan A. Gibb and Gay Haskins - 9781781007013

in this chapter. The issue of academic freedom will be explored further

below.
The second paper (Gibb et al., 2009) set out more broadly, by way of a
substantial review of the literature, the nature of the challenges to leader-
ship of universities arising from changes in the global environment and
the implications for the entrepreneurial design of the HE sector. The focus
was on the impact of a growing complex and uncertain environment on
key areas of university activity and the leadership challenges involved. The
paper aimed to provide a strong conceptual base for the development and
delivery of the Entrepreneurial University Leaders Programme (EULP).5
The descriptions of the nature of uncertainty and complexity, the concept
of knowledge flows (Nowotny et al., 2003), the Triple Helix model of
university (Etzkowitz, 2008), business and government interaction and
the concept of public value (Moore, 1995) are all of major relevance to the
arguments below.
The third paper (Gibb, 2012) sought to provide a strong basic framework
for reviewing the entrepreneurial development capacity of a university by
exploration of existing and potential enterprising and entrepreneurial
activity in five key areas: strategy, governance, organization and leader-
ship; knowledge exchange; stakeholder relationship development and
partnership (local, regional, national and international); enterprise and
entrepreneurship education; and internationalization. This was in recog-
nition of the fact that many universities embrace substantial pockets of
personal enterprise and organizational entrepreneurial activity that can
be fruitfully conjoined (although many activities may not be formally
labelled as entrepreneurial). The paper explores the potential for build-
ing synergies between the various activities and describes how and why
this might be done. The framework, developed into a review tool, has
been used in practice and is embraced by the European Union (EU) as a
basis for its recommendations on entrepreneurial university development
(Bauer, 2012). It provides a basic background for the issues explored
below and arguments concerning the entrepreneurial stakeholder model.
The present chapter moves a step further than the earlier articles by
examining in some detail the ‘specifics’ of turbulence in the HE ‘task
environment’6 in the UK and England in particular and the immediate
challenges these pose for HE institutions. Many universities are currently
reviewing their strategic plans (and the very nature of the conventional
strategic planning approach) in response to substantially increased levels
of uncertainty and complexity in their environment. That the enterprise
and entrepreneurial label is frequently used in mission statements7 and
plans is a reflection of the fact that it seems to be increasingly recognized
that enterprising behaviour and entrepreneurial organization are both

The university of the future 27
needed and stimulated by turbulence in the environment. The chapter

describes how universities are addressing the new challenges and examines
the wider issues that are emerging in practice relating to the future posi-
tioning of the HE sector in society.
Perhaps the most important issue in this respect is that of preserving
academic freedom (and the ‘idea’ of a university), an issue currently the
subject of major controversy in the UK.8 This chapter will argue that such
freedom needs to be negotiated, as has always been the case, but that this
stance is of particular importance in coping with the current imposition
of ‘market’ conditions in the HE sector in England and numerous addi-
tional external pressures for change. In exploring this issue, the position
of the leader of the university is contrasted with that of the independent
entrepreneur seeking to maximize organizational autonomy and personal
‘independence’ in an often uncertain and complex stakeholder relation-
ship task environment (Covin and Slavin, 1991; Namen and Slavin, 1993).
Building from this, the chapter explores the repositioning of the university
as a broad, pluralistic entrepreneurial stakeholder learning organization,
managing numerous interdependencies, and examines what this might
mean for the development of future institutional strategies.
PRESSURES SHAPING THE CURRENT UNIVERSITY

TASK ENVIRONMENT
Funding, Fees and Competition
The major force contributing to recent environmental turbulence in the

English HE sector has been the dramatic shift in the way that universi-
ties are financed and the creation of market conditions where funding,
substantially and directly, follows student choice. The major rationale
for the change, whereby direct public funding of the teaching in English
universities has been largely replaced by a student loan system, was set
out in the UK government’s White Paper of 2011 (UK Department for
Business, Innovation and Skills, 2011). The three key objectives were:
savings in public expenditure; the creation of market demand for better
student experience; and the establishment of HE responsibility for social
mobility. Universities in England9 are now free (within limits) to set their
own fees and create associated incentives to influence student choice (with
the government still retaining major influence on the direction of student
choice via its control of overall student numbers, its capping of fees, and
its offer of certain incentives relating to criteria for selection). Traditional
methods of public funding of research are largely maintained, as are some

programmes to facilitate student engagement and knowledge transfer with

industry,10 although these funds are now somewhat constrained, reflecting
the crisis in public finance.
The changes are creating a highly competitive environment in England
against a backdrop of falls in student university applications. There are
particular concerns about declines in postgraduate applications and
the dominance of international students in this area (Higher Education
Commission, 2012). New and improved ‘national accountability’ metrics
on student satisfaction, employability, subsequent job quality, salary
and social mobility are becoming very important. Price competition and
incentives for student choice are emerging signs of a competitive market-
place (see below). Competition is being further honed via the encourage-
ment and licensing of private providers, with US companies in particular
moving in, and the granting of full degree awarding status to some voca-
tional and former education colleges. The private sector offer leans
towards a focus upon professional and vocational degrees but not exclu-
sively so. In contrast, and perhaps a signpost to the future, the UK private
New College of the Humanities (NCH), the brainchild of the philosopher
Professor Anthony Grayling, offers a new model of Higher Education for
the humanities in the UK. NCH students, it is claimed, will have one of the
best staff–student ratios in UK Higher Education and will benefit from a
high number of contact hours as well as ‘engaging and challenging’ weekly
one-to-one tutorials.11
Government Intervention
The creation of a ‘market’ in the HE sector, particularly in England, has

not overly constrained the level of government intervention. There remains
a strong UK drive to position the university sector as an engine of future
economic growth (Department for Innovation, Universities and Skills,
2007) via the strengthening of university ties with business. This seems to
be a view shared by the European Union (European Commission, 2011).
The UK government has accepted the findings and recommendations of
its commissioned report by Professor Tim Wilson into the relationship
of the HE sector to business (Wilson, 2012). The report characterizes
universities as a key part of the supply chain for economic development
with an emphasis on building networks, applied research, improving the
skills of future employees, business collaboration on degree programmes,
technology transfer and exchange and skills development of doctoral
and post-doctoral research students. There is also substantial emphasis
on developing the enterprising and entrepreneurial skills of staff and stu-
dents, with calls for: the development of innovators who can look beyond

their disciplines; the embedding of entrepreneurial learning in all disci-

plines; internships for all students; and work experience for doctoral stu-
dents. Particular attention is to be paid to the strengthening of links with
small and medium enterprises (SMEs), the engagement of intermediaries
in this process and use of volunteering. The report underlines that its rec-
ommendations can only be achieved if the university itself is enterprising
and entrepreneurial.
Innovation and Business
The Wilson recommendations are to be underpinned by the creation of a

National Centre for Universities and Business under the auspices of the
Council for Industry and Higher Education (CIHE).12 The Centre will
focus on strengthening the strategic partnership between universities and
business, will offer services in this respect and will measure impacts. A
major focus will undoubtedly be on innovation in the light of the CIHE’s
own findings that UK investment in research and development is falling
behind key European competitors, particularly with respect to the engage-
ment with SMEs (Hughes and Mina, 2012).
The UK government’s support for investment in R&D research proc-
esses through a Catapult programme13 (Technology Strategy Board, 2012)
and its concern to emulate the work of the German Fraunhofer system
(Hauser, 2010) highlights the pressure for closer university–business
collaboration in pursuit of commercial innovation (NESTA undated,
Corporate Economic Consultants 2012). Such pressure is also evidenced
in the intention to devote 20 per cent (rising eventually to 25 per cent)
weighting to the economic and social impact of research in the new univer-
sity Research Excellence Framework (REF), which is used to determine
allocation of public research funding. The pressure for relevance will also
be enhanced by the move toward Open Access in publication following
a commissioned report (Finch, 2012), which broadly supports this. It is
already influencing the terms and conditions for research funding from
private foundations14 and will have major implications for individual
university research funding as effectively it transfers much of the costs of
publication to the university.
Employability, Employment and Social Mobility
The creation of a ‘market’ has stimulated the debate on how the sector
will in the future provide more ‘value for money’ for the student.15 The
three key components of the debate are the employability of students, their
subsequent progress into employment and the degree to which the sector

engineers greater social mobility in society. A distinction is made between

employability and employment (Knight and Yorke, 2004).
Employability is seen as creation of ‘a set of personal skills, understand-
ings and attributes that make graduates more likely to gain employment’
(Pegg et al., 2012, p. 4). The challenge is stated to be one of creating a higher
degree of learner autonomy and self-management capacity through the
opportunity for the gaining of tacit knowledge and associated ‘practical
intelligence’ (Sternberg et al., 2000). This has clear links with the concept
of ‘wisdom’ discussed below. The UK Commission for Employment and
Skills sees employability as being the capacity for: self-management;
thinking and solving problems; working together and communicating; and
understanding the business/organization (UKCES, 2009).
Employment relates to the transition to work and job futures of
graduates. Universities are being asked to produce data on subsequent
employment of graduates and their salaries and also to boost up their
career advisory services and embed more careers futures responsibility
in academic departments. This links in with the official rhetoric for uni-
versities to build better academic degree linkages with business and offer
more internships (following the Wilson Report recommendations). There
is particular concern for part-time students who constitute one-third of
the UK Higher Education student population. Applications from mature
students, many of whom are part-time, have fallen following the changes
in financing arrangements.
The enhancement of social mobility, strongly endorsed officially, has a
number of key components. Access to top universities is of major concern.
The most advantaged of young people in the UK in terms of social back-
ground are reportedly seven times more likely to get into a top university
than those at the bottom of the social ladder; and independent private
school students are 22 times more likely to achieve this goal (Pearce,
2012). Another key area of concern is the relatively low progression of
students into vocational education and through vocational apprentice-
ships into the HE sector compared with certain major European countries
(UKCES, 2010; Dolphin and Lanning, 2011). A challenge to universities
in this respect comes from the growth of a programme of Higher Level
Apprenticeships supported by government and involving partnerships
with companies, enabling progress through apprenticeship to degrees at
undergraduate and postgraduate level.16 The UK government is providing
special scholarship support for students from disadvantaged backgrounds
and is encouraging consideration of shorter two-year degrees, while also
opening up degree awarding powers to selected vocational colleges.
Overall, there are concerns that the pursuit of the above agenda will
move the focus of university activity more towards competence-based edu-

cation and human capital development and away from the broader cul-
tural development of the individual (Grayling, 2012; McGettigan, 2012).
Linked with this is the fear that student choice of disciplines to study will
be increasingly influenced by related employment pathways and that there
will be a move towards greater preference for vocational and professional
degrees and away, in particular, from humanities.
Local and Regional Partnership Development
Much has been written about the attempts over the past decade or so
to address the disconnect between the universities and their local and
regional environment (Williams et al., 2008; Goddard and Vallance,
2011). This challenge has several components: that of engagement of the
university with its immediate community, culturally, socially and eco-
nomically; its relationship with the business economy and particularly its
role in innovation and knowledge transfer; its contribution to graduate
retention in the locality; and more lately its contribution to social innova-
tion and social enterprise. Much of the official support for this activity in
England comes from a Higher Education Innovation Fund (HEIF) aimed
at supporting ‘Third Mission’ activities of universities; this is administered
by the publically funded Higher Education Funding Council for England
(HEFCE). There are similar financing arrangements in Scotland and
Wales. The main thrust is upon knowledge exchange related to research
but there is smaller support for local entrepreneurship education, com-
munity development initiatives, skills development and use of physical
assets. Compared with the total funds flow to universities the sums are
small – £601 million is allocated in England for the period 2011–15 –
although universities are expected to leverage this amount several times
from private, other public and often European sources. Much of the
additional public funding has in the past come from regional development
agencies but these have been replaced by Local Enterprise Partnerships17
with smaller budgets available.
The most recent challenges to the UK universities have come for the
UK government’s ‘Big Society’ concept,18 and from the government-
commissioned report into growth by Lord Heseltine, a former Deputy
Prime Minister.19 Both of these support the notion of stronger university
local links and in the latter case the development of more joint degree
ventures with employers. The growth of social enterprise (Universities
UK, 2012a) has also presented a new challenge to universities in engaging
with local communities in areas of research, knowledge transfer, student
project engagement and voluntary support experience – the last mentioned
being a key recommendation of the Wilson Report.

Enhancing Student Experience
In the light of the market emphasis placed on student choice, alongside

the Wilson recommendations on engagement with SMEs there is con-
siderable pressure upon universities to enhance the student experience.
A key UK component of this in the past has been a Knowledge Transfer
Partnership programme (KTP) of student project placement in organiza-
tions (Regeneris Consulting, 2010). While the number of KTPs involving
SMEs has grown substantially in the UK in recent years there remain two
major challenges: first, to bring back more of the learning from the KTP
experience into the curriculum of university programmes; and second to
build ongoing relationships with those companies that have been engaged
in the KTP process, thus ensuring that the concept of ongoing knowledge
exchange is truly fulfilled (see below).
Building relationships with SMEs also demands closer university ties
with the local community and local development agencies. This falls in
line with a pressure for the universities to create stronger partnerships
with students and between students and local communities while offering
them greater ownership of learning. Universities have, for some time, been
encouraged to sponsor and engage with an enhanced Academy Schools
Programme20 and are being asked to play a major role in development
of the planned new Baccalaureate.21 The UK government emphasis on
improving the student experience will demand a whole new range of
measures by universities including provision of more detailed information
on: course offers; qualifications required for successful students; student
feedback/satisfaction indicators on individual courses; as well as employ-
ment and salary data as noted above.
Entrepreneurial Learning
The Wilson Report’s emphasis on student entrepreneurial learning

has been followed up by the issuing of Enterprise and Entrepreneurship
Education: Guidance for UK Higher Education Providers by the UK
Quality Assurance Agency for Higher Education (QAA).22 The Guidance
closely matches the recommendations of Wilson in emphasizing the
development of personal qualities and skills relating to innovation, the
building of self-efficacy and personal confidence, action orientation
and ownership and control of events (QAA, 2012), and the embedding
of entrepreneurship pedagogies and curriculum contextually across the
whole university.
The challenge to the university in pursuing this agenda has been
outlined in an earlier article referred to at the beginning of this chapter

(Gibb, 2012). In summary it embraces a number of key components:

clarification of the key personal enterprising attributes to be priori-
tized in student development; creation of awareness among students
and staff of the need for such development; embedding of pedagogical
approaches to meet the above and development of capacity within each
department to embed them contextually in the curriculum; development
of self-employment awareness and self-efficacy programmes open to all
students; delivery of start-up programmes for those students and staff
wishing to set up their own business immediately; and creation of oppor-
tunities for student internships/projects with SMEs in all departments.
Several of the above activities can be delivered by strong student entre-
preneurial societies, supported where appropriate by university staff and
resources. Partnerships with external agencies and businesses will also be
a necessary component.
Utilizing New Learning Technologies
Perhaps the greatest challenge in addressing many of the above objectives

is that of the utilization of new technologies. The global IT revolution has
opened up mass markets for learning and has greatly enhanced the poten-
tial for flexible ‘self-directed’ learning approaches (JISC, 2012). The provi-
sion by major US universities of Massive Open Online Courses (MOOCs)
is leading the field in this respect (Daniel, 2012). Harvard, MIT, Princeton
and Berkeley now offer free online lecture programmes by leading profes-
sors and some are joining in delivery consortia of which Coursera is the
most visible.23 In the UK Edinburgh University has joined in Coursera
with 12 other international universities to offer online new courses in the
arts, computer science, health, mathematics, history, literature and other
disciplines.
The associated ‘flipped classroom’ model, where lectures are delivered
online and classroom time is spent in debate and discussion, is attract-
ing substantial attention, particularly in the USA, although approaches
of this nature have long been used by the Open University in the UK
(Institute of Educational Technology, 2012). They are also a means of
attracting mature students particularly when accompanied by flexible
credit accumulation and institutional transfer possibilities. This may
become of increasing importance in the UK where numbers of full-
time mature students have fallen with the rise in tuition fees.24 They
also build upon student competence in the use of social media (Twitter,
Facebook and YouTube, among others), which it is argued is outstrip-
ping the competency and awareness of many academic staff (Selwyn,
2012).

Programmes of this kind are attracting venture capital as they offer the
opportunity for reaching out to many hundreds of thousands of future
graduate students. They are also attracting private providers such as
Udacity and EdX.25 Private provision of university education in general
is also opening up the debate on two-year, more intensive degrees where
there is already public university experience (Foster et al., 2011; Evans,
2012). An outstanding issue in wide delivery of online learning is the
link between the offer and assessment and accreditation together with an
ability to accumulate credits flexibly in moving to qualification.26 There
are many limitations on this in the present offer.
International Market Dynamics
In general, UK universities are facing increasing international competi-

tion and are falling down global rankings.27 The substantial growth of the
HE offer in Asia is symbolic of this (Marginson, 2012b). In particular, the
trends in global education delivery through technology have long-term
implications for the attraction of foreign students to UK universities.
But the substantial international student market for UK HE institutions
is also being affected by a number of other factors. Most recently, the
impact of stricter immigration controls relating to overseas student study
has caused major concern (Universities UK, 2012b). This is against a
backdrop of a growing number of UK students now choosing to study
abroad.28 The substantial rise in tuition fees following the changes noted
above (with annual fees running between £7000 and £9000) makes English
institutions highly uncompetitive on price with many European counter-
parts.29 Following the recent changes in funding arrangements, student
numbers from abroad are falling.30 This is happening against a future
scenario of a weakening of the pull of the English language appeal to
study in the UK, with overseas providers now offering a range of taught
degrees in English.31 There is also a questioning in developing countries
of the conventions of the ‘colonial’ university model of knowledge and
learning for its own sake – many developing countries struggle to absorb
graduates into graduate-type employment, often leading to the creation of
politicized dissident groups.32
A Global Curriculum?
The dependency of the university sector on overseas students and consid-

eration of the issues raised above is moving the focus away from income
generated by this activity to debate about the kind of intellectual and aca-
demic interchange that trans-cultural opportunities to study at our univer-

sities should bring (King et al., 2010). Combined with the fact that there is
a growing international marketplace for UK graduate employment, there
is increasing pressure for enhancing the curriculum in many disciplines to
embrace a wider global context (Welikala, 2011). The challenge is seen as
one of preparing all students for global citizenship by means of creation
of a wider range of programmes that relate more closely to global issues
and allow sharing of learning and experience of different cultures (Bourn
et al., 2006). Such a challenge has major implications for staff recruitment
and development.
The growth of international student mobility is occurring against a
backdrop of the pull of higher levels of international research collabora-
tion and publication. One-third of high-level journal publications involve
international author partnerships (Bone, 2011).
Summary
The pressures on universities from the ‘task environment’, summarized

above, are numerous and cover all aspects of university activity: discov-
ery, direction of scholarship, teaching and learning, relevance to society,
student partnership and community engagement (Figure 2.1).
Enhancing social Funding-finding Pressure for

mobility new resources differentiation and
market niche
Exploring new
employment gateways Private competition and
partnership
Enhancing student Universities as ‘engines

employability Challenges of growth’ challenge
Enterprise and
and
entrepreneurship opportunities Research impact
education requiring
MOOCs and Innovation across
new internet learning
innovative and disciplinary boundaries
technologies entrepreneurial
Responding to
Engaging social
response open access
media
Big and
Enhancing student linked data
experience
Global Local/regional/ New
Student competition/ community/ business/
ownership/ partnership/ social enterprise SME
evaluation curriculum development partnership
Figure 2.1 Pressures in the university ‘task environment’

REVIEWING RESPONSES TO THE ABOVE

PRESSURES
Differentiation
Universities in the UK and internationally are pluralistic organizations

and vary substantially in terms of their local and regional engage-
ment, overseas initiatives, student recruitment, attitudes to research,
development from research, degree of focus upon current real world
problems, engagement with business and linkages with the wider stake-
holder environment. In Scotland, Wales and Northern Ireland such foci
are considerably influenced by the policies of substantially devolved
national authorities. Reflecting their origins and traditions, individual
universities also have distinctly different modes of governance and
indeed cultures. The responses to the pressures outlined above are there-
fore likely to be highly differentiated. But they are also conditioned,
in the UK, by lobbying groups of universities with different agendas
relating to the shaping of the sector and particularly competition for
resources.33 Many universities are seeking to position themselves in what
is described as blue oceans (Kim and Mauborgne, 2004) of differen-
tiation in applying knowledge, engagement, partnership, learning and
enterprise (see also Coiffait, 2012).34 The work of the HEFCE funded
‘Leading Transformational Change’ partnership programme led by
Plymouth and Teesside Universities35 provides evidence through case
studies and surveys of this activity.
Influencing Student Choice
Notwithstanding the above differences, a common overriding response

is to find innovative ways of reaching out to students and all those who
influence student choice – parents, schools, NGOs, local government,
social networks, the media, potential external investors and sponsors, and
sources of funding for educational innovations. Some of the ways in which
universities are seeking to influence student choice are shown in Figure 2.2
with a strong focus upon partnership with schools, students36 and Further
Education colleges in the university catchment area.37 Examples include
the setting up of a specific study centre in a school for a particular subject
area, the creation of a ‘learning passport’ system by which students
monitor their development in a particular subject area with assistance
from the university and the establishment of university staff ‘ambassador’
links with schools. The messages carried by these means are competitive
and differentiated, with different emphases on physical facilities, employ-

STUDENT SPONSORING
SCHOOL TASTER
BRIEFING FAIRS ACADEMY
VISITS DAYS
DAYS SCHOOLS
PRESENTATIONS TO
SCHOOL STAFF
TEACHERS
LIAISON DAYS
CONFERENCES
IMPROVING THE
QUALITY AND SETTING UP
PARENTAL CONTENT OF UNIVERSITY
ADVICE SESSIONS
INFORMATION TO TECHNICAL COLLEGES
MAKE MARKETS
WORK
LOCAL AUTHORITY STUDENTS SCHOOLS
BRIEFINGS PROJECTS
TARGETED DEPARTMENTAL
‘AMBASSADOR’ ‘CENTRE’
PROJECTS INITIATIVES
JVs WITH SCHOOLS PROGRESSION

SOCIAL
NATIONAL CURRICULUM PASSPORT
MEDIA
STUDENT BODY SUPPORT SUPPORT
Figure 2.2 The focus of relationship building to influence student choice
ability, employment record, research and teaching excellence and speciali-

zation, pedagogy, financial incentives and social life.
Focus Upon Employability and Job Quality
A key competitive focus is upon student employability and subsequent

job quality and the enhancement of student experience to these ends.
The issue of employability has long been of concern to UK universities
(Sternberg et al., 2000; Knight and Yorke, 2004) but has become a major
competition issue not only because of market changes but also because
of the global economic (and associated employment) crisis. Many UK
universities have responded imaginatively to this challenge as described in
the Higher Education Academy ‘Pedagogy for Employability’ paper (Pegg
et al., 2012). A major emphasis in many programmes is upon embedding
employability issues contextually in the curriculum of each department,
backed up by the provision of opportunity for students to gain tacit (expe-
riential) knowledge and thus develop ‘practical intelligence’ (Butcher et
al., 2011). There are also experiments in engaging employers in the devel-
opment of the curriculum (Tallantyre and Kettle, 2011). The research of

the UK National Union of Students (NUS) in partnership with the UK

Confederation of British Industry (CBI) documents a variety of examples
(2011).
The competition provoked by the enhanced metrics on graduate
employment, noted above, has led to a boosted role for careers depart-
ments, some being rebranded (for example as ‘Futures’ or ‘Employability’
departments), partnerships with private agencies and attempts at embed-
ding employment responsibility contextually in academic departments. It
is also boosting pressure for increases in student work experience via short
‘sandwich’ experience and internships.
Ensuring Wider Access
Social mobility was one of the three major pillars of the UK government’s
White Paper on Higher Education. The change in the English fee structure
has placed extra pressure on the sector to ensure wider access. The Office
for Fair Access (OFFA), established alongside the new funding arrange-
ments, has pressured the universities to use more ‘contextual’ data in entry
criteria for universities and will monitor access agreements to be set out by
all universities charging fees above the base level. A National Scholarship
Programme38 has been introduced to provide financial help to universi-
ties to assist access to poorer students. A 2012 report by the Independent
Reviewer on Social Mobility and Child Poverty (Milburn, 2012) called for:
greater outreach efforts by the sector; simplified admissions criteria; more
foundation programmes; better online provision; and university sponsor-
ship of schools in deprived areas. There is particular challenge to part-time
student development, with some universities specializing in this field with
flexible evening programmes.39
In this respect, and noting the developments in MOOCs discussed
earlier, there is likely to be major growth in online learning. A review of
the existing UK offer in 2010, funded by HEFCE (White et al., 2010),
found 400 course offers, mainly at the postgraduate level, by over 100
Higher and Further Education institutions and a further 175 in partner-
ship with private providers. The major potential for expansion was noted.
Debate on the Use of Knowledge
The employability debate, the pressure for universities to become part

of the economic ‘value chain’ and therefore to focus more upon issues of
immediate economic and social relevance to society, and the influence of
the vast volume of data on the web, is encouraging wider reflections on the
way that universities organize, influence and use knowledge flows (Valima,

2009). This takes a number of directions. Perhaps the most transparent is

the intensification of the debate about the value of more focused Mode
240 problem/issue multidisciplinary and transdisciplinary research and
teaching (Lyall and Meagher, 2012). A related, very practical and pressing
edge to the debate is that of how universities are approaching the issue of
the sheer volume of information on the Web – Big Data and Linked Data
(McAuley et al., 2012). The former is concerned with the ‘philosophical
and methodological approach to democratizing data’, and the latter is
focused upon the cross-correlation of data across cultures, institutions
and traditional disciplinary boundaries. In the light of the increasing use
by students of such data universities are being forced to consider what this
means for the training of staff and students in data literacy.
A deeper philosophical component of the discussion on useful knowl-
edge (somewhat ignited by the current debate on the ‘idea’ of a university)
recalls early philosophical writings that emphasize the role of universities
as being concerned with the imaginative and creative use of knowledge
and not just knowledge delivery per se (Whitehead, 1927; Newman, 2007).
Leading on from this is the reminder that the concept of useful knowledge
is not confined to a focus upon ‘know how’ in the technical sense but
refers as much if not more to the need to link the development of student
knowledge to values and to broad areas of society’s need for development
and the carrying forward of culture. This marries up with the concept of
wisdom (Maxwell, 1984) as being concerned with the individual’s capacity
to embrace a combination of experience/knowledge and deeper under-
standing of a life world of uncertainty and complexity. There is a link here
with Grayling’s defence of the ‘generalist’ noted above and the notion
of ‘practical intelligence’ (Sternberg et al., 2000). There is little evidence,
however, that this concept (while increasingly debated) has in practice
been widely accepted and embodied in university employability agendas.
Enterprise and Entrepreneurial Skills Development
A key component of the employability agenda, as noted above, is the

provision of enterprise and entrepreneurial skills and knowledge. There
is now wide experience across the UK with many deans and pro-vice-
chancellors charged with this responsibility. The UK experience in this
respect has been captured by the National Centre for Entrepreneurship in
Education (NCEE) in its national surveys41and programmes for university
staff development in partnership with Enterprise Educators UK.42 While
there is growing evidence of the embedding of entrepreneurship education
in individual disciplinary contexts there are relatively few examples as yet
of comprehensive coverage across the whole university. There remains,

therefore, a major challenge in terms of pedagogical and organization

development.
Student Ownership
There is mounting evidence that student bodies can play a major role in
entrepreneurship education development. The student-owned National
Consortium of University Entrepreneurs (NACUE), set up to support
students’ entrepreneurship society development is now operating on 120
campuses and embracing 40 000 UK student society members, and with
government support it is rapidly expanding. The societies offer start-up
programmes and promotions, business connections, in some cases loan
schemes and links to venture capital and gateways to experience in SMEs.
In many cases they are supported financially by the university.43
Building SME Relationships
As in entrepreneurship education there is much experience of universities

seeking to build relationships with SMEs. The KTP system noted earlier is
one approach that has been substantially developed, though in many cases
it has yet to meet a true knowledge exchange criteria of embedding the
learning from KTPs into the formal curriculum and developing long-term
partnerships.44 The Shell Technology Enterprise Programme (STEP)45 was
aimed at building opportunities for student project work in SMEs, was
highly evaluated (Westhead et al., 1995) but government support has been
removed. It also dealt with relatively small numbers. In general, universi-
ties find it easier to develop partnerships with small professional service
companies rather than the majority of the highly differentiated small firm
sector.46 The focus of much university SME linkage support by govern-
ment programmes has been upon the narrow high technology and innova-
tion sector. Attempts to widen the base through a government-funded UK
Employer Ownership Partner scheme,47 aimed at creating joint ventures in
skill development, appear to be attracting mainly larger firms.
Community Engagement
Local SME engagement can also be viewed through the lens of a univer-
sity’s strategy for community engagement. Many UK universities in recent
years have created local community engagement offices and programmes,
at times in partnership with other universities.48 These are not always
focused on economic development but also on issues of social deprivation
and wider societal problems. They vary in intensity in terms of the degree to

which they open up active gateways to engagement across the university for
staff and students as opposed to providing information access to the univer-
sity for local stakeholders.49 Social enterprise is an area of growing focus.
Reflecting this, a National Social Enterprise UEN (University Enterprise
Network) was established in 2011 hosted by Plymouth University with
founding partners from the private sector including the Co-operative
Group and SERCO (a private deliverer of services including education),
together with the Social Enterprise Mark Company and the National
Centre for Entrepreneurship in Education (NCEE). Its aim is to research,
pilot and communicate best practice to help shape national policy, and
work with students and staff in the partner institutions to build social
enterprises. It will also work with SMEs and existing social enterprises to
provide targeted business advice, mentoring and support.
Recent research into university engagement with disadvantaged com-
munities demonstrates substantial and growing involvement across the
UK in areas of: collaborative research; outreach education; voluntary
work; student project and experience; and institutional commitment in
general, including a focus on student recruitment from disadvantaged
groups (Robinson et al., 2012).50 One UK university has deliberately put
the understanding and development of social enterprise51 at the heart of its
activity. Many universities have signed up with a National Co-ordinating
Centre for Public Engagement.52
Innovation and Regional/Local Development
Despite the constraints on funding resulting from the abolition of regional

development agencies in England and their replacement by lower resourced
Local Enterprise Partnerships (noted earlier) there has remained a strong
impetus to university activity in the field of business engagement, innova-
tion and knowledge transfer/exchange. In part this continues to be sup-
ported by the Higher Education Innovation Fund (HIEF) and European
Community grants but also reflects the pressure for differentiation and
need for local engagement and visibility as well as resource acquisition via
partnership (University Alliance, 2012).53 Research demonstrates that in
engineering and physical sciences academic engagement has grown, that
academics in these disciplinary areas are entrepreneurial and that they
perceive the barriers to engagement to be falling (Salter et al., 2010).
Partnerships: Programmes and Curriculum Development
Partnerships between public universities and with private institutions

in the education field are also growing as the competitive environment

accelerates. There have always been university partnerships in research,

some more formalized and longer term than others:54 one major barrier to
collaboration in this respect has been the Research Assessment Exercise,
which focuses upon individual university competitive ratings. But these
constraints are disappearing as universities seek scale and multidiscipli-
narity in their research.55
Partnerships between UK universities to offer transfers and joint
degrees are only slowly emerging and are perhaps more easily managed
with overseas institutions once substantial set-up costs are covered. Such
partnerships will be important in the future if universities are to follow
the Wilson recommendations and offer a wider range of internships
and international experience to students. Partnerships with the private
sector to deliver available online programmes are well underway.56 And
private companies are actively engaged with universities and colleges in
the provision of foundation degrees.57 Partnerships with large compa-
nies to create joint degrees are growing.58 Private–public collaborations
of this nature are likely to further develop, perhaps, on the basis of US
experience, towards a model where private providers operate founda-
tion and ‘short degrees’ and public university partners provide linked
Master’s and Doctoral programmes. In the UK, however, there are res-
ervations as to whether some of this activity will divorce teaching from
accreditation.
The global curriculum pressures noted in the previous section are
bringing a new inter-cultural dimension to the partnership concept. UK
universities such as Oxford Brookes,59 Bournemouth (Shiel and Mann,
2005), Leeds and Bristol are, for example, paying particular attention to
many of the issues raised by Welikala (2011). This is bringing recognition
that addressing issues of global curriculum development goes beyond the
design of programme content. It involves partnerships in the creation of:
communities of practice between existing student groups; their involve-
ment in more reflexive modes of learning; exchange of experience and
resulting experiment on pedagogies; external partnerships for building
multicultural modes of learning; and wider democratic approaches to
learning.
The Drive for Efficiency and Alternative Revenue
Partnerships of a different nature are emerging in response to the public

funding crisis. The private company University Partnerships Programme
(UPP), has, for example, partnered extensively with universities in the
provision of student accommodation and campus infrastructure.60 There
is also major outsourcing activity in the supply of IT services and an

estimated considerable untapped potential in other areas (Massey, 2010)

covering not only infrastructure such as playing fields and environment
but also marketing, accounting, student relationship development and
registration activity. The sharing of services among universities is also
growing, with as yet considerable untapped potential.61 Funding problems
are also generating pressure for revenue raising via the selling of services,
utilization of spare capacity and consulting and training activity. This can
involve the setting up of separate joint venture companies with the private
sector and/or the creation of independent service businesses, which can
be marketed or franchised to others.62 There is also estimated untapped
potential elsewhere, for example in the expansion of procurement partner-
ships; such arrangements already account for 15–20 per cent of an esti-
mated £5 billion collective university spend.63
Closer engagement with alumni is also being pursued: a recent study for
HEFCE found that approximately half of philanthropic revenue for uni-
versities came from alumni, with arguably much greater potential at stake
(More Partnership, 2012). There is accompanying pressure for all depart-
ments to be involved in this role and, in general, to meet revenue-raising
targets. In part this may, in the long term, have to be achieved by greater
cooperation, and fee sharing arrangements, with business as well as direct
fund-raising appeals.64 Joint private–public ownership is not beyond
future possibility. Changes in the legal status of some universities may be
pursued to facilitate external investment (Eversheds, 2009).
In the light of the foreseeable resource problems of universities, follow-
ing the changing financing arrangements, the representative organization,
Universities UK, set up a task force to review efficiency in universities,
which reported in 2009 (Diamond et al.). The goal was to identify ways
in which institutions could work more efficiently and effectively to ensure
value for money by developing procurement, streamlining institutional
processes, improving the use of data and benchmarking, and supporting
better use of shared services and outsourcing (Universities UK, 2010a).
A number of Task Groups are working on developments in each of these
areas moving towards an implementation phase (Diamond et al., 2011).
It is possible that many universities are seeking to increase ‘efficiency’
by more traditional cost-cutting means, involving larger classes, freezing
appointments, use of more adjunct and part-time staff, increasing teaching
loads and limiting staff travel (Standard and Poor’s, 2008).
Organizational Change
The above challenges are triggering broader organizational change and

reflections on the managerialist norms of some existing structures. Several

universities have changed or are considering a change in rewards and pro-

motional tracks linked with knowledge exchange and stakeholder devel-
opment activity as well as teaching and learning excellence. The use of
adjunct staff in teaching and mentoring support seems to be growing, with
some evidence of greater entrepreneur engagement.65 Externals, including
board and council members, are being used to drive agendas and leverage
change. Internally, role models are sought to highlight certain kinds of
activity. There may be moves to structure boards of governors in a more
‘representative of interest’ mode, away from a more traditional composi-
tion of disinterested parties from the community, perhaps enhancing the
role of alumni and student representation (Gillies, 2011). Official support
for student entrepreneur societies is growing.
There is also recognition of the limits of many standard approaches to
external relationship development –for example, professionally managed
enterprise and technology transfer offices and science and technology
parks. There is growing evidence that what is important in technology
transfer success is the degree of support and availability of role models
at the departmental, bottom up level (Bercovitz and Feldman, 2008):
activities overly dominated by professional technology transfer staff
may therefore at times weaken the motivation of academic staff to build,
independently, external networks of social capital. This process has been
identified as key to enhancing a university’s capacity for knowledge
transfer and exchange. It has been shown that the building of such social
capital can also be an important key to innovation. Overall, as noted
above, there is evidence of moves to embed issues of employability,
external relationship management, knowledge exchange revenue and
resource-raising activity more substantially in individual departments.
This can lead to some de-layering of levels of management in the organi-
zation, which in itself will demand closer professional and academic staff
partnership.
THE REBALANCING OF STAKEHOLDER

RELATIONSHIPS
Realigning the Interface with the Environment
In the introduction to this chapter, and following from arguments in earlier

papers, two key propositions as to the nature of organizations operating
in uncertain environments were set out. The first was that contingency
organization theory underpins the notion that the distinctive nature and
dynamism of the task environment must weigh heavily on organization

PEER
RESEARCH PUBLIC HE CENTRAL ASSESSMENT
FUNDERS FUNDING BODIES GOVERNMENT GROUPS
COUNCIL AND
STUDENTS BOARDS
SUGGESTED SCHOOLS AND

PARENTS RELATIONSHIP COLLEGES
HIERARCHY OF
TRADITIONAL ACADEMIC
EXTERNAL INSTITUTIONS
ALUMNI
STAKEHOLDERS NATIONAL/
INTERNATIONAL
INTERNATIONAL
AGENCIES
MEDIA
LOCAL
DEVELOPMENT GOVERNMENT ASSOCIATIONS/ BUSINESS
AGENCIES AND COMMUNITY NGOs
Figure 2.3 University key stakeholders: a shifting balance
design. The second was that it is the level of uncertainty and complexity in
the environment that will dictate the need for entrepreneurial behaviour.
This chapter, so far, has outlined numerous external pressures on universi-
ties in England and the UK, contributing to uncertainty and complexity
in their task environment. It is clear from the description of university
responses to these major changes that there is now considerable pres-
sure on the sector to engage more fully than hitherto with a wider range
of stakeholders, locally, nationally and internationally. UK universities
have always interfaced with the broad spectrum of stakeholders as set out
in Figure 2.3 but with a strong ‘traditional’ orientation towards certain
groupings.
The traditional stakeholder balance (shaded most heavily in the
figure) has been towards the sources of public funding directly through
‘independent’ conduits (the Higher Education Funding Council for
England – HEFCE) and complemented by ‘directed’ (targeted upon par-
ticular desired outcomes) public funding from government, which is often
available on a bidding basis. This has been topped up by research grants
(public and privately supported), most of which are either dependent
upon or influenced to a considerable degree by, peer assessment/review
processes.
As a result of new funding and market arrangements in England, the
balance of stakeholder dependency patterns is shifting. The emerging

dominant stakeholders are students, accompanied by those who influence

their choice (shown moderately shaded in Figure 2.3). The government’s
somewhat determined supply chain view of the role of universities in eco-
nomic and social development, together with a wider sensitivity to com-
petition, has strengthened the concern of universities to link with external
agents at the local, regional, national and international level. There is
enhanced motivation to build partnerships both with peer institutions
and sources of funding as well as network building to secure sustainable
futures. The stakeholders who are lightly shaded in Figure 2.3 are there-
fore also becoming more prominent.
It is, however, of limited value to explore university stakeholder rela-
tionships from a ‘total organization’ perspective. Every university is a
highly pluralistic organization, with each department facing distinctive
variations in the stakeholder community mix. ‘Traditional’ departments/
faculties such as law, medicine, music and divinity have strong links to
their associated professions. Many universities now embrace vocational
subject areas, for example hospitality, education, tourism, design, nursing
and accounting, each with strong associated stakeholder relationships.
Humanities departments, at times characterized as having weak external
links, are found in practice to be as strong in this respect as departments
such as engineering (Hughes et al., 2011).
The Challenge at the Departmental Level
The university challenge in adapting to change in the environment is there-

fore largely a decentralized one. Each department within the university
will face different types and combinations of stakeholders with different
levels of uncertainty and complexity. Every department will therefore
need to map out its own ‘task environment’, societal, academic, com-
munity and ‘practitioner’. A possible stakeholder practitioner scenario
of a music department is illustrated in Figure 2.4 and can be described as
characterizing the potential future music-related occupational life-world
of the student. The challenge for the department can be that of engaging
with these ‘music world’ stakeholders to provide opportunity for students
and staff to acquire tacit/experiential knowledge in all of the potential
employment contexts: and where possible to build this knowledge and
experience into the curriculum and pedagogy. The stakeholders shown can
be explored in a local, regional, national and international context. Similar
maps could be drawn for each department as the basis for a review of the
present position and future potential for tacit learning and the develop-
ment of practical intelligence.

Teaching–schools
Accounts Peripatetic
Royalties Therapy
Studio Mgt. Lecturing
Copyright Arts Admin
Legal Community
Sound Engin Legal
RECORDING BusIness
PUBLISHING COMMUNITY Production
PRODUCTION HEALTH Distribution
EDUCATION Sales
Manufacturing
Buyer RECORD
MUSIC Marketing
Mgt. COMPANIES
RETAIL MUSIC Press
AdvertIsing Promotion
PR
PERFORMANCE LIVE MUSIC
Arranger/Producer/Songwriter/ PR/Venue Management

Conductor/Performer/ Admin./.Roadies/Agent/
Theatre Tour manager/Concert prom
Artist mgr.
Figure 2.4 Example: music department stakeholder practitioner

relationship map
MANAGING MULTIPLE STAKEHOLDER

INTERDEPENDENCY: AN ENTREPRENEURIAL
CHALLENGE?
This section of the chapter focuses upon the management of multiple
stakeholder interdependency as described above. It is argued that to maxi-
mize freedom and autonomy in such a milieu requires an entrepreneurial
model. The rationale and modus operandi for such a model is explored by
borrowing from the manner in which entrepreneurs seek to maintain their
independence and organizational autonomy in uncertain, and sometimes,
complex environments.
Freedom and Organization Autonomy
It was emphasized at the beginning of this chapter that there are a signifi-
cant number of academics who feel that their academic freedom and the
basic ‘idea’ of a university and its autonomy are being threatened by the
pressures and changes noted above and particularly by the entrepreneurial

concept. The academic freedom they refer to was underpinned tradition-

ally by systems of public funding that were managed by intermediaries
and therefore ensured limited detailed direct accountability to govern-
ment. Peer review processes were seen to be the major vehicle for stand-
ards setting and accountability to society (although in the UK, as in
many other countries, this process has been eroded over the past two
decades, in particular by increasing government guidelines and directives).
Nevertheless the system enabled academics to enjoy substantial degrees
of freedom to think, research, teach and do whatever they deemed to be
important. It is the apparently growing constraints on this freedom that
are now lamented. Yet, in reality, over many years, this freedom has had
to be negotiated with an increasingly wider range of stakeholders seeking
to influence and/or work in partnership with universities. The scenario
described earlier in this chapter has, however, ratcheted up the imperative
to negotiate freedom and raises questions as to how universities in general
should respond.
How Entrepreneurs ‘Manage’ Independence
Almost universally, international research from the beginning of major

academic interest since the 1960s has demonstrated that the major per-
sonal driver for the establishment of an independent business/organization
is not financial reward but the search for individual freedom and inde-
pendence (Collins and Moore, 1964). Yet, paradoxically, most would be
entrepreneurs are in fact exchanging their dependence upon a single source
of income and/or work for a situation of interdependency on a wide range
of external stakeholders who they have very limited power to influence.
The entrepreneur has, therefore, from the onset, to ‘negotiate’ his or her
desired level of freedom. Consequently, there is, in the process of develop-
ment of the business or organization, a constant battle to assert independ-
ence in the face of pressures from all the stakeholders whose needs must
be met if the organization is to survive (customers, suppliers, financiers,
staff, regulators, professional service providers, local government and the
Revenue among many others). The art of entrepreneurial management
can therefore be described as the management of interdependency in such
a way that the desired level of independence and associated freedom is
achieved and personal goals are met. It has been argued by one of the
present authors that this can only be achieved successfully if the entrepre-
neur’s organization embraces the model of a porous learning and educat-
ing system (Gibb, 1997).

Managing Independence Through Trust-based Relationships
In this model of entrepreneurial stakeholder management the overriding

aim is to build mechanisms and motivation at all levels of the organization
to negotiate with key stakeholders in the environment to achieve what
the entrepreneur and his or her team want (rarely is it just money). The
major strategic means to this is the building of trust-based relationships
with people and organizations (Aldrich and Zimmer, 1986; Hohmann and
Welter, 2005) in order to reduce risk in a task environment over which the
entrepreneur has little control. This process of relationship trust building
has three key components, each of equal importance. The first is to maxi-
mize the organization’s capacity at all levels to learn continuously from all
stakeholders. This involves ongoing monitoring of changing stakeholder
needs; obtaining continuous feedback as to how the entrepreneur’s organi-
zation is perceived in the environment; and evaluation as to whether it is
successful and helpful to stakeholders in meeting their goals.
Optimizing success in building such a trust-based relationship model,
however, necessarily involves a two-way process of communication.
The second key component is therefore the ongoing education of major
stakeholders not only about the capacity of the organization to help
them achieve their goals but also proactively to help ‘bring forward their
futures’. This process demands empathy, some sharing of goals, and at
times values, and often, in practice, partnership. The third component is
the encouragement of the organization’s stakeholders to learn from each
other. This demands that the organization constantly strives to influence
and help engaged stakeholders to build, between them, partnerships and
strong relationships. The strategic aim is to cement the interdependency
network of the firm, so that understanding of, and confidence and trust in,
the firm is shared. In summary, the entrepreneur and his or her organiza-
tion are playing the role of builders of social capital and, as knowledge
brokers, are often using innovative means to bring forward the future for
stakeholders.
Designing an Entrepreneurial Organization to Successfully Manage

Interdependence
Successful pursuit of the process described above demands a distinctive

entrepreneurial organization design. The key component is maximizing
the freedom of individuals in the organization to behave enterprisingly: to
take responsibility for building personal stakeholder relationships; to take
risks in pursuit of this; be supported in this process; to feel ownership for,
and commitment to, seeing things through; and to engage informally in

innovation and communication across boundaries laterally and vertically

in the organization.
Achieving the above implies a certain kind of organizational culture.
Entrepreneurial organizations can be characterized as held together by
a shared culture embodied in ‘ways of doing, thinking, organizing and
communicating things’ (Gibb, 2007). The model of trust-based relation-
ship building is as important internally as it is externally and limits reli-
ance upon highly formal control and accountability systems. In such an
organization an autocratic leadership style that reserves external stake-
holder relationship development to the power elite is inappropriate. A key
characteristic of leadership in this cultural climate is that of a role model
exemplar ‘by doing’. Highly formal strategic planning is replaced by a
notion of strategic awareness and orientation where strategy and action
are intertwined in constant reflexive mode (Pencarelli et al., 2008).
It is argued below that this model is highly appropriate as a response to
the present and most probably future environment of universities (Kitson
et al., 2009).
THE UNIVERSITY AS AN ENTREPRENEURIAL

STAKEHOLDER LEARNING ORGANIZATION
The model described above characterizes the entrepreneurial institution

as a dynamic ‘learning organization’66 meeting two major criteria in this
respect. First, that it is porous to learning from stakeholders at all levels
of the organization by empowerment of staff in this respect. Second, that
its shared culture of internal trust-based relationships facilitates a flow
of the knowledge gained across horizontal and vertical boundaries in the
organization.
The University as a Knowledge Broker
The traditional university could, perhaps somewhat unfairly, be character-

ized as a ‘learned’ rather than ‘learning’ organization as described above,
with its focus upon learning from ‘objective’, often arms’ length, research
and scholastic texts. Yet, as argued in an earlier paper (Gibb et al., 2009),
universities in the technology-led information age can no longer pretend to
be the sole dominant source of knowledge and discovery (Nowotny et al.,
2003). They are being pressed to adapt to the international diversity and
complexities of knowledge flows as well as to the knowledge and learn-
ing needs of a wider range of stakeholders to be engaged (Watson, 2010;
Watson et al., 2011).67 This does not move the university away from its

classical role as a focus ‘for the imaginative use of knowledge’ (Newman,

1852) or from its long established task of discovery, reflection and the
carrying forward of the culture of society (Collini, 2012); it does, however,
add in the role of ‘transformation’ (Brennan et al., 2004).
The stakeholder relationship model, as described above, aligns strongly
with Mark Moore’s conceptualization of the creation of public value via
processes of engagement with all key partners in society (Moore, 1995).
The model, by its open processes of engagement, meets the criteria of
facilitating the pursuit of rich procedural knowledge, rich and tacit factual
knowledge and life span contextualization (Marchand, 2003). It therefore
clearly addresses the challenge of the ‘how’ as well as the ‘why’ in learning
and therefore the creation of what Maxwell deems as ‘wisdom’ (Maxwell,
1984).
Organizing for a Learning Organization
If the concept of the entrepreneurial stakeholder learning organization, as

described above, is accepted as appropriate to university development, it
has major implications for the redesign of the university to harmonize with
a dynamic task environment. The entrepreneurial learning organization
model demands the maximizing of the potential and freedom of the indi-
vidual in the organization to reach out to wider communities of practice,
harvest tacit as well as explicit knowledge and innovate across the broad
spectrum of institutional. This will demand the empowerment of indi-
vidual staff members to take risks and be protected and rewarded by the
system for their initiative. The most important challenge in pursuing this
is that of maintaining academic freedom in a milieu of wider stakeholder
demands and competition as described earlier.
There are major implications for the way that communication takes
place internally and externally if the benefits from external two-way
learning processes are to be optimized. There is substantial evidence that
innovation is maximized within a climate of informal networks and social
interaction (Obsfeld, 2005). Overall, to be successful, it requires, as noted
above, a shared set of beliefs as to the purpose and process of the organi-
zation that might be characterized as the appropriate enterprise culture.
Some of the major parameters of such an HE organization are summa-
rized in Figure 2.5.
The figure underpins notions of: a decentralized organization designed
to empower individuals all the way down the institution; departmen-
tal leaders being held responsible for innovation, harvesting resources,
and support of risk taking; the breaking down of boundaries within
and without the organization; developing strategic partnerships with

FLEXIBLE STRONG
APPOINTING STRATEGIC ENTREPRENEURIAL UNIVERSAL
ENTREPRENEURIAL ORIENTATION LEADERSHIP BY SUPPORT FOR
LEADERS AND SCENARIO EXAMPLE AND RISK TAKING
PLANNING VISION
MULTIPLE LADDERS
USING ROLE
FOR PROMOTION
MODELS TO
MOTIVATE
ALL DEPARTMENTS DECENTRALIZED,

HAVE ACTIVE REWARDS FOR
STRATEGIC
BUT HELD
TOGETHER BY INNOVATION
PARTNERSHIPS OF ALL KINDS
SHARED INFORMAL
CULTURE AS AGREED
NETWORK BUILDING WAYS OF SEEING
REWARDED IN ALL AND DOING THINGS INNOVATION
DEPARTMENTS FOR AND WITH BUILT INTO
SOCIETY CONTRACTS
BOTTOM UP
INNOVATION MAXIMIZING
RESPONSIBILITY STUDENT
PARTNERSHIP
USE OF ADJUNCT
FACULTY
DEPARTMENT CLOSER
HEADS PROFESSIONAL/ STRONG INTER-
RESPONSIBLE ACADEMIC DEPARTMENTAL
DEPARTMENT HEADS AS LINKS LINKS/VENTURES
HARVESTERS OF FOR
RESOURCES INNOVATION
Figure 2.5 Organizing the university for entrepreneurship
s takeholder institutions and engaging them directly through increased

use of adjunct faculty; creating new avenues for rewards and promotion;
using faculty to act as boundary knowledge brokers; the appointment of
entrepreneurial staff in pursuit of these goals; the creation of new forms
of partnership with students to maximize their ownership of learning; the
use of social media and new technologies to enhance this goal; the full
exploitation of synergies across the university as described in an earlier
paper (Gibb, 2012); and, above all, strong entrepreneurial leadership by
example.
OVERVIEW AND CONCLUSION
The Challenge of Differentiation and Strategic Partnership Building
It has been constantly emphasized in this chapter that enterprising

behaviour and entrepreneurial organization are contingent phenomena

most needed when operating under dynamic conditions of uncertainty

and complexity. The nature and scale of pressures for change in the HE
task environment have been described above, along with the challenge to
organization design. The sheer volume of change pressures in the envi-
ronment provides numerous opportunities as well as threats demanding
entrepreneurial response. It has been argued that the opportunities lie in
the ability of institutions to adopt an entrepreneurial organization model;
strategically assess the stakeholder environment; identify appropriate
responses; seek to bring forward stakeholder futures alongside their own
vision; build upon views of the long-term HE environment; match it to
their own organization strengths and weaknesses; and develop a dis-
covery, learning, educational and relationship agenda accordingly. This
means moving substantially beyond a Triple Helix concept, confined
to tripartite government/business/university partnership, to a model of
much wider stakeholder and societal culture engagement. There have been
attempts to move the Triple Helix model into fourth or fifth dimensions to
cover wider aspects of a civil society (Carayannis and Campbell, 2012) but
the stakeholder model allows strategies covering the totality of knowledge
flows, relationships and cultural/global challenges.
Such strategies are already emerging, with institutions choosing dis-
tinctive key local, regional, national and/or international areas of focus.
Entrepreneurial organizations seek to differentiate themselves. Almost
certainly many of the strategies will demand more fluid internal cross-
boundary relationships and the building up of strong external strategic
partnerships. They will also necessitate continuous reflection on the foci
of teaching and learning and its relationship to research (Prince et al.,
2007), particularly in the light of the growing debate on ‘wisdom’ and
‘practical intelligence’. Scholarship stands apart from research, and the
concept of wisdom in turn demands an intellectualism that goes beyond
scholarship. A focus on the broad concept of wisdom is also a reminder
that the supreme stakeholder for the university is society itself and that the
sum total of the stakeholder relationship parts may not truly represent the
whole.
In addressing the learning agenda and the issue of differentiation,
the key ‘discovery’ aspect of university activity may need to be an area for
reflection. It does not necessarily follow that good teaching follows from
good research (Jenkins, 2004). As Jenkins points out, effective approaches
to teaching and learning can stand apart from formal research. The
increasing demands (of both business and other organizations) for a wider
range of personal transferable and entrepreneurial skills to be developed
in graduates create major new pedagogical challenges for learning and
teaching (QAA, 2012). These challenges are being intensified by advances

in technologies for learning. The new dynamics of the task environment

provide many opportunities for niche differentiation in the discovery and
learning process. Example abound: the University of Plymouth brands
itself as ‘enterprise led’, the University of Northampton as the university
for employability, and Strathclyde University as a university for ‘useful
learning’.
It has been argued that a major challenge in creating greater public
value will be that of aligning, appropriately, the university with the future
for key stakeholders and beyond, for society (the transformational role).
As noted above, much of the detail of the challenge in this respect will be
at the departmental level with each department mapping out its own ‘task
environment’, academic, community and practitioner. Overall, closer
engagement with stakeholders will demand a more flexible approach to
strategic planning, the flexibility being determined by the dynamics of
the learning relationships. As in an entrepreneurial company there will
be stronger pressure to seek to lower uncertainty by the building of trust-
based relationship partnerships. Drawing down from the strategic part-
nership literature (Mohr and Spekman, 1994) some key guidelines in this
respect might include:
● a careful search for multiple partnerships with longer term horizons;

● a sharing of vision and objectives with selected strategic partners;
● more open exchanges and a move away from isolated development
processes to greater joint activity and problem solving;
● maximizing gateways to ongoing informal social relationship build-
ing with stakeholders across the university as a key to stimulating
innovation;
● moving away from limited one-off contact points to more ongoing
engagement;
● associated greater empathy with stakeholder values and a willing-
ness to share these;
● an associated movement from fragmented development projects to
networked approaches and more joint technical development proc-
esses with a sharing of costs and benefits;
● an enhanced understanding of professional stakeholder standards
and ways of doing things;
● greater cooperation with HE competitors rather than the taking of
adversarial stances.
Although this chapter has focused substantially upon the UK and

England, it is clear that many of the issues raised are relevant to the future
of universities across the globe (Kwiek, 2009, Marginson, 2012a). At the

core of an entrepreneurial academic response to environmental change is

the preservation of freedom. It has been argued in this chapter that such
freedom needs to be negotiated with an ever wider range of stakeholders.
The adoption of the broadly defined entrepreneurial approach to man-
aging relationships described in this chapter might enhance the capacity
of a university to move away from short-term reactive ‘market’ tactics,
strengthen its ability to influence social and cultural change in society and
at the same time enhance, negotiate and maintain key areas of academic
independence and freedom.
NOTES
1. For an academic defence of this stance see Gibb (2002).

2. A model of government, business and university interaction.
3. Wales and Scotland in particular have their own policy control over university finance
and development and have not chosen to pursue the student-led market approach to
funding as in England.
4. Embracing innovations, for example, in: programme design, development, curriculum
and pedagogy, stakeholder relationship development and partnerships (local, regional,
national and international); research design and development; research impact; funding
and resource acquisition; trans-disciplinary approaches to research and teaching; inter-
departmental and cross-boundary collaborations in general; internationalization; and
organization development.
5. See www.eulp.co.uk. A pioneering executive development programme for senior uni-
versity leaders, now run annually through the National Centre for Entrepreneurship in
Education and Universities UK.
6. The task environment constitutes the institutions and forces with whom the organiza-
tion interfaces in pursuit of its activity. It is a concept that has influenced organization
development theory for many years, initially explored by the Tavistock Institute. See,
for example, William (1958) and Lawrence and Lorsch (1986).
7. See the Enterprising Universities website http://www.enterprisinguniversities.co.uk/ for
a review of missions.
8. Leading to the establishment of a Council for the Defence of British Universities by
high-profile academics and writers.
9. The funding changes apply only to England, with the Scottish and Welsh governments
able to make their own HE funding decisions.
10. See reference to the Higher Education Innovation Fund (HEIF) below.
11. New College of the Humanities (NCH) is a private for-profit college in London, the
creation of which was announced in June 2011 by the philosopher Anthony Grayling,
its founder and first master. Disciplines covered are economics, English, history, law
and philosophy.
12. See http://www.hefce.ac.uk/news/newsarchive/2012/name,73447,en.html, accessed 27
July 2013.
13. The Catapult programme is a network of centres publically primed, aimed at bridging
the gap between universities and business focused on high-value manufacturing, cell
therapy, offshore renewable energy, satellite applications, connected digital economy,
future cities and transport systems; see http://www.innovateuk.org/deliveringinnovation
/catapults.ashx, accessed 27 July 2013.
14. See, for example, Wellcome Trust on Open Access at http://www.wellcome.ac.uk/
About-us/Policy/Policy-and-position-statements/wtd002766.htm, accessed 27 July 2013.

15. See, for example, Shaheen (2011).

16. The UK government’s £25 million Higher Apprenticeship Fund aims to support a
progression through vocational training to undergraduate and postgraduate degrees in
partnerships with companies. It already covers accounting, professional services, hos-
pitality, management, manufacturing and public relations, and in future will aim more
widely at science and technology.
17. Thirty-nine LEPs cover the whole of England. LEPs bring local business and civic
leaders together with the aim of stimulating vision and leadership to drive sustain-
able economic growth and create the conditions to increase private sector jobs in their
communities.
18. This has led to a growth of university/local voluntary and ‘pro bono’ activities across the
country. See The Guardian, 9 November 2010 for a review by Lucy Tobin at http://www.
guardian.co.uk/education/2010/nov/09/students-advise-charities, accessed 27 July 2013.
19. Heseltine (2012).
20. A government programme designed to, in theory, increase the independence of former
state schools.
21. See ‘Michael Gove plans Baccalaureate shakeup of A levels’, The Guardian, 17
October 2012, accessed 27 July 2013 at http://www.guardian.co.uk/politics/2012/oct/17/
michael-gove-baccalaureate-a-levels.
22. The QAA is an independent body that reviews the performance of universities and col-
leges of Higher Education. Its audit reports are available online – www.qaa.ac.uk.
23. See https://www.coursera.org.
24. See ‘Compare tuition fees schemes in Europe’, accessed 27 July 2013 at http://www.
studyineurope.eu/tuition-fees.
25. See www.udacity.com; https://www.edx.org/.
26. There are initiatives in the USA funded by the Gates Foundation and supported by the
American Council on Education to overcome some of the accreditation problems.
27. ‘University rankings: UK risks “global mediocrity”’, Daily Telegraph, 3 October 2012,
accessed 27 July 2013 at http://www.telegraph.co.uk/education/universityeducation/
9584022/University-rankings-UK-risks-global-mediocrity.html.
28. See Iles (2012).
29. See ‘Compare tuition fees schemes in Europe’, op cit.
30. See Financial Times, July 9, 2012.
31. See, for example, International University of Japan at www.iuj.ac.jp.
32. This issue, provoked by the Minister for Higher Education, was debated at the Policy
Dialogue Higher Education in Sri Lanka and UK on the theme of the Entrepreneurial
University. See report by Eranda Ginige British Council Sri Lanka British Council
June 2008.
33. There are four distinct university mission/pressure groups in the UK: two brand them-
selves as research-intensive institutions (the Russell Group and the 1994 Group); one
represents universities that are largely teaching focused with an emphasis on social
inclusion (Million1); and one represents universities that are research led and business
engaged (Alliance). Not all Higher Education Institutions within the UK belong to a
mission group.
34. See http://www.enterprisinguniversities.co.uk/.
35. ‘Leading, governing and managing universities’, accessed 27 July 2013 at http://www.
hefce.ac.uk/whatwedo/lgm/landg/lgmf/leadingtransformationalchange/.
36. The Newcastle University PARTNERS Programme links the university with schools
across the North of England offering a wide range of activities for students and parents
as well as guarantees for places at the university linked with various pre-university
courses and activities. See http://www.ncl.ac.uk/partners/about/events/studentfinance/
therealdeal.htm, accessed 27 July 2013.
37. The University of Derby has an extensive national and international partnership pro-
gramme in particular providing strong links between Further and Higher Education.
See http://www.derby.ac.uk/lei/uk-partnerships/be-a-partner, accessed 27 July 2013.

38. See http://www.hefce.ac.uk/whatwedo/wp/currentworktowidenparticipation/national

scholarshipprogramme/, accessed 27 July 2013.
39. For example, Birkbeck College London with its ‘learning cafés’ in East London, an
area with very low HE participation.
40. See an earlier paper ‘Leading the entrepreneurial university’ (Gibb, 2009) for a brief
discussion of the Mode 2 concept.
41. Enterprise and Entrepreneurship in Higher Education 2010 National Survey; see www.
ncge.com/EE_Survey, accessed 27 July 2013.
42. International Entrepreneurship Educators Programme for university staff from any
department wishing to lead entrepreneurship and enterprise education; see www.ncee.
org.uk/entrepreneurship_education/ieep, accessed 27 July 2013.
43. See www.nacue.com.
44. The KTP evaluation study of 2010 (Regeneris Consulting) focused substantially on a
knowledge transfer as opposed to knowledge exchange process with KTPs and has little
to say about the bringing of knowledge gained back into the university or the building
of longer term partnerships with business.
45. Originated at Durham University Small Business Centre in partnership with Shell UK
in 1986 and expanded across the UK via a process of local partnerships. It ran for over
20 years.
46. See, for example, the Huddersfield University Partners in Law and Partners in
Accountancy programmes working with groups of local firms. See http://www.hud.
ac.uk/courses/supporting/law/businessprofessional/, accessed 27 July 2013.
47. Launched in November 2011 with government funding to drive enterprise, jobs and
growth within a sector, supply chain or locality. See http://www.bis.gov.uk/assets/
biscore/further-education-skills /docs /e / 12–1026- employer- ownership- of-skills- pilot-
state-aid-application.pdf, accessed 27 July 2013.
48. Funded by HEFCE, the South East Coast Communities Partnership (2008–11)
involved nine universities in the South East of England working collaboratively with
members of the local community in the area in order to build their capacity to meet
their health and well-being needs. See http://www.coastalcommunities.org.uk/, accessed
27 July 2013.
49. See De Montford University Square Mile Project as an example of wide staff,
student and stakeholder engagement. See http://www.innovationunit.org/blog/201209/
de-montfort-university%E2%80%99s-square-mile-project-university-local-public-good,
accessed 27 July 2013.
50. See also Universities UK (2010b).
51. See University of Northampton at http://www.northampton.ac.uk/social-enterprise,
52. The National Co-ordinating Centre for Public Engagement consists of a network of six
beacons that are university-based collaborative centres that help support, recognize,
reward and build capacity for public engagement work.
53. This booklet provides a variety of perspectives on, and examples of, English university
activity.
54. For example, the N8 Research Partnership involves collaboration between the
Universities of Durham, Lancaster, Leeds, Liverpool, Manchester, Newcastle, Sheffield
and York, aimed at exploiting the research and industrial strengths of the North of
England. Centres have been established that focus on areas of future growth in the
economy, such as regenerative medicine and molecular engineering, each working to
create collaboration between industry and academia. See http://www.n8research.org.
uk, accessed 27 July 2013.
55. See, for example, the Francis Crick Institute to be launched in 2015, focused upon
multidisciplinary medical research through partnerships between public and private
research councils and three leading London universities; http://www.crick.ac.uk,
56. See, for example, Liverpool University’s partnership with Laureate International

ffering a wide range of Master’s and Doctoral degrees to several thousand stu-
o
dents worldwide. See http://www.liverpool-degrees.com/, accessed 27 July 2013. Also,
Resource Development International (RDI) partners with several UK universities to
provide a broad portfolio of degrees, Master’s and MBA programmes online, which it
markets and delivers worldwide. See http://www.rdi.co.uk/about-rdi/, accessed 27 July
2013.
57. For example, retail company Tesco and the travel company TUI have their own tai-
lored UK foundation degrees. Manchester Metropolitan University is in partnership
with MacDonald’s in a foundation degree. See also http://www.ucas.ac.uk/students/
choosingcourses/choosingcourse/foundationdegree/, accessed 27 July 2013.\
58. The UK Open University is a lead UK institution in actively engaging in degree provi-
sion with a range of large private companies. See http://www.open-university.co.uk/
ou-for-your-business.php/, accessed 27 July 2013.
59. See Oxford Brookes Centre for Curriculum Internationalisation at http://www.brookes.
ac.uk/services/cci/index.html, accessed 27 July 2013.
60. See http://www.upp-ltd.com/about/, accessed 27 July 2013. UNITE, another private
company, manages Higher Education facilities and accommodation for over 50 uni-
versities with over 40 000 bedrooms in 20 cities in the UK. See http://www.unite-group.
co.uk/our-customers/universities.go, accessed 27 July 2013.
61. The HEFCE Shared Services Advisory Group estimates that successful use of shared
services can yet produce cost savings of 20–30 per cent in the public sector. An HEFCE
Modernisation Fund provides a small financial incentive to increase efficiency. See
http://www.hefce.ac.uk/whatwedo/invest/funds/umf/, accessed 27 July 2013.
62. For example, Unitemps, a Warwick University company is an online recruitment service
that provides temporary staffing to leading universities and commercial businesses
across the UK and globally. See https://www.unitemps.co.uk/, accessed 27 July 2013.
63. See HEFCE report at http://www.hefce.ac.uk/pubs/rdreports/2006/rd15_06/rd15_06.
pdf, accessed 27 July 2013.
64. De Montfort University has, for example, issued £110 million in bonds to raise cash for
modernization of facilities.
65. The University of Plymouth is, for example, advertising for an Entrepreneur in
Residence with responsibility for ‘curricular and extra-curricular interventions’.
66. Defined as an organization that collects information and creates knowledge about
the relevant environment, both the internal environment and the external environ-
ment. An organization that manifests learning is not necessarily a learning organiza-
tion. The above process must be an omnipresent thread in the organizational fabric.
Interdependence is an essential feature of a learning organization as is the capacity
of the organization members to ‘absorb’. (Taken from Xin An Lu literature review
[undated] ‘Surveying the Concept of the Learning Organisation’ Southern Illinois
University, accessed 27 July 2013 at http://www.leadingtoday.org/weleadinlearning/
xaoct04.htm).
67. See also Watson (2002), ‘What is a university for?’, accessed 27 July 2013 at http://www.
guardian.co.uk/education/2002/jan/15/highereducation.news.
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3. Managing the improvement of
entrepreneurship education programmes:
a comparison of universities in the life
sciences in Europe, USA and Canada
Vincent Blok, Rob Lubberink, Thomas Lans and
Onno Omta
INTRODUCTION
A central feature of the transition towards an entrepreneurial university is

the development of an entrepreneurship education programme. Following
Etzkowitz’s definition of the entrepreneurial university as a ‘natural incu-
bator, providing support structures for teachers and students to initiate
new ventures’ (Etzkowitz, 2003, p. 112), entrepreneurship education can
be seen as one of its three key missions (cf. Guerrero, 2008). Furthermore,
the development and implementation of entrepreneurship courses and
other activities that favour student attitudes towards entrepreneurship can
be seen as factors that potentially facilitate the development of entrepre-
neurial universities (Kirby et al., 2011).
In this chapter we contribute to the literature on the entrepreneurial
university by focusing on research-based interventions to implement
or improve the entrepreneurship education programme. To this end, a
benchmark study is executed in a specific domain of the life sciences in
Europe, USA and Canada: the agri-food sciences. The focus on entrepre-
neurship in a specific domain is important, because learning is generally
thought to be domain or context specific (Brown et al., 1989; Rae, 2006).
Benchmarking is a method that is developed in order to determine the
best practices and analyse the similarities and differences in activities that
lead to higher or lower performance (Jackson and Lund, 2000). Because
we focus on managerial interventions to implement or improve the entre-
preneurship education programme at universities, the benchmark method
is not primarily applied to rank entrepreneurship education programmes
in the life sciences, but in order to learn from practice which interventions
are able to improve the performance of the education programme (cf.
Freytag and Hollensen, 2001). The research question of this chapter is:
what kind of research-based educational interventions can be formulated
64
Vincent Blok, Rob Lubberink, Thomas Lans and Onno Omta - 9781781007013
Managing improvement of entrepreneurship education programmes 65
for managers at universities in the life sciences who want to start with
or improve their (high-tech) entrepreneurship education programme?
Contrary to previous benchmark studies on entrepreneurship educa-
tion programmes (FORA, 2004; NIRAS et al., 2008; cf. Hoffmann et
al., 2008), where recommendations were given for policy-makers at the
national and European level, we focus primarily on the management per-
spective of life science universities.
The main results of this study are that six dimensions of entrepreneur-
ship education are identified – based on the FORA and NIRAS reports –
and further developed through a literature review. These dimensions are:
strategy, resources, institutional infrastructure, education, outreach and
development. Based on the literature review and the benchmark study,
specific educational interventions for each dimension of entrepreneurship
education could be identified and described. These interventions enable
managers of life science universities to start with or improve their entre-
preneurship education programme.
PERFORMANCE INDICATORS AND DIMENSIONS

OF ENTREPRENEURSHIP EDUCATION
One of the complexities with regard to entrepreneurship education

concerns the definition of the concept and its consequences for the
education programme. For example, if an entrepreneur is defined as a
business owner or as an initiator of a new venture, then the educational
programme of the university should focus primarily on the education
of these new self-employed entrepreneurs (starters). However, if entre-
preneurship is conceived as an inborn characteristic that is impossible
to develop, then the education programme should primarily focus on
interventions that make it easier for entrepreneurial students to start
their own business.
Over the last three decades, research in entrepreneurship has convinc-
ingly shown that entrepreneurial experience (Baron and Ensley, 2006)
and entrepreneurial education (Pittaway and Cope, 2007) have positive
effects on entrepreneurial success. Furthermore, it has been shown that
the identification and pursuit of business opportunities is a distinctive
feature of entrepreneurship (Shane and Venkataraman, 2000; Gaglio
and Katz, 2001), as well as the capacity to build and establish social
networks (Arenius and Clercq, 2005). The development of these entre-
preneurial competencies is not only necessary if someone wants to start
a new venture, but is also needed within smaller or larger companies
(intrapreneurship or corporate entrepreneurship) (Lans and Gulikers,
2010). Entrepreneurship education programmes therefore primarily focus

on the development of entrepreneurial competencies (cf. FORA, 2004;
NIRAS et al., 2008); the knowledge, skills and attitudes that enable
successful task performance and problem solving with respect to real-
world entrepreneurial problems, challenges and opportunities (Lans and
Gulikers, 2010).
After the dissemination of entrepreneurship in education curricula in
the United States (Kuratko, 2005), it also became widespread in Europe
(NIRAS et al., 2008). This has led to an increasing diversity of different
entrepreneurship education programmes at universities in Europe. After
the implementation of first generation programmes, the question arose
how to distinguish between good and bad entrepreneurship education pro-
grammes and how to improve the quality of the entrepreneurial curricula
at European universities.
Vesper and Gartner developed a first framework of dimensions impor-
tant for entrepreneurship education: the education itself, the development
of the programme and the outreach or the links with external stakeholders
were seen as important drivers for the quality of entrepreneurship educa-
tion programmes (Vesper and Gartner, 1997).
One of the first European benchmark studies on entrepreneurship
education, commissioned by the OECD (FORA, 2004), focused on five
dimensions of entrepreneurship education: educational set-up, educational
scope, institutional characteristics, outreach and evaluation. In the FORA
study, however, the selection of best practice universities was not based on
specific performance indicators for entrepreneurship education, but on the
average score of all dimensions. In a study by NIRAS et al. (2008), com-
missioned by the European Commission, the conceptual model of Vesper
and Gartner (1997) and FORA (2004) was further improved by including
specific performance indicators for entrepreneurship education on the one
hand and by identifying six dimensions of entrepreneurship education
programmes on the other: strategy, resources, institutional infrastructure,
teaching and learning, outreach and development. Based on this improved
model, hundreds of Higher Education Institutions (HEIs) in Europe were
benchmarked and policy recommendations were given on how to improve
entrepreneurship education in Europe.
In our benchmark study, we combine the results of the FORA and
NIRAS reports in order to identify performance indicators and dimen-
sions of entrepreneurship education programmes. Because both reports
differ with regard to the indices for the dimensions of the programmes, a
literature review was first conducted in order to identify specific activities
for each dimension, which are able to improve the performance of the
programme.
Performance Indicators
Because it is expected that an entrepreneurial mind-set, entrepreneurial

competence and the transfer of knowledge all have a positive impact on
economic growth in general and new venture creation, innovation and
wealth in particular, the NIRAS report identified three specific perform-
ance indicators:
● Entrepreneurial students through education, measured by the share

of students enrolled for entrepreneurship courses as percentage
of the total amount of students. This measures to what extent the
entrepreneurial mind-set and entrepreneurial competencies are dis-
seminated in a university.
● Knowledge transfer to society, measured by the number of patents,
external funding (contract research and consultancy) and peer-
reviewed studies conducted by the universities’ staff. Knowledge
transfer measures to what extent universities (and its staff) perform
entrepreneurial behaviour and to what extent courses and extra-
curricular activities are state of the art.
● Entrepreneurial students through practice, measured by the number
of executive education attendants and the number of students par-
ticipating in extra-curricular activities. It measures to what extent
the entrepreneurial mind-set and entrepreneurial skills are devel-
oped in a university.
Dimensions of Entrepreneurship Education
Because universities cannot be seen solely as ‘breeding grounds’ for new

venture creation (FORA, 2004) but rather as places where an entrepre-
neurial mind-set is fostered, entrepreneurial competencies are developed
and behaviour is encouraged, the dimensions of entrepreneurship educa-
tion programmes exceed the basic activity of entrepreneurship lecturing.
Based on the FORA and NIRAS reports we identified six dimensions of
entrepreneurship education. Each dimension consists of a variety of activi-
ties universities are engaged in to provide entrepreneurship education.
These dimensions are further developed through a literature review.
Strategy
This dimension concerns the question whether and in what way universi-
ties embed the entrepreneurship education programme in their strategy
(NIRAS et al., 2008). Specific activities related to this dimension are
(1) the mission and strategy or the goals of the university, and (2) the
( operational) policies arising from these goals in order to improve the

entrepreneurship education programme. The mission and strategy is
important to reflect the adaptation to the rapidly changing environment of
the entrepreneurial university (Sporn, 2001). Goals with regard to entre-
preneurship education should be (3) embedded at different management
levels within the university, that is, in policies of all departments (Potter,
2008) and should function as a road map for implementing entrepreneur-
ship education programmes (Vesper and Gartner, 1997).
According to Sotirakou (2004), not only the governance structure but
also the leadership style at universities should create a context in which
entrepreneurship education can prosper. This implies that the entrepre-
neurship education programme should not only be supported by the
educational staff but also by the senior management and the programme
directors of the university (Mortimer, 1995). Although the dimension
strategy involves aspects that only indirectly stimulate entrepreneurship
education (Pittaway and Cope, 2007), Vesper and Gartner (1997) argue
that these three aspects of the dimension strategy are highly important for
high quality entrepreneurship education.
Resources
The resources dimension focuses on the financial resources available for
the development and execution of the entrepreneurship education pro-
gramme (NIRAS et al., 2008). Specific activities related to this dimension
are improvements of (1) the allocated resources, (2) the types of resources
available and (3) the self-generated income of the university, for example,
by consultancy or admission fees for seminars and workshops. Various
researchers have pointed to the importance of financial resources for the
development and execution of entrepreneurship education programmes,
which is impossible without dedicated funds (McMullan and Long, 1987;
Vesper and Gartner, 1997; Wilson, 2008 in Potter, 2008).
Besides the size of the budget, also the type and availability of resources
over time have an impact on the sustainability of entrepreneurship edu-
cation programmes (Wilson, 2008 in Potter, 2008). Sporn (2001), for
instance, warns about complete dependency on state funding, because it
decreases the ability to adapt to changes in the educational environment.
The diversification of types of resources will decrease the vulnerability of
universities (Williams, 1995; Clark, 1998) and increase the sustainability of
the programmes (Potter, 2008; Wilson, 2008).
One way of diversifying the types of resources is via activities of the
university that generate income. It is expected that the availability of
financial resources for the entrepreneurship education programme will
lead to higher performances of the university, because entrepreneurship
education programmes with larger budgets available are able to invest in

facilities, extra-curricular activities and training of staff.
Infrastructure
The institutional infrastructure dimension involves the facilities offered to
support the entrepreneurship education programme. It not only involves
the structures established at the university to support the programme
(NIRAS et al., 2008), but also specific activities to develop and improve
(1) facilities such as incubator facilities for (graduated) students or centres
of entrepreneurship and (2) research in entrepreneurship. Garavan and
O’Cinneide (1994) showed the general importance of facilities that are
conducive to learning for entrepreneurship, and Etzkowitz (2003) also
acknowledged the importance of facilities that stimulate knowledge val-
orization (cf. Siegel and Phan, 2004). Menzies (1998) showed that centres
of entrepreneurship not only stimulate entrepreneurship within the uni-
versity but also enhance the entrepreneurial exchange and knowledge
transfer between university and society. Rasmussen and Sørheim (2006)
pointed at the essential roles incubator facilities and mentors play for
students who want to start their own businesses, during or directly after
their study (cf. Klofsten, 2000). An infrastructure that facilitates research
in entrepreneurship is important, because state of the art knowledge gener-
ated by research can be used to improve teachers’ and students’ knowledge
of entrepreneurship in general and the education programme in particular
(Wilson, 2008).
Because entrepreneurship education is multidisciplinary by nature
(Martinez et al., 2010), (3) activities that improve the multidisciplinarity of
the entrepreneurship education programme belong to this dimension. The
programme should not only be available for different disciplines within
the university (Potter, 2008), but multidisciplinarity should also be encour-
aged by minimizing institutional barriers. Wiese and Sherman (2011)
argued that a multidisciplinary approach results in cross-fertilization of
ideas among students. Also, Hynes (1996) and Potter (2008) mention
the importance of teamwork and Wilson (2008) stresses the importance
of multidisciplinarity and the cross-fertilization of ideas within the pro-
gramme, instilling creative and innovative entrepreneurial thinking.
Education
The education dimension covers the educational activities within the
entrepreneurship education programme, the type of didactics and peda-
gogical methods that are employed. Specific activities related to this
dimension are improvements of (1) the scope of the education programme
and (2) the educational set-up of the programme (NIRAS et al., 2008).
Entrepreneurship education not only has a direct impact on students’

knowledge about entrepreneurship (Souitaris et al., 2007) but should also
foster their attitude (Lepoutre et al., 2010), intentions towards and inspi-
ration for entrepreneurship (Souitaris et al., 2007). Kolvereid and Isaksen
(2006) mention a positive correlation between entrepreneurial intentions
and entrepreneurial behaviour (cf. Fayolle et al., 2006).
Courses in entrepreneurship are the most important driver for suc-
cessful entrepreneurship education programmes (Vesper and Gartner,
1997). Vesper and Gartner state that the success of the entrepreneurship
education programme is not only dependent on the quantity of available
entrepreneurship courses, but also on their logic, coherency and efficacy.
Furthermore, Lans and Gulikers (2010) and Pittaway and Cope (2007)
mention that the application of suitable didactic methods, including
assessments, is a necessary condition to stimulate the development of an
entrepreneurial mind-set for students. In this respect, most authors agree
that effective entrepreneurship education has characteristics of experien-
tial learning (Corbett, 2005), action learning (Clarke et al., 2006), authentic
learning (Nab et al., 2009) and opportunity-centred learning (Rae, 2003).
Although the exact emphasis on these types of learning approaches might
be slightly different, they have in common that entrepreneurial learning
is characterized by learning by doing in a specific context – (Dana, 1987;
NIRAS et al., 2008; Walter and Dohse, 2009). Various studies showed that
entrepreneurship education is more successful when experiential hands-on
approaches are employed (Solomon et al., 2002; Aronsson and Birch,
2004; Izquierdo, 2008; Lepoutre et al., 2010).
Outreach
The outreach dimension covers the mutual influence and networks
between the entrepreneurship education programme of the university and
the wider (business) environment. Linkages with the business environ-
ment provide students opportunities to gain practical experience with
entrepreneurship and, in the end, to develop an entrepreneurial mind-set
(NIRAS et al., 2008). Specific activities related to this dimension are the
involvement of (1) external stakeholders and (2) alumni in the programme.
Souitaris et al. (2007) and Pittaway and Cope (2007), among others, have
shown the importance of stakeholder involvement. Stakeholders like local
entrepreneurs and entrepreneurial employees, but also representatives of
government and industry can facilitate the development of entrepreneurial
competences by confronting students with real-life entrepreneurship (e.g.,
by offering opportunities for practical experience, guest lectures, business
visits, etc.). Hynes and Richardson state that ‘the added value of the link-
ages lies in the ability to provide technical support, business support and
skills development for both the student and the owner/manager’ (Hynes
and Richardson, 2007, p. 736). Furthermore, the knowledge of stakehold-
ers like business people and entrepreneurs can be helpful to keep the edu-
cation programme up to date (Rasmussen and Sørheim 2006).
A specific class of stakeholders are alumni of the university. Like other
stakeholders, they can be helpful in the development of the entrepreneurial
activities of universities (Standish-Kuon and Rice, 2002; NIRAS et al.,
2008), for example, by providing guest lectures and internships (Matlay,
2011).
In addition to the involvement of external stakeholders and alumni in
the education programme, activities for (3) community engagement and
knowledge transfer to society should also be developed. These align the
education programme with the dynamics of the wider environment of the
university in general, and enhance the commercialization of research and
technology by universities (Etzkowitz, 2003).
Development
The dimension of development concerns the evaluation of the entrepreneur-
ship education programme in order to improve its quality and adapt it to the
changing needs of students and stakeholders involved in the programme.
By continuously improving the programme, it can better satisfy the needs
and wishes of the actors involved (Vesper and Gartner, 1997; NIRAS et al.,
2008). Specific activities related to this dimension are the (1) frequent evalu-
ation of the programme with internal and external stakeholders and (2) the
implementation of user-driven improvements of the programme.
The evaluation of the programme by students, staff and external stake-
holders makes it possible to improve the education programme (Rossi et
al., 2004). Whitely (1995) pointed at the importance of self-evaluation by
lecturers for improvement of the education programme in the long run.
Because students are the main users of the programme, they are also able
to evaluate its performance. The combined information of students, staff
and external stakeholders can be helpful to improve the programme.
In addition to the evaluation of the programme, (3) the investments
in the human resources involved in entrepreneurship education can also
improve its quality. Entrepreneurship education is different from regular
education – experiential learning, multidisciplinarity and so on – and
therefore needs lecturers who have specific skills for entrepreneurship
education. Sorgman and Parkison (2008) state that lecturers starting with
entrepreneurship education are often unprepared for the shift towards
more experiential forms of learning, because most of them are originally
mono-disciplinary educated. Therefore, training in project management
skills and basic business knowledge is important for entrepreneurship
education. According to Hytti and O’Gorman (2004), there is an emerging

consensus that action-learning approaches are the starting point for entre-
preneurship education. In action learning, students work independently
and teachers concentrate on monitoring and evaluation. For this reason,
teachers need to be trained in balancing teaching and coaching activities.
MATERIALS AND METHODS
In order to answer the research question, it is necessary to compare entre-

preneurship education programmes and more specifically the activities
in the best practice universities. First, we executed a literature review in
order to identify and develop the relevant dimensions of entrepreneurship
education programmes. Based on the report of the European Commission
(NIRAS et al., 2008) and the literature review, we were able to identify
three performance indicators and develop six dimensions of life science
entrepreneurship education programmes: strategy, resources, institutional
infrastructure, education, outreach and development (cf. §2). The assump-
tion is that the performance of the best practice universities is a result of
well-managed inputs with regard to these six dimensions of entrepreneur-
ship education programmes.
In this chapter, we apply the benchmark method to identify best prac-
tice entrepreneurship education programmes in Europe, USA and Canada
and analyse the activities they are engaged in. As a first step, we selected
universities in the life sciences, which are indicated as best practices in
the report of the European Commission (NIRAS et al., 2008) or are top
ranked in the QS World University Rankings of Biological Sciences.
Cornell University (16) and the University of Wisconsin Madison in
the US (49) are among the top 50 life sciences universities in the world.
The Ludwig Maximilians Universität München in Germany and the
Wageningen University in the Netherlands rank between 51 and 100 of
the life sciences universities. The other universities are Aarhus University
in Denmark (101–150) and the University of Guelph (201–250). This
sample is assumed to provide valuable insights into entrepreneurship edu-
cation programmes because of their homogeneity in the type of research
– agri-food sciences as a specific domain of the life sciences – and their
heterogeneity in university culture and structure.
To measure the performance and the activities of these entrepreneurship
education programmes, interviews were conducted with the head of the
entrepreneurship education programme and, if possible, with a (senior)
lecturer involved in entrepreneurship education. In order to prevent the
tendency of respondents to provide answers that would give their pro-
gramme the highest ranking, we communicated upfront that the results of

this study would be presented anonymously.
Next, a secondary data analysis was executed. A content analysis of the
mission statement and the strategic plan of the university was executed in
order to assess the strategic importance of the different entrepreneurship
education programmes at the university. The annual financial plans of the
universities were consulted to calculate the third flow of funds. A content
analysis of course manuals was executed to assess the didactic methods
of entrepreneurship courses. Based on this analysis, we were also able to
assess whether real-life examples of entrepreneurship are included in the
programme.
Based on the primary and secondary data collection, we were able to
measure the performance of the participating universities. Every perform-
ance indicator is measured by several aspects scored on a scale reaching
from 1 (lowest score) to 5 (highest score) with all questions having equal
weight. Subsequently, the average score on the indicator was calculated.
Based on the primary and secondary data collection, we were able to
analyse the activities related to each dimension of the entrepreneurship
education programme and to identify specific activities that were expected
to lead to higher performance of entrepreneurship education programmes.
However, what are more important for this chapter are the case descrip-
tions of best practice universities and successful interventions to improve
the entrepreneurship education programmes.
RESULTS
In this section the results of the benchmark study will be presented. Based
on the performance of the participating universities, first the best prac-
tice entrepreneurship education programmes will be identified. Next, the
activities will be presented for each dimension of the entrepreneurship
education programme. Because of the low number of participating univer-
sities in this benchmark study and the focus on educational interventions
for managers, we focus on the qualitative description of the activities
the best practices are engaged in. Activities of the other education pro-
grammes will only be described if they correspond with the set of activities
presented in section 2.
The Best Practice Entrepreneurship Education Programmes
In this section, we first present the overall scores of the entrepreneur-

ship education programmes on the performance indicators (Table 3.1).
Table 3.1 Scores on performance
Knowledge Entrepr. Through Entrepr. Through Performance

Transfer Education Practice
A2098 4 5 2 3.67
B1846 3.67 2 5 3.56
E8935 2.67 2 2 2.22
C0542 2.67 2 2 2.22
D8552 1.33 1 3 1.78
H0892 1.67 1 2.5 1.72
Subsequently, we explain and select the best practice education

programmes.
Two entrepreneurship education programmes clearly outperform the
other programmes on the performance indicator knowledge transfer:
A2098 and B1846. Although both programmes score relatively high on all
three measurements, the difference between high and mediocre performers
on knowledge transfer – E8935 and C0542 – is mainly due to the amount
of patents. B1846 scores relatively low on the number of peer-reviewed
studies, which is explained by the strategic focus of this university on the
education of students.
On the performance indicator entrepreneurial students through edu-
cation, A2098 received the highest scores. In absolute and relative
numbers, it outperforms the mediocre performers B1846, E8935 and
C0542. On the performance indicator entrepreneurial students through
practice, B1846 received the highest scores. All other education pro-
grammes scored low on the number of executive education attendants
compared with B1846, while all programmes scored between 3 and 5
on the number of students participating in extra-curricular activities.
This last measurement explains the difference between relatively low
and mediocre performers on the performance indicator entrepreneurial
students through practice.
Overall, two entrepreneurship education programmes clearly outper-
form the other programmes: A2098 and B1846. Both programmes have
the highest scores on the performance indicator knowledge transfer.
A2098 shows the highest score on entrepreneurial students through edu-
cation and B1846 shows the highest score on entrepreneurial students
through practice. These two programmes are selected as best practice
education programmes in this benchmark study.
The Relation Between Performance and the Dimensions of

Entrepreneurship Education Programmes
Based on a sample of 198 entrepreneurship education programmes, the

NIRAS et al. report (2008) shows a solid positive correlation between the
scores on the dimensions of education programmes and its overall per-
formance. This positive correlation is partly supported by this benchmark
study.
Best practice programme B1846 also received the highest scores on
five out of six dimensions of entrepreneurship education programmes.
Best practice programme A2098 received high scores on the institutional
infrastructure (position 2), education (position 2) and outreach (position
2) dimensions. Nevertheless, the programme received also low scores on
the strategy (position 5), resources (position 5) and development (position
4) dimensions. The same ambiguity holds for the lowest overall performer
H0892, which scored relatively low on four out of six dimensions, but rela-
tively high on the strategy (second position) and resources (third position)
dimension.
Because of the low number of participating entrepreneurship edu-
cation programmes in this benchmark study, we do not analyse the
correlation between performance and the dimensions of entrepreneur-
ship education programmes but concentrate on the activities the best
practice education programmes are engaged in (cf. conclusions and
recommendations).
The Relation Between Performance and the Dimensions of

Entrepreneurship Education Programmes
In this section, the activities will be presented for each dimension of the
entrepreneurship education programme.
Strategy
Although it is clear from literature that activities with regard to strategy
stimulate the development of entrepreneurship education programmes (cf.
§2), the participating universities in this benchmark study pay relatively
little attention to this dimension of the education programme compared
with the other dimensions. While best practice B1846 received the highest
score on this dimension (Table 3.2), A2098 received the lowest score.
This discrepancy (which also holds for cases in the NIRAS report; see
NIRAS et al., 2008, p. 95) is explained by the fact that entrepreneurship
education is not given strategic priority at a corporate level at A2098,
while various departments of the university are involved in the execution
Table 3.2 Scores on strategy
University Goals Policy Embeddedness Strategy

B1846 1.5 3.33 4 2.94
H0892 2 3.67 3 2.89
E8935 2 2.33 3 2.44
C0542 2.5 3.33 1.5 2.44
A2098 2.5 1 1.5 1.67
D8552 Missing 1.33 1 Missing
of entrepreneurship education and support extra-curricular activities like

business competitions.
With regard to activities related to this dimension, entrepreneurship is
not or only implicitly communicated in the mission statement and strate-
gies or goals of most universities. Positive exceptions are found in the cases
of A2098 and C0542. Several aspects such as the entrepreneurial identity
of the university are, for instance, communicated in the strategic plan of
A2098:
Many words have been used to describe the nature of this institution as a whole:
complex, creative, entrepreneurial, eminent, and engaged. . . . the tradition of
public engagement and impact, along with faculty creativity, academic entre-
preneurialism and international visibility are promising capabilities upon which
to build. (From the strategic plan of the university)
Although A2098 and C0542 are positive exceptions compared with the
other participating universities, the role of entrepreneurship is still quite
implicitly formulated in the mission statement and strategy of these
universities.
Because this benchmark study does not provide good examples of how
to include entrepreneurship in the mission statement and strategic plan, we
refer to a good example of a European high-tech university, which is not
included in this benchmark study:
The focus of *** is on coherent education, research and knowledge valorisation

in the field of engineering, science and technology. . . . In the field of knowledge
valorisation, *** is committed to ensure that its research results are translated
into successful innovations and new companies. . . . *** encourages students
and staff to be entrepreneurial. . . . *** offers both students and staff an inter-
national and academic, intellectually stimulating climate of study and work.
This inspires broad personal development, societal and cultural engagement as
well as an entrepreneurial outlook. . . . On its campus, *** encourages the loca-
tion and cooperation of Higher Education institutes, research institutes and
(new) high-tech enterprises. (Quote from the mission statement in the strategic
plan of the university)
These quotes provide clear examples of how various aspects of entrepre-

neurship education – fostering entrepreneurial attitudes among students
and staff, the focus on knowledge transfer, the university as entrepre-
neurial university and so on – can be communicated in mission statements
and strategic plans.
When we look at the indicator policies, B1846, H0892 and C0542 score
relatively high because the strategy of the university is operationalized in
entrepreneurship education plans for the various departments. In C0542,
departments are relatively autonomous in making their own policies. This
university has clearly written entrepreneurship education policy plans
and 80–100 per cent of the departments have their own entrepreneurship
policy plans.
With regard to the embeddedness of the education programme at dif-
ferent management levels within the university, B1846, H0892 and E8935
score relatively high. This is because the highest management levels of
the university – rector, chancellor, board of directors – are strategically
responsible for entrepreneurship education and/or high-level managers
function as entrepreneurship champion within the university. An example
is the dean of a department that provides entrepreneurship education at
B1846, who intensively cooperates with the deans of other departments in
order to promote the exchange of students between departments in general
and with regard to entrepreneurship education in particular.
Resources
The results show clearly (Table 3.3) that most programmes score rela-
tively well on this second dimension of entrepreneurship education and
have at least sufficient resources available for maintaining and devel-
oping their education programme. Negative exceptions are again best
Table 3.3 Scores on resources
University Allocation Types of Self-generated Resources

Resources Income
B1846 4 4 5 4.33
C0542 5 3.5 3 3.83
H0892 4 4.5 3 3.83
E8935 4.5 3.5 1 3
A2098 1.5 2 2 1.83
D8552 1 1.5 3 1.83
practice A2098 and D8552. The relative low score of A2098 can be
explained by the fact that entrepreneurship education is not given strate-
gic priority at the corporate level. The budget available is insufficient to
realize the high ambitions of the people involved in the education pro-
gramme, although sufficient funds are available to maintain the current
programme.
With regard to activities related to this dimension, it becomes clear that
various education programmes diversified their sources of income. Some
programmes are mainly funded by institution and government funds
(A2098, E8935, C0542). Although governmental funds are important for
programmes that have just started, it is acknowledged that governmental
funding often stops after the development of the education programme.
This is the main reason for diversifying the sources of income, as one of
the respondents explained:
We were funded by governmental money but only till [the] summer of last year.
. . . Now we have to make our own money with fundraising.
Some universities are already mainly funded by other benefactors (H0892,

B1846), as becomes clear from the next quote:
Bottom line: our grant from Kauffman for the five-year effort ending June 2012
is just under $3 million. We are also expecting to show an investment of $16–17
million in matching funding through donations, in-kind time and expenses and
other programme funding contributions that all go toward the goal of creating
a campus-wide culture open to entrepreneurial thinking and actions. All that is
across the five-year period. This suggests on average the Kauffman grant has
provided $600k per year while matching funds provide about $3 million per
year. What I cannot answer is how big a percentage that is relative to the total
entrepreneurship activity here on campus.
Furthermore, they receive a biannual budget from the state. In this way,
B1846 diversified the sources of income that are available for different
periods of time.
In order to diversify sources of funding, several examples of successful
interventions to obtain multiple sources of income are found. At B1846
for instance, students and staff are free to choose between the technology
transfer office (TTO) of the university or a private equivalent. Because the
TTO has to compete with private organizations in a competitive market,
they provide an incentive to attract their clients:
[The TTO] is a stand-alone organization.. . . But it does have fee income from
inventions and things arising from the university. . . . it also gives money back
to the university. Every year it writes a check of 16 or 17 million US dollars
back to the [university].
They [the TTO] try to create an incentive for our faculty staff and students to
work with them because that money comes back to the university. Some of it
goes back to the department you work in, some to the school or college you
work for and the rest goes to [the] campus. And the campus used some of that
money to invest in entrepreneurship . . . on a periodic basis.
The education programme at H0892 also has multiple sources of income.

The majority of their budget is based on five-year gift agreements with
benefactors, which are long-term agreements. Other sources of income are
continuously received.
Self-generating income activities are also possible ways to diversify
the sources of funding. Some programmes ask a fee for seminars and
workshops they organize (B1846, C0542, H0892, D8552). An example
is the housing fee B1846 raises for students who participate in the entre-
preneurship residential community. Other programmes provide services
and consultancy (B1846, C0542) or raise donations from companies and
alumni (B1846, H0892, D8552, A2098). University A2098 shows that a
programme can be financed by resources obtained from alumni with the
absence of a strategic foundation. The alumni play an essential role in this
as the top-down support from the university board is not there.
Respondents say that alumni organizations play an essential role in fun-
draising and that close cooperation between the alumni organizations and
university funds are also important to receive endowments from alumni.
Best practice B1846, for instance, involves alumni in entrepreneurship
courses as guest lecturers or facilitators and attracts large amounts of
money from alumni to fund individual entrepreneurship education projects.
Institutional infrastructure
The institutional infrastructure dimension involves the facilities provided
by the university such as incubators and TTOs, the research done by the
institute and the multidisciplinarity of the programme. The best practice
education programmes B1846 and A2098 outperform the mediocre per-
formers E8935 and H0892 on this third dimension of entrepreneurship
education (Table 3.4).
With regard to the activities related to this dimension, it becomes clear
that most universities provide incubator facilities and technology transfer
offices. B1846, for instance, developed an entrepreneurial residential learn-
ing community. Students from different study programmes but with entre-
preneurial intentions live together here and are taught how to put their
ideas into action. Furthermore, B1846 provides a student business incuba-
tor that offers office space, materials and business training services. The
student incubator facilitates hands-on learning in a supportive environment
in order to enable students to start their own company. Findings indicate
Table 3.4 Scores on institutional infrastructure
University Facilities Research Multidisciplinarity Institutional

Infrastructure
B1846 3 3.5 5 3.83
A2098 3 2.5 3 2.83
E8935 3 1.5 2.67 2.39
H0892 3 1 3 2.33
D8552 3 1 1.67 1.89
C0542 1 2 2.33 1.78
that facilities such as an entrepreneurship café, a meeting place for entre-

preneurial students or any building where students, teachers and business
people can meet are essential for entrepreneurship education. Also, E8935,
D8552 and H0892 provide a meeting place for students, which enhances the
exchange of entrepreneurial ideas and nurtures entrepreneurship.
With regard to research, only A2098 has a specific entrepreneurship
chair group. This suggests that entrepreneurship is more accepted here as
an academic discipline than in the other institutions. This is also confirmed
by their highest score on the number of peer-reviewed studies. Efforts by
champions of entrepreneurship and alumni have led to great results like
this. Having a chair group and that it also generates income is essential
to becoming more embedded in a university where there is little support
by the university board. The other best practice education programme
(B1846) has no entrepreneurship chair group, although many professors
are involved in entrepreneurship education. Furthermore, there seems
to be no strict relation between the number of professors involved in the
education programme and the number of peer-reviewed publications.
B1846, for instance, scores relatively low on publications, which suggests
that their education programme mainly focuses on educating students. At
E8935, D8552 and C0542, it seems to be the other way around.
With regard to the multidisciplinarity of the education programme, it
becomes clear that many more disciplines are involved in entrepreneur-
ship education in the best practice education programmes. At B1846 and
A2098, multiple disciplines like management, law, engineering, agriculture
and life sciences are involved in the execution of the education programme
for students with various backgrounds/disciplines. Furthermore, at B1846
multiple departments are also involved in the development of new ele-
ments of the education programme. Another example is C0542, where
the law, management and education and competencies departments join
forces to develop new entrepreneurship courses.
Table 3.5 Scores on education
University Education Scope Education Set-up Education

B1846 3.5 3.8 3.65
A2098 3 2.2 2.6
C0542 2 2.9 2.45
D8552 1 3.2 2.1
H0892 1 3.2 2.1
E8935 1.5 2.2 1.85
Education
The fourth dimension of entrepreneurship education involves the scope
and the educational set-up of the education programme (Table 3.5). The
best practice education programmes B1846 and A2098 outperform the
mediocre performer C0542 on this fourth.
With regard to the education set-up, all education programmes provide
individual courses in entrepreneurship and most programmes also provide
a BSc minor in entrepreneurship. Most education programmes focus
entirely on undergraduate students. Only B1846 provides an MSc minor
in entrepreneurship. B1846 and C0542 provide also a PhD trajectory in
entrepreneurship.
With regard to the education set-up, the education programmes show
an interesting variety in experimental education methods and ways of
confronting students with real-life entrepreneurship problems. Based on
a content analysis of the course syllabi, at least 28 per cent of the entre-
preneurship courses are provided by guest lectures. An example is D8552:
We think it is important that students get to know the people who work in their
field of education and to hear from them how they do and how exciting it is. . . .
We also have two events here. We have lecture series called ‘leading entrepre-
neurs’ where we invite successful entrepreneurs to come to the university to
speak to the students, and also an event called ‘idea jamming’ where students
talk about new ideas and a speaker holds a very short speech. That is very
important to us. We always invite our students to the lectures.
All education programmes seem to acknowledge the importance of

practical and experimental didactic methods for entrepreneurship edu-
cation. The champions of entrepreneurship education at A2098 fully
believe in the educational approach to confront students with real-life
entrepreneurial problems, because it increases their interest and under-
standing of the theory too; they become aware that they need certain
knowledge in order to deal with complex tasks and get excited when they
experience the relevance of entrepreneurship education for their lives,

whether they want to start their own business or not. The programme not
only focuses on entrepreneurial skills but more importantly on the way
students can add value and create their own competitive advantage. In this
respect, entrepreneurship education helps them to get focus in their career.
This idea is realized without a university-wide strategy, but by champions
of entrepreneurship education who are convinced of this approach.
Another example is the education programme of H0892, which con-
fronts students with real-life entrepreneurship in an interesting way.
Entrepreneurship courses have to be understood as business opportunities
and every class as a business meeting. From this perspective, wearing a
business outfit is highly appreciated and missing a meeting is unaccept-
able. Furthermore, students have to sign a team contract that contains the
expectations, policies, procedures, and so forth. In this way, the university
confronts students with real-life entrepreneurship.
Outreach
The fifth dimension of entrepreneurship education involves the role of the
university in the wider (business) environment. In general, the education
programmes seem to experience few problems in creating and maintain-
ing a network of external stakeholders. The best practice education pro-
grammes B1846 and A2098 outperform the mediocre performer C0542 on
this fifth dimension of entrepreneurship education (Table 3.6).
With regard to the involvement of external stakeholders, B1846 and
C0542 have clear links with governmental organizations, foundations and
investors, entrepreneurs and companies. At C0542, for instance, the patent
office (government) provides guest lectures for students and representa-
tives of science parks provide coaching for postgraduates who want to
start a new venture. The links with external stakeholders provide a ‘com-
bination of money, knowledge and expertise’ to the education programme.
A2098 has relatively few links with external stakeholders, because they are
Table 3.6 Scores on outreach
University External Stakeholders Community Alumni Outreach

B1846 4.33 4.75 2.5 3.86
A2098 2 3.5 5 3.5
C0542 4 3 3 3.33
H0892 4 2 3 3
D8552 3.33 2.25 1.5 2.36
E8935 2.33 2.75 2 2.36
situated in an isolated location without ‘centres of commercialization like

Boston or Palo Alto’ in the neighbourhood. However, this is not a problem
according to this university, because entrepreneurial students are often
involved in entrepreneurial activities in later stages in their career.
With regard to alumni, A2098 outperforms the mediocre performers
C0542 and H0892. As the university board is less involved in entrepre-
neurship education, they depend more on the alumni and champions of
entrepreneurship education who are not in the highest management levels
of the university. A2098 has 250 alumni involved in their entrepreneurship
education programme, which is many more than the other programmes:
There is a very extensive alumni affairs and development office that follows
all kind of alumni [this is done by the university]. We [the Centre of
Entrepreneurship] work on keeping track of the number of ventures started.
. . . Other reasons [to involve alumni] would be for raising funds. . . . A
large percentage of the funding at A2098 comes from alumni, both from
endowments . . . and annual giving.
Just like A2098, C0542 and H0892 also keep contact with alumni, keep
track of their career and the number of ventures they started.
Alumni are not only useful for raising funds but they are also useful
for the development of entrepreneurship activities and for providing link-
ages with the business environment. Furthermore, they can act as guest
lecturers and can offer positions for practical experience. One can choose
to outsource alumni management to an external organization. The results
indicate that both options can work out well under the condition that it
receives a high priority within the university.
With regard to knowledge transfer, B1846 and A2098 clearly outper-
form the other programmes with regard to the number of patents and
the third flow of funding. B1846 has the highest number of patents (429
according to the WIPO database) while most other universities have
between 26 and 65. Their application for patents is outsourced to a TTO.
The TTO can take up some tasks often carried out by a centre of entrepre-
neurship and is sometimes involved in the development of the stakeholder
network, advisory services for entrepreneurs and so on. Besides the best
practice universities, E8935 and C0542 also receive high scores on the per-
centage of third flow of funding (between 32.5 per cent and 37.5 per cent
of the total turnover of the university). A third flow of funding is mainly
contract research and is not necessary related to entrepreneurship.
Development
The sixth dimension of entrepreneurship education concerns the evalua-
tion of the education programme in order to improve its quality and adapt
Table 3.7 Scores on development
University User-driven Evaluation Human Resources Development

Improvement
C0542 5 5 2 4
B1846 2 5 2.33 3.11
D8552 2 3 Missing 2.5
A2098 2 3 2 2.33
H0892 2 3 2 2.33
E8935 2 2 1.33 1.78
it to the changing needs of students and stakeholders (Table 3.7). The best
practice education programme B1846 outperforms the other education
programmes, just as C0542 does. Best practice A2098 shows that it is hard
to manage the development dimension without a strategic foundation, as
development involves a long-term view and the assessment of goals and
strategies. With the lack of a strategic focus on entrepreneurship, this can
only be done at executive level and by initiatives of champions of entrepre-
neurship education.
With regard to the evaluation of the programme, most education pro-
grammes apply self-evaluation by the teacher, and student evaluations as
a method for user-driven improvements. In the case of C0542, peer reviews
and executive staff evaluations are also applied. Furthermore, the effect
of the education programme on students’ careers and stakeholders’ needs
are evaluated. Formal and informal stakeholder meetings are organized to
evaluate whether stakeholder needs are met.
With regard to the investment in human resources, we may conclude
that this aspect doesn’t receive priority. One of the best practice education
programmes offers teachers training in order to become an entrepreneur-
ship teacher. Some programmes encourage entrepreneurship education by
providing grants and/or fellowships to develop new initiatives. Other pro-
grammes focus more on recognition for achievements in entrepreneurship
education, for instance an award for entrepreneurship teachers.
CONCLUSIONS AND RECOMMENDATIONS
In this benchmark study, we identified and further developed six dimen-

sions for entrepreneurship education programmes at life science universi-
ties and provided specific managerial interventions for each dimension. In
this section, we summarize these interventions to start with or improve the
entrepreneurship education programmes of life science universities and

discuss some directions for future research.
With regard to the dimension strategy, we can conclude that the adjust-
ments of the mission and strategy of the university and the (operational)
policies arising from these goals can be seen as important interventions
to improve the entrepreneurship education programme. Nevertheless, the
example of best practice A2098 suggests that the implementation of entre-
preneurship education is possible without its implementation at a strategic
level. Instead of a clear strategic focus, the programme is more dependent
on efforts by champions of entrepreneurship education and alumni. They
seize opportunities for the further development of the programme and
manage self-generating income activities, while the university manage-
ment primarily plays a coordinating role. The involvement of champions
and alumni enabled the further development of the education programme,
independent from a sound strategic foundation.
The example of A2098 shows, however, that future research is needed
on the relation between the performance of the education programme and
the implementation at the strategic level. There are also other reasons to
question the necessity of implementation of the education programme at
the strategic level. There are, for instance, examples of universities who
have chosen to remove the word ‘entrepreneurship’ from the mission
statement because of the negative or unscientific connotations of the term.
On the other hand, the literature review made clear that the adjustment of
missions and strategic plans can function as a road map for implementing
successful entrepreneurship education programmes. Several aspects of
entrepreneurship education can be included in the mission statement or
strategy of the university, like the entrepreneurial identity of the university
itself, the importance of enhancing the entrepreneurial attitude of students
and staff, the importance of knowledge transfer towards society, knowl-
edge valorization, the encouragement of public–private partnerships, the
development of science parks in the environment of the campus and so on.
B1846 is a clear example of a high-performing education programme that
is operationalized in clearly written entrepreneurship education policy
plans that are implemented in the various departments of the university.
Furthermore, it is recommended that the highest management levels of the
university should be strategically responsible for the programme and that
entrepreneurship champions are involved in the development and dissemi-
nation of the programme.
With regard to the dimension resources, it is clear that sufficient
resources should be available to develop and maintain the entrepreneur-
ship education programme. It is recommended that universities who
want to start with or improve their programme should not only provide
s ufficient resources for its development, but also pay attention to the
diversification of the sources of income. The best practice education
programmes provide clear examples of how resources can be diversified,
for instance by attracting grants from benefactors other than government
funds, by attracting funding from organizations that are dependent on
the entrepreneurship education programme like TTOs, by self-generating
income activities like seminars, workshops, consultancy, and so forth.
With regard to private funding by companies and alumni, it should be
taken into account that these interventions are only in a limited way
applicable in the European context, mainly due to differences in tax
systems.
With regard to the dimensions institutional infrastructure, educa-
tion, outreach and development, we can conclude that the best practice
education programmes received the highest scores on these dimensions.
Universities in the life sciences who want to start or improve their entre-
preneurship education programme should therefore implement educa-
tional interventions related to these four dimensions.
With regard to infrastructural facilities, one can think of (student) incu-
bator facilities, TTOs, centres of entrepreneurship and a meeting place for
students. In the case that universities have a strategic focus on research,
one can think of an entrepreneurship chair group. Such a chair group is
not necessary in the case of universities with a clear focus on education,
although the facilitation of research is highly recommended; it gener-
ates state of the art knowledge, which is useful to improve teachers’ and
students’ knowledge on entrepreneurship in general and the education
programme in particular. With regard to the multidisciplinarity of the
education programme, it is recommended that institutional barriers to
interdisciplinary and inter-departmental cooperation should be minimized
and multidisciplinary cooperation should be encouraged. With regard to
education, it is recommended that courses and minors at BSc and MSc
Level are developed. Universities with a clear strategic focus on research
could also implement PhD trajectories in entrepreneurship.
Furthermore, the use of experimental didactic methods for entrepre-
neurship education and confronting students with real-life entrepreneurial
problems are recommended. In entrepreneurship education, multidisci-
plinary groups of students should work on interdisciplinary assignments.
This means that students from different disciplines should work together,
each with their specific background, to reach a common goal. This
creates serious challenges in Higher Education. While in education in
general many factors influence the quality of teaching, the teacher has a
crucial role in entrepreneurship education. European research suggests,
for instance, that entrepreneurship education requires other roles and
didactics of teachers (Nab et al., 2010). However, most teachers in Higher

Education have a disciplinary background (e.g., biology, chemistry) with
little prior knowledge in educational science and often no entrepreneurial
hands-on experience. Both teachers and students experience boundary
crossing (Akkerman and Bakker, 2011); they are confronted with disci-
plines that are not part of their specialization and therefore less familiar
to them. Offering a boundary object, like training, will enable teachers
to educate in entrepreneurship education as they learn to build bridges
between their specialization, entrepreneurship education and the real-life
entrepreneurial world. Surveys show that European graduates have a poor
opinion of Higher Education as a contributor to their entrepreneurial
skills (Allen and van der Velden, 2009) and research indicates that teach-
ers are considered to be a weak link in effectively introducing entrepre-
neurship education (McCoshan et al., 2010). However, until now little is
known about the roles and competencies of teachers in entrepreneurship
education. More research in this field is clearly needed.
With regard to outreach, building a network with external stakeholders
like governmental organizations, investors and entrepreneurs is recom-
mended. They can provide funding, knowledge and expertise, which is
useful for entrepreneurship education. The same holds for alumni, who
facilitate knowledge transfer in general and can offer guest lectures and
practical experience in particular.
With regard to development, implementing methods for user-driven
improvements of the education programme is recommended, like self-
evaluations by the teacher, student evaluations, executive staff evaluations
and peer reviews. This last form of evaluation also enhances the exchange
of ideas, methods and approaches among teachers. Furthermore, evaluat-
ing the effect of the education programme on students’ careers and stake-
holders’ needs, for instance by formal and informal stakeholder meetings,
is also recommended. As stated, because most teachers are originally
mono-disciplinary educated and the interdisciplinary character of entre-
preneurship education involves experimental didactic methods, it is highly
recommended to invest in human resources, for instance by attracting
teachers with business experience or by providing specific training in busi-
ness skills and entrepreneurial learning methods.
With these recommendations for educational interventions to start up
or improve entrepreneurship education programmes, we do not imply that
all interventions can be applied one by one on other universities. Rather,
the best practices show actual activities that may inspire managers of other
life science universities to develop and implement comparable interven-
tions, in which the specific culture, institutional structure and strategic
focus of the university is taken into account.
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4. Entrepreneurship in Finland, Sweden
and Norway: transferability of
entrepreneurship educational
programmes
Bjørn Willy Åmo*
INTRODUCTION
This chapter compares conditions for and manifestations of entrepre-

neurship in Finland, Sweden and Norway. It does so as educational
programmes and syllabuses are often transferred between countries and
implemented without a theoretically based framework for considerations
regarding local adjustments. This chapter then discusses the need for such
adjustments and proposes a framework for local adjustments. The chapter
presents an outline of antecedent, process and output when discussing
conditions and perceptions leading to entrepreneurial behaviour. The
chapter utilizes data from the Global Entrepreneurship Monitor research
programme in order to compare the conditions the potential entrepreneur
faces, the actions of entrepreneurs and the outcome of these entrepreneur-
ial actions. The chapter then discusses how entrepreneurship programmes
at university level have to be adjusted to the different settings for entrepre-
neurship in the local countries as the entrepreneurs experience it to be, and
the entrepreneurs’ corresponding entrepreneurial actions.
Entrepreneurship is considered to be an important mechanism for eco-
nomic development through employment, innovation and welfare effect
(Schumpeter, 1934; Acs and Audretsch, 1988). This understanding has
led to a growing appreciation of the relevance of entrepreneurship edu-
cation as a tool to gain such benefits (Fayolle and Kyrö, 2008). Higher
Education Institutions have a responsibility for providing necessary
competence for people wanting to develop their own business ideas into
a successful enterprise or wanting to be able to help others develop and
craft ideas into a viable business. The purpose of an entrepreneurship
programme in universities should be to contribute to the development of
the students’ ability to discover/identify business opportunities and their
ability to exploit these opportunities (Landström, 2000). In the search for
educational programmes serving the students’ need for entrepreneurship
91
Bjørn Willy Åmo - 9781781007013

skills and the societies’ need for entrepreneurs, universities look for best
practice in entrepreneurship education at other universities in order to
copy these practices.
According to Klyver and Bager (2012) some precautions have to be
taken when trying to copy best practice, as there always has to be local
adjustments when adopting innovations. The right phrase is translation of
innovation instead of transfer of best practice. Likewise, best practice for
some implies perfection, or at least being as close to perfection as possible.
In the real world there is always room for improvements even for practice
that works, even for practice that works well. Instead of transfer of best
practice, what often happens is an effort to translate good practice. This
chapter addresses how to translate good practice within entrepreneurship
education.
The presumption of translating good practice is that what works for
one is working for the other. It is well known in innovation research that
there is always a bit invention in the adoption of innovations (Rogers,
1995). An innovation has to be adjusted to the local situation in order to
be successful, and the more insightfully this adjustment is made, the better
results the adoption delivers. When an innovation, such as an educational
programme in entrepreneurship, is to be copied by an institution, some
adjustments have to be made. The adjustments needed depend on the
purpose of the adoption, the complexity of the innovation, the complex-
ity of the adopting organization and how the environment differs for the
copied and the copying institution.
This chapter addresses the need for adjustments in educational pro-
grammes regarding entrepreneurship. The chapter investigates the con-
ditions for entrepreneurship in Finland, Sweden and Norway. It also
reveals differences between the countries in entrepreneurship activity and
their corresponding entrepreneurial results. The chapter links to current
research streams when it discusses how these differences influence the need
for entrepreneurship education and how this entrepreneurship education
should be shaped to fit the unique challenges the three countries face
(Hytti, 2008).
The study presents an antecedent, process and output outline when dis-
cussing conditions and perceptions leading to entrepreneurial behaviour.
Antecedents consist of the environment as the entrepreneur faces it, the
process represents the tools that the government has in hand and how it
utilizes it and the outcome is the entrepreneurial result. The discussion in
this chapter links to governmental policies and the business context that
are found to relate to entrepreneurial behaviour. The overall outcome of
entrepreneurship education is capable entrepreneurs – the skilled business
act, which could be manifested in several ways: either as business start-up,

Entrepreneurship in Finland, Sweden and Norway 93
as business renewal or as support for people who act entrepreneurially.

Entrepreneurship is required for its ability to create jobs for people, pro-
viding them with salaries. The population in general may want entrepre-
neurship because it provides them with new products and services to make
life easier. The government may want entrepreneurship and innovation
as it strengthens industry, which secures its tax revenues and provides the
inhabitants in that area with access to needed jobs, products and services.
The chapter is organized as follows: the theoretical perspectives discuss
how entrepreneurship is defined, how people act when they are entre-
preneurial and it presents the Global Entrepreneurship Monitor (GEM)
model of entrepreneurship along with a description of the GEM project.
This is then followed by a method section discussing the data describing
the three countries regarding entrepreneurship. The findings present a
comparison of the entrepreneurial conditions, the actions and their results.
The conclusion section argues why and how these factors influence how
entrepreneurship education programmes could be translated from one
university to another.
THEORETICAL PERSPECTIVES
The economic progress of northernmost Europe is dependent on the devel-

opment of entrepreneurship and innovativeness in the region. Its culture, its
resources and industries based on these resources enable competitive busi-
nesses as far as the people in the region have competences and capabilities
to utilize these possibilities. It is a stated goal that such local competences
and capabilities should be strengthened (Nordland Fylkeskommune,
2005, 2006). To respond to this challenge, entrepreneurship education in
the northern regions needs new ideas (Kunnskapsdepartementet, 2006).
The present education at universities in entrepreneurship is matured and
fully grown (Katz, 2008), but still results are falling (Kolvereid and Åmo,
2007). This might be due to the continuing globalization of the economy
and the rising number of competent competitors providing entrepreneur-
ship education or training. In order to take a new lead, local universities
need to rearrange and rethink entrepreneurship education. Many universi-
ties then should engage in efforts to learn from best practices in order to
meet this challenge.
Entrepreneurship is often defined as an individual acting upon an
opportunity in order to create a benefit. Entrepreneurship education
is then the processes that aim to enable an individual to assimilate and
develop knowledge, skills, values and an understanding that allows a
broader range of problems to be addressed (Hynes, 1996). Business

pportunities have to be perceived before one can act upon them. There is
o
a discussion in the entrepreneurship literature regarding whether business
opportunities are created or discovered. Even so, the business opportunity
exists in the nexus between the individual and the environment (Shane
and Venkataraman, 2000). Research evidences that different institutional
structures influence entrepreneurship differently across countries (Spencer
and Gómez, 2004). Structuration theory shows how cues from the envi-
ronment of the entrepreneurial action influence the actors. Sarason et
al. (2006) offer structuration theory as a lens to comprehend the nexus
of opportunities and individuals. Structuration theory puts forward that
the actor and the social system co-evolve in an environment where social
structures both constrain and enable entrepreneurial activity (Giddens,
1976, 1979). The actor is viewed as a reflexive agent engaging in pur-
poseful action. In structuration theory, the agent is viewed as having the
ability to choose whether or not to intervene in the world, and the agent
usually has a full range of resources in hand to pursue his or her goal.
Structuration theory has led to considerations concerning how cues from
the environment may influence the entrepreneur’s action and how he or
she wants to represent these actions. Furthermore, the entrepreneur with
his or her human capital is both enabled and constrained by the socio-
economic context, as the structural properties of a social system consists
of the habitual arrangements and the means that guide people’s everyday
life (Dowling, 2005). This implies that entrepreneurship education has to
fit into the cultural and industry context (Hytti, 2008).
Such a fit is not necessarily always present. Klyver and Bager (2012)
refer to neo-institutional theory when they discuss how entrepreneurship
policy recommendations emerge and develop. Neo-institutional theory
discusses three mechanisms that explain why ideas as policy recom-
mendations within entrepreneurship and entrepreneurship education are
similar also in countries that differ significantly. DiMaggio and Powell
(1983) label these forces as coercive, mimetic and normative isomorphism.
Coercive forces stem from formal and informal pressure to act in a given
way, mimetic isomorphism stems from a standardized response to uncer-
tainty rooted in shared understandings, while normative isomorphism
is often associated with normative rules shared and developed among
members of a profession. Klyver and Bager (2012) argue that policy rec-
ommendations regarding entrepreneurship are similar in Denmark and in
Australia even if the conditions for entrepreneurship differ significantly
in these two countries. They show how coercive, mimetic and normative
isomorphism forces could lead to a danger of reproducing and imitating
initiatives across nations that inconstantly fit with the local context.
The Global Entrepreneurship Monitor research programme describes

the conditions for entrepreneurship, the entrepreneurial processes and the

entrepreneurial results in different countries. GEM is a research project that
started in 1999 with ten participating countries, including Finland. Sweden
and Norway joined the GEM project in 2000. Throughout the GEM
project’s duration more than 60 countries have engaged in it. The GEM
project responds to a significant gap in the international entrepreneurship
research by engaging in yearly in-depth inquiries into the dynamics leading
to entrepreneurial activity. The main objectives of GEM is to create an
annual assessment of (1) the level and nature of entrepreneurial activity
across countries, (2) the factors within countries that give rise to systematic
differences in entrepreneurship rates, and (3) national outcomes of entre-
preneurship (De Clercq and Crijns, 2008). The Global Entrepreneurship
Monitor defines entrepreneurship as ‘Any attempt to create a new business
enterprise or to expand an existing business by an individual, a team of
individuals, or an established business’ (Zacharis et al., 2000, p. 5).
Entrepreneurship is a socioeconomic phenomenon. The Global
Entrepreneurship Monitor model (Bosma et al., 2008) links the indi-
vidual’s perception of the opportunity, the conditions for entrepreneur-
ship as provided by the societal structures, and the established business
structure with the entrepreneurial action. At the individual level, people
act upon cues from the environment as they perceive these to be (Ajzen,
1991). Furthermore, Ajzen (ibid.) models that the individual takes into
consideration both how others value the action, how the individual values
the action and if the individual believes in mastering the tasks needed
for fulfilling the action, when deciding whether to undertake an action.
This implies that the potential entrepreneur considers how others value
entrepreneurship, if entrepreneurship is suitable for him- or herself, and
how capable he or she is of succeeding as an entrepreneur when deciding
whether or not to respond to a perceived business opportunity (Stewart
Jr. and Roth, 2007). In addition to this, an individual makes a cost/benefit
analysis of an innovation before adopting the innovation (Rogers, 1995).
With regard to entrepreneurship, the individual will then evaluate the
potential business in order to judge if acting upon the perceived business
opportunity is beneficial or not. Such a decision to act could be regarded
as an intention to act. Concerning entrepreneurship as a complex and
time-consuming task, the intention to act may differ from the actual expe-
rienced action, this because the individual has to show persistency over a
length of time to fulfil his or her intentions. During this time the individual
interacts with the institutional structures and other actors and may change
their intention as a result of this influence (Fayolle and Degeorge, 2008).
The GEM model assumes that institutional characteristics, demography,
entrepreneurial culture and the degree of economic welfare all shape a

country’s entrepreneurial landscape (Bosma et al., 2009). Entrepreneurial

activity rates may differ across countries for cultural, institutional, eco-
nomic and demographic reasons (Levie and Hunt, 2004).
This study discusses how the social, cultural and political contexts influ-
ence entrepreneurship education and how entrepreneurial education again
influences entrepreneurship activity, attitudes and aspirations. The GEM
model allows each country to have its own growth trajectory regarding
entrepreneurship. The trajectory depends upon its starting point and how
the actors in sum choose to interpret and act upon these cues. Differences
in entrepreneurial activity levels may be specific to regional economic,
demographic and cultural contexts and may be composed of entrepre-
neurs who may vary in type and aspiration (Bosma et al., 2008). This
discussion leads to the following proposition:
Proposition: Finland, Sweden and Norway differ regarding entrepreneur-

ship, thus adjustments in educational programmes are needed when translat-
ing good practices in entrepreneurship education between the three countries.
METHODOLOGY
The Global Entrepreneurship Monitor (GEM) project utilizes three dif-

ferent data sources for its analysis. These are the Adult Population Survey
data (APS), the National Expert Survey (NES) data and indicator data. The
data used in this chapter consist of APS data from 2007, NES data from
2004 and indicator data from 2008. These are the latest data sources avail-
able that contain comparable data from Finland, Sweden and Norway.
Finland and Norway have conducted APSs and NESs each year since they
joined the research project. Sweden participated last time in GEM in 2007
and the last time NES data was collected in Sweden was in 2004.
The Adult Population Survey (APS) addresses a minimum of 2000 ran-
domly selected respondents in each country. The APS addresses the adult
population aged 18 to 64 and investigates the respondent’s relationship to
entrepreneurship. Besides asking how the individual perceives the condi-
tions for entrepreneurship to be, GEM asks the respondent if they cur-
rently are trying to start a business, or have started a business during the
last 42 months. It also asks whether the respondent owns a business. GEM
measures entrepreneurship by different means. A nascent entrepreneur is
an individual who is actively starting a business, owns part of or all of the
business, but the business has not yet paid wages to the founder(s). Baby
businesses are established businesses that have paid wages to their owners
for a period shorter than 3.5 years. Early stage entrepreneurs (TEAs)

consist of nascent and baby businesses. Established businesses have paid

wages to their owners for more than 3.5 years. The APS data from Finland
represent 2005 adults aged between 18 and 64; in Sweden it represents 1712
while the Norwegian data represent 1541 adults. The APS data are dichoto-
mous. This means that the APS numbers listed in the tables in this study
represent percentages of the population responding ‘Yes’ to a given topic.
The National Expert Survey (NES) addresses 36–50 experts in entrepre-
neurship, asking them to state how they perceive conditions for entrepre-
neurship in their country to be. The national experts were asked to give
their opinion on a multitude of subjects related to conditions for entrepre-
neurship. The items were represented by a five-point Likert scale with the
additional option of ‘Don’t know’ or ‘Does not apply/Refuse to answer’.
Based upon all NES data from all GEM countries, GEM provides a prin-
cipal component analysis (PCA) combining the items in variables describ-
ing certain aspects of the national conditions for entrepreneurship. The
numbers in the tables in this study then represent a PCA of the expert’s
responses to multiple items addressing each entrepreneurial condition.
The higher the value on the PCA, the more the expert agrees that the con-
ditions are favourable for entrepreneurship in their home country. Further
information on the GEM research project and the methodology can be
found in Reynolds et al. (2005). We were able to retrieve the full APS
and NES datasets from Finland and Norway. Hence we could compare
the values for the Finnish and the Norwegian items using independent
samples t-tests. For the Swedish data we were only able to obtain the mean
value for the items. This implied a one-sample t-test where we compared
the Swedish mean for the given variable with the values from the Finnish
or the Norwegian full dataset.
The third data source GEM uses are indicators at a national level gath-
ered from multiple official sources. Examples of such could be GDP or
demographical data. The data in the tables in this study then represent
actual numbers or actual occurrences of a phenomenon per 1000 inhabit-
ants. The data from the third data sources are all actual numbers repre-
senting the full population. This implies no variation, hence all differences
are statistically significant. Whether the difference is meaningful rests on
the arguments in the discussion.
FINDINGS
The institutional structures represent the national environment for entre-

preneurship. The structural factor influencing entrepreneurial activity is,
among others, the size of internal markets in a country. In the long run the

government is able to shape some of the structure for entrepreneurship. It

could improve its institutional structures for entrepreneurship by putting
into effect programmes supporting entrepreneurship, that is, finance,
infrastructure or education. Another antecedent to entrepreneurship is
how suitable the population finds entrepreneurship as a tool for themselves
in improving their living conditions or realizing other personal goals. The
institutional structure for entrepreneurship manifests itself in conditions
for entrepreneurship, as perceived by the potential entrepreneur.
Table 4.1 describes the antecedents to entrepreneurial activity by dis-
playing among others the size of the home markets of Finland, Sweden
and Norway. The table shows that Sweden is the country with the most
inhabitants, while Norway has the fewest. The number of inhabitants in
a country gives an indication of the domestic market size and thus might
give indications on the likelihood for firms to address export markets. The
table reveals the opinion of the national experts regarding how the condi-
tions in their country support entrepreneurship. The table shows that in
the experts’ opinion, the governmental emphasis on improving conditions
for entrepreneurship is higher in Finland and Norway than in Sweden
and that these conditions are evaluated to be most supportive in Finland.
Furthermore, in the view of the experts, the presence of adequate govern-
mentally instituted entrepreneurship programmes is higher in Finland and
Sweden than in Norway.
The figures in Table 4.1 based upon APS data show that there is a bigger
share of the population in Finland and Sweden who perceive there to be
better conditions to start a business in the area where they live, than in
Norway. Likewise, the data indicate that the Swedes are more confident
that they possess the necessary knowledge and skills for starting a business
than do the Norwegians. Even so, Norwegians and Finns agree more often
that entrepreneurship is a good career choice than do Swedes.
The entrepreneurial process is an enactment of the institutional struc-
tures for entrepreneurship. The entrepreneurial process at the national level
could manifest itself among others as expenditures on research and devel-
opment. The motivation and the capacity for entrepreneurial deeds among
the population is also a sign of how the institutional structures are con-
verted to entrepreneurial activity. The conditions for entrepreneurship are
interpreted and acted upon at the individual level. This perception is then
translated to motivation and intentions toward entrepreneurship. As there
are different conditions for entrepreneurship across countries, the entre-
preneurial processes are then different. These differences in entrepreneurial
action reveal themselves as differences in start-up aspirations, number of
owners necessary for handling the complexity in the institutional struc-
tures, and in purpose and motivation for the entrepreneurial action.

Table 4.1 The antecedents for entrepreneurship in Finland, Sweden and Norway
Entrepreneurial Antecedents Finland Sweden Norway Finland vs Finland vs Sweden vs

Sweden Norway Norway
National characteristics
Total population, all ages, 2008 5 244 749 9 045 389 4 644 457 n.a. n.a. n.a.
Expert data
Governmental emphasis on improving conditions 3.17 1.84 2.15 *** *** n.s.
for entrepreneurship
The presence of adequate governmental 3.23 2.33 2.83 *** n.s. ***
entrepreneurship programmes
99
Adult population survey
YES: Good conditions to start business in the next 52.96 50.33 46.29 n.s. ** **
six months in area I live, % of population aged
18–64
YES: Has the required knowledge/skills to start 39.73 41.65 36.23 n.s. n.s. ***
business, % of population aged 18–64
YES: People consider starting business as good 37.48 52.38 54.95 *** *** n.s.
career choice, % of population aged 18–64
Note: Level of statistical significance: *** indicates p , 0.01, ** indicates p , 0.05, * indicates p , 0.10, n.s. indicates not significant, n.a.
indicates significance not applicable.
Source: Author.

Table 4.2 displays some of the processes the government is in control

of and that influence the entrepreneurial climate in a country. The table
indicates that the total expenditure on research and development per
capita is higher in Sweden than in Finland, and that the expenditure is
lowest in Norway. Research and development is a vital source of innova-
tions. Moreover, Table 4.2 indicates that the Finnish population is more
capable and motivated to engage in entrepreneurial opportunities than are
the Norwegian and the Swedish populations, according to the national
experts. The items building the capacity index are several. Among the
items are ‘Many people know how to start and manage a high-growth
business’, ‘Many people have experience in starting a new business’ and
‘Many people have the ability to organize the resources required for a new
business’. A country needs inhabitants with these abilities for there to be
entrepreneurial activity.
Table 4.2 further reveals some of the entrepreneurial processes of indi-
viduals in Finland, Sweden and Norway. The table shows that 10.4 per
cent of the Swedish population expects to start a new business within the
next three years, and that this interest is lower in Norway (8.9 per cent)
and Finland (8.65 per cent). Further, the number of expected owners
per business start-up is higher in Norway and Sweden than in Finland.
Norway has the highest number of owners per start-up (2.39), Sweden
the second highest (2.26) whiles Finland has the lowest (1.89). The higher
number of owners is associated with higher growth intentions (Kolvereid
et al., 2008). Table 4.2 indicates that the Norwegian entrepreneurs in
general have more prior entrepreneurial experience than do the Swedish
and Finnish entrepreneurs. Likewise, there are more serial entrepreneurs
in Norway. The purpose of establishing the business is also influencing
the survival and growth trajectory of the firm. The Finnish entrepreneurs
have more serious intentions regarding their business than do the Swedish
and the Norwegian entrepreneurs; we see that in the percentage of the
entrepreneurs that intend to work full-time in their business. Moreover,
the table shows that the Finnish entrepreneurs start their business because
they want more independence more often than do their Swedish and
Norwegian counterparts. The Norwegian entrepreneurs are more con-
cerned with increasing or maintaining their income than are the Finnish
and the Swedish entrepreneurs.
The entrepreneurial process provides results both nationally and for
the entrepreneurs themselves. The research and development process may
result in patents and a successful patent may lead to royalties. Another
entrepreneurial output is the share of the population starting up a new
business, owning a business or supporting others’ businesses. Due to
societal structures and entrepreneurial processes there might be age and

Table 4.2 Entrepreneurship processes in Finland, Sweden and Norway
Entrepreneurship Processes Finland Sweden Norway Finland vs Finland vs Sweden vs

Total expenditure on research and development per capita, US$ in 1372.5 1609.4 1074.4 n.a. n.a. n.a.
2006
Expert data
The entrepreneurial capacity of the population 2.85 1.91 2.46 *** ** ***
How motivated the population are to engage in entrepreneurial 3.11 2.49 2.99 *** n.s. ***
opportunities
YES: Expects to start a new business in the next three years, in % of 8.65 10.36 8.9 *** n.s. *
the population aged 18–64
101
Average number of expected owners in the new firm 1.87 2.26 2.39 *** * ***
Among those in the process of starting a business or owning a 37.56 38.87 39.67 n.s. n.s. n.s.
business younger than 3.5 years: started and managed a different
business before this one
Among those in the process of starting a business or owning a 58.36 45.8 44.32 *** *** n.s.
business younger than 3.5 years: full-time involved
Among those in the process of starting a business or owning a 59.66 51.01 43.5 * ** n.s.
business younger than 3.5 years: opportunity type: independence
Among those in process of starting a business or owning a business 3.57 3.39 17.14 n.s. *** ***
younger than 3.5 years: opportunity type: maintain income

Source: Author.
gender differences in this entrepreneurial output. Likewise, the entrepre-

neurial output in a country is hallmarked by which production process
and products the entrepreneur addresses their selected markets with.
These entrepreneurial outputs are a result of how the entrepreneur judges
the structural arrangements supporting entrepreneurship and the entre-
preneur’s own human and social capital.
Table 4.3 reveals some national-level output from entrepreneurial
activity among inhabitants in the country. Such an innovative behav-
iour could be manifest in patents securing the commercial value of the
innovation. The table reveals that the inhabitants in Sweden and Finland
secure most patents abroad and receive far the highest royalty and
licence fees compared to Norway. The Finns file most patents in their
home country.
Table 4.3 also exposes the entrepreneurial activity in Finland, Sweden
and Norway and compares these individual-level outputs. One entrepre-
neurial output is employees contributing in establishing business spin-offs.
Spin-offs have better access to resources and so enhanced opportunity for
growth and survival compared to independent start-ups. The table shows
that a larger part of the population is engaged in business spin-offs in
Norway and Finland than in Sweden. In the GEM terminology, start-up
attempts that have not paid wages to their founders are nascent entrepre-
neurs. These are business start-up attempts that have not been realized
yet. There are proportionally more nascent entrepreneurs in Finland
than in Norway and Sweden. Baby business owners are those start-ups
that pay wages to the founders, but not so for more than 3.5 years. These
are business start-up attempts that still have not faced the reality of the
market fully. The table hints that there are more baby business owners
in Norway than in Finland and Sweden proportionally. The early stage
entrepreneurial activity (TEA) measure consists of persons that are either
nascent or baby business owners. The table shows that there is more early
stage entrepreneurship in Finland and Norway than in Sweden. The TEA
rate in Finland is 6.9, Sweden 4.2 and Norway is 6.5 for 2007. TEA is
early stage entrepreneurial activity and measures those presently making
efforts to start a new business including those owning a new business
not older than 42 months. There is also more female entrepreneurship in
Finland and Norway than in Sweden. Males are more engaged in entre-
preneurship than are females in all three countries. The Finnish and the
Norwegian entrepreneurs expect more often that the business they start
will hire employees during the next five years than do the Swedes. Even so,
high-growth entrepreneurs as measured as intending to have 20 or more
employees in five years from start-up are more common in Norway and
Sweden than in Finland.

Table 4.3 Entrepreneurial output in Finland, Sweden and Norway compared
Entrepreneurial Output Finland Sweden Norway Finland vs Finland vs Sweden vs

Number of patents secured abroad by country 643.4 665.5 335.9 n.a. n.a. n.a.
residents in 2005, per million aged 18–64.
Patent applications filed by residents in 2005, per 552.6 452.2 395.8 n.a. n.a. n.a.
million aged 18–64
Royalty and licence fees receipts in US$ millions, per 452.0 713.5 263.3 n.a. n.a. n.a.
million aged 18–64
103
YES: Currently involved in business start-up (SU), as 2.67 1.97 3.04 * n.s. **
part of normal job, in % of the population aged
18–64
Baby business owner (BB): owns-manages business 2.71 2.38 2.77 n.s. n.s. n.s.
with income , 3.5 years, in % of the population
aged 18–64
TEA involvement: setting up firm or owner of young 6.91 4.15 6.47 *** n.s. ***
firm (SU or BB), in % of the population aged 18–64
TEA (male): setting up firm or owner of young firm 8.96 5.78 8.59 *** n.s. ***
(SU or BB), in % of the male population aged 18–64
TEA (female): setting up firm or owner of young firm 4.81 2.47 4.28 *** n.s. **
(SU or BB), in % of the female population aged
18–64

Table 4.3 (continued)
Entrepreneurial Output Finland Sweden Norway Finland vs Finland vs Sweden vs

TEA – any jobs now or in five years 4.7 3.34 4.32 * n.s. *
TEA – expects more than 19 jobs in five years 0.41 0.74 0.77 ** ** n.s.
Products new to all customers, in % of those within 12.19 15.57 7.62 n.s. *** ***
TEA
Uses very latest technology (only available since last 14.17 8.68 25.27 * ** ***
104
year), in % of those within TEA
% within TEA, no customers outside country 67.73 65.23 50.9 n.s. ** ***
% within BB, no customers outside country 64.56 68.55 42.06 n.s. *** ***
YES: Provided funds for new business in past three 3.31 3.74 3.87 n.s. n.s. n.s.
years exclusive of stocks & shares, in % of the
population aged 18–64
Source: Author.

The entrepreneurs in Finland, Sweden and Norway are addressing

markets differently. The Swedish entrepreneurs in general offer prod-
ucts that are new to customers more often than do entrepreneurs from
Finland and Norway. Norwegian entrepreneurs rarely report offering
new products to the intended customer. Even so, Norwegian entrepre-
neurs tend to use newer technology than do entrepreneurs in Finland
and Sweden. Norwegian entrepreneurs and business owners more often
address foreign markets than do Swedes and Finns. The data might
indicate that there are more business angels per capita in Norway than
in Sweden and Finland. Business angels are those investing in other
persons’ firms.
CONCLUSIONS AND DISCUSSIONS
The chapter presents antecedent, process and output of entrepreneur-

ship and compares institutional structures and individual perceptions
leading to entrepreneurial behaviour in Finland, Sweden and Norway.
As indicated by previous research (Hytti, 2008) and suggested by GEM
data, there are differences regarding antecedents to the process of and the
output of entrepreneurship between the three countries: Finland Sweden
and Norway. The first part of the proposition, that there are differences
in entrepreneurship between Finland, Sweden and Norway is then con-
firmed. Antecedents consist mostly of the environment as the entrepreneur
faces it, the process is the tools that the government has to hand and how
they utilize it and the outcome is the entrepreneurial result.
As indicated by the displayed data, there are institutional structures
regarding antecedents of entrepreneurship that differ between Finland,
Sweden and Norway. These differences are influencing how suitable the
inhabitants find entrepreneurship as a tool for themselves. This results
in differences in how people in Finland, Sweden and Norway perceive
entrepreneurial opportunities and act upon these opportunities. The
data revealed that Sweden has a larger home market than Finland and
Norway. According to the national experts the Finnish government is
more engaged in improving the conditions for entrepreneurs than are the
Norwegian and the Swedish governments. Sweden has the largest number
of its population agreeing that they feel confident that their knowledge
and training is sufficient for starting a firm, while Finns believe less often
that entrepreneurship is a suitable career path for them. There are more
perceived business opportunities in Finland per capita than in Norway
and Sweden.
Looking at the entrepreneurship process indicators, Sweden is more

focused on research and technology development than are Finland and

Norway. Even so, both entrepreneurship motivation and capacity is
stronger in Finland than in Norway and Sweden. The data also show
that there are comparatively more Swedes expecting to start a business
in the next three years, while the Finns are more determined to start a
full-time business than are Swedes and Norwegians. There are remarkable
differences in entrepreneurship motivation among the three countries as
well. The Finns are more concerned with achieving independence while
the Norwegians are more concerned with increasing or maintaining their
income.
Likewise, there are important differences in entrepreneurial outcomes.
The Swedes and the Finns are more eager to formalize their research
achievements into commercial commodities than are their Norwegian
counterparts. The entrepreneurial output differs in several other ways
across the three countries as well. The Swedes are less engaged in entre-
preneurship than are Norwegians and Finns, both as employees in an
established firm trying to found a spin-off company, or as independent
entrepreneurs trying to establish something for themselves. The data indi-
cate that this is true for both genders. Norwegians are more convinced that
their start-up effort will result in a big company with many employees,
and the start-up teams are bigger than the Swedes’ and the Finns’. The
Norwegians’ start-up is based upon more recent technology than are the
Finns’ and the Swedes’. Even so the Norwegians are not introducing new
products to the markets to the same extent as the Swedes and the Finns.
The Norwegians are more export oriented than are the Finns and the
Swedes.
IMPLICATIONS FOR ENTREPRENEURSHIP

EDUCATION
This chapter hinges around the assumption that different challenges

across countries regarding entrepreneurship need different educational
matters and forms. As the data indicate that there are differences in how
entrepreneurship manifests itself in Finland, Sweden and Norway, there
are then differences in the challenges universities offering entrepreneur-
ship programmes faces.
In order to be inspired by good practice, good practice has to be recog-
nized as such. A good practice is regarded as a success measured by the
goals of the activity. Regarding entrepreneurship education at universi-
ties, this implies a discussion of the goals of entrepreneurship education
at the specified universities. An educational institution has to relate to

the present situation and can only to a certain extent try to change the
direction of the established industry, this as the industry is founded upon
a growth trajectory based on and evolved from the local adjustments
to the local resource base and the global requirements. Good practice
in entrepreneurship education is then serving the needs of the industry
while aligning with the institutional structures shaping the entrepreneurial
opportunity.
There are many entrepreneurs in Finland, they tend to start full-time
firms, and they tend to start their firms to achieve independence. Even
so, entrepreneurship is not recognized as a good career choice in Finland.
Finns do not invest in others’ businesses as business angels to the same
extent. Finns start their firms alone more often than in Sweden and
Norway. The GEM data indicate that Finnish entrepreneurs that start in
teams, more often than those starting alone, succeed as business owners.
The high TEA rate in Finland indicates a high level of entrepreneurship in
Finland. Even so, the data point to some challenges for Finnish entrepre-
neurs. They tend to start firms with low growth ambitions and they tend
to involve fewer people in the start-up process. Involving more people in
the start-up process allows diversity in human capital; such a multitude of
human capital could induce higher growth ambitions. Finns tend to see
entrepreneurial opportunities but do not trust their own entrepreneurial
capabilities (Stenholm et al., 2008). Finnish universities offering entrepre-
neurship programmes could respond to this challenge in order to ensure
more successful entrepreneurs. Finnish universities could then engage
students to work in diversified groups and challenge them to combine
their skills in order to develop high-growth business ideas. This could
inspire the students to start growth-oriented businesses based upon diverse
human capital.
In Sweden, the entrepreneurs are fewer than in Norway and Finland,
even though the Swedes perceive there to be good business opportunities
and have adequate skills for responding to these opportunities. There is
an untapped potential for entrepreneurship in Sweden, this is evidenced
by the GEM data. There are more Swedes expecting to start a firm in the
next three years than in Norway and Finland. Even so, the entrepreneurial
capacity is lower in Sweden. The Swedish government does not focus on
entrepreneurship to the same extent as do the Finnish and the Norwegian
governments. Even though Swedes see themselves as entrepreneurs, they
do not act as entrepreneurs. From the data, it seems that the Swedish
challenge is to release entrepreneurial potential. Entrepreneurship edu-
cation in Sweden could be directed toward motivating the students to
start their own businesses, and it could be directed toward understanding
how the government could strengthen the institutional framework for

entrepreneurship in Sweden. Swedish universities could engage students

to start and run student businesses, allowing the students to master the
entrepreneurial challenge, potentially inspiring them to take the leap and
become entrepreneurs as graduates.
The entrepreneurs in Norway tend to start firms with high-growth
ambitions using new technology, addressing foreign markets with well-
known products. The challenges for Norwegian entrepreneurs are related
to improving their business idea in such a way that the growth ambition
is fulfilled; securing that the circumstances around the new technology are
taken into consideration in such a way that the implementation and use
of it is successful and at the same time that their well-known products are
welcomed by the market. Securing the property rights to their technologi-
cal inventions is also a problem in Norway. Entrepreneurship education
in Norway could be directed toward strengthening the business plan
process by focusing on the commercialization of technology and market
knowledge. Universities could arrange business plan competitions where
securing property rights to intellectual property is one of the elements.
Another element could be to show how the technical solution relates to a
real customer need.
These analyses indicate that the second part of the proposition also
has to be accepted. The differences present between Finland, Sweden
and Norway regarding entrepreneurship imply that care has to be taken
when copying entrepreneurship education programmes. When searching
for educational programmes, syllabuses or educational elements to take
from other universities, considerations about the purpose of the education
should be made. The suggestion condensed from this research is then for
the universities translating good practice within entrepreneurship educa-
tion to investigate which needs this good practice serves, and compare
these needs with the needs the copying university is to serve. When the
needs are similar, the chances are that the provided solutions will also
work for the copying university. It is also useful to bear in mind that dif-
ferent needs may require different projected aims for different audiences
with different pedagogical matters and forms (Hytti, 2008).
The findings presented here regarding differences in conditions for
entrepreneurship between Norway, Sweden and Finland could be inter-
preted in several ways. It could be interpreted as if the present status is
the best position possible, given the countries’ specific mix of resources
and their paths of initiatives to utilize these; hence no improvements
are possible. Another option is to take a more normative approach and
suggest improvements based upon an informed judgement. Most of the
textbooks in entrepreneurship education used in Norway are produced
in the USA as a response to problems and challenges important in a

US context. The conditions for entrepreneurship, the entrepreneurial

process and the entrepreneurial outcome differ between the USA and
Norway (Noies et al., 2010). This present research report similarly
indicates there to be important differences between Norway, Sweden
and Finland, providing this informed judgement on how such dif-
ferences should influence changes in educational offerings related to
entrepreneurship.
In the long run governments are able to change the growth trajectory of
the country by introducing development programmes and incentives for
industry change. To move in a forward direction in the evolving indus-
try structure, a solid understanding of the present position is needed.
This chapter provides a basis for such an understanding of the present
situation for entrepreneurship in Finland, Sweden and Norway. How the
Finnish, Swedish and Norwegian governments could utilize the analysis
and the findings presented in this chapter represents challenges for future
research.
NOTE
* The author would like to thank the Finnish GEM team represented by Professor Anne
Kovalainen for providing access to the Finnish GEM data. Our use of their data is our
responsibility solely. The author also would like to thank Nordland Fylkeskommune
and Interreg IVA for funding this research.
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5. Institutional change in the German
Higher Education system: from
professional dominance to managed
education
Markus Reihlen and Ferdinand Wenzlaff*
INTRODUCTION
Institutional changes in the German system of Higher Education are

remarkable. Within the last 60 years, the system of professional domi-
nance inspired by the Humboldtian model of a rule-governed community
of scholars (Scott, 2006; Olsen, 2007) based on values of free inquiry,
academic autonomy and self-regulation has gradually transformed to a
new regime of managed education (Münch, 2011). With the rise of mass
education in the late 1960s and 1970s coupled with more fundamental
reforms in university governance, the model of professional dominance
was already unsettled. Federal control and democratization of Higher
Education became guiding pillars of a new era that displaced the initial
logic of professional dominance. After three decades of internal democ-
racy and federal control, the system was again challenged by declining
student numbers, a low degree of international visibility and the general
demand for the reorganizing of public services in the name of competi-
tion, innovativeness and cost-efficiency. The typical public universities
in Germany encountered a demand–response imbalance (Clark, 1998)
as with the limited resources outstanding research and high standards in
teaching became difficult to realize. The seeds were created for the rise of
a new system of managed education with the entrepreneurial university as
the emerging organizational form.
The hallmarks of managed education are threefold (Münch, 2011).
First, based on a market ideology the education system has been reformed
in the name of competition, excellence and efficiency. Universities have
been given greater degrees of autonomy, resulting in a stratification of
elite and non-elite or central and peripheral educational institutions that
differ in both their scale and reputation (Münch, 2007). This develop-
ment is rather new for the German educational field, which traditionally
rather equalized than fostered differences (Münch, 2011). Second, the
112
Markus Reihlen and Ferdinand Wenzlaff - 9781781007013

Institutional change in the German Higher Education system 113
new market discourse is coupled with the rise of an audit society (Power,
1997), in which organizational life is subject to an institutionalization of
quantification and evaluation. Third, the rise of New Public Management
established a new remote-controlled approach for managing educational
institutions whose funding becomes dependent on how the university ‘is
assessed on the basis of its effectiveness and efficiency in achieving politi-
cal purposes’ (Olsen, 2007, p. 31). Managed education has strong implica-
tions for the role of the state, which plays an active role in orchestrating
competition between educational institutions in the name of academic
excellence and efficiency (Münch, 2007, 2011).
These trends are manifested in the new institutional logic of the edu-
cational field, which is sometimes referred to as the commercialization of
Higher Education (Bok, 2003), academic capitalism (Slaughter and Leslie,
1997; Slaughter and Rhoades, 2004), or the Triple Helix that interlinks
Higher Education, the state and the market (Etzkowski et al., 1998).
Managed education unfolds strong isomorphic pressures that forces
universities to comply with these shared rules and norms of the Higher
Education field. Instead of being passive adopters or victims of this new
educational regime, scholars have suggested an entrepreneurial response
as represented by Clark’s (1998) ‘entrepreneurial university’ or more
recently by Wissema’s (2009) ‘third generation university’.
While the existing literature on the German Higher Education system
deals with a number of detailed developments on the macro-level such as
the emergence of New Public Management (Lange, 2008; Schmoch and
Schubert, 2010), the new Excellence Initiatives by the federal government
(Kehm and Pasternack, 2008; Leibfried, 2010; Sieweke, 2010), or the
impact of Bologna reforms on German universities (Hanft and Müskens,
2005; Witte, 2006; Bührmann, 2008), very little research exists that syn-
thesizes these existing findings into a broader, longitudinal analysis of
the institutional changes that have unfolded during the postwar period.
In order to understand the nature of the unique setting of the German
Higher Education system, which created a path dependency with distinc-
tive institutional pressures to change, we build on earlier work by Scott et
al. (2000) and adopt their framework to the organizational field of Higher
Education. It is composed of three main components that are of particular
importance for understanding institutional change: institutional logics,
institutional actors and governance systems.
We present a chronological and historical analysis of the German
Higher Education field starting with the postwar period and going right up
to the more recent changes in the institutional environment. The purpose
of this research and our contribution is to develop a better understand-
ing of the societal and managerial issues associated with the transition

and change on the macro level from an era of professional dominance to

managed education affecting the micro level with its transition from the
Humboldtian towards the entrepreneurial university.
INSTITUTIONAL CHANGE IN THE GERMAN

HIGHER EDUCATION SYSTEM
The idea of an era is that the composition of actors, their interaction and
governance system is given coherence and orientation by an underly-
ing institutional logic, which allows the production and reproduction of
stable patterns of actions over time. We distinguish three eras of Higher
Education systems in postwar Germany: professional dominance (1945–
68); federal involvement and democratization (1968–98); managed educa-
tion (from 1998) (see Webler, 1983; Oehler, 1989 for similar conceptions of
German postwar eras until the 1980s). Universities have a far more ancient
history in Germany. Nevertheless in 1945 the governmental and Higher
Education system reconstituted itself and therefore provides an adequate
starting point for our analysis. The German constitution organized the
German Republic as a federation and responsibility for culture and
education was transferred to the states. The victorious allies connected
the emergence of the Nazi regime to the authoritarian education system
and wanted to allow a re-education based on freedom and democracy by
means of a decentralized Higher Education system (Burtscheidt, 2010). In
principle, universities were designed according to the Humboldtian ideal
(Jessen, 2010) and the Higher Education system of the Weimar Republic
era preceding the Nazi regime was restored.
The Era of Professional Dominance
Institutional logic
Following institutional theory we argue that each era has a distinct logic
that organizes the interaction of institutional actors. The institutional
logic of professional dominance is based on two general but important
ideas associated with the concept of professionalism (Freidson, 1970,
2001) and the republic of science (Polanyi, 1962). Professionalism means
that academics enjoy a large degree of autonomy and feel loyal to their
discipline rather than their employment organization (Baldridge and
Deal, 1983; Clark, 1983). The republic of science is based on the belief that
scientific work is so specialized that it is inaccessible to those lacking the
required training and experience. In addition, it is built upon the belief
that this work involves fresh judgement and discretion that cannot be

standardized, rationalized or commodified. Scientific expertise depends

on a stock of academic knowledge, which accomplishes two basic func-
tions (Abbott, 1988). First, the academic stock of knowledge is subject to a
considerable amount of research activity. It was Wilhelm von Humboldt’s
basic idea ‘to appoint the best intellects available, and to give them the
freedom to carry on their research wherever it leads’ (Fallon, 1980, p. 19
in Scott, 2006). The logic of professional dominance is modelled around
the Humboldtian principles of (1) the unity of research and teaching
and (2) academic freedom involving Lernfreiheit (freedom to learn) and
Lehrfreiheit (freedom to teach) (Scott, 2006). Higher Education was per-
ceived as an activity of ‘human and personality building’. In order to offer
them choices for general education, students enjoyed study programmes
that were less dense (Rektorenkonferenz, 1961, p. 44).
Finally, academic knowledge is a source of legitimacy of the scientist’s
claim of having esoteric knowledge (Veblen, 1918) that goes beyond the
ordinary and is, in a fundamental sense, the basis of scientific authority.
In the service of free inquiry and scholarly education, scientists should be
autonomous; they should have full control over their work, while scientific
ethics claims to be independent of any particular interest groups such as
the state, private enterprise, or the general public (Polanyi, 1962; Freidson,
2001). As a consequence, the primary logic associated with professional
dominance, corresponding to Brint’s (1994) idea of the professionals as
‘social trustees’, is the quality of research and teaching as determined
exclusively by scholarly rules and norms.
Important institutional actors

Universities were organized according to the ordinaria system, where the
ordinarius (full professor) constituted the ‘germ cell’ of the university and
enjoyed great academic freedom and autonomy on a scale never reached
before (Teichler and Bode, 1990; see Pasternack and Wissel, 2010 for a
brief characterization and further references), but also reflected an elitism
and personality cult (Burtscher and Pasqualoni, 2004). They were in
charge of a specific knowledge field, directed an ‘institute’, and were sup-
ported by a number of academic and non-academic staff. Furthermore,
the institute was directly funded by the ministry (Scott, 2006).
State ministries of education were the main source of funding for science
and scholarship. Academic associations determined scholarly standards
and norms in various research fields; journals and books were the domi-
nant outlets of scholarly work disseminated by academic publishers who
perceived their work less as a business than as a profession (Thornton and
Ocasio, 1999).
In order to coordinate Higher Education several actors emerged. Already

in 1949 the Rectors’ Conference (Westdeutsche Rektorenkonferenz) as a

voluntary association of the universities was founded (Teichler and Bode,
1990). On the federal level, in 1955 the Nuclear Ministry was established
and in 1962 transformed into the Science Ministry (since 1994 Ministry of
Science and Education). In 1957 the Science Council (Wissenschaftsrat)
with representatives from politics, academia and the public was founded
as a regulative body in addition to the Conference of Education Ministers.
The motive was to overcome the failures of decentralized planning and
to enable coordination between governmental bodies and the universities
across different states (Teichler and Bode, 1990; Scott, 2006; Burtscheidt,
2010).
Governance system
After 1945, academics demanded the highest possible independence in
order to avoid political instrumentalization. The autonomy and freedom
of science and scholarship was codified in the new German constitution.
Academics claimed a corporate autonomy through the legal form of the
university as a public body and financial autonomy through having the
senate drafting the budget (Haushaltsplan) as well as academic freedom
in the sense of the power to make appointments (Burtscheidt, 2010). To
a great extent, the state embraced these demands and professors gained a
degree of power never reached before (Teichler and Bode, 1990). This was
reflected in the governing structure, in which decision-making power was
largely decentralized to the ordinaria who controlled their work through
academic self-regulation basically following the collegial model. But the
governance system remained a hybrid of autonomy and state control,
since Higher Education was dependent on public funding (Teichler and
Bode, 1990; Scott, 2006; Burtscheidt, 2010).
Precursors of change
Through the reconstitution of the ordinaria of the nineteenth century
the chance to restructure the Higher Education system was missed
(Burtscheidt, 2010). The emerging demands for democratization of society
in general and university structures in particular led to student revolts in
the late 1960s, with demands for equal access to Higher Education, the
abolition of elites and wide-ranging participation in academic matters
(Teichler and Bode, 1990). The movement reflected an extension of the
social-democratic concept of a social state, in which capitalist interests
were held in check by a democratic order, to the Higher Education field
(Nitsch, 1983).
A second driver for change was the continuously increasing number of
student enrolments. A growing middle class was sending students to uni-

versities and industry demanded highly skilled labour (Oehler, 1989). The
rise of mass education itself was a phenomenon across developed coun-
tries at the time (Schofer and Meyer, 2005). In Germany, the rise of mass
education was encountered with regional expansion and hiring of existing
universities, but funding was not sufficient, leading to a perceived decline
in academic quality (Teichler and Bode, 1990; Hödl and Zegelin, 1999;
Binswanger, 2010; Burtscheidt, 2010; Münch, 2011). Already in the late
1950s, the ideal of universal education (Bildung) had to give way to the
idea of specialized academic training (Ausbildung) in order to facilitate the
‘second industrial revolution’ (Brandt, 1957 cited in Jessen, 2010, p. 263).
The Humboldtian ideal of the unity of teaching and research could not
be practised with masses of students to be trained in highly specialized
fields (Jarausch, 1999). Students also became less interested in general
education, but developed an ‘instrumental orientation’ in search of an
academic qualification that would raise their value on the labour market
(Oehler, 1989; Lullies, 1996). It became more apparent that the exist-
ing logic of professional dominance with decentralization and academic
self-organization could neither deal with the increasing ‘professional utili-
tarianism’ (Jessen, 2010) and massification, nor serve the new demands for
democratic reforms. A new institutional logic surfaced in which the federal
government stepped in and took an active role as planner and regulator of
Higher Education at the cost of an emerging regime that coupled the uni-
versity more tightly to the interests of the state, precisely what was feared
by the victorious allies and academics when the system was first set up.
This increasing role of the state was coupled with wide-ranging reforms for
the democratization of universities.
The Era of Federal Involvement and Democratization
Institutional logic
In the section on precursors of change we indicated two major forces of
change, which correspond to two interacting logics characterizing the era
of federal involvement and democratization. The first underlying insti-
tutional logic of this era was marked by a massive expansion in Higher
Education financed by the government, equality of access to Higher
Education was stressed, and the state played an increased regulatory
role (Teichler and Bode, 1990). This logic of democratization of Higher
Education won over the incompatible logic of academic self-regulation
and professorial collegiality, as now non-professorial academic staff and
students took part in defining the quality of Higher Education.
The second logic was guided by the idea of making Higher Education for
masses more effective by central coordination and planned development

(ibid.) and can be labelled as the institutional logic of central planning or

bureaucratic control. Professional self-regulation seemed to be incompat-
ible with democracy as well as with massification and was thus replaced by
this new double logic.
New actors
The growing need to manage Higher Education for the masses in
Germany was accompanied by a rapid proliferation of new federal and
state agencies and commissions engaged in coordinating, planning and
controlling various aspects of the Higher Education system. For instance,
the Education Council (Bildungsrat, 1966–75), the Joint Commission
of the States and the Federal Government for Education Planning
(Bund-Länder-Kommission für Bildungsplanung, 1970), and the Federal
Ministry of Education and Science (1970) all served the primary purpose
of a centrally coordinated system of Higher Education (Jessen, 2010).
As a consequence of mass education, financial problems of the states
and pressures of the ‘68’ student movement, the federal government
gained influence on state legislation by establishing framework legisla-
tive powers (Rahmengesetzgebungskompetenz) for itself in the field of
Higher Education in 1969. Since then coordination in Higher Education
has been anchored in the constitution and the transfer of far-reaching
responsibilities to the federal level was legalized. The peak of centralized
federal involvement was reached with the Higher Education Framework
Law (Hochschulrahmengesetz) of 1976. The idea was to homogenize the
diversity in the German Higher Education system by regulating in detail
the structure of university personnel and committees as well as academic
domains (study programmes, course contents, exams).
In addition, new agencies were created to deal with the rising number
of students. For instance, already in the 1960s the Rectors’ Conference
founded a central registry (zentrale Registrierstelle) for allocating study
places at medical schools based on school-leaving grades. In 1972 the suc-
cessor agency (ZVS) of the registry was founded, which centrally distrib-
uted students mainly on the basis of school-leaving grades to universities
for several subject areas including medicine, business administration, psy-
chology and law. With such a federal control agency, the supply of Higher
Education programmes was centrally coordinated with the demand for
places. This marriage of federal control and mass education initiated the
period of supply-oriented study programmes (Witte and Stuckrad, 2007).
Student associations have a long tradition in Europe, but the student
movement that emerged in the late sixties (for the history see Habermas,
1969; Bauß, 1977; Schmitthenner, 1986; Becker and Schröder, 2000; Koch,
2008) was highly politicized, aiming at influencing university governance

and thus becoming an important actor within the field. However, the
student revolts were not the cause of the Higher Education reform but an
important catalyst of an existing societal consensus for a necessary reform
of the ordinaria system (Rohstock, 2009).
Governance system
The governance system had an internal and an external dimension.
Internally, democratization as well as homogenization was reflected by
the following main structural changes (Teichler and Bode, 1990). Despite
objections to university democratization and fears of a negative impact on
the freedom of teaching and research by professors (Schmidt and Thelen,
1969), the ordinaria university was replaced by a new organizational type,
the committee or group university (Gremien- or Gruppenuniversität) (see
Pasternack and von Wissel, 2010 for a brief characterization and further
references); academic careers were shortened and autonomous research
was facilitated for academic staff who had not reached professorial rank;
duration of the rector was extended from one to two to four to eight years;
without strengthening the position of the dean, some decision areas that
addressed the interests of professors were transferred from the ministerial
to the faculty level.
Besides the reorganization of the university’s internal governance,
the relationship to the state changed in the direction of more intensive
financial and educational regulation and control. The reasoning behind
this was to provide equal opportunities for university applicants and to
cap costs. The newly created cost containment regimes of the early 1970s
were supply driven. This is well represented by the capacity regulation
(KapVO), which was a follow-up of a contract between the states and
the federal government of 1972 (Seeliger, 2005). The idea of the capacity
regulation regime was to balance conflicting interests between university
applicants and the scarcity of teaching capacity (ibid.). As a consequence,
the number of admissions into a study programme under the capacity
regulation regime was standardized on the basis of the available teaching
capacity. Universities were not allowed to set any admission restrictions
or university-specific student selection criteria. Since they were required
to exhaust their capacity, which ‘froze’ the number of incoming students,
universities operated permanently at their limit and this weakened the
position of state universities in an emerging Higher Education market,
which now included domestic private and foreign public and private com-
petitors (Kluth, 2001). Furthermore, study programmes/curricula (Witte
and von Stuckrad, 2007) as well as budgeting were highly regulated and
subject to a control philosophy (Nickel et al., 2009).
In this era, the state model of governance was strengthened by the new

role of the state and especially by the federal role in regulating and coordi-
nating Higher Education. At the same time, the call for more democracy
shifted internal university governance from a collegial to a democratic
model.
Precursors of change
In 1977 the state launched a policy of ‘Opening Universities’ (Öffnung
der Hochschulen) as a response to the predicted baby boomer generation.
This policy aimed at ensuring equal chances for Higher Education, albeit
without committing the financial resources needed for an expansion in
educational infrastructure. As a result, universities had to overstretch their
capacities, at least until the baby boomer generation graduated (Teichler
and Bode, 1990). The ‘crisis’ of the German Higher Education system was
driven by the burden of mass education coupled with chronically underfi-
nanced universities and ineffective regulation and administration, result-
ing in a considerable decline of the education quality (Hödl and Zegelin,
1999).
Study duration in Germany was considered as excessive and gradu-
ates were perceived as too old in comparison with other EU countries.
Probably unparalleled in any other country an extension of regular study
duration had tradition and was regarded as an academic freedom (Teichler
and Bode, 1990). Furthermore, the often politicized internal governance
accompanied by time- and resource-consuming struggles in committees –
‘organized irresponsibility’, as the rector of the Frankfurt University once
described the committee governance regime within universities – and the
detailed bureaucratic regulation of academic and financial affairs by the
state became barriers for improving the quality of research and teaching
(Hödl and Zegelin, 1999; Burtscheidt, 2010).
The first amendment of the Higher Education Framework Law in 1985
initiated the first reforms aiming at deregulation. Nevertheless, reforms
in the 1980s remained cautious and far less drastic than in earlier decades
(Teichler and Bode, 1990).
Until the early 1980s only 20 per cent of all research activities were
directly funded by external sources such as governmental funding pro-
grammes and funding agencies. In 1983 the Federal Ministry of Education
and Science labelled the emerging changes in Higher Education with
the slogan ‘Differentiation and Competition’. In the following years, an
increasing consensus formed, namely that the competitiveness of educa-
tional institutions would be reached by increased competition for external
funding and engagement in entrepreneurial activities, and be assessed
based on rankings, reputation and performance indicators of universities
and their faculties (ibid.).

In the 1990s an OECD study brought to light the deficits of the German
Higher Education system and the pressure for change rose. The OECD
agenda was regarded as a main driver for the new definition of the role of
universities as promoters of innovations and economic growth; accord-
ingly, universities were elevated to the status of entrepreneurial actors in
the worldwide competition for innovation (Münch, 2011).
These emerging trends made the contradictions of the era of federal
involvement and democratization more visible. Universities that were
considered as the central actors in the global competition for innovation
had very little strategic choices to improve their own competitiveness.
Attracting highly talented students was confined by the state-controlled
supply plans, which made it difficult to develop a differentiated and attrac-
tive educational profile (for an overview of the discussion at the end of
the era of federal involvement see Meyer and Müller-Böling, 1996). The
situation was similar for attracting qualified academics who would con-
tribute to a specific research and teaching profile; universities lacked the
required financial autonomy to pay competitive and flexible salaries for
highly qualified professors. In summary, the demand for competition and
differentiation as new policy measures in the Higher Education field was
incompatible with the centralized state control model of the era of federal
involvement and democratization. Expected benefits of competition can
only be harvested if universities are given greater autonomy in matters
of resource allocation, student selection, hiring policies, educational
programme development and strategic positioning. As the turning point
into the new era of managed education, we chose the federal parliament’s
adoption of the amendment to the Framework Act in 1998, which abol-
ishes the previous ‘immunity’ external evaluation by providing the legal
basis of deregulation, performance orientation and incentive creation.
The Era of Managed Education
Since Europe intends to become the ‘most competitive and dynamic

knowledge-based economy’ (European Council, 2000), Germany’s Higher
Education system was required to become more effective in producing
useful knowledge and skilled labour to support the necessary innovations
at company, regional and national level (Warning, 2007). Additionally,
a more effective and efficient utilization of resources was requested that
would allow cutting costs in Higher Education in order to meet fiscal con-
straints (Kluth, 2001). What we recognize is an emerging worldwide struc-
ture of Higher Education that unfolds isomorphic forces. As an effect,
academics, universities and even countries are becoming more alike in the
way they encourage, incentivize and manage Higher Education.

Global competition in science increasingly follows an economic ration-

ale in which countries, universities and researchers compete on a global
education market for reputation and market share. Germany was a late
mover in the reaction to diffusing use of indicators, evaluations and rank-
ings (Weingart and Maasen, 2007). The Anglo-American model serves
as an intellectual source for a market model of Higher Education by the
German government and educational experts (Kühler, 2006) in their
attempts to gain stronger visibility by scoring higher in global benchmarks
and moving up in global rankings, and derives its legitimacy from the
successful positions of Anglo-American universities in global rankings,
despite the articulated critique of how these rankings are constructed
(Münch, 2011). In search of a more competitive educational regime the
market model reveals strong legitimacy for the restructuring of Higher
Education. Interestingly, the marketization of the US Higher Education
system was incremental and led by non-governmental initiatives, while
in the case of the EU the model is engineered by governments and the
supranational organizations (Slaughter and Cantwell, 2011). Notably, the
transformation of the system from professional dominance to democrati-
zation and federal involvement was carried out in the glare of publicity,
whereas the institutional change to managed education has rarely been
noticed at least in the early stages (Küpper, 2009).
Institutional logic
With the rise of managed education a new interpretive scheme based
on three main pillars emerged. First, the centralized planning approach
to Higher Education invented in the 1970s was gradually replaced by a
market logic. This move required new policy measures such as increasing
deregulation of Higher Education, especially granting universities greater
autonomy in selecting their own students, hiring their own academic staff
and allocating their own financial resources for the development of a
strategic profile in competitive educational markets. The role of students
also changed gradually from socialized and cultivated learners to sover-
eign consumers in search of a human investment (Gumport, 2000; Ritzer,
2004). As Gumport (2000, p. 79) points out: ‘The conceptual shift elevates
consumer interests as paramount considerations in the restructuring of
academic programs and the reengineering of academic services’.
The application of market logic to research was facilitated by the
emergence of research productivity indicators such as the social sciences
citation index and various research rankings (Münch, 2007; Adler and
Harzing, 2009; Frey and Osterloh, 2010) that gradually formed the belief
among university administrators and some educational experts that
research output can be measured and reasonably quantified. This created

the impression that even non-experts can access the quality and productiv-
ity of research by simply counting the number of publications, weighted,
for instance, by the quality of the journal. The market logic turns the
highly uncertain venture of research into a commodity. As Bunge (1998b,
p. 253) writes, from a market perspective:
scientists produce commodities namely problems, concepts, hypotheses, data,

and methods – that can be imputed shadow prices; that they trade these com-
modities among themselves; that they sell them to universities, business firms,
or governments; that every scientist attempts to maximize his utilities by pro-
ducing the largest possible quantity of papers . . .; that scientific creativity is
market-driven.
Second, new auditing practices (Power, 1997) became a prerequisite

and a reinforcing mechanism of the new competitive regime of managed
education. In order to organize Higher Education as a competition within
quasi-markets (Bartlett and Le Grand, 1993; Binswanger, 2010), audits
and evaluations serve as a substitute for purchase decisions in private
goods markets (Meier and Schimank, 2009). Audits and evaluations,
whether of teaching or research, establish feedback mechanisms that aim
to raise quality, but at the same time create ‘a measure of uniformity and
homogeneity’ (Larson, 1977, p. 40). As Power (1997, p. 14) argues, with
the rise of the audit society, auditing becomes a ritualized practice of veri-
fication whose technical efficacy is less clear than its role in the creation of
organizational legitimacy.
Third, the market model is combined with a managerialist ideology
based on the belief that the external university relation to the state can best
be managed by a New Public Management (NPM) approach. NPM was
developed in the 1980s and became the dominant managerial model for
public organizations (Lane, 2000; Gruening, 2001) based on the perceived
lack of accountability and declining trust in the quality and efficiency of
public services (Nixon, 2004). The German version of NPM was formalized
as the New Control Model (Neues Steuerungsmodell) by the newly founded
institution Municipal Association for Administration Management (KGSt,
2012). A guiding idea of NPM is that decentralized decisions with organi-
zational and financial freedom result in more effective outcomes and
more efficient use of scarce resources than the former centralized planning
approach of public administrations (Ziegele, 2002). Instead of regulating
processes, a main characteristic of the era of federal involvement, NPM
defines educational policy missions and derives specific objectives for
research and teaching that are further broken down to individual univer-
sities, faculties and departments. The financial support of the state then
depends largely on the attainment of negotiated objectives (Nickel, 2007).

The internal dimension of the managerialist ideology is reflected in new

roles and practices of academic managers. Principles of academic auton-
omy and self-governance have been perceived as less effective for adapting
the academic enterprise to changing market needs (Wissema, 2009). As
in many other professions, more corporate models based on managerial
authority and corporate control have attracted interest and have been
legitimized as superior for the enterprising university (Clark, 1998). The
hallmarks of this new institutional logic are well summarized by Frey and
Osterloh (2010, p. 3), ‘“More market” and “strong leadership”’.
New and transforming actors

For all participating European countries, the Confederation of EU
Rectors’ Conferences became an influential actor after the Bologna
Declaration in 2000. This new actor initiated restructuring processes for
the development of Higher Education (Hanft and Müskens, 2005; Witte,
2006; Nickel, 2007; Bührmann, 2008). The general idea of the ‘action pro-
gramme’ of the Confederation of EU Rectors’ Conferences can be sum-
marized as convergence, competition and international competitiveness,
higher quality, and efficiency (Confederation of EU Rectors’ Conferences,
2000). The implementation of a set of convergence instruments to restruc-
ture Higher Education aims to ‘enhance the employability and mobility
of citizens’ and ‘to compete more resolutely than in the past for students,
influence, prestige, and money in the worldwide competition of universi-
ties.’ (Confederation of EU Rectors’ Conferences, 2000, p. 4).
In 1994, the Centre for Higher Education (Centrum für
Hochschulentwicklung, CHE) was designed as a partner for ministries and
Higher Education Institutions to support restructuring projects and to
offer training programmes. The CHE is free from directives of its funding
organizations, publishes ongoing studies, and since 1999 has developed a
national university ranking.
Throughout all eras, publications, associations and conferences have
been the institutions of communication, exchange and networking for
academics. In the past, communication and quality control of publica-
tions were more or less decentralized in the hands of academics. Managed
education is characterized by the emergence of central organizations as
intermediaries between the state and academics to govern science and
scholarship by allocating resources and reputation as well as control-
ling research agendas (Meier and Schimank, 2010). The most important
authorities are citation indices such as the Social Sciences Citation Index,
the hegemony of American high-impact journals, and university rankings
such as the Shanghai-Ranking (Frey and Osterloh, 2010; Münch, 2011).
The narrowing of publication preferences results in a devaluation of

monographs, book chapters, research reports or policy recommendations

and a loss of originality, resulting from the limitations of the peer review
process (Münch, 2011).
Since study programmes are no longer approved by the ministries,
national and international accreditation agencies supervised by a national
accreditation council founded in 1998 appeared (Meyer, 2010). These
new actors became important players in the quality control of the uni-
versity’s teaching programmes and may improve quality assurance and
reduce the inefficiency of ‘traditional’ state bureaucracy (Schwarz and
Westerheijden, 2004); however, the auditing practices of accreditation
agencies may involve new problems such as a new bureaucratization of
universities and an increasing standardization and homogenization of
teaching programmes as well as ignorance of non-measurable quality
properties (Münch, 2011). With the establishment of the European
Consortium for Accreditation (ECA) in order to mutually recognize
accreditation decisions, control and bureaucratization seem to be reintro-
duced on a higher level.
The logic of managed education demands a division of labour on the
lines of teaching, research and management of academic affairs, and
results in new groups or actors. In Germany this trend is becoming visible,
even though Germany is still lagging behind in hiring professional full-time
presidents or deans (Kirchgessner, 2011), and some academics are critical
about the division of teaching and research contradicting the Humboldtian
ideal of their unity (Meier and Schimank, 2009; Münch, 2009).
While we recognize different responses to managed education by
German universities, the most wide-ranging response is the emergence of
a new archetype – the entrepreneurial university. Entrepreneurial univer-
sities are opportunity-seeking and opportunity-exploiting regimes that
respond strategically to challenges in their core domains of research, teach-
ing and commercialization of academic knowledge in order to fulfil their
mission. The entrepreneurial university (Guerrero-Cano and Urbano,
2010) strives for the ‘capitalization and commercialization of knowledge’
(Slaughter and Leslie, 1997), the ‘contribution to local economic develop-
ment’ (Röpke, 1998), and the ‘development of an entrepreneurial culture’,
both within and around the university (Clark, 1998; Kirby, 2005).
Governance system
The changes in institutional logics were accompanied by a move from the
state to the market model of governance. The new system of governance
is reflected in an internal reorganization and managerialization (Blümel et
al., 2011) of the university and new external relationships to the state and
other actors in the field such as intermediaries.

The internal governance system of universities has been changed by

strengthening the rights of university administrators while reducing the
participation rights of academic and non-academic members. The with-
drawal of democratic rules was manifested in the following structures:
Shifting power structure – from a rectoral to a presidential constitu-

tion The introduction of councils goes hand in hand – at least ideally –
with a strengthening of the executive committee and a weakening of the
senate by reducing the latter’s competencies in academic matters (Kluth,
2001; Meyer-Guckel et al., 2010).
Emergence of university councils (boards of trustees) Behind the diversity

of state laws of Higher Education, three commonalities can be identified:
the council is an additional managing body to the traditional organs of
rectorate and senate; in most states, the majority of its members or all of
the trustees are to be non-university members, the idea being to make uni-
versity leadership more sensitive and responsive to the broader demands
of society; inspired by NPM, councils are taking over supervision and
control functions, which had previously been performed by state bureau-
crats; university managers should be more professionalized and take the
managerial practices from the corporate world as an important reference
point (Kluth, 2001; Bogumil et al., 2007; Burtscheidt, 2010; Meyer-Guckel
et al., 2010).
Shifting incentives In the past, professors could negotiate initial endow-

ments and resources were fixed for the duration of their tenure (Burtscheidt,
2010). In managed education, academics increasingly are paid for their
performance in research, teaching, and other university-relevant domains,
as measured by such indicators like the acquisition of external funding,
number and quality of journal publications as well as specific objectives
that bring academics into line with the university’s strategy (Osterloh and
Frey, 2008).
Mergers of Higher Education institutions for cost efficiency and strategic

profile development Whereas mergers in Higher Education have been
widespread in the USA, UK, Australia and the Netherlands since the 1970s
(Harman and Meek, 1988; Goedegebuure, 1992; Skodvin, 1999; Harman
and Harman, 2003) in Germany mergers are a fairly new phenomenon.
Motives for these mergers are profile development, quality improvement,
raising visibility, economies of scale, and synergy effects to improve the
position in competitive education markets (Battke and Cremer-Renz,
2006; Weber, 2009; Pruisken, 2012). Empirically, the majority of the

few mergers in Germany still reflect state-decreed cost reduction policies

(Pruisken, 2012).
The reforms of external governance were designed to encourage compe-
tition among universities and enhanced an increasing degree of autonomy.
However, the autonomy gained is ambivalent: the 4th amendment of the
Higher Education Framework Law in 1998 was an important legal step
towards achieving the universal desire for increased university autonomy
by deregulating internal and external organization, administration and the
budgeting process. Following NPM, input control was replaced by output
control, that is, funding was now related to outputs through goal attain-
ments, controlling, reporting and auditing systems based on performance
indicators (Nickel, 2007). Cameralism in the era of managed education
was disappearing, to be replaced by global budgets, where the state only
provides few aggregated items (in the extreme case two items: investments
and current expenditures). In practice, the degree of financial autonomy of
universities varies by state law and in most cases a ‘minimal cameralism’
remains (Ziegele, 2002). Generally, universities have gained a new degree
of autonomy over their resources, especially financial resources, and they
can allocate inputs themselves in order to accomplish specific outputs.
These changes have brought universities an increasing autonomy, which is
the necessary condition for creating profiles and striving for excellence by
becoming entrepreneurial (Meier and Schimank, 2010; Weingart, 2010).
However, in practice it has not stopped the states from cutting univer-
sity funding (Behrens et al., 2006) and maintaining influence (Knobloch,
2010).
Substitution of basic funding through competitive funding pro-

grammes Funding agencies in the form of transnational organizations
such as the World Bank or the European Union, national research
foundations such as the Deutsche Forschungsgemeinschaft (DFG),
Volkswagenstiftung and programmes offered by federal, state and
local government agencies are important actors in shaping research. In
Germany, the percentage of total funding accounted for by so-called third
party funds is increasing continually (DESTATIS, 2009). Funding agen-
cies develop research programmes ranging from the future of production
(BMBF)1 to Joint Ventures for Caucasian railways (EU). More recently,
the most prominent of these competitive funding programmes is the federal
Excellence Initiative, which is having a considerable impact on restructur-
ing the German Higher Education system into a competitive, incentive-
driven, and demand-oriented service system (Kehm and Pasternack,
2008; Leibfried, 2010; Sieweke, 2010). Typically, these programmes initi-
ate interaction within the academic community and, depending on the

programme, even facilitate inter-disciplinary discourse. The institutional

function of these programmes is at least twofold. First, they offer spe-
cific research services for the beneficiaries. Second, programmes trigger
innovations in the scientific system. As studies on innovation problems
of research groups show, research teams have a tendency to stabilize the
status quo and therefore demonstrate conservative behaviour patterns
(Krohn and Küppers, 1989). Krohn and Küppers (ibid., p. 89) argue that
this situation leads to an interesting paradox. In those areas where science
can be practised autonomously, we can recognize a tendency of research
groups to do the same thing over and over again, while in areas where they
have to attract external funding substantial greater innovating activities
can be recognized. In this respect, funding agencies perform an important
cognitive function for the scientific community. These programmes are
constructions of future knowledge and considerably affect the cognitive
orientation of researchers (Braun, 1998). Competitive funding is subject to
criticism, for it restricts knowledge creation, especially in times when basic
funding for independent research by professors is being reduced, leads
to a stratification of universities (Münch, 2009), and creates inefficient
resource allocation because of declining economies of scale (Binswanger,
2010; Münch, 2011).
CONCLUSION
The key motivation for writing this chapter was the growing awareness
that the Higher Education system in Germany and in most other Western
countries is undergoing a fundamental institutional change. This change
is redefining the rules of the game of science and scholarship; and hence
the roles played by universities and scholars as well as the state within this
emerging institutional context of managed education. While managed
education is a far more tangible reality in the Anglo-Saxon world, it has
also become the key reconfiguring force for the German system of Higher
Education (Rhoades and Sporn, 2002; Münch, 2007, 2011; Burtscheidt,
2010). However, the German version of managed education is not simply
a transfer of practices that have been implemented elsewhere, especially in
the UK and the USA. It turns out to be a locally adapted form with sub-
stantial variations in actors and governance systems. Since all education
systems have a history of creating a path dependency, our aim was not
simply to reconstruct the current state of affairs of the German system of
Higher Education. Rather, we wanted to understand how the institutional
changes have unfolded over time and emerged into systems of beliefs,
norms and practices in the postwar period. As a result, we developed a

typology of institutional eras composed of a unique interplay of logics,

actors and governance systems. The German system of Higher Education,
we argue, departed in the postwar period from an era of professional
dominance (1945–68), which was replaced by an era of federal involve-
ment and democratization (1968–98) until more recently managerialism
and marketization became guiding principles for the new archetype of
managed education (since 1998). With managed education a new type
of university – the entrepreneurial university – emerged as a strategic
response to the institutional pressures.
We argue that the evolution of the institutional system of Higher
Education not only in Germany, but also in many other Western coun-
tries, swung like a pendulum between the two extreme systems’ designs:
one fostering individual freedom of scientific autonomy and one empha-
sizing the instrumental character of science for national educational
agendas. Both extremes describe a fundamental tension: is the role of the
education system geared towards the values and norms of the republic of
science (Polanyi, 1962) or is Higher Education designed to serve predeter-
mined educational interests and goals of the state? As Olsen (2007) points
out, ‘institutional change is often seen as driven by perceived failure’
(p. 52), which undermines the legitimacy of institutions and is followed by
processes of de-institutionalization (Greenwood et al., 2002). The rise of
the student movement and the desire of the federal government for central
planning of the education system had led the Higher Education system to
swing from one that emphasized scientific autonomy to the other extreme.
Only during the third era of managed education has it started to return to
a more balanced position.
In managed education, policy-makers orchestrate autonomy of
research and teaching with the need to coordinate these decentralized
policies by promoting cooperation and competition at different levels
within and across universities and regions. Orchestrating the Higher
Education system becomes a balancing act for policy-makers. New Public
Management and wide-ranging auditing and control practices can be
applied to over-manage the system. The faith of policy-makers in the use
of quantitative goal attainments, evaluations and rankings as control
instruments of the Higher Education system can undermine professional
self-regulation (Freidson, 2001) and may even foster professional disin-
tegration (Broadbent et al., 1997). On the contrary, fostering too much
competition and relying predominantly on market forces facilitate the
commodification of science (Bunge, 1998a). Some of the dysfunctional
effects of the marketization of science, such as rising student consumerism
(Riesmann, 1998; Gumport, 2000), intellectual prostitution (Frey, 2003),
the undermining of scientific creativity (Heinze et al., 2009), and a loss of

intrinsic motivation (Osterloh and Frey, 2008; Binswanger, 2010) are well
documented.
Future research should therefore investigate in-depth the consequences
of managed education and different policy approaches. To this end we
propose a multi-level analysis (Reihlen, et al., 2007; Reihlen and Werr,
2012). Such an analysis entails first the level of the Higher Education
field, involving actors, logics and governing systems, as well as processes
of change; second the level of the university, and in our case especially the
emerging archetype of the entrepreneurial university and its transforma-
tion processes; and third the level of the individual scholar, socialized and
embedded in this new institutional setting. The guiding research question
is: how does managed education affect the reconfiguration of the Higher
Education field, the strategic choices and structures especially of universi-
ties, and the motivation and behaviour of scholars? Shedding more light
on these issues and developing sustainable policy measures are crucial for
the future governing practices of academia and consequently for its useful-
ness and relevance to society.
NOTES
* We greatly appreciate the funding of this research by a grant from the German Federal
Ministry of Education and Research (Grant No. 01PW11018B).
1. BMBF: Bundesministerium für Bildung und Forschung (German Federal Ministry of
Education and Research).
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6. University entrepreneurship education
in Tanzania: introducing
entrepreneurship education in a context
of transition
Ernest Samwel Mwasalwiba, Peter Groenewegen
and Ingrid Wakkee*
INTRODUCTION
In Africa, the education of entrepreneurial graduates is equated with the

future prosperity of the nation (Kenway et al., 2004; Morley et al., 2009).
This purported economic role of entrepreneurs in Africa (Bigsten and
Söderbom, 2006) and the apparent link between an entrepreneur’s level
of education and the quality of business innovation, growth and success
increased the demand for entrepreneurship education (Robinson and
Sexton, 1994; Kuzilwa, 2005). In Tanzania, the increase in the number of
enterprising graduates thus has been a major policy priority (Kaijage, 2001;
Kristiansen, 2001; Wedgwood, 2007). Yet, surprisingly, self-employment
among graduates has recently been reported to be falling (Al-Samarrai
and Bennell, 2003; Mukyanuzi, 2003). Therefore, the conundrum of the
effectiveness of teaching entrepreneurship in this specific context provides
an interesting focus.
This study has two aims. First, it aims at understanding the steps in the
process of entrepreneurship education and the need for more entrepre-
neurial universities that might lead to an increase in high-value entrepre-
neurial activities in developing countries. Second, it extends instructional
design theories to the domain of entrepreneurship education, thereby
answering the call to exploit already developed and empirically established
educational theories to the field of entrepreneurship education (Béchard
and Grégoire, 2005). To that end, the following research questions were
formulated:
1 What are the objectives, methods and general teaching context of

Tanzanian academic entrepreneurship education?
2 To what extent do Tanzanian universities actually support the intro-
duction of academic entrepreneurship education and how is this
136
Ernest Samwel Mwasalwiba, Peter Groenewegen and Ingrid Wakkee - 9781781007013

University entrepreneurship education in Tanzania 137
reflected in the way in which they have created an infrastructure that

actually supports entrepreneurial education, entrepreneurial students
and staff?
3 What are the general entry-level profiles, career interests and learning
expectations of academic entrepreneurship students in Tanzania?
4 To what extent does academic entrepreneurship education in Tanzania
meet students’ expectations? And to what degree does it influence stu-
dents’ interest towards a career in entrepreneurship?
5 What is the state of alignment between the teaching contexts, methods
and students’ profiles? Does this explain the current level of achieve-
ment and the decreasing number of graduate entrepreneurs?
In developing a theoretical framework to guide our empirical research,

the Biggs 3P model (Biggs, 2003) is connected to the concept of the entre-
preneurial university as it has been defined by Clark (1998, 2004) and
Schulte (2004). Clark (2004) and Schulte (2004) argue that in addition to
training future entrepreneurs, an entrepreneurial university also has to
develop an entrepreneurial spirit amongst all students and staff members
and establish connections to the regional environment to facilitate actual
entrepreneurial activities by students and staff members via the training of
staff, the allocation of funding, the alignment of courses with the overall
entrepreneurial agenda and continuous evaluation of teaching in terms
of its quality and relevance (European Commission, 2008). The empiri-
cal study was based on a mixed method design, including qualitative and
quantitative sources of information collected from four Tanzanian univer-
sities where semester-long courses on entrepreneurship are offered.
The remainder of this chapter is structured as follows. First, a concep-
tual framework is presented in which we relate the concept of the entre-
preneurial university to the Biggs 3P model of instructional design (Biggs,
2003). This framework will form the basis of the empirical analysis. Next,
the methodology is described, followed by the results. This chapter ends
with a discussion and conclusion in which implications for policy-makers
and educators in Tanzania and beyond are presented.
CONCEPTUAL ISSUES
The concept of the entrepreneurial university has received significant

attention since the publication of Clark’s book in 1998. According to
Clark, universities around the world were increasingly confronted with
changes that led to demands that increasingly ask too much of the
response capacity of these institutions. These demands include the rise

in the number and diversity of students, future employer expectations,

cost reductions and knowledge production. Clark (1998, 2004) argued
that becoming more entrepreneurial, as an institution, would form the
answer to this challenge. In Western countries, earning revenues via com-
mercialization of research outputs has become the dominant model of
the entrepreneurial university (Slaughter and Leslie, 2001; Markman et
al., 2008) Yet, this techno-economic paradigm may be in conflict with the
broader social purpose of Higher Education and its contribution towards
the public good, social renewal and basic development (Subotzky, 1999).
In the African context, where this social purpose of Higher Education is
more pronounced than in developed countries, and where commercially
valuable research output is scarcer, models of the entrepreneurial univer-
sity that focus on education rather than on research are needed. This idea
is in line with current ideas of what academic entrepreneurship entails
according to the European Commission. Besides training future entrepre-
neurs, becoming an entrepreneurial university involves the development
of an entrepreneurial spirit amongst all students and staff members and
the establishment of connections to the regional environment to facilitate
actual entrepreneurial activities by students and staff members via the
training of staff, the allocation of funding, the alignment of courses with
the overall entrepreneurial agenda, and continuous evaluation of teaching
in terms of its quality and relevance (European Commission, 2008).
In Africa, including Tanzania, universities were initially founded to
train civil servants and thus have little to no experience in educating entre-
preneurs (Juma, 2005). Resource shortages leave narrow space for innova-
tion. Therefore, building a teaching model that is properly aligned for this
purpose is essential.
While originally aimed at the individual lecturer rather than at the
institutional level, we argue that the Biggs 3P model of instructional align-
ment (Biggs, 1996, 2003) offers a useful model to analyse the extent to
which universities are en route towards becoming more entrepreneurial.
His model has been widely employed by course developers and evalua-
tors in their efforts to assure a ‘proper alignment’ within their educational
systems (Freeth and Reeves, 2004; Reeves, 2006); it consists of three com-
ponents: presage, process and product (Figure 6.1).
First, presage refers to both the teaching context including the teach-
ing objectives, the profile of the lecturers, the means of assessment and
the general teaching environment or climate, as well as to a number of
student-related factors including their background and expectations.
Second, the process refers to the activities that are undertaken so that
students can actually learn to the extent that objectives and expectations
are met. Finally, the product refers to the outcomes of these activities both

Presage Process Product
Teaching Context
Objectives
Teachers
Assessment
Ethos/Climate
Learning
Learning-Focused
Outcomes
Activities
Qualitative
[What the student does]
Quantitative
Student Factors
Profile
Prior knowledge
Experiences
Interests
Learning expectations
Source: Biggs (1996).
Figure 6.1 3P model of instructional design
in quantitative and qualitative terms. In an aligned instructional system,

the presage and process interact to produce the product in service to a
common goal, while imbalances in the system will lead to poor teaching
and superficial learning. Non-alignment is reflected in inconsistencies,
unmet expectations, and practices that contradict what is taught (Biggs,
2003).
When relating this model to the notion of the entrepreneurial university,
a number of issues come to the fore. First, because entrepreneurship edu-
cation is a relatively new arrival in the academic field, few senior lectur-
ers are actually educated in entrepreneurship themselves. Consequently,
entrepreneurship is often taught by lecturers who have sometimes forci-
bly switched from their original (more or less related) specializations to
entrepreneurship without having the necessary theoretical understanding
(Low, 2001; Kuratko, 2005). Such ill-prepared lecturers are more likely to
misunderstand student profiles and this can lead to misdirected teaching
approaches and failure to achieve teaching objectives (Ferguson, 2003).
Furthermore, while there is growing consensus amongst entrepreneur-
ship scholars that entrepreneurship can be taught (Kuratko, 2005) many
individuals from outside the domain continue to doubt this stand (Hindle,
2007). If the newly assigned lecturers share such doubts and voice these in
the presence of students, the legitimacy of the education and thereby its
impact are compromised. Finally, the lack of sufficiently trained lecturers

may lead to overcrowded classes and limited opportunities for small-scale

interactive or action-based education.
Second, while most (university) policy-makers continue to focus solely
on stimulating students to become self-employed (Fayolle and Gailly,
2008), entrepreneurship education does not have to be limited to produc-
ing future self-employed people but it can also be focused on future intra-
preneurs or even a variety of professionals like policy-makers and bankers
who can support entrepreneurs (Mwasalwiba, 2010). The inclusion of
different combinations of objectives clearly poses different requirements
for course designs.
Third, as Tanzanian society has only recently begun to favour entre-
preneurship (Wedgwood, 2007), considerable variety is likely to exist
amongst university students in terms of their entry profiles. The effects
of these differences may be reinforced by the changing employers’ prefer-
ences (Henderson and Robertson, 1999). Different experiences, values
and career expectations shapes students’ expectations about the course, in
terms of what benefits will be achieved by attending the course (Gigliotti,
1987). Lecturers who recognize this can make the learning process as
responsive as possible to learners’ differing goals and starting points
(Freeth and Reeves, 2004).
Fourth, little consensus exists regarding how entrepreneurship should
be taught and some even argue that current teaching methods are inad-
equate as they are still based on traditional approaches used by business
schools (Hindle, 2007). A relevant distinction is made by Biggs (1999) who
distinguishes teacher-focused and student-focused strategies. Teacher-
focused strategies involve transmission of information from the teacher
(expert) to the student (inexpert), the focus lies on what the teacher does,
that is, getting it across. According to Hindle (2007) a teacher-focused
strategy is more appropriate for teaching a class about entrepreneurship
as economic or socio-cultural phenomena or its impact on development.
A student-focused approach aims at bringing about a conceptual change
in students’ understanding of the world. According to Biggs (1999) learn-
ing is foremost a result of students’ learning-focused activities which are
engaged in by students due to both their own perception and inputs and
the teaching context. Thus, what matters is not what the lecturer does,
rather what the student does to learn. A combination of teacher-centred
and student-centred strategies would be appropriate when students are
prepared for becoming entrepreneurs themselves. In this case, the stu-
dents need to first understand the theoretical side of entrepreneurship,
and later using a student-centred approach, need to gain the mastery
of entrepreneurial competencies by being exposed to practical issues of
entrepreneurship.

Finally, assessing outcomes (product) is highly challenging because of

the complexity in establishing a direct cause-and-effect link between stu-
dents’ attendance in a course with their future actions. This is particularly
the case with entrepreneurship as evidence suggests that graduates only
start their first business between ten and 15 years after graduation and
success may come much later still (Galloway and Brown, 2002). Therefore,
measuring impact in terms of students’ change of perception or behav-
ioural attitude towards entrepreneurship (Pittaway and Cope, 2007) or in
terms of the extent to which the programme has met the expectations of its
students seems more sensible (Vesper and Gartner, 1997).
METHOD
Tanzania has a total of 33 institutions of higher learning, which includes:

eight publicly funded universities, 13 publicly funded polytechnics/special-
ized colleges, and 12 privately funded universities or colleges (SARUA,
2009), with over 55 000 students being enrolled in 2005/06 (UNESCO,
2007; Morley et al., 2009). Four of these institutions participated in this
study. A mixed methods approach including both (policy and educational)
document analysis, semi-structured interviews with ten lecturers teaching
undergraduate entrepreneurship courses in the fall of 2010, and a survey
amongst students participating in entrepreneurship courses in this same
period, was used to perform the empirical research (Table 6.1).
Semi-structured interviews and document analysis were used to identify
the objectives, methods and general teaching context and to determine the
extent to which the participating universities actually support the intro-
duction of academic entrepreneurship education. Also, lecturer views on
student entry profiles, career interests and learning expectations and how
these reflect a broad definition of entrepreneurship were assessed in this
way. The analysis of the qualitative data consisted of systematic recording
of themes and issues from the ten interviews, and to link them together
(Burnard, 1991). These common themes were captured from specific
quotations in the interview transcripts and were then used to support the
findings. The survey was used to assess student profiles, to determine the
extent to which courses meet students’ expectations and how it influences
their career interests. All sources were combined to determine the state of
alignment between the teaching contexts, methods and students’ profiles.
A survey instrument was developed to collect students’ related data
both before teaching commenced (t 5 0) and at the end (t 5 1) of a course.
The target participants were undergraduate students taking an entrepre-
neurship course in the four universities. A total of 1124 students were

Table 6.1 Overview of the data sources and connection to the research issues addressed
Method/Data Source N Type of Data Collected Research Issue Addressed

1. Semi-structured 10 1. Teaching objectives 1. Profile of entrepreneurship lecturers
interviews (lecturers) 2. Perception of students 2. Teaching objectives as per the
3. Perceptions on how entrepreneurship should lecturers
be taught 3. Their perceptions on the
4. Applied teaching methods teachability of entrepreneurship
5. Ever run a business? 4. Their perceptions on the type of
6. Educated in entrepreneurship? students they teach
7. Original area of specialization?
2. Documentary 5 Government policy documents: 1. Essence and general context of UEE
reviews 1. The Tanzania Develop 2. Policy drivers towards the adoption
142
ment Vision 2025 (1999) of UEE
2. National Strategy for Growth and Reduction of 3. Objectives of UEE at the national-
Poverty-NSGRP/MKUKUTA (2005) level
3. SME Development Policy (2002) 4. State of entrepreneurial
4. National Trade Policy (2003) environment
5. National Higher Education Policy (1999)
4 University course outlines: 1. Course objectives and expected
1. Sokoine University of Agriculture: learning outcomes
● AEA 210: Agri-business and Entrepreneurship 2. Prescribed teaching methods
Development
2. Mzumbe University:

● BUS 270: Small Business Management and
Entrepreneurship Development
3. Institute of Finance Management:
● MG 361: Entrepreneurship and
● PENT 101: Entrepreneurship
4. College of Business Education:
● HD 14: Entrepreneurship Development
4 University final examination results: 1. To relate students’ performance

● Forthe above courses (i.e., AEA 210, BUS 270, with their general feedback on how
MG 361 and HD 14) the course has/not met their learning
expectations
3. Survey before/after 437 1. Mean students age 1. General student profile, their
143
the course (students) 2. Gender learning expectations, and interest
3. Percentage of students who ever run a business towards entrepreneurship
4. Percentage of students with one or two parents 2. Students’ view/feedback on how
who ever run a business the course has met their learning
5. Students’ mean scores on level of attraction expectations
towards entrepreneurship/self-employment (before 3. Change in students’ interest towards
and after) self-employment/entrepreneurship
6. Students’ mean scores on learning expectations
before the course (about, in, for)
7. Students’ mean scores on how course met learning
expectations (about, in, for) after the course

enrolled in entrepreneurship courses given during that semester. Of these,

932 students (82.9 per cent) participated in the first round of the survey
and 706 students (62.8 per cent) in the second round. After matching the
two datasets (t 5 0 and t 5 1) using students’ registration numbers, 433
students (38.5 per cent) were found to have participated in both rounds
and were included in our analysis (College of Business Education n 5
85, 19.6 per cent; Institute of Finance Management, n 5 122, 28.2 per
cent; Mzumbe University n 5 20; 4.6 per cent; and Sokoine University
of Agriculture n 5 206; 47.6 per cent). The respondents were on average
25.2 years old, 58.2 per cent were males (n 5 252) and 35.8 per cent were
females (n 5 155), and 6 per cent of the students (n 5 26) did not answer
the gender question. The surveyed students have diverse specializations
with the highest numbers of the students coming from (1) accounting
and (2) rural development courses, followed by (3) agricultural econom-
ics and (4) agribusiness. ANOVA analysis indicated that no significant
demographic differences could be observed across the four institutions.
Non-response was mainly due to non-attendance on the day that the
questionnaires were administered; those who were present participated.
Students had no prior knowledge of the exact date and time at which the
questionnaire was to be administered, hence non-response was purely by
chance rather than intentional.
Survey questions were formulated following the earlier discussed generic
teaching/learning objectives/expectations. Students were asked to indicate,
on a seven-point Likert scale, their learning expectations using questions
like: ‘To what extent do you expect that this course will develop you in
each of the following areas: (1) to obtain a general understanding about
entrepreneurship; (2) to obtain necessary abilities to work as an entrepre-
neurial employee; (3) to obtain the necessary abilities and skills in starting
your own business venture?’ Students were also asked to indicate their
level of attraction to both salaried employment and entrepreneurship. The
post-course questionnaire included the same questions, but also asked the
students to indicate the level at which their learning expectations were
achieved in the course. The career interest question remained the same for
the purpose of observing how students will change their responses after
the course.
RESULTS AND FINDINGS
Tanzania is emerging from its own type of socialism, the Ujamaa Na

Kujitegemea (socialism and self-reliance). During the Ujamaa era, entre-
preneurship was actively discouraged. Major political changes started

to take place in the late 1980s, when the government embarked on trade
liberalization in which entrepreneurship became a key to the country’s
development, and was now to be inculcated in the society’s cultures (URT,
1999a).
In Tanzania, the role of education as a culture-influencing tool is
well recognized. In the socialist era, education was used as major tool
for building a socialist society. Students, at all levels of education, were
instructed in subjects based on political education. Today, entrepreneur-
ship education has almost completely replaced the former socialist-based
topics (Kristiansen, 2001). Nevertheless, as reflected in a number of policy
statements, policy-makers are unsatisfied about the ability of universities
to train entrepreneurial graduates. In the Trade Policy of 2002, Higher
Education Institutions were categorically blamed for their tendency to
create employment seekers rather than job creators (URT, 2002). This,
among other issues, prompted the requirement to incorporate training in
entrepreneurship (URT, 1999a, 1999b, 2003).
It was, however, not only politics that led to the introduction of academic
entrepreneurship education in Tanzania. The Policy on Entrepreneurship
Development of the University of Dar es Salaam (UDSM, 2001) shows
that individual universities also had their own motivation for the teach-
ing of entrepreneurship. Following outcries from employers about the
poor quality and lack of innovative skills of graduates, the universities
felt the need to improve the general competitiveness of their graduates in
the labour market. Indeed, at Sokoine University, introducing entrepre-
neurship education was a response to the difficulties that their agriculture
graduates faced in the labour market after the government had stopped
its automatic employment policy. This is explained by Interviewee 10: ‘we
found out that there were employment problems among our graduates . . .
we realized that our graduates lacked practical skills in commercializing
what they have learnt at university . . . we realized they lacked entrepre-
neurial skills . . . there was a need for our students to have the ability to
become self-employed’.
Entrepreneurship centres were established at all four participating uni-
versities as well as at many other universities across the country. Via these
centres, universities are trying to develop structures that enable lecturers
to establish linkages with local business via Community Engagement
Programmes. Most notably the Entrepreneurship Center of the University
of Dar es Salaam is investing in entrepreneurial training, business advice
and incubation services for small-scale alumni entrepreneurs. Also, these
centres are responsible for teaching entrepreneurship to students either as
electives or as a mandatory part of the curriculum.
While good lecturers are central in achieving learning objectives,

Table 6.2 Overview of lecturers’ backgrounds
Interviewee University Educational Qualifications

1 College of Business MSc Entrepreneurship
Education
2 Mzumbe University MSc Management Studies – Strategy and
Innovation; BBA Entrepreneurship
3 University of Dar es PhD MBA Business Administration;
Salaam BCom
4 College of Business MBA Corporate management; BSc
Education Economics
5 Tumaini University BBA – Accounting; Diploma in
College Education – Science
6 Sokoine University MSc Forestry
7 Mzumbe University MA Marketing Management; BA
Education
8 Institute of Finance MBA Marketing; Advanced Diploma
Management in Materials Administration; Certified
Supplies Profession
9 Sokoine University PhD Agriculture, MSc Agriculture. Econ;
BSc Agriculture
10 Sokoine University MBA – Agribusiness; BSc Agronomy;
Diploma in Banking
Tanzanian universities had to follow government policy directives, and

hence had to hastily adopt entrepreneurial subjects, with little regard
to or review of the availability of appropriately educated staff. As one
interviewee recalled: ‘No specific person was prepared for the subject. . . .
[there was] no lecturer with appropriate education . . . the subject had to
be thrown to somebody to teach it’ (Interviewee 7). In most cases, univer-
sity policy-makers considered entrepreneurship to be related to business
studies or marketing and thus could be taught by any one of those depart-
ments. Indeed, only two out of ten lecturers are formally educated in the
domain of entrepreneurship, six lecturers have a background in somewhat
related management domains but two lecturers of Sokoine University are
educated only in the field of forestry and agriculture (Table 6.2).
While the current situation is far from optimal, evidence shows that
Tanzanian universities have begun to invest in teaching capacity through
both new recruitment and sending more faculty members for further
studies in entrepreneurship: ‘There was an offer to lecturers to apply for
two PhD scholarships in entrepreneurship. So me and my other colleague
are specifically trained to promote entrepreneurship at this university’

(Interviewee 6). Yet, as most lecturers who are (now being) educated in
the field of entrepreneurship are rather young, they lack actual teaching
experience. Despite their lack of formal education in the field of entre-
preneurship, the data do not provide any evidence that any of the lectur-
ers actually questions the teachability of the topic of entrepreneurship.
Rather, the fact that they all indicate that their course aims to prepare
future entrepreneurs suggests the contrary.
When asked about their expectations regarding their students’ entry
profiles, lecturers generally expect that students will come into the class
with a negative attitude towards entrepreneurship and self-employment
and that their career aspirations are towards salaried jobs. For instance,
Interviewee 6 said: ‘The problem with our students is with their attitudes
and mindsets towards entrepreneurship’ while Interviewee 4 indicates
that ‘Our students’ attitudes are copied from the older generation’. Also,
lecturers believe that students neither have awareness nor practical expe-
rience on the subject matter and that they have had limited exposure to
entrepreneurial role models (e.g., parents, or important others).
Remarkably, these expectations about students’ entry profiles are in
sharp contrast with the self-reported profiles from the students. Many
respondents (i.e., 65.1 per cent, n 5 259) have parent(s) who had started
or run own businesses. Moreover, 23 per cent of the students (n 5 99) had
started and operated businesses of their own. Also, students indicated that
they were indeed attracted to entrepreneurship to a higher extent than
towards salaried employment. As shown in Table 6.3, having an entre-
preneurial parent has a significant link with students’ past attempts to
start or run own businesses (r 5 0.164, p , 0.05), which is in line with the
conventional wisdom that children from entrepreneurial parents are more
likely to become entrepreneurial themselves (Scherer et al., 1989; Crant,
1996; van Auken, et al., 2006). Yet, as no significant relationship between
parents’ entrepreneurial status and students’ attraction to entrepreneur-
ship as a future career is found the entrepreneurial role model thesis is
not fully supported. This may imply that while a student may attempt to
start a business (to follow a parent’s example) this may not necessarily be
a response to the attractiveness of entrepreneurship as a career, especially
when the student is exposed to other career possibilities.
In Tanzania, official course objectives are directly derived from national
education policies and agendas and formulated by university adminis-
trators. From the analysis of official course outlines a common set of
objectives appears across all four institutions: (1) to create a general
understanding about entrepreneurship among students; (2) to produce
graduates with the skill, ability and intention to become entrepreneurs/
self-employed; and (3) to create an enterprising workforce of graduates.

Table 6.3 Correlations between entry profiles, career interest and learning expectations
Mean 1 2 3 4 5 6 7 8
1 Gender 0.61
2 Ever started a business 1.77 –0.074
3 Parents ever started own firm 0.65 –0.003 0.164*
148
4 Attracted to salaried job 4.59 –0.029 0.079 –0.106*
5 Attracted to entrepreneurship 5.99 0.027 –0.044 –0.030 0.048
6 Obtain knowledge about entrepreneurship 6.05 0.066 –0.134* –0.017 0.055 0.218**
7 Learn to work innovatively 5.27 –0.040 –0.046 –0.055 0.270** 0.125* 0.297**
8 Learn abilities to become an entrepreneur 6.17 –0.034 –0.135* 0.028 –0.067 0.364** 0.418** 0.198**
Note: **Correlation is significant at the 0.01 level (2-tailed); *correlation is significant at the 0.05 level (2-tailed).

While the ambitions formulated in the official outlines are moderate, from
the interviews it becomes apparent that the lecturers interpret these objec-
tives in an overly ambitious way. Perhaps due to their own lack of insight
in the matter, they seem to be blind to the limitations of the teaching
process. They are rather rhetorical in talking about their own objectives
and desire to impart students with skills and abilities for self-employment
as is shown from the following quotes: ‘to develop entrepreneurial spirit
and culture . . . a positive attitude towards entrepreneurship. Our students
to become innovative even when employed’ (Interviewee 4). And ‘The
objective is to give them ability to start own business . . . and be innovative
and creative even when employed. But our main focus is to develop a grad-
uate who will go into self-employment’ (Interviewee 7). Yet, despite the
strong focus on educating future entrepreneurs the interviewees agree that
there is first a need to create awareness of the role and function of entre-
preneurship and that this requires not only skills but also knowledge. This
is clearly in line with the lecturers’ expectations that, in general, students
know little about entrepreneurship and have rather negative perceptions
about it. Furthermore, the lecturers all recognize that the entrepreneurial
skills obtained through the course may equally be relevant for future intra-
preneurs as for future self-employed people.
Students’ level of attraction to a career in entrepreneurship correlated
significantly with all the learning expectations (see Table 6.3). This is in
line with Henderson and Robertson (1999) who argued that when entering
a course, a student’s expectations are at least partially dependent on what
they want to learn in light of their current career ambitions. Following
the same logic, students who were more interested in salaried employment
also indicated higher expectations regarding learning how to work more
innovatively. Interestingly, the findings suggest that students with prior
experiences in running their own business tend to have somewhat lower
learning expectations compared to those without previous entrepreneurial
experience. This might either suggest that they believe they already have
developed some knowledge and skills in this area or that they are less
convinced than other students that you can learn entrepreneurship at uni-
versity. Combining the interview and survey findings suggests that despite
the misalignment between the expected and the observed student entry
profile, lecturers and students at least seem to be in agreement regarding
the desired learning objectives.
As shown in Table 6.4, in order to reach these objectives, a variety of
teaching methods ranging from lectures to interactive seminars and prac-
tical assignments were originally prescribed. Consistent with their inten-
tions to train future entrepreneurs, lecturers furthermore indicated that
they preferred the use of vocational methods including the involvement

Table 6.4 Teaching methods: prescribed vs applied and lecturers’ views on

methods
University Prescribed Envisaged Methods Applied Methods

Methods by Lecturers
Mzumbe University Lectures and To involve Lectures
seminars practitioners
Sokoine University Practical Practical-based Lectures
assignments methods
and seminars on
selected topics
College of Business Not prescribed The way carpenters Lectures and
Education in course are trained group discussions
outline
Institute of Finance Not prescribed To involve local Handouts and
Management in course entrepreneurs lectures
outline
of practitioners. In practice, however, lecturers had to revert to far less

interactive and hands-on methods such as lectures and the use of hand-
outs. While some connections to local entrepreneurs had been established,
entrepreneurship lecturers rarely invited them into their class to share
experiences with the students. Notably, attempts to do so at Sokoine
University were rather unsuccessful due to the inability of the university to
compensate these entrepreneurs for their time and efforts, while few entre-
preneurs were willing to do so voluntarily. Testing was based on multiple
choice and open-ended questions rather than on the originally preferred
practical assignments. Large class sizes and lack of resources and contacts
were mentioned as the main reason for this.
To assess the outcomes of these efforts we again combined various types
of information. An immediate outcome of any course is the examination
score. Unfortunately, lecturers were unwilling or unable to provide us with
a list of the examination results per student but they are willing to show
us the distribution of the results (Table 6.5). The marks suggest relatively
good performance with the large majority of the students passing the
courses. These findings are an indication that learning objectives have at
least been met in the short term.
Next, we examined the extent to which the courses met student expec-
tations and caused a change in future career aspirations. As mentioned,
using teacher-centred methods is useful for transferring knowledge about
entrepreneurship but is less appropriate for training future entrepre-
neurs. Indeed, lecturers were unsatisfied with their own achievements:

Table 6.5 Overall student performance at the end of semester

entrepreneurship exams
Grade Number of Students Percentage

A 73 6.8
B1 210 19.4
B 365 33.8
C 373 34.5
D 59 5.5
N/A 14 –
Total 1094 100
‘we have not succeeded in achieving our objectives . . . all of them are in
salaried employment; we fail to give them the confidence of going out
and wanting to try. The problem with them is not on the procedures of
how to start a business, the problem is their ability to see opportunities
which our courses have failed to develop in our students’ (Interviewee 2).
Also, it is not surprising that students indicated that while the courses did
meet their expectations with respect to learning about entrepreneurship,
they fell short of their expectations when it came to learning skills and
abilities to become an entrepreneur as is shown in Table 6.5 (t 5 –0.284,
p , 0.00). While the theory would suggest that more student-centred
teaching methods are more appropriate for this purpose, students indi-
cated that the courses met their expectations regarding how to work more
innovatively. Finally, the results show that immediately after the courses,
students’ attraction towards salaried employment had significantly been
lowered (t 5 –0.320, p , 0.05) while attraction to entrepreneurship had
significantly increased (t 5 0.457, p , 0.05) (see pair 4 and 5 in Table 6.6).
This suggests that even though the courses did not bring the students as
much as they had expected in terms of development of skills and abilities,
what they had learned during the course gave the students more confi-
dence about entrepreneurship as a potential career or it simply raised their
awareness of the possibilities.
Finally, to explore potential differences in learning outcomes across
universities we conducted some ANOVA analysis. Results in Table 6.7
indicated that at t 5 0 there were no significant differences in attraction to
entrepreneurship as a future career and expectations to learn the necessary
abilities for that between students from the four participating universities.
At t 5 0, significant differences were observed in relation to attraction to
salaried employment and expectations to learn about entrepreneurship
and to learn to work more innovatively. After participating in the course

Table 6.6 Paired samples results: students’ expectations and changed

career attractions
Mean St. Dev. T Df Sig.

(2-tailed)
Pair 1 Obtain knowledge about –0.041 1.385 –0.582 393 0.561
entrepreneurship
Pair 2 Learn to work innovatively 0.102 1.867 1.079 393 0.281
Pair 3 Learn abilities to become –0.284 1.493 –3.779 393 0.000**
an entrepreneur
Pair 4 Attraction to salary –0.320 2.634 –2.410 393 0.016*
employment t1 – t0
Pair 5 Attraction to 0.457 3.900 2.325 393 0.021*
entrepreneurship t1 – t0
Note: ***Correlation is significant at the 0.000 level (2-tailed), **correlation is significant

at the 0.01 level (2-tailed); *correlation is significant at the 0.05 level (2-tailed).
(t 5 1) no significant differences regarding attraction to either salaried

employment or entrepreneurship could be established across universities.
Significant differences were found to exist across universities in terms of
the extent to which students indicated they had actually learned. In par-
ticular, students from Sokoine University reported the highest learning
outcomes in all three areas, while they also reported the highest (though
non-significant) attraction towards becoming entrepreneurs themselves.
When it came to meeting students’ expectations regarding learning abili-
ties for becoming an entrepreneur themselves, the other three institutions
underperformed.
DISCUSSION AND IMPLICATIONS FOR PRACTICE
This study sought to characterize entrepreneurship education at four

Tanzanian universities, in terms of what they are attempting to achieve
and ways in which this objective is being implemented. This research was
informed by the observation of the apparent paradox that increased atten-
tion for entrepreneurship education at universities was matched by lower
rather than higher levels of graduates starting their own ventures. While
set in Tanzania, the insights derived from this investigation equally apply
to other countries both in the developing and developed world as glo-
bally educators are struggling to achieve higher levels of entrepreneurial
graduates.

Table 6.7 Comparison of learning outcomes across universities
Variable University t50 t51

N Mean F Sig. N Mean F Sig.
Obtain CBE 82 5.598 80 5.838
knowledge IFM 115 6.209 107 5.869
about entre- Mzumbe 20 6.200 18 5.667
preneurship Sokoine 176 6.131 192 6.281
Total 393 6.046 4.944 0.002 397 6.053 7.454 0.000
Learning how CBE 82 4.695 80 5.075
to work IFM 115 5.183 107 5.140
innovatively Mzumbe 20 4.650 18 5.000
Sokoine 176 5.591 192 5.573
Total 393 5.237 7.224 0.000 397 5.330 4.296 0.005
Learning CBE 82 6.159 80 5.638
abilities to IFM 115 6.026 107 5.617
become an Mzumbe 20 6.400 18 5.833
entrepreneur Sokoine 176 6.284 192 6.151
Total 393 6.188 1.431 0.233 397 5.889 7.174 0.000
Attraction to CBE 82 4.171 80 4.300
salary- IFM 115 4.304 107 4.131
employment Mzumbe 20 3.750 18 4.278
Sokoine 176 5.000 192 4.464
Total 393 4.560 5.220 0.002 397 4.332 0.784 0.503
Attraction to CBE 82 5.963 80 6.150
entrepre- IFM 115 5.887 107 6.140
neurship Mzumbe 20 5.700 18 5.944
Sokoine 176 6.080 192 6.781
Total 393 5.980 0.636 0.593 397 6.443 1.059 0.366
Note: Listwise N 5 384.
When contemplating why learning achievements fell short of learning

expectations, one only has to consider the state of alignment among
the main components of the academic entrepreneurship education in
Tanzania. Importantly, educating for entrepreneurship was close to a
mission impossible due to a mismatch between the teaching objective and
the applied methods. Teaching methods failed to engage the students in
learning activities that build the skills and capacities for start-up. This
was reaffirmed by the lecturers’ doubts on achievements. In contrast, the
courses motivated students in terms of understanding the possibility of an
entrepreneurial career, hence explaining the proper alignment between the
less demanding objectives of the subject, with the more theoretical teach-
ing methods (lecturers and group discussions). Other factors contributed

to these current effects including the lecturers’ profiles, teaching facilities

and the (limited) links with local industry.
Our findings show that the introduction of academic entrepreneurship
education in Tanzania was driven by extensive governmental pressures
and strategic responses of universities to student and employer demands.
Evidence shows that while stakeholders seem to be in agreement that
entrepreneurship, particularly in the form of self-employment, has ben-
eficial effects on economic development, parties do not agree on what
entrepreneurship really means and which educational models can be used
to stimulate it. Conflicting pieces of information and a lack of (human)
resources have resulted in a situation where universities struggle to trans-
late overambitious goals into their curriculum.
Our findings show that lecturers feel they need to prepare students for
a career in self-employment and thus to impart them with the necessary
skills and abilities. Yet, at the same time these lecturers think their students
are ill-prepared for this and will have negative, if any, perceptions about
entrepreneurship. Consequently, lecturers consider that their courses
should also have more basic objectives such as transferring knowledge
about entrepreneurship and raising awareness about entrepreneurship
as a future career path. While combining such different types of learning
objectives is complicated everywhere, in the Tanzanian context this strug-
gle is complicated by factors like the diversity of students’ specializations,
limited course duration, limited financial and human resources, poor
teaching facilities, crowded classes and a less than optimal external entre-
preneurial climate.
Furthermore, it is clear that many lecturers are ill-prepared for the job
as they themselves lack a thorough basis in entrepreneurship education.
Lecturers are overly ambitious in their objectives, have faulty assumptions
about their students’ profiles and are unsatisfied with the achievements
of their courses. Providing lecturers with the opportunity to obtain a
Master’s degree or even a PhD in entrepreneurship, as some participating
institutions do seems to be a promising, yet costly step towards building
a better equipped teaching staff. A less profound, but equally less costly,
approach may be to arrange for international ‘traineeships’ so that lectur-
ers have the opportunity to experience and learn from how entrepreneur-
ship education is arranged elsewhere.
Likewise, both national and institutional policy-makers may consider
shorter-term study trips abroad to exchange ideas and experiences with
their peers across the world to obtain insights into best practices and
to develop a more realistic perspective on what is attainable given the
current stage of development. Formulating more realistic objectives at
the national and institutional level in light of the available resources and

knowledge level would also help to avoid disappointments in terms of

attainable learning achievements for students.
At the same time, lecturers and policy-makers should realize that the
local context does play a significant role in what should be taught and how
it should be taught. Transferring a programme and teaching materials
from developed countries, even from other developing countries, without
adapting them to the Tanzanian context may do more harm than good.
Consequently, institutions also have to invest in developing teaching activ-
ities and materials that fit the local environment. For this it is essential that
institutions and individual lecturers foster connection with local industry,
something that is currently missing.
Previous research has shown that establishing such connections proves
difficult for educators around the world (e.g., Hynes and Richardson,
2007). Hynes and Richardson (2007) argue that offering courses to local
SME managers may be a useful instrument for achieving this. In the
Tanzanian context, offering specific courses might be too expensive but
opening up the courses or a number of specific sessions to local business
people may be a step in that direction. Furthermore, while entrepreneurs
may find it too costly to give presentations and lectures about their expe-
riences during the day time for a very small fee or even for free, inviting
them to talk to students about their business in the evening hours may
be more appealing to them, especially if the university is able to arrange
some publicity about these sessions in a way that raises the entrepreneur’s
reputation. Furthermore, besides local entrepreneurs, local bankers and
accountants may be invited to talk to the students about what they can
and cannot do for starting entrepreneurs. While their stories may not nec-
essarily show a positive picture of the entrepreneurial climate in Tanzania
it will help students to obtain a more realistic understanding of the envi-
ronment in which they have to work.
A third way in which connections with local industry may be fostered is
via the offering of traineeships with local entrepreneurs. While the number
of students participating in entrepreneurship courses is simply too large
to make this an integral part of entrepreneurship education at this stage,
providing such opportunities to a small group of promising students as
an extra-curricular and CV-building activity helps to build connections
and develop more insight into the real-world struggles of entrepreneurs.
Particularly, consultancy-based approaches as recently described by Ohe
and Tih (2012) based on cases from Asia, where students can tap into
both their recently acquired knowledge about entrepreneurship and into
the knowledge from their academic major (e.g., marketing, accountancy,
procurement) could be appealing to lecturers and students, as well as the
receiving SMEs. Reports resulting from such traineeships may eventually

be used to develop local case study materials that lecturers can use in their
classes instead of the current European and American examples.
A final way to bring local industry into the classroom is possibly the
easiest way. Our data show that many students either have been active as
an entrepreneur themselves or have one or two parents who have operated
as entrepreneurs. This actually means that students themselves should
be more actively invited during the course to reflect on these activities.
An easy approach could be that during the first five to ten minutes at the
beginning of each lecture a (self-selected) student would talk about how
the topic of that lecture connects to their own experience. The lecturer can
then refer back to this personal story during the remainder of this session.
Students who deliver these personal accounts as well as the other students
in the audience will become more engaged in the material in this way. Such
approaches to align presage and process in the classroom environment
could work equally in other developing countries and developed countries
around the world.
While it is clear that both the institutions and the individual lectur-
ers already recognize that more interactive student-centred teaching
methods are needed in order to reach their own teaching objectives, lack of
resources, facilities and knowledge mean that in practice teaching methods
are used that are inadequate for these goals, such as lectures and hand-
outs (Biggs, 1999; Hindle, 2007). Testing is based on exams that can only
assess the level of knowledge that is acquired by the students rather than
the attitudes and the skills they need for entrepreneurship (Hynes, 1996;
Vesper and Gartner, 1997; Charney and Libecap, 2000). At the very best
the exam scores may be viewed as an indicator of students’ interest in the
topic (Schiefele et al., 1992), which may in turn be a first step towards a
future career in entrepreneurship. Unfortunately, in this study, we were not
able to match individual exam scores with self-reported learning achieve-
ments and therefore it remains unclear to what extent this would be the
case here. When linking these findings to the self-reported achievements
however, the examination marks may also be interpreted as a sign that the
courses were too easy for the students as their entry profile exceeded the
lecturers’ expectations. Examining the quality of the exams was beyond
the scope of this study, yet in order to gain a better understanding of the
meaningfulness of examination marks, future research should incorporate
evaluations of exams in order to determine their usefulness for measuring
learning outcomes.
It is remarkable how far apart the perception of the student-entry pro-
files of lecturers and the self-reported entry profiles of students actually
are. Lecturers typically expect negative attitudes and a lack of knowledge
of and experience with entrepreneurship. Therefore, they devote consider-

able attention to raising awareness and building positive attitudes. Yet,

students show exceptionally entrepreneurship-friendly entry profiles and,
prior to the course, most indicate they are very much attracted to the idea
of becoming self-employed; they also have very high learning expecta-
tions. Given the rather difficult entrepreneurship climate in Tanzania
(Wedgwood, 2007) and the fact that the surveyed entrepreneurship
courses form a mandatory part of the students’ curriculum, this finding is
rather surprising. In fact, the results might suggest a response bias, in light
of the government’s campaign to foster entrepreneurship or in order to
show respect to their lecturers. In order to check for such response biases
the principal investigator also talked to a number of students in a more
informal setting about these issues and these conversations yielded similar
positive mind-sets with regard to a future entrepreneurial career and high
learning expectations based on their enthusiasm for the topic. The fact that
many students have actually started a business in the past (22 per cent),
and almost all of them have entrepreneurs amongst their close friends (83
per cent) is further evidence of the students’ sincerity. Consequently, while
lecturers spent considerable time on building awareness and motivations
through lectures and classroom discussions, students were waiting for skill
building through more active forms of teaching. Consequently, students
reported that they had learned less than they had expected to learn when
entering the course. These findings show that entrepreneurial universities
and lecturers have to invest in getting to know their students better. While
the necessary means to offer more small-group or individual teaching
activities may not be available there are many other ways for universities
to engage in conversations with their students including the use of pre-
entry surveys or panel discussions with class representatives. Such inter-
actions with students will enable lecturers to direct their teaching efforts
so that they match student profiles. Also, while currently it may not be
able to meet all of the students’ expectations such interaction might also
help to formulate and communicate more realistic teaching and learning
expectations to avoid disappointment among students. While consider-
able research shows that in general pre-entry and induction activities help
to reduce dropout levels in academic programmes (e.g., Shobrook, 2004;
Crosling et al., 2009), further research is required to see to what extent and
in which way pre-entry feedback from students can actually be used in the
alignment of presage and process of entrepreneurship education. Taking
pre-entry information seriously may require lecturers to have a broader
portfolio of teaching topics and activities prepared than they may be used
to, so that they can pick and choose those issues that fit their current
student profile best.
A further way to measure learning outcomes is to look at the change

in students’ career intentions (Fayolle et al., 2006; Souitaris et al., 2007).

The findings show that across the four universities, academic entrepre-
neurship education in Tanzania significantly influences students’ interests
in entrepreneurship, and respectively lowering their interest in salaried
employment. Given that the share of students that were attracted to entre-
preneurship prior to entering the courses was already large, this result is
pleasing and may be better than expected. Yet, at the same time, the results
should not lead to over-optimistic expectations. The increase in attraction
to entrepreneurship was reached without meeting the students’ learn-
ing expectations. This might be a warning signal that the awareness and
attraction effects might be only temporary or that they will not be trans-
lated into actions, that is, starting a business in the future unless students
know where and how to develop additional knowledge and skills. Indeed,
recent studies have shown that sometimes participating in a single entre-
preneurship course can actually lower students’ intentions and behaviour
towards starting their own firm as they become more aware of their own
shortcomings and lack of skills in this area (Oosterbeek et al., 2010). If
students become frustrated by not having learned what they expected to
learn the same might happen here as well.
To conclude, the current model of the Tanzanian academic entre-
preneurship education may be appropriate for raising students’ general
entrepreneurial intentions by inspiring them to seriously consider entre-
preneurship as a future career. Also, by transferring knowledge about the
nature, diversity, role and function of entrepreneurship the current aca-
demic entrepreneurship education may actually be used to educate future
public or private sector officials about its importance and hence shaping
them into entrepreneur-friendly decision-makers who will facilitate entre-
preneurial activities by contributing to an entrepreneurial climate and
infrastructure. Whether graduates will occupy such positions in the future
remains yet to be seen but should be a focus of future research. Yet, while
it is on top of the agenda of policy-makers in Tanzania, currently univer-
sities are not sufficiently equipped to actually educate future graduate
entrepreneurs via the development of skills and other abilities they will
need when dealing with the sub-optimal entrepreneurial environment in
the country. Even considering these drawbacks, the changed educational
content and the large number of students shows a shift to an entrepre-
neurial university attitude in the making, while at the same time reflecting
the manner in which local idiosyncrasies need to be taken into account in
order to understand the form entrepreneurial education develops.
This study has implications to both policy-makers and educators. First,
significant commitment and investments and continued dedication at all
levels (governments, universities and lecturers) needs to be combined in

order to develop a sustained effort to work towards a more advanced stage

of educating future entrepreneurs. This may include stronger collabora-
tion with entrepreneurship educators from abroad where entrepreneurship
education is more advanced. Stakeholders should, however, be acutely
aware that the local environment in which graduate entrepreneurs operate
forms a significant input in developing courses. As mentioned, transfer-
ring ideas and building blocks from other (more entrepreneurially devel-
oped) countries will not work, while even a system in early development
may lead to positive results. Initial connections with existing businesses
need to be advanced and developed in the near future, and to some extent
the student population itself shows connections that might be exploited.
Clearly, stimulating graduate entrepreneurship requires more than
teaching entrepreneurship at university. The solution to the ultimate aca-
demic entrepreneurship education effectiveness is not only dependent on
offering more entrepreneurship training, but also on both re-aligning the
current academic entrepreneurship model with the policy needs, teach-
ing context, students’ profiles, teaching, assessment methods and other
enabling/inhibiting factors outside the university. Therefore, Tanzanian
universities need to direct research efforts to the assessment of contextual
factors that shape graduates’ decisions to enter into entrepreneurship.
Such studies could benefit from extended qualitative analysis of graduates’
experiences and their perceptions. Until that time, it is unlikely that gradu-
ate entrepreneurship levels will rise significantly.
NOTE
* Another version of this chapter is included in the doctoral dissertation of Ernest

Mwasalwiba: Mwasalwiba, E.S. (2012), ‘University entrepreneurship education
in Tanzania: Teaching context, students’ profile, expectations and outcome’, VU
University, Amsterdam, Chapter 4.
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7. Evolving entrepreneurial universities:
experiences and challenges in the Middle
Eastern context
Maribel Guerrero, David Urbano and
Aidin Salamzadeh*
INTRODUCTION
Despite great differences in economic conditions and resource availability,

social structures, cultural settings and historical backgrounds, Higher
Education systems in most countries face similar challenges: maintaining
research capacity, combining elite with mass Higher Education, offering
lifelong education and providing society with a space for the develop-
ment and maintenance of critical knowledge, independent thinking, social
identity and values. This fact becomes more relevant during recessionary
times and has gained the attention of academics, governments and policy-
makers around the world. Particularly, these efforts have been encour-
aged because entrepreneurial universities become important catalysts for
regional, economic and social development (Guerrero and Urbano, 2011;
Kirby et al., 2011). The existing literature on entrepreneurial universi-
ties provides insights about the entrepreneurial transformation process
of universities in developed countries (e.g., the United States by O’Shea
et al., 2005, 2007; and Link and Scott, 2005; and Europe by Clark,
1998; Klofsten and Jones-Evans, 2000; Kirby, 2006; Wright et al., 2007;
Grimaldi, et al., 2011; and Guerrero and Urbano, 2011, 2012) and current
efforts to explore it in developing countries (e.g., Iran by Sooreh et al.,
2011; Farsi et al., 2012). The studies evidenced that usually in developing
countries the first measures implemented to fostering entrepreneurship
within universities are entrepreneurship educational programmes. The
main explanation is the positive relationship between entrepreneurship
education and entrepreneurial activity (Coduras et al., 2008). However,
the low prevalence rate of formal and informal entrepreneurship educa-
tion in developing countries (i.e., Uruguay, Latvia, Peru, Chile, Iran,
Argentina and Mexico) clearly evidenced the need of other support meas-
ures for entrepreneurs starting business within universities (Coduras et al.,
2010). Therefore, in developing countries, the literature on entrepreneurial
163
Maribel Guerrero, David Urbano and Aidin Salamzadeh - 9781781007013

universities is somewhat limited or, more accurately, rare (Etzkowitz and

Mello, 2004).
Based on these previous arguments, our purpose is to contribute to a
better understanding of the entrepreneurial transformation process of
entrepreneurial universities in developing countries. To accomplish this
objective, theoretically we adopted an integral entrepreneurial university
framework that considers: (1) the relevance of universities’ environmental
and internal factors to fulfil their teaching, research and entrepreneurial
activities (Guerrero and Urbano, 2011, 2012) and (2) the socioeconomic
impacts generated by these activities (Urbano and Guerrero, 2013). To
accomplish this objective, we focus on Iran, which is a lower-middle-
income economy and one of the most important countries in the Middle
East region (World Bank, 2009). Methodologically, we explore case
studies of two universities located in Tehran:1 University of Tehran (UT)2
and Sharif University of Technology (SUT).3 Following this introduction,
this study comprises four main sections: the entrepreneurial universities
framework, the multiple case study design, the experience of Iranian entre-
preneurial universities, and conclusions.
ENTREPRENEURIAL UNIVERSITIES FRAMEWORK
Kirby et al. (2011) state that an entrepreneurial university is a natural

incubator that endeavours to simultaneously fulfil its missions (teach-
ing, research and entrepreneurial activities) while providing an adequate
atmosphere in which the university community (academics, students and
staff) can identify, explore and exploit innovative and creative ideas that
could be transformed into new ventures. Based on the literature review,
Figure 7.1 shows an integral entrepreneurial university framework and a
brief description of each construct of this framework.
Environmental Factors (EF)
The institutional approach draws attention to institutional or contextual –

cultural, social, political and economic – factors as determinants of
entrepreneurship (Veciana and Urbano, 2008; Thornton et al., 2011). In
general terms, North (1990, p. 3) explains how institutions affect economic
and social development: ‘Institutions are the rules of the game in a society,
or more formally, institutions are the constraints that shape human
interaction’. Specifically, institutions can be either formal (with political
rules, economic rules and contracts) or informal (with codes of conduct,
attitudes, values, norms of behaviour and conventions – essentially, the

Evolving entrepreneurial universities 165
REGIONAL LEVEL
ENTREPRENEURIAL UNIVERSITY LEVEL Socioeconomic Impacts
(S&EI)
Environmental Factors (EF) Entrepreneurial
University Missions Human Capital
• Organizational and (EUMs) • Attraction of foreign students
governance structures and exchange of locals
• Support measures for Teaching Activities (mobility)
entrepreneurship • Jobseekers • Labour insertion
• Entrepreneurship education • Potential entrepreneurs
programmes Human, Knowledge and Social
• Attitudes toward Capital
entrepreneurship Research Activities • Attraction of foreign
• Role models • Research talent researchers and exchange of
• Rewards • Academic entrepreneurs locals (mobility)
• Etc. • Knowledge generation • Citations and visibility of
(scientific papers) knowledge
• Knowledge transfer • Spillover effects with local
(patents, licences, industries and economic agents
contracts)
Internal Factors (IF)
Entrepreneurial
• Human resources Activities Entrepreneurship & Social
• Financial resources • Entrepreneurial university Capital
• Physical resources culture • Attract inversion
• Networks and alliances • Intrapreneurs at all • Increase the number of
• Prestige and localization university levels enterprises
• Etc. • GDP
• Social benefits
Sources: Guerrero and Urbano (2011, 2012) and Urbano and Guerrero (2013).
Figure 7.1 Entrepreneurial university framework
culture of a specific society). In this context, the institutional approach

provides a better understanding about the environmental factors of
entrepreneurial universities. According to previous investigations, the
key environmental factors of entrepreneurial universities include: (1) a
flexible organizational and governance structure with innovative forms
to help reduce the levels of bureaucracy and to support a fluid language
with other agents in the region’s entrepreneurial ecosystem to allow for
the interaction and the definition of policies and practices to achieve
their missions (O’Shea et al., 2007; Wood, 2009); (2) measures integrated
by different instruments and mechanisms developed by universities to
support internal and external new firm creation as centres of small-
university businesses, research facilities, research groups or quasi-firms,
liaison offices, technology transfer offices and incubators (Grandi and
Grimaldi, 2005; Link and Scott, 2005); (3) adequate educational pro-
grammes, for both students and academics, that provide a wide variety of
situations, aims and methods oriented toward improving students’ skills,
attributes and behaviours to develop both creative and critical thinking
(Kirby, 2004); (4) community members’ favourable attitudes toward

entrepreneurship to facilitate the development of potential entrepreneurs

at all university levels (Louis et al., 1989; Liñán et al., 2011); (5) the exist-
ence and the diffusion of successful entrepreneurs, who will become new
role models to their peers, demonstrating that entrepreneurial success
is more than a theory (Venkataraman, 2004) and influencing entrepre-
neurial intentions (Liñán et al., 2011); and (6) adequate reward systems
that represent strategic actions intended to promote an enterprise that is
both monetary (bonuses, use of corporate resources, profit-sharing, etc.)
and non-monetary (promotion and recognition systems) (Kirby, 2006;
Wright et al., 2007).
Internal Factors (IF)
As a complementary approach, the resource-based view (RBV) helps

to explain the internal factors that generate a competitive advantage
(Wernerfelt, 1995) within an entrepreneurial university. The main internal
factors include: (1) human resources, which are the most critical element
for the development of educational quality and generation of innova-
tion in research (Powers and McDougall, 2005); (2) financial resources
from diversified sources of income (e.g., government, research contracts,
campus services, student fees, and others) (Clark, 1998) are relevant to
obtain positive and statistically significant relationships between research
and development (R&D) expenditures and spin-off activities (Powers and
McDougall, 2005); (3) physical resources that delimit the old boundaries
between the university and the external world through infrastructure
designed to satisfy social demands (Clark, 1998) and that create a fertile
environment for innovation and new ventures (Guerrero and Urbano,
2011); (4) strong networks/alliances that support entrepreneurial universi-
ties’ activities by attracting the financial resources required for innovation
and new venture creation (O’Shea et al., 2007); and (5) status and prestige
representing the uniqueness of historical conditions, whereby firms as
intrinsically historical and social entities can be the basis for sustained
competitive advantage (O’Shea et al., 2005) and can also attract invest-
ments, networks and access to public funding (O’Shea et al., 2007).
Entrepreneurial University Missions (EUMs)
The entrepreneurial university must fulfil three missions simultaneously

that otherwise might be at odds with one another: teaching, research and
entrepreneurship (Schulte, 2004). A university’s primary function has
always been to teach, which provides society with graduates who become
both jobseekers and job creators. Its secondary function has been to

conduct research, which, within the new knowledge-based economy, not

only generates published academic findings but also innovations for new
companies. Now, entrepreneurial activities link research results to their
practical implications for society. Knowledge spillover appears to trans-
mit university research via several conduits (Audretsch, 2007). Based on
that, new companies are generated by the commercialization of research
outputs of multidisciplinary research (Schulte, 2004).
Socioeconomic Impacts (S&EI) at the Regional Level
To understand how an economy works, it is necessary to know the politi-

cal, social and cultural factors that establish its organizational dynamics,
including its system of beliefs and decision-making processes (North,
2005). Particularly, following the influence of each entrepreneurial univer-
sity’s factors on academic entrepreneurship, the entrepreneurial univer-
sity makes it possible to generate several direct outcomes from teaching,
research and entrepreneurial activities. Outcomes could be transformed
into determinants of economic development or factors of production
function such as human capital (Lucas, 1988), knowledge capital (Solow,
1956; Romer, 1986), social capital (Coleman, 1988), and entrepreneurship
capital (Audretsch and Keilbach, 2004), which later could produce posi-
tive impacts on the economy and society of a specific region (Urbano and
Guerrero, 2013).
METHODS
This chapter adopts a multiple case study approach to explore the con-
temporary phenomenon of an entrepreneurial university within a real-life
context (the Middle East), where the boundaries between phenomenon
and context are complex, underexplored and not clearly evident (Yin,
1984; Eisenhardt, 1989). Etzkowitz and Mello (2004) assert that in devel-
oping countries, the entrepreneurial university is often viewed as a nor-
mative as well as an analytical concept; a goal to be sought rather than a
reality to be investigated. Thus, multiple case studies are generally more
robust than single case studies because they provide the observation and
the analysis of the phenomenon in several settings as well as allow the
logical replication in which the cases are treated as a series of independent
experiments (Eisenhardt, 2007). Therefore, a convenience sampling was
used in this chapter, in particular, two universities (one that is broad-
based and one that is technological) in the Middle East. Nevertheless, a
preliminary inquiry was carried out in order to identify the universities

more entrepreneurially. The criteria considered to select these universities

were: (1) universities located in regions characterized by higher levels of
entrepreneurship measured by the number of new enterprises (Audretsch
and Lehmann, 2005); (2) universities that promoted an entrepreneurial
culture in their strategic actions that allows adaptation to environmen-
tal changes (Clark, 1998); (3) universities that showed self-instituting
efforts to change their general character, developing entrepreneurial
initiatives (Guerrero and Urbano, 2011, 2012) with outcomes such as
patents, licences, spin-offs and research agreements (Klofsten and Jones-
Evans, 2000); and (4) universities in the first-position rankings such as
Webometrics (Guerrero and Urbano, 2011, 2012). Based on these crite-
ria, the University of Tehran (UT) and Sharif University of Technology
(SUT), both in Tehran, were selected. The main data of the universities
analysed in this research are presented in Table 7.1. To triangulate the
case findings and enhance the validity and reliability of the study (Yin,
1984), during more than six months, data were collected based on Clark’s
(1998) research methods (semi-structured interviews [SI] and secondary
sources of data [SS]). With this data, we expect to understand the evo-
lution, experiences and challenges of entrepreneurial universities in the
Iranian context.
The semi-structured interviews (SI) were based on previous studies
that gathered the perspectives from the top directive teams involved in
universities’ entrepreneurial transformations (Clark, 1998; Guerrero and
Urbano, 2011, 2012; Kirby et al., 2011). The reliability requirement was
covered using a standard protocol. In this investigation, the interviews
were planned and realized during 2011. At UT and SUT, respectively, 12
interviewees and 11 interviewees (people such as officials, professors and
science park managers) provided evidence about environmental and inter-
nal factors, university missions and socioeconomic impacts. The length
of the interviews ranged from 30 minutes to 120 minutes, with a previ-
ous contextualization about the research. Almost all conversations were
recorded,4 and a second interviewer not actively involved in the interview
process took detailed notes. It should be noted that in an effort to gather
the required data, some interviewees were interviewed more than twice.
The secondary sources of data (SS) were collected from other internal and
external sources. Internal sources include records and media published by
each university, such as university magazines, bulletins, memoires, annual
reports and websites. External sources include records and media pub-
lished by official organizations and associations associated with Higher
Education, technology transfer, innovation and entrepreneurship.
Regarding data analysis, a research database was created with the
results obtained, which increased the reliability of the entire study (Yin,

Table 7.1 General information of universities selected
University of Tehran (UT) Sharif University of Technology (SUT)

Founded 1934 1966
Founder Dr Sayyed Mahmoud Hessaby Dr Mohammad Ali Mojtahedi
Type Broad-based Technical
Area of University 554 647 square metres 20 hectares
Campuses 8 (Kargar Shomali, Agriculture and Natural Resources – 2 (Tehran, Kish Island)
Karaj, Qom, Abourihan, Kish Int. Campus, Aras Int.
Campus, Caspian Sea)
169
Academic and 39 faculties, 120 departments, 40 research centres and 14 faculties, 14 departments, 17 research
research 512 labs centres and 15 labs
structures
Scientific journals 89 (64 scientific-research, 25 others) 12
Membership in International associations International associations
international International Associationof Universities (IAU), International Association of Universities
associations/ Federation of the Universities of the Islamic World (IAU), the International Center for
unions and (FUIW), American Universities Admission Programs Theoretical Physics (ICTP) and the Third
international (AUAP), International Union of the History and World Academy of Sciences (TWAS),
agreements Philosophy of Science (IUHPS), Internet Socio among others
Consortium (ISC), Committee on Spatial Research

University of Tehran (UT) Sharif University of Technology (SUT)

(COSPAR), International Gas Union (IGU), Global International Agreements
Entrepreneurship Monitor (GEM), World Trade Nuclear Suppliers Group (NSG), TOKTEN
Organization (WTO), and International Union of programme and universities from Malaysia,
Geodesy and Geophysics (IUGG), among others Japan, Indonesia, Italy, Spain, Hong Kong,
International Agreements: more than 232 Canada, France, Singapore and Sweden,
among others
Statistics (2010) 1492 full-time faculty members 426 full-time faculty members, approximately
170
34 691 students (3559 PhDs, 11 492 Master’s, and 19 640 430 part-time faculty members
Bachelor’s) 10 056 students (769 PhDs, 3287 Master’s, and
2359 administrative staff 6000 Bachelor’s)
1800 graduates 800 administrative staff
1800 graduates
Ranking Webometrics (2010), 899 and 528 world position Webometrics (2010), 1404 and 1038 world
QS World (2011), 501–550 position
QS World (2011), 6011
Sources: Based on National Higher Education reports; Ministry of Science, Research and Technology; online official resources and university
websites; documents; and interviews with officials and academics.

1984). First, the qualitative data were categorized and analysed accord-
ing to the key informants that provided the basis for delineating themes
and aggregate dimensions through the comparison of key events. Later,
evidence obtained from both interviews and secondary data was examined
by adopting an inductive approach (Eisenhardt, 1989).
EXPERIENCE OF IRANIAN ENTREPRENEURIAL

UNIVERSITIES
In Iran,5 governmental policies supporting entrepreneurial activities and

education led to a flow of investments toward entrepreneurship at dif-
ferent levels. Regardless of this influx, however, Iranian universities are
still challenged to operate more entrepreneurially (Tanha et al., 2011).
According to Baerz et al. (2011), the Iranian government has developed
several actions to foster entrepreneurship, knowledge and technology
transfer, and innovation, including: (1) coordinating, supervising and
evaluating the creation of a national system for managing science and
technology; (2) supporting and providing resources for knowledge trans-
fer (new venture creation) and the commercialization of innovations; and
(3) promoting policy-making and macro-programming with regard to
university–industry interactions.
In this context, Higher Education organizations implemented several
strategies to anticipate and respond effectively to the dramatically chang-
ing environments. Generally, based on a SWOT (strengths, weakness,
opportunities and threats) analysis, universities defined the mission,
vision and objectives in order to select and implement strategies for teach-
ing, research and entrepreneurship (Alashloo et al., 2005). In the case of
Iran’s universities, Table 7.2 summarizes the actions and programmes
implemented by the government to support teaching, research and uni-
versity–industry interaction. As can be seen, during this transformation
process, the main impediments were: the lack of a national strategy, lack
of incentive systems, lack of enough motivation among the managers and
employees, and lack of employee commitments.
Iranian Entrepreneurial Universities
In this section, we present a brief description of each case study selected

as well as the timeline of the main entrepreneurial actions implemented
during the last three decades. In general terms, the evolutionary process
of both universities has been influenced by government actions. A brief
summary is presented in Table 7.3.

Table 7.2 Role of government in the entrepreneurial actions
Issues Previous 1930–61 1962–82 1983–95 1995–2002 2002–04 2005–09

Evolution Was an Establishing Establishing Medical Increased Reforms: Contribution
of Higher exclusive the Ministry the Ministry education number of science and to economic
Education right for of Educa- of Culture Reformed in universities technology development
Institutions nobility tion and and Higher four sciences (22 in 1978 to strategies
councils Education groups: 98 in 2000) Develop
Foundation (1967) engineering, Paid attention postgraduate
of Tehran Essential literature to research programmes
University educational and and (improve
(role model) reforms humanities, postgraduate research)
arts, and degrees Research
business projects
172
University– Based on Importing Based on New basis for Provide the Based on
industry education technologies research relation necessities for knowledge and
interaction tasks a sustainable technology
development transfer
Social Dynasty Iran’s Islamic Reopened and Centralized Promoting
influences revolution restructuring entrepre-
closed neurial culture
universities through
for two providing
years financial and
non-financial
incentives

Sources: Based on Alashloo et al. (2005), Rasian (2009) and Baerz et al. (2011).
Table 7.3 Timeline of UT and SUT (Iranian entrepreneurial universities)
Regional Actions University’s Actions

UT (1934) SUT (1966)
60s University–industry interaction was Industry Linkage Office was
based on education established
80s–90s Knowledge, technology and Office of Research Planning and Control Graduate School of Management
innovation. Therefore, looking to (previously known as Industry Linkage and Economics
establish scientific towns or parks Office)
2000 KARAD national plan for Entrepreneurship Center (EC)
improving entrepreneurship in was established
universities was launched
2001 National document of entrepreneur Entrepreneurship Center was established Pardis Technology Park (PTP)
173
ship development in Iran was established
2003 Ministry of Science, Research and Authorization of the Ministry to establish Sharif Advanced Technologies
Technology became responsible the Technology Incubator Incubator (SATI) was
for integrating the country’s established
2005 entrepreneurship Higher Education Science and Technology Park of the UT
administrative affairs and scientific with three centres (the Incubator
system policy-making. Also Center of Technology Units, the
definition of tasks Entrepreneurship Center, the Center
2007 Expand knowledge-based of the Studies and the Development of
commodities’ market, research Ideas and Futures Studies)
commercialization and increase Faculty of Entrepreneurship in UT and
the role of private and cooperative also GEM Iran office is established in
sectors this faculty

Entrepreneurship Master’s
Regional Actions University’s Actions

UT (1934) SUT (1966)
2008 Build a competitive regimen of Entrepreneurship e-Learning Center Technological Affairs Office was
science, technology and innovation established and online Master’s degree established
to design policies and strategies programmes started
(Constitutional law’s clause 124) Three new centres (the Intellectual
Coordination canons for Properties and Commercialization
educational-research centres, Center, the Technology Transfer
cooperation and industries Center, the Professional Industry and
174
Definition of macro-plans Entrepreneurship Consultation Center –
Definitions of legal personalities to the Industry and Entrepreneurship
knowledge transfer Polytechnic)
2010 Preparation of country scientific UNESCO Chair in Entrepreneurship Sharif Fund for Research and
map of science and technology Technology Export was
General policies to development of established
science, innovation and technology; Dr Mojtahedi Innovation Award
2011 streamlining infrastructures; PhD in Entrepreneurship in the Faculty of
synergized collaborations; Entrepreneurship
promotions
Sources: Based on the universities’ official sources, Alashloo et al. (2005) and Baerz et al. (2011).

University of Tehran (UT)

Founded in 1934, UT is the symbol of Higher Education in the country.
UT comprises the following fields of study: Humanities, social sciences,
behavioural sciences, technical and engineering, basic sciences, agricul-
ture, arts and new sciences. UT also provides Islamic instruction, meri-
torious professors and other staff who produce scientific theories to fulfil
the intellectual and scientific needs of society. UT’s main missions are:
(1) to preserve science and scientists’ dignity, considering justice and to
provide equal opportunities for the development of scientific and techni-
cal talents in the country; (2) to attempt to become the first-ranking com-
prehensive university in the Islamic world; (3) to train well-educated and
scientifically powerful individuals and to produce knowledge, innovation
and new technologies in order to gain pride and success for Iran and the
Islamic world in the present and future. In addition, UT collaborates mul-
tilaterally with other universities at national and international levels and
considers the university as an appropriate environment in which to think
liberally and critically based on Islamic principles and to train thoughtful
individuals, researchers and experts to collaborate, synergize and dissemi-
nate new thoughts in order to improve individual and social life. UT also
collaborates with executive organizations of the country; trains experts in
scientific, technological, economic and social fields; and considers leading
fundamental research and supplying the scientific and practical needs of
the society at all levels as its tasks.
Sharif University of Technology (SUT)

Founded in 1966, SUT was established in order to train and supply a part
of required expert human resources of the country on an equal level to cred-
ible universities of the world. Compared with other worldwide universities,
it is a young and growing pioneer in both basic and applied sciences. The
main aims of SUT are: (1) to create an organization where students can be
instructed in both theoretical and applied sciences, with special emphasis on
the particular needs of Islamic society; (2) to teach students the advanced
knowledge and techniques required to participate in the fields of engineering
and technology and to cultivate them into creative engineers, good scientists
and innovative technologists; and (3) to educate engineers who are ready
to be employed, who contribute significantly to their jobs, and who have a
strong sense of public responsibility and a desire to continue to learn. The
emphasis is placed on the promotion of multidisciplinary research at the
graduate and doctoral levels. Based on that, SUT provides a scientific and
dynamic environment for those who are trying to gain knowledge. In other
words, SUT is a place for those who are trying to understand and compre-
hend scientific realities and facts, and are trying to convey those to others.

Environmental (EF) and Internal (IF) Factors of Iranian Entrepreneurial

Universities
Entrepreneurial organization and governance structure (EF1)

A flexible organizational and governance structure generates fluid interac-
tion with other agents of the region’s entrepreneurial ecosystem (O’Shea
et al., 2007; Wood, 2009). At UT, governance includes the president, who
is also the CEO and the top manager appointed through a proposal by
the Minister of Science, Research and Technology that is approved by
the High Council of Cultural Revolution. The governance structure also
includes the secretariat of the president, the secretariat of the board of
trustees (senate) and the Document Center. The board of trustees has the
highest position in UT and overlooks the university’s educational expan-
sion, financial projections and other major plans. In this case, the univer-
sity’s internal governance follows a collegium pattern and has a strong
link to the government (McNay, 1995). Similarly, SUT is managed by a
board of trustees, which appoints a president. The president enjoys two
supporting positions as Dean of International Relations and Director of
Public Relations. Vice-presidents, department heads and educational and
research centres are under the president’s direct supervision. A relevant
issue is that all SUT presidents have been highly educated scholars from
well-known universities such as MIT, UC Berkeley, and so on. Based on
that, SUT follows an entrepreneurial organization, especially after estab-
lishing the Entrepreneurial Center. The entrepreneurial structure of SUT
is based on its entrepreneurial entities and organizations, which play their
role as support measures. The SUT guides and improves entrepreneurial
activities through these channels. UT follows an enterprise and mana-
gerial governance structure (ibid.) used to embrace internal structures,
decision-making, and leadership roles (Middlehurst, 2004).
Support measures for entrepreneurship (EF2)

Both Iranian universities have implemented several mechanisms to support
their activities and missions. UT has established various support measures
during the last decade. For example, an Entrepreneurship Center (EC)
with the aim of fostering an entrepreneurial culture in the university
community toward teaching (e.g., courses, seminars, conferences, propos-
ing entrepreneurial curriculum, etc.), knowledge transfer (e.g., consul-
tancy services, motivating entrepreneurial minds and academics, industry
linkage programmes, etc.), and research (e.g., publications in journals
and newsletters, research funding, etc.). Other infrastructures include the
Incubator of Technology Unit (ITU), which is the most successful example
of a university incubator in the country; the Science and Technology Park

(STP), which is used to transfer knowledge into wealth, commercialize

research gains and create a technological connection between university
and industry; and the Small Business Development Center (SBDC) and
UNESCO Chair in Entrepreneurship, which reinforce networking and
create liaisons between universities and industry.
Similarly, since its founding, SUT has gained valuable experience with
respect to entrepreneurship, innovation and knowledge transfer. It has estab-
lished support measures similar to UT, such as the Industry Linkage Office,
the Entrepreneurship Center, the KARAD plan initiated by the Ministry
of Science Research and Industry, the Pardis Technology Park (PTP), the
Sharif Advanced Technologies Incubator (SATI), the Technological Affairs
Office, and the Sharif Fund for Research and Technology Export. The evi-
dence from both universities corroborates the same instruments observed in
the literature (Link and Scott, 2005; Grandi and Grimaldi, 2005).
Entrepreneurship education programme (EF3)

Complementary to the education programmes provided as support meas-
ures for academics, UT has implemented specific programmes for stu-
dents, such as the Entrepreneurship Management Master’s in 2007 and
the Entrepreneurship PhD in 2011. Similarly, SUT’s Entrepreneurship
Center (EC) holds courses for affiliated firms and spin-off members while
its Graduate School of Management and Economics holds courses in line
with the academics’ and students’ needs, such as the MSc in Management
(Entrepreneurship) and MBA (Entrepreneurship). The recent implemen-
tation of entrepreneurship education programmes in both universities
that focus on the necessities of students and academics is a key element
for improving their skills, competences, attributes and behaviour toward
becoming entrepreneurs (Kirby, 2004).
Favourable Attitudes toward Entrepreneurship (EF4)

In the 1980s, at UT, the establishment of the Office of Research Planning
and Control (previously known as the Industry Linkage Office) was the
first step toward entrepreneurial culture. In 2001, a new era commenced at
UT with the addition of the EC, ITU and STP to bolster entrepreneurial
culture. Similarly, after establishing entrepreneurial support organiza-
tions, SUT experienced its own era of linking to industries and developing
its contracting activities in order to improve the entrepreneurial inten-
tions of students. Although, based on the GEM report (Razavi et al.,
2012), Iran stands between the factor-driven economies,6 UT and SUT
try their best to be the pioneers of the transition toward efficiency-driven
economies and to make substantial impacts on the formation of attitudes
toward entrepreneurship at the regional and national levels.

Entrepreneur role models (EF5)

The diffusion of role models is one of the best strategies to foster entre-
preneurship because it provides evidence to potential entrepreneurs that
there are real students and academics who have experimented with being
entrepreneurs within the university (Venkataraman, 2004). UT acknowl-
edges its entrepreneurial role models, including students, faculty members
and even graduates, at a variety of events. For example, each year suc-
cessful student entrepreneurs are selected and awarded. As well, SUT, as
a leading university in Iran, tries to get closer to the market and industry.
For this reason, there are numerous academic and student entrepreneurs.
Each year, the EC and the SATI of SUT hold an Entrepreneurship
Festival in which entrepreneurial role models of the university are intro-
duced and acknowledged. Also, the entrepreneurial faces of the university
are documented in SUT reports.
Reward systems (EF6)

Adequate rewards systems, both monetary and non-monetary, are a
strong incentive for recognizing the entrepreneurial efforts of the uni-
versity community (Kirby, 2006; Wright et al., 2007). Following this
perspective, both Iranian universities have implemented several monetary
rewards. For example, UT has a system for students that includes finan-
cial aid, funding and awards; academic faculty receive career promotions
and financial awards; university businesses (spin-offs) are awarded free
equipment, financial aid, tax exemptions (based on university notification
to government), and free services; and affiliate businesses enjoy an ease
of collaboration and consultation services. Similarly, SUT developed an
annual Entrepreneurship Festival that grants rewards (around €17 060.72,
according to some Financial Aids and Loans, Privileges and Certificates
of Appreciation from the 2011 Festival) to entrepreneurial academics,
students, spin-offs established at SUT, and innovative business plans.
Spin-offs are also encouraged through government, the EC, the SATI,
and other previously mentioned entrepreneurial entities at SUT. But
reward systems can be non-monetary as well. For example, in June 2010,
SUT held the Dr Mojtahedi Innovation Award ceremony to recognize
the innovation in research and education promoted by the university
community.
Human resources (IF1)

Human resources are the most critical element in the entrepreneurial
transformation process (Powers and McDougall, 2005); for this reason, an
entrepreneurial university requires that it must be characterized by higher
qualifications (Guerrero and Urbano, 2011). In the Iranian context,

according to the Official National Reports, in 2011 the top 500 students
of the undergraduate Iranian National Examinations preferred SUT (68
per cent), UT (29 per cent), and other universities (3 per cent). UT, as the
best and most well-known general university in Iran, each year attracts the
top students in different fields of study as well as prominent world-class
scholars and academics from around the globe. However, no clear statis-
tics support this claim because invitations and collaborations are based on
faculty needs and departmental arrangements (based on interviews and
evidences, less than 5 per cent). At SUT, the undergraduate admission is
limited to the top 5 per cent of students. Thus, a golden opportunity and
a valuable amount of brilliant human capital are designated annually to
SUT. Also, each year SUT students achieve honours at both national and
international levels (e.g., in Olympiads, scientific contests, robotics, etc.).
SUT has a high rate of brain drain (between 12 per cent to 25 per cent
in different years). For these reasons, SUT has focused on attracting the
most talented and well-trained faculty members available, and each faculty
member is required to spend at least one year in a research organization
anywhere on the globe. Faculty members are mostly graduates of well-
known universities such as MIT, UC Berkeley, UCLA, Illinois Institute
of Technology, Columbia University, University of Waterloo, Sharif
University of Technology, University of Tehran, and so on. However, one
of the deficiencies in Iranian universities is the lack of faculty members
from other countries. Yet, a significant number of graduates come back to
Iran and participate in the Iranian universities.
Financial resources (IF2)

Entrepreneurial universities are characterized by diverse sources of funding
(e.g., government, research contracts, campus services, student fees and
others) (Clark, 1998). Traditionally, both Iranian universities in this study
have been financed mainly by governmental funds and budgets. In the
past decade, however, a significant number of other financial sources have
become available to them. According to the Ministry of Science, Research
and Technology in 2011, UT is the first university allocated in the govern-
ment budget, with approximately €134 442 169,7 while SUT is the fourth
university allocated in the budget, with €46 909 215. In addition, SUT has
other sources of funding, such as the turnover of the 40 top firms in Iran
(€293 010 053) and contracts with private sectors (€49 631 175), among
others.
Physical resources (IF2)

In the entrepreneurial transformation process, UT has invested in several
physical resources to build a variety of entities such as the Faculty of

Entrepreneurship, Entrepreneurship Center, Incubator of Technology

Unit, Science and Technology Park, Small Business Development Center,
and UNESCO Chair in Entrepreneurship. At the same time, SUT has
also made valuable investments in infrastructures supporting entrepre-
neurial activities. Technological innovations and techno-entrepreneurship
take place in such SUT centres as the Industry Linkage Office,
Entrepreneurship Center, Pardis Technology Park, Sharif Advanced
Technologies Incubator, Technological Affairs Office, and Sharif Fund
for Research and Technology Export. SUT research centres play a signifi-
cant role in the technological affairs of the university. In summary, all this
evidence reveals the commitment for an expansion in physical resources
(Clark, 1998).
Networks and alliances (IF3)

UT has a wide range of networks and alliances with: (1) more than 200
universities worldwide, such as Germany, Sweden, Malaysia, France,
Afghanistan and India, among others; (2) Iranian ministries such as the
Ministry of Science, Research and Technology and the Ministry of Health
and Medical Education; and (3) international organizations and associa-
tions (see Table 7.1). Similarly, SUT has a wide range of networks and
alliances with: (1) universities from Iran, Malaysia, Japan, Indonesia,
Italy, Spain, France, UK and Canada; (2) Iranian ministries such as the
Ministry of Science, Research and Technology and the Ministry of Health
and Medical Education; (3) national institutions and bodies such as the
Energy Productivity Organization of Iran, National Iranian Drilling
Company, and so on; (4) international associations; and (5) affiliate com-
panies such as Samsung, LG, Sony, System Group, Iran Khodro, among
others.
Status and prestige (IF4)

It is crystal clear that UT (also known as ‘the mother University of Iran’ or
the ‘symbol of Iran’s Higher Education’) is the most well known and the
oldest university in Iran, both traditionally and academically. Although
SUT, as a technical university, still strives to compete with UT, no other
university in the country has the ability to compete with UT in other
fields. Also, based on QS ranking data, it is evident that SUT and UT
are respectively ranked as 264th and 235th in Engineering and IT. In UT,
less than the top 1 per cent of students who pass the National Exam will
be admitted to the Faculty of Engineering. During the last few years, UT
has ranked as the first university in the country. Similarly, SUT is a high-
status university in Iran. According to ISC ranking (2010), it stands as the
first technical university in Iran.

Table 7.4 Iranian universities’ outcomes (2010)
UT SUT
Teaching activities
Graduate students 4248 1800
Research activities
Papers indexed in ISI 11 732 6589
Web of science
Average citations 445 n.a.
Patents and licences n.a. More than 25 patents
recorded by the SATI
Research contracts With the industry through With the industry, more
STP, more than than €49 631 175
€71 344 815 With government
With only the industry, bodies, around
around €49 631 175 €1 861 169 088
With government bodies,
around €37 223 381
Entrepreneurial activities
Spin-offs On average, 16 More than 100
New enterprises 70 knowledge-based More than 85 companies
companies
Source: Both universities’ official sources.
Socioeconomic Impacts of Iranian Entrepreneurial Universities
Table 7.4 summarizes the main outcomes obtained by each university’s

teaching, research and entrepreneurial activities. In general terms, this
table shows that UT has better results associated with teaching and basic
research, while SUT has better results associated with applied research
(e.g., patents, research contracts) and entrepreneurial activities. These
results are not surprising because they are linked to the nature of each
university, but they will be critical if we analyse in-depth the relationship
between the cost and the benefit related to R&D investment and entrepre-
neurship. Based on that, it is possible to associate these results with the
socioeconomic impacts of these universities in the region.
The first impact is attracting foreign investment and entrepreneurship
capital. In this context, UT attracts a variety of investments from gov-
ernmental firms and international bodies as well as innovative ideas and
plans to be made collaboratively through its infrastructures. Similarly,
based on its nature, SUT has signed several contracts of around €1 240 779
with China in 2010. In addition, an increase of enterprises located around

SUT, with €8 065 066 sales on average, has been observed in 2010.

Fifty-two firms are now working under SUT’s support and supervision.
The second impact is associated with human capital. To some degree,
barriers such as language and financial restrictions limit UT’s ability to
attract international human resources. However, at the same time, UT
welcomes international faces to attend different events, and some faculties
employ foreign human resources (according to interviews, less than 5 per
cent of human resources are foreign in origin). Similarly, SUT annually
invites international faces of technology from different countries. But,
unfortunately, because of limitations, the obvious presence of interna-
tional human resources, especially as faculty members, is not significant.
Finally, UT plays a significant role in the region and the country. This
fact is evident in statistics and the news. Everyday, UT officials appear in
the national news. Contracts with industrial sectors, governmental bodies
and international companies are other issues to consolidate this reason-
ing. Also, according to its entrepreneurial directions, UT strives to be the
first academic entity in the country to direct entrepreneurship. In order
to do so, the Faculty of Entrepreneurship was established to play its role
as a link between governmental and regulatory bodies and private sector
firms. Similarly, SUT, as a leading technical university in Iran, plays a
paramount role in the economic growth of the whole country. SUT and
UT are the country’s main sources for companies looking for excellent
human resources. SUT graduates are preferred in employment tests and
are privileged. At the national level, SUT renders a variety of services to
governmental bodies and large industries, ranking first in providing scien-
tific and industrial services to businesses.
CONCLUSIONS
Although the analysis of entrepreneurial universities in developing coun-

tries is different from what one might find in the existing literature,
there are some good examples of universities in these countries that are
moving toward this generation of universities. Iran, as a developing
country, experiences the entrepreneurial transformation process in its
Higher Education organizations. In this study, we concentrated on two
of the top, most well-known and well-respected universities of Iran. As
we mentioned earlier, UT is a broad-based university while SUT is a
technical one. According to its nature, SUT exhibits more visible entre-
preneurial movements and activities. While it could be noted that UT’s
technical faculty also acts more entrepreneurially based on the nature
of its studies, there are other similarities between the technical faculty

of UT and that of SUT. Regarding environmental factors of entrepre-

neurial universities in Iran, we found several similarities associated with
the governance structure and support measures for entrepreneurship. For
example, broad-based universities follow a collegium pattern and have a
strong link to the government while technological universities overlook
their future educational expansion, financial projections, and other major
plans like an enterprise with a managerial governance structure used to
embrace internal structures, decision-making and leadership roles. Also,
Iranian universities present similar strategies about support measures
for entrepreneurship and entrepreneurial education programmes. The
main difference is related to the existence of favourable attitudes toward
entrepreneurship. Iranian universities try their best to make a substan-
tial impact on the formation of attitudes toward entrepreneurship at the
regional and national levels.
Proposition 1: In developing countries with comparable social, economic

and political situations, entrepreneurial universities could present similari-
ties in environmental conditioning factors related to governance structures,
support measures and entrepreneurial education programmes as well as
present differences related to attitudes toward entrepreneurship.
With regard to internal factors of entrepreneurial universities, human

resources are the most critical element in the entrepreneurial transforma-
tion process because one of the deficiencies in Iranian universities is the
lack of talent and well-trained faculty members. On the other hand, the
main similarity is in financial terms because, traditionally, the Iranian
universities have been financed mainly by government funds and budgets.
In particular, technological universities have been the first allocated in the
government budgets.

and political situations, entrepreneurial universities could present similari-
ties in internal conditioning factors related to financial resources as well as
present differences related to human capital.
Concerning the socioeconomic impacts of entrepreneurial universities,

not surprisingly Iranian technological universities have better results
associated with entrepreneurial activities while broad-based organi-
zations have better results associated with teaching and research. In
this sense, the main socioeconomic impact is associated with foreign
investment and entrepreneurship capital because technological uni-
versities attract a variety of investments from governmental firms and

international bodies. But, unfortunately, this is conditioned by the lack

of human resources.

and political situations, the differences in environmental factors (governance
structures, attitudes toward entrepreneurship and rewards systems) and
internal factors (human capital) directly conditioned the outcomes/outputs
related to entrepreneurial activities.
In summary, in Iran, as in the majority of developing countries, there is a

lower demand from industry because 70 per cent of industry is state run
and the 30 per cent of industry that is privately run shows weak efforts to
invest in research. Because this region has a strong economic dependence
on oil profits, there is no need for R&D, as all needs can be met from
outside sources. Still, there are so many fast-growing companies in the
country that are trying to meet the market needs and companies that are
exporting their competitive goods and services to other countries. Thus,
the Iranian culture advocates individual work or family aggregations.
Under this scenario, the main challenges and implications for univer-
sities interested in becoming more entrepreneurial are: (1) to promote
the entrepreneurial culture in society, (2) to reinforce entrepreneurial
attitudes, (3) to build a stronger relationship with national or interna-
tional industry; and (4) to pave the way for universities to become more
entrepreneurial through reinforcing the required rules and regulations
and improving the business environment of the country. Last but not
least, a lack of sufficient databases and a lack of integrity among the
available reports are considered the most paramount limitations of the
present study. Therefore, we believe that further empirical research could
be undertaken, first to analyse individually the leadership that has signifi-
cant relevance in different regions (Young et al., 2008). Second, a focus
on outreach activities (e.g., aimed at industry and primary and second-
ary school pupils) is critically important for universities to sustain their
competitive positions with respect to core missions. Our study found a
variety of activities that regional universities have adopted and in doing
so contributed to entrepreneurial societies and regions (Audretsch, 2007).
Third, insights about the socioeconomic output of entrepreneurial uni-
versities are necessary to evaluate the real-world effect in the long term
of adopting ideas from endogenous growth theory, such as those ‘related
to productive factors’ (Salter and Martin, 2001) as well as analysing the
cost–benefit ratio of government investment (e.g., in all restructuring
and entrepreneurship programmes) with the socioeconomic impacts of
universities.

NOTES
* The authors wholeheartedly appreciate the brilliant comments and ideas of the col-
laborators in this research, including all the interviewees. Maribel Guerrero recognizes
the support of Mexico’s National Council of Science and Technology (CONACYT).
David Urbano acknowledges financial support from Projects ECO2010–16760 (Spanish
Ministry of Science and Innovation) and 2005SGR00858 (Catalan Government
Department for Universities, Research and Information Society).
1. The capital of Iran has a population of approximately 12 000 000 (2011). According to
the National Bureau of Statistics, in 2006, 28.3 per cent was active population, 6.1 per
cent was the unemployment rate (out of the active population), 54 per cent of the popula-
tion had social security, 25 per cent share in the gross domestic product (GDP), and the
main share of sectors in GDP were Services (78 per cent), Industries (14 per cent) and
Agriculture (8 per cent).
2. The University of Tehran – the country’s oldest university – is called ‘the mother univer-
sity of Iran’. It enjoys an old tradition of education dating back to the Jondishapour in
the Sassanid period (224–651 AD) and in seminaries 700 hundred years ago.
3. Established in 1966 as the Aryarmehr University of Technology – which included 54
faculty members and 412 students, who were selected by national examination – it was
renamed the Sharif University of Technology in 1980.
4. Because of lack of consent and other limitations, some of the interviews were not recorded.
5. With a population of 70 million, Iran is the most populous country in the region and one
of the most densely populated countries in the world. According to OPEC, Iran is the
second largest oil producer and the second largest server of gas.
6. Perceived opportunity: 32.0; perceived capabilities: 46.4; fear of failure: 32.7; entrepre-
neurial intentions: 29.9; entrepreneurship as a good career choice: 61.1; high status to
successful entrepreneurs: 72.7; and media attention for entrepreneurship: 58.4.
7. 1 Euro = 16 115 Rials (as of 2011).
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8. A regional perspective on the
entrepreneurial university: practices and
policies
Niall G. MacKenzie and Qiantao Zhang
INTRODUCTION
The role of universities has evolved dramatically in recent years in both

advanced economies and developing nations. Once largely focused on
teaching and research within ‘ivory tower’ settings, universities now under-
take a variety of additional knowledge transfer activities with commercial
benefit to them and have consequently become more entrepreneurial
(Etzkowitz and Leydesdorff, 1997, 2000; Etzkowitz, 1998; Gibb et al.,
2009). This change reflects a major shift in expectations to their role as eco-
nomic drivers that should make an active contribution to regional devel-
opment and engage with the wider society on various scales (Chatterton
and Goddard, 2000; Goddard, 2009). Entrepreneurship is becoming more
integrated into the general education agenda of universities in order to
build an entrepreneurship-friendly culture, which could improve the
entrepreneurial performance of institutions, and in consequence serve
the wider economy. In the aftermath of the world financial and economic
crisis, an increasingly important role ascribed to universities is converting
knowledge and scientific breakthroughs into economic success, in order to
promote recovery from recession (Kitson et al., 2009). This is by no means
a straightforward task and much of the extant discourse tends to focus
on the examples of best practices, that is, extraordinary universities in
competitive regions, while other analyses have examined the development
of entrepreneurial universities in a specific region (Jauhiainen and Suorsa,
2008; Saad and Zawdie, 2011). There is, however, a lack of recognition
of the difficulty of transplanting the models of engagement with business
in successful regions to weaker regions and from stronger universities to
weaker universities. To this end, this chapter focuses on the questions of
whether or not the regional profile has a direct bearing on the potential for
success or failure in developing entrepreneurial universities and if it should
be a consideration when seeking to design policies to encourage changes in
Higher Education institutions. Our intention in doing so is to shed further
light on the development of entrepreneurial universities through the prism
188
Niall G. MacKenzie and Qiantao Zhang - 9781781007013

A regional perspective on the entrepreneurial university 189
of competitive and uncompetitive (or weaker) regions using the case of the
UK, focusing on regional divergence, institutional difference and govern-
ment policies.
In the UK context, the ineffectiveness of the translation of scientific
work into business innovation was famously espoused by Marshall in the
early twentieth century, stating ‘the small band of British scientific men
have made revolutionary discoveries in science; but yet the chief fruits
of their work have been reaped by businesses’ (Marshall, 1919, p. 102).
Towards the last decade of the twentieth century, UK government policy
began emphasising the inter-relatedness of research and economic benefit
(Hewitt-Dundas, 2012). With the introduction of the 1993 Realising Our
Potential Awards, the UK government showed an increased focus on the
impact of university–business interactions (Abreu et al., 2008). The 1998
Government White Paper – Our Competitive Future – argued that the
crucial factor in building the knowledge-driven economy is about ‘the
more effective use and exploitation of all types of knowledge’ (DTI, 1998),
of which knowledge created by the university sector accounts for an impor-
tant share. In a 2000 White Paper titled Excellence and Opportunity, the
government proposed a number of initiatives and programmes to create
clusters of innovation that draw universities and businesses together, and
to ensure that excellence in science was turned into products and services
(DTI, 2000). The UK Science and Innovation Investment Framework for
the period 2004–14 further embedded the notion of translating the knowl-
edge base more effectively into business and public service innovation
(HM Treasury, 2004).
While the significance of converting scientific progress into economic
success was being highlighted by national policies, the UK govern-
ment also launched a series of funding schemes to boost knowledge
transfer activities in the university marketplace. In 1999 the Higher
Education Funding Council for England (HEFCE) established the
Higher Education Reach-out to Business and the Community Fund
(HEROBC) for the purpose of enhancing the contribution that univer-
sities make to the economy and society (HEFCE, 2000). The Higher
Education Innovation Fund (HEIF) succeeded this in 2001, and the
current incarnation of the fund runs from 2011 to 2015 (HEFCE, 2011;
PACEC, 2012). In 2004, the Higher Education Funding Council for
Wales (HEFCW) founded its Third Mission (3M) Fund and has recently
renamed it the Innovation and Engagement (I&E) Fund (HEFCW,
2009, 2011). Northern Ireland runs an adaptation of HEIF in England,
while Scotland offers its own Knowledge Transfer Grant (KTG) (SQW,
2009; DELNI, 2010).
Published by the HEFCE on behalf of all UK Higher Education

Institutions (HEIs) and the national funding bodies, the Higher Education–
Business and Community Interaction Survey (HE-BCI) has been collect-
ing data related to knowledge transfer activities in UK universities since
the academic year 1999–2000. Analysis in this chapter draws on the 2009
HE-BCI survey, referring to the academic year 2007–08, which reports
data for 160 universities across the UK (out of 165 HEIs). First, it evalu-
ates the divergence of university entrepreneurial performance between
competitive and uncompetitive regions. Second, it examines how research
intensity of universities is reflected in the scale of entrepreneurial activity
they undertake. Third, it considers the differences between institutions in
terms of age and the effect the regional economic context in which they
operate has on them.
The following section considers some missing elements in the conven-
tional wisdom of the entrepreneurial university. Section 3 outlines the data
and methods used in the analysis, followed by section 4, which reports
the main findings. The section that follows states some future work to be
completed, while the last section concludes with implications for policy
for entrepreneurial universities, which argue for a more tailored approach
regarding regional divergence and institutional difference.
THE ENTREPRENEURIAL UNIVERSITY: MISSING

ELEMENTS IN THE LITERATURE
Institutional Difference
When evaluating the technology transfer process of universities, the lit-

erature has tended to do so by examining the aspects of academic spin-off
activities (Di Gregorio and Shane, 2003; Pirnay et al., 2003; Clarysse et
al., 2005); patenting and licensing (Mowery and Shane, 2002; Mowery
and Ziedonis, 2002; Thursby and Thursby, 2003; Geuna and Nesta, 2006);
science parks (Cabral and Dahab, 1998; Kihlgren, 2003; Phan et al., 2005;
Vaidyanathan, 2008); and the effects universities have on companies
(Audretsch et al., 2005, 2011). Little attention has been paid to institutional
differences between universities and how entrepreneurial performance of
an institution may be related to its own features such as research intensity
and mission statements as well as the regional characteristics of its locale.
Some nationwide surveys within this realm, including the AUTM survey
in the USA and the HE-BCI survey in the UK, mainly show the progress
of ‘Third Mission’ activities in the university sector compared to their
performance in the previous investigation period and draw conclusions on
an aggregated basis. That is to say, although the survey results reveal how

entrepreneurial activities have improved in the country, it remains unclear

how the individual universities have contributed to that improvement.
The desire for transferring ‘best practice’ has resulted in myriad analyses
of the successful stories of a number of universities, many of whom rep-
resent the ‘gold standard’ in the field, such as MIT, Columbia, Stanford
and the University of Wisconsin (Page, 2007). While we acknowledge the
impressive performance of these institutions, and agree with their sig-
nificant role in developing the academic field in technology transfer, it is
necessary to bear in mind that the stories of these universities are not the
norm – they are recognized globally as being exceptional; implicit in this
then should be the recognition that their success is not easily transferable
to other institutions. For example, Thursby and Thursby (2003) investi-
gated the case of licensing in their study and found that about one-third
of respondents (university central administrations) received no royalty
income at all. Licensing is not the only area where universities are found
to differ in their performance, however. The study by Di Gregorio and
Shane (2003) shows that spin-off activity is increasing worldwide, but with
considerable variations at the individual institutional level. In particular,
spin-offs tend to be created by the more research-intensive universities,
suggesting that institutional difference can be helpful in explaining the fact
that not all universities could harvest the fruits of entrepreneurial activi-
ties, at least not on the same level.
The differentiation in the university sector and knowledge transfer
activity was recently acknowledged by, among others, a 2007 review of
UK government’s science and innovation policy (HM Treasury, 2007). It
highlighted the necessity of a diversity of excellence, ‘with research uni-
versities focusing on curiosity-driven research, teaching and knowledge
transfer, and business-facing universities focusing on the equally impor-
tant economic mission of professional teaching, user-driven research and
problem-solving with local and regional companies’ (HM Treasury, 2007).
This recognition of the varieties of knowledge transfer and exchange is
an important distinction. Equally, recognizing the differing intensities
amongst universities in Third Mission activities and designing policy
accordingly is important.
Within a regional innovation system, the interactions between institu-
tions innovating through creation, storage and transfer of knowledge
will largely decide the competitiveness of that region (Cooke et al., 1998;
Cooke, 1998, 2004; Charles, 2003). Universities, as well as other innova-
tion actors such as government laboratories, public research organizations
and industrial research centres, are generally regarded as principal com-
ponents of those institutions. Whilst linkages among these components
would always co-exist at multiple levels (such as international, national

and regional), it has been suggested that a regional perspective seems more
appropriate to examine the roles of universities, since they are more able
to shape regional network typologies, compared to their role as pathways
linking other actors and recipients of systems at national level (Arbo and
Benneworth, 2004), and by virtue of the fact that they are often semi-
permanent physical fixtures in their respective locales.
Regional Divergence
It is often competitive regions, accompanied with the presence of world-

leading Higher Education Institutions, that have attracted the attention
of academic researchers and policy-makers. The stories of Silicon Valley
in California (Saxenian, 1994; Kenney, 2000; Lee et al., 2000), Route 128
in Massachusetts (Saxenian, 1994), and the Research Park Triangle in
North Carolina (Link and Scott, 2003) have been repeatedly told and in
substantial detail. In Europe, the case of Cambridge in the UK has been
identified as particularly influential in its success in transforming the
economy of the surrounding region (SQW, 1985). Being ‘a geographic
area of intense high-technology innovation activity encompassing the City
of Cambridge as its heart and sub-regional Greater Cambridge hinter-
land of approximately 25 miles radius’, Cambridge Technopole is said to
have significantly benefited from the presence, and more importantly, the
embeddedness of the three main universities within the area: University of
Cambridge, Anglia Ruskin University and the Open University (Herriot
and Minshall, 2008, p. 1).
The studies on these successful areas emphasize the crucial role of
risk-taking cultures, highly educated workforces, leading universities
and strong local and regional innovation networks in building an entre-
preneurial region. In each case, universities became actively engaged in
regional (as well as international) innovation networks as ways of seeking
technological potential for research findings, translating them into use,
and deploying the consequent commercial value. These regions represent
the ‘totemic sites’ of the knowledge-based economy however, where an
abundant supply of academics meet vast demands from industry, and
equally, if not more, importantly, high absorptive capacity of firms in the
region (Cohen and Levinthal, 1990). Compared to these symbolic regions,
there are more numerous less successful regions or less favoured regions
(LFRs), as defined by Benneworth (2006). These regions contain ‘few
favourable background conditions such as cultures, economic structures
and institutional arrangements’, which might provide explanations for the
decline of old industrial regions (Benneworth, 2006, p. 2). Indeed, when
comparing the economic and innovation contribution of universities in

the context of UK regions, Huggins and Johnston (2009, p. 14) found that
Wales was the least competitive region in the UK, which could partly be
explained by ‘a lack of demand from firms within the region for the type of
knowledge that Welsh universities are capable of supplying’. A later study
by Huggins et al. found evidence that for those uncompetitive regions, an
urgent task ‘would be to focus on alleviating demand-side weakness by
educating and facilitating firms in how to effectively engage with universi-
ties’ (Huggins et al., 2012, p. 495), suggesting that the problem may not lie
so much with universities in uncompetitive regions, but instead with the
demand for their products and services. In a report prepared for NESTA,
Benneworth (2007) termed regions without the extraordinary assets of
Silicon Valley as ‘ordinary’ regions and implied that it might be impossible
for those areas to make the leap from an old-economy paradigm to one
based on innovation in services and high-technology industries, suggesting
that regional divergence is a factor that should be considered when dis-
cussing the entrepreneurial performance of any region, and by extension,
any university.
A further question to consider then is whether universities, in com-
petitive and weaker regions, may follow distinctive pathways when they
advance their entrepreneurial activities and engage with regional eco-
nomic development. The work by Boucher et al. (2003) argued that struc-
tural, institutional and social factors interact to shape the participation of
most European universities in regional development. Whilst more careful
empirical analyses are required for a better understanding of specific roles
of universities in their region, it is apparent that policies aimed at boost-
ing the entrepreneurial performance of universities should be cognisant
of the particular conditions present in each region within both the Higher
Education sector as the supplier of goods and services, and the business
sector as the demand side. Furthermore, it is also apparent that an under-
standing of the capabilities of the universities themselves should also be
recognized for their distinctiveness, both positive and negative, in the
formulation and implementation of such policies.
DATA AND METHODOLOGY
This chapter draws on the 2009 HE-BCI survey results, which show
entrepreneurial performance in terms of engagement with the community
and business and commercial revenues raised by 159 UK universities and
HEIs. From the academic year 2002–03 onward, the data were collected
through two pathways: one for strategic and infrastructure data and the
other one for financial, numeric (time-bound) data. The HE-BCI survey

considers that universities interact with business and the community in a

wide range of activities, including intellectual property (IP) channels such
as patenting, licensing and spin-offs, as well as collaborative research,
contract research, consultancy, facilities- and equipment-related services,
and so on. This is in line with the approach of other studies, which have
argued that the importance of IP activities has been overestimated (Abreu
et al., 2008), and that focusing narrowly on the IP activities underesti-
mates the comprehensive role of universities (Abreu, et al., 2009). The
entrepreneurial activities of universities are defined by the category of
knowledge transfer activities set out by the HE-BCI survey that assess
the performance of universities in measures of collaborative income,
contract research income, consultancy income, facilities- and equipment-
related services income as well as income from professional courses and
IP activities.
Two typologies are employed with the purpose of capturing institu-
tional difference and regional divergence within the UK context, respec-
tively. First, we use the classification of regions defined by Huggins’s
UK Competitiveness Index 2010, which comprehensively assesses the
relative economic competitiveness of the 12 UK regions. The South East,
London and East of England were categorized by the report as competi-
tive regions, while the remaining nine regions were categorized as being
uncompetitive (Huggins and Thompson, 2010). It is on this basis that this
study moves on to examine whether universities in the two types of regions
perform differently in building entrepreneurial engagements, that is, how
the regional context impacts on the scale and scope of knowledge transfer
between universities and their stakeholders.
Second, in terms of the categorization of UK universities, prior studies
have usually grouped them according to factors such as research inten-
sity and mission statements (Abreu et al., 2009; Hewitt-Dundas, 2012;
Huggins et al., 2012). Abreu et al. (2009) compared the entrepreneurial
performance of the Russell Group (research-intensive UK group of uni-
versities akin to the US Ivy League), other established universities (formed
before 1992 but not Russell Group), post-1992 universities (mainly ex-
polytechnics), and others (mainly art schools and agricultural colleges).
The Further and Higher Education Act 1992 ended the ‘binary divide’
in the UK by granting university status to Higher Education Institutions
that had previously been known as polytechnics, which are usually called
post-1992 universities or New Universities. Huggins et al. (2012, p. 481)
acknowledged the diversity of UK HEIs, and in particular found that
‘more established universities tend to be more research focused and may
have a greater attraction for external organisations’. With this in mind,
we follow Huggins et al.’s classification of UK HEIs and compare the

entrepreneurial performance of established (pre-1992) and new (post-

1992) universities. In order to control for the difference of size of UK
universities, we used the number of academic full-time equivalents (FTEs)
in 2007–08 drawn from the Higher Education Statistics Agency (HESA).
Consequently our findings are based on the analysis of activities of the two
different types of university – new and established – within the two differ-
ent types of region – competitive and uncompetitive.
FINDINGS
Entrepreneurial activity income of UK universities by type of university, per

academic FTE, 2007–08
Our findings showed that established universities tend to generate much
higher income from knowledge transfer activities than their new counter-
parts do per full-time employee, suggesting that established universities
are more capable of turning their research into tangible economic out-
comes (Table 8.1). Given that established universities are more research
intensive and carry out more research as well as committing more funds
to it, their stronger performance in knowledge exchange is perhaps unsur-
prising. Our results also showed that the two groups of universities are
significantly different (at the p , 0.01 level) in generating income from
collaborative research, contract research and IP activities. We found that
in all measures the established HEIs outperform their new counterparts.
Being more research focused, again it is unsurprising to find that estab-
lished universities are more actively engaged in collaborative research and
contract research projects with both firms and public sector organizations.
Furthermore, the European Union (EU) funding secured by established
universities is four times more than that which flows to new universities,
indicating a substantial difference between them. Relatively less signifi-
cant difference was found between the two groups in income generated
from business courses and facilities- and equipment-related services.
Consultancy is the only sort of activity where new universities were seen
to perform at a similar level to established institutions suggesting that
although each group possesses different levels of research intensity, they
may provide comparable quantity of consultancy services.
UK government departments were found to be the most important
collaborative income source for new universities, while OST (Office of
Science and Technology) research councils are the most important source
for established ones. Non-SME commercial companies, compared with
SMEs and non-commercial companies, appear to be major partners of
established universities, whilst new universities secure most income from

Table 8.1 Entrepreneurial activity income of UK universities by university

group, per academic FTE, 2007–08
University Group
Established universities New universities
N 5 78 N 5 81
Mean Median Mean Median
Collaborative research income (£000s)
OST research councils 2.6 1.1 0.6 0.1 **
Other UK government departments 1.8 1.0 1.3 0.4 **
EU government 1.6 1.1 0.4 0.0 **
Other 0.6 0.1 0.3 0.0 *
Total collaborative income 6.6 4.7 2.7 1.3 **
Contract research income (£000s)
SMEs 0.4 0.2 0.1 0.0 **
Non-SME commercial 2.5 2.0 0.6 0.1 **
Non-commercial 4.0 2.7 1.2 0.8 **
Total contract income 6.9 6.1 2.0 1.2 **
Consultancy income (£000s)
SMEs 0.4 0.2 0.5 0.1
Non-SME commercial 0.9 0.3 0.8 0.2
Non-commercial 1.4 0.6 1.5 1.0
Total consultancy income 2.7 1.3 2.8 1.7
Facilities-and equipment-related services income (£000s)
SMEs 0.4 0.1 0.3 0.0 *
Total F&E income 1.0 0.5 0.8 0.2 †
Income from courses for business and community (£000s)
SMEs 0.4 0.1 0.4 0.1
Non-commercial 1.7 0.8 2.6 1.2 †
Individuals 1.4 0.6 2.2 0.6
Total income from courses 8.3 2.6 6.1 4.6 *
IP income (£000s)
SMEs 0.1 0.0 0.1 0.0 **
Non-commercial 0.0 0.0 0.2 0.0 **
Sales of share in spin-offs 0.1 0.0 0.0 0.0 **
Total IP income 0.5 0.2 0.3 0.0 **
Total knowledge exchange activity income (£000s)
Total income 26.0 21.6 14.7 11.9 **
Note: Mann-Whitney test was used to test whether the two samples were independent for
each variable. † p , 0.10, * p , 0.05, ** p , 0.01.
Source: Author’s calculation from HEFCE (2009).

non-commercial partners indicating that there may be an attraction for

larger companies to partner with more established seats of learning.
Entrepreneurial activity income of all UK universities by type of region, per

A further question we sought to answer was how the competitiveness of
a region in which a university is located impacts on its entrepreneurial
activity income. To determine this we compared the entrepreneurial per-
formance of 66 universities in competitive locations with 93 universities
in less competitive regions (Table 8.2). We found no significant differ-
ence between the two groups in total entrepreneurial activity income,
suggesting that, on average, academics in each type of region generate
similar income from engaging in entrepreneurial activities. When break-
ing down the income into the six sub-groups of collaborative research,
contract research, consultancy, facilities- and equipment-related services,
courses and IP, we found no significant difference in all but one type of
activities: facilities- and equipment-related services (F&E). Universities
in competitive regions reported higher income from F&E-related services
than those in less competitive areas (statistically significant at the p , 0.05
level). Nevertheless, income from F&E-related services accounts for only
a modest share of total income for universities in both types of regions,
meaning it is a relatively minor factor that does not determine the overall
pattern. For universities in competitive regions, most income is generated
from courses for business and the community, which account for 44 per
cent of the total income. Collaborative research contributes 27 per cent
of the total income for universities in uncompetitive regions. These two
figures should be treated with caution, however, as there is suggestion that
the results might be biased towards a few outperformers as the median
value is much lower than the mean value.
Universities in competitive regions secure more income from OST
research councils than their counterparts in uncompetitive areas (though
not statistically significant at the p , 0.10 level). Non-commercial organi-
zations emerge as the major partners of universities in both competitive
and uncompetitive regions. For those universities located in competitive
areas, non-commercial organizations account for the main income source
of contract research and consultancy, while they are the main contribu-
tors in contract research, consultancy, facilities- and equipment-related
services and business courses for universities in less competitive regions.
Having found that the competitiveness of the region had no significant
impact on the entrepreneurial activities of universities as a whole, we then
sought to determine if there was any impact of regional competitiveness on
the types of university we identified, starting with established universities.

Table 8.2 Entrepreneurial activity income of all UK universities by region

Region Group
Universities in Universities in
competitive regions uncompetitive regions
N 5 66 N 5 93
OST research councils 1.7 0.1 1.5 0.5
Other UK government departments 1.6 0.4 1.5 0.8 *
EU government 1.0 0.0 1.0 0.4
Other 0.6 0.0 0.3 0.1
Total collaborative income 5.0 2.1 4.3 2.3
SMEs 0.2 0.0 0.3 0.1
Total contract income 5.0 2.3 3.9 2.4
SMEs 0.4 0.1 0.5 0.2 †
SMEs 0.5 0.1 0.2 0.0 **
Non-commercial 0.3 0.1 0.3 0.0 *
Total F&E income 1.1 0.4 0.8 0.2 *
SMEs 0.6 0.0 0.2 0.1
Total income from courses 11.6 3.2 4.1 3.1
IP income (£000s)
SMEs 0.1 0.0 0.1 0.0
Sales of share in spin-offs 0.1 0.0 0.0 0.0
Total IP income 0.5 0.1 0.3 0.0
Total income 26.5 15.9 15.9 15.2

Entrepreneurial activity income of established universities by type of region,

per academic FTE, 2007–08
Analysing the entrepreneurial performance of established universities
per different region type yielded a set of results that suggest that regional
competitiveness does not significantly impact on established universities’
entrepreneurial performance (Table 8.3). Again, this is perhaps unsurpris-
ing as established universities have, by their nature and by virtue of their
age and longevity, a developed (and probably mature) set of business
and community networks and relationships both within and outside their
respective regional locales, including worldwide partnerships, to facilitate
knowledge exchange. Consequently, these types of relationships probably
inure them against the negative impacts their regional situations could
otherwise have. Significant differences were, however, found in a few
indicators, including collaborative research income from other UK gov-
ernment departments, consultancy income from SMEs and facilities-and
equipment-related services income from non-SME commercial.
Having ascertained that established universities were not affected by the
regional competitiveness of their locales, we then analysed the impact of
the regional dimension on the entrepreneurial activities of new universities.
Entrepreneurial activity income of new universities by type of region, per

In this analysis we found that new universities are affected by regional
competitiveness (at p , 0.10 level). Most significant differences between
the two samples were found in the level of facilities- and equipment-
related services income (Table 8.4). More specifically, we found that new
universities in competitive regions perform better than their counterparts
in uncompetitive regions. Given that we asserted earlier that established
universities often have connections that go beyond their regional locales,
this finding could imply that the regional profile has a stronger influence
on new universities that, in the absence of an established reputation and
mature relationships, may be more dependent on regional collaborations.
Certainly, in terms of where the priorities lie for new universities, as the
HE-BCI survey also reveals, a higher percentage of them (46.91 per cent)
identify meeting regional skills needs as a priority than their more estab-
lished counterparts (22.78 per cent), a figure likely influenced by the strong
vocational origins of many new universities in the UK.
For established universities, major industrial and business partners are
often large companies. Compared with SMEs, large companies, especially
multinational enterprises, are less sensitive to proximity and generally
search worldwide for the best academics and knowledge (Huggins et al.,
2010b). Earlier empirical studies have confirmed the positive relationship

Table 8.3 Entrepreneurial activity income of established universities by

region group, per academic FTE, 2007–08
Region Group
Established Established
universities in universities in
N 5 34 N 5 44
Other UK government departments 1.1 0.5 2.1 1.5 *
EU government 1.5 1.0 1.6 1.2
Other 0.8 0.1 0.5 0.1
SMEs 0.3 0.1 0.4 0.2
SMEs 0.2 0.1 0.5 0.2 **
Total consultancy income 2.8 1.0 2.6 1.8 †
SMEs 0.6 0.1 0.2 0.0
Non-SME commercial 0.3 0.0 0.3 0.1 †
Total F&E income 1.2 0.4 0.9 0.5
SMEs 0.5 0.0 0.2 0.1
IP income (£000s)
SMEs 0.1 0.0 0.1 0.0
Total income 32.6 20.2 20.9 21.9

Table 8.4 Entrepreneurial activity income of new universities by region

Region Group
New universities in New universities in
N 5 32 N 5 49
Other UK government departments 1.9 0.3 1.0 0.5
EU government 0.4 0.0 0.4 0.1 †
Other 0.4 0.0 0.2 0.0
SMEs 0.2 0.0 0.1 0.0
SMEs 0.5 0.1 0.6 0.1
SMEs 0.4 0.1 0.3 0.0 **
Non-commercial 0.4 0.2 0.3 0.0 †
Total F&E income 1.1 0.4 0.6 0.0 **
SMEs 0.7 0.1 0.2 0.1
IP income (£000s)
SMEs 0.0 0.0 0.1 0.0
Total income 20.1 14.0 11.3 11.0 †

between the number of links to large R&D-intensive firms and the levels
of research income of UK universities (Huggins et al., 2010a). In contrast,
new universities generate most knowledge transfer activity income from
non-commercial organizations, mainly government departments.
LIMITATIONS OF THE STUDY AND FUTURE WORK
This study found that new universities seeking to develop their entre-
preneurial activities are at a disadvantage compared with established
universities when they find themselves located in uncompetitive regions
based on analysis of the 2009 HE-BCI survey data. By virtue of the fact
that the analysis is cross-sectional, that is, represents only a snapshot in
time, it should not be considered a comprehensive analysis, but instead
a first attempt at marrying the established measures of regional com-
petitiveness with survey data on university entrepreneurial activities. The
UK Competitiveness Index dates back to 2002 and the HE-BCI survey to
2001, allowing for future work on longitudinal analysis of any changes in
the relationship between university entrepreneurial activities and regional
competitiveness and a greater understanding of the development of the
two and any changes over the period. Other data could also be considered,
such as the HE-BCI survey data on the universities’ responses to ques-
tions concerning their strategies for knowledge transfer and the amount
of resources in personnel terms they dedicate to realizing these ambitions,
which are only briefly touched upon in this chapter due to constraints of
time and space. Further work needs to be completed in order to more fully
understand the relationship between regional competitiveness and univer-
sities’ entrepreneurial activities, but the initial findings are heartening and
suggest that there may be merit in doing so, not least in terms of informing
policy to that end.
Another direction that future work could follow is the transferability of
this research by comparing the entrepreneurial performance of universities
in, for instance, the European Union countries. Efforts in this way shall
extend the implications this research might have in a broader sense. One of
the main difficulties that currently impede this process is the availability of
comparable data of entrepreneurial activities across nations. Whilst many
surveys have been developed in European countries to collect data on the
commercialization of public science, as shown in a 2009 report published
by the European Commission, metrics used in those surveys differ sig-
nificantly in measured type of activity, targeting sample and response rate
(European Commission, 2009). Should a pan-European survey be carried
out along the lines of the Community Innovation Survey where countries

are comparable due to the consistency of metrics and data used then com-
parability and consistency of data across transnational boundaries will be
required.
CONCLUSION
Whilst acknowledging efforts made by previous studies either to explore
spatial difference in certain types of knowledge transfer activity or to
compare institutional difference across a range of university–business
engagements, there is still a gap in the literature that marries these aspects
together, that is, to examine a full spectrum of knowledge transfer activi-
ties, and in the meantime, to compare performance across regions and
institutions. This chapter has attempted to fill this gap somewhat to better
inform our understanding of the interrelationships between research
intensity, regional profile and entrepreneurial performance of universities
with a view towards establishing a methodology for doing so in order to
open up future research avenues.
Drawing upon the HE-BCI survey data for the academic year 2007–08
and the UK Regional Competitiveness Index 2010, this study examined
the performance of UK universities in Third Mission – entrepreneurial
– activities with a special focus on the impacts of research intensity and
regional competitiveness on the performance of universities. We compared
the performance of two university groups (established and new universi-
ties) and in two region groups (competitive and uncompetitive regions).
Overall, more established universities outperform their younger counter-
parts in generating income from knowledge transfer activities, demon-
strating more active involvement in their entrepreneurial missions. More
relevantly, we also found that new universities were negatively impacted
when located within uncompetitive regions in their entrepreneurial activi-
ties suggesting that a possible policy intervention may be needed in order
to redress this issue.
The complexity of the UK Higher Education sector has been largely
absent in innovation policy agendas until recently. Results from our
analysis show that both established and new universities are of impor-
tance to regional economic development, albeit in different areas and
in different ways. Given that most knowledge transfer policies and
programmes ignore the specific individual characteristics of universi-
ties, it may be hard to expect all of them to make the same progress.
Nonetheless, that does not mean that policy should remain as a broad
brush attempting to catch all. For example, new universities often come
from a vocational/training-focused background and are to an extent

playing catch up with their more established peers in research terms and
the higher value aspects of Third Mission activities. Consequently, recog-
nition of the different roles they play within their regional situation and
the Third Mission activities they are most concentrated in would help
them improve their engagement levels. Specially tailored policies are thus
required to maximize the potential of universities to contribute to eco-
nomic development in their various locations that recognize the differ-
ences within the broad range of institutions that comprise the sector and
thus enable them, irrespective of their age, to contribute more effectively
in Third Mission activities.
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9. ‘The apple doesn’t fall far from the tree’:
the entrepreneurial university as nurturer
of entrepreneurial values
Magdalena Markowska
INTRODUCTION
Entrepreneurship has been in vogue for the past 30 years. During that
time, entrepreneurship education gained a permanent home at many
business schools and universities. Despite a growing understanding that
entrepreneurship is a practice and a mindset, the majority of entrepreneur-
ship curricula still focus on teaching about and not in entrepreneurship.
Educating in entrepreneurship requires a different epistemology and dif-
ferent methodology of transferring entrepreneurial values to individuals
and their organizations. It is much more about instilling entrepreneurial
intentions, competences and capabilities than knowledge in and of itself.
Extant research exploring the triggers of entrepreneurial competence
development and the acquisition of entrepreneurial values stresses four
different mechanisms that facilitate this process (cf. Markowska, 2011).
These triggers – action-control beliefs, development of entrepreneurial
identity, access and interaction with entrepreneurial role models and
ability to set adaptive goals – can be developed and strengthened through
a supportive context. The role of an entrepreneurial university is thus
to create conditions that foster the development of an entrepreneurial
mindset.
More specifically, the importance of practical examples that increase
entrepreneurial propensity has been emphasized in the literature (Bandura,
1986; Davidsson and Honig, 2003). In order to be able to effectively instil
entrepreneurial values in others, universities need to become entrepre-
neurial themselves (Etzkowitz, 2003; Mueller, 2006). They need to adopt
and live by entrepreneurial values. Crucial in this process is the translation
of the concept of entrepreneurship to everyday practice, for example its
meaning to an university’s International Office or programme managers.
Furthermore, while entrepreneurship is generally considered desirable
by national governments, research shows that individuals do not always
ascribe positive value to entrepreneurship (Down and Warren, 2008).
Thus, entrepreneurial universities through their actions should strive to
209
Magdalena Markowska - 9781781007013

show what it means to be entrepreneurial and that entrepreneurial values

are positive and desirable.
In this chapter, I briefly present each of the four triggers and illustrate
how each of them can be embodied within an entrepreneurial university
and how the university can help facilitate their development amongst all
its stakeholders (valuable learning activities are presented after each sub-
section). Finally, I offer policy recommendations.
TRIGGERS TO ENTREPRENEURIAL COMPETENCE
The importance of entrepreneurial competence development in entrepre-

neurial action is well established (e.g., Bird, 1995; Markowska, 2011).
Research suggests that competence reflects the ability to effectively
interact with the environment (Johannisson, 1991; Skinner, 1995). This
presupposes the ability to produce desired and to avoid undesired events.
Intentional use of abilities reflects individuals’ agency. Agency is the
embodiment of endowments, belief systems, self-regulatory capabilities
and functions through which personal influence is exercised (Bandura,
1986); it also allows formulation and realization of intended actions
(Emirbayer and Mische, 1998). Thus, what an entrepreneur pursues
reflects his or her values, goals, strategies and visions (Mintzberg, 1988).
Adopting and living entrepreneurial values requires an ability to sense and
adapt to uncertainty, allowing entrepreneurs to become dynamic, flexible
and self-regulated (Haynie and Shepherd, 2009).
Competence encompasses knowledge, skills and abilities (Argyris, 1993).
In an entrepreneurship context, the knowledge, skills and abilities relate to
building the capacity to successfully create new means-ends frameworks
(Sarasvathy, 2001). More specifically, gaining entrepreneurial competence
requires entrepreneurs to gain the ability to identify and pursue new and
unique opportunities and the ability to acquire and use the resources that
will allow them to do so successfully (Johannisson, 1993; Chandler and
Hanks, 1994; Erikson, 2002).
Already Johannisson (1991, 1993) postulated that knowledge (know
what) and skills (know how) are not sufficient to develop an entrepre-
neurial competence; the process requires the development of appropriate
attitudes and motives (know why), social skills (know who) and insights
(know when). A well-developed know-when competence gains value in
dynamic environments. Embeddedness in an entrepreneurial context,
for example, of an entrepreneurial university is likely to foster compe-
tence acquisition by indirectly instilling entrepreneurial intentions and
motivations.

Entrepreneurial university; nurturer of entrepreneurial values 211
This means that competence can be acquired and developed (Bird,

1995; DeTienne and Chandler, 2004; Baron and Ensley, 2006). Baron and
Ensley (2006) found that experienced entrepreneurs were able to recognize
more seemingly unrelated patterns than novices and that these were more
closely related to the actual business operations. This suggests that, with
experience, entrepreneurs develop skills in pattern recognition and learn
how to be clearer and more specific. The ability to learn is independent
of the initial predisposition to innovate (DeTienne and Chandler, 2004)
and feedback enhances this process (Bird, 1995). The socialization process
plays an important role both in developing perceptions of ability and in
obtaining actual knowledge (Aldrich and Martinez, 2007). This is why
entrepreneurial universities that are able to embody entrepreneurial values
are more effective in transmitting these values to their stakeholders, in
general, and to students, in particular.
Aldrich and Martinez (2007) identified three common sources of entre-
preneurial knowledge: previous work experience, advice from experts,
and imitation and copying. While work experience gives direct feedback
on the level of acquired competence, advice from experts provides clues
on how to improve it. Additionally, observation of how others behave
shapes individuals’ attitudes and beliefs and thus indirectly influences their
perceptions of desirability and the feasibility of their intended actions.
In particular, prior encounters with role models predispose individuals
to consider entrepreneurial action and affect their willingness to develop
entrepreneurial skills (Duncan, 1965). Social sources of knowledge and
skills become increasingly important when acquiring tacit knowledge as
its acquisition is often difficult (Sternberg, 1994), yet it is also crucial to
the development of competence (Horvath, 1999). In other words, own
experience and social example facilitate acquisition of entrepreneurial
competence.
The development of entrepreneurial competence is crucial for entrepre-
neurial action, but the acquisition of knowledge alone is insufficient and
has to be followed by the ability to use it and the belief that one has access
to it. Positive beliefs provide a feeling of being in control. This perceived
control reflects the generalized expectancy of internal control of reinforce-
ments (Lefcourt, 1982) enabling agency and stimulating action (Bandura,
1982). Individuals need to perceive their experiences as the result of their
own actions, otherwise the ways in which one sees the world and conse-
quently the way one functions cannot be changed. Perceived control thus
motivates individuals to engage in intentional action (Bandura, 1986).
Bandura argues that agency, with its power to originate an action for
given purposes, is the fundamental element of personal control.
The model developed by Markowska (2011) suggested that the

c onstellation of four factors – increasing action-control beliefs and

entrepreneurial identity as well as access to proximal role models and
appropriate goal orientation – is crucial in fostering the development
of entrepreneurial competence (see Table 9.1), because indirectly they
strengthen perceived control. Such growing entrepreneurial competence
can result in increased levels of creativity and economic growth. Translating
these findings into the context of Higher Education Institutions (hereafter:
HEIs) requires that actions aimed at building up entrepreneurial identity
and increasing levels of agency amongst staff and faculty members are
undertaken; that the core values of entrepreneurship – the emergence of
new economic (and social) value (Davidsson, 2004) are disseminated in a
way that each of the individuals can translate what this new activity and
value mean in their respective cases. Such action has potential to result
in transforming the staff and faculty as well as the university to be more
entrepreneurial. Moreover, in becoming an entrepreneurial university,1 the
university also becomes a role model for the students who can easily relate
to what it means to be entrepreneurial. By being entrepreneurial, new
solutions, new partnerships (with various stakeholders) and new recon-
figurations of resources can help generate new means-end frameworks
(Sarasvathy, 2008) that can be utilized to promote and support entre-
preneurship and venturing in new ways. Two examples from Jönköping
University (Sweden) and ESADE (Spain) will be used to illustrate this.
The perception of entrepreneurial competence and the willingness
to grow this competence are shaped by beliefs, goal orientation and
contextual embeddedness (Markowska, 2011). Social cognitive theory
(Bandura, 1986) postulates that an individual’s behaviour is shaped by a
triadic reciprocal interaction between his or her cognitive characteristics
– including beliefs and intentions, the cues from the environment, and his
or her behaviour. To guide their behaviour, entrepreneurs tend to engage
in developing belief systems that they use as a working model of the world
(Dimov, 2007). These belief systems signal the attractiveness through
various actions and influence the formation of intentions (Bird, 1988;
Ajzen, 1991). The perceived attractiveness depends on values and norms
present in an individual’s context. It has been shown that embeddedness
in local structures and interactions with relevant others affect the individu-
als’ intentions and behaviour by promoting and encouraging behaviours
that are consistent with prevalent values and norms (e.g., Davidsson and
Wiklund, 1997; Davidsson and Honig, 2003). Therefore, understanding
how individuals develop their beliefs is important, as such beliefs play a
fundamental role in what individuals perceive as relevant, how they react
to different stimuli and whether the new knowledge will or not be avail-
able to them (Feltovich et al., 2006; Krueger, 2007). Beliefs are partially

Table 9.1 Triggers nurturing entrepreneurial competence development (examples from JIBS, Sweden)
Triggers Role Example

Action-control Facilitating the belief of the A programme manager notices growing demand for family business and
beliefs ability to create new means-ends realizes the potential to offer a course in it (means-ends beliefs). Knowing that
frameworks and having access to there is faculty researching this topic, she decides to approach the person to
resources that would enable this; discuss the idea (agent-means beliefs). Having developed other programmes
increasing perceived propensity in the past, the programme manager feels that she can successfully realize the
to achieve entrepreneurial goals project (agent-ends beliefs)
Entrepreneurial By changing the perception Traditionally the International Office dealt mainly with incoming and
identity of who I am and providing outgoing students, but having adopted entrepreneurial identity and values,
content to what it means to the IO engaged with discussions with both faculty members and partner
be entrepreneurial, there is an universities to create a new product leveraging the in-house competencies and
increased propensity to live by demand from partner universities
213
entrepreneurial values
Role models The role of example, a guideline. The focus on entrepreneurship and internationalization from early on has
Encourages individuals and shaped the everyday practices at JIBS. The university has actively looked for
illustrates what entrepreneurial role models that it could follow both in teaching, research and community
behaviour may involve engagement. As a result the organization remained flexible and adaptable to
the changing conditions; bottom-up actions are possible. And entry surveys
show that many students choose this university exactly because they see that it
enables them entrepreneurial practice
Goals Flexibility and adaptability to Engagement in the local community has been important for JIBS. In order
emerging possibilities; acting on to achieve this goal the university has engaged in developing a number of
them initiatives to learn different ways of interacting with local community, now
that some of them proved to be working, the nature of the goals changed from
learning to performance and ways to improve the efficiency and effectiveness

of these initiatives are in vogue
formed through personal experience and observation of others but are

also partially influenced by the rules and expectations present in differ-
ent structures in which the individual is embedded (i.e., Davidsson and
Wiklund, 1997; Davidsson and Honig, 2003).
Subsequently, deeply held beliefs, goals and contextual embeddedness
are important to understand the motives of engaging in entrepreneurial
action and competence development activities, and they will be discussed
below, in more detail.
Increasing Action-control Beliefs
Beliefs are the deeply held, strong assumptions underpinning individuals’

decision-making, which help them organize their perceptions of how the
world works, giving meaning to experience (Dweck, 1999; Krueger, 2007).
Individuals develop their beliefs into meaning systems that help them to
guide their thinking, feeling and acting. Beliefs gain additional importance
in the context of entrepreneurship due to the inherent uncertainty of
entrepreneurial endeavours. Entrepreneurs cannot be sure about the value
and meaning of the different resources they have at hand (i.e., knowledge,
contacts), the imagined outcomes for these resources or even their own
capability to reach their goals, and as such need to rely on their beliefs
and outcome expectancies to motivate their action (Bandura, 1982, 1997).
Extending the view that self-efficacy is the most important belief,
Skinner et al. (1988) proposed that intentional goal-directed behaviour
was a function of three interrelated action-control beliefs: strategy beliefs,
control beliefs and agency beliefs. These beliefs are built upon percep-
tions of relationships between the entrepreneur and the opportunities
that they believe they can potentially pursue. More specifically, the strat-
egy beliefs (means-ends relationship) presuppose that particular causes
produce outcomes (e.g., the ingredients in the fridge influence what can
be cooked from them) and the control beliefs (agent-ends relationship)
are expectations about one’s desire of reaching the ends (e.g., am I able to
execute this task?). Finally, the agency beliefs (agent-means relationship)
are accessed when there is the need to assure availability of the required
resources (e.g., do I have access to the means?). This framework seems
extremely appropriate to understand entrepreneurial action, as inherent to
it is the perception of new means-ends frameworks, capacity and willing-
ness to bring business ideas into fruition. Furthermore, as emphasized by
Skinner and her colleagues (Chapman and Skinner, 1985; Skinner, 1995),
action-control beliefs are organized around interpretations of prior inter-
actions and they are flexible and likely to change over time. Adopting this
framework is therefore helpful in explaining why expert entrepreneurs are

more likely than novices to be successful in their pursuit of entrepreneurial

action (Krueger, 2007, 2009).
More specifically, strategy beliefs can be seen as reflecting the ability of
an individual to see how different inputs can lead to different outputs. For
example, how knowledge about databases brought in by a new recruit could
be used to build up a new information system about the alumni that could
be later used as a source of information on possible host companies (JIBS)
and/or guest speakers (ESADE). The wider the means-ends beliefs, the
more possible strategies become available to the entrepreneur, subsequently
extending his or her portfolio of possible new means-ends frameworks.
It has been shown that often, even if novices possess knowledge, they
may neither be aware of it nor be able to see how it can be applied, which
supports the importance of developing strategy beliefs and agency (capac-
ity) beliefs (Feltovich et al., 2006). The strategy beliefs are crucial in gen-
erating ideas about future means-ends frameworks and the agency beliefs
are important in realizing the access to the required means that will enable
the achievement of the desired ends. This observation is in line with the
arguments developed by Sarasvathy et al. (2003) who argued that in order
to be able to speak about opportunities, entrepreneurs not only need to
have new ideas, but they also need to believe that they can turn these ideas
into their imagined means-end frameworks and be able to sell them in the
market. Finally, control beliefs reflect the belief that an individual will
be able to attain anticipated results; implicitly emphasizing the degree of
agency and the subsequent willingness to act. Increasing the beliefs about
action-control is likely to influence the level of effort and persistence that
individuals exert in the face of adversity (Dweck, 1986). Therefore, it is
important that entrepreneurial HEIs offer possibilities to their stakehold-
ers to try out and engage in action. As argued by Bandura, direct experi-
ence is the best way to increase control beliefs. For example, at JIBS the
students taking the entry-level course in entrepreneurship are required
to start and run their own venture for the duration of the course. This
includes designing the value proposition, identifying the market, produc-
ing their product and/or service, often acquiring funding, selling as well as
making accounts for the operations.
Summing up, instilling entrepreneurial values requires agency from the
individual. The beliefs and the willingness to undertake action in the expecta-
tion of future returns are what drive entrepreneurial behaviour. Developing
broad interests and openness for new knowledge facilitates building of the
strategy beliefs. The interdisciplinary nature of some courses clearly offers a
possibility for students to not only gain entrepreneurial knowledge, but also
to engage in the co-creation of new knowledge, through the interaction with
other participants of the programme. On the other hand, the agency beliefs

increase the resourcefulness of individuals and their perception of what they

can achieve, given the means they have at hand (also through their social
networks). Finally, control beliefs can be strengthened through the engage-
ment in practice; by engaging in a number of versatile activities, individuals
are able to increase their perception of self-control and control over the
environment, and feel capable of entrepreneurial action. To exemplify this
approach, a selection of learning activities valuable to educators in teaching
entrepreneurial competence is presented below.
Valuable learning activities
● To strengthen means-ends beliefs it is useful to work with differ-

ent kinds of creativity and brainstorming assignments where the
participants are required to generate new applications for certain
resources, use analogies to come up with new or improved function-
ality of a product, and so forth.
● To strengthen agency beliefs all sorts of networking exercises will be
helpful. In particular, exercises in creating partnerships to get access
to resources, including knowledge, technology, market, and so on.
● To strengthen control beliefs tasks involving mastery (direct) experi-
ence will be useful, for example performing the different elements of
entrepreneurial task (identifying appropriate market, getting inves-
tors onboard, etc.) as well as tasks that expose students to a dynamic
environment (for example, simulation of a project management task
with built in interaction with the project client, changing require-
ments or other environmental interruptions).
Developing Entrepreneurial Identity
Role identity beliefs have a pivotal role in understanding entrepre-

neurs’ actions (Krueger, 2007). Entrepreneurs make decisions based on
the behavioural expectations that are prevalent in their role identity.
Therefore, an understanding of how they perceive themselves and their
own role is required, in order to understand their behaviour. Identity is
composed by self-views that emerge from identification with particular
roles (for example, what it means to be a student, a business owner, a pro-
fessional and/or a mother). The identification is influenced by the role’s
relative position in the social structure. The identities are manifested in an
individual’s goal-directed practices; they result from agency and embed-
dedness in social structures. Being embedded in different groups and
playing different roles results in individuals developing multiple identities
(James, 1890; Mead, 1934). Furthermore, the interrelatedness of the dif-

ferent spheres means that the personal identity, role identity and the social
identity are intimately and inevitably linked (Watson, 2009).
Role identity can be described by the goals, values, beliefs, norms, inter-
action styles and time horizons typically associated with the role (Ashforth,
2001). Exhibiting a particular role identity means acting to fulfil the expec-
tations of the role partners, and manipulating the environment to control
the resources in which their role has responsibility (Baker and Faulkner,
1991). In this view, an identity is a cognitive belief created by internaliza-
tion of the role into the self-concept and answering the question ‘Who am
I?’ (Stryker and Serpe, 1982). The roles are the ‘positions’ that represent
relatively stable components of the social structure. They carry the shared
behavioural expectations whose meaning is negotiated between the role-
taker and the surrounding society. Thus, beliefs about the self emerge
through the interaction within the role-making and role-taking process,
which involves negotiating, modifying, developing and shaping each role’s
expectations. In this way, each person’s beliefs about their self are uniquely
shaped by both their experiences and their interactions with others.
Consequently, individuals’ beliefs about who they are depend on their
perceptions of their own role in society as well as their degree of identifica-
tion with different social groups. Moreover, membership or embedded-
ness in different contexts is likely to result in adopting more easily certain
beliefs about self than others. To help develop the entrepreneurial identity,
a selection of valuable learning activities is presented below.
● To strengthen entrepreneurial identity exercises where individu-

als learn about and/or interact with entrepreneurs are helpful.
For example, finding out what it means to these individuals to be
an entrepreneur, how they see their role, how has the perception
changed over time?
● Reflect and discuss in a group what it means to be an entrepreneur in
your community? Think about entrepreneurs you know or have heard
about, do they fit into this picture (the perceptions and values ascribed
to entrepreneurs)? If they are different, what could be a reason for this?
Identifying Inspiring Role Models
A role model is a person providing an example in a broader context

that includes both professional and personal aspects of life (Levinson et
al., 1991). The value of role models in the development of individuals’
values and aspirations as well as in their career advancement has long

been recognized (Mead, 1934; Stryker, 1980). More specifically, in an

academic setting, research shows that junior faculty members who have
mentors or role models publish more articles (Bland and Schmitz, 1986),
feel more confident in their capabilities and are more satisfied overall with
their career than those without mentors (Reich, 1986). In the context of
gourmet restaurants, it has been found that individuals who served their
apprenticeship with renowned chefs who they saw as role models subse-
quently develop higher aspirations for their own careers (Johnson et al.,
2005). It can therefore be argued that the identification of, and interaction
with, role models positively influences individuals’ motivation to develop
specific competences and increases their levels of aspiration.
In the entrepreneurship context, Mitchell and Chesteen (1995) have
found that access and interaction with expert role models contributes to
the acquisition of expert scripts and subsequently the usage of superior
strategies. In a series of experiments they were able to show that students
who observed expert role models and discussed with them about their
strategies were subsequently able to adopt more effective solutions. Thus,
expert role models provide not only behavioural cues but also have the
potential to influence changes in the knowledge structures of the individu-
als with whom they interact and share practices.
As individuals we search for people we admire and would like to be
similar to; people who are our heroes and models. Apart from the active
side of searching for such role models, we are also likely to be influenced
by the culture that surrounds us. Therefore, to be able to instil entrepre-
neurial values in stakeholders, universities should display these values
themselves. If individuals see that individual action is possible and encour-
aged throughout the university, it may be easier for them to realize that
living by these values is possible and they may feel more encouraged to
engage in such entrepreneurial action by themselves, as well. For example,
at ESADE the Entrepreneurship Institute has created EEI Forum, organ-
izes workshops and invites entrepreneurs (particularly alumni entrepre-
neurs) to tell their stories and inspire the students and share with them
the everyday practice. Below learning activities linked to identification of
entrepreneurial role models are presented.
● Identify a role model and find out what drives the person, what
helped the person to become who he or she is right now? What char-
acteristics, traits or skills of this person do you admire?
● What it is that you would like to learn from that person? How can
you go about acquiring the same characteristics by yourself?

● If you were to be a role model, what traits and capabilities would

you like that other people admire in you? Why? How could you go
about developing these capabilities even further?
Adapting Goals
Goals are an inherent aspect of intentional goal-directed behaviour. The

extant literature on goals affirms that they can be used by individuals as
a self-management technique to arrive at aspired outcomes (Bandura,
1977; Latham and Locke, 1991). Goals reflect the achievement motivation
of entrepreneurs (Skinner, 1995) and are set based on utility judgements
(Latham and Locke, 1991). Two general goal orientations have been
identified – learning goal orientation and performance orientation (Elliott
and Dweck, 1988). These differing goal orientations reflect two basic
needs: the need to validate/protect one’s intelligence, and the need to chal-
lenge oneself and learn something new (Dweck, 1986). While the learning
orientation assumes that ability and thus competence are flexible and that
failure does not negatively reflect on intelligence, the performance orienta-
tion treats intelligence as an entity and is more focused on protecting exist-
ing beliefs about level of intelligence than on developing them further. In
general, both orientations are present in life and both are valuable.
The learning goal orientation is more effective for achieving task
mastery (Noel and Latham, 2006), while performance goals, which require
attainment of a specific level of performance on the task itself, are effective
in stirring motivation but not necessarily in strategy generation (Earley
and Erez, 1991). Thus, learning goals are better when the task at hand is
complex, as is usually the case in entrepreneurship or when the outcomes
are unknowable (Seijts and Latham, 2001; Noel and Latham, 2006). Setting
specific and difficult learning goals draws attention in the development of
specific ways to perform well, rather than on a specific level of perform-
ance that is to be attained. Seijts and Latham (2001) reported that learning
goals helped to generate strategies that had positive effect on performance.
Latham et al. (1994) found that group discussion of strategies resulted in
a large pool of effective strategies. Hence, it has been shown that learn-
ing orientation allows individuals to treat failures as challenges and learn
from them, while performance orientation is beneficial in situations where
results are expected. Individuals with learning orientation search for chal-
lenges and learning opportunities and are not afraid of experimenting and
trying new things because their focus is on attaining more competence and
more skills (Dweck and Elliott, 1983; Dweck and Leggett, 1988; Wood
and Bandura, 1989). On the other hand, individuals who set perform-
ance goals are more inclined to refrain from trying new, often challenging

tasks, because they want to remain within their perception of intelligence.

They see new challenges as threatening their identity and their perception
of capability (Dweck and Elliott, 1983; Wood and Bandura, 1989). Thus,
to see entrepreneurs grow and develop their entrepreneurial competencies
requires that they have a learning approach that sees failures and obstacles
as challenges and opportunities to learn. Individuals with a preference
for performance goals are likely to avoid engagement in novel activities,
because such engagement could mean that they would not be able to verify
their ability, putting their self-worth at risk.
In general, most organizations focus on performance goals because they
help to achieve higher levels of efficiency; however, in order to be able to
identify and exploit emerging ideas and opportunities, there needs to be
space for learning goals and opportunities to learn. This often requires
a change in the culture of the organization. For example, individuals
will not be willing to engage in new trial and error behaviours unless
they are convinced that their efforts will not be negatively evaluated by
the organization. This does not mean that there should not be a process
guiding the endeavour, but that the environment is supportive of this kind
of activity. Becoming and remaining entrepreneurial requires the ability
to adapt goals to emerging opportunities, that is, to co-create the future
based on interaction with different stakeholders, but also more generally
the ability to switch between performance and learning goals, depending
on the requirements of the task. An entrepreneurial university ought to
encourage individual action and setting learning goals that result in new
opportunities being identified and exploited. Below is an example of learn-
ing activity directed towards developing flexibility in formulating goals.
● For example, formulate a performance goal that you strive for; write
down both the positive and the negative aspects of formulating the
goal as a performance goal.
● Now repeat the same exercise reformulating the goal into a learn-
ing goal; what are the potential advantages and/or disadvantages of
formulating goals as learning goals?
POLICY RECOMMENDATIONS
The demand for entrepreneurial universities reflects the general need for
an enterprising society. Entrepreneurial values are important for driving
the economy forward, innovating and increasing its competitiveness. To

be able to fulfil this role it is crucial that universities become entrepreneur-

ial and that every member of an HEI lives these values in their daily work.
This requires that both faculty and staff of the university feel not only
efficacy but also responsibility for identifying and exploiting emerging
opportunities, and that the organization develops a culture that encour-
ages and rewards such behaviour. Encouraging entrepreneurial action
means enabling open communication and sharing of knowledge, a feeling
of belonging and passion for work, providing an arena for bottom-up
initiatives, identifying and making accessible positive role models both
within and outside the organization. Finally, this also requires the man-
agement team of HEIs to be open and flexible to the emerging possibilities
and willing to engage in learning activities.
CONCLUSIONS
This chapter discusses ways in which universities can develop an entrepre-

neurial approach and thereby nurture entrepreneurial values in society. I
have argued that development of entrepreneurial competence and values
can be facilitated by strengthening of action-control beliefs, development
of entrepreneurial identity, search and interaction with role models and
appropriate goal setting that opens up learning experiences. These four
factors reflect individuals’ agency and perceived control as drivers for
entrepreneurial behaviour. The chapter offers some policy recommenda-
tions and examples of how entrepreneurial values can be expressed in
everyday practices throughout the entrepreneurial university.
NOTE
1. Entrepreneurial university is defined as a producer of new knowledge that is convertible

into economic and social utility (Etzkowitz, 2003).
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10. Integrated support for university
entrepreneurship from entrepreneurial
intent towards behaviour: the case of the
German ‘EXIST’ policy programme
Christine Volkmann and Marc Grünhagen
PURPOSE AND IMPLICATIONS OF THE CHAPTER
Traditionally, European universities have pursued tasks other than pro-

ducing entrepreneurial output, however now entrepreneurial activities
are increasingly on the agenda (Wissema, 2009; Hofer and Potter, 2010).
Due to this long-ranging non-entrepreneurial tradition of the European
university, entrepreneurship, education and research policy-makers often
try to spark entrepreneurial spirit in Higher Education Institutions (HEIs)
through external support instruments and policy programmes on the path
towards the entrepreneurial university. In this chapter we discuss some
ideas with regard to the potential influences of such measures on entrepre-
neurial intentions and behaviour of university members towards starting
and pursuing academic venture projects.
In our case study we analyse the German EXIST policy programme
(www.exist.de) on the basis of secondary data from recent evaluation
reports of the programme (see Becker et al., 2011; Kulicke, 2011; Kulicke et
al., 2011). EXIST aims to support and promote start-up creation by faculty
as well as students and graduates from German universities. The EXIST
programme was first established in 1998 for selected German universities
to build an initial entrepreneurial infrastructure for high-technology and
knowledge-intensive start-ups. The programme presents an interesting
case study as it spans more than ten years from initial steps to introduce
elements of entrepreneurship up to the current phase EXIST IV, which
aims to develop organization-wide cultures in universities to become entre-
preneurial institutions. In Table 10.1 we provide an overview of the differ-
ent phases of the EXIST programme with their specific aims, approximate
budget volumes and exemplary policy instruments (for further information
on the programme see the case discussion in section 4 below).
As a long-term entrepreneurship policy programme that aims to inte-
grate support measures for university organizations to become more
225
Christine Volkmann and Marc Grünhagen - 9781781007013

Table 10.1 Overview of the German EXIST entrepreneurship policy programme
EXIST I EXIST II EXIST III EXIST IV

‘Model Regions’ ‘Transfer’ ‘Specific Projects’ ‘Entrepreneurial
Universities’
Time frame 1998–2001 2002–04/05 2006–11 2010–18
Budget volume 14 11 40 46
(in million
euros)
Aims and main Explore initial Knowledge transfer Furthering of existing Establishment of
scope of support infrastructure from EXIST I regions support frameworks for entrepreneurial cultures
226
programme for university to other regions; university entrepreneurship; at EXIST universities;
phase entrepreneurship in five funding of additional implementation of specific sustainability of
German regions; regional support infrastructure support instruments organization-
network approach at universities individual to the applicant wide support for
universities; exploration entrepreneurship at
of novel approaches to universities
policies for university
entrepreneurship (beyond
EXIST I and II)
Example Institutionalization of Institutionalization Development of incubators Sponsoring of new
measures entrepreneurship chairs; of entrepreneurship for science-based start- entrepreneurship study
collaboration projects with support in new EXIST ups; establishment of programmes and degree
business development II transfer regions; support programmes for courses; measures to

agencies, investors, support of entrepreneurial opportunity implement
external consultants and collaboration projects identification in exploitation entrepreneurship at top
local communities and partnerships with in tech-entrepreneurship management and admin
EXIST I regions level of universities
Direct support EXIST-Seed/ EXIST-Seed/ EXIST-Seed/ EXIST-Seed/
to start-up Gründerstipendium Gründerstipendium Gründerstipendium and Gründerstipendium
projects (coaching, mentoring EXIST-Forschungstransfer and EXIST-
227
and funding of academic (focus on elite research- Forschungstransfer
start-up projects; use of based ventures; more specific
university resources and coaching and financial
infrastructure) support, including grants for
capital expenditure)
Source: Based on Kulicke (2011).

entrepreneurial as well as direct support to academic start-ups, the most

significant characteristic of EXIST is its breadth of policy instruments
embracing academic entrepreneurship. Therefore, EXIST is a study
case not so much about the functioning of an individual policy measure
but rather interesting in terms of different policies working in concert
to promote entrepreneurship at university. However, in their study of a
sample of EXIST academic entrepreneurs, Patzelt and Shepherd (2009)
stress that still little is known in entrepreneurship research about the
effects of multiple policy support measures, in particular throughout the
process of venture emergence and establishment after academics show an
initial interest in starting up.
To shed further light on this, we use a theory of planned behaviour
framework to make suggestions of selected policy influences on academ-
ics’ intentions to initiate and proceed with entrepreneurial behaviour.
In particular we explore (1) perceived measures to reduce opportunity
costs for academic entrepreneurs and communicated benefits of knowl-
edge commercialization, (2) perceived university-wide encouragement and
acceptance by university peers, and (3) perceived infrastructure, finan-
cial and other material support through EXIST policies at universities.
Particular challenges for policy initiatives to establish entrepreneurial uni-
versities appear to be twofold: first, to appreciate the sector and founder-
person heterogeneity of venture projects and academic entrepreneurs, and
second, to embrace the entire process from stimulating self-employment
preferences and the formation of initial start-up intentions towards con-
tinued efforts to build and develop academic start-up projects. After out-
lining a point of departure in the following section we will briefly establish
the entrepreneurial intentions frame. In the fourth section we explore the
EXIST case and in section 5 some policy implications will be discussed.
POINT OF DEPARTURE: THE ENTREPRENEURIAL

UNIVERSITY AND ITS ACADEMIC
ENTREPRENEURS
In an earlier volume of this Handbook series, Gibb (2007) asked whether

new avenues of entrepreneurship will be needed in the evolution towards
the entrepreneurial university. Further exploration of this important ques-
tion requires entrepreneurship research to improve our understanding
of factors that influence entrepreneurial behaviour by the members of
universities and other Higher Education Institutions. And there may be a
plethora of potential influence factors that could make a university entre-
preneurial. In their categorization of university-level entrepreneurship

The case of the German ‘EXIST’ policy programme 229
Jusof and Jain (2010) define a wide range of external and internal elements
of entrepreneurial universities based on the earlier works of Clark (1998),
Sporn (2001), Etzkowitz (2004), Kirby (2006), Rothaermel et al. (2007) and
others. ‘These key elements should provide a basis for the identification of
factors or antecedents which may determine or influence university-level
entrepreneurial activities’ (Jusof and Jain, 2010, p. 85). There seems to be a
central challenge for research into university entrepreneurship with regard
to identifying these factors. The university members as those actors who
develop intentions and actually engage in entrepreneurial behaviour have
frequently been disregarded in the literature in the past (Goethner et al.,
2009). Rather, a perspective that focuses on scientists’ and/or students’
intentions and behaviour towards entrepreneurship will contribute to the
development of policy recommendations for the management of univer-
sities (and other Higher Education Institutions) and entrepreneurship
policy support (cf. Fayolle, 2005).
In this chapter we take a people-orientated perspective towards policy
support for entrepreneurship at universities, particularly for faculty
and students. To facilitate future research, we will discuss selected uni-
versity support and other organizational influence factors for potential
university entrepreneurs in terms of entrepreneurial intentions, and
actual behaviour to start and continue developing a new venture. The
idea of our exploration follows the spirit of the GUESSS – Global
University Entrepreneurial Spirit Students’ Survey – studies (Sieger et
al., 2011), which have investigated a range of university context and
education impact factors on students’ entrepreneurial intentions, as well
as the groundwork of Fayolle (2005) and Welter et al. (2008) who have
suggested comparing entrepreneurship policy instruments directed at
Higher Education Institutions with studies of entrepreneurial intentions
in the university context. Empirically, in an illustrative case study of the
German EXIST policy initiative, we follow this path, exploring selected
support instruments for universities to bring about entrepreneurial behav-
iour among its members. In the next section we will sketch out the concep-
tual framework for this.
ENTREPRENEURIAL INTENTIONS AND

BEHAVIOUR OF UNIVERSITY MEMBERS
The formation of entrepreneurial intent and behaviour among university

members implicitly takes a process view on new venture creation within
the university. And the university is itself embedded in a context of
regional institutions and collaboration networks (e.g., companies, business

Investors (Banks, Schools, Universities

Technology Centres
Venture Capital, Media and Higher Education
and Incubators
Business Angels) Institutions
Entrepreneurial University –Value Creation Chain
Entrepreneurship Students’ Projects Start-Up Spin-Off

Education and Initiatives Counselling Activities
Raising Awareness, Entrepreneurial Thinking and Acting, University Spin-Off
Start-Up Support in a Narrow Sense

Chambers of Business Start-Up and
Commerce and Development Business Alumni Companies
Industry Agencies Consultancies
Start-Up Support in a Wider Sense
Source: Own illustration.
Figure 10.1 Example of an embedded support chain for student

entrepreneurial activities
evelopment agencies, or venture capital firms), which may impact entre-

d
preneurial processes within the university organization (Rothaermel et al.,
2007; see Figure 10.1).
Many support functions around and within the university alongside the
above example process of student entrepreneurial activities may be conceiv-
able. We will focus on support through external entrepreneurship policy
initiatives for entrepreneurship in the narrower sense of the formation of
high-technology and knowledge-intensive start-ups by university members.
For the case of university members Sieger et al. (2011) recently explored
the influence of individual factors and university support offers on
students’ occupational goals and intended entrepreneurship as well as
nascent entrepreneurial action and start-up establishment. And Goethner
et al. (2012) found a significant relationship between entrepreneurial
intentions and actual behaviour in scientists in research institutions.
This suggests that exploring influences on intent formation will be valu-
able for our understanding of initial scientific start-up emergence, which
itself plays an important role in further venture development (Vohora
et al., 2004). This development is embedded in the university organiza-
tion including possible catalysing as well as inhibiting influences (e.g.,
Rasmussen and Borch, 2010). Here, models of entrepreneurial intentions
enable the analysis of individual as well as organizational and policy
influences on university members’ entrepreneurial intent and subsequent
behaviour (Walter and Dohse, 2009). Intentions models based on Ajzen’s

Exogenous Antecedents of Formation of entrepreneurial

impacts intentionality intent & behaviour
Exogenous ATB
factors
personal, SN Intentions Behaviour
organizational,
environmental PBC
Factors influencing transition
towards behaviour
Figure 10.2 Basic entrepreneurial intentions model
theory of planned behaviour (TPB) have been very widely used and tested
in entrepreneurship, in particular student entrepreneurship, but much less
so with regard to scientists’ entrepreneurial intentions (Ajzen, 1991; for
an overview see the recent discussion of TPB intentions models in Engle
et al., 2010 or Moriano et al., 2012; for entrepreneurship education and
student entrepreneurship see, for example, Kuehn, 2008 and Mueller,
2011; for scientist entrepreneurship see Scholten et al., 2004 and Goethner
et al., 2012).
Basically, the TPB model posits that any exogenous personal, situ-
ational/organizational, or environmental factors will influence (entrepre-
neurial) intentions only indirectly, mediated by shaping attitudes of the
individual towards the target behaviour to found one’s own business and
continue to develop it (e.g., Shepherd and Krueger, 2002). As depicted
in Figure 10.2, these immediate antecedents of intent are the perceived
attractiveness (personal attitude towards the target behaviour; ATB), the
social acceptability of venture creation decisions by personal reference
groups (subjective norms; SN), and the individual’s assumed controllabil-
ity of the behaviour (perceived behavioural control; PBC) (Linan, 2008).
On the right-hand side the relationship between intentionality and target
behaviour may be moderated by further precipitating, facilitating, or
inhibiting factors (Fayolle, 2005).
Building on the principal model of entrepreneurial intentions, we will
explore potential influence factors of elements of the entrepreneurial uni-
versity and policy measures on the three core antecedents of entrepreneur-
ial intent, that is, individuals’ attitudes towards the attractiveness of being
an entrepreneur (ATB), perceived support and acceptance from important
others (SN), and perceived behavioural control (PBC).1 Broadly speaking,
earlier research on entrepreneurial intentions amongst students and scien-
tists indicates that there may be influences on entrepreneurial intentions

and its antecedents in terms of the environment of education and research

institutions (e.g., scientists’ group identification within their research
institution; Goethner et al., 2009) and entrepreneurship education itself
(Fayolle et al., 2007; Kailer, 2007; Souitaris et al., 2007; Mueller, 2011).
Within the entrepreneurial university not only intra- and extra-curricular
entrepreneurship education courses but also organizational facilitation
and resource support (e.g., support from university’s administration or
practical coaching and consulting) will be relevant. With regard to the
latter the next section explores the role of external entrepreneurship policy
activities to support the university start-up process from entrepreneurial
intent to academic entrepreneurs founding businesses. The above TPB
framework offers a suitable framework for this exploration, since it will
be the university members themselves who take up and engage in found-
ing behaviour and external policy measures will likely effect university
entrepreneurship through these individuals and their entrepreneurial
intentionality.
POLICY SUPPORT FOR THE ENTREPRENEURIAL

UNIVERSITY: THE CASE OF THE GERMAN ‘EXIST’
PROGRAMME
Overview: The EXIST Study Case
As we have briefly noted above, the German entrepreneurship policy

programme ‘EXIST – University-based Business Start-ups’ (see www.
exist.de) constitutes an integrated support programme for potential and
actual university entrepreneurs particularly from science and engineering
but also from other academic fields. Initiated and run by the German
Federal Ministries of Education and Research and, later, of Economics
and Technology, it covers a wide range of support areas, in particular
awareness raising, entrepreneurship education, generation of business
ideas from science and research, consulting and counselling, financial
and infrastructure resources, networking and the overall development
of academic entrepreneurial culture (Kulicke et al., 2011). The support
areas have been developed over time through four different phases of
EXIST policies (EXIST I to IV). From 1998 to 2005 EXIST I and II con-
centrated on the development of basic entrepreneurial infrastructures at
universities in five model regions and transferring the experiences made
in the first phase to more than 30 other university regions (with a total
funding of approximately 25 million euros). In EXIST III more specific
individual projects were supported with 40 million euros of funding

in order to close gaps in the infrastructure landscape built throughout

the first two phases (Becker et al., 2011). Since 2010, EXIST IV aims
at developing true ‘Gründerhochschulen’ (‘entrepreneurial universities’)
with a further scheduled funding volume of around 45 million euros
(Kulicke, 2011).
The two main policy instruments in terms of direct individual support
to nascent academic entrepreneurs and start-ups within the EXIST
policy framework are ‘EXIST-Forschungstransfer (EFT)’ and ‘EXIST-
Gründerstipendium (EGS)’ or formerly EXIST-SEED, which – as the
name denotes – promote academics already in the seed phase before
founding a venture. The former (EFT) has a narrower focus on high-
technology research and development work and the commercial exploita-
tion of excellent research results or inventions (Becker et al., 2011). The
latter instrument (EGS) is broader in scope, also promoting the initial
development and business planning phase of knowledge-intensive busi-
ness start-ups, for example grounded on business ideas from diploma or
PhD thesis projects (Kulicke et al., 2011).
The following case discussion is based on independent secondary data
on the EXIST programme, which have been gathered by the Fraunhofer
Institut für System-und Innovationsforschung (ISI; Institute for Systems
and Innovation Research).2 The Fraunhofer ISI has been tasked by the
German government with the continuous analysis and evaluation of
EXIST and has developed a differentiated and extensive set of reports
alongside the different phases and elements of the programme (see e.g.,
Kulicke, 2011 for an overview). The evaluation reports allow a fairly
broad exploratory analysis of the policies directed at (potential) nascent
entrepreneurs. A case-based approach seems to be suitable for such an
exploration, which features a rich policy context in a process perspec-
tive in an area where entrepreneurship lacks proven theoretical models
(that is, the perception of policy support instruments by academic
entrepreneurs; see Patzelt and Shepherd, 2009 for this and Pauwels and
Matthyssens, 2004 as well as Yin, 2003 for the suitability of case studies
in this respect).
Case Discussion
We will discuss support instruments and actions taken by EXIST uni-

versity institutions in relation to the above three categories inspired by
entrepreneurial intentions models: potential policy and organizational
influences on the attitudes towards and personal attractiveness of engag-
ing in entrepreneurship (ATB), the perceived subjective normative accept-
ability (SN) and the perceived behavioural controllability (PBC).

EXIST policies and university members’ perceived attractiveness of

entrepreneurship
The overall attitude towards entrepreneurial behaviour captures the
extent of consistently positive and respectively negative evaluations (gen-
erally Ajzen, 1991). These appraisals include both evaluative and affective
aspects of starting and developing a new business, for example the per-
ceived benefits of becoming an academic entrepreneur (Kolvereid, 1996;
Linan, 2008). Consequently, it has been suggested that university members
may be more inclined to engage in start-up behaviour if it is considered
stimulating and promises monetary benefits (e.g., Gulbrandsen, 2004).
In her regular evaluation of the EXIST programme, Kulicke (2011)
reports that the local EXIST initiatives at the universities and research
institutions unfold a range of activities aimed at sensitizing and raising
awareness for the possibilities of self-employment as an attractive occu-
pational choice for academics (for example, information fairs, networking
events, press releases, entrepreneurial business simulations etc.). This is
considered by the EXIST initiatives as a part of public relations and mar-
keting ‘groundwork’ at the grassroots level. In this broad sense it would
be exaggerated to argue that such public relations groundwork generally
propels the perceived attractiveness of entrepreneurship in the eyes of
university members (at the most more extensive entrepreneurship educa-
tion instruments may have lasting positive effects on ATB; Souitaris et al.,
2007). However, more focused support activities with regard to research
commercialization and related business idea generation may be more
relevant. In the following we address two possible impacts, the potential
impact of perceived benefits of knowledge commercialization and policy
instruments in EXIST to reduce the supposedly high opportunity costs of
academic entrepreneurs at university.
The attractiveness of acting entrepreneurially may be impacted by the
perceived promises and benefits of utilizing one’s knowledge gained at
university for students and graduates as well as employed staff in terms of
their research. This may be related to a specific technology, which may be
commercialized, or ideas for products and complex services to be devel-
oped. Such benefits may be both evaluative and material (e.g., in terms
of economic return) but also expectations of reputation, enjoyment and
control seem to play a role in commercialization efforts (e.g., Göktepe and
Mahagaonkar, 2009 and Goethner et al., 2009). Here, the EXIST univer-
sities are reported to have lined up a host of activities in view of the fact
that the entrepreneurial utilization of academic and scientific knowledge is
not yet a regular routine at German universities and research institutions.
Therefore, the EXIST initiatives aim to show the potential of and assist in
the generation of business ideas, for example, from science and engineer-

ing through instruments such as technology and innovation scouting, idea

competitions and early-stage product development workshops (Kulicke
et al., 2011).
Engaging in the entrepreneurial exploitation of opportunities in the
university context is not without alternatives for researchers as well as
for students and graduates. Policies to build entrepreneurial universities
in the sense that the people within them act entrepreneurially need to
address the potentially negative impact of opportunity costs on the per-
ceived attractiveness of and attitudes towards entrepreneurial behaviour.
In particular, for university faculty in Europe it has been argued that the
prospect of stable life-long employment in the public sector may be detri-
mental to entrepreneurship (Chiesa and Piccaluga, 2000). In addition, an
entrepreneurial exploitation of results from research or university work
(be it via patent disclosure, licensing or business foundation) may not
rank very highly in faculty members’ minds (Hemer et al., 2010). With
regard to (high-potential) students and graduates, Wiklund et al. (2004)
discussed that opportunity costs of entrepreneurship may be relatively
high for those with a lot of accumulated human capital to be utilized in the
labour market. Empirically, it has been observed that while the extent of
entrepreneurial intentionality amongst first year students may be higher, it
appears to decline to lower levels in higher semesters and closer to gradu-
ation where final year students typically learn about employment and
career options (Brockhoff and Tscheulin, 2001). Of course, becoming an
entrepreneur is only one of many career options for faculty and gradu-
ates, and universities are tasked with ensuring general employability in
their education programmes. However, entrepreneurship policy may aim
at lowering the costs of trying out entrepreneurship both for faculty and
students at university.
In the experimental, high-risk stage at the beginning of the entrepre-
neurial process, EXIST offers financial and other material support to uni-
versity members. This support through the EGS and EFT instruments is
directed particularly at the pre-founding stage, and EXIST explicitly aims
to support the initial development of business ideas, preliminary R&D and
product development work (particularly in EFT) and the preparation of
business plans in the seed phase (Kulicke et al., 2011). The financial support
covers living expenses of the nascent entrepreneurs ranging between 800
and 2500 euros per month (Becker et al., 2011). Having enough money to
support oneself and one’s family is a concern to university members and
Becker et al. argue that EXIST most notably provides a time window for
researchers and students to pursue their business idea full-time while living
expenses are compensated (ibid.). Such instruments may help to address
the immediate operative opportunity costs while trying to evaluate the

business idea and building a business in the first place. The perceived stra-
tegic opportunity costs in terms of choosing a future career path may also
have to do with the perceived acceptance of engaging in entrepreneurship
in the university context. This will be discussed in the next section.
EXIST policies and university members’ perceived normative acceptance of

entrepreneurship
The subjective normative acceptance of engaging in entrepreneurship cap-
tures perceived ‘social pressure to perform or not to perform the behavior’
(Ajzen, 1991, p. 188). Such pressure may be felt by university members
both from broader societal norms and the more personal demands from
important reference people. TPB argues that it is the latter subjective
norms constituted by one’s relatives, friends, and work or study fellows
that are relevant in forming behavioural intentions (Rivis and Sheeran,
2003). In terms of the university organization that may be the target of
entrepreneurship policies we are going to discuss two important aspects
for engaging in entrepreneurial activity: (1) perceived acceptance by uni-
versity peers and (2) perceived university-wide acceptance and encourage-
ment. In terms of the relevance of these factors Stuart and Ding (2006)
found that scientists who believe that entrepreneurial activity is accept-
able in their organization show more frequent involvement in research
commercialization.
The supportiveness of and approval by one’s faculty and student peers
may be inferred from the actual behaviour of these reference people. That
is, the probability of start-up behaviour may be higher in contexts where
these local university peers also act as entrepreneurs themselves (George et
al., 2006). Here, Becker et al. (2011) highlight that the EXIST programme
has been (and is still) running for many years and that earlier entrepre-
neurial pioneers at the EXIST universities are important in encouraging
academic followers, sometimes acting as role models or showcases with
their start-up businesses in EXIST activities. George et al. (2006) discuss
that in addition to the entrepreneurial activity of colleagues or work
fellows, generally entrepreneurship-friendly departments and institutional
norms may also facilitate entrepreneurship. For the case of university
faculty members Bercovitz and Feldman (2008) found that such local
faculty norms may be more important than personal norms developed
through individual socialization. However, the subjective norms variable
has often been found to only weakly explain entrepreneurial intentions.
Goethner et al. (2009) have therefore suggested explicitly including per-
ceived group identity as an important moderating variable to differentiate
the relationship in university entrepreneurship, which may be explored in
future research.3

The overall university-wide encouragement of entrepreneurial activity

may, for example, be judged from a university organization’s mission
and stated strategic objectives (e.g., O’Shea et al., 2007 for the MIT case),
but also facilitative organizational rules may be instrumental. The fourth
phase of the EXIST programme currently focuses on these aspects under
the roof of the Gründerhochschule sub-programme. In particular, the pro-
gramme outline by the Federal Ministry of Economics and Technology
considers the development of adequate organizational rules and proce-
dures (‘Regelwerke’), entrepreneurship-driven organizational strategies,
and consistent monitoring of quality as important strategic ingredi-
ents to further catalyse entrepreneurship in German Higher Education
Institutions (see www.exist.de and also Hemer et al., 2010 for institu-
tional rules and practices concerning new venture and spin-off creation
at German universities). EXIST IV is just in its initial rounds of concept
development by universities aiming to participate in the programme,
therefore there are no detailed operational results available yet. However,
for example, the strategies and concepts reported by three universities
from the first round (the technical universities of Berlin, Braunschweig and
Munich) indicate the focus on committing to the establishment of entre-
preneurship at all levels of the university organization as a part of their
university’s organizational and EXIST project missions (compare Clark,
1998 for a strategic mission and leadership core as one of the ingredients
of the entrepreneurial university). However, the most salient point may
be to flesh out such organization-wide support concepts and to put them
into practice in terms of assisting academic entrepreneurs. And towards
this end, there seems to be room for further improvement in establish-
ing entrepreneurship in universities’ organizational missions and strate-
gies. For example, an OECD report focusing on universities and Higher
Education Institutions in the Berlin and Rostock regions in East Germany
summarized that while substantial bottom-up efforts have been made to
offer entrepreneurship education and support to students and graduates,
a strategically anchored and coordinated approach, which is endorsed
and encouraged by the universities’ top management, is still often lacking
(OECD, 2010, p. 9). Doubts about the commitment of university leader-
ship to entrepreneurship may not only undermine the engagement of uni-
versity personnel involved in running entrepreneurship support offers, but
also hamper academics’ own plans to become entrepreneurial.
EXIST policies and university members’ perceived behavioural control of

entrepreneurship
While becoming an entrepreneur may seem an attractive career option to
students and university researchers (Linan, 2008; Goethner et al., 2009),

at the same time academics may face considerable start-up barriers such
as a potential lack of capital and relevant knowledge or the financial risks
involved in founding a business (Welter et al., 2008). This may hamper the
perceived behaviour control of start-up behaviour as the ‘perceived ease
or difficulty of performing a behavior’ (Ajzen, 1991, p. 188). In particular,
PBC entails personal beliefs about the adequacy of one’s capabilities with
regard to the task and the availability of required resources. In terms of
strengthening these perceptions, universities and policy instruments may
take on different roles relating to a range of support options. Rasmussen
(2011) explored the relationships between universities and their spin-offs
throughout their founding and establishment process and identified the
following university roles: use of research and physical admin facilities,
advisory and business services as well as technology transfer support,
and university resources to support the spin-off. Within the EXIST pro-
gramme similar sources of support are channelled through its EGS and
EFT instruments. We will explore three principal areas in this respect:
(1) infrastructure support, (2) information and advice, and (2) financial
and other material support.
First of all, elements of physical infrastructure offered to potential
university entrepreneurs may come with perceived overall responsiveness
of administrative staff (George et al., 2006), which may not only make
founding a business seem acceptable in the university organization, but
which may also make it seem more feasible. This is since the provision
of laboratory or office space (as well as other forms of support discussed
further below) is likely to facilitate the immediate preparatory steps to
founding a business (Kulicke et al., 2011). Becker et al. (2011) emphasize
the obligation of the EXIST universities to give the nascent entrepreneurs
sponsored by EXIST access to research and office facilities as well as to
provide mentoring and start-up coaching. In addition to physical infra-
structure support, personal advice and information access may also be
instrumental to making the start-up process more manageable.
Providing information and advice through mentoring, consulting and
coaching to assist potential academic entrepreneurs is important because
of the diagnosed knowledge and information gaps about entrepreneur-
ship at university (Achleitner et al., 2004; Isfan et al., 2005; Kulicke 2011).
In the EXIST EGS and EFT policies mentors and coaches are furnished
to each entrepreneurial project. Becker et al. (2011) have asked nascent
entrepreneurs in the programme for their choices of mentors, and the most
important criteria seem to be the research and technological expertise of
the mentor, his or her contact network to investors and research partners,
and his or her entrepreneurial management competences. In terms of
overall information support and assistance through mentors, coaches,

and the local EXIST networks the sponsored entrepreneurs make use of
advice in the following areas: assistance in developing the business idea,
in market analysis, in crafting business and financing strategies, and in
initiating contacts to future investors and customers (ibid.). It becomes
clear in Becker et al.’s survey (2011) that the support offers are used more
intensively in the EGS programme than in the EFT programme, which
supports more complex, high-technology start-up projects. The authors
suppose that this may be because the latter need (and make use of) much
more specific advice offers (e.g., in patenting strategies). This relates to the
general observation that university entrepreneurs may require competence
building, support and advice on an individual basis to back up general
information and qualification offers channelled through entrepreneurship
education at the group level (Welter et al., 2008; see also Rothaermel et
al. 2007).
In addition to infrastructural and advisory support, financial and other
material resource support may have a positive influence on academics’
perceived feasibility and controllability of successfully seeing through the
venture formation process, not least because the feared lack of capital
and corresponding financial risks may be a barrier to start-up behav-
iour. Supposed financing obstacles by potential academic entrepreneurs
likely relate to the capital market conditions for seed and early stage
finance; and for this segment of the capital market a funding gap is often
discussed – including state intervention to address potential market failure
(e.g., OECD, 2009). The EXIST programme also offers funding sources to
academic founders. In their study Becker et al. (2011) looked in detail at
the perceived appropriateness of financial support offers in EXIST both in
the EGS and EFT instruments. The capital grants range between 800 and
2500 euros gross per person (depending on academic status) to cover living
expenses. Moreover, in EGS, the nascent entrepreneurs receive capital
expenditure and consulting budgets between 15 000 and 20 000 euros; in
EFT there is a budget of 60 000 euros that may be used to found a busi-
ness. Once a business has been established, EXIST offers non-repayable
funding of up to 150 000 euros in a second grant period of EFT. The time
frame of EXIST support is one year in the EGS scheme and a two-stage
support period of 18 months each in EFT. Becker et al. (ibid.) summarize
that financial and material support in EXIST predominantly provide
potential academic entrepreneurs with resources to commit full-time to
the venture project. The authors further stress that this is particularly
important for demanding and complex start-up ideas in university and
high-technology entrepreneurship. With this is mind it is interesting to see
how the sponsored nascent entrepreneurs evaluate the financial support
in EXIST.

Around two-thirds of sponsored EGS and EFT entrepreneurs agreed

that the granted financing to cover living expenses is adequate. The appro-
priateness of the budgets for capital expenditure, consulting and other
start-up costs is rated slightly less positively. In this regard and also with
regard to the time frame of support there are more pronounced critical
evaluations by the responding entrepreneurs. In EGS the one-year time
period of support is considered appropriate by less than a quarter of
respondents and more than one-quarter do not agree with the statement
that the time (for which EGS support is granted) is adequate. Similarly,
in particular the time period of the second support stage in EFT is evalu-
ated as being too short. Those who viewed the time frame and budgets of
the instruments negatively were asked for their ideas for improvements.
Becker et al. (2011) report that most respondents suggested 18 to 24
months as an adequate time span. Budgets to cover start-up costs, neces-
sary investments and needs for consulting ought to be increased to 100 000
euros and the grant in EFT II to 200 000 euros. Beneath this, there also
seem to be sector differences in the evaluation of the appropriateness of
support measures. The data indicate that entrepreneurs with (potentially
smaller) venture projects located in the internet and software sectors
consider the volume and time length of financial support less negatively
than founders, for example, in the life sciences, engineering and material
sciences sectors (ibid.). This is not surprising because the latter often have
higher needs for start-up investments and up-front R&D expenditure as
well as considerably longer time horizons to break even.
Overall, these results point at two related challenges that may be typical
for direct measures of entrepreneurship policy-making (Grünhagen et al.,
2005; Shane, 2005). First, on the one hand entrepreneurship policy-makers
rightly focus on the need for self-sustainability of new ventures that should
not be pampered for too long with tax-payers’ money. On the other hand,
enterprise policy does not want to withdraw support too early, hamper-
ing or derailing the perceived feasibility and controllability of founding a
business at university and, in turn, entrepreneurial intentions and efforts,
in particular in cases of potential market failure to provide the necessary
resources, for example through capital rationing of seed and early-stage
start-ups. And even in cases of legitimate state intervention policy-makers
should always appreciate the long-term need for sustainability of entre-
preneurship support infrastructures as external support should not be
granted ad infinitum in order to create true entrepreneurial universities.
This is also still a challenge in the EXIST programme, which initiated such
external and policy-induced entrepreneurship support. This also seems to
be a problem to be solved with regard to public entrepreneurship policy
at German universities more generally. An OECD report indicated that

support structures for entrepreneurship in East German universities are

typically only funded on a temporary basis (e.g., through public project
funding) with a lack of sustainable ‘in-house’ funding of entrepreneurship
instruments and personnel (e.g., education courses) through the universi-
ties’ budgets themselves (OECD, 2010).
Second, a further challenge will be the considerable heterogeneity in
start-up projects across sectors and founder-persons in terms of their
financing and other support needs and the time horizons in which self-
sustainability may be expected. And in OECD (2010) it is suggested that
within EXIST (but also elsewhere in entrepreneurship policy) the financial
and coaching support instruments are not always sufficiently flexible to
serve the individual needs of academic business starters from different
backgrounds and disciplines. This suggests that there will be no universal
‘one-size-fits-all’ policy instrument to support academic entrepreneurs
from different disciplines but rather policy programmes with different
support measures. Here, the study on EXIST entrepreneurs by Patzelt and
Shepherd (2009) suggests that multiple simultaneous policy measures are
perceived most favourably by entrepreneurs for the development of their
start-up projects. These general challenges for crafting support policies in
university entrepreneurship should be kept in mind when implications for
developing entrepreneurial universities through policy instruments such as
the EXIST programme will be highlighted in the final section.
RESEARCH AND POLICY IMPLICATIONS
The evaluation figures and data that have been collected in the immediate
context of an enterprise policy programme should be handled carefully.
And the EXIST reports do not indicate detailed quantitative analysis on
why exactly start-up projects have been initiated and why they have been
continued or terminated during the support process. However, it can be
said that the reports present a mixed bag of implications. On the one hand,
there are reasons for university members to engage in entrepreneurship
as well as reasons for giving it up during the start-up process that may
be beyond the influence of policy instruments. On the other hand, the
EXIST instruments appear to be important in a number of ways: (1) as a
potential trigger for people with latent entrepreneurial motives to actually
initiate start-up behaviour, (2) in speeding up the venturing process, and
(3) possibly facilitating the process by addressing start-up barriers and
keeping some of the nascent entrepreneurs on track. The latter aspects are
also pointed out by Patzelt and Shepherd (2009) who put forward the idea
that policy programmes may be useful in motivating entrepreneurs from

university to put substantial effort into potential entrepreneurial opportu-

nities, which would otherwise not always be the case. For future research
the tasks that follow from this are threefold.
First, broadly speaking we need to explore further where exactly policy
instruments aimed at building the entrepreneurial university take effect,
for example in the development of entrepreneurial start-up preferences,
in the formation of entrepreneurial intentions, or in catalysing actual
behaviour and efforts to develop academic businesses. Regarding the tran-
sition from influences on intended entrepreneurial activity towards actual
start-up behaviour the model of academic entrepreneurship proposed in
Goethner et al. (2012) offers good starting points for this as the authors
analyse external influences on both intentions and behaviour.
Second, since such influences will presumably affect entrepreneurial
cognitions at the attitude level (Krueger, 2003), entrepreneurship research
may delve further into the role of ATB, SN and PBC in mediating between
exogenous influences and focal intentionality and behaviour. This has
been the focus of this chapter and we have made some suggestions as to
possible factors that may be explored further for their impact on academ-
ics’ intentions throughout the venturing process:
● ATB: perceived benefits of knowledge commercialization; perceived

measures to reduce opportunity costs of academic entrepreneurship;
● SN: perceived supportiveness and approval by one’s university
peers; perceived university-wide acceptance and organizational
encouragement;
● PBC: physical infrastructure support; provision of information and
advice; financial and other material resource support.
There will surely be many more influence factors, particularly in terms

of entrepreneurship education measures and the pedagogical character-
istics of such instruments. However, our aim in this chapter has been to
discuss possible factors within policies for the entrepreneurial university
surrounding core instruments of entrepreneurship education (for an inte-
grated view of supporting high-growth university start-ups see Volkmann,
2009).
Third, keeping in mind that in the entrepreneurial university many
factors may affect its entrepreneurial outputs, it will be useful to evaluate
the effects of policies in university entrepreneurship with regard to other
influence factors in the context of the progression from university start-up
preferences and the formation of entrepreneurial intentions towards
actual start-up behaviour and venture continuation and growth intentions
(see Bönte and Jarosch, 2010 and Rasmussen, 2011 for these stages). In

particular, for pivotal entrepreneurial intentionality it has been stressed

that intent will be person- and situation-specific (e.g., in Krueger, 2003),
and research on and evaluations of policy measures to build the entrepre-
neurial university will need to appreciate the specific context of university
organizations and academics’ work and study life.
In addition to the substantial heterogeneity of venture projects across
different sectors and science disciplines, the situation-and person-specific
character of entrepreneurial processes at university may help entrepre-
neurship policy-makers in identifying realistic influence factors, but this
also poses limits to creating entrepreneurial universities deliberately.
Along this line Becker et al. (2011) remind us, and be it only for the case
of the EXIST programme, that policy-makers should not rely too heavily
on pull instruments that attract academics to entrepreneurship (e.g.,
through extensive marketing measures and prospects of ample and gener-
ous financial grants). Rather, they stress that self-selection by students
and faculty themselves also appears to do a good job in the retention of
credible venture projects from university. This may also help to keep at
bay the problem of the opportunistic free-riding of those who would have
founded a venture anyway or who do not really intend to found a busi-
ness from academia. Kulicke (2011) reports a figure of less than one-tenth
of EGS-sponsored entrepreneurs who would have founded their business
irrespective of EXIST policy support. The important aspect to note is
that this does not mean that support policies for university entrepreneurs
are redundant. Rather, this suggests that motivating university members
to engage in entrepreneurship is not the only starting point for support
policies. The discussion above has pointed to some important roles of
policy programmes to be played beyond initial motivation of academics
to become entrepreneurs. These roles are in supporting and removing bar-
riers for nascent academic entrepreneurs, who make the effort and try to
establish a new business from their research and study work at university.
This requires the entrepreneurial university and policy initiatives to appre-
ciate the whole breadth of the entrepreneurial process and the individual-
ity and heterogeneity of academic founder-persons and their ventures.
NOTES
1. Our analysis is not meant to present a complete list of influences on the entrepreneurial
process at universities. In particular, we will not discuss detailed impacts of different
characteristics of entrepreneurship courses here since this has been done elsewhere and
readers are referred to the literature sources cited below.
2. Since the authors belong to one of the EXIST university regions, we did not collect
primary field data to avoid data collection and interviewing biases.

3. The data in the evaluation reports of EXIST do not include information on organiza-
tional commitment or identity.
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11. Boosting entrepreneurship education
within the knowledge network of the
Dutch agri-food sciences: the new
‘Wageningen’ approach*
Willem Hulsink, Hans Dons, Thomas Lans and
Vincent Blok
INTRODUCTION
The last decade has seen a dramatic rise in the number and status of entre-
preneurship programmes in universities across North America, Europe,
South America and Asia. The popularity of entrepreneurship courses at
universities has increased dramatically among both graduate and under-
graduate students, especially those located in the management and busi-
ness schools. In North America, university alumni, local benefactors and
state legislators not only provided additional resources earmarked for
research but were also supportive of the development of entrepreneurship
programmes over the last decades. In fact, in many instances it has been
the demands of these constituencies that have led to the creation or expan-
sion of entrepreneurship programmes within these schools. In Europe,
with less of a tradition of private universities, fundraising and alumni
involvement in the university’s policy, national or regional governments
took the lead to promote and support the development of entrepreneur-
ship education within universities and colleges through applying a variety
of policy instruments (NIRAS et al., 2008). This chapter addresses the
politics that have put the concept of the entrepreneurial university and
the promotion of entrepreneurialism on the agenda of one particular
university, namely Wageningen University and Research Centre (and its
associated Higher Education Institutions) through the development of a
new collaborative teaching and extension programme.
Also in the Netherlands it was recognized that stimulation of entrepre-
neurship at universities was needed to guarantee economic growth in the
future. Although scientific research was at a high-quality level, the transla-
tion of research results into innovative products processes lagged behind,
known as the Dutch (or European) Paradox (Ministry of Economic
Affairs, 2003). To promote the entrepreneurial spirit of the future genera-
248
Willem Hulsink, Hans Dons, Thomas Lans and Vincent Blok - 9781781007013
The new ‘Wageningen’ approach 249
tion as a stimulant for its economy, in 2007 the Dutch government initi-
ated the ‘Partnership in Entrepreneurship Education’. This programme
was aimed to stimulate Higher Education Institutions to embed entrepre-
neurship in their various educational programmes and boost the number
of students showing entrepreneurial behaviour and eventually starting a
new business within five years (Partnership Leren Ondernemen, 2007).
More than 26 million euros in total, with 12 million euros provided by the
Dutch government, have been invested in the creation of so-called Centres
of Entrepreneurship (CoEs) at Dutch universities and higher vocational
education institutions.
The model for stimulating the creation of Centres of Entrepreneurship
through a call for tender by the Dutch government in 2007 has been taken
from the USA where leading universities benefited from grants and sub-
sidies of the Kauffman Foundation through its Campuses Initiative. The
Kauffman Foundation has funded more than a dozen institutions between
2003 and 2006 to a maximum of $5 million each to infuse their entire uni-
versity or college with entrepreneurial activities, courses and approaches
(Streeter et al., 2011). The Campuses Initiative aimed at transforming
the way entrepreneurship education is taught in the nation’s colleges and
universities by making entrepreneurship education available across their
campuses, enabling any student, regardless of field of study, to access
entrepreneurial training. In two rounds, 14 universities were selected to
develop and host a university-wide Kauffman Campus; in total about $50
million was awarded to entrepreneurial universities.1
Among the shortlisted and granted proposals for establishing CoEs
in the Netherlands, the DAFNE2 programme (the Dutch Agri-Food
Network of Entrepreneurship) was unique since its aim was to create a
dynamic network involving all agri-food Higher Education Institutions in
the Netherlands, coordinated and led by Wageningen UR. This DAFNE
programme was chosen by the Dutch government in 2007 as one of the
six Centres of Entrepreneurship for promoting entrepreneurship educa-
tion and stimulating the entrepreneurial attitude of students, teachers and
researchers within universities. The other granted proposals for estab-
lishing CoEs were either regionally based (e.g., the cities of Amsterdam,
Rotterdam and Maastricht) or sector-based (e.g., the creative industry
in the Utrecht region and the agri-food business in the north-east of the
country).
This contribution concentrates on the joint approach of the Dutch
agri-food sector to make their dedicated university, research institutes
and universities of applied sciences in this specific domain more entrepre-
neurial. It assesses the impact and the lessons learned from implementing
the DAFNE programme and seeks answers to the following research
uestions: (1) How did the process of establishing an entrepreneurial

q
university evolve in the specific ‘Wageningen’ setting? (2) What was the
impact of the new entrepreneurship promotion programme DAFNE and
what were its learning experiences?
We will operationalize the overarching research question by critically
evaluating a number of projects that were part of the DAFNE pro-
gramme. Subsequently, we will evaluate what they have contributed to the
entrepreneurial curriculum of the partners and the larger support struc-
ture for innovation, technology transfer and new business. The chapter
is structured as follows. First, we start by shedding light on the origins
of the entrepreneurial university with special reference to the agricultural
and life sciences sectors. Second, we will provide an historical overview
of entrepreneurship programmes that were predominantly launched by
American universities, with special attention on the curriculum, strategies
to establish an entrepreneurship centre and policies for getting support
from external stakeholders. Third, the chapter focuses on the organization
of the Dutch agri-food sector, the crisis it found itself in during the 1980s
and 1990s and the successful turnaround strategy it pursued to make the
sector innovative and internationally competitive again. Fourth, we focus
on the transition of Wageningen University as an entrepreneurial univer-
sity and the promotion of entrepreneurialism by the Higher Education
Institutions. Subsequently, the focus of attention will shift towards the
DAFNE programme by looking into its development and in more detail
by discussing the content and the merits of all the individual projects.
Finally, the impact of the DAFNE programme, in terms of tangible
results, and merging it into the new Startlife initiative, will be discussed in
the concluding sections.
THE ENTREPRENEURIAL UNIVERSITY
The established university system in North America and Europe is facing

a number of daunting challenges, such as fast-rising student numbers,
turning Higher Education into a commodity and leading to an increase
of bureaucracy, internationalization of research and education and cross-
university competition at all levels for the best academics, students and
research grants (Wissema, 2009). Furthermore, the rise of interdisciplinary
research, the increase of collaboration between university and industry
(co-financed by the government), the emergence of special research insti-
tutes, and the ever-increasing cost of cutting-edge research, put a real
strain on the organization of Higher Education and academic research.
Today’s universities are increasingly seen by policy-makers as cradles of
new economic activity and as strategic players in a local innovation hub.

In addition, to continue carrying out cutting-edge scientific research and
providing academic education, most universities have adopted the com-
mercial exploitation of their knowledge and know-how as their third task.
They have started to look for alternative funding and have established
incubators to commercialize their technologies by selling or licensing them
to existing large firms or fresh start-up or spin-off firms (ibid.)
Equipped with this new role for the university as a network broker or
catalyst to stimulate regional growth, Wissema (2009) and Youtie and
Shapira (2008) refer to the Third Generation or Mode 3 university respec-
tively. While the First Generation or medieval university was basically a
storehouse or accumulator of knowledge where income for the university
would come from property, fees from students and grants from wealthy
princes and clergy, the Second Generation university is more of a knowl-
edge factory, looking forward and transforming inputs into outputs (for
an overview of the three generations of universities, see Table 11.1). The
Second Generation university was equipped with two objectives: research
Table 11.1 Comparing First, Second and Third Generation universities
Characteristics
First Generation Second Generation Third Generation
university university university
Objective Education Education and Education, research
research and know-how
exploitation
Role Defending the Discovering nature Creating value
truth
Method Scholastic Modern science, Modern science,
monodisciplinary interdisciplinary
Creating Professionals Professionals and Professionals, scientists
scientists and entrepreneurs
Orientation Universal National Global
Language Latin National languages English
Organization Nationesa, Faculties University institutes
faculties, colleges
Management Chancellor (part-time) Professional
academics management
Note: a Institutions comprised of students and academics from the same region in the first
generation university. They live on in an informal way in certain students’ associations.
Source: Wissema (2009, p. 23).
(scientific breakthroughs and publications) and education (teaching and

training bright students); it is basically financed by the state through
government subsidies and research grants (allocated through research
funding agencies) and through fees from students. The Third Generation
university has knowledge exploitation as its third objective. Now the
university has an economic development role advancing innovation and
entrepreneurship and function as a thriving knowledge hub and actively
contributing to the development of local technology clusters. This
modern university has a cosmopolitan outlook and relies upon obtaining
international know-how, resources and partnerships to prepare itself for
global competition. The Third Generation university is (more) disentan-
gled from the state; in addition to income through fees from students and
research grants, it relies upon third party funding (e.g., through contract
research) and endowments (e.g., donations from wealthy individuals or
organizations).
In the US system of Higher Education, universities have a tradition
where entrepreneurship education, research and offering extension and
consultancy services to local/regional constituencies are highly developed.
In establishing this system both the federal and the state governments
played a key role. The first provided seed funds, grants for basic research
and support for student aid. The latter facilitated the establishment and
growth of public universities in their home base by providing basic finan-
cial support and a commitment to low tuition fees for their indigenous stu-
dents. The legal framework of these support-oriented state universities and
support institutions included the 1862 Morill Act, which gave federal land
to the states establishing colleges that offered programmes in agriculture,
mining and engineering, hence the term ‘land grant universities’; the Hatch
Act of 1887, which provided for agricultural experiment stations; and
the 1914 Smith-Lever Act, which made cooperative extension available
(Geiger, 1986). These dedicated land grant colleges were committed to the
economic and social development of its state by assisting local farmers and
manufacturers through the provision of agricultural and urban extension
services (e.g., additional training and research related to the application
of new business methods and technologies). The land grant universities
successfully fostered the high productivity of the American farm through
the teaching of food production skills. Practical solutions to agricultural
problems emerged from research at these universities that was spurred by
the specific needs of the local agricultural community (through university-
affiliated agricultural experimental stations and extension services). Land
grant universities like Wisconsin University, Cornell University and MIT
were among the first to align themselves with daily life, local business
assistance and regional socioeconomic development, through providing
extension services, running experimental stations and offering consultancy

activities (Kerr, 1995).
Historically, involvement of American universities in knowledge trans-
fer has come through the training of students who transfer what they have
learned to the commercial sector, the publication of the results of research
for use by the scientific and industrial communities, and the services of
faculty and other staff members consulting with industry (Etzkowitz,
2007). From the early 1970s onwards, universities began to become more
active in commercializing research and promoting relations with industry
through patent and technology licensing offices, investment in start-up
companies, research partnerships with industry, technical assistance
programmes and the establishment of business incubators and research
parks.
A couple of decades later, entrepreneurship, innovation and knowledge
transfer have become important for nearly all universities and public
research laboratories in Europe too. In addition to their traditional roles
in advancing research and teaching the new generation, these knowledge
institutes now have a ‘Third Mission’, namely knowledge valorization.
This is a new Euro-English term that refers to the ambition but also to
the public duty to give social and economic value to the knowledge gener-
ated by universities and public laboratories. In addition to the traditional
definition of academic research as pursuing curiosity-driven science and
advancing knowledge with less attention for societal impact and com-
mercial applications of discoveries and new technologies and financial
pay-offs of the academic endeavour. In the new entrepreneurial university
commercialization and commodification have become important too.
The first refers to custom-made education and training programmes, the
offering of consultancy and extension services and the establishment of
public–private partnerships in R&D (universities working together with
industry, co-financed by governments). The second refers to claiming
particular inventions through patents and licensing them out to estab-
lished companies and/or university spin-off firms (Jacob et al., 2003).
Entrepreneurship, fund raising and wealth/impact creation are now
prominent elements in their plans and activities in the domains of educa-
tion and research. While still bringing their research to the public domain
(e.g., by publishing), now researchers and R&D managers seriously look
into the promises and pitfalls of bringing their inventions and skills to
the market place (e.g., by consulting, patenting, licensing and/or creat-
ing spin-off firms). In the following section we will discuss the transition
towards the Third Generation university and the emergence of entrepre-
neurship education, first in the USA, followed a couple of decades later in
Europe and elsewhere.
ENTREPRENEURSHIP EDUCATION: THE USA AS A

MODEL
Until the 1970s few universities in the USA offered teaching programmes
in entrepreneurship. The exception was Harvard Business School,
which since 1926 offered an entrepreneurship course in disguise, called
‘Manufacturing Industries’, taught by General Georges Doriot, and since
1947 it offered a full-blown entrepreneurship elective in its curriculum
(Cruikshank, 2005). Other universities followed suit after World War
II: Peter Drucker introduced entrepreneurship courses to the curriculum
of New York University in 1953, Babson College started to offer the
first undergraduate major in entrepreneurship in 1968, and in 1971 the
University of Southern California launched the first Master’s/MBA pro-
gramme in entrepreneurship. Other pioneers in the design and diffusion
of entrepreneurship programmes were the agricultural schools of the land
grant universities, which, in close collaboration with the university exten-
sion services and experimental stations, already since the 1920s offered
small business management and training programmes for local farmers
(Katz, 2003, 2008). Similarly, engineering schools offered a blend of
entrepreneurship, innovation management and other business subjects in
their programmes, seeking to provide an overview of the whole company
(Vesper, 1982). For instance, in 1958, Dwight Baumann, an engineering
professor at MIT was among the first to introduce an entrepreneurship
course at the institutes of technology and the engineering schools across
the United States (McMullan and Long, 1987).
The real growth of small business and entrepreneurship education came
in the 1970s and 1980s. At the beginning of the 1970s only 16 universities
in the USA offered courses related to entrepreneurship; by the early 1980s
300 universities were reporting courses in entrepreneurship and small busi-
ness. By the 1990s the number of schools offering such courses had grown
to more than 1000 in 2001 and 1600 in 2005 (Kuratko, 2005; Solomon,
2007). This exponential growth in the number of schools was to a large
extent accomplished by non-entrepreneurship colleges, like the engineer-
ing, art, law and medical schools and science and technology development
programmes (Solomon, 2007; Katz, 2008).
Several studies have shown how the emergence, growth and institution-
alization of entrepreneurship education have taken shape over the last 50
years in the United States (Katz, 2003, 2008; Kuratko, 2005; Solomon,
2007). First of all, there is the evolution of the curriculum from a couple
of courses with a few pedagogies at a small number of universities and col-
leges, to fully integrated entrepreneurship courses and programmes with
a variety of pedagogies across the curriculum and offered by a multitude
of universities across the country (Solomon, 2007). Second, one can see a
substantial growth of Centres of Entrepreneurship over the last 50 years,
starting on a small scale by a group of pioneering universities involving
adjunct professors with business experience, to a plethora of centres with
different models, domains and strategies, searching for prominence in
teaching, research and/or outreach/extension (Finkle et al., 2006). Third,
there is the evolution of entrepreneurship education via funding all these
activities and obtaining support from within the larger university, local
business communities and regional governments; this is visible by the
increase in the number of endowed professorships in entrepreneurship and
sponsored centres in this field (Katz, 2003, 2008).
As Streeter et al. (2002) have observed, there are various approaches to
integrating entrepreneurship education at universities. In their conceptual
framework they distinguish between two: first of all there is the focused
approach and second, there is the unified or university-wide approach. In
the focused approach faculty students and staff are situated exclusively in
the academic area of business, or in the combined areas of business and
engineering. Harvard is an example of the focused model: its entrepreneur-
ial programmes are targeted exclusively to Harvard Business School stu-
dents (students from other faculties may apply, but only a limited number
will be admitted). The focus in the unified or university-wide approach
is broader, targeting students outside the realms of business schools as
well, including courses aimed at those in arts and sciences, or in physical
sciences. Over the past ten years the trend toward university-wide entre-
preneurship education has been strong and is gaining momentum. Streeter
et al. (2002) found that approximately 74 per cent offered university-wide
programmes. There are three versions of the unified approach: the magnet
model (66 per cent), the radiant model (7 per cent) and a mixed mode (28
per cent). In the magnet model students are drawn from a broad range of
majors. Entrepreneurial activities are offered by a single academic entity
but attended by students from all over the university. All resources and
skills are united into a single platform that helps facilitate the coordina-
tion and planning of entrepreneurial activities. This approach has been
applied at MIT where entrepreneurship programmes are administered by
the Sloan School of Management (highly centralized, a locus for funding,
students and all activities). In the radiant model individual institutes and
faculties are responsible for facilitating the integration and visibility of
entrepreneurship activities; entrepreneurship activities can therefore be
adjusted to the specific structure of individual faculties. Cornell University
has applied this model; there the teaching of entrepreneurship education
takes place in nine schools and colleges (highly decentralized, every unit
has independent sources of funding, students, faculties and activities).
THE DUTCH AGRI-FOOD SECTOR
In the post-World War II period, between 1950 and 1980, the large major-
ity of the Dutch agri-food sector consisted of small business owners – most
of them family businesses and self-employed farmers. In that period only
a few large and international-oriented agro-chemical and food companies
(e.g., Heineken, Unilever) and agricultural cooperatives (e.g., Friesland,
Campina) developed. In a world economy where companies largely
focused on domestic markets until the 1980s, the Dutch agri-food pro-
ducers were among the pioneers selling their products abroad. To this
day, the Netherlands is the largest agricultural exporter in the European
Union with leading positions in flowers and plants, potato production, pig
farming and milk production (De Bont and van Berkum, 2004; Snijders et
al., 2007).
For many decades, until 2010, the agri-food sector in the Netherlands
was the responsibility of a specific Ministry of Agriculture, Nature
Management and Food Quality (LNV). Not only policy-related issues
concerning the agri-food sector but also research, innovation and knowl-
edge transfer, and education concerning the agri-food domain, were
funded and governed predominantly through that ministry. Together with
a number of semi-public corporatist institutions, representing the farmers,
growers and food companies, LNV was quite influential in directing
research and knowledge development, that is, the Ministries of Education
and Economic Affairs played second fiddle in those matters. The private
and the public sectors in the agri-food sector cooperated in agenda setting
and policy-making for research and education; also the financial burden is
shared by the agricultural community and the public sector. The centre of
the public knowledge network of the agri-food industry in the Netherlands
is Wageningen University and Research Centre (Wageningen UR); this
is where the greater part of fundamental as well as applied research
takes place. Since 2010 the Ministry of Agriculture (LNV) merged with
the Ministry of Economic Affairs hereby creating the new Ministry of
Economic Affairs, Agriculture and Innovation (EL&I). Initially, the
unique status of education, research and innovation in the agri-food
domain was continued in the new setting. With the new Dutch government
coming into office in 2012, the name of the ministry changed again into
the new and old ‘Ministry of Economic Affairs’, marginalizing the special
position of agriculture in policy-making and politics even further. The
consequences of bringing the Ministry of Agriculture under the control of
the Ministry of Economic Affairs and its effects on the current research,
education and innovation practices and polices have yet to be seen.
The success of the Dutch agri and food clusters in general and their
active export orientation was the result of an effective innovation system,

which was based on the Research, Extension and Education (REE)
triptych (in Dutch: OVO drieluik) (van den Ban, 1987; van den Ban and
Bauwens, 1988; Dons and Bino, 2008). This REE triptych is a classic
example of a linear innovation model where research creates and develops
new knowledge; extension disseminates the knowledge among farmers
and growers, who are trained by educational institutes and therefore able
to effectively absorb the new knowledge. Research was conducted by the
agricultural university and some other (general) universities, governmental
research institutes, experimental stations and private R&D laboratories of
corporations and cooperatives. Education was organized by specialized
Higher Education Institutions (HEIs) and vocational schools. Extension
is technical assistance to practising farmers and growers, which is provided
by an elaborate system of experimental stations and public and private
service or consultancy agencies. Although the basic purpose of (coopera-
tive) extension is to bring relevant innovations to the attention of farmers
and growers, the other objective of bringing the problems and challenges
facing farmers and growers to the attention of research and education has
traditionally been less prominent (Postlewait et al., 1993; De Groot, 2003).
Despite its active export orientation, the agricultural sector in the
Netherlands was traditionally inward looking, supply oriented and focused
on incremental innovation. This approach was appropriate and relatively
successful after World War II when the environment was relatively stable
and predictable, with increasing food security being the main policy objec-
tive. Especially in animal husbandry, fisheries, arable farming, horticul-
ture and food processing the Netherlands was internationally competitive
till the early 1990s. The system was based on the production of commodi-
ties for the food industry (e.g., dairy, meat) and/or sales through auctions
(flowers and vegetables), and focused entirely on efficiency and the
increase of productivity, which did not provide the right set of incentives
for farmers and growers to innovate and change (Diederen et al., 2000).
From the 1980s onwards it became clear that the large-scale production
of bulk products and integrated supply chains no longer guaranteed a
strong competitive advantage of the Dutch agri-food business. Consumers
increasingly appreciated high-quality and new original products, and thus
provided responsive and flexible agri-food producers with demand for dif-
ferentiated products in the up market segment.
In addition, in the early 1990s strong regulations addressing growing
food safety concerns and the ongoing exploitation of natural resources
(e.g., sea, soil vegetation and livestock) made adjustments in the existing
Dutch agri-food value chain unavoidable, which in some cases even meant
looking for alternative forms of production. The Dutch flower cluster
managed to survive relatively easily, using the stagnation in demand to

stir up its R&D effort and churn out differentiated and better products.
Most of the Dutch agricultural sector, however, was severely in crisis,
signals from shifts in the market (e.g., away from bulk products and
regular productivity increases) with more segmentation and proliferation
of newly emerging market segments had been ignored. As expressed in the
title of an influential government-commissioned consultancy study by AT
Kearney (1994), the Dutch agri-food community had ‘missed the market’.
Key policy-makers started to realize that the sector was locked into a
production system based on economies of scale, process innovation and
output maximization and that a new system based on diversified quality
production, with an emphasis on economies of scope, quality, flexibility
and innovative entrepreneurship was required.
From the late 1990s onwards the sector has become increasingly
dynamic, both in a positive and in a negative sense. In addition to numer-
ous firm exits and business transfers, we have seen new entrants and re-
born agricultural firms with alternative approaches and competencies,
pursuing new product, process and service concept innovations (Rutten
and van Oosten, 1999). Now the Ministry of LNV finds the key to struc-
tural change among innovative entrepreneurs, who bring in creativity and
variety to the agri-food sector by pursuing all kinds of opportunities tra-
ditional farmers and firms have never considered (LNV, 2001, 2005). For
that purpose some of those ‘new farmers’ and ‘agro-entrepreneurs’ have
even formed study clubs and alternative networks sharing information
and best practices. It is a change that has opened the door to experiments
with alternative farming methods (e.g., multifunctional agriculture, land-
scaping, rural tourism), new products (e.g., functional foods and products
from organic farming); and innovations in business processes and distri-
bution (e.g., tracking and tracing systems and value-added logistics, and
so on) (Lans et al., 2011; Verhees et al., 2012).
TOWARDS AN ENTREPRENEURIAL UNIVERSITY,

FROM AN ‘OLD’ TO ‘NEW’ WAGENINGEN
APPROACH
In the 1980s public spending for agricultural research and education

diminished and the public agricultural extension services were privatized.
The traditional REE triptych started to fall apart: extension became a
commercial service, research became more market driven and the knowl-
edge resulting from public–private projects was no longer available for
free extension, becoming more difficult to access and use in education. The
traditional close collaboration between education, extension and research

became subject to market negotiations. Increasingly, words like innova-
tion and entrepreneurship emerged in all kinds of policy documents,
and became buzzwords in the corridors of the Ministry of Agriculture,
Wageningen University and the R&D labs and headquarters of agri-
food companies. The linear innovation chain became gradually replaced
by a more open and organic network in which universities, agricultural
entrepreneurs, firms and vocational education institutes are more loosely
coupled in generating and sharing knowledge (De Groot, 2003; Dons and
Bino, 2008).
If we look at the history of Wageningen University and the Netherlands
Foundation for Agricultural Research (DLO) (including the Ministry of
Agriculture’s research laboratories, extension services and experimen-
tal stations) both institutions were founded in Wageningen. The State
Agricultural School that preceded the Agricultural University was estab-
lished in 1876, and the first experimental station in the country, which later
evolved into the DLO Foundation, was formed a year later. Over more
than a century these organizations formed the heart of the agricultural
knowledge system and ‘Wageningen’ became an internationally recog-
nized centre of knowledge and expertise in agriculture. But over the past 20
years the organization of agricultural research has changed dramatically.
As a reaction to all changes in the agri-food sector and in research, educa-
tion and extension, mentioned before, the Agricultural University had to
change into a more entrepreneurial university. The whole process of trans-
forming Wageningen University into an entrepreneurial university started
at the end of the 1980s, when the university also changed its focus from
agricultural research and education to life sciences. It changed its name
from Wageningen Agricultural University into Wageningen University of
Life Sciences. But this was just the beginning of large changes in the organ-
ization. In 1997, more than a century after the founding of the university,
the Ministry of LNV decided to join forces and to merge Wageningen
University and DLO to establish Wageningen University and Research
Centre (Wageningen UR) (Peper, 1996). In 2003 the Van Hall Larenstein
(VHL) University of Applied Sciences merged into Wageningen UR.
The whole integration process from a complex array of organizations to
one large organization took almost 15 years (Dons and Bino, 2008). The
organization now houses the whole range from fundamental, strategic,
application-oriented, applied and practical research. While the university
conducts the more fundamental, curiosity-driven research, the DLO insti-
tutes carry out strategic and application-oriented research, and practical
research is carried out by the experimental stations, jointly financed by
government and farmers and growers involved. There is a full integration
of these different types of research in five science groups: plant sciences,

animal sciences, agro-technology and food sciences, environmental sci-
ences and social sciences.
Wageningen UR is unique among Dutch universities in a number of
ways: (1) the university specializes almost exclusively in the domains of
agri-food and environment (2) because of the aforementioned integration
at various science levels, Wageningen UR is recognized as an important
actor in technology transfer and economic development in its domain;
(3) the student/staff ratio is almost 1.5 to 1, with about 10 000 students
(including approximately 1500 PhDs) and 7000 professional staff (about
4000 of whom work as researchers in associated research institutes);
(4) Wageningen UR has performed well in fundraising and obtaining
national and European research grants and private funds from industry;
(5) the university’s activities are not strictly confined to its home city
Wageningen but also include major research centres and experimental sta-
tions throughout the Netherlands
In the transformation process towards an entrepreneurial university,
Wageningen UR sought to address the issues of commercializing research
and transferring knowledge and technologies to the market. This has
been established in several ways. The most important one was a dramatic
change in the formulation and financing of research programmes by the
establishment of so-called public–private partnerships (PPPs) in which
(large) research programmes were developed in a concerted action between
industry and Wageningen UR, stimulated by grants from the Dutch gov-
ernment. These initiatives intensified the collaboration with industry and
put more focus on research that could more easily result in innovation and
application. In fact, instead of the linear knowledge transfer via the REE
system, these PPPs form a more integrated model in which co-innovation
and direct knowledge transfer take place (Dons and Bino, 2008). The
various types of research have their own financial structure, with increas-
ing budgets from industrial partners depending on opportunities for appli-
cation. The fundamental research of university groups at Wageningen
UR depends predominantly upon first stream funding from its sponsor-
ing ministry (163 million euros in 2011), with additional research grants
acquired in the second stream (mainly Dutch research funds and EU
grants) and an increasing amount of money obtained through contract
research (third stream money 96 million euros). The strategic research
of the DLO institutes is funded mainly via open/competitive contract
research (152 million euros in 2011) and captive contract research for the
ministry (144 million euros), with additional incomes among others from
patents and licences, strategic business expertise, and other output sales
(57 million euros). Finally, the revenue stream of Van Hall Larenstein
is also dominated by the government’s contribution (31 million euros),

with additional funds from tuition fees (8 million euros) and third stream
income (around 11 million euros).
Another option is to valorize the commercial value of university’s intel-
lectual property (IP) more actively. However, neither the university nor
the DLO Foundation had a long tradition of patenting, and were heavily
dependent on the people involved, their drives and predominant financ-
ing mechanisms (Jongen et al., 2004). Although the university hired its
first technology transfer official in 1981, patenting remained a marginal
activity. Early in 2000, when the university and DLO were busy imple-
menting the merger, a clear need was felt to commercialize the abundantly
available knowledge and to start a number of new activities (Wageningen
UR, 2003). As a response Wageningen formulated a set of goals: (1) pur-
suing an active IP policy aimed at generating revenue and creating a
scouting and support infrastructure for that purpose; (2) launching new
spin-off businesses and actively promoting, supporting and acquiring
new knowledge-intensive businesses; (3) creating a commercial aware-
ness among researchers and lecturers and encouraging them to look
for opportunities for consultancy, contract research and new products;
(4) stimulating entrepreneurship among students and staff members. The
idea was to centralize these activities through the creation of Wageningen
Business Generator (WBG). WBG became responsible for the exploita-
tion of the patent portfolio of Wageningen UR, to start-up new ventures
together with entrepreneurial scientists and to stimulate awareness for val-
orization within the organization. WBG was active in the period 2005–08.
Although several new companies were created based on research results of
scientists from Wageningen UR, the Board of Wageningen UR decided
that it would be more efficient to decentralize these activities and to have
the individual Sciences Groups to take the responsibility for valorization
within their own group. This also shows that it is not easy for universities
to find the right approach, organization and management structure in
their development towards an entrepreneurial university.
It is important to note that the Dutch universities, including Wageningen
UR, in all their efforts to become more entrepreneurial were supported
to a great extent by governmental policy since 2000. Many initiatives
were taken for the stimulation of entrepreneurship, more specifically the
creation of start-up companies. The central governments launched large
subsidy programmes, for example, BioPartner and TechnoPartner, to
stimulate various aspects of entrepreneurship. In four years BioPartner
was supporting over 100 new start-ups and also created five incubators for
life sciences industries, one in Wageningen. There are several other Dutch
government programmes for the financial support of the first phase of
the founding of new ventures, for example, Foundation for Knowledge

Exploitation (SKE) and the Preseed Fund of the Netherlands Genomics
Initiative.
Wageningen UR was not alone in gradually beginning to feel strongly
about encouraging innovation and entrepreneurship in the agro-food and
life sciences. This also applies to Food Valley, a well-known ecosystem for
agri-business and food research in Europe, centred around Wageningen
University. Food Valley wants to attract major R&D centres to its home
base, establish R&D-based companies and create new innovative projects.
In terms of the availability of public and private research laboratories,
there is the Top Institute for Food and Nutrition (TIFN), which is a
powerful alliance of European food corporations such as Unilever, DSM
Nutrition and Friesland Dairy and the public food research laboratories,
including Wageningen UR and, within close range, NIZO Food Research
(Ede) and TNO Food (Zeist).
Adjacent to the university and the private research labs of Numico
and Campina DMV, there is a concentration of dynamic and innovative
companies that work together with leading players in the life sciences and
agri-food industry, including Keygene, Noldus, N-sure, Bfactory and
Checkpoints. Another example is research in plant breeding for which
large public–private partnerships have been developed, for example,
Technological Top Institute Green Genetics (TTI-GG) and the Centre for
BioSystems Genomics (CBSG) in which the top players in the Dutch seed
industry work together with top plant scientists (Dons and Bino, 2008).
The newly established dairy giant FrieslandCampina, as a merger of the
Friesland and Campina cooperatives will establish a knowledge and inno-
vation centre in Food Valley of about 350 R&D workers.
As mentioned before, there is also the BioPartner Centre Wageningen,
which acts as an incubator for new ventures (such as Easygene, Microdish
and Genetwister) and new innovation centres (e.g., Campina Innovation).
The municipality of Wageningen and the regional development agency
of the province of Gelderland have played a supportive and proactive
role in real estate development by working together with the university
in developing the Agro-Science Park Wageningen in the early 1990s.
All these developments over the past ten years clearly show that around
Wageningen UR a real ecosystem within the agri-food sector is being
developed, in which a number of research and education centres col-
laborate intensively with various established industries, new biotech com-
panies, consultancies in various fields. It also shows that the transition
of Wageningen UR towards a Third Generation university is complex.
Today it is recognized that stimulation of innovation, knowledge valoriza-
tion and entrepreneurship, which are key elements for an entrepreneurial
university, requires the education of students, staff and management of

the organization. With this purpose Dutch government initiated an educa-
tion programme via Centres of Entrepreneurship. Also Wageningen UR
with its partners established such a centre, the DAFNE programme, which
will be described in detail in the next section.
DESCRIPTION AND ASSESSMENT OF THE VARIOUS

PROJECTS OF THE DAFNE PROGRAMME
As explained, the Netherlands has acquired a leading position in the agri-

food domain through a combination of innovation, entrepreneurship and
salesmanship, successfully using the knowledge generated by the knowl-
edge institutes (Wals et al., 2011). To maintain its leading position, the
Netherlands was in need of a new wave of activities and a new generation
of graduates with a dynamic set of competencies: enterprising researchers,
researching entrepreneurs and entrepreneurial managers. Because there
was a strong desire to encourage entrepreneurship through the ongoing
development of an entrepreneurial culture at the research institutes of
Wageningen UR and the agri-food sector, Wageningen UR invested in
intensive and interactive collaboration with the business community and
public–private partnerships, also in the field of entrepreneurship educa-
tion. The objective of Wageningen UR was (1) to encourage entrepreneur-
ial behaviour among its students, postgraduates and staff members; (2) to
encourage knowledge valorization, and (3) to promote the development
of new businesses. This was not an easy task since the link between scien-
tific research and effective commercialization was not automatic, and the
percentage of students who saw entrepreneurship as a career option was
very small (approximately 5 per cent) (KLV, 2005; Hu, 2007). Although
50 per cent of the 25 000 alumni work in the private sector, it is estimated
that only 5 per cent of the total population was self-employed or owned a
business (KLV, 2005). In a recent survey among 445 alumni-entrepreneurs
conducted to measure their level of interest in becoming involved in
start-up, spin-off and business generation activities, it turned out that
most of them (almost 80 per cent) were active in the areas of consultancy,
catering and trading, with only 15 per cent working in production. The
population of Wageningen-educated entrepreneurs is very small and most
of them operate in low-innovation and service-oriented sectors.
For this reason the DAFNE programme fitted nicely into the policy
of Wageningen UR. It focused on the improvement and extension of the
entrepreneurship education programme and was developed in a bottom-up
process. From 2006 on, a sense of urgency has been experienced by most of
the teachers, researchers, entrepreneurs, students and incubation manag-

ers within Wageningen UR, who were all actively involved in promoting,
encouraging and organizing innovation, knowledge transfer and entre-
preneurship to make the university more entrepreneurial. In a network
of approximately 20 people – informally called ‘Entrepreneurship@
Wageningen’ (also known as Waeghals) brought together by the two
part-time professors of entrepreneurship – the main groups in the areas
of orientation, education, research and new entrepreneurship were rep-
resented, including Wageningen Business School, Wageningen Business
Generator, Management Studies Group, Education and Competence
Studies, Student Entrepreneur Centre (StOC), Agricultural Economic
Research Institute (LEI), the Royal Netherlands Society for Agricultural
Sciences (KLV), Van Hall Larenstein and BioPartner Centre Wageningen.
One of the major areas of discussion – or it should be said, confusion –
was on the definition of entrepreneurship, that is, small business and
family firms in the agricultural sector versus academic entrepreneurship/
entrepreneurship in the life sciences (i.e., knowledge transfer between uni-
versities and start-up and spin-out firms). Eventually Waeghals became
an effective platform where the entrepreneurship professionals within
Wageningen UR got to know each other and prepared the groundwork
for mobilizing the resources and commitment needed for launching the
DAFNE programme. The whole DAFNE programme consisted of a
number of projects, all concerning education in entrepreneurship in one
way or another. Several projects focused on a broad range of students at
Bachelor’s, Master’s and PhD level. Others also targeted researchers, staff
and managers. The various projects were grouped according to the three
main themes of the DAFNE programme: (1) improvement of the entrepre-
neurial mindset; (2) development of skills and competences, (3) knowledge
valorization and intellectual property. Table 11.2 summarizes the various
projects within the three themes and indicates the type of activity and the
target groups.
Improvement of the Entrepreneurial Mindset
The aim of these projects was to bring students, researchers and staff of the
various universities and research institutes in contact with the interesting
and stimulating world of successful entrepreneurs. The use of role models
is an established way to create awareness and enthusiasm for entrepre-
neurship (Gibb and Hannon, 2006; Wilson, 2008). So-called ‘champions
of entrepreneurship’ can convince the management that entrepreneurship
education is important, which in turn is beneficial to the embeddedness
of entrepreneurship education throughout the institution. Besides the
Table 11.2 Summary of DAFNE’s entrepreneurial activities, its contents,

and target groups, activity/project
Contents/Aim Target Group

Improving the
entrepreneurial
mindset
Database of A database of entrepreneurs Students
entrepreneurs affiliated to Wageningen
University to be approached
for guest lectures
Master in Series of video-clips of Students, teachers
Entrepreneurship successful entrepreneurs to be
used by students or in class
Schilperoort Lectures by entrepreneurial Students, teachers, staff
Lectures scientists, serving as role of universities
models
Cases on Cases on successful Students, teachers
entrepreneurship companies and/or
entrepreneurs to be used in
education programmes
Business challenges ‘Pressure cooker’ experiences All students
and games on aspects of business plans
Entrepreneurial Interactive route planner to All students
route planner support young entrepreneurs
to find the way to courses,
coaches, finances etc.
Development of skills
and competences
Professional BSc Assessment, personal BSc students universities
development plan, minor of applied sciences
entrepreneurship
Professional Master’s in agri-business Students from
Master’s development universities of applied
sciences
Top-class Special education for real BSc students from
Entrepreneurship student entrepreneurs universities of applied
sciences
Academic Master Entrepreneurship module in MSc students
Cluster Modular Skills Programme Wageningen University
BSc minor Minor with beta-gamma BSc students
Innovation and integration Wageningen University
Entrepreneurship
New venture Development of business MSc students
creation plan, pitching Wageningen University
Contents/Aim Target Group

Development of skills
and competences
Go West Exchange programme with MSc students
US universities Wageningen University
Entrepreneurial Summer school on PhDs from Dutch
Boot Camp entrepreneurship at universities and
Wageningen University and American PhDs and
Wisconsin University post-docs
Knowledge valoriza-
tion and intellectual
property
Chair knowledge Founding of a new chair to Students, teachers,
valorization and close the knowledge gap on staff of Wageningen
IP management IP at the university University
MSc course IP Course on the basics of MSc students
intellectual property in the
agri-business
IPR in the Seed Course on plant breeders’ Professionals in the agri-
Business rights and patent rights in food sector
the plant seed business
improvement of the institutional infrastructure of the participating HEIs,

like the establishment of chair groups/lectureships in entrepreneurship,
incubator facilities, technology transfer offices and meeting places for stu-
dents (cf. Lubberink et al., 2012), several specific and innovative projects
were developed in which the experience of successful entrepreneurs was
used.
A database of entrepreneurs
To facilitate the search for entrepreneurs who are willing to participate
in education and share their experience with students, a database of
entrepreneurs has been developed with entrepreneurs who are enthu-
siastic to share their experience within their alma mater. Within the
alumni-portal of Wageningen UR, a matching tool ‘Entrepreneurs for
Entrepreneurs’ was created with 300 entrepreneurs who are active in
various sectors. By using this tool, entrepreneurial students were able to
contact one or more experienced entrepreneurs in order to share their
ideas, ask for advice and so on. The objective to also connect the other
DAFNE partners to the database has not been achieved, partly due to
technical difficulties and partly due to privacy reasons (Rutten and van
Oosten, 1999).
Video-clips ‘Master in Entrepreneurship’

Twenty successful entrepreneurs in the agri-food sector were extensively
interviewed and video-taped on various aspects of entrepreneurship. This
has resulted in 175 short clips about several entrepreneurial aspects like
the motivation to start your own business, attracting investors, finding a
launching customer, family businesses and so on.
The Schilperoort Lectures

A series of lectures by entrepreneurial scientists was named after the entre-
preneurial professor Rob Schilperoort, who was one of the first entre-
preneurial professors in the life sciences in the Netherlands. The focus of
these lectures was on a combination of biographical information about
the entrepreneurial development of the entrepreneurial scientists and their
research, which was shared with students and researchers. The strength
of this format was the very personal way in which these successful entre-
preneurial scientists explain how they were able to bring the results from
their scientific research to society, via commercialization or other means.
The format of the lectures was such that interaction between participants
and lecturers was stimulated via networking drinks after the lectures and a
‘dinner with the speaker’. During the project, over 1000 students and staff
members have attended the lectures.
Cases on entrepreneurship
Cases on entrepreneurship in the agri-food sector have been described
by researchers and entrepreneurs to support entrepreneurship education.
Apart from cases of successful established companies in the agri-food
sector, special attention was paid to SMEs and start-up companies. In
total 13 case studies have been developed, with a variety of companies
within the agri-food sector.
Business challenges and games

In order to positively influence the attitude of current agri-food students
towards entrepreneurship, fast games and simulations are developed. The
‘business challenge’ is a ‘pressure cooker experience’ in which a business
plan has to be developed in one day. During such challenges, small teams
of students are coached by experienced entrepreneurs during the develop-
ment of the business plan, which has to be presented in front of a jury. The
business challenge is applicable in different situations and at various levels
of experience (BSc, MSc, PhD, staff members). The entrepreneurship
game XLX has been developed in order to simulate various aspects of

entrepreneurship. Nowadays, the game is still used at one of the agri-
food HEIs in the Netherlands during the second year of the Bachelor’s
programme.
Development of Skills and Competences
The development of skills and competencies was one of the major goals
of the DAFNE programme, in which new courses in the field of entre-
preneurship have been developed for the various categories of students.
Although the curriculum at universities is quite definite with little room
for changes, most of these courses were successfully implemented. The
education programmes on innovation, valorization of knowledge and
entrepreneurship at the participating HEIs have been extended consid-
erably. For students at BSc, MSc and PhD level, the opportunities to
improve their skills and competences in the field of entrepreneurialism
and entrepreneurship have been improved significantly, by the develop-
ment and implementation of various new courses in the curriculum and
by various activities in entrepreneurial learning outside the formal cur-
riculum (see below for details). Nowadays at the four HEIs participating
in the DAFNE programme, a varying number of 150 to 560 students per
HEI per year receive entrepreneurship courses, from five to 25 ECTS3
programmes (Lubberink et al., 2012). Besides individual courses, of which
a selection will be described briefly below, most HEIs offer their students
a BSc minor and full Bachelor’s in entrepreneurship. One HEI offers a
major in agricultural entrepreneurship and Wageningen UR offers also a
PhD trajectory in entrepreneurship. This guarantees continuity in entre-
preneurial learning for the future.
Professional BSc
At the professional BSc level, the focus was on the optimization of entre-
preneurial ambitions of students. This was realized by an assessment of
entrepreneurial skills, a personal development plan, the implementation
in the study programme of a minor on entrepreneurship and an associate
degree in entrepreneurship. All students participating in this education
programme are measured using the Entrepreneurship Scan online psycho-
metric assessment tool (cf: www.vhlondernemers.nl).
Professional Master’s
At the professional Master’s level, CAH Dronten has implemented a
new Master’s programme on agri-business development (International
Corporate Entrepreneurship). This is a programme of one year and will
result in Master’s graduates who have the skills to become an entrepre-

neur or an entrepreneurial manager in companies within the international
agri-food sector. The programme was developed in close interaction with
CEOs from the international agri-food business. A number of companies
are involved as ‘Master Companies’ and offer opportunities for students
to gain experience in the challenges in industry. As an illustration of the
importance of this Master’s programme, a new chair (lectorate) on entre-
preneurship and society was established at this HEI in 2010, responsible
for the further development and implementation of it.
Top-class Entrepreneurship
This programme is executed by HAS Den Bosch, based on a fully tailor-
made educational concept in which the education programme is adapted
to the entrepreneurial ambitions and opportunities of the individual
student. Only students who have developed a convincing and realistic
business plan are selected for this specific programme. Approximately 15
students per year join the Top-class, which is highly successful and highly
appreciated by the selected students (van der Heijden, 2008).
Academic Master Cluster

This module is integrated in the Modular Skills Programme of Wageningen
UR. This short course (40 hours) does not focus on theories about entre-
preneurship or writing of a business plan, but on the development of
an ‘entrepreneurial attitude’ and an ‘entrepreneurial way of living’. The
course offers students the opportunity to learn and practice their personal
entrepreneurial theory, skills and attitudes. Through provided literature,
skills training, guest lectures and the reflection on their personal devel-
opment, students become aware of their own entrepreneurial behaviour
and attitude. Basically, this module is an appetizer for students who are
thinking about an entrepreneurial career, have heard about it or just want
to know whether it is something they might consider for the future. The
course functions as a gateway to other entrepreneurship courses, minors
and activities offered at the university. Students work on three themes:
(1) personal qualities and entrepreneurship, (2) generation of ideas and
(3) pitching and networking. The evaluation of the course shows that par-
ticipating students represent all education domains of Wageningen UR,
including the natural sciences. Furthermore, the students represented 27
nationalities in total. An evaluation of the results of the course with more
than 100 students shows that students in all domains scored lowest on
their intention to inherit or take over a family firm (i.e., alternative inten-
tions), while the intrapreneurial intentions scores were the highest for stu-
dents from all study programmes. Although there are differences between
the study programmes, students from the social sciences seem to be a bit
more entrepreneurial (e.g., classic intention to start up a new firm and
overall), although none of these differences were found to be significant.
BSc minor Innovation and Entrepreneurship

At the academic level, Wageningen UR has developed a new minor in
Innovation and Entrepreneurship, in which an interesting natural sci-
ences and social sciences interaction was realized at the crossroads of life
sciences, innovation and entrepreneurship. This creates opportunities for
students in plant, animal and food sciences to become familiar with aspects
of innovation and entrepreneurship. As a BSc minor, this programme is
officially integrated in the curriculum of Wageningen University. Here
is an overview of the programme (total ECTS for this minor is 24 [4 × 6
ECTS]):
Three compulsory courses:
● Introduction in Management and Marketing;

● Basics of Entrepreneurship;
● Enabling the Transfer and Commercialization of Science and
Technology.
And a choice of one of the following courses:
● Innovation Management and Cross-disciplinary Design;

● Strategic Change Management and Innovation;
● Agricultural Business Economics;
● Financial Business Management.
Two of the three compulsory courses are dedicated to entrepreneurship:

‘Basics of Entrepreneurship’ and the newly developed course ‘Enabling
the Transfer and Commercialization of Science and Technology’. This
minor has an interdisciplinary set-up, with lecturers affiliated to five dif-
ferent disciplines. Because the teaching staff was fully occupied by existing
education programmes, it was necessary to attract additional staff for the
minor. Although it is very difficult to create capacity for permanent posi-
tions, nowadays two full-time assistant professors are responsible for the
execution of entrepreneurship education programme at Wageningen UR.
Since the start of the programme, an increasing number of students have
participated in it. This programme at BSc level also gives a good basis for
follow-up courses at MSc level, for example, ‘New Venture Creation’ in
which students learn to develop a sound business plan.
Go West
In order to stimulate the exchange of students at BSc and MSc level, the
programme ‘Go West’ was developed. The idea behind this programme
was the observation that at universities in the USA the development of
entrepreneurial skills and competences is already structurally embed-
ded in the curricula. Also in the natural sciences at BSc and MSc level,
much attention is paid to the societal and economic relevance of scientific
research. This offers great opportunities for Dutch students to experience
the entrepreneurial attitude at American universities. Cornell University
was selected as partner in this exchange programme, which fits well in the
current ELLSNA programme (Euroleague for Life Sciences and North
American Universities) in which both Wageningen UR and Cornell
University participate. Through this Go West project, the possibilities for
exchange of students are improved. Unfortunately, the available positions
are restricted since these programmes are dependent on the matching an
equal number of students from each university.
Entrepreneurial Boot Camp

Researchers and especially junior researchers working on their PhD thesis
are strongly focused on the scientific content of their research. This is
important, but it might also lead to a lack of awareness about the societal
and economic impact of their research. Together with the Business School
at Wisconsin University in Madison USA, DAFNE developed a so-called
Entrepreneurial Boot Camp.4 This is a course of two weeks – one week
in Madison and one week in Wageningen – for PhD students and young
post-docs. In an intensive programme the participants learn skills and
competences in entrepreneurship. In the four years of the DAFNE pro-
gramme 67 PhDs and post-docs have participated from the Dutch side.
Several research disciplines were involved and the population was very
international. The presence of many nationalities was very stimulating and
as an extra spin-off it allowed the participants to create an international
network. Twenty-one of the Dutch participants indeed started their own
company.
With the projects Go West and the Entrepreneurial Boot Camp,
Wageningen UR also had the opportunity to develop an international col-
laboration with Cornell University and the Business School at Wisconsin
University. The DAFNE programme used the existing expertise in both
renowned universities in the USA extensively, together with Professor Bill
Lesser (Cornell University), a visiting professor at Wageningen UR, and
two successful conferences were organized.
Knowledge Valorization and Intellectual Property
It is well known that the number of disclosures and patent applications

based on research at Dutch universities is not in line with the high quality
of the academic research (The ‘Dutch Paradox’). Therefore it is very
important to create much more awareness among students, teachers and
scientists for the value of the results of research. On the one hand, valu-
able results of fundamental research should be applied in more practical
‘contract’ research and on the other hand, this intellectual property should
be protected. Wageningen UR is acknowledged as an important actor in
technology transfer and economic development in its domain and as a
source of basic knowledge, technical solutions and a skilled workforce
that have contributed to Dutch society. An indication is the third flow
of income of Wageningen UR, which is approximately 32 per cent of the
turnover (Lubberink et al., 2012). Other participants of the DAFNE pro-
gramme implemented training facilities for entrepreneurs, advice centres
for entrepreneurs, open entrepreneurial events and so on in order to
transfer knowledge from the HEIs towards society (ibid.). Within the
DAFNE programme, attention is also paid to the protection of intellec-
tual property:
Chair for knowledge valorization and IP management

One of the initiatives was to consider the establishment of a new extraordi-
nary chair on ‘knowledge valorization and IP management’. That was seen
as an important step to improve the awareness and knowledge about intel-
lectual property rights (IPRs) in general and for the Wageningen domains
specifically. The industry in one of these domains (plant breeding) had
made available the financial resources. Unfortunately due to long-lasting
discussions about the research and education programme of this chair the
DAFNE programme did not succeed is establishing the chair.
MSc course on IPRs

In the Law and Governance department of Wageningen UR, a new
Master’s course on IPRs was developed. The course addresses the opera-
tion of IPRs, how to use patents and related rights and what their impact
is in society. IPRs are increasingly important for researchers and for
public and private research organizations, for generating revenue and as
a strategic tool in partnerships, and as a source of scientific information.
The course provides a solid basis for natural scientists and future business
managers to realize the value and limitations of IPRs in their daily work,
and to know different views in society about these roles. IPRs are a tool in
innovation policies and in trade and development policies.
IPRs in the Seed Business

In recent years the need for more education and research in the field of
intellectual property has increased considerably. Especially in the plant
breeding and seed industry a worldwide intensive discussion started on
the interaction between plant breeder’s rights and patent rights in rela-
tion to the introduction of new plant varieties. On behalf of the Dutch
government a working group under the lead of Wageningen UR made
a report on this issue that was published (Louwaars et al., 2009). Based
on this report, Wageningen Business School (part of Wageningen UR)
took the decision to develop a master class ‘IPR in the Seed Business’
with the aim to enhance the knowledge on IPRs in this industrial sector.
Another example is the collaboration between DAFNE and the Centre
for BioSystems Genomics (CBSG) in order to improve the awareness
and knowledge about the importance of the valorization of the research
output. Together they developed a number of courses for the scientists
of CBSG on specific topics such as intellectual property protection. In
2011, all Centres of Entrepreneurship have been evaluated, including
the DAFNE programme. An extensive evaluation among students who
participated revealed that they are satisfied by the education programmes
offered. They are much more aware of the advantages of entrepreneurship
and an entrepreneurial attitude. In general, they are more positive about
entrepreneurs and about their own opportunities to become an entrepre-
neur. Furthermore, students indicate that they have a much better idea of
their own competences.
With all these projects, the DAFNE programme has strongly stimu-
lated the Wageningen entrepreneurial ecosystem. The DAFNE network
included many partners: Wageningen Business Generator (WBG),
Wageningen Business School (WBS), Royal Agricultural Society (KLV),
Student Entrepreneur Centre (StOC), Consortium of Agricultural
Entrepreneurship, public–private cooperatives (TTI-GG, TIFN, FND,
CBSG2012), Food Valley Society and BioPartner Centre Wageningen,
and so on. In the evaluation, a number of specific remarks have been
made with regard to the DAFNE programme. Not all students study-
ing at Wageningen UR see commercial entrepreneurship as an interest-
ing option. However, the Wageningen students are more interested in
entrepreneurship if it is seen in the context of sustainability and societal
development. The evaluation report also concludes that scientific disci-
plines that might have impact on entrepreneurial learning, for example,
psychologists and education specialists, are usually not involved in the
education. Wageningen UR is seen as an exception, because researchers
and teachers from the Education and Competences Studies Group are also
involved in the development of the programme.
CONCLUSION AND DISCUSSION

To conclude, in this chapter we have described the historical underpin-
nings of the entrepreneurial university in general and in the agri-food
sector of the Netherlands in particular. The developments within the
agri-food sector show the movement from a linear knowledge and inno-
vation system with clear separated functions for research, extension and
agricultural practice towards a more dynamic, co-constructive model of
knowledge generation and diffusion, commercialization and training/
education. Wageningen University and Research Centre has gradually
shifted in this knowledge system towards becoming a Third Generation
university in which advancing innovation and entrepreneurship have
become increasingly important. Accordingly we have described the
actions and impact of the so-called DAFNE programme, which was put
more recently in place to further strengthen entrepreneurial education
and create a dynamic network involving not only Wageningen UR, but
all the higher agri-food educational institutions in the Netherlands. The
‘Wageningen approach’ – encouraging entrepreneurship in a specific
domain, throughout the entire higher educational chain – was at the time
of conceptualization around 2005–06 virtually new. Looking back, the
Wageningen approach could be seen as a unique networked version of the
university-wide radiant approach towards entrepreneurship education
(as described earlier).
The introduction of DAFNE had its share of successes and lessons to
be learned as well. Without pretending to be conclusive, we would like
to highlight three major learning points for further discussion. First, the
transformation towards entrepreneurial (applied) universities has ini-
tially led to confusion among the different partners in DAFNE. Sharing
espoused theories and theories-in-use on entrepreneurship within the
Wageningen approach and between the established entrepreneurship
in the primary sector (agro-entrepreneurship) and the emerging entre-
preneurship in the life sciences, was necessary to sharpen the focus of
developing an entrepreneurial mindset, strengthening entrepreneurial
competencies and knowledge valorization activities. The Waeghals ini-
tiative mentioned earlier, as well as the appointment of two part-time
entrepreneurship professors around 2000 facilitated this process. Second,
the DAFNE programme was successful in terms of introducing entrepre-
neurship courses to the curriculum, which followed a traditional route
of course and curriculum development, even though the system is tight

and conservative (one course in means one course out). However, other
‘educational experiments’ that fit well with ideas about entrepreneurial
learning (e.g., cases, personal development plans, guest lectures) were
less successful and ended up in the extracurricular programme. Such
projects are difficult to maintain and therefore less sustainable because
of their dependence on external inputs. One of the reasons these projects
were not integrated in the curriculum was the fact that they have been
developed separately by different DAFNE stakeholders, and not part of
an overarching, shared vision on entrepreneurial pedagogy and didactics.
Although there was consensus about key characteristics of entrepre-
neurial learning (e.g., action oriented, experiential) among the partners,
a clear translation towards didactics (e.g., role of the teacher, type
of learning activities, learning environment, assessment strategies) was
not formulated explicitly in the DAFNE programme. Third, if Higher
Education Institutions move to an entrepreneurial (applied) university,
internal human resource practices should evolve in this direction as well;
for instance, by fostering soft factors such as willingness to change rather
than focusing on classic hard factors such as time and money. In general
there is a large gap between policy and practice in school organizations
(Runhaar, 2008). Managers and teachers operate in separate zones and
have different needs. The current introduction of the ‘tenure track system’
is an example of this.
Thanks to all the activities to promote entrepreneurship within and
outside the curriculum as described and assessed in this chapter, it can
be concluded that, compared to five to ten years ago entrepreneurship
has finally become a serious policy item at Wageningen University and
its partnering Higher Education Institutions. The valorization of knowl-
edge and the creation of spin-off activities has become an important third
aim of Wageningen University. Especially for Wageningen University
with its slogan ‘Science for Impact’, it is/was important to have a strong
programme on research and education in the field of innovation, valori-
zation and entrepreneurship. An important new step is the new Startlife
programme where for another time Wageningen UR, Food Valley and
other partners in the agri-food sector have taken the initiative in 2011 to
work together in the field of entrepreneurial learning and valorization,
incubation and new venture creation. This programme, which will run till
2016 replacing and integrating the DAFNE and the Regional Knowledge
Exploitation platform, received substantive financial backing from the
national and regional governments.
NOTES
* The authors would like to thank all project leaders of the programme for their con-
tributions, with special thanks to Gitte Schober, managing director of the DAFNE
programme and Startlife and Professor Onno Omta, academic director of the DAFNE
programme. This investigation was a collaboration of the Management Studies Group
(Blok, Dons and Hulsink [till 2011]) and the Education and Competence Studies Group
of Wageningen University (Lans).
1. For more information about the Kauffman Foundation’s Campuses Initiative and
its recent history, see http://www.kauffman.org/entrepreneurship/kauffman-campuses.
aspx.
2. Funded by the Dutch Ministry of Economic Affairs.
3. European Credit Transfer and Accumulation System (ECTS) is a standard for compar-
ing the study attainment and performance of students of Higher Education across the
European Union and other collaborating European countries.
4. An agreement was reached for collaboration with two leading American universities in
the domain of teaching entrepreneurship, with Cornell University, Ithaca, NY, which
already had an extensive entrepreneurship education programme and spin-off policy,
and with Wisconsin University, Madison, which is a top class university in the areas of
entrepreneurship education, knowledge valorization and IP management.
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12. Not just the what and how, but also
the who: the impact of entrepreneurship
educators
Susanne Steiner*
At an entrepreneurial university, teachers and instructors of entrepreneurship

should be important intermediaries to raise awareness of entrepreneurship and
to link academia to business in the long run.
(Günther and Wagner, 2008, p. 403)
INTRODUCTION
The profile of entrepreneurship educators is as unexplored as it is diverse.

While many studies in entrepreneurship education (EE) look at students
and their entrepreneurial learning process (e.g., Peterman and Kennedy,
2003; Fayolle et al., 2006; Pittaway and Cope, 2007; Müller, 2009), they
have so far paid little attention to the profiles of educators.
Educators’ profiles, however, might play a key role in the quality of
delivery of EE. This study therefore aims at filling this research gap by
analysing educator profiles and their potential impact. This interdepend-
ency has become all the more important in the course of striving towards
the ‘entrepreneurial university’ (Clark, 1998). National policy-makers
have increasingly set the target of developing entrepreneurial profiles for
their Higher Education Institutions (HEIs) (cf. Potter, 2008; Schleinkofer
and Kulicke, 2009). But building and driving entrepreneurial universities
will require faculties with suitable competencies, for example, building
networks between universities and external players.
Why look at e-educator profiles? What could be their impact on EE?
As the major carrier of these competencies, the entrepreneurship educa-
tor (e-educator) is not only one of the wide range of EE-stakeholders (cf.
Matlay, 2010), but also plays the central role in meeting the requirements
of an entrepreneurial university. ‘Academic autobiography’ is known
to influence teaching style (Fiet, 2001a, p. 4). Moreover, differences in
EE course design can result from an educator’s ‘unwillingness or inabil-
ity to view the world through other lenses’ (ibid.). A ‘competency trap’
(Shepherd, 2004, p. 284) may result from this, and may affect quality and
279
Susanne Steiner - 9781781007013

effectiveness of entire EE-programmes. Therefore, this chapter analyses

the profiles of e-educators and their impact on EE curricula and teaching
methods as suggested by Shepherd (2004).
Existing academic publications on e-educators mostly deal with EE-
programmes and methodologies, but not with educators. Little research
has gone into ‘the systematic assessment’ of e-educators, as Kabongo
and McCaskey (2011, p. 28) have recently pointed out. Furthermore, the
few publications on e-educators are based on case studies. The study by
Hills (1988) is a prominent example of case-study-based research on EE-
programmes: his survey of 15 leading e-educators in the USA evaluates the
EE-programmes and their underlying objectives, but not the interviewed
educators’ profiles (cf. Henry et al., 2005).
The few and heterogeneous references to educators themselves do not
draw a coherent picture, reflecting the wide range of characteristics that
e-educators currently show (Robbers, 2010; Neck and Greene, 2011). This
apparent lack of consistency calls for the development of an occupational
profile to ‘reduce arbitrariness’ while preserving the ‘highly desirable
and inevitable pluralism’ among educator profiles (Robbers, 2010, p. 2).
Meanwhile, the trend towards an increasingly wide range of EE-teaching
and -learning content both increases educator pluralism and reinforces
the need for systematization, for example, an EE-typology (Haase and
Lautenschlaeger, 2012).
Existing literature on e-educators reveals two further knowledge gaps.
First, most published studies are US focused (cf. Hills, 1988; Finkle, 2007;
Finkle et al., 2007; Kabongo and McCaskey, 2011). However, US-based
results might not be applicable to Europe because EE might differ between
the USA and Europe. This would inevitably lead to geographical differ-
ences in educator profiles. Second, the few publications on European EE
deal only marginally with the entrepreneurship educator (cf. Halbfas,
2006). Research on German-speaking countries only discusses EE-staff as
a side aspect to the trend towards entrepreneurship chairs (Klandt, 2004;
Schleinkofer and Kulicke, 2009). In sum, there is little information avail-
able on German educators other than full-time professors.
Our study fills some of the above-mentioned gaps by analysing the pro-
files of a sample of e-educators at German universities and their impact
on EE-courses, exploring the following research questions and along the
following structure:
1 What is already known about the profiles of current actors in EE?

2 How do e-educators at universities in Germany compare, and does a
university’s overall entrepreneurial performance have an impact on the
profile of its e-educators?

The impact of entrepreneurship educators 281
3 Does an e-educator’s profile have an influence on teaching contents of

EE, and if so, how?
IN SEARCH OF CLARITY: WHO IS THE

ENTREPRENEURSHIP EDUCATOR?
The earliest reference to the term ‘entrepreneurship educator’ was made
by Hills (1988, p. 112), followed by Katz and Green (1996, p. 371) and
Fiet (2001b, p. 103). ‘Entrepreneurship scholar’ was more often used
(e.g., Fiet, 2001a, p. 2), referring to both researchers and/or instructors.
A multitude of reference terms, as illustrated by Table 12.1, reflects the
diversity of individuals as well as the lack of a common occupational
profile.
The heterogeneity of existing literature makes it necessary to inves-
tigate in depth the findings that they have in common. We focus on
select aspects that may contribute to an educator’s mindset and teaching
approach and thus may affect EE, starting with aspects of the educa-
tor profile, and with the best-researched profile of EE practitioners. As
a result we derive a working definition of the term ‘e-educator’ for the
present study.
To What Extent are Practitioners Being Used in EE?
Several scholars mention the use of practitioners – as full- or part-time

adjunct faculty – to be an important part of entrepreneurship education
(Plaschka and Welsch, 1990; Brockhaus, 1992; Katz, 1995, 2003). In the
USA, practitioners were originally involved in EE to compensate for
a lack of tenured entrepreneurship faculty (Katz, 1995).1 The involve-
ment of practitioners has since become widely accepted, ‘reflected in the
high percentages of adjunct (i.e., non-tenure track, part-time) faculty’
(Katz, 2003, p. 297). This observation is questioned in a recent study by
Kabongo and McCaskey (2011) who show a share of only 17 per cent
of adjunct/part-time staff (p. 35) and suggest that their share might have
been decreasing. Notwithstanding this possible decline, EE also involves
practitioners as guest speakers (Solomon, 2007). While the EE-element of
guest speakers is valued for ‘bringing the real world to class’ (Gartner and
Vesper, 1994, p. 187), their ‘erratic’ speaking quality has led some US EE-
programmes to give up this input (ibid., p. 183).
In addition to the real-world input there are two main reasons for the
use of practitioners: the increase in EE-offerings and the resulting need
for educators (Brush et al., 2003), and the finding that the introduction

Table 12.1 Examples of literature on management and/or entrepreneurship educators
Authors (Journal) Year Term Used Focus On Region Methodology

Hills (J ournal of Business Venturing) 1988 Entrepreneurship EE-programmes USA Interviews with
educator leading scholars/
case studies of
EE-programmes
Katz and Green (Simulation and 1996 Entrepreneurship Publication track records USA Quantitative study
Gaming) scholar
Fiet (Journal of Business Venturing) 2001a Entrepreneurship Teaching approaches Global Content analysis of
scholar EE-syllabi
282
Fiet (Journal of Business Venturing) 2001b Entrepreneurship The teacher’s role; teaching Global Conceptual paper
educator strategies
Doh (Academy of Management 2003 Management Teaching approaches USA Interviews with
Learning and Education) educator leading scholars
Brush et al. (Journal of Management) 2003 Entrepreneurship Career paths USA Method mix
scholar (interviews and
survey)
Elmuti (Management Decision) 2004 Management Educator types (career USA Interviews with
educator academic vs educator leading scholars
with previous business
experience)

Finkle (Journal of Entrepreneurship 2007 Entrepreneurship Faculty recruitment USA Quantitative study
Education) scholar (candidates and open
positions)
Sarasvathy (book, Edward Elgar 2008 Entrepreneurship Teaching methods USA Conceptual
Publishing) instructor paper (based on
interviews with
founders)
Günther and Wagner (European 2008 Teachers and Cooperation between Europe Quantitative study
Journal of International instructors of e-educators and technology of technology
283
Management) entrepreneurship transfer activities transfer institutions
Robbers (IntEnt-conference paper) 2010 Entrepreneurship Status of the e-educator’s Germany Qualitative study
educator professional field of
practice
Kabongo and McCaskey (Journal 2011 Entrepreneurship Academic qualification, USA Quantitative study
of Small Business and Enterprise educator primary teaching areas,
Development) research interests and
journal publications

of entrepreneurial role models to the curriculum is an effective element to

raise EE-participants’ intention to start up (Müller, 2009).
What Academic Qualification is Required for Teaching EE at Universities?
Entrepreneurship faculty can have an academic or a business background,

or both. But what entrance qualification for teaching in academia exists,
and to what extent do full-time and part-time faculty differ? Both in the
USA and in Europe a PhD is the prevalent degree among e-educators,
with the majority of PhDs in business/economic sciences. The US-based
sample of e-educators assessed by Kabongo and McCaskey (2011) fea-
tures 60 per cent of e-educators holding a PhD degree or equivalent
(p. 34). The majority of these are full-time staff, whilst only 2 per cent were
adjunct/part-time staff (p. 35). In Germany, ‘entrepreneurship professors
generally hold a PhD’ (Schleinkofer and Kulicke, 2009, p. 30). We have
not found published data on academic qualifications that other German
e-educators currently hold.
An Interdisciplinary Arena – Reflected by Diverse Educational

Backgrounds?
German entrepreneurship professors have much more diverse educational

backgrounds than their US colleagues. Whether this is also the case for
non-professorial staff in Europe and in the USA remains open. Reflecting
the high expectations for e-educators ‘to know everything about every
field’ (Neck and Greene, 2011, p. 56), the profession of educators in this
interdisciplinary field holds a wide spectrum of backgrounds and experi-
ence. These profiles encompass ‘academics, entrepreneurs, consultants,
investors, full-time, part-time, academically qualified, and profession-
ally qualified’ (ibid.). Further, there is ongoing debate within EE on two
opposed teaching approaches: the ‘specialist’ and the ‘generalist’ approach
(cf. Béchard and Grégoire, 2005, p. 24). Both approaches lead to respective
e-educators’ profiles: the individual educator as ‘specialist’ (e.g., teaching
start-up finance) or ‘generalist’ (e.g., teaching business planning, encom-
passing financial aspects).
As to educational backgrounds (incl. study degrees), existing research
shows that entrepreneurship faculty in the USA reflect the interdisci-
plinary nature of the field, holding degrees in disciplines as varied as
management, psychology, anthropology or engineering (Brush et al.,
2003; Katz, 2003). With the increase in EE-offerings, the diversity of
educational backgrounds grows even further: according to Kabongo
and McCaskey (2011), ‘educators from diversified disciplines such as

industrial technology, psychology, art, music, engineering and the sci-

ences have been invited to develop and teach entrepreneurship courses’
(p. 29).
Among German entrepreneurship professors at HEIs, the spectrum
of educational backgrounds has broadened into more diverse social sci-
ences, for example psychology and sociology (cf. Klandt, 2004), but with
a considerable majority of PhD holders in business or economic sciences
(Schleinkofer and Kulicke, 2009; 86.1 per cent). Schleinkofer and Kulicke
(2009) also found that 11 per cent of German entrepreneurship profes-
sors hold double degrees in business/economic sciences and engineering/
technical studies (p. 45).
Incorporating Theory and Practice – Does the Ideal Profile Exist?
Published research in EE has repeatedly brought up the requirement for

and difficulties in deploying educators who can bring their own entre-
preneurial experience to the classroom (cf. Hills, 1988; Rabbior, 1990).
McMullan and Long (1987) refer to the ideal of bringing both academic
and entrepreneurial experience to the classroom as ‘not . . . as unlikely in
the entrepreneurship field as [in] many others’ (p. 268). The e-scholar and
e-educator Fiet (2001b) proves that this ideal does indeed exist, recount-
ing his own (multiple) start-up experiences (p. 104). Nonetheless, due to
the prerequisite of faculty’s academic training, this requirement, however
justified, proves to be difficult to fulfil in reality.
In their study on entrepreneurship tenure requirements at US Higher
Education schools and universities, Finkle et al. (2007) assess the share
of tenured faculty members with start-up experience and find that 50
per cent of all faculty members who have earned tenure have experience
in starting at least one business (p. 109). More recently, Kabongo and
McCaskey (2011) report that even 80 per cent of US e-educators claim
entrepreneurial experience outside of the classroom (p. 38). The authors
note that these activities encompass a ‘wide variety’ of entrepreneurial
experience, such as experience as consultant to start-ups (41 per cent), as
business owner (36 per cent), as corporate executive and director of insti-
tutions (29 per cent), as entrepreneur (19 per cent) and in venture capital
(5 per cent) (ibid.).
Klandt et al. (2008, p. 39) report an equally high share of 76 per cent of
entrepreneurship professors with entrepreneurial activities for Germany.
The authors give details of these activities, which feature business start-
ups alone or in a team as leading activity (61 per cent), followed by holding
a stake in a company (36 per cent), corporate take-over (11 per cent) and
running a family-owned business (8 per cent).

A direct comparison of these findings is not possible, due to inconsist-

ent and overlapping terminology on entrepreneurial activities in the two
surveys on the US and Germany.
Working Definition of ‘Entrepreneurship Educator’
In summary, actors in the field of EE form a ‘rich and diverse pool of col-
laborative educators . . . with a common understanding that entrepreneur-
ship education is important’ (Neck and Greene, 2011, p. 56). The present
study builds on Neck and Greene’s (2011) understanding. For the purpose
of our study we refer to the term ‘e-educator’ as follows:
An e-educator can be any person2 in charge of running and/or managing an

entrepreneurship course, independent of status and position at the university.
An e-educator can thus be a professor, a teaching assistant, or an external
lecturer. The e-educator is not necessarily involved in the design of the EE-
course or of the whole programme. His/her roles not only include that of the
teacher and trainer, but also increasingly that of the facilitator, e.g. when
involving guest speakers (cf. Solomon, 2007). In this study the category of
guest speakers is not considered as e-educators, but rather as a content com-
ponent of EE.
METHODOLOGY
This study builds on a survey carried out at German private and public
universities in 2010.
Sample
In order to obtain our sample of entrepreneurship educator profiles, we

identified over 500 EE-offerings at 76 universities. We applied simple
random sampling with a stratified element (individual courses only, no
complete EE-programmes), combined with a systematic element (curricular
courses only, with Credit Points allocated). Special Master’s programmes
in Entrepreneurship or pure academic offerings were not included in the
sampling. The result is a sample of 76 curricular EE-offerings, with one
EE-course each per university. We then contacted the 76 entrepreneurship
scholars in charge of running the respective course and received 45 valid
survey questionnaires, which corresponds to a response rate of 58 per cent.

Categorization of Responding Universities’ ‘Entrepreneurial’ Performance
As part of the evaluation of our sample, we categorized the responding

universities according to their ‘entrepreneurial’ performance. We followed
the existing ranking by Schmude and Heumann (2011) and its underly-
ing criteria. The ‘Schmude-ranking’ is conducted regularly and published
every two to three years. It measures the performance of German universi-
ties in the following eight areas: (1) EE, (2) extra-curricular qualification
and support, (3) external network, (4) framework set by Higher Education
policies, (5) cooperation and coordination, (6) communication, (7) mobi-
lization of target groups, (8) start-up activity. Schmude and Heumann
(2011) have defined three performance categories that they highlighted in
different colours (pp. 10–11). (1) ‘green area’ (5 founder area): universities
with comparably good to very good offerings and services were awarded
2001 points in the survey; (2) ‘yellow area’: universities with offerings and
services of overall ‘comparably average’ were awarded 100–199 points in
the survey; and (3) ‘red area’: universities offering ‘comparably bad’ to
‘very bad’ conditions for potential entrepreneurs obtained up to 99 points.
Based on this ranking our sample is composed of a ‘green’ majority
of universities of ‘high entrepreneurial performance’ (dark grey shading
in Figure 12.1) (53 per cent), a ‘yellow’ share of universities of ‘medium
entrepreneurial performance’ (medium grey shading in Figure 12.1) (25
per cent) and of 22 per cent private universities (light grey shading in
Figure 12.1) that have the reputation of being universities of high entre-
preneurial performance, but are not included in the ‘Schmude-ranking’.
We will therefore assess this group separately. This categorization of
German entrepreneurial universities based on established criteria allows
22% Type 1: public university of high

entrepreneurial performance
Type 2: public university of
53% medium entrepreneurial
25% performance
Type 3: private university
Figure 12.1 Distribution of universities by entrepreneurial performance in

the sample

us to compare educator profiles for the different types of universities in

our sample.
Data Analysis
In order to compare our findings to the largely US-based published find-

ings, we first evaluated the respondents’ mean percentages in the following
three content categories: academic qualification, educational background
and potential own entrepreneurial experience brought to the classroom.
We compared the differences in the mean percentages across the three
responding types of educators: the full-time tenured professors, teaching
assistants and adjunct/part-time instructors. This initial analysis of the
entire sample allows us to fill the existing knowledge gap on e-educator
profiles across German universities.
To determine whether the reported differences are significant, we con-
ducted a non-parametric statistical test after having tested the sample
for normal distribution, which led to the rejection of the normal dis-
tribution hypothesis (cf. Janssen and Laatz, 2008, p. 254). In order to
test for normal distribution we assessed skewness and kurtosis. While
the tests for skewness were within acceptable boundaries, the results
for kurtosis were both below minus 1, indicating a distribution with an
abnormal peak (compressed). In addition, we ran a Shapiro-Wilk test,
recommended for samples with under 50 observations (cf. Janssen and
Laatz, 2005, p. 242). All tests showed that the distribution observed in the
sample most likely does not stem from a normally distributed population.
The non-parametric statistic (2-tailed) for each category was evaluated
to determine if the difference was significant at the levels of p , 0.10,
p , 0.05 respectively.
In a next step we introduced the three above-mentioned categories of
universities. Finally we compared the mean percentages in each of the
five content categories across e-educators for each of the three groups of
universities identified in the sample (inter-group comparison). We tested
these results for significance through a non-parametric statistical test to
determine if the differences between groups were significant at the levels of
p , 0.10, p , 0.05 respectively.
We want to point out that we intend this university grouping only to
provide additional information on e-educators’ profiles. We cannot draw
conclusions from the individual educator level to the level of the corre-
sponding university, as our sample encompasses only one respondent per
university.
In order to assess the possible impact of an e-educator’s profile on
teaching contents of EE, we evaluated the frequency with which the

respondents apply a range of teaching contents. Finally, we assessed the

significance of our findings based on the respective non-parametric statis-
tical value for each of the teaching contents.
FINDINGS
Educator Profiles in Germany
The analysis of the 45 educators in our sample confirms that there is no

consistent educator profile at German universities. Based on an evalua-
tion of the three content categories of academic qualification, educational
background and potential own entrepreneurial experience, the profiles in
our sample are characterized as follows:
1 Academic qualification of external e-educators is high

External/adjunct educators display a polarization of academic qualifica-
tions: while only 30 per cent of them do not have a PhD, 43 per cent of
them show a qualification equivalent to the prerequisite to apply for a
chair (‘Habilitation’, cf. endnote 1) (Figure 12.2).
The literature on e-educators reviewed for comparison includes little
information on the academic qualifications of external instructors in the
100% 94%
University degree
90%
PhD
80%
Tenure or equivalent
70% 64% (German ‘Habil ’)
60%
50%
43%
40%
27% 29%
30%
20%
6% 9%
10%
0%
0%
Full-time Teaching External
professor assistant instructor/
(chair adjunct
owner)
Figure 12.2 E-educators in the sample and their academic qualifications

USA. Kabongo and McCaskey (2011) mention that ‘[out] of 195 entre-
preneurship faculty who held a PhD in [our] sample, about 3.08 per cent
were adjuncts’ (p. 35). We therefore assume that in Germany, adjunct
e-educators require considerably higher academic qualifications than their
US counterparts. This assumption has to be tested in a separate, more
detailed, study, but is supported by the fact that German regulations
require honorary professors to hold a PhD.
2 E-educators predominantly have educational backgrounds in business/

economic sciences
The vast majority of German academic e-educators have an educational
background in business and economic sciences (89 per cent), including
both pure management degrees (67 per cent) and degrees of non-business
studies combined with management/business studies (22 per cent). The
most frequent combination was business and technical studies (11 per
cent), followed by business and social sciences (9 per cent). Emphasizing
the interdisciplinary character of EE, some educators have multiple educa-
tional backgrounds, such as creative/business/social sciences (4 per cent),
business/natural sciences (2 per cent) as well as social sciences/handicraft
(2 per cent).
3 62 per cent of e-educators bring their own entrepreneurial experience to

the classroom
A remarkable share of all three groups of e-educators, both full-and part-
time, demonstrates own entrepreneurial experience (62 per cent). Eighty-
eight per cent of responding professors (chair holders), 71 per cent of
responding external instructors and even 41 per cent of teaching assistants
can draw on own entrepreneurial experience (Figure 12.3).
Overall, every other e-educator with entrepreneurial experience in our
sample held a professorship (chair). This is in line with a study on full-time
professors by Finkle et al. (2007, p. 109) who found that half (50 per cent)
of all tenured faculty members had started at least one business.
Inter-group Comparison of Educator Profiles in Germany
Our inter-group comparison of e-educator profiles at German universities

of different entrepreneurial performance shows a distinct mix of faculty
for each category:
● Universities of high entrepreneurial performance host the biggest

mix of educational backgrounds, often in combination with a busi-
ness/economic sciences degree (88 per cent).

100%
88% Without own
90% entrepreneurial
80% experience
71%
70% With own
60% entrepreneurial
50% experience
41%
40%
30%
20%
10%
0%
Full-time Teaching External
professor assistant instructor/
(chair owner) adjunct
Figure 12.3 E-educators in the sample and their own entrepreneurial

experience
● Universities of medium entrepreneurial performance exclusively

feature EE-staff with a business/economics background (100 per
cent). A third of them show a combination with another back-
ground in technical studies.
● Privately funded universities show the highest share of educators
with own entrepreneurial experience (90 per cent), followed by
universities of high performance (60 per cent) and then medium per-
formance (50 per cent). Like universities of medium performance,
all educators at private universities have a background in business/
economic sciences. However, they combine this with a wide range of
other backgrounds, including social sciences (30 per cent) and the
arts (10 per cent).3
There was a statistically significant difference between the university

groups (chi-square 5 5.315, p 5 0.070), with a mean rank of 18.00 for
universities of medium performance, 22.50 for universities of high per-
formance and 29.25 for private universities. This underlines that pri-
vately funded universities in Germany have a statistically higher share
of e-educators with own entrepreneurial experience, which is in line with
their reputation.

Potential Impact of E-educators on EE
To assess the potential impact of e-educators on the contents of EE, we

focused on an analysis of the role of an educator’s own entrepreneurial
experience. To this end we asked the respondents to what extent their
respective EE-course contained one or more of 16 different teaching
elements. The list encompassed teaching methodologies and contents.
Based on the average values of respondents’ answers for every teach-
ing element, we added to our analysis whether the responding educa-
tors had entrepreneurial experience or not. These two groups differ
considerably in four content elements (cf. italic values in table below).
A Pearson’s chi-square test confirmed the use of three EE-content ele-
ments by educators with entrepreneurial experience to be of statistical
significance.
E-educators with start-up experience have an impact on teaching con-
tents of EE, by preferring (1) the element of participants establishing their
own network (X 2 5 12.56, p 5 0.002, hence p , 0.01); (2) the element
of encouraging participants to critically reflect/question (X 2 5 8.20,
p 5 0.017, hence p , 0.05), and (3) interdisciplinary elements (X 2 5 6.88,
p 5 0.032, hence p , 0.05).
Our findings show that the profile of e-educators at German universities
can have both a direct and an indirect impact on EE:
● It can directly influence the actual teaching contents. In our sample,

an educator’s own entrepreneurial experience led to the significant
preference for three teaching elements.
● In addition, it can indirectly affect the actual effectiveness of EE.
Müller (2009) has, for example, identified enabling participants to
‘build their own network’ as an ‘effective’ element to raise course
participants’ intentions to start up.4
● Finally, publicly financed universities of high entrepreneurial per-
formance and privately funded universities seem to put particular
emphasis on the employment of teaching staff with start-up experi-
ence who are likely to train these effective elements.
Overall, the study’s findings show a significant diversity of educational

backgrounds among e-educators at universities of high performance. This
evidence suggests that such a profile mix contributes to the success of an
institution’s strive towards an entrepreneurial university.

Table 12.2 Comparison of mean values EE-content elements used between

e-educators with and without own entrepreneurial experience
in the sample (confirmed elements in italic and underlined)
Activity E-educator with Own N Average SD

Entrep. Experience
Discussion elements among No 17 2.71 0.588
participants (1) Yes 28 2.86 0.448
Business planning elements (2) No 17 2.47 0.874
Yes 28 2.64 0.731
Action-oriented elements (3) No 17 2.53 0.717
Yes 28 2.75 0.585
Interaction with practice (4) No 17 2.41 0.870
Yes 28 2.61 0.685
Mentoring elements (5) No 17 1.71 0.849
Yes 28 2.11 0.875
Establishing own network (6) No 17 1.53 0.874
Yes 28 2.43 0.790
Critical reflection/questioning (7) No 17 2.24 0.903
Yes 28 2.86 0.448
Building a team (8) No 17 2.24 0.903
Yes 28 2.50 0.839
Role models resp. founder idols (9) No 17 2.00 0.791
Yes 28 2.25 0.844
Lecture elements (10) No 17 2.71 0.588
Yes 28 2.50 0.694
Interdisciplinary elements (11) No 17 2.06 1.029
Yes 28 2.43 0.790
Simulation (e.g., training game) (12) No 17 1.76 0.970
Yes 28 1.68 0.905
Own start-up during seminar (13) No 17 1.59 0.870
Yes 28 1.93 0.900
Internship in a start-up (14) No 17 1.29 0.588
Yes 28 1.32 0.612
Training in negotiation skills (15) No 17 1.35 0.606
Yes 28 1.39 0.685
Video case study (16) No 17 1.35 0.702
Yes 28 1.18 0.548

CONCLUSIONS AND IMPLICATIONS
Our literature review has demonstrated that instead of a coherent picture

of e-educators a plethora of rather ‘patchy’ details currently exists. With
regard to e-educators in Germany, we have only few references to compare
our findings to, and the results are:
1 As in the USA, there is no common e-educator profile yet in Germany.

2 In Germany, the level of academic qualification is considerably higher
for external e-educators than in the USA.
3 More than in the USA, a background in business/economic sciences
is still the ‘educational background number one’ among e-educators
in Germany, either as only degree (70 per cent), or combined with a
second degree (20 per cent). The potential effects of such a ‘monocul-
tural’ element on an interdisciplinary field are controversial.
4 The German entrepreneurship professors in our sample have as much
experience in real-world entrepreneurship as their US-counterparts.
In addition, our findings allow for several new insights into different
e-educator profiles, especially into those other than of full-time professors.
In particular, a high percentage of e-educators in our sample have start-up
experience, especially the external instructors (70 per cent), but also the
teaching assistants (40 per cent).
The inter-group comparison of e-educator profiles across differ-
ent university categories shows a distinct mix of faculty for each
category. Most notably, universities of medium entrepreneurial per-
formance feature a considerably higher share of EE-staff with a
business/economics background. Compared to the best-performing
universities, they run the risk of a business ‘mono-culture’ among their
e-educators. Both privately funded universities and universities of high
performance show high shares of educators with entrepreneurial experi-
ence. Universities of medium performance, on the other hand, might
be able to influence their entrepreneurship rating by recruiting more
interdisciplinary EE-staff.
Most importantly, our study has confirmed that the profile of an
e-educator does have an impact on EE. This impact is not only a direct
one, by way of influencing the actual teaching contents; it can also be an
indirect one, by contributing to EE-effectiveness.
Overall, the above findings have implications at different levels: for EE
in general, as well as for faculty and EE-offerings in the context of the
entrepreneurial university in particular. According to a series of studies,

the following implications equally apply to EE in Germany and in Europe

(EU, 2003, 2006 and 2008; Hofer et al., 2010).
General implications for entrepreneurship education
1 In the interdisciplinary field of entrepreneurship, educator profiles are

heterogeneous, and this has positive effects on entrepreneurship teach-
ing quality. Given the heterogeneity of e-educators in the USA and in
Germany, an introduction of standardized profiles would not only be
difficult, but also counterproductive. As Neck and Greene (2011) point
out, EE ‘requires teaching a method.. . . The method is people depend-
ent [sic] but not dependent on a type of person’ (p. 57, emphasis added).
2 Entrepreneurship education offerings could be improved by a common
additional qualification of e-educators, rather than by an overall profile
‘standardization’. Such a common qualification would have to address
current and future teaching staff. It should encompass the academic
foundations of entrepreneurship as well as the practical foundations of
teaching. Both new coherent doctoral programmes in entrepreneurship
(Brush et al., 2003) and a common basic (teaching) qualification for
e-educators could deliver this. Well-known programmes in this area
are Babson College’s Modules for Entrepreneurship Educators (MEE)
in the USA as well as the qualification suggested by the international
Network for Teaching Entrepreneurship (NFTE). However, there
are also successful initiatives in Europe, as illustrated by the national
Observatory of Pedagogical Practices in Entrepreneurship in France
and the International Master of Entrepreneurship Education and
Training in Denmark (OECD, 2010). In the longer term, the develop-
ment of an occupational profile for e-educators might allow for quality
assurance.
3 Faculty profile is a key success factor. High-performing universities
show faculty with more diverse educational profiles and entrepreneur-
ial experience. It is thus critical for universities to attract and keep the
‘right’ type of educator. As this process might currently be hindered by
a lack of mobility of educators across the EU, the coming years will see
EU initiatives to promote and support such mobility (EU, 2006).
4 It is not just the what and the how that matter, but also the who. In particu-
lar, e-educators’ own entrepreneurial experience not only enhances the
reputation of a university’s entrepreneurship programme (Kabongo and
McCaskey, 2011), but also contributes indirectly and significantly to the
effectiveness of EE in terms of raised start-up intentions by students.

Implications for faculties and EE-offerings in the context of the

entrepreneurial university
On a university level, the implications of our findings for the composition
and recruitment of EE-faculty lead to four recommendations:
1 Embrace and leverage diversity. Our findings point out the potential
of educator profiles to improve the quality of EE. This study thus
supports Jones (2010) in his call for ‘appreciating the nature of het-
erogeneity in our classrooms’ (p. 71). In a European context, this can
be further enabled by HEIs introducing ‘cross-discipline structures’
(NIRAS et al., 2008).
2 Assess the current composition of EE-faculty. In order to leverage
their potential to attract ‘the right kinds of educators – both academics
and practitioners’ (McMullan and Long, 1987, p. 272), universities first
have to understand the ‘make-up’ of their faculties. An initial assess-
ment of EE-faculty with own entrepreneurial experience is only one
example and a first step. We recommend a more comprehensive way
of how universities can evaluate their teacher profiles, based on the
concept of ‘the entrepreneurial leader’ by Gibb et al. (2009). Building
on literature including Clark’s design of the entrepreneurial university
organization (1998 and 2004) the authors present ten criteria (Gibb et
al., 2009, Figure 6, p. 23), against which the profile of EE-faculty could
be assessed.
3 Define the aspired EE-faculty composition. We recommend recruiting
individual e-educators according to a university’s desired EE-team
composition. This might include balancing ‘specialist’ and ‘general-
ist’ staff as well as academically and practically experienced staff. At
HEIs across the EU, e-educators with own entrepreneurial experience
do ‘not seem very widespread’ (NIRAS et al., 2008, p. 6). This is not
restricted to the EU, as reflected by a set of recommendations issued by
the World Economic Forum (WEF) to all academic institutions: they
encompass the guidance to ‘look to recruit professors and teachers
who have entrepreneurship experience’ (WEF, 2009, p. 26).
4 Never underestimate the power and effectiveness of role models. One
of the effects of e-educators on EE is based on an educator’s existing
own start-up experience, as ‘educators serve as role models. There are
many academics who would not make good role models for future
entrepreneurs’ (McMullan and Long, 1987, p. 268). The present study
shows how role models affect EE.

Recommendations for future research

We have evaluated a snapshot of e-educator profiles on a national
level and their implications for content and effectiveness of EE. The
shortcomings of this design lead to three directions for complementary
research. (1) It would be of interest to assess the effects of educator
profiles on German EE with a longitudinal design, and to expand the
current single-informant design with one e-educator per university to a
multi-informant one. (2) Including different organizational levels within
a university (staff level – chair level – department level – head of univer-
sity) would shed light on a university’s EE-strategy and resource alloca-
tion. (3) Finally, comparative studies between regions or countries are a
further research area. In this context, it would be of interest to apply a
different and more cross-national approach to the evaluation of a uni-
versity’s entrepreneurial profile. Whilst we decided to follow an existing
ranking that is established in Germany, there is a range of other potential
criteria for evaluation. However, examples like the traditional criteria
for assessment of any kind of education organisation by the Malcolm
Baldrige National Quality Award in the USA (cf. Vesper and Gartner,
1997) as well as those by NIRAS et al. (2008), applied for a European
benchmark of university performance in EE, do not account for the
requirements of an entrepreneurial organization. For further research
beyond Germany we therefore suggest using ten aspects of specific
organizational design – published by the British National Council for
Graduate Entrepreneurship (NCGE) – as evaluation criteria (cf. Gibb et
al., 2009, p. 17), and apply a Likert-scale.
Several other knowledge gaps have arisen throughout our research.
A first promising area for future research would be the entrepreneurial
university’s staff: what exactly are faculty’s entrepreneurial competen-
cies, how can they be defined, and what do they contribute to the overall
performance of the university? In addition, it is of interest to obtain
detailed information on the current composition of EE-faculties (teams).
This would allow for a better understanding of current EE-teams as well
as for the comparison between universities of different entrepreneurial
performance.
NOTES
* The author of this study gratefully acknowledges the support of the German Association
for Entrepreneurship-Research, -Education and -Policy (Förderkreis Gründungs-
Forschung e.V. Entrepreneurship Research [FGF e.V.]) in the process of data collection.
1. In the Anglo-American Higher Education system the term ‘tenure’ commonly refers to
an academic position for life.

2. Sarasvathy (2008) also refers to the respective educating institution as an ‘e-educator’

(p. 310). For the purpose of this study such ‘institutional e-educators’ are not encom-
passed by the term.
3. A test for significance of the share of educators with business/economic background in
our sample showed no statistically significant differences between the different types of
German universities.
4. Müller (2009) identifies ‘options for building up networks’ by course participants as
one of ‘seven educational variables . . . which can positively influence the antecedents of
entrepreneurial intention’ (p. 1).
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13. Global start-up internships as a source of
experiential learning
Truls Erikson, Mari Saua Svalastog and
Daniel Leunbach
INTRODUCTION
To prepare students for the realities of today’s ever-changing, hyper-

competitive and global marketplace, new forms of academic–industry
collaborations need to be explored and developed. In fact, EU and
national policies are gradually becoming more focused on the role of
universities in job creation. This has led to increased focus on academic–
industry collaborations (Etzkowitz, 1998), and not least, entrepreneur-
ship education.
During the 1980s, the atmosphere for academic institutions changed
as new disciplines such as biotechnology and ICT developed remarkably
quickly (Iversen et al. 2007). The Bayh-Dole Act in the USA created
debates in many Western countries, including Norway, and a compa-
rable law was introduced in 2003. This law extended the societal role of
Norwegian universities to include the ‘Third Mission’. In practice, the law
abolished professors’ long-held privilege regarding ownership of his or her
inventions (ibid., p. 398), and it smoothed the progress of the Technology
Transfer Offices. It was during these formative days that Gründerskolen
emerged, and the programme’s emergence can be seen in light of these
Third Mission debates. As such, we consider Gründerskolen as a response
to these wider societal changes.
The emphasis of Gründerskolen is on international technology entre-
preneurship, and the curriculum reflects the workload of a full semester.
The programme, which is carefully designed around experiential learning,
is, of course, experience-based as students work on real projects, not only
as part of their course assignments, but also as part of a 12-week start-up
internship abroad. As such, it is one way of facilitating academic–industry
collaborations.
301
Truls Erikson, Mari Saua Svalastog and Daniel Leunbach - 9781781007013

EXPERIENCE AS THE SOURCE OF LEARNING
Those familiar with experiential learning theory (ELT) will know that
among the six propositions currently shared by ELT scholars, the most
central is the notion that learning is best conceived as a process and not
in terms of outcomes (Kolb and Kolb, 2009). Consistent with this line of
reasoning, ELT advocates that learning and knowledge creation should
be viewed as an endless ubiquitous process of grasping and transforming
experience: ‘Knowledge results from the combination of grasping and
transforming experience’ (Kolb, 1984, p. 41), where ‘the process and goal
of education are one and the same thing’ (Dewey, 1897, p. 9). Depending on
their field of origin, we suspect that readers unfamiliar with this literature
will vary in their ‘knee-jerk’ reaction to this open disregard for outcomes.
The whole field of strategic management for example, is arguably struc-
tured around the shared practice of developing explanations for variance
in organizational outcomes, most notably performance (Barney and Clark,
2007). Confounding as it may sound, the proposition is nonetheless key
to understanding what Kolb and Kolb (2005, p. 193) described as ‘above
all a philosophy of education’. Building on the work of twentieth-century
scholars John Dewey, Kurt Lewin, Jean Piaget and others, ELT upholds
that experience should play a fundamental role in theories of human devel-
opment and learning. Experiential learning theorists define learning as ‘the
process whereby knowledge is created through the transformation of expe-
rience’ (Kolb, 1984, p. 38). The experiential learning cycle (Figure 13.1)
provides a useful model of ELT. As indicated by this holistic model, con-
crete experience (CE) and abstract conceptualization (AC), each represent
two dialectically related means of grasping experience; similarly, reflective
observation (RO) and active experimentation (AE) each represent two
dialectically related means of transforming experience.
This idealized learning cycle suggests a learning process where the learner
undergoes a continuous process of experiencing, reflecting, thinking and
acting. As pointed out by Little (1993), the model provides a suitable
framework for creating a theoretical basis for internships, as ‘internships
are virtually a point-by-point application of the essential activities of this
model’ (p. 444). Surprisingly, this is the only published study known to us
that has used ELT as a theoretical foundation for studying internships.
This is less strange, however, if one considers the scarcity of internship
research in general. In fact, a recent review, Narayanan et al. (2010) found
only 22 published studies (none of which looked at internship-based entre-
preneurship programmes). It has been estimated that about 75 per cent
of US college students complete an internship before graduation (Coco,
2000). The majority of these internships, however, take place in addition

Global start-up internships as a source of experiential learning 303
Concrete
Experience
Grasping
Active Reflective
Experimentation Observation
Transforming
Abstract
Conceptualization
Source: Adapted from Kolb and Kolb (2008).
Figure 13.1 Experiential learning cycle
to, and outside of, any formal learning experience (D’Abate et al., 2009).
Despite the wide prevalence of internship participation and the growing
integration of internships into the formal learning experience, little is still
known about the effectiveness of such educational initiatives and about
the value of internships in general. Furthermore, few of the studies that
exist are explicitly grounded in a conceptual model. Narayanan et al.
(2010, p. 62) summarize this quite succinctly ‘Simply put, the literature on
internship experiences is largely descriptive and anecdotal’. Considering
this lack of theoretical grounding, two legitimate questions emerge. First,
how can we justify our use of internships? In other words, how are we
to respond to those who claim that our experiential learning initiatives
are ‘founded on sand’? The need for a better theoretical foundation was
emphasized by Little two decades ago:
Theoretical principles are necessary to the people working with internships and
other experiential activities so that they can articulate persuasively the necessity
for, and the benefits of, such experiences for students at a level beyond the first-
hand testimonials most of us seem to rely on to justify such experiential activity
for academic credit. (Little, 1993, p. 447)

Second, assuming, like Little (1993), that our intuitions are correct, that
internships and other experiential activities represent useful and valuable
learning tools; how can we design these learning experiences so as to maxi-
mize their effectiveness? These are some of the questions we consider in
this chapter.
So, why should we bother with internships in the first place? In an
amusing attempt to deal with this question, McCormick (1993), provides
the following analogy: ‘The difference between classroom learning and
experiential learning in an internship is like the difference between learn-
ing about roller coasters watching one from across the street and learning
about them while gripping the front handrail during the ride’ (p. 261).
Luckily, we do not have to rely on personal anecdotes and colour-
ful analogies alone when justifying our use of internships. For instance,
based on their survey of 144 alumni from a public university in the USA,
Gault et al. (2000) reported a significant relationship between early career
success and past participation in an undergraduate internship. Advantages
included less time to obtain first position and increased monetary compen-
sation, as well as greater overall job satisfaction. A recent review by Liu et
al. (2011) lists additional benefits, including job-related skill enhancement,
and emphasizes that internships offer students a valuable chance to apply
classroom knowledge to practical problems (Clark, 2003; D’Abate et al.,
2009; Liu et al., 2011), and help ease students’ role transition by exposing
them to the realities of the business world (Taylor, 1985, 1988; Knouse et
al., 1999; Gault et al., 2000; Liu et al., 2011). Referring to the Cooperative
Education Program at the University of Cincinnati, Gault et al. (2000) call
attention to the fact that college-endorsed employment programmes have
been recorded as early as 1906 and assert that ‘Despite nearly 100 years
of offering credit for internships, existing higher-education assessment
research has focused primarily on the effects of classroom instruction’
(p. 46).
While the literature does not provide conclusive support, the limited
empirical research that does exist is essentially supportive of internships
as a means to facilitate student learning. Besides, simply pointing out that
the literature is scattered and under-developed, is, of course, not a con-
vincing argument against the use of internships in itself. Considering the
widespread call to formally integrate internships into academic curricula
(D’Abate et al., 2009) and the aforementioned popularity of internship
participation (Coco, 2000), a phenomenon that has existed for at least 105
years, we are arguably better off spending our limited resources investigat-
ing ways to improve our experiential initiatives.
Next, we elaborate on Gründerskolen as a case. As a research method
we have relied on years of participative observation, archival data,

interviews and recent surveys. We have structured the presentation to first

start with the programme’s emergence, we then elaborate on its structure
and underlying philosophy. Thereafter we report on a survey on intern-
ship job and environmental characteristics. The underlying assumption
is that these job and environmental characteristics contribute in shaping
valued learning experiences.
CASE DESCRIPTION: GRÜNDERSKOLEN
Emergence
The very first initiative behind Gründerskolen was taken by professor Nils
D. Christophersen from the Department of Informatics at the University
of Oslo (UiO), Norway. During the fall of 1997, Professor Christophersen
had a sabbatical period at Stanford University in the USA. Noticing the
much tighter connection and collaboration between the university and
the industry compared to his experiences in Norway, he started thinking
about how Norway could get more of the same fruitful collaborations.
In the fall of 1998, back in Norway, Christophersen was elected head
of his department. In his new position he brought with him his ideas of
finding a way to strengthen academic–industry collaboration. He was
soon convinced that a good way to do so might be to send aspiring young
students abroad to places like Silicon Valley so that they could experience
the many possibilities such collaborations could provide, such as the com-
mercialization of research through licensing or the establishing of new
ventures. He wanted students three years into their university degrees to
experience internships in high-tech start-ups, in addition to following an
entrepreneurship course at a university abroad to help bridge practice and
theory.
Professor Christophersen shared his ideas with colleagues and other
potential partners, but the main feedback he received was that the intern-
ship component did not fit very well with the traditional teaching practices
at the university. This component would also be a problem for the State
Education Loan Fund in Norway, which provides substantial financial
support to Norwegian students studying in Norway and abroad. It was
not until a meeting with representatives from the Norwegian Trade
Council’s (NTC) office in San Francisco that the ball started rolling. The
NTC’s work involves supporting Norwegian industry in getting access to
the US market and vice versa. The people at NTC were eager to support
an exchange programme to foster an entrepreneurial mindset among
Norwegian students, and were willing to take on the responsibility of

organizing everything abroad: a relatively complex task that included

identifying potential intern-hosting start-up companies in the Silicon
Valley area, follow-up of companies and students, securing agreements
with a university partner in the USA to issue student visas and provide
a relevant course, securing housing for the students, as well as being the
students’ main point of contact while abroad. The involved parties also
agreed that the students should have some basic knowledge on the subject
of entrepreneurship before travelling abroad to prepare them for their
internships during the summer. Since UiO did not have a business school,
an agreement was made with the BI School of Management (BI) in Oslo
that students from UiO could attend a typical business plan course at BI
during the spring semester. Having the stay abroad during the summer
was important in getting the programme approved by the university, as it
would not interfere with the students’ main studies.
Six students of informatics were recruited to participate in the pilot
programme in 1999. The programme was named Gründerskolen, from
the German word ‘Gründer’, which means one who is running his or her
own business and ‘skolen’ which means ‘the school’ in Norwegian. The
name was intended to reflect the hands-on and practical nature of the
study programme. When the first six students got back from the USA
in the fall of 1999, they formally presented their experiences and learn-
ing outcomes to faculty, staff and students. It was obvious from their
convincing professional presentations that the students had matured over
the summer. The students had clearly caught some of the US inspiration,
self-confidence and belief in entrepreneurship as a way of realizing the
potential of academic research. Following the success of the initial pilot,
a conscious decision was made to attract students from different aca-
demic backgrounds into the programme, this included recruiting students
from the Norwegian University of Science and Technology (NTNU) in
Trondheim, another region in Norway, and business students from BI.
It was arranged so that the students from NTNU could follow an intro-
ductory course at their local university, similar to the course provided by
BI in Oslo. This allowed the NTNU students to fulfil the introductory
course requirements locally in Trondheim rather than travelling to Oslo.
Twenty-one students completed the programme in 2000, and the pro-
gramme grew rapidly in the years that followed, as shown in Table 13.1
and in Figure 13.2.
Current Programme Structure, Status and Success Factors
While the programme has developed considerably in terms of student

numbers and national and international partners, the initial ideas for the

Table 13.1 The table summarizes the growth of Gründerskolen with

regard to the number of students who have completed the
programme every year, and when new destinations abroad
were added. Some destinations have been terminated, for
various reasons.
Year No. of Programme Destinations

students
Silicon Boston Singapore Shanghai South London Houston
Valley* Africa**
1999 6 
2000 21 
2001 49 
2002 60   
2003 67   
2004 131    
2005 139     
2006 144      
2007 98     
2008 137     
2009 143      
2010 146     
2011 150     
2012 163     
Note: * San Jose and/or San Francisco; ** Johannesburg or Cape Town.
programme have been kept intact over the years. A summary of the most
important programme characteristics is given below:
● The programme teaches technology entrepreneurship.

● The aim is to inspire students to start their own businesses or work
with entrepreneurship and innovation in other ways, and increase
their chances of success by equipping them with relevant theory,
experience and networks.
● The main part of the programme is a 12-week stay abroad, where
the students work full-time in start-up companies and follow an
entrepreneurship course during evenings/weekends.
● Before the stay abroad the students follow an introductory course in
entrepreneurship.
● In preparation for their stay abroad, all the accepted students attend
a common seminar that is specifically designed to prepare them
for their stay abroad, both practically and mentally. Lectures on
cross-cultural understanding, reflective practices and leadership are

180
160
140
120
No. of students
100
80
60
40
20
0
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
Year
Figure 13.2 The figure provides a graphical illustration of the growth of

Gründerskolen with regard to the number of students who have
completed the programme every year. The significantly lower
number in 2007 was mainly caused by an extremely preferable
(to the students) employment market, which caused many more
students than usual to prioritize work instead of education.
Preparation seminar & reflection report, 5 ECTS credits
Biz. plan Internship, 10 ECTS credits

course
5 ECTS Entr. course at local univ. abroad
credits 10 ECTS credits
January May June Time End of August
Figure 13.3 The figure shows the Gründerskolen programme structure
typical topics covered. While abroad, the students reflect on and

record their experiences in diary format and they hand in a reflection
report at the end of their stay. Figure 13.3 summarizes the structure
of the programme.

● For every student cohort, there are typically 30–40 students at each
destination.
● The programme is open to students from all disciplines; the aim of
the programme is that one-third of the accepted students have a
background within disciplines such as engineering, natural sciences
or medicine, one-third from disciplines within management, eco-
nomics and marketing, and one-third from other disciplines.
● The programme consists of 30 ECTS1 credits at Master’s level, as the
minimum admission requirement is a completed Bachelor’s degree
or equivalent.
● The programme’s current destinations abroad and the university
partners there are San Francisco (UC Berkeley), Boston (Boston
University), Singapore (National University of Singapore), Houston
(Rice University) and Cape Town (University of Cape Town).
It should be noted that in 2009 the Cape Town programme was
changed into a programme focusing on social entrepreneurship, but
still with the internship experience as a key component.
The Gründerskolen programme has been acknowledged with two prizes.

In 2006, it was awarded ‘Best Learning Environment’ at the University of
Oslo. In 2007 the programme was awarded by the Norwegian Agency for
Quality Assurance in Education, which emphasized the thorough plan-
ning and execution of the stay abroad. In 2011, 86 per cent of the students
said that they would recommend the programme to other students, and
70 per cent of the 2012 applicants said they knew someone who had previ-
ously attended the programme. Some of the positive outcomes highlighted
by former students include the experience of personal growth from having
dealt with many challenges and the new network of highly competent and
ambitious people from a lot of different disciplines.
There are three main factors that we believe have been crucial for the
establishment and growth of the Gründerskolen programme. First, it
could not have been done without a partner like the NTC offices abroad
with their local industry knowledge, network and ability to deal with all
sorts of issues that arise with young students abroad. All new destinations
have been established in cities where entrepreneurship activity levels are
considered higher than in Norway and where NTC has an office. It should
be noted that from 2004, NTC was included in a new organization called
Innovation Norway (IN), which is the Norwegian government’s most
important instrument for regional industrial development. Innovation
Norway is also the government’s official trade representative abroad, and
these trade offices are typically located at, or near, the Norwegian embas-
sies and consulates.

Second, the close collaboration between higher learning institutions in

Norway has been crucial for scaling the programme to its current student
number. The careful yet resource-demanding recruitment and interview-
ing process is distributed across many different learning institutions
throughout Norway. Former students help out at their school together
with local staff. These institutions also offer introductory courses required
before the stay abroad for the locally accepted students.
Third, the State Educational Loan Fund, which was sceptical about
supporting the internship component of the programme, as this was some-
thing very different than what it usually supported, were convinced to do
so in the end, although there is still an ongoing debate regarding whether
it should do so or not. So far the government has instructed it directly
to continue with the support, which is given to the students as grants
and loans. This helps making the tuition fees abroad affordable to most
Norwegian students. The group of facilitating actors in the programme
and how they affect each other is shown in Figure 13.4. As governmental
policies encourage learning institutions in Norway to collaborate and
also strive for more student exchanges this motivates further cooperation
around a programme such as Gründerskolen.
Next, we turn to the last part of this chapter. Since we know so little
about what really works and what does not work with regard to inter-
national start-up internships we have chosen an explorative ‘fact-based’
research design (Hambrick, 2007) where we seek to tap into what really
makes this a good learning experience for the students. For this, we build
on the D’Abate et al. (2009) study.
Governmental
policy
State
Inter-university Innovation
Educational Industry
cooperation Norway
Loan Fund
Gründerskolen
Figure 13.4 The group of facilitating actors in the programme and how

they affect each other

Table 13.2 Survey details
Stratified Study Samples

2010 cohort 2010 and the 2011 cohort
Average completion time Approx 15 min. Approx 14 min.
Panellist count 132 265
Saw e-mail 76 128
Clicked through 52 104
Partial completes 1 6
Reached end 38 70
Total responded 39 76
EXPLORING THE INTERNSHIP CHARACTERISTICS

THAT SHAPE VALUED EXPERIENTIAL LEARNING
As part of this study, we collected survey data from both the 2010 and
the 2011 cohort. The most recent alumni were contacted by e-mail during
April and May 2012. The survey had 45 questions, and was live for two
weeks, with one reminder. Among those 265 alumni, 128 saw the e-mail,
104 clicked through. As seen in Table 13.2, 76 of the responses are usable,
which reflects a response rate of 60 per cent based on those who saw the
e-mail, or an effective response rate of 29 per cent considering the whole
sample frame. Table 13.2 illustrates the details from the data collection.
In this study, we replicate the D’Abate et al. (2009) study. D’Abate and
colleagues researched Bachelor’s students in management, and focused on
what job characteristics, work environment characteristics and other con-
textual characteristics were associated with internship satisfaction. In our
work, we address Master’s-level students with diverse backgrounds minor-
ing in entrepreneurship, and we control for several contextual factors.
D’Abate and colleagues build their study on the insights from Steers
and Porter (1991), and not least, Hackman and Oldham’s (1975, 1980)
seminal work. In the current study, we seek to explore which factors are
associated with valued experiential learning. In this context, we operation-
alize valued experiential learning with internship satisfaction. Next, we
elaborate on the dependent and the independent variables of this intern-
ship study.
Dependent variable: internship satisfaction

We used a version of the job satisfaction scale based on Hackman and
Oldham (1975, 1980) to measure satisfaction with the internships. These
are the same measures as D’Abate and colleagues employed. The three

items read as the following: ‘Generally speaking, I was very satisfied with
my internship’, ‘I frequently thought of quitting my internship/or chang-
ing the internship company’ (reversed), and ‘I was generally very satisfied
with the kind of work I did at my internship’. Here we employed a seven-
point Likert scale.
Independent variable: job characteristics

Here, we built on Hackman and Oldman’s (1980) Job Characteristics
Model that highlights the following job-related factors: skill variety,
task identification, task significance, autonomy at work and on-the-job
feedback – the same measures as D’Abate and colleagues employed in
their study:
Skill variety captures how varied the job tasks are. It was measured with
the following items: ‘How much variety was there at your internship?’
(That is, to what extent did the internship require you to do many different
things at work, using a variety of your skills and talents?), ‘The internship
required me to use a number of complex or high-level skills’, and ‘The
internship was quite simple and repetitive (reversed)’.
Task identification captures the wholeness of a task, as an identifiable
piece of work, and was measured with the following items: ‘To what
extent did your internship involve doing a “whole” and identifiable piece
of work? That is, was the internship a complete piece of work that had an
obvious beginning and end? Or was it only a small part of the overall piece
of work, which was finished by other people or automated machines?’,
‘The internship was arranged so that I did not have the chance to do an
entire piece of work from beginning to end’, The internship provided me
the chance to completely finish the pieces of work I began’.
Task significance is the extent a job has an impact on other people. It is
measured by means of the following three items: ‘In general, how signifi-
cant or important was your internship? That is, were the results of your
work likely to significantly affect the lives or well-being of other people?’,
‘The internship itself was not very significant or important in the broader
scheme of things’, ‘This internship was one where a lot of other people
could be affected by how well the work got done’.
Autonomy is the amount of freedom the intern is given at the workplace.
We measured it by means of the following three items: ‘How much auton-
omy was there in your internship? That is, to what extent did your intern-
ship permit you to decide on your own how to go about doing the work?’,
‘The internship gave me considerable opportunity for independence and
freedom in how I did the work’, ‘The internship denied me any chance to
use my personal initiative or judgement in carrying out the work’.
Feedback is the amount of information that the intern is given about

their effectiveness. It is measured by means of the following three items: ‘To

what extent did doing the internship itself provide you with information
about your work performance? That is, did the actual work itself provide
clues about how well you were doing – aside from any “feedback” co-
workers or supervisors may provide?’, ‘The internship itself provided very
few clues about whether or not I was performing well’, ‘Just doing the work
required by the internship provided many chances for me to figure out how
well I was doing’. We applied five-point Likert scales to all these items.
Basically, these factors capture what an intern does at work (Steers and
Porter, 1991, p. 22; D’Abate et al., 2009). In practice, we measure here a
set of job-related factors that may contribute to shape valued learning
experiences. Table 13.3 shows that these factors are highly correlated with
internship satisfaction (the first numbered column).
Independent variable: work environment characteristics

Work environment characteristics differ from job characteristics in the
way that they are indirectly shaping learning experiences as they relate to
the affect-based characteristics of the environment. Extant research points
to five such characteristics: learning opportunities, career choice alterna-
tives, supervisory support, co-worker support and satisfaction with the
choice of internship company. Next, we elaborate on these in turn.
Learning opportunities are considered a significant prerequisite for expe-
riential learning. This variable is meant to capture the richness of learning
opportunities. The three items read as: ‘My internship taught me a lot of
things that I would never have been able to learn elsewhere’, ‘My intern-
ship did not help me learn anything new (reversed)’, and ‘My internship
provided me with a chance to learn a lot more about entrepreneurship’.
Career choice alternative: this variable captures the attractiveness of
the type of work they did. The three items read as: ‘My internship helped
me determine that this was a field I was interested in for a career’. ‘My
internship helped me decide that this was not a field I would want to
work in (reversed)’, and ‘My internship provided me with opportunities to
examine a potential career field’.
Supervisory support is normally considered to be a vital ingredient in
learning. We measured it by means of the following three items: ‘My
internship supervisor helped make my internship a pleasant experience’,
‘My internship supervisor acted as a mentor to me while I was interning’,
and ‘My internship supervisor did not provide me with enough support
while I was doing my internship’.
Co-worker support may also be associated with a good practice. The
three items read as: ‘My internship co-workers helped to make my intern-
ship a good experience’, ‘I really liked the people that I worked with at

Table 13.3 Descriptive statistics and Pearson’s correlations (2-tailed)
Mean SD 1 2 3 4 5 6
1 Internship 16.06 3.66 1.00
satisfaction
2 Age 26.46 2.53 –0.016 1.00
3 Gender 0.58 0.50 –0.122 –0.054 1.00
4 Firm size 19.71 34.75 0.195 –0.030 –0.227 1.00
5 Flexibility at 6.55 2.36 0.173 0.027 0.314 0.042 1.00 0.929
work
6 Long 7.13 3.32 0.150 –0.224 0.042 –0.134 0.125 1.00
commute to
work
7 Socialize 10.13 3.07 –0.097 –0.128 –0.016 0.003 –0.005 0.054
with cohort
8 Skill variety 9.94 3.03 0.688 0.229 –0.141 0.045 –0.012 0.101
9 Task 19.99 2.75 0.403 –0.011 0.030 0.155 0.129 0.150
identification
10 Task 9.49 2.79 0.616 0.008 –0.220 0.150 0.006 0.025
significance
11 Autonomy at 11.82 2.49 0.456 0.074 0.064 0.082 0.341 0.017
work
12 On-the-job 9.64 2.92 0.524 0.000 –0.045 0.095 0.036 0.228
feedback
13 Learning 11.57 2.79 0.596 –0.025 –0.169 –0.029 0.019 0.083
opportunities
14 Career 10.43 3.18 0.617 0.032 0.075 0.037 0.132 0.169
alternative
15 Supervisory 10.59 3.41 0.568 –0.160 –0.070 0.200 0.055 0.216
support
16 Co-worker 12.92 2.30 0.440 –0.105 –0.051 –0.071 0.067 0.269
support
17 Company 8.24 2.09 0.705 –0.165 0.012 0.029 0.024 0.244
satisfaction
Note: * p , 0.05. ** p , 0.01. *** p , 0.001. Cronbach’s alphas are reported crosswise,
except for internship satisfaction (0.759) and firm satisfaction (0.925).
my internship’, ‘I did not get along with the people I worked with at my
internship’. We applied five-point Likert scales to all these items as well.
Satisfaction with the choice of company may also be a viable factor when
assessing the success of an internship. The two items we employed read as:
‘I really liked the company that I did my internship with’, ‘I did not like the
company that I worked for while doing my internship’ (reversed).

7 8 9 10 11 12 13 14 15 16 17
0.841
1.00 0.728
–0.115 1.00 0.818

–0.016 0.514 1.00 0.791
–0.144 0.667 0.400 1.00 0.734
–0.161 0.533 0.375 0.319 1.00 0.814
–0.054 0.571 0.463 0.633 0.243 1.00 0.793
–0.031 0.568 0.209 0.506 0.231 0.421 1.00 0.796
–0.144 0.548 0.334 0.527 0.378 0.463 0.504 1.00 0.724
–0.056 0.465 0.251 0.401 0.335 0.532 0.458 0.357 1.00 0.837
0.073 0.379 0.241 0.254 0.0341 0.416 0.484 0.332 0.455 1.00 0.794
–0.034 0.437 0.175 0.464 0.323 0.513 0.504 0.405 0.0667 0.558 1.00
Control variables
In addition, we included some contextual control variables such as age,
gender, firm size, flexibility at work, long commute to work, and the per-
ceived role of the study cohort (that is, to what extend did they also learn
from debating and benchmarking their internships with their study peers).
Flexibility at work was measured by means of the following two items: ‘I
was allowed to set my own hours at my internship’, and ‘My internship
had flexible hours’. Here we used a five-point Likert scale.

RESULTS FROM THE QUANTITATIVE SURVEY

ANALYSIS
Table 13.3 gives us a first insight to the explored relationships. It basically

shows that internship satisfaction is moderately to strongly correlated
with all the factors sub-grouped to both internship job characteristics,
and work environmental characteristics. However, if we control for the
effects of other related variables, we obtain a more refined insight. From
Table 13.4, we see that flexibility at work is important for internship
satisfaction. Moreover, we see that skill variety is a key success factor.
Internships that facilitate the use of a number of complex, or high-level
Table 13.4 Job and environmental characteristics shaping internship

satisfaction
Model 1 Model 2 Model 3 Model 4

Control variables
Intercept 14.00* 9.17† 3.01 3.40
Age –0.001 –0.122 0.043 –0.040
Gender –0.151 –0.039 –0.1401 –0.118
Size of the start-up 0.155 0.107 0.109 0.101
Flexibility at work 0.190 0.161† 0.155* 0.182*
Long commute to work 0.156 0.047 –0.025 –0.038
Socialize with cohort –0.106 –0.013 –0.020 –0.014
Independent variables
Job characteristics
Skill variety 0.511*** 0.360**
Task identification –0.043 0.076
Task significance 0.191 –0.018
Autonomy at work 0.064 –0.037
On-the-job feedback 0.087 –0.071
Work environment characteristics
Learning opportunities 0.165† 0.050
Career alternative 0.314*** 0.210*
Supervisory support 0.026 –0.035
Co-worker support –0.036 –0.044
Company satisfaction 0.496*** 0.500***
Adjusted R2 0.034 0.517*** 0.640*** 0.698***
F 1.450 8.396 13.261 11.961
N 76 76 76 76
Note: † p , 0.1; *p , 0.05; **p , 0.01; ***p , 0.001. Missing values are replaced with
means.

skills, and that require a variety of skills and talents are apparently key
to internship satisfaction. It is noteworthy that this is the only significant
finding among the identified job characteristics.
From the work environment characteristics section in Table 13.4, we
also see that those satisfied with the internship are those who have been
able to determine whether entrepreneurship is feasible as a career path.
This variable captures what Clarysse et al. (2011) point out, that regard-
less of whether the experience was a positive or negative one the learning
outcome may be deemed as a positive one. Finally, satisfaction with the
choice of company appears to be the most important factor contribut-
ing to internship satisfaction. It basically means that the selection of the
company is key to a good internship programme, but it also means that
it is important that potential internship students are open to a variety of
types of firms. That is, the narrower the choice preferences, the lesser the
likelihood for satisfaction with their choices.
The variance inflation factors are all well within acceptable ranges (1.36–
3.89), so multicollinearity is not an issue. However, this analysis gives us
a brief overview into some of the tentatively key factors that matters with
regard to valued experiential learning, but it does not provide evidence of
any mediating or moderating effects (Siegel and Bowen, 1971), only direct
effects. Future studies should therefore seek to uncover the more complex
relationships between the factors that contribute to experiential learn-
ing. For instance, future studies could seek to capture the complexity by
comparing different experiential learning styles with factors contributing
to internship satisfaction or its effectiveness, because people with various
learning styles may value internship characteristics differently. Future
studies could also address the more complicated mediating or moderat-
ing effects that obviously are in play, as most of the positive correlates
to internship satisfaction in Table 13.3 disappeared in Table 13.4. This
indicates that there may be many complex patterns of mediating and/or
interacting effects involved. Employing a fact-based analysis allows us to
discover and explore such patterns that yield insight to our research ques-
tions. As our study here shows, at least flexibility at work, skill variety, the
chance to determine whether this is a feasible career path, and the choice
of company, seem to be vital factors in developing experiential based
learning programmes in entrepreneurship.
Internship directors may play an important organizing role, as pointed
out by Little (1993). In other words, the organizers and other facilitators
of internships are key to successful experiential learning. A good indicator
of this assertion is the strong relationship between internship satisfaction
and the choice of companies. That is, facilitators and organizers need to
be aware of their role as ‘co-creators’ in the experiential learning process.

CONCLUSION
We have in this chapter shown that internships provide a useful learning

vehicle in entrepreneurship education, and experiential learning theory
appears useful in understanding how students acquire and not least trans-
fer information from experience. Future studies could look into how expe-
riential learning theory relates to entrepreneurship education in general,
not only how experiential learning theory relates to ideation (Gemmel et
al., 2011), opportunity identification (Corbett, 2005, 2007) or to cross-
cultural learning (Yamasaki and Kayes, 2004).
We have in this chapter also illustrated the emergence, and the partial
functioning of ‘global learning labs’ in entrepreneurship. These experi-
ential learning labs represent promising playgrounds for students, and
are instrumental in nurturing students’ entrepreneurial abilities and in
strengthening their entrepreneurial mindsets. We have also been able to
identify a few key characteristics that contribute in shaping valued learn-
ing experiences; these include satisfaction with the choice of company,
skill variety in the assignment and the opportunity to elucidate whether
entrepreneurship is a viable future career option.
In moving their institutions into a more entrepreneurial mode, univer-
sity staff are frequently faced with the universal challenge of structural
inertia, especially when designing experiential learning for which there
are limited theoretical foundations. With hindsight, it seems evident that
Gründerskolen provides a noteworthy and well-documented example of
university entrepreneurship; our hope is that this chapter has provided
some clues to how internships (whatever form they may take) can contrib-
ute to bridging academic–industry collaborations.
NOTE
1. European Credit Transfer and Accumulation System (ECTS) is a standard for compar-
ing the study attainment and performance of students of Higher Education across the
European Union and other collaborating European countries.
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14. The potential of and framework for
promoting a business angel university
and intellectual property exploitation:
a case study from Wales
Simon McCarthy, Gary Packham and
David Pickernell
INTRODUCTION
Universities have had long experience of directly utilizing internal knowl-

edge to turn discovery and technology into application. Their strategic
resources provide support for commercialization and technology transfer
to industry through the use of physical spaces including equipment, labo-
ratory space, human resources, and to utilize investment capital derived
from outside sources (Bird et al., 1993). Higher Education Institutions
(HEIs) have, however, also increasingly been encouraged to take a larger
role in local economic development (e.g., see Lazzeretti and Tavoletti,
2005; Lenger, 2008) particularly through innovation (Boucher et al.,
2003; Benneworth, 2007). Increased government policy efforts have there-
fore been focused in many countries to more directly commercialize the
outputs of university research in some way.
Authors such as Lambooy (2004) have examined the transmission of
university-created knowledge to their surrounding regions via a network
approach. Wright et al. (2004) also suggest a range of formal and infor-
mal mechanisms in which knowledge creation and dissemination can be
encouraged more widely through, for example, licensing and technology
transfer. The arguments surrounding this can be seen as strongly related
to the knowledge spillover theory of entrepreneurship (Acs et al., 2004).
This argues, essentially, that knowledge developed in one institution may
be commercialized by others, and that entrepreneurship is one way that
the ‘economic agent with a given endowment of new knowledge’ can best
appropriate the returns from that knowledge.
The complexity of knowledge-intensive entrepreneurship often creates
barriers for firm creation. This may result from (1) failure of private
firms and public institutions to generate new knowledge; (2) failure of
that knowledge to be disseminated efficiently; (3) failure of individuals
323
Simon McCarthy, Gary Packham and David Pickernell - 9781781007013

to exploit new knowledge; (4) a range of other factors that make entre-
preneurship difficult (also see Audretsch and Lehmann, 2005). Any focus
on knowledge creation (in universities, for example) therefore needs to
be accompanied by the capabilities of knowledge users and effectiveness
of knowledge transfer/translation (Cooke, 1997; Braczyk et al., 1998). Of
central importance, therefore, is to link knowledge and innovation in the
process of creation, with how it is then disseminated and commercialized
in terms of new products, processes and capacities.
The commercialization of IP, however, can also be seen to be fraught
with uncertainty and difficulty, with a so-called ‘valley of death’ between
the stages of knowledge creation and exploitation, and knowledge-based
entrepreneurship is often seen as high risk, as a result finding it difficult to
raise the necessary finance. It is here that the role of informal investors or
business angels can be important.
Wiltbank (2009) states that business angels are a key source of invest-
ment in very early-stage and high-risk companies with high potential for
growth. In addition, however, the European Commission (2003), amongst
others, also documents that business angels, as well as providing financ-
ing, also provide managerial experience, which increases the likelihood
of start-up enterprises being able to survive. Numerous studies over the
last three decades have supported the role of venture capitalists/business
angels contributing to the success of their ventures in numerous ways
other than simply providing finance (Berger and Udell, 1998; Harrison
and Mason, 2000; Sörheim, 2005). In addition, Paul et al. (2007) found
that new firms in particular often preferred equity to bank finance, spe-
cifically for reasons of minimizing personal liability, but also because of
the additional business skills and social capital that could be accessed via
equity.
Given the potential overlapping skills sets of universities, business
angels and their networks, combined with simultaneous government
policy focus in these areas, there does, therefore, seem to be potential to
utilize business angels in university-derived IP exploitation. This is already
being explored in the United States as an element contained within very
recent programmes established at the University of Pennsylvania (Penn
Communications, 2010) as well as at the Purdue Research Park (2010)
university incubator. Their recently established angel investment network
provides investment opportunity information and connections to firms or
new technologies, but also provides capital for commercialization as well
as access to three to four events per year, and online information. Their
aim from this is to deliver IP to the marketplace on a much faster schedule,
so that the market and economy will benefit through increased economic
development.

A business angel university and intellectual property exploitation 325
More widely, this is also something already called for in Japan in

Tsukagoshi (2008), but also in the Welsh context. The Commercialization
in Wales report (Gibson, 2007, p. 18) noted that ‘Experienced entrepre-
neurs working with academics undoubtedly form the best solution in
understanding the dynamic nature of markets and in judging how to adapt
intellectual property to create successful commercial enterprises’.
Overall, however, the US examples highlighted are very new develop-
ments in a different national context, and generally there appears to be
a gap in the academic literature with regard to the analysis of the issues
surrounding this possibility. This chapter aims to address this gap. In
particular, this study evaluates if and how potential benefit could be deliv-
ered to university-generated IP by working with business angels and their
networks to accelerate the commercial application of university research
outputs within a UK and Welsh context, using existing university IP
opportunities as initial examples.
The study was conducted as part of the Welsh government’s EU-
convergence-funded Academic Expertise for Business (A4B) research
programme. Specifically, after an initial examination of the literature, the
broad conceptual framework is established. Results are then outlined,
followed by conclusions and a discussion of the need for further research.
BUSINESS ANGELS AND UNIVERSITY

INNOVATION
The business angel, or informal venture capitalist, is a specific type of

financial intermediary specialized in the financing of early-stage entre-
preneurial ventures (Bygrave et al., 2003; European Commission, 2003).
They can be viewed, however, as more important than venture capital
firms (Harrison and Mason, 2000), as they can provide small amounts of
external equity capital where others ‘fear to tread’.
The British Business Angels Association estimates that each year private
investors account for between £800 million and £1 billion of early-stage
investment in the UK: the single largest source of early-stage capital in the
country. Business angel investments can also have a leveraging effect for
other sources of funding including bank loans and formal venture capital
(European Commission, 2003).
Christensen (2007) has also highlighted potential roles and issues
for venture capital at the regional economic development level, and
Avnimelech et al. (2007) illustrated the role and potential benefits of
venture capitalists in technological incubators. Entrepreneurial firms
often struggle to obtain financing from banks when they are in the very

early stage of development and lack a track record, accounts and often
collateralizable assets.
Business experience is, however, also seen as necessary in order to
build relationships with both experienced managers and equity investors.
Business angels can also offer the benefits of their experience in these
areas, with Langeland (2007) finding that venture capitalists had the
potential to bring beneficial finance as well as knowledge to knowledge-
intensive enterprises.
Large and Muegge (2008), for example, recently reviewed 20 empiri-
cal studies pertaining directly or indirectly to non-financial value-added
(NFVA) by venture capitalists and attempted to identify areas of agree-
ment and disagreement in the previous studies regarding NFVA. From
this they created an eight-category typology of NFVA inputs that encom-
passed the findings of the previous studies. Two of the categories are exter-
nal environment orientated and the other six have an internal environment
orientation. The internal-orientated categories are recruiting activities
(recruiting/advising on the recruitment of new employees), mandating
activities (determining the management team’s engagement), strategizing
activities (contributing towards the overall strategy of the business), men-
toring activities (providing informal guidance, mentoring etc.), consulting
activities (providing arms’-length planned and structured knowledge) and
operating activities (direct managerial involvement). The two external-
oriented categories are ‘legitimation’ and ‘outreach’. Legitimation is the
process through which certain attributes such as credibility, reputation,
validation and so on accrue to the venture from its association with the
venture capitalist. Outreach encompasses activities that add value by
establishing and developing connections to external stakeholders such as
potential customers, marketing contacts and so on. Large and Muegge
(2008) also state that the evidence to date suggests that operating and out-
reach are the most important categories of NFVA.
Related to this outreach role, business angels are also often known to
co-invest and be active in several strategic and managerial activities of
portfolio firms (Mayfield and Bygrave, 1999; Sörheim and Landstrom,
2001). This also makes them useful in linking firms and IP, as well as more
likely to obtain growth because of such portfolio management expertise
(Rosa and Scott, 1999).
A similar study by Politis (2007) reviewed previous studies relating spe-
cifically to business angel added value and broadly categorized the ‘value-
adding roles’ as providing a sounding board/strategic role, providing a
supervisory and monitoring role, providing a resource acquisition role and
providing a mentoring role. Paul et al. (2007) summarize the traditional
business angel investment process, as highlighted by Figure 14.1.

Communities of Practice & Personal Networks
H
M a
Familiarization Stage Screening Stage Bargaining Stage a r
n v
a e
g s
i t
Learning n
Meeting Initial Detailed Deal i
about Agreement g
Entrepreneur Screening Screening Structuring n
Opportunity g
S
t S
a t
g a
e g
e
Investment Objectives: e.g. Income,
Growth, etc.
Source: Derived from Paul et al. (2007).
Figure 14.1 A model of the angel investment process
In analysing the potential role of business angels in university IP and

subsequently developing an explicit model for their activity, it is therefore
important to consider how the business angel-related factors indicated
in Figure 14.1 might help stimulate, manage and diffuse university-
generated knowledge and allow effective exploitation of innovation
and IP. Owing to this, issues surrounding the management of networks,
the structures and fora in which the actors operate and their absorptive
capacity are important. What the university role (and the supporting
government policies) should be specifically, however, is still the subject
of much debate and uncertainty. The resultant perceptions have often
dissuaded business angels from involving themselves in university IP
commercialization.
The traditional view of a university’s purpose and values includes
knowledge for its own sake; making knowledge freely available to all
(Behrens and Gray, 2001); organized scepticism (Kenny, 1987); and learn-
ing. The new entrepreneurial paradigm for universities, however, involves
a focus upon direct value creation and academic freedom (Slaughter,
1988; Bird et al., 1993; Behrens and Gray, 2001; Harman, 2006). Shane
(2002), however, found that academic spin-out (i.e., commercialization by
the university itself) is a second best solution, behind licensing patented
technology.
The university can utilize a range of structures including incubators,
licensing and joint ventures, as well as start-ups and spin-outs (e.g.,
see Berggren and Dahlstrand, 2009). However, Birley (2002) highlights
a number of potential university management and governance-related

arriers that work against the new entrepreneurial-focused university

b
paradigm (e.g., see Bok, 2003; Etzkowitz, 2003; Morrison, 2004). The
university’s management in relation to these structures, therefore, has the
potential to enhance or inhibit firm innovation performance and growth
(Carlsson and Mudambi, 2003). Chapple et al. (2005) also argue that uni-
versity Technology Transfer Offices often lack the capability to be effec-
tive in commercialization strategies.
Frenz and Oughton (2006) also discovered that the level of direct
UK-firm–UK-university cooperation is very low. They concluded more
generally that firms must also have a certain level of absorptive capacity
to provide legitimacy before entering into cooperation with a university.
Kitagawa (2004) argues that that there is a need to examine the comple-
mentary relationships between university institutions, policy initiatives
and other support organizations. Authors such as Potts (2002) also illus-
trate a regional dimension to these issues.
Reid and Schofield (2006) highlight the potential use of technology
‘brokers’ as conduits or fora through which knowledge and innovation
transfer from academia can occur. It is here that the (non-financial) role
of the business angel may come to the fore. Chemmanur and Chen (2003)
argue, however, that for a financier to add additional non-financial value,
he or she has to engage in costly effort, and they have to be given appropri-
ate incentives to make these efforts on behalf of the firm.
The extent to which business angels can add such non-financial value in
firms, whilst extensively documented, is still contentious to some. Harrison
and Mason (1992, 2000), Berger and Udell (1998) and Sörheim (2005), for
example, argue that the non-financial role can be important, but others
(Prowse, 1998; Wong, 2001; Chemmanur and Chen, 2003) believe that the
informal venture capitalist does not add significant non-financial value to
their investee companies.
There is therefore a need for evaluation of a range of university and
business angel-specific factors, in order to progress university IP opportu-
nities (both current and future) at a range of stages of development. For
example, technical development work of the initial IP itself may be needed
to bring the knowledge to proof of concept stage. This may then need to
be combined with enhanced connectivity with industry players in relevant
markets, in order to overcome problems currently inherent in the process
of bringing the IP to market. There is also an issue of a lack of market
knowledge and business modelling expertise and a lack of appropriate
commercial investment when the IP does come to market.
Business angels and informal investors are most obviously seen as
potentially key in terms of accessing business networks, accessing markets,
expertise in contract negotiations, in addition to access to finance.

Business angels also, however, have the opportunity to add value at earlier
stages through investing (time and/or money) in IP opportunities.
There thus exist a range of potential inputs in the process, through
developing the opportunity with the academic and university, taking that
opportunity to market, developing the IP exploitation strategy, sharing in
the financial returns, and as a result making a longer-term contribution to
university research priority setting to build new opportunities. The review
of the literature would suggest that the research questions fall into the fol-
lowing broad areas:
● the viability of the broad concept of business angel involvement with

university IP, and identification of any problems with such involve-
ment (from the university, business angel or business angel network
perspective);
● the type of returns (consulting fees, licensing fees, management fees,
equity, etc.) required by business angels, business angel networks
and university academics to incentivize these relationships;
● the activities (financial, coaching, idea development, idea marketing,
firm screening, deal brokering, firm management-related, network
management-related) that business angels, business angel networks
and university academics believe they should take part in and who
they believe should lead these activities (from stakeholders including
themselves but also universities, government and industry);
● what the university IP business angel commercialization framework
and its mechanisms should look like.
METHODOLOGY
Obtaining a reasonably accurate estimate as to the number of business

angels is problematic, with the European Commission (2003, p. 3) arguing
that ‘all inferences about the true and potential size of the angel invest-
ment market are based on guesswork’. In conducting a study of the role of
business angels in university IP exploitation, therefore, there are a number
of definitional issues (see, for example, Avdeitchikova, 2008; Mason and
Harrison, 2008).
For the purposes of the study the definition of an active business angel
was ‘an individual who has previously made informal investments, either
acting alone or in a formal syndicate, who invests their own money, directly
in an unlisted business in which there is no personal or family connec-
tion’ (Mason and Harrison, 2008, p. 309). For reasons of practicality this
study therefore focused on business angels who have explicitly designated

t hemselves as such via their participation in business angel networks. This

is focused on members of the British Business Angels Association gener-
ally and Welsh Business Angels in particular, mainly through the business
angel network explicitly created for Wales, Xenos Limited.
Xenos was incorporated in 1997 by the Welsh Development Agency
as part of Finance Wales Plc. The network is wholly owned by Finance
Wales Plc, an independently managed body that works in partnership
with other public and private sector organizations to close the ‘capital gap’
from which Welsh firms suffer in comparison with those in more prosper-
ous parts of the UK (Jones-Evans and Brooksbank, 2000).
Official records from Xenos indicate that there are presently 120 busi-
ness angels registered with it (Xenos Newsletter 10). The median business
angel investment made in Wales over the three years covered by the 2007
GEM Wales executive summary is the lowest of all UK regions at £3876.
Jones-Evans and Thompson (2009) concluded, however, that Wales
received more informal investment as a proportion of gross value-added
than English regions such as London, though there was still an absolute
concentration of investment in the prosperous areas of London and the
South East of England. This highlights a need to examine the potential
for business angel networks outside Wales to exploit IP created within it.
This is justified given Lambert’s (2003) evidence that universities often
currently collaborate with firms outside of their localities.
In addition to the business angels themselves, there also seems to be a
need to seek the views of two other sets of stakeholders. First there are the
business angel network managers, who can act as gatekeepers of informa-
tion to their wider network. Second, there is a need to examine the views of
academics within the universities from which commercializable knowledge
and innovations would need to come.
In terms of the techniques required, a mixed method approach was
taken. This consisted of both quantitative methods (web-based ques-
tionnaires [see Yun et al., 2000] included within an e-mail, distributed
to academics, business angel network managers and their business angel
members) and qualitative methods (focus group interviews with those
who attend the presentation of university IP ideas at a university-
organized event) to develop an initial framework. This was then followed
by a number of qualitative key stakeholder interviews carried out over
a number of months following the event. These were used iteratively to
determine what the university IP business angel commercialization frame-
work and its mechanisms should look like.
The three questionnaires evolved from the existing literature, the
authors’ knowledge and informal discussions with a variety of stakehold-
ers connected with the development and exploitation of IP, including

business angels, business angel network managers and knowledge transfer

experts. Prior to being distributed, the three questionnaires were piloted
amongst a group that included both academic colleagues and also external
contacts of the research team. In addition to looking at the questionnaires
themselves, the pilot group completed it in order to ensure the questions
were unambiguous, clear and relevant.
The decision was made to proceed with the online questionnaire using
E-survey Pro. The three questionnaires were sent to business angel
network managers, University of Glamorgan (now merged with the
University of Wales to form the University of South Wales) academics and
business angels in the Xenos network respectively. In addition, at the event
that presented IP examples, focus groups that included these three groups
plus other stakeholders from WAG government officials, Finance Wales,
and university academics and TTOs from other parts of Wales were also
conducted.
For the business angel network managers eight responses were received,
representing a response rate of around 33 per cent. Whilst this can be con-
sidered good for this type of survey, the low numbers in the population
obviously require caution to be applied to the results.
A questionnaire link was also e-mailed to academics in one univer-
sity but across the full range of faculties and subject groups. In total, 13
responses were received, the academic respondents representing a range of
specializations, but with a focus on engineering, technology and comput-
ing, as well as business and the social sciences.
Five respondents have previous experience of IP development activities
and in total over half are currently involved or have been involved previ-
ously in IP development/commercialization activities. The vast majority
of respondents have also taken part in paid consultancy activities, and a
number of respondents had current or previous experience of small busi-
ness ownership, small business or multinational employment, or working
experience as a business professional.
All of this also supports the idea that these academics are a self-selected
sample with valuable knowledge and insight, of use in developing IP
pipeline-related processes. The low numbers compared to the potential
population again obviously, however, require caution to be applied to the
results.
For the business angels questionnaire, there were seven respondents.
These were all located in Wales and members of the Xenos network,
three also being members of the Beer and Partners private network,
which covers Wales as well as other parts of the UK. This again sug-
gests that respondents are likely to represent a small (though obviously
important) sub-set of business angels. Even so, these results should also

be treated with caution, and not seen as generalizable to business angels

as a whole.
Indeed, in many ways the respondents can be seen as a self-selected pur-
posive sample (e.g., Patton, 1990) offering insights from those most likely
to engage in the activities proposed, though not allowing us to determine
the potential size of this interest. As a result, for the data gathered from
these three questionnaires, only univariate analysis is undertaken, the
results used to highlight key areas for further investigation, and to allow
better evaluation of the focus group event data.
This event was organized bringing together business angels, academics
who had developed/were developing IP, business angel network manag-
ers and various other interested parties from three universities in South
East Wales. Subsequent attendance at the event consisted of 31 people (all
male) from each of the stakeholder groupings:
● ten academics presenting IP ideas;

● four university IP support staff (TTO etc.);
● seven business angels;
● three non-business angel finance providers;
● two business angel network managers;
● two Welsh Assembly Government representatives;
● four A4B research project facilitators/scribes.
Seven university IP ideas were presented from three universities located

within 15 miles of one another, in an urban setting. This provided a full
spectrum of ideas in terms of idea development and closeness to market,
degree of pre-presentation assistance, and what they were seeking to
obtain from the event and the business angels present. They also varied
in terms of industry sector, whether they had already spun out of the uni-
versity, were preparing to do so, or wanted to exploit IP in another way,
had patents taken out, were seeking patents or wanted to protect their IP
in other ways.
Following analysis of the questionnaires and focus group data gath-
ered at this event, a number of interviews were subsequently carried out
in the following six months with key ‘gatekeeper’ stakeholders. These
were business angel network managers, University Technology Transfer
representatives and external researchers. This was in order to further
clarify the findings and determine what the university IP business angel
commercialization framework and its mechanisms should look like.
To complete this exercise, a ‘focus group’ that included these different
groupings as well as Welsh Assembly Government representatives was
also completed.

RESULTS
Online Questionnaire Summary Results
The networks the managers represent contain business angels from all
the regions and nations of the UK, though, unsurprisingly, London
(seven) and the South East of England (five) are best represented.
Encouragingly, Wales and the surrounding regions of England (South
West, East Midlands and West Midlands) also have four networks where
business angels are represented in the network. This is encouraging for
future activities, given that, from the literature, business angels usually
prefer closer geographical distance to the firms they are investing in. This
was a view supported by the fact that the network managers indicated
that the business angels represented in their networks prefer the firms they
invest in to be within 100 miles of their own location.
The opinions of the managers towards the use of business angels gen-
erally in university IP commercialization indicated that only a minority
(three or 37.5 per cent) see this as an area of general interest. The reasons
given were varied, the only common one being that it did not fall within
the scope of what a business angel should do.
The network managers also believed that the concept as described
appeared to require too much involvement from the business angel.
Network managers are clearly important ‘gatekeepers’ to the network and
the relevance of the concept needs to be clear to them to ensure access to
the business angels themselves, particularly if the network managers also
play a brokering role, determining which business angels might best be
suited to particular IP opportunities. One of the business angel network
managers also, however, commented that:
[g]eneralizations where business angels are concerned are dangerous because

they are not a natural affinity group. They all have different approaches,
experiences and skills and whilst there is a significant overlap in these, they
apply them in different ways. Some angels become significantly involved with
the businesses they invest in and, therefore, may be similarly attracted to com-
mercializing IP opportunities themselves. However, many are already involved
with other projects and businesses and have no desire to commit significant
amounts of their time to a single project.
These responses were also replicated when network managers were

asked to discuss their own specific network. Only three of the network
managers see this as something their own business angels would con-
sider being involved in. The key reasons (expressed by at least two of the
network managers) were uncertainty over the novelty of the ideas created

by the academic, the lack of time business angels were likely to have to
spend on such an activity and the physical distance between the business
angel and the university (all but one of the business angel networks being
outside Wales).
The network managers were then asked, if their members were to be
involved in university IP exploitation, the importance of different types
of returns that they might require. The results (shown in Table 14.1)
indicated that network managers believe that their business angels will, as
they would normally do, find an equity share in the company (adopting
the IP) as of most importance, followed by a percentage of the IP-related
income.
Greater importance was also attached to the university paying a broker-
ing fee as compared with the other options of fees for advice and market-
ing. It seems, therefore, that network managers perceive the rewards as
needing to be primarily equity based, though with importance also placed
on IP-related income.
One of the network managers commented further that: ‘The IPR
MUST be owned by the investee and not by the university for a successful
equity investment’.
These results suggest that business angel network managers, who
often act as both gatekeepers and brokers for the business angels in their
network, currently have a number of concerns and reservations about
the use of business angels in university IP commercialization. These may
partly be due to unfamiliarity with the concept and a consequent need to
explain it more clearly.
Conversely, the results gathered for academics suggest that, unlike busi-
ness angel network managers, academics are generally enthusiastic about
the use of business angels in university IP commercialization. There also
seems a consistent message that whilst academics see their role as generat-
ing and developing the IP, they also see an overlapping role with business
angels in the commercialization of the idea with the firms.
They recognize the role of the business angel in the key area of finance.
However, they also see their rewards being similar to the business angel in
terms of equity in the firm licensing revenue from the IP.
Interestingly, the opinions of the responding business angels concerning
business angels generally being involved in university IP commercializa-
tion are that only one saw this as an area of outside general interest (in the
one case for a mixture of lack of apparent reward, time and being outside
the business angel’s perceived role). The responses were also unanimously
positive when asked to discuss their own interest, with all the respondents
being willing to be involved with commercialization of university IP.
These results, taken with those for business angel network managers,

Table 14.1 Business angel network manager opinions of returns required for business angel involvement
If members of your business angel network were to be involved in this type of activity, how important do you feel the following
types of RETURNS are to their involvement?
Unimportant Of Little Of Some Important Very Number of
Importance Importance Important Respondents
Fee from the academic/university for acting 14% (1) 14% (1) 42% (3) 14% (1) 14% (1) 7
as advisor to the academic in developing
335
the IP
Fee from the university for developing the 14% (1) 0% (0) 57% (4) 14% (1) 14% (1) 7
marketing of the product
Fee from the university for acting as a 14% (1) 0% (0) 42% (3) 28% (2) 14% (1) 7
broker for the university to potential firms
Percentage of the IP-related income from the 14% (1) 0% (0) 42% (3) 0% (0) 42% (3) 7
firm adopting the IP
Equity share in the company adopting the IP 0% (0) 0% (0) 0% (0) 25% (2) 75% (6) 8
Number of respondents 8

reinforce the idea that the respondents are likely to represent a small
(though obviously important) sub-set of business angels, who are likely
to view involvement with university IP in a more positive light than busi-
ness angels as a whole. Unsurprisingly all but two of these business angels
were also university educated, and only one had no academic or other
qualifications.
Business angels were then asked, if they were to be involved in univer-
sity IP exploitation, the importance of different types of returns that they
might require. The results are shown in Table 14.2.
The activities that business angels could be expected to carry out in
return for these rewards were also examined. Interestingly, the business
angels believed that the most important business angel roles were in
assisting with broad management of the firm, coaching the academic in
presentation, helping to utilize the idea, and initial screening of potential
firms, rather than just a finance role. This reinforces the sub-set nature of
business angels likely to be interested in this activity, but is also a clear dif-
ference with the network manager ‘gatekeepers’. Again this highlights the
need for clear articulation of the pipeline concept in order to attract this
sub-set to the full range of activities potentially available.
This is crucially important, given that the network managers will be
of key initial importance in information supply to business angels. This
is demonstrated by the responses to the question regarding how busi-
ness angels would like to receive information related to IP opportunities.
Overwhelmingly, the responses focused on the business angel network,
either via electronic or face-to-face methods.
Finally, in terms of who should lead activities, the preferred role of the
business angel as the lead actor in investing equity was reinforced, with the
business angel network also seen as playing a key role in organization of
finance. In addition, however, the business angels also saw that they had a
key role in screening potential firms and brokering deals, a response that
differed from that of the network managers. Again this highlights that
the business angels who were interested in involvement with university IP
specifically were more likely to be willing to become more involved than
business angels generally.
Business Angel Event Observations and Focus Group Results
Following the completion of the presentations and a working lunch, the

attendees at the event were placed into five focus groups. Each group con-
tained a mix of the different stakeholder groupings of persons at the event
highlighted earlier. A member of the project team was placed with each
grouping in order to gain feedback. This focused on what the attendees

Table 14.2 Business angel opinions of returns required for business angel involvement
If you were to be involved how important do you feel the following types of RETURNS are to your involvement?
Unimportant Of Little Of Some Important Very Number of
Importance Importance Important Respondents
Acknowledgement of my role from the 42% (3) 28% (2) 0% (0) 14% (1) 14% (1) 7
university, e.g., given Visiting Professor
status
Allowed in my role within the university to 0% (0) 0% (0) 42% (3) 28% (2) 28% (2) 7
develop future spin-outs in which I could
take an equity share
Given option by the university to take a 0% (0) 0% (0) 42% (3) 14% (1) 42% (3) 7
future equity stake in any early-stage IP I
337
help to develop that eventually makes it to
market
Fee from the academic/university for acting 0% (0) 0% (0) 42% (3) 42% (3) 14% (1) 7
as advisor to the academic in developing
the IP
Fee from the university for developing the 0% (0) 16% (1) 50% (3) 16% (1) 16% (1) 6
marketing of the product
Fee from the university for acting as a 0% (0) 28% (2) 28% (2) 28% (2) 14% (1) 7
broker for the university to potential firms
Percentage of the IP-related income from the 0% (0) 0% (0) 66% (4) 0% (0) 33% (2) 6
firm adopting the IP
Equity share in the company adopting the IP 0% (0) 0% (0) 28% (2) 28% (2) 42% (3) 7
Number of respondents 7

wanted from the day, whether their objectives had been met and their
views on future development of the concept.
The academics involved differed in terms of whether they were looking
for funding, investment contacts, networking and one-to-one opportuni-
ties, ideas of how to exploit the IP, feedback on ideas, or someone to help
share risk and so forth. These differences were related to whether their IP
was at the pre-proof of concept stage (blue skies), proof of concept stage,
or ready for market stage.
There was also a degree of uncertainty and nervousness from those
academics at the pre-proof of concept stage about commercialization.
Academic responses related to this included:
It has been interesting to hear the different presentations here, patenting is

being mentioned a lot and for a non-expert like me, a lot of advice is needed.
[Pre-proof of concept stage]
We have considered patenting but it appears problematic, the best idea protec-
tion we have is keeping it in our heads. [Proof of concept stage]
We came today with the intention of seeing what others are doing and gaining
contacts with big companies or intermediaries. [Ready for market stage]
The business angels also differed in terms of background and what they
sought from the event. Some saw it as akin to a traditional start-up stage
business angel event and thus saw the near to market concepts as most
interesting. This group saw the university as needing to look at their proc-
esses before this in terms of mentoring and developing the idea through to
this stage, and based their remuneration in terms of traditional equity in
spin-outs. There was some consequent comment on the need for any future
events to be more focused, presentations to be more focused on what the IP
required in terms of resources for development (and what would be offered
in return) and for the consequent role of the business angel to be spelled out
more specifically within an explicit framework for engagement.
In terms of the presentations, one angel commented: ‘There was too
much technical content and not enough focus on what was wanted and
why’. Others had, however, come to the event looking at earlier (seed-
corn) stage involvement (pre-proof of concept idea stage, prototyping,
etc.). They saw activities such as mentoring, business plan assistance and
presentational coaching, as well as funding (both directly and supporting
larger bids to government, etc.) to develop the idea, as ones where they
might be prepared to become involved. These activities were also seen as
needing to be incorporated within an engagement framework. Some of
the specific business angel quotes included: ‘Mentor support is needed to

help IPR in presentation and maximising opportunities’ and ‘The event

is what we wanted . . . identifying IP opportunities and how they may be
funded . . . got three possible investment opportunities’.
The remuneration possibilities highlighted include ‘options’ to have
equity at a later stage, direct financial remuneration from their time,
explicit remit to develop ideas and students through incubators into spin-
outs in which they would have a stake, and also ‘status’ rewards (e.g.,
Visiting Professor status). Broadly, the business angels who attended
seemed to have a general focus on widening their network, curiosity about
what types of ideas were being generated, a desire to tap into additional
opportunities potentially available with the other stakeholders present,
and a willingness to get IP out of universities in particular.
Overall this suggested, in support of the business angels survey, that
whilst the feedback from the business network managers survey indicated
that business angels as a group generally would not likely be interested in
this activity, that there were a sub-set (self-selected in terms of the event)
of the business angel community who were both able and willing to be
involved with universities and these types of events generally, and at an
earlier ‘seed-corn’ stage in the process in particular.
Most crucially, and again reinforcing the questionnaire-based evidence,
there was also a general consensus that a more cohesive framework of
engagement needed to be developed to get the ideas from the academics
to the business angels, and that the mechanisms would need to be differ-
ent depending on the stage of the IP (i.e., early, proof of concept, patent,
spin-out etc.). The use of more focused industry-/technology-specific
events and information and other ‘filtering’ devices (such as Technology
Transfer Officers, business angel network managers, etc.) were also seen
as necessary.
Some funders also stated that greater work on identifying the potential
‘flow’ of IP from universities might be advisable. Generally, an earlier
engagement in the process was seen as generating a greater long-term
potential benefit, by focusing the ideas at an earlier stage on the market,
promoting relevant market research, marketing and better presentation of
the ideas, with events providing detailed feedback on each presentation.
There was no consensus, however, on what the framework should look
like.
Key Stakeholder Interviews and Focus Group Outcomes
Taken together, the results suggest a need to more explicitly articulate

the framework for engagement between universities, academics, business
angels and their networks, with a range of incentives on offer to both

academics and business angels. Given the heterogeneous nature of both

business angels and academics vis-à-vis university IP, a more focused
approach to identify the sub-sets most likely to be interested in creating as
well as utilizing university IP would also seem to be necessary. For this,
however, the roles of the business angel network manager (for business
angels) and the Technology Transfer Office (for academics) are likely to
be crucial. This suggests that support programmes and incentives for their
involvement may also be required.
The study allowed the creation of a draft ‘IP pipeline’ process, utilizing
the framework in Figure 14.1, but then building upon this using the results
from the questionnaires and event focus groups in terms of stages, activi-
ties and rewards for universities, academics, business angels and angel
networks. After creation of this basic draft pipeline, however, interviews
and a focus group with the key ‘gatekeeper’ stakeholder groups of busi-
ness angel network managers and university Technology Transfer staff,
supported by interviews with relevant external governmental actors were
also conducted. These focused on the best articulation of the pipeline, to
establish a generally accepted terminology, as well as highlighting the key
roles of each of the stakeholders. Issues raised for this included the overall
name of the pipeline, which became broadened from IP to intellectual
capital.
Renaming the types of business angels engaged at different stages of
the pipeline also became necessary, as did renaming certain stages of the
pipeline. A need was also identified for universities to complete a short
initial IP pro forma to capture key information required by business
angels in a form able to be disseminated easily via monthly newsletters
and so on from which business angel involvement would then be stimu-
lated. The final version of the resulting pipeline framework can be seen in
Figure 14.2.
The diagram shows the pipeline, with intellectual capital moving
horizontally from left to right, through the normal processes of com-
mercialization (knowledge creation, dissemination, commercialization
and exploitation), and the key milestones of commercialization (idea,
proof of concept, ready for market vehicle, in the market). This part of
the intellectual capital pipeline is not new and can be seen as linked to
existing business angel processes highlighted in Figure 14.2. In addition,
it can be, and is currently, ‘fuelled’ by a range of existing university and
government support policies (such as the A4B’s Scouting Project, Early
Stage Development Fund, Patent and Proof of Concept and Feasibility
Studies, and other university Technology Transfer activities). What is
new is that within the existing pipeline’s processes and milestones, there
are five key stages (indicated vertically on the diagram and linked to the

Business Angels
Pre-seed-corn Angels Seed-corn Angels Start-up Angels Early-stage Angels Expansion Angels
• BAN/BA Viability
Screening
• BA Network • BAN Deal Structuring • BA Deal Structuring
• BA Familarization Screening • BA Deal Structuring • BA Managing via • BA ongoing business
(eg. Angels in • Ban/BA/Academic • Event Organization spin-out/licensing etc. development
Residence) Speed dating event • BAN Screening • Event Organization • Financial return
FINANCIAL RETURNS
M A N A G I N G
B A R G A I N I N G
FAMILIARIZATION
S C R E E N I N G
Ready for
Knowledge Academic’s Knowledge Proof of Knowledge Market Knowledge Profitable in
Creation Idea Dissemination Concept Commercialization (licensing Exploitation Market
spin-out)
• Fund research • IP expression - • Investor event • University TTO • Spin-out returns

opportunity 1 page pro forma presentations • Firm/ • Licence fees
• Commercialization • TTO Screening • Investor deal BA Presentations
awareness • Evaluation of structuring • KTP/Consultancy
patent/licence/
spin-out potential
Academics
Figure 14.2 University intellectual-capital–business-angel
commercialization pipeline
processes engaged in by both universities and academics on the one hand

and business angels and their networks on the other) where business angels
and their networks could become involved. Specifically, these stages are:
familiarization, screening, negotiating, managing and financial returns.
The upper part of the diagram then indicates the roles of the business
angel and business angel network at each of these stages, whilst the lower
part of the diagram indicates the roles of the university’s Technology
Transfer Office and academics at each of these stages. In terms of the
rewards that business angels could expect from their involvement, these
would be a matter of negotiation, but would fall into one or more of the
categories highlighted in Tables 14.1 and 14.2, with different mixtures of
these depending on the point in the pipeline where business angels became
involved.
CONCLUSIONS AND IMPLICATIONS

The recent economic downturn has seen business angels in the UK pulling
back from funding university start-ups because of their inherent higher-
risk nature, but also because the businesses created were not perceived as

being sufficiently commercially focused (Telegraph, 2009a). As a result,

Telegraph (2009b) reported a reduction in business angel-assisted univer-
sity spin-outs and increased used of foreign funding. This study, however,
has highlighted that there is potential for additional benefit to be deliv-
ered to university-generated IP by working with business angels and their
networks to accelerate the commercial application of university research
outputs within a UK and Welsh context. It is likely, however, to be a niche
activity for only a small proportion of business angels willing and able to
engage with university IP at a range of (mainly earlier) stages of develop-
ment, for a range of different rewards.
Looking further ahead, it may be both possible and desirable for busi-
ness angels to get together with policy actors, university managers, aca-
demics, students and alumni to create appropriate cooperative projects
that include business angels and their networks to focus the initial ideas
and innovation creation from the earliest stage possible. This, of course,
would require new fora for engagement and again would likely be very
much a niche activity.
The creation of an explicit framework of the processes involved appears
to be vital. This is to clearly identify the stage of development of the ideas,
the required activities of business angels, their networks and universities,
and also the rewards on offer.
Ultimately, the aim must be to work towards extending and general-
izing the benefits of these projects to other contexts, particularly other
EU Member States. Such an aim would likely find favour given both
the current focus of the European Commission, and the fact that the
research discussed here was conducted as part of the Welsh Assembly
Government’s EU-convergence-funded A4B research programme.
In order to evaluate the success of this approach, however, and any
changes or additions to it, there is a clear need for further research into
the actual operation of this framework. This will need to determine the
viability and sustainability of the processes involved for both universities
and angels, the extent of the beneficial outcomes to be derived and the
potential for this approach in different contexts and environments.
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15. Commercializing science by means of
university spin-offs: an ethical review
Elco van Burg*
INTRODUCTION
Entrepreneurship within universities is important to exploit the full

economic and social potential of university inventions. Without entre-
preneurial individuals, and a university organization that supports those
individuals, new research findings will probably be published and taught,
but it is likely that broader value is not fully developed (e.g., Siegel et
al., 2004, 2007). Entrepreneurship within universities, for instance in
the form of university spin-offs – ventures founded to exploit university
inventions – serves to transform technological breakthroughs from univer-
sity research, which would probably remain unexploited otherwise (Shane,
2002; Meyer, 2006). Therefore, policy-makers have become very interested
in university spin-offs and in the concept of an entrepreneurial university
as a means for technology transfer and economic growth (Gilsing et al.,
2010). Universities have established policies and support infrastructures
to support entrepreneurship (van Burg et al., 2008), thereby moving in the
direction of becoming entrepreneurial universities (Bramwell and Wolfe,
2008).
However, supporting entrepreneurial activities within universities
creates several difficulties, such as the potential conflict of interest
between commercial and academic work and the risk to university
reputation if founders of spin-offs act inappropriately (Bird et al., 1993;
Shane, 2004; Slaughter and Rhoades, 2004). Due to this debate in the
popular press as well as within the university, academic entrepreneurs
feel sometimes that their behaviour is not welcomed by the university.
Therefore, there is a need to review the concept of an entrepreneurial
university, and more specifically that creation of university spin-offs,
from an ethical perspective. If one of the main goals of universities is
to produce sound knowledge, would the usage of this knowledge for
economic benefits not corrupt research ‘objectivity’? On the one hand,
faculty were proud of the success of the Stanford spin-off Google and
were happy with the research funding of $US336 million that equity sales
delivered to Stanford University. On the other hand, people asked what
346
Elco van Burg - 9781781007013

Commercializing science by means of university spin-offs 347
these unprecedented cases would imply for renowned universities. The

benefits of commercializing science create what Roger Geiger calls the
‘paradox of the marketplace’:
[T]he marketplace has, on balance, brought universities greater resources

. . . and a more productive role in the US economy. At the same time, it has
diminished the sovereignty of universities over their own activities, weakened
their mission of serving the public, and created through growing commercial
entanglements at least the potential for undermining their privileged role as
disinterested arbiters of knowledge. (Geiger, 2004, p. 265)
Thus, the engagement of universities in commercializing research raises

the question whether this engagement is good or bad.
This debate on the moral issues raised by the engagement of universities
in commercializing of research has been lively, in particular since the 1980s
(Feller, 1990). In addition, systematic inquiry of the phenomenon has
started (e.g., Jensen and Thursby, 2001; Zucker et al., 2002; Perkmann and
Walsh, 2008; Goldstein, 2010; Haeussler and Colyvas, 2011; Tartari and
Breschi, 2012). Yet, in the debate on the moral side of commercializing
research, empirical findings are often not taken into account. As a result,
the empirical validity of some arguments is questionable. Moreover, many
contributions to this debate have been remarkably one-sided. Therefore,
this study aims to bring the debate an important step forward by collecting
the arguments, evaluating them by reviewing the empirical findings and
taking into account diverse stakeholders and different ethical perspectives.
In this respect, this study goes beyond unproductive dichotomies between
‘old-school Mertonian-style’ and ‘new-school profit-oriented’ research (cf.
Owen-Smith and Powell, 2001).
This study focuses on the ethical evaluation of university spin-off
creation, as this way of commercializing university knowledge combines
a number of important commercial activities, namely licensing, contract
research and the transfer of personnel and students. First, a review of the
literature collects the different pros and cons of the creation of university
spin-offs. This inventory of arguments is, where possible, evaluated by a
review of empirical studies that demonstrate the substance and signifi-
cance of the arguments. Here, this study contributes to the debate on the
commercialization of science by reviewing the advantages and disadvan-
tages and showing that some of them are not empirically supported, while
others are substantial. In this way, I extend earlier reviews that focused
only on the (negative) effects of patenting activities (i.e., Thursby and
Thursby, 2005; Baldini, 2008; Larsen, 2011). Second, deontological and
teleological ethical perspectives are used to evaluate these arguments
and create a synthesizing reflective equilibrium (cf. Rawls, 1999), thus
Elco van Burg - 9781781007013

e xtending previous reviews of the empirical evidence by performing an

ethical evaluation. The reflective equilibrium balances current knowledge
of advantages and disadvantages of university spin-off creation, evaluated
by different ethical theories. As such, this reflective equilibrium provides
a new foundation for the debate on the commercialization of science.
This balance of different arguments and perspectives, while taking into
account the empirical results, provides a moral criterion serving as an
instrument to evaluate university spin-off creation. In addition, the review
in this study contributes by specifying a number of directions for further
inquiry.
ARGUMENTS IN SUPPORT OF UNIVERSITY SPIN-

OFF CREATION
Knowledge Utilization
One of the main reasons to foster the creation of university spin-offs is the
knowledge utilization objective (Bozeman, 2000; Siegel et al., 2004, 2007).
Universities create new knowledge and produce inventions. Much of the
research underlying these inventions has been paid for by taxpayers, at
least in the case of public universities. Therefore, it is desirable that the
benefits of this research feed back to taxpayers, to society. This is partly
done by teaching students the results of the research and by publishing
research findings in books and academic journals (Perkmann and Walsh,
2007). The value of inventions can be further unleashed by transferring
this technology to the market, which may create more and better prod-
ucts and services, thus possibly increasing living standards for taxpayers.
Thus, commercialization of science is justified by the benefit and use of the
public (Powell and Colyvas, 2008).
Many inventions get to the market through established firms that
acquire property rights of university inventions (Thursby et al., 2001).
However, some inventions are not feasible for exploitation by estab-
lished firms. This especially applies to inventions in early development
stages and inventions that require the tacit knowledge of the inventors
for their development (Thursby et al., 2001; Mitchell et al., 2002; Zucker
et al., 2002). In these cases, exploitation by the inventor him- or herself
in a university spin-off ensures the involvement of the inventor (Hsu
and Bernstein, 1997; Shane, 2004). As such, spin-off firms are important
catalysts in spurring technology flows (Rappert et al., 1999) and can
serve to realize the commercial and social benefits of a discovery (Meyer,
2006).
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Economic Growth
University spin-offs can contribute to economic growth, both locally and

on a broader, national scale (Shane, 2004; Mueller, 2006; Gilsing et al.,
2010). Although the relationship between university spin-off creation
and economic growth is not linear (Mowery and Sampat, 2005), research
results do imply that new high-tech companies such as university spin-offs
contribute significantly to economic growth (Shane, 2004, 2009; Mueller,
2006). Support from universities helps these firms to grow (O’Shea et al.,
2005; Powers and McDougall, 2005). For spin-off firms, maintaining the
relationship with the university is important to obtain access to expertise,
keep abreast of university research, get assistance and help with specific
problems, and have access to public funding (Zucker and Darby, 1998;
Zucker et al., 2002; Geiger, 2004). Thus, by enabling and supporting uni-
versity spin-off creation, universities can contribute to economic growth.
Learning From Another ‘Culture’
A popular idea is that faculty are too isolated in their ivory tower. Their
tasks of independent observation and theorizing may have made them
introspective with little attention for the outside world. One of the benefits
of university spin-offs, as has been argued, is that they enable learning
from the different culture of business (Welsh et al., 2008). Moreover, as
there is no fundamental separation between the science and industry in
terms of technology and research subjects, university spin-offs fulfil an
instrumental bridging role (Powell and Owen-Smith, 2002). So, engaging
in university spin-off creation can result in sharper market foci of faculty
and the emergence of new research ideas (Feller, 1990).
A number of researchers have aimed to quantify this effect by examin-
ing whether academic researchers who engage in industry relationships
in general and spin-off activities in particular have more research output
in terms of published papers. Assuming that engagement in commercial
activities spurs creativity and leads to potential new and fruitful research
directions, higher publication rates are hypothesized. This hypothesis is
confirmed by the finding that such inventor-authors publish at or above
average publishing rates of faculty (e.g., Zucker et al., 1998; Lowe and
Gonzalez, 2007; Larsen, 2011).
Revenue Generation
The generation of university spin-offs provides income for universities

(Slaughter and Leslie, 1997; Jensen and Thursby, 2001; Colyvas et al.,
Elco van Burg - 9781781007013

2002; Leute, 2005; Welsh et al., 2008). This income can result from patents
or licences sold to these companies. Furthermore, many universities have
policies to take equity in spin-off companies, which gives them the benefit
of goal alignment and control, but also the ability to benefit from all the
business activities related to the university inventions (Bray and Lee, 2000;
Shane, 2004). Researchers report that some universities have positive
revenues of technology transfer and in particular from equity holdings
in university spin-offs (Bray and Lee, 2000; Chapple et al., 2005). Spin-
offs may also bring complementary financial benefits because they often
attract public funding, which is partly spent at the university. For instance,
Hsu and Bernstein (1997) found that MIT spin-offs used grants to fund
research at the university.
However, it is not evident whether there is always a net benefit for uni-
versities. For example, Stevens and Bagby state that it is ‘unclear what
benefits are distributed or what the incentives are for the instruction and
service functions of universities; . . . there is no consensus regarding who
benefits or should pay for knowledge creation and transfer’ (Stevens and
Bagby, 2001, pp. 264, 266). One of the main questions is whether more
public money flows to private companies than the other way around. It
seems that only a small number of top universities have net revenues from
licensing and spin-off activities, but that the majority of the universities
lose money on technology transfer (Geuna and Nesta, 2006; Klein et al.,
2010).
ARGUMENTS AGAINST UNIVERSITY SPIN-OFF

CREATION
Reduced Academic Commitment
The main reasoning opposing the commercialization of science and the

creation of university spin-offs argues that conflicts of interest will arise.
On the one hand, advancing academic knowledge is the primary goal of a
university researcher. On the other hand, he or she is stimulated to engage
in entrepreneurial activities that also need investment in time and effort.
This could create a tension between the academic tasks versus the commit-
ment to private entrepreneurship (Bird et al., 1993; Renault, 2006).
Empirical investigation of this topic, however, suggests that this tension
is not very pronounced (Steffensen et al., 2000; Martinelli et al., 2008;
Goldstein, 2010), as the portion of faculty expressing interest in licensing is
remarkably low, indicating that faculty have not become too commercial
(Thursby and Thursby, 2005), or because of effective ‘conflict of interest’
Elco van Burg - 9781781007013

policies (Argyres and Liebeskind, 1998; Leute, 2005; Powell and Colvyas,
2008; Welsh et al., 2008). In addition, research on the relationship between
patenting and entrepreneurship activities on the one hand and the publish-
ing tasks on the other indicate that engagement in commercialization in
general does not result in reduced academic research output (Zucker and
Darby, 1998; van Looy et al., 2006; Lowe and Gonzalez, 2007; Baldini,
2008; Crespi et al., 2011). Moreover, results show a positive relationship
between the quality of articles, measured by the number of citations, and
the number of university spin-offs (Di Gregorio and Shane, 2003; Powers
and McDougall, 2005). This indicates that entrepreneurial activities do
not reduce academic efforts or vice versa; they rather tend to reinforce
each other.
Research Direction Change
Related to the potentially reduced academic commitment is the objec-

tion that engagement in university spin-off creation will change research
directions (Colyvas and Powell, 2007). As Feller states (1990, p. 342),
‘[T]he institutional incentives to foster faculty research related to reducing
technical and economic uncertainty increase as well, even when these lines
of research diverge from “academic advances in knowledge”’. Whereas
research output in quantitative terms does not change, the content of the
research may change. Instead of executing fundamental research, faculty
engaging in entrepreneurial activities and industry relationships may focus
on research directions that have more commercial opportunities (ibid.). As
a result, research that benefits the public interest but has no opportunity
to contribute to a market solution could be abandoned (Krimsky, 2003).
Instead, commercial success of particular research directions can lead
to strengthening those directions, resulting in over-embeddedness that
reduces both future academic and commercial success (Owen-Smith and
Powell, 2003). Maintaining the focus on fundamental research will there-
fore be more beneficial over the long term, even in economic and com-
mercial terms, because fundamental research can result in path-breaking
innovations (Glenna et al., 2007; Lacetera, 2009). Moreover, as a result of
growing commercial and monetary interests, the autonomy of researchers
to choose their own direction could be lost (Kleinman and Vallas, 2001).
Empirically, the existence of changes in research directions is still inde-
cisive (Larsen, 2011). Some researchers have observed that researchers
involved in commercialization activities do more applied research (Godin
and Gingras, 2000; Gulbrandsen and Smeby, 2005) or shift towards more
applied research (Azoulay et al., 2009). Others, however, did not find a
change in research directions (Ylijoki, 2003; Thursby and Thursby, 2005;
Elco van Burg - 9781781007013

Martinelli et al., 2008). In addition, Thursby et al. (2007) show in a simu-

lation study that a research shift is likely to occur not at the expense of
fundamental research, but at the expense of leisure time.
Anti-commons Effect
One of the effects of having private parties such as spin-off companies

commercializing university research could be that this research may not
be shared freely. Because the rights on the intellectual property are sold
and since commercial interests are involved, university researchers are not
allowed to communicate openly about the research involved since compet-
itors could be listening. As a result, only the research group that invented
a certain technology can build on the research in follow-up research, but
are not allowed to present their research results in the outside world, nor
are they able to invite other researchers around the world to join their
research direction. This effect is called the ‘anti-commons effect’: commer-
cialization of research can restrict communication and exchange amongst
scientists (Vallas and Kleinman, 2007; Welsh et al., 2008). Some argue
that this is against one of the key values of universities (Krimsky, 2003;
David, 2004), namely ‘to create and sustain an “intellectual commons”: a
knowledge archive openly accessible to all members of society’ (Argyres
and Liebeskind, 1998, p. 428).
The existence of the anti-commons effect is empirically confirmed
(Murray and Stern, 2007), although its impact does not appear to be very
large or significant (Chang and Yang, 2008; Tartari and Breschi, 2012).
Haeussler (2011) found that scientists are more likely to share information
with others if they adhere to the ‘open science’ norm; Mars et al. (2008)
report that communication of research results among students decreased
if these students were acting as entrepreneurs commercializing the research
results, and similarly Martinelli et al. (2008) reported some anecdotal evi-
dence of decreased cooperation among faculty. Moreover, some studies
have found that publications of which the intellectual property is pro-
tected by a patent receive slightly fewer citations than their unpatented
pairs (Murray and Stern, 2007; Fabrizio and Di Minin, 2008).
Threats to Objectivity
Engagement of faculty in commercial activities such as spin-offs could

result in research that becomes biased, because of the commercial inter-
ests. An example is the systematic bias that has been found in drug-testing
studies that are sponsored by pharmaceutical companies (Krimsky, 2003;
Lexchin et al., 2003). Many people argue that university research should
Elco van Burg - 9781781007013

be ‘objective’ and therefore free from (monetary) interest in the outcome

of the research (i.e., Feller, 1990; Argyres and Liebeskind, 1998; Krimsky,
2003; Slaughter and Rhoades, 2004; Vallas and Kleinman, 2007). The
empirical research of Colyvas (2007) has demonstrated that institutional
change resulted in acceptance of commercial and monetary interests,
which might indicate that the norm of monetary disinterestedness is
eroding (see Kleinman and Vallas, 2001). In addition, a formal relation-
ship of a university with a spin-off firm creates the risk of damage to the
public reputation of the university’s objectiveness if inappropriate or
‘unscientific’ behaviour of the spin-off company is directly associated with
the university (Blumenthal, 1992; Shane, 2004).
Inequity Among Faculty
One of the potential side-effects of faculty’s engagement in university spin-

off creation could be that some faculty acquire a higher total income than
other faculty that do not have these revenues. Differences in faculty pay
because of entrepreneurship profits may cause envy (Slaughter and Leslie,
1997; Argyres and Liebeskind, 1998). Up till now, empirical research on
university spin-offs did not report this inequity problem.
Departure of Faculty
In the case that university spin-offs are founded by university faculty,

they will probably devote (part of) their time to this new venture and
may eventually leave their academic careers. This could be a disadvan-
tage, in the case that the university wants to keep this faculty longer on
board. Slaughter and Leslie’s (1997) research indicates that this issue is
not perceived as problematic, nor is it reported in any other empirical
study.
Unfair Competition by Spin-offs
Because university spin-offs typically exploit public-funded research and

since they often receive support by the university, university spin-offs can
be considered as ‘state-sponsored’ enterprises (Mars et al., 2008). This
state sponsoring could create unfair competition relative to new ventures
that have to arrange support themselves (Bird et al., 1993). The validity of
this argument depends on the question of whether ‘independent’ ventures
really do not receive support. In many countries and regions, entrepre-
neurship is promoted and sponsored with incubators, funds, and so on,
such as the SBIC grant in the US (Lundström and Stevenson, 2005). This
Elco van Burg - 9781781007013

implies that many ‘independent’ new ventures also can be considered to be

to some extent state-sponsored.
DEONTOLOGICAL ETHICAL EVALUATION

To evaluate these advantages and disadvantages from a normative per-
spective, I will use two radically different ethical points of view, namely
deontological and teleological ethics. Deontological ethics evaluates
actions by assessing whether these actions conform to some specified
set of rules. The foundations of this ethical philosophy are laid out by
Immanuel Kant (Micewski and Troy, 2007). His basic rule to decide on
just actions is: ‘Act only on that maxim whereby you can at the same time
will that it become a universal law’ (Kant, 2005, p. 81 [421]). Based on this
rule, specific deontological norms can be developed. For example, John
Rawls advocated a contractarian approach, in which the Kantian maxim
is translated as ‘inherent moral standing of persons’ articulated in a social
contract (Lefkowitz, 2003). In this way, other ethical norms can also be
considered as ‘deontological’, meaning that people have to adhere to these
norms rather than base their evaluations on the consequences of their
actions (ibid.).
I will discuss two deontological imperative approaches to evaluate
university spin-off creation: the Mertonian ethos of science and the
Kirznerian ethics of finders–keepers. The Mertonian ethos of science
is relevant because it is the ethos most authors in the debate on com-
mercialization of university knowledge refer to (e.g., Cook-Deegan,
2007). Although originally purely descriptive, the Mertonian ethos of
science is often used as a (idealized) deontological norm for the appro-
priate behaviour of university scientists in the debate on university
spin-off creation. On the other hand, the Kirznerian finders–keepers
ethic is selected because in entrepreneurship theory the theorizing of
Israel M. Kirzner is increasingly seen as one of the basics (Sarasvathy
et al., 2003; Douhan et al., 2007; Foss et al., 2007). Moreover, Kirzner
has developed a theory of distributive justice for an entrepreneurship
context, which is similar to other emerging ethical evaluations of the
specific distribution problems in entrepreneurial situations (cf. Dew and
Sarasvathy, 2007). Thus, this Kirznerian finders–keepers ethic provides
an important concept representing the entrepreneurship side of the
debate on university spin-off creation. As such, these two perspectives
provide extremes with regard to normative thinking about science and
entrepreneurship, and are therefore likely to cover the continuum of
perspectives on this issue.
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Merton: Ethos of Science
The sociologist Robert K. Merton studied scientific practice to observe

the ‘normative structure of science’ underlying the behaviour of scientists.
Merton performed this research in the late 1930s and early 1940s; these
studies are collected in The Sociology of Science (Merton, 1973). At the
time of Merton’s studies, the legitimacy of science was questioned because
of developments that were not commonly accepted by the public, such as
the German and Soviet Union ideological science and the scientific dis-
coveries that were used to improve weapons. Merton sought answers to
the question of how scientific knowledge can still be a source of universal
truth if so many social structures are involved. To answer this question,
he searched to identify the ‘ethos of science’, the social contract binding
the behaviour of scientists. Merton identified four sets of ‘institutional
imperatives’ (ibid., pp. 270–78):
Universalism means that science transcends the particularity of the
investigator(s). Communalism (or communism) describes the common own-
ership of the goods produced by scientific investigation. Disinterestedness
refers to scientific investigation without considerations of personal gain or
other individual interests. Organized scepticism means a scientist employs
‘temporary suspension of judgment and . . . detached scrutiny of beliefs
in terms of empirical and logical criteria’ (ibid., p. 277). These norms are
tacit and also idealized. The latter can be illustrated with the norm of dis-
interestedness: for instance, each scientist is at least interested in getting
publishable results. Merton acknowledged that these idealized norms of
science were not always actually followed by scientists (ibid., pp. 383–412),
which was also argued by other researchers (Mitroff, 1974; Montgomery
and Oliver, 2009).
Regardless of the exact descriptive value, the Mertonian norms are often
used as norms characterizing ‘basic, fundamental or academic science
and are distinguished from applied or industrial science’ (Slaughter and
Leslie, 1997, p. 178). Table 15.1 displays an evaluation of advantages and
disadvantages of university spin-off creation according to the applicable
Mertonian norms of universalism, communalism and disinterestedness.
This makes clear that university spin-off creation in particular contradicts
disinterestedness (Kleinman and Vallas, 2001; Owen-Smith and Powell,
2001; Krimsky, 2003; Vallas and Kleinman, 2007). When an individual
researcher is involved in a university spin-off, this implies that he or she
has an interest in the performance of this new venture. Because the venture
is (partly) based on his or her research, this means that this research is no
longer free from interest in the outcomes of the research. Furthermore, the
anti-commons effect, implying that knowledge can no longer be shared
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Table 15.1 Mertonian evaluation of university spin-off creation
Advantages Evaluation Disadvantages Evaluation

Knowledge N/A a
Reduced academic N/A
utilization commitment
Economic growth N/A Research direction Contradicts
change disinterestedness
Learn from other N/A Anti-commons Contradicts
‘culture’ effect communalism
Revenue generation Contradicts Threats objectivity Contradicts
disinterestedness universalism
Inequity among N/A
faculty
Departure of staff N/A
Unfair competition N/A
Note: a The Mertonian norms are not applicable to evaluate these advantages and
disadvantages.
openly and freely, does contradict the norm of communalism (Argyres

and Liebeskind, 1998; Krimsky, 2003). In addition, the threat to objectiv-
ity contradicts the norm of universalism, as the essence of the universalism
norm is that research should be objective and transcending the particular-
ity of the investigator (Slaughter and Rhoades, 2004). In sum, evaluating
university spin-off creation by means of Mertonian scientific ethos shows
that university spin-off creation to a large extent contradicts these three
norms.
Kirzner’s Finders–Keepers Ethics
Kirzner’s (1989) theory is based on the Austrian School of Economics,

which provides a different perspective on the market than mainstream
neoclassical economics. For this study one particular consequence of
Kirzner’s theory is of interest, namely the implication for the division
of profit in the market (Kirzner 1989; Burczak, 2002). Kirzner consid-
ers knowledge of economic opportunity, technology, potential market
demand and resource availability as subjective. This knowledge depends
on individual perception and can be wrong or can be right. Entrepreneurs
use their subjective knowledge to discover economic opportunities. This
discovery, thus, is dependent upon the individual; it is possible that no
other person has the knowledge required to discover a particular economic
opportunity. Because of this subjective perception involved in the discov-
ery of an opportunity, the opportunity can be treated as if it does not exist
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without that person. Stated differently, it can be said that the entrepreneur
creates products ‘ex nihilo’ (Kirzner 1989, p. 13). As a consequence, the
output created by the entrepreneur is discovered output. According to
Kirzner, in this case a so-called ‘finders–keepers ethic’ ‘is consistent with
what appear to be widely shared moral intuitions’ (ibid., p. 17). Kirzner
(ibid.; original emphasis) sees this finders–keepers ethic as different from
a first-claimant ethic:
One who finds a beautiful, previously unowned seashell and takes possession of
it is entitled to that seashell, we interpret the finders–keepers ethic to mean, not
because he was the first to register a claim to it, but because he found it. Not
only was the seashell unowned and unclaimed before he found it, but it was in
fact undiscovered as well. In other words the seashell had, insofar as human
awareness goes, no existence prior to its discovery. By finding it, the seashell’s
discovery has, in a sense, created it.
The consequence is that because the finder of an entrepreneurial oppor-

tunity is more entitled to it than anybody else, he or she also has more
right on the profits of the discovery. A fundamental condition to assign
the property of the entrepreneurial opportunity to the finder is that the
opportunity itself was ‘not fabricated out of prior inputs, it was not the
result of a deliberately undertaken research programme’ (ibid., p. 152).
But even in the case where prior inputs play a role in the discovery, as in
a university spin-off based on the findings of a systematic research pro-
gramme, still the ultimate discovery of the entrepreneurial opportunity
as existing outside the immediate results of the research programme is
attributable to the discoverer (Shane, 2000). As a result, simple distribu-
tive justice rules appear not to apply because ‘naive applications of the
contractarian framework to innovations assume novelties instantaneously
reveal their full consequences to decision makers, at least probabilisti-
cally’, as Dew and Sarasvathy (2007, p. 274) have argued.
Employing this finders–keepers ethic enables evaluating the advan-
tages and disadvantages of university spin-off creation from a different
perspective. Table 15.2 summarizes this ethical evaluation. Fundamental
in the Kirznerian discovery justice is that discovering an opportunity
is different from the inputs in the research and discovery process (cf.
Dew and Sarasvathy, 2007). Thus, it can be argued that the commer-
cialization of research results involves a different realm than the research
realm. Knowledge utilization therefore is not linearly connected with the
academic research underlying this commercialization. Depending upon
the efforts from the university side into the commercialization (and the
search for entrepreneurial opportunities), the discovery of the ultimate
opportunity is at least partially owned by the entrepreneur. As a result
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Table 15.2 Kirznerian evaluation of university spin-off creation

Knowledge Yes: Is a Reduced academic N/A
utilization different commitment
discovery
Economic growth N/Aa Research direction Research differs
change fundamentally from
entrepreneurship
Learn from other N/A Anti-commons No: Knowledge is
‘culture’ effect subjectively owned
Revenue generation Yes: For Threats objectivity N/A
discoverer
Inequity among No: Revenues created
faculty by entrepreneur
Departure of N/A
faculty
Unfair competition No: Opportunity
created by
entrepreneur
Note: a The Kirznerian norms are not applicable to evaluate these advantages and
disadvantages.
of this distinction, there is a natural boundary between entrepreneur and

inventor (in the case these two are different people) and at least between
the entrepreneur and the other research group members. In this line of
reasoning revenues from the university spin-off are also legitimate, and at
least partially entitled to by the entrepreneur. This can create income dif-
ferences among faculty, but these are legitimate because no one else (could
have) discovered this opportunity. In sum, evaluating university spin-off
creation from a Kirznerian discovery ethics results in an evaluation that is
supportive for ‘academic entrepreneurs’.
TELEOLOGICAL EVALUATION
Evaluating actions by a teleological ethical theory means that we focus on

the consequences of the actions. Teleological ethics, also known as conse-
quentialism or utilitarianism, assumes that something is done for personal
or collective benefit, and not necessarily because it is the right thing to
do (Frankema, 1973). Teleological ethical theory argues that an action is
good if it produces the greatest amount of good for the greatest number of
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Table 15.3 Teleological evaluation of university spin-off creation

Knowledge AS: Neutral Reduced N/A: Not supported
utilization EG: Positive academic
commitment
Economic growth AS: Neutral Research AS: Moderately
EG: Positive direction negative: sometimes
change changes
EG: Moderately
negative: Sometimes
changes
Learn from other AS: Neutral Anti-commons AS: Moderately
‘culture’ EG: Positive effect negative: to some
extent existing
EG: positive
Revenue generation AS: Positive Threats AS: Moderately
if existing objectivity negative: to some
EG: neutral: extent existing
ambiguous EG: neutral
Inequity among N/A: Not supported
faculty
Departure of N/A: Not supported
faculty
Unfair AS: Neutral
competition EG: Potentially negative
if existing
people (DeConinck and Lewis, 1997). This evaluation depends obviously

on how we define ‘good’. For our purposes, let us consider the conse-
quences for two different goods: the first is the advance of fundamental
science, the second is economic growth (cf. Bozeman, 2000). I discuss the
consequences of university spin-off creation for these two different goods.
Here, the review of empirical results as discussed in the literature review
section provides insight into the consequences, whereas the deontological
evaluation only focused on the norms and thus did not take into account
the consequences observed in empirical studies. Table 15.3 presents an
overview of the evaluation, whereby ‘AS’ refers to the good of ‘advancing
fundamental science’ and ‘EG’ refers to the good of enhancing ‘economic
growth’.
With regard to the advantages of university spin-off creation, advanc-
ing fundamental science is not hindered substantially, whereas eco-
nomic growth is generally fostered. The literature review showed that
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knowledge utilization, economic growth and the effect of learning from

the business culture are enhanced by university spin-off creation. With
regard to revenue generation for the university, research results were
ambiguous. Moreover, it is unclear whether revenue generation for
the university would foster economic growth. Considering the goal of
advancing fundamental science, revenue generation for the university – if
any – is likely positive, because it provides funding to perform funda-
mental research.
The evaluation of the disadvantages of university spin-off creation
shows more mixed results. First of all, a number of disadvantages were not
supported by the reviewed empirical research and are therefore excluded
from the evaluation (indicated by ‘N/A’ in Table 15.3). With regard to the
potential change in research directions, empirical studies have observed
this change in some cases. The shift from fundamental to more applied
research, if existing, is obviously detrimental to advancing fundamental
research. Moreover, a change towards applied research is possibly also
detrimental to long-term economic growth, as radical innovations by
fundamental research results are more likely to generate sustainable com-
petitive advantage (Owen-Smith and Powell, 2003; Glenna et al., 2007;
Lacetera, 2009). Regarding the anti-commons effect, the goods of advanc-
ing fundamental science and economic growth result in different evalua-
tions. Research findings indicate a small anti-commons effect, which could
reduce the efficiency of fundamental academic research because research
results are not openly shared. On the other hand, it is often stated that
economic growth is enhanced by well-functioning markets and sustainable
businesses. One of the means to create a sustainable business is by protect-
ing the intellectual property, which potentially results in an anti-commons
effect. With regard to the threat to objectivity, research results show that
this threat exists and that the objectivity of research is sometimes under-
mined. For advancing academic science, this is obviously negative. On the
other hand, it is not clear whether this has an impact on economic growth.
Finally, unfair competition created by supporting spin-off creation could
have a detrimental effect on economic growth, assuming that economic
growth is fostered the most by fair competition in the market. The litera-
ture review, however, showed that it is unclear whether university spin-off
support really creates unfair competition. Moreover, the unfair competi-
tion neither appears to harm nor to foster science.
In sum, the teleological ethical evaluation of university spin-off creation
shows a number of elements that enhance both the goods of advancing
academic science and economic growth. On the other hand, a number of
elements were identified that likely harm these goods. In general, the effect
of university spin-off creation is likely advancing the greatest amount of
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good for most of the people (assuming that the distribution of profits in
the society is reasonably equal). If the remaining disadvantages of univer-
sity spin-off creation could be reduced, the advantages clearly outperform
the disadvantages.
A REFLECTIVE EQUILIBRIUM
The inventory of advantages and disadvantages of university spin-off

creation provides the arguments to evaluate the commercialization of
university knowledge by means of university spin-offs. The deontological
and teleological perspectives show different evaluations. Now these evalu-
ations will be integrated in a reflective equilibrium. Subsequently, I draw
the contours of an ethically sound university spin-off policy.
A reflective equilibrium means that we come to a judgement that is
aligned with a balance of the different principles we adhere to (i.e., the
equilibrium), and that at the same time takes into account the current
knowledge of conditions and outcomes (i.e., reflective) (Rawls, 1999). In
this study, I have explored two very different sets of normative principles
under the heading of a deontological evaluation. The consequences of uni-
versity spin-off creation are reviewed under the heading of a teleological
evaluation. The review of empirical results for each of the advantages and
disadvantages shows that some of them are not significant, while others
are actually substantial.
The arguments that are not consistent with the empirics can be taken
out of the equilibrium. On the advantages side, the aspect of net revenue
generation required is not supported. Regarding the disadvantages, the
issue of reduced academic commitment is not consistent with data on
publication results. As this could be the result of having the right incen-
tives and structures in place, as some authors have argued (Ambos et al.,
2008; Chang et al., 2009), universities should be careful not to neglect this
disadvantage, but it does not play a role in our equilibrium. Furthermore,
the disadvantage of inequity among faculty because of unequal benefits
is not supported by the empirical evidence, which is also the case for the
departure of faculty. In sum, the equilibrium includes three remaining
advantages of university spin-off creation: (1) knowledge utilization,
(2) economic growth, and (3) learning from the other ‘culture’. Also,
three disadvantages remain: (1) the research direction change, (2) the anti-
commons effect, and (3) the threat to objectivity.
An equilibrium of these advantages and disadvantages, aligned with
the ethical evaluations from different perspectives, tends towards the
judgement that university spin-off creation is desirable if detrimental
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effects can be mitigated as much as possible. The balance of this equilib-

rium is constructed as follows. On the one hand, according to Mertonian
norms, furthering university spin-off creation is not desirable. On the
other extreme, according to Kirznerian logic, nothing is wrong with
university spin-offs and private benefits from public-funded research.
Furthermore, from a teleological perspective, the three supported
advantages are contributing to economic growth and not reducing the
advancement of science, whereas the change in research directions and
the threat to objectivity are evaluated as negative for both advancing
science and economic growth, and the evaluation of the anti-commons
effect differs per defined good. Because economic growth is probably
creating a good for more people than advancing science as such, the
teleological evaluation tends towards the judgement that university spin-
off creation is desirable. Moreover, the objections from a Mertonian
viewpoint can be mitigated to some extent by designing the right struc-
tures governing the creation of university spin-offs, which reduces the
disadvantages. Under the condition that these detrimental effects can
be mitigated, the benefits of university spin-off creation, especially
from a Kirznerian and teleological evaluation, appear to outweigh the
disadvantages.
This reflective equilibrium is subject to mitigating the three disadvan-
tages while conserving the already existing instruments that reduce the
other disadvantages. The three disadvantages that need attention are:
the research direction change, the anti-commons effect and the threat
to objectivity. For (university) policy-makers, faculty and academic
entrepreneurs the awareness of these three potential disadvantages is
important. The change in research directions can probably be reduced by
incentivizing not only the quality of the research but also the direction of
the research (Thursby et al., 2007). The anti-commons effect is more dif-
ficult to deal with, although developments in the direction of open science
appear to be driven by the intention to enhance the free sharing of aca-
demic knowledge (David, 2004; Rhoten and Powell, 2007). This direction
is one that provides potential (David, 2004) and needs more attention,
in particular in combination with commercialization of this knowledge
(cf. Bozeman, 2007; West, 2008). An effective way to reduce the threat
to objectivity is to increase the transparency of funding flows (Smith,
1998; Krimsky, 2003) as well as the enhancement of formal conflict of
interest policies (Argyres and Liebeskind,1998; Leute, 2005; Powell and
Colyvas, 2008; Welsh et al., 2008). In general, one of the important design
principles to enhance both fundamental science as well as to stimulate
university spin-off creation is the creation of a ‘dual’ structure. In this
structure, the commercial activities are separated as much as possible
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from fundamental research, both in a managerial and a physical sense.

Of course, especially in early stages of the development of the spin-off
company, the scientific endeavour and the commercial path intermingle
and boundaries have to be negotiated (Rappert et al., 1999). But in the
long term, as well as in the formal rules, these two activities have to be
separated to be able to enhance both fundamental science and spin-off
creation (Debackere and Veugelers, 2005; Ambos et al., 2008; van Burg et
al., 2008; Chang et al., 2009).
LIMITATIONS AND FUTURE RESEARCH

DIRECTIONS
This ethical review of the university spin-off phenomenon and the con-
struction of a reflective equilibrium make an important contribution to a
more constructive debate, based on valid arguments and different perspec-
tives. To advance this debate even more, important research questions
have to be answered. First, the created equilibrium is ‘reflective’ in the
sense that it is dependent upon the current state of knowledge regarding
university spin-off creation (Rawls, 1999). Future research can discover
other disadvantages or can show that disadvantages are increasing over
the long term, for example by eroding the still existing Mertonian norms
(Slaughter and Rhoades, 2004; Rhoten and Powell, 2007). Therefore,
systematic enquiry is required to update the equilibrium and to enable
decision-making based on sound knowledge. Second, the reflective equi-
librium in this study is based on two deontological perspectives and two
teleological evaluations. More perspectives could be added, in order to
challenge or strengthen the constructed equilibrium. Third, an issue that
becomes more important when commercialization practices are more
and more replicated around the world is the study of the diverse legal
and social regimes regarding universities and entrepreneurship. Most
literature, including this review, implicitly assumes uniformity in prac-
tices around the world. Most research has focused on the USA and to a
lesser extent on Western Europe. To develop policy and make normative
recommendations, an understanding of the national, local and regional
context is needed. Fourth, the literature review showed that it is neces-
sary to study the net revenues from university spin-offs as well as other
commercialization practices such as licensing. Fifth, the issue of potential
unfair competition needs further research. Many new companies are sup-
ported by government and support organizations. It is worth considering
whether this creates inequality in open market systems such as in the USA
or in Europe.
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CONCLUSION
The concept of the entrepreneurial university has raised lively debates

around the moral question: is the increased role of commercial activities
in the university good or bad? This study integrates the different lines of
reasoning regarding the moral issues generated by establishing more entre-
preneurial universities in general and the commercialization of science by
means of university spin-off creation in particular. As such, an important
contribution to this debate is the construction of an integral and balancing
reflective equilibrium that can be used as a moral criterion. I conclude in
this review that commercializing science by means of university spin-offs
is ethically desirable on the condition that disadvantages can be mitigated
by designing appropriate organizational structures. This has impor-
tant implications for the organization of entrepreneurial universities.
Essential design principles need to focus on creating incentive structures
that support the pursuit of fundamental research alongside more applied
research, supporting open science where possible, and separating com-
mercial activities as much as possible from fundamental research. Future
work and debates need to generate continuous attention for issues such as
research objectivity and the contribution of science to society to update
the reflective equilibrium and to notice whether unintended long-term
effects on changes in the value system of scientists occur. In this respect,
this study provides a basis for a continued discussion that draws on sound
arguments.
NOTE
* I am grateful to Lambèr Royakkers and Georges Romme for their helpful suggestions
and comments. Financial support for this research was provided by the TU/e Innovation
Lab at Eindhoven University of Technology. The usual disclaimers apply.
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16. The meandering path: the university’s
contribution toward the entrepreneurial
journey
Louise-Jayne Edwards and Elizabeth J. Muir
THE FIRST STEP ON A LONG PATH
This chapter uses the metaphor of a ‘meandering path’ to visualize the

entrepreneurial journey of graduate entrepreneurs from education to
business start-up. In our daily lives we are dependent on signposts and
roadmaps to guide us; their clarity and direction enables us to avoid ‘dead
ends’ and most importantly to reach our destinations. The ‘signpost’ pro-
vides a clear and accurate instruction and thus the authors propose that
the entrepreneurial university should be envisaged as a signpost/road map
for the student/graduate entrepreneur to follow. As per the theme of the
meandering path, the authors interweave through extensive literature to
uniquely bring together various fields: entrepreneurship, enterprise edu-
cation, sociology, psychology and economics, to focus upon universities’
contribution to future entrepreneurs.
The authors carried out a three-year qualitative study of graduate
entrepreneurs in South Wales analysing their personal, educational and
business journeys. The phenomenological research focused upon the sub-
jective learning experiences of 16 graduates and the authors concluded
that there is a gap between the academic offerings of universities and the
actual requirements of the students as future entrepreneurs. This chapter
analyses numerous ways in which universities can contribute to entrepre-
neurship development and the necessity of a clear strategy for staff and
students to follow.
The university model of enterprise education is that of a series of core
and optional enterprise (or enterprise-related) modules that contribute
towards a qualification and a variety of experiential opportunities and
support resources that the student may or may not access (Edwards,
2011). Within this model, the authors found that students ‘meander’
without clear signposting, whereby assessment is based upon traditional
academic qualifications and outcomes are measured in terms of entrepre-
neurial intent. The main contribution of this chapter is the notion that
if the entrepreneurial university model (the signpost) is converted into
370
Louise-Jayne Edwards and Elizabeth J. Muir - 9781781007013

University’s contribution toward the entrepreneurial journey 371
a coordinated framework and each student supported in developing a

personal development plan to move through this, then the students can
gain better knowledge, learning, skills development, experience, reflec-
tive practice, identity shift and access to the resources to become entre-
preneurs. Additionally, the authors contend that the academic ‘need’ to
seek a definition of an entrepreneur is no longer effective, as the concept
is multifaceted, socially determined and changes over time. The authors
move beyond the debates of ‘What is an entrepreneur?’, ‘What is enter-
prise education?’, ‘What is it for?’, and ‘Can entrepreneurship be taught’?
The effective focus is not about limiting the concept to a specific academic
definition, but enabling students to enter the world of entrepreneurship
on their own terms, to create successful and sustainable businesses that
contribute to the economy and have social benefits for the community as
well as psychological achievement for the individual.
TWO STEPS BACK – THE BACKGROUND
High rates of UK unemployment and more so ‘under-employment’

in relation to graduates (Rae, 2010), coupled with a rise in ‘Graduate
NEETs’ (not in education, employment or training) implies that there
is an economic and educational need to develop entrepreneurial people
as well as entrepreneurs through all levels of education (Edwards, 2011).
Despite a dearth of research in this area, particularly empirical studies
of graduate entrepreneurs (Matlay, 2011), universities are encouraged to
promote entrepreneurship as a viable option.
Such developments need to acknowledge the value of entrepreneur-
ship for the economy and society, creating businesses and employment
(Edwards, 2011). Garavan and O’Cinneide are in favour of policy-makers
and political decision-makers who appreciate the ‘role of the entrepreneur’
and assert that entrepreneurs should be viewed ‘as a possible solution to
rising unemployment rates and as a recipe for economic prosperity’ (1994,
p. 3). This is a perspective supported in other countries such as Finland
(Erkkilä, 2000) and Germany (Anderseck, 2004). In contrast, Wolf ques-
tions whether increasing government expenditure and enterprise educa-
tion is the answer to promoting economic growth (2002). Whilst there is
some evidence that enterprise education within universities is producing
people who start their own businesses and contribute to the wealth of
the nation (Kothari and Handscombe, 2007) there is much need for lon-
gitudinal evaluations that can capture data on growth levels, long-term
incubation graduate entrepreneurs (Cox et al., 2002) and aspects of sus-
tainability, serial entrepreneurs and portfolio entrepreneurs. Handscombe

et al. (2005) identified that within universities there is concern that without
such data, or evidence of long-term success, sources of funding for enter-
prise education might lapse.
Whilst policy-makers perceive that the outcome of enterprise education
is to produce entrepreneurs (Edwards, 2011), evidence mainly supports
the identification of individuals who have the intention to become business
owners. There is a need for enterprise provision to move beyond entrepre-
neurial intention to measure entrepreneurial practice. One constraint to
effective enterprise education is the development of appropriate enterprise
educators (Hytti and O’Gorman, 2004). It is not always fully recognized
that there is a disparity between their teaching skills in the subject matter
and the learning needs of potential entrepreneurs. It is educators who
establish the courses, the content, pedagogies and assessments and thus
their understanding of entrepreneurs’ needs and students’ entrepreneurial
learning journeys are paramount. Reluctance to move away from stand-
ard university assessments is evidence of a lack of understanding of these
needs. Assessment needs to be inclusive of personal issues of identity
development, clear linkage between theory and practice and critical reflec-
tion on practice. This means that evaluations of accredited enterprise
courses need to take these factors into account and go beyond entrepre-
neurial intention, into entrepreneurial practice.
Furthermore, understanding that entrepreneurial activity is complex,
varied and often a life-time commitment calls for long-term studies of
entrepreneur alumni. Although this is a growing research area, there is
little evidence to support the notion that enterprise education can actu-
ally impact upon entrepreneurial activity from initiation to exit (Matlay,
2008). Entrepreneur alumni growth and development patterns as micro-
business owners, fast-growth company leaders, portfolio entrepreneurs
or serial entrepreneurs provide essential knowledge that feeds back into
refinement of existing courses as well as the development of new ones. It
also enables researchers to evaluate the long-term value of enterprise edu-
cation in terms of its contribution to society, not just in economic terms of
employment and national wealth creation, but also in wider concepts such
as the environment, community and social enterprise, ethics and trading
practices.
Promoting the notion that through enterprise education universities
can produce entrepreneurs with merely the financial label attached to
the concept, is limiting. If the aim of enterprise education is to enable
individuals to become entrepreneurs and enact that identity through their
value judgements, business acumen, social responsibility and personal
achievements and satisfaction, then the authors conclude that evaluations
of enterprise education need to expand to embrace (and recognize) the

learning development of the whole person, as opposed to only measuring

the economic outputs based upon quantitative data of the number of busi-
nesses and new jobs created.
One purpose of this chapter is to consider and question the role of
universities in the development of ‘future entrepreneurs’. The authors
approach this from a teaching and learning perspective and propose that
universities need to be entrepreneurial and advance their ‘promotional
strategies’ (their signposts), whilst developing specific strategies that
enable the student’s entrepreneurial journey from university to business.
As stakeholders, universities need to be reactive and responsible to nurture
and develop graduate entrepreneurs as individuals, who can be guided to
take advantage of appropriate teaching and learning opportunities, busi-
ness mentoring and experiences, and university resources (including incu-
bation centres, physical space and academic expertise), thus developing
graduates for the economy.
The authors carried out research on a sample of graduate entrepre-
neurs from the University of Glamorgan in South Wales (UK) (now the
University of South Wales) between 2009 and 2011. Their research com-
prised of 16 case studies of the life stories of graduate entrepreneurs, which
re-told their business, education and personal journeys towards entrepre-
neurship since graduation. The businesses varied in terms of, sector, size
of company and number of years that the business had been running. The
longest-running business was five-and-half years and run by two univer-
sity friends, who both came from families of entrepreneurs. Their parents
invested in their business by giving them their start-up capital; based upon
their own experiences of running businesses and strongly advising them
against pursuing bank loans. Other businesses included a web design
company, employing 20 staff within their first year of starting their busi-
ness. A sports school established by two sport science graduates, running
after-school clubs for hundreds of children in South Wales and a book
publisher, running a social enterprise: ‘I think we are doing a worthwhile
job in the arts sector. We give new writers a start in the world which as a
writer I know that is a hard thing, we don’t do it for the financial reward’
commented the research participant (Edwards, 2011, p. 175).
Following a constructivist philosophy, the aim of the study was to
evaluate and present new meaning to the learning processes required on
the path towards becoming an entrepreneur. One of the main research out-
comes was the study group’s disassociation with the term ‘entrepreneur’,
which leads to the discussion in this chapter on identity. The second key
finding was the lack of awareness and perceived value of accredited enter-
prise courses and extracurricular education by the university, to support
them and signpost their journey to entrepreneurship. The authors contend

that attention to a personal development plan, to guide and signpost

students through a framework of university resources would most likely
produce graduates who are practising entrepreneurship and developing
their own businesses rather than graduates with the possible intention of
becoming entrepreneurs, as conveyed by one of the research participants:
Well, I finished my Masters and I’d had enough of learning for a while and
thought what am I going to do now? I was 99% sure I was going to start my own
business. I got to the point where I was thinking I’m going to do it in a year or
two. (Edwards, 2011, p. 117)
THE INTERCHANGEABLE ENTREPRENEUR
Since the inception of research into the field of entrepreneurship, aca-

demics can neither agree on a definition of the term ‘entrepreneur’ nor
the notion of ‘enterprise’. An analysis of the literature confirms that a
plethora of research on entrepreneurship exists, spanning some 40 years.
However, the majority of research has a positivist approach and is con-
cerned with finding answers as opposed to seeking and generating new
meanings (Edwards, 2011). For example, the literature remarks upon the
constant endeavours and frustrations to find a single definitive answer to
the question of ‘What is an entrepreneur?’ As declared by Robson, ‘posi-
tivists maintain that one reality exists and that it is the researcher’s job to
discover what it is’ (2002, p. 27). Opposing the positivist stance, Rae states
that ‘The term “entrepreneur” is socially constructed and understood in
different ways in different communities, and therefore does not hold the
same implicit meaning in each of these communities’ (2003, p. 3), this reso-
nates with the authors’ observations whilst attending enterprise and small
business conferences and also from their research into graduate entrepre-
neurship, when they asked one graduate how they felt being labelled an
entrepreneur, one research participant retorted: ‘I don’t like that word. It
means “Richard Branson”; it means someone who is motivated by money.
I’m more likely to say I run my own business. I don’t think, I’d ever
describe myself as an entrepreneur’ (Edwards, 2011, p. 171).
However, the term ‘entrepreneur’ is widely used by the general public
in the UK; the lives of entrepreneurs have been televised through pro-
grammes such as Dragon’s Den, The Apprentice, Mind of a Millionaire
and Beat the Boss, to name just a few. As Burns observes, ‘[entrepreneurs]
provide the glamour pages for the business press with “against-all-odds”
start-up stories and biographies of millionaire entrepreneurs guaranteed
to sell well’ (2001, p. 1). However, Rae’s most recent research disapproves
of media stereotypes of entrepreneurship and protests that ‘they represent

a kind of entrepreneurial pornography’ (2010, p. 599), whereby the exploi-

tation and grandiose glamorization of entrepreneurs through mass media
does not represent a homogeneous group of entrepreneurs; it does create
another level of research into entrepreneurship, particularly enterprise
education.
With the marriage of media/marketing and enterprise brings a new level
of entrepreneurship curriculum (moving away from business schools as
the traditional home for such courses), with a rise in the creative indus-
tries developing undergraduate degrees that add enterprise education to
fashion, design, film-making or journalism. However, in the context of
this chapter, despite the upsurge in courses and despite the role that entre-
preneurs play in the media, the underlying question remains ‘What is an
entrepreneur?’ Definitions and traits of entrepreneurs are out of the scope
of this chapter, but the point is that whilst researchers have endeavoured
to find a single definition, the frustrations of not finding an agreeable defi-
nition creates paths for researchers to deviate away from the question. Of
the 16 graduate entrepreneurs that the researchers interviewed, only one
had studied an accredited business course; the participant expressed that
he wanted to start a business before he started university, thus when ques-
tioned why he did not opt for an enterprise course rather than a general
business degree, his response was that he viewed entrepreneurship courses
as a ‘finishing school’, suitable for someone much older and who had been
running a business for a number of years. His description of ‘suitable can-
didates’ for entrepreneurship courses is akin to the entry requirements of a
standard MBA, for experienced managers. He perceived entrepreneurship
courses to be for practising accustomed entrepreneurs, not as a place for
aspiring young entrepreneurs and his lack of knowledge and experience
deterred him from applying for the course. The researchers probed how
he had reached this conclusion and it was through the flawed advice of a
third party, in this case a school-based careers advisor. The careers advisor
had a pre-conceived image of an entrepreneur and enterprise education
and effectively gave the student incorrect information (Edwards, 2011).
From the research carried out, it was compelling that whilst the remain-
ing 15 research participants were from non-business-related subject dis-
ciplines, they still undertook a ‘business module’ as part of their degree.
They reflected on the modules with great negativity; the modules often
focused upon business planning, which the participants declared did not
inspire them to start a business but instead gave them the impression that
business was monotonous and boring. When further questioned as to who
taught them the ‘business modules’ it was found that it was non-business-
related staff and educators from within their own faculties (design/sport/
technology). One graduate entrepreneur lamented:

Well put it this way, my lecturers were really good at getting us to pass our
coursework and pass our exams and yeah, I remember one used to be a rowing
coach for Great Britain and she used to talk about that and one used to play
rugby for England but there was never a positive message of ‘you can do it, you
can start a business’. We were never told the practicalities of how to do it, we
were just told the theory about this and that. (ibid., p. 138).
Enterprise education has, for the most part, been developed upon aca-
demic Cartesian principles of defining the desired outcome (the entrepre-
neur) and generating programmes that teach the relevant knowledge and
skills with some additional resources available. The understanding of what
it means to be an entrepreneur has been limited to attempted definitions
that focus upon economic need and business management skills, with
little cognizance of the social context, psychological requirements and
individual students’ support that will enable them to take on the identity
of being a practising entrepreneur. Thus, it is essential to identify what an
entrepreneur is in terms of the economy and education but also in terms of
personal identity – how do entrepreneurs label themselves?
Social scientists, psychologists and philosophers have attempted to
define ‘identity’ and conclude that it is polymorphic, dynamic, influenced
by many different aspects of life, and liable to change, and that individu-
als may hold multiple identities relating to differing groups (Burke and
Stets, 2009). However, there is a consensus that ‘identity’ is both linked
to and similar to concepts of the self and individual subjectivity (Elliott,
2008). Identity may be conceptualized as a construct of an individual that
changes over time and that process of change is affected by social experi-
ences and socialization (Burke and Tully, 1977; Ibarra, 1999). Jenkins
confirms that identity is a ‘process – identification – not a “thing”. It is not
something that one can have, or not; it is something that one does’ (2008,
p. 5; original emphasis). As a consequence of understanding their iden-
tity, individuals may attach meaning to their experiences, be cognizant of
where they are within society and after reflection, develop guidelines for
future action (Hoang and Gimeno, 2005).
The research findings for this chapter, based on 16 case studies of the
life stories of graduate entrepreneurs have been linked to identity devel-
opment (Edwards and Muir, 2012). Through the socioeconomic lens of
identity the authors promote the notion that the evaluations of enterprise
education need to expand and should encompass prime pedagogical objec-
tives that education enables people to grow and develop, to shape their
own new identities in the light of their learning experiences (ibid.). Linking
professional identity to career self-efficacy leads to career change intention
(Khapova et al., 2007). It is reasonable to determine that entrepreneurial
identity and the extent to which an individual believes they are capable

of being an entrepreneur is a fundamental driver for them to become an

entrepreneur. Enterprise education needs to be positioned as a positive
intervention within this development process. Noel (2001) found this to
be the case in terms of intention to become an entrepreneur and Fayolle
et al. (2006) confirmed that entrepreneurship graduates score highly in
entrepreneurial intention, propensity to act as an entrepreneur and entre-
preneurial self-efficacy.
The notion of an entrepreneur and how people identify with those who
are entrepreneurs will vary according to one’s position in society. Thus,
the entrepreneurial identity may be viewed differently from the frame
of reference of a specific discipline such as an academic, economist, psy-
chologist, sociologist or philosopher. Similarly, how an entrepreneur is
identified will vary through the lenses of the general public and specifically
those who may be potential entrepreneurs, entrepreneurs themselves and
those involved in providing enterprise support. Therefore, the label ‘entre-
preneur’ has different meanings, both positive and negative (Howorth
et al., 2005) and is borne out of some form of experience, whether it be
research, close involvement with entrepreneurs or third-hand information
via the media or peers. This then indicates that the purpose of enterprise
education is to enable a student to further understand and hone their
entrepreneurial roles.
Whilst the word and label ‘entrepreneur’ is familiar within academic
circles and used frequently by researchers and educators, this is not neces-
sarily the case in other institutions and organizations. In the researcher’s
study of graduate entrepreneurs, not one identified themselves in the sense
of naming themselves as an ‘entrepreneur’ (Edwards, 2011). They either
considered that they were business people or defined themselves by the
business they ran, that is, web designer, marketer, crèche provider:
Well I don’t like the word entrepreneur, there is something snobby about it.
If someone asks me what I do, I say I’m graphic designer, I don’t say I’m an
entrepreneur and I don’t say I have my own company; in my line of business
it’s more relevant to tell people I’m a web developer because they might say
‘Oh, I need a web developer’ but they won’t say ‘Oh, I need an entrepreneur’.
(Edwards, 2011, p. 94)
Further research could consider whether such ‘labelling’ affects the

relationship between student and enterprise educators and subsequently
whether it bears any impact upon the entrepreneurial identity formation
of undergraduates. A person’s identity is not static and people can have
co-existent multiple identities. In the context of enterprise education it is
important to focus upon two key identities: the student identity and the
entrepreneurial identity. As found in the research, some of the graduate

entrepreneurs identified early on in their lives that they were going to

become entrepreneurs and their drive to achieve this was strong: ‘I always
wanted to start my own business and I started buying resources for the
business in the January sales when I was at university’ said one research
participant (ibid., p. 163). For them, going to university was part of the
entrepreneurial action needed prior to entrepreneurial practice. They had
clear, linear identities, there was no conflict, and one identity was a means
to taking on the other. For some students, the emerging process of entre-
preneurial identity had its beginnings during their time at university:
I went to a careers fair with a friend from my course. The fair was depressing,
‘Join the army’ or become a supermarket manager. It completely put us off a
career! We sat down and starting talking about what we would do in ‘an ideal
world’ and that’s how the business started, in the second year of our degree.
(Ibid., p. 174)
There may have been identity conflict or it may have been a smooth
transition, managing dual identities and transferring from the student to
entrepreneur identity. Motivation and belief in becoming an entrepreneur,
although non-existent or weak in the beginning, strengthened over time.
Finally, the demarcation was not so clear-cut. Entrepreneurship as a valid
career option may have been latent during their time at university, but was
not a strong or considered identity.
BEYOND IDENTITY
Williams suggests that enterprise has two separate meanings in Higher

Education. On the one hand he suggests that enterprise is about devel-
oping an entrepreneurially focused university management team, which
is ‘inspired in part by financial stringency but mainly by the ideological
changes about the provision of public services’ (2003, p. 15); and that the
other stipulation by the UK government (and also some employers) is
‘that in order to support a rapidly changing economy “enterprise” should
become an explicit part of the higher-education curriculum’ (2003, ibid.,
p. 155). Questions arise as to what enterprise education is and how to
embed enterprise into the curriculum. Yet the overarching question to
pose is: ‘Does every graduate need to be an entrepreneur?’ Considering
that the acclaimed traits of entrepreneurs are those of ‘risk takers’ and
‘opportunists’ that succeed despite occasional failure, what would the con-
sequences of this have on society, education and economics?
The United States of America has a strong history of entrepreneurship
and is a country that celebrates failure as part of the learning process,

hence it is not a revelation that the routes of enterprise education germi-

nate from the USA. But is the word ‘enterprise’ universal? Does it have the
same meaning in Europe and America? Gibb suggests that the interpreta-
tion of words is culturally specific, noting that:
the word ‘enterprise’ itself creates a problem because it is commonly used in

the UK with several different connotations – for example: business enterprise
(meaning business organisation); enterprise training (meaning small firms
training); enterprise initiative (meaning a Department of Trade and Industry
(DTI) scheme); and Training and Enterprise Council. (Gibb, 1993, p. 12)
Recognizing that standard business studies courses such as manage-

ment, marketing and accounting are not the primary skills needed for
an enterprising environment, Gunning notes that some institutions have
addressed this ‘by hiring faculty who are in some way associated with
“entrepreneurship”’ (1992, p. 195). Whilst Gibb (1994, p. 18) reflects that
in the USA the term ‘entrepreneurship’ carries more excitement than
‘small business’, Anderseck (2004) contends that a new ‘missionary’ zeal
has been built around the concept of entrepreneurship as a philosophy of
life with subsequent notions of culture development beyond teaching.
The term ‘small business’ has been used more frequently in the UK, as it
has not been hampered by the American perspective that ‘small’ somehow
has less value than ‘large’ (Hills, 1988). However, aided by media flam-
boyancy and excitement associated with the term entrepreneurship, this
term has now entered the world of academia. Universities face a complex
situation. As institutions they have to be entrepreneurial as a means of sur-
vival and, as pointed out by Webb, Higher Education Institutions (HEIs)
are ‘business like’, they are ‘fully independent and are required – as is any
private business – to fund their present and future capital requirements
from the revenues they earn and the surpluses they can achieve’ (2001,
p. 4).
In terms of teaching future entrepreneurs and developing enterprise
skills in their students, some would argue that support mechanisms are not
needed for entrepreneurs, as it is presumed that they possess a ‘get up and
go’ attitude. Nevertheless, Higher Education establishments need to be
entrepreneurial themselves in order to provide properly funded chairs of
entrepreneurship and research centres and to be able to exploit the latest
technology, enabling efficient and effective research and teaching delivery
(Edwards and Muir, 2005).
Handscombe et al. (2005), attribute the marked increase in enterprise
education in the UK, between 2000 and 2005, to government enterprise
support programmes supported by the Labour government, as well as a
devolved Labour government in Wales. In March 2000, Prime Minister

Tony Blair addressed a conference by stating, ‘I strongly believe that the

knowledge economy is our best route for success and prosperity’ (Blair,
2000). Webb echoed this, declaring that Wales needed to move beyond its
historical coal mining and manufacturing era and that the ‘generator of
leading edge knowledge in Britain is Higher Education’ (2001, p. 3), assert-
ing that universities need to become more commercialized and widen their
research activities away from the confines of their institutions, applying
this knowledge and expertise to the economy. One means of achieving this
is to engage academics with SMEs, either as an industry secondment or
through consultancy.
Similar to the University Challenge and the Science Enterprise Challenge
in England, as mentioned by Handscombe et al. (2005), the Welsh
Assembly Government launched the Wales Spin Out Programme and the
Knowledge Exploitation Fund to fill the niche, with the view that exploit-
ing knowledge would lend itself to forming part of an ‘enterprise culture
in Wales’, but this remit was far wider than increasing the number of
SME start-ups in Wales. The creation and development of enterprises has
been called the ‘Third Mission’ (Jones, 2002) and is about retaining and
growing existing SMEs and creating entrepreneurial individuals as, ‘we
see “enterprise” as being about “empowerment” of individuals, by making
them aware that they have choices, so that they have the opportunity to
make them’ (Jones, 1993, p. 45). The two elements, empowering individu-
als and making them aware of their choices, leads to self-actualization that
entrepreneurship is a viable career option, which can also be interpreted
as empowering individuals to develop enterprise skills. This fits within the
debate of ‘What are we teaching for?’ Is it to give people the skills to be
enterprising, regardless of their working environment, be it working for
themselves or being employed? Or are we teaching them how to run their
own businesses?
TOWARDS AN ENTREPRENEURIAL UNIVERSITY
Just as the ‘What is an entrepreneur?’ debate is inconclusive and has

hindered progress, Watson (2001) notes that the divergent definitions
of entrepreneurship have hindered the quality of research into (and the
teaching of) enterprise education. Whilst ‘clarification of the distinction
between entrepreneurship and small business would improve the valid-
ity and reliability of entrepreneurship research’ (ibid., p. 17) it would
also enable educators and practitioners to distinguish between thinking
and operating in an entrepreneurial manner as opposed to a business
manner. Solomon et al. (2002) questioned whether entrepreneurship

courses were not simply traditional management courses with a new

label.
The discussion of whether it is business education, enterprise education
or simply business education re-labelled stems from where entrepreneur-
ship is ‘housed’. Hills (1988) highlighted this as potential problem because
enterprise may involve the capital exploitation of knowledge, skills and
talents developed in any faculty. Entrepreneurship education must be
inter-functional. Traditionally, entrepreneurship has been ‘housed’ within
business schools, and this is possibly why the terms business education and
enterprise education are coupled. Gibb maintains that:
there is a need to develop understanding of where entrepreneurship education

sits within the web of education theory and concept. It can be argued that
entrepreneurship education can find its place comfortably within a number of
well-established concepts broadly clustered under the umbrella of social con-
structionist theories of knowledge and learning. (2011, p. 154)
Whilst searching for the most appropriate ‘home’ for enterprise educa-
tion, a growing number of enterprise educators within universities have
endeavoured to separate themselves from business schools (and business
subject disciplines) by establishing standalone enterprise centres. Such
centres tend to focus on extra-curricular enterprise education as opposed
to core formal teaching, and given the informality of such programmes
they are perhaps not considered as ‘worthy’ in terms of academic rigour as
business disciplines. Handscombe et al. also note that ‘[s]pecialist centres
need institutional backing, without it, they tend to be funded as specialist
initiatives and are vulnerable when the initial grant expires’ (2005, p. 2).
Vesper and McMullen propose that enterprise education is different
to business education because its purpose is ‘to generate more quickly a
greater variety of different ideas for how to exploit a business opportu-
nity, and the ability to project a more extensive sequence of actions for
entering business’ (1988, p. 9), which suggests that enterprise education
is the precursor to business education. It is important to recognize that
much of the enterprise education that runs throughout universities in the
UK is based on ‘business studies’, yet as Hall notes ‘[f]ew entrepreneurs
have business school qualifications’ (Hall, 1999 in Crainer and Dearlove,
2000, p. 77).
A report published by the European Commission, Entrepreneurship
in Higher Education in the EU, specifies that enterprise education should
not be confused with ‘general business and economic studies, as its goal is
to promote creativity, innovation and self-employment’ (EC, 2008, p. 2).
The report proclaims that enterprise education must contain the following
points (p. 2):

● to develop the personal attributes and skills that form the basis of
an entrepreneurial mindset and behaviour (ability to work in a team,
self-confidence, creativity etc.);
● to raise the awareness of self-employment as a viable career option
to students;
● to work on enterprise activities and projects;
● to provide business skills and knowledge of how to start and run a
‘successful’ company.
In the United Kingdom there has been a range of developments within

universities that include the development of entrepreneurship teaching,
specific moves towards consultancy, the development of science parks and
various university business spin-out programmes. But there has not been a
clear strategic framework for Higher Education. However, there has been
a shift in a relatively short number of years, though ‘the idea that sup-
porting business and facilitating regional economic development should
be a systematic process and strategic objective of Higher Education . . . is
a commonplace assumption, but not yet delivered to anything like its full
extent’ (Webb, 2001, p. 5).
In terms of delivering enterprise education this leads to the ultimate
debate of whether entrepreneurship can be taught? This is a recurring
question that frequently arises in academic forums, conferences and in
research papers. With the rise in the number of graduate start-ups, educa-
tion is pertinent to them for starting a business, but whether this can be
attributed to a form of ‘enterprise education’ is questionable.
Researchers in the 1990s started to dissect enterprise education, by
questioning whether teaching was to develop entrepreneurs or individu-
als with enterprising skills. As Garavan and O’Cinneide observed in the
1990s, ‘The debate on whether entrepreneurs can be taught still rears its
head from time to time. Not everyone has what it takes to be an entrepre-
neur but, then, our society does not need everyone to be an entrepreneur’
(1994, p. 3). Educators and researchers alike were conscious of the need to
make the distinction between developing courses to start a business and
developing courses to enable entrepreneurial skills. However, the recur-
ring word between the 1970s and the 1990s was the word ‘taught’. The
authors’ opinion is that asking whether entrepreneurship can be taught as
an academic discipline is the wrong question and the question that should
be addressed is ‘Can entrepreneurship be learned?’
One of the earliest documents to address learning as opposed to teaching
was an OECD publication, Towards an Enterprising Culture, which states
that enterprise education ‘does not just mean learning about enterprise,
but learning through enterprise, as well as learning to be enterprising’

(Ball, 1989, p. 28). Subsequent research has led on from this publication
and researchers have made distinctions by referring to courses about enter-
prise and courses for enterprise.
Courses about enterprise consider the importance and relevance of
SMEs on the wider economic scale. Such courses should create an aware-
ness of entrepreneurship through discussions and references to recog-
nized entrepreneurs and how they contribute to the enterprise economy.
Cresswell describes this as any educational activity that informs students
about the nature of business (1999).
Teaching for entrepreneurship is attributable to those who wish to start
a business and thus courses should focus on the stages of business start-up,
how to put together a business plan, where to source funding and how to
recruit and manage staff. Moreover, teaching for entrepreneurship should
not merely be about economic development and enterprise creation, as
one of the objectives of teaching for entrepreneurship should be the devel-
opment of entrepreneurial individuals, that is, those who wish to become
entrepreneurs and also developing individuals for enterprise skills, that is,
those who do not want to run a business, but require the skills of an entre-
preneur within their employment, for example an ‘enterprising manager’.
Cresswell describes this as a self-directed experiential learning activity that
promotes the development of enterprise skills and behaviours in students
(ibid.).
It is acknowledged that there is a process of becoming an entrepreneur
and therefore courses about entrepreneurship are the basis for under-
standing the role of the entrepreneur and the relevance of entrepreneur-
ship in society. Courses for entrepreneurship need to focus on identifying
the attributes and characteristics that a person holds and more impor-
tantly what skills the person needs to develop to become an entrepreneur,
essentially this can be termed as applied entrepreneurship (Levie, 1999) and
thus for entrepreneurship is a means of allowing the student to practice
entrepreneurship. Handscombe et al., summarize this by stating that:
Students need to be taught about enterprise: to learn relevant knowledge and

theoretical frameworks. They need to be equipped for enterprise such that they
develop skills that they can apply in practice and they need a learning experi-
ence (education through enterprise) that gives them an understanding of the
interpersonal and emotional issues. The challenge is to integrate enterprise into
the student’s overall learning experience, but not ‘enterprise’ at the expense of
core discipline learning. The arguments for integrating enterprise raise the ques-
tion as to where it should be taught. (2005, p. 3; original emphasis)
Whilst there is an acceptance that entrepreneurship can be taught,

Levie’s distinction between teaching for or about has not been fully

e valuated and research questions have moved to consider how to ‘improve

the way we teach entrepreneurship’ (Jack and Anderson, 1999, p. 2).
Research based at Aberdeen University explores the tensions that exist in
teaching entrepreneurship that is perceived as a process involving both ‘art
and science’ (ibid., p. 1). Teaching the ‘science’ aspect of entrepreneurship
is less problematic for it falls within a conventional pedagogic paradigm
of subject teaching. This means that enterprise education now, for the
most part, has developed to a level of competency teaching about entre-
preneurship. This meets the needs of students who may develop manage-
rial careers employed within SMEs, as well as those employed in SME
research, academia and business support or business consultancy.
The ongoing political, social and economic drive to create an enter-
prise culture and expand the enterprising economy is forcing educational
establishments at all levels to consider their roles and participation in such
change. In Wales ‘the essential contribution of Higher Education to the
economic prosperity of Wales, and the need to increase that contribution
has been remarked upon in countless reports over the last decade and
more’ (Davies, 2002, p. 1). Following reports focusing upon the economic
shape and demands of Wales in 2010 (Jones, 1993), future skills require-
ments (MORI, 1998), the creation and utilization of knowledge within and
for the economy (Jones and Osmond, 1999; Webb, 2001) and the develop-
ment of the Entrepreneurship Action Plan for Wales (WDA, 2000) there
can be little doubt that Higher Education has a growing responsibility
to be involved in the education, motivation and support of individuals
who are competent, capable and aspire to establish viable and sustainable
enterprises.
There is little pedagogic debate on the goals within enterprise education
for ‘the question “What are we teaching for?” is surprisingly seldom posed
or answered’ (Ireson et al., 1999, p. 213). It is acknowledged that there is
a process of becoming an entrepreneur, which involves an adjustment of
a range of personal, professional and business relationships and the man-
agement of these (Muir, 1999). Similarly teaching and learning are not
simply processes but ‘a continuous social interaction between individuals,
who are themselves products of interactions with the world around them’
(Wankowski, 1991, p. 111) and in the case of enterprise education Hytti
et al. affirm that social relationships are important for entrepreneurs as
a means of acquiring information, seeking opinions on their ideas and to
identify opportunities (2010, p. 592). At all levels, education can prepare
individuals for venturing and entrepreneurship as the acquisition and
development of relevant skills builds the individuals’ entrepreneurial
capacity (Gorman et al., 1997). However, the application of skills is
always contextual (Jack and Anderson, 1999, p. 7) and the practice of

entrepreneurial skills nearly always involves interpersonal skills (Gibb,

1997). The problem lies in determining the skills mix required, for there
is variable need within enterprises (Freel, 1998) and entrepreneurship is a
dynamic and changing process. Jack and Anderson purport that teaching
the art of entrepreneurship is ‘more problematic; it is experiential, founded
in innovation and novelty’ (1999, p. 2). This then is inclusive of the need
for teaching for entrepreneurship, which is based upon heuristic practice
and recognizably different from and beyond business management and
process, for it is about creating something new. The focus of enterprise
education here is not actually about business but about developing the
individual, who will create, own and lead new enterprises. Thus Jack
and Anderson’s (1999) model of enterprise education embraces research
findings integrated into theory, which then drives research and teaching.
Crucial emphasis is placed on the development of students as reflective
practitioners ‘fit for an entrepreneurial career’ (ibid., p. 10).
Moreover, Oleron (1978) purports that life comprises contact with
other people and such relationships, however fleeting, take place within
the framework of social organizations, institutions and habits. Certainly
the requirement of self-awareness is vital for entrepreneurial behaviour
and essentially is focused on what to do and how to do it, something that
Farrell translates as ‘corporate strategy’ and ‘corporate culture’ (Farrell,
2001, p. 129). Farrell maintains that the ‘classic model of entrepreneurship
[is] – squarely based on the power of consequences’ (ibid., p. 85) in that
positive or negative consequences impact upon the entrepreneur and affect
their behaviour.
In terms of self-reflection, a recent American study that focused upon
the profiles of enterprise educators affirmed that educators need to
ensure links between education specific to entrepreneurship and entrepre-
neurial outcomes (Kabongo and McCaskey, 2011), and furthermore asks
‘are entrepreneurship educators actually entrepreneurs?’ Kabongo and
McCaskey (ibid., p. 32). The consequences of such behaviour result in per-
formance outcomes that may be negative or positive, which then cyclically
have further impact upon the entrepreneur. This may be considered to be
one of the drivers of entrepreneurial behaviour in that non-risk-takers may
not be so effectively influenced. Recent observations by Rae note that:
Education is an important formative medium for influencing entrepreneurial

culture and behaviours. The choices educators make when explaining enter-
prise have consequences, since popular messages, media stereotypes and sum-
marised definitions of enterprise often perpetuate ‘old entrepreneurship’, while
government agencies see the ‘delivery’ of an enterprise culture and the promul-
gation of a simplified ideology of enterprise to students as being the legitimate
task of education. A critical academic stance on entrepreneurship education is

needed to moderate such messages on the role and nature of entrepreneurship,

which has the potential to create social good, as well as the destructive power to
cause damage; a balanced approach to education should illustrate both sides of
this argument. (Rae, 2010, p. 599)
In recent years the term (and function) of ‘employability’ has been incor-
porated under the enterprise education agenda and as such there is recog-
nition that whilst developing entrepreneurial skills for self-employment,
such entrepreneurial skills are also required for those seeking employment.
Research carried out at the Northern Ireland Centre for Entrepreneurship
(NICENT) found that courses labelled ‘entrepreneurship’ could have
wide-ranging aims thus whilst:
few programmes might have been aimed at learning to understand entrepre-

neurship, those aimed at helping students to become entrepreneurial and those
aimed at helping students to become entrepreneurs were both being presented
as entrepreneurship programmes. These two different approaches have been
referred to by NICENT as ‘enterprise for life’ and ‘enterprise for new venture
creation’. (Bridge et al., 2010, p. 723)
The authors recognize that entrepreneurship can refer to business

start-up, but also has wider connotations. To support this, Jones’s research
in Tasmania found that enterprise education does not directly lead to busi-
ness start-up but can contribute to developing lifelong entrepreneurial
skills (Jones, 2010). Researchers in the Netherlands have also focused
upon the requirement of developing enterprise skills and maintain that
‘enterprise education should aim to get people ready for a leading role in
the enterprising way of life, rather than a supporting one’ (van Gelderen,
2010, p. 712). Minniti and Bygrave describe the entrepreneurial learning
process ‘as the outcome of a sequence of choices’ (2001, p. 4), therefore
when pursuing an entrepreneurial career path or wishing to become an
entrepreneur, it is important that the student or graduate exploit as many
avenues as possible and that a choice of formal and informal enterprise
education is provided.
THE MEANDERING PATH, A DESTINATION

WITHIN REACH
Universities are faced with the challenge of finding innovative ways of
teaching entrepreneurship whilst retaining rigorous academic standards
of measurement and assessment. Gibb argues that only programmes
delivered in an enterprising way can truly be labelled entrepreneurship
programmes (1993). There is also a dilemma in that a first-class degree in

entrepreneurship does not guarantee a successful entrepreneurial career or

the development of an effective and efficient enterprise.
Current research expresses that universities need to move on in their
thinking and development and move on from the traditional, historical
university, steeped in research. Frade advocates that entrepreneurship is
an absolute necessity and that:
it is impossible for the universities to stay out of the creation of wealth or they
cease to exist. Many factors improve entrepreneurship in the education system.
Research into new methods of teaching is essential and I am sure there is not
just one way of improving entrepreneurship. (2003, p. 172)
The infamous question ‘What is an entrepreneur?’ has fuelled debates con-

cerning entrepreneurship as an academic discipline, questioning whether
entrepreneurship can be taught (Hills, 1988), whether universities have
a role in the teaching, development and creation of students as future
entrepreneurs (Williams, 2003), determining whether the purpose of
programmes is to be ‘for’ or ‘about’ entrepreneurship (Levie, 1999;
Handscombe et al., 2005) and debates about differences between learning
for the development of business skills and that of developing creativity,
innovation and risk management (Watson, 2001).
Learning about enterprise and learning as part of the process of becom-
ing an entrepreneur may be a formal, informal or social activity (Rae,
1999; Edwards and Muir, 2005). Social learning (Rae, 1999) is less placed
in the university setting and whilst research has concluded that back-
ground and pre-entrepreneurial learning opportunities have an impact
upon the propensity to become an entrepreneur (Edwards, 2011) little
has been studied about the university role in this context. Universities in
the main have focused upon the first activity (learning about enterprise)
whereby teaching has focused upon the skills and understanding needed
to run a small business – specific skills such as finance, leadership, man-
aging change in larger businesses and more personal aspects of entrepre-
neurial practice (Gibb, 1994). Whilst there is debate as to whether teaching
enterprise should be contained within business schools (Hills, 1988), be a
university-wide initiative, embedded within the curriculum, or facilitated
through a specific faculty/enterprise centre (Matlay, 2005), further discus-
sions as to whether enterprise education (and in this case ‘teaching enter-
prise’) is best offered at undergraduate or postgraduate level have surfaced
but not been expanded (Edwards, 2011) as well as the practicalities of
teaching enterprise:
The tension between the academic and the practical approach is only part of
the story. Many researchers make the case for more flexible teaching methods

that stimulate the real world environment. They recommend learning by doing,
encouraging independence and stimulating students to think for themselves,
thus giving them ownership of their own learning. They also emphasize feelings,
attitudes and values, thereby placing more importance on experiential learning.
(Handscombe et al., 2005, p. 3)
The aforementioned ‘learning by doing’ approach is often within the

remit of ‘informal learning’ (non-accredited/extra-curricular education)
rather than formal (accredited) learning and thus educators exert caution
over developing practical courses as ‘the implications for educational
establishments are how to accredit applied courses?’ (Edwards, 2011,
p. 48; original emphasis). Yet, regarding where and how enterprise educa-
tion is taught, standard university evaluations apply: the focus is upon
the number of students registered for courses, the pass rates and grades
(Ireson et al., 1999).
In summary, universities privilege the development of specific knowl-
edge and skills development for business management. Some enterprise/
entrepreneur education programmes give consideration to the under-
standing of the entrepreneur, entrepreneurial activity, opportunity evalua-
tion and exploitation. On the other hand, less consideration is given to the
development of the entrepreneur as a transformed being, journeying from
roles of student to entrepreneur, through the process of being a potential
entrepreneur and then becoming a practising entrepreneur (Edwards,
2011).
Thus, to return to Williams’s earlier suggestion that enterprise has two
separate meanings in Higher Education: the development of entrepre-
neurial management teams and second that ‘enterprise’ should become
an explicit part of the Higher Education curriculum (2003, p. 155). The
authors concur with Williams that they have separate meanings, however,
in order for universities to create and enable the entrepreneurial journey,
enterprise needs to become a core part of the curriculum that is driven by
entrepreneurial managers (both at directorate level and scheme leader/
module leader level) and thus by implementing and initiating enterprise
education university-wide strategies, such managers need to understand,
support and comply with the following interlinked objectives: (1) the
entrepreneurs’ journey from university to business – strategies for entre-
preneurship for students that wish to exploit the knowledge acquired at
university to start a business; (2) the entrepreneurial journey from univer-
sity to business – strategies to exploit entrepreneurial skills in individuals
with a focus upon employability rather than business start-up. Both objec-
tives are placed under the all-encompassing banner of ‘enterprise educa-
tion’ and recent research by Rae acknowledges that there is an acceptance
that enterprise education is more than running or managing a business and

the trend is moving ‘towards an intersubjectival relevance to a wider range

of study programmes’ Rae (2010, p. 601).
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17. Entrepreneurial learning and the
IBM Universities Business Challenge:
an experiential learning perspective
Wim van Vuuren, Colm Fearon,
Gemma van Vuuren-Cassar and
Judith Crayford*
INTRODUCTION
The development and promotion of entrepreneurship have been stra-

tegic objectives of both the EU and Member State policies for many
years. Key amongst the measures adopted is the building of a stronger
culture of entrepreneurship and entrepreneurial capacities and mindsets.
Education and training are key drivers in this process. Yet evidence
of concerted attempts to establish entrepreneurship firmly within the
structure and practice of national education systems has remained
scarce (European Commission, 2010). The Final Report of the Expert
Group (European Commission, 2008) concludes that the teaching of
entrepreneurship is not yet sufficiently integrated in Higher Education
Institutions’ curricula and highlights the need for more experienced-
based teaching methods, more interactive learning approaches and
multidisciplinary collaboration, as essential elements in building entre-
preneurial skills and abilities.
Industry and government are also calling for better enterprise and entre-
preneurship education within university and Higher Education Institutions
(Smith and Patton, 2011). However, when one examines entrepreneurship
education to date, it has been accused of failing to deliver enterprising and
innovative graduates (ibid.). In addition, there has been lack of sufficient
research concerning the effectiveness and assessment of entrepreneurial
education activities in the literature (Draycott et al., 2011; Jones and
Jones, 2011).
In this chapter, we examine the role of the ‘IBM Universities
Business Challenge (IBM UBC)’, which can be considered the UK’s
premier undergraduate business competition, as an example of an expe-
riential learning environment for nurturing potential graduate entrepre-
neurs. We explore how business challenges such as this one can promote
392
Wim van Vuuren, Colm Fearon, Gemma van Vuuren-Cassar and Judith Crayford - 9781781007013
The IBM Universities Business Challenge 393
e ntrepreneurial and social learning, develop enterprise skills and compe-

tencies, as well as encourage an entrepreneurial mindset. We also discuss
the role of the IBM UBC in emulating a community of practice and reflect
upon the wider nature of entrepreneurial learning achieved.
ENTREPRENEURIAL LEARNING: THE

‘ENTERPRISE’ VERSUS ‘ENTREPRENEURSHIP’
EDUCATION DEBATE
Assessing the role and impact of entrepreneurial learning as part of ‘enter-

prise’ and ‘entrepreneurship’ education has been difficult in recent years
(Pittaway and Hannon, 2008). The confusion over the terms ‘enterprise’
and ‘entrepreneurship’ education has led to much debate in the recent
literature (Jones and Iredale, 2010; Draycott et al., 2011; Jones and
Jones, 2011). Whilst the entrepreneurship education camp has generally
considered entrepreneurial learning to involve ‘acquisition and develop-
ment of the propensity, skills and abilities to found, to join, or to grow a
venture’ (Hamilton, 2011, p. 9), there have also been arguments for fos-
tering stronger enterprise skills and personal development for university
students in a much broader sense. New ideas concerning the amalgam of
entrepreneurial learning and enterprise education must involve more than
just teaching students how to develop new business plans, or create and
manage business start-ups within a business school setting (Crayford et
al., 2012). Deacon and Harris (2011) highlight the problem of definitional
ambiguity between entrepreneurship and enterprise education in rela-
tion to Higher Education (HE) and pedagogy. Jones and Iredale (2010,
p. 10) suggested that enterprise education is more effective at developing
general skills as part of an active learning environment, thus developing
an enterprising individual, whether at home, work, or as a potential future
entrepreneur.
There have also been recent calls from the UK’s National Council for
Graduate Entrepreneurship (NCGE) to help students develop stronger
entrepreneurial mindsets. Taatila (2010, p. 51) noted the attributes of an
entrepreneurial mindset: ‘perseverance, trust, determination, risk man-
agement, a positive attitude towards change, tolerance of uncertainties,
initiative, the need to achieve, understanding of timeframes, creativity, an
understanding of the big picture’.
ENTREPRENEURIAL LEARNING AND ENTERPRISE

EDUCATION
Draycott et al. (2011) consider entrepreneurial learning as a core tenet of

the structure and context of a new type of enterprise education. Recent
developments concerning the ‘teacher–learner’ experience, more general
life skills and good citizenship are understood to be vital elements of the
enterprise education perspective (Jones and Iredale, 2010; Draycott et al.,
2011). In addition, enterprise education has been credited with helping to
move enterprise skills out of the typical business school setting and into
the wider realm of university education, forming a central part of the
employability agenda for future graduates (European Commission, 2008;
Crayford et al., 2012).
Exploring the nature of entrepreneurial learning as part of enterprise
education as a vital social activity is important for exploring future peda-
gogic directions (Smith and Patton, 2011). In the following sections, we
advocate the value of social learning and specifically the role of business
challenges as a pedagogic vehicle for developing entrepreneurial learning
in an environment that emulates the real-life experiences of the potential
entrepreneur.
ENTREPRENEURIAL LEARNING AND BUSINESS

CHALLENGE COMPETITIONS
There are increasing calls for a better understanding of entrepreneurial

learning within social learning contexts (Cope, 2005; Hamilton, 2011).
Based on ideas from situated learning theory (Hamilton, 2011), experi-
ential learning takes students out of the classroom in order to develop
core skills, experiences and personal development in an action-oriented
environment. Situated learning theory helps us examine the impact of
social and action-oriented contexts for promoting entrepreneurial learn-
ing together with implications for teacher–learner interactions and future
pedagogy. We use a situated learning theoretical lens, along with the expe-
rience of the IBM UBC, to examine the nature of entrepreneurial learning
and evaluate critical incidents from the participant (learner), as well as
teacher (facilitator) perspectives.
Business challenge competitions have been cited as useful mechanisms
for nurturing ideas, talent and future entrepreneurs (Russell et al., 2008;
Jones and Jones, 2011). They help foster key enterprise skills, knowledge
development, team building, mentoring, as well as, student/graduate
competencies (Atchison, and Gotlieb, 2004; Der Foo et al., 2005; Russell
et al., 2008). In terms of entrepreneurship education, business challenges

enable a focus on: a structured knowledge base, with rich feedback from
entrepreneurs and judging panels; the development of business planning
skills as part of a shared and learned activity; interaction with other stake-
holders, investors, partners and clients; and emulating the real world and
life experiences of potential future entrepreneurs (Jones and Jones, 2011).
SOCIAL NATURE OF ENTREPRENEURIAL

LEARNING
If we study how entrepreneurs learn, then better judgements can be

made about the effectiveness of pedagogy (Pittaway and Cope, 2007).
Increasingly, entrepreneurial learning focuses on understanding the
impetus for cognitive action, as well as learning through shared experi-
ences and personal development through reflection and discussion (Cope
and Watts, 2000). There is an emphasis on learning from real-life experi-
ences (Rae, 2000), in conjunction with problem solving, as well as risk and
opportunity taking to help nurture real-world knowledge and skills (Cope,
2005; Pittaway et al., 2009). The literature often examines activities of stu-
dents and combines this analysis with reflective research (Nikolou-Walker
and Garnett, 2004). In the following sections there is a discussion concern-
ing the role of the IBM UBC on entrepreneurial and social learning based
on findings and reflections from recent exploratory research carried out
in 2012.
RESEARCH DESIGN AND METHODOLOGY
Pittaway et al. (2009) discussed at length the role of entrepreneurial learn-

ing and the National Council for Graduate Enterpreneurship (NCGE)
learning outcomes framework (see Box 17.1). Based on an analysis of over
40 focus groups in conjunction with the NCGE’s entrepreneurial learn-
ing outcomes framework, a reflection and examination in the context of
enterprise education was conducted. The authors (ibid., p. 76) noted: ‘The
eight areas [within the NCGE’s entrepreneurial learning framework] as
presented reflect changes in behaviours, empathy, values, motivations,
awareness, competencies, venture creation knowledge and ability to
manage relationships’.
Pittaway et al. (2009) used the framework (see Box 17.1) alongside
the ISBE (Institute for Small Business and Entrepreneurship) confer-
ence (2005) as a guide for brainstorming sessions among academics,
BOX 17.1 NCGE’S ENTREPRENEURIAL

LEARNING OUTCOMES FRAMEWORK
Key elements:
1 Entrepreneurial behaviour, attitude and skill development

(Key entrepreneurial behaviours, skills and attitudes have
been developed)
2 Creating empathy with the entrepreneurial life world
(Students empathize with, understand and ‘feel’ the life-
world of the entrepreneur)
3 Developing key entrepreneurial values (Key entrepreneur-
ial values have been inculcated, e.g., strong sense of inde-
pendence and ownership)
4 Motivation towards an entrepreneurial career (Motivation
towards a career in entrepreneurship has been built and
students clearly understand the comparative benefits)
5 Understanding the challenges of creating and maintaining
businesses (Students understand the process [stages] of
setting up an organization, role of business survival and
helping students handle the challenges)
6 Supporting generic entrepreneurship competencies
(Students have the key generic competencies associated
with entrepreneurship and the generic ‘how tos’ – to find
an idea; appraise an idea; identify key people to be influ-
enced in any development)
7 Students grasping basic business ‘how tos’ (Seeing prod-
ucts and services as combinations of benefits; developing
customer service orientation; pricing; product development
etc.)
8 Managing stakeholder relationships (Students understand
the nature of the relationships they need to develop with key
stakeholders and are familiarized with them)
Source: Adapted from Pittaway et al. (2009).
s takeholders and practitioners using focus groups. Based on this NCGE

framework, we will also be conducting exploratory focus groups and inter-
views that allow students to reflect and discuss their experiences of entre-
preneurial learning in the context of the IBM UBC. The approach (agreed
with Learning Dynamics, the company that designed and delivers the IBM
UBC) is inductive in nature, similar in this respect to Pittaway et al. (2009).
However, overall we employ a mixed methods approach, combining a
survey of 125 IBM UBC students with evidence from focus groups among
several competition teams, in order to examine and ‘make sense’ of the key
areas of entrepreneurial and social learning identified within the NCGE
framework (see Box 17.1).
CORE TENETS OF ‘SENSE-MAKING’
‘Sense-making’ denotes a noticing or reflecting upon key events and activi-

ties to make sense of a complex of situations, in order to develop experien-
tial learning and make situations more understandable for all participants
(Weick et al., 2005). Sense-making is often guided and informed by one’s
own mental models, based on a participant’s life and social learning expe-
riences to date. Sense-making harnesses mental schemata for identifying
highpoints as forms of participant learning relative to a social context,
for example, when researching students on placement, or reflecting upon
employee learning in the workplace (Walmsley et al., 2006; Shafari and
Zhang, 2009). Sense-making also allows participants to develop new
learned behaviours as response strategies in decision-making situations
(Weick et al., 2005; Walmsley et al., 2006). However, sense-making is
not so much about devising new interpreted frameworks (in a research
context), as developing an interpreted or socially constructed understand-
ing, based on post hoc reflections about what has happened within a learn-
ing situation from the participants’ perspective, in order to develop and
learn strategies for similar situations in the future (Rae, 2005; Walmsley
et al., 2006).
Therefore, sense-making uses conversation and knowledge sharing
to integrate intended cognitive actions with trusted mental frameworks
and knowledge, thus co-managing retrospection with a desire for future
action, as they duel in a reflexive context. This often involves the breaking
down of existing mental frameworks and rebuilding them in a flux process
of assimilation and new social learning (Weick, 1995; Weick et al., 2005).
Frequent oral and written communication within a social setting such
as IBM UBC can stimulate knowledge sharing and learning exchanges
concerning important contextual events. Weick’s naturalistic approach
to sense-making (Weick, 1995; Weick et al., 2005) and application of
narrated social construction is particularly useful, especially as it is funda-
mentally grounded in the data (Parry, 2003), thus uncovering the dynam-
ics of entrepreneurial learning (Pittaway and Cope, 2007).
The discussion of findings in this chapter is also based on interpreting

comments and findings from an exploratory survey (similar to Russell et
al., 2008; Jones and Jones, 2011), as well as combining reflections from
several focus groups, to better understand the wider process of entrepre-
neurial learning and social learning in the context of the IBM UBC as a
competition. Constructing a sense-making narrative using these findings
is useful because it allows organizers and participants to better understand
the dynamic nature of entrepreneurial learning, which is similar to other
recent entrepreneurship studies that use sense-making as a methodology
(Rae, 2000, 2009; Mills, 2011), with the exception that we also incorporate
additional survey findings for triangulation. Given the paucity of exist-
ing research concerning the role of entrepreneurial and social learning in
the context of UK business challenge competitions, sense-making in this
instance enables a useful macro-analytical approach for building upon
exploratory research.
AIM OF THE STUDY AND RESEARCH QUESTIONS

ASKED
No new frameworks are developed as part of this exploratory research.

Instead the aim has been to draw upon key aspects of the NCGE’s existing
research framework (see Box 17.1) and develop insight for further investi-
gation and potential avenues for related future research.
Based on Pittaway et al.’s (2009) framework, examples of research ques-
tions asked in the survey and during focus groups include: ‘What were
the main reasons for students joining the IBM UBC?’, ‘Has the Business
Challenge Competition helped gain insight into the experiences of real-life
entrepreneurs, or create empathy for an entrepreneurial life?’, ‘How has
the competition helped students understand stakeholder relationships, or
work as part of a team?’ We also examine the extent to which the IBM
UBC has helped students understand and empathize with the values and
attributes required for becoming an entrepreneur, or indeed, a professional
person. Finally, we ask about future career intent and discuss if the com-
petition has made students think seriously about an entrepreneurial career.
DISCUSSION OF FINDINGS
The findings cover phase one of our exploratory study based on results
from a combination of survey results and findings from focus groups from
IBM UBC (2012). Drawing on NCGE’s framework (see Box 17.1) and the
questions above, we attempt to simply ‘let the data speak’. The intention
again is to draw reflections from focus group narrative in conjunction with
analysis of relevant survey findings. A number of reflections and discus-
sion points for entrepreneurial learning are subsequently discussed in light
of the latest relevant literature and the NCGE framework (see Box 17.1),
culminating in suggestions for further research.
Background Profile of Respondents from the IBM UBC (2012) Survey
The IBM UBC is now in its fourteenth year, with 304 teams participating
from 75 faculties of 68 universities. One hundred and twenty-five student
respondents completed the online questionnaire (58 per cent male and 42
per cent female). Regarding background characteristics, 57 per cent of
respondents had been studying general Business and Management, 22 per
cent of respondents Finance, Accounting and Financial Management, and
12 per cent Economics and Mathematics.
The majority of students (41 per cent) were in year two of their degree
programme, 22 per cent were in year three (final year) and 12 per cent
were in year four (final year). In terms of progression, 46 per cent reached
round two of the competition (semi-finals) and 14 per cent reached round
three (the grand final). Fourteen per cent of respondents had competed in
the IBM University Business Challenge (UBC) competition in a previous
year, but for the majority of students (86 per cent), it was their first experi-
ence. In a related question, 14 per cent of respondents had also taken part
in other university business challenge competitions at the time of complet-
ing the current survey.
In terms of other interesting background/profile characteristics, whilst
only 10 per cent of respondents stated they had previous experience of
running their own business before joining the IBM UBC, 46 per cent of
respondents had also indicated they were considering starting their own
business. In terms of family background, 29 per cent of respondents’
parents ran their own business.
What were the main reasons for joining the IBM University Business
Challenge? When asked about reasons for participating in the competi-
tion, the highest numbers of respondents agreed, or strongly agreed with
the following benefits:
● adding the experience to student’s curriculum vitae (94 per cent);

● improving employability skills (90 per cent);
● gaining a wider understanding of business (90 per cent);
● testing one’s own capabilities (91 per cent);
● and getting an opportunity to meet real businesses (75 per cent).
Other reasons included: considering it would be fun (52 per cent) and
meeting students from other universities (46 per cent). Comments from
one focus group shed greater light on reasons for student participation in
the competition:
I think we knew previously the university had gone into the competition . . .
and I think for me it was something to add to your CV, and because you knew
it was a competitive environment, having something extra on your CV is a
positive.
Most of the groups cited employability and the learning experience as

major reasons for taking part in the competition. Interestingly, reflections
also very much highlighted the importance of the social side of the learn-
ing experience:
I think it was pretty much the same as Jack; I don’t generally get involved in the
social side of university just because of commitments outside of it, so something
social within the university that relates to the area I’m studying and something
again to put on CVs when looking for jobs and I suppose it’s the overall experi-
ence of taking part and getting to know more people like James and Jennifer
who I hadn’t met before is really important. [Note: names of participants have
been altered]
Entrepreneurial Behaviour, Attitude and Skills Development
From the survey it was clear most students either agreed, or strongly
agreed that the IBM Challenge helped gain an insight into the life of entre-
preneurs, as well as the skills and attitudes required to be an entrepreneur.
Most respondents also agreed that the competition helped develop their
overall entrepreneurial skills and abilities (Figure 17.1).
This was an important finding and fundamental to the value of entre-
preneurial learning within the IBM UBC setting (based on the NCGE
entrepreneurial learning outcomes framework; see Box 17.1). From the
responses to the open-ended responses to the survey, and reflections on
the competition, further insight revealed the interconnectedness of skills
development in terms of ‘grasping the business basic how-tos’ (Box 17.1)
in a dynamic learning context:
It showed us how to run our own business . . . there are a lot of things you need
to consider in the Challenge, if you spend a bit more on advertising and market-
ing that makes a difference, it increases your awareness, so it’s not just based
on price only or the product itself, there are actually other things surrounding
the products that you need to consider, that are important as well, if you want
to be successful.
70
Helped me to gain insight
into the experiences of real
60 life entrepreneurs
Helped me to understand the
50 personal skills and attributes
I need to be successful as an
entrepreneur
40
Helped me to develop my
entrepreneurial skills and
30 abilities
20
10
0
Strongly Disagree Neither Agree Strongly
disagree disagree nor agree
agree
Figure 17.1 Contribution to entrepreneurial learning
Pittaway et al. (2009) suggested that an effective entrepreneurial learning

outcomes framework must be action-oriented and that critical learning
events are important, thus allowing transformative learning to occur.
Many of these aspects are present in the IBM UBC, not least the element
of social competition among participants, who actively become aware of
the need to compete in order to win, or at the very least, progress to the
next stage of the competition:
At the start, from my perspective, I came in with quite a frivolous attitude and
I didn’t really take the UBC very seriously and it was spearheaded by the rest
of the guys, but once we did get into the semi-finals, and thinking that we could
actually have a chance, I took an interest in it and I think at the semi-finals we
found we worked really well as a team.
Creating Empathy with the ‘Entrepreneurial World’
The emphasis on real-life learning and emulating the periphery of a com-

munity of practice is a key element of IBM UBC. A key part of this is
the development of an integrated and complex social learning situation
that attempts to create dynamic learning through social interactions,
emotional experience and reflexive support (Hamilton, 2011). One of the
participants reflected on the complexity of the social learning environ-
ment created:
We can compare UBC to [other simulations], where the concept of internation-

alism is truly experimented, or rather applied in simulated business scenarios.
UBC works on a multitude of facets that, in effect, allows you to go through the
essential steps to get you prepared for the real world. The thought of interacting
with teams of various intellectual levels (in latter rounds) is what intrigues us,
and we believe that this is vital for the simultaneous development of our skills.
[Group 2]
The ‘emulation capacity’ (Fearon et al., 2012) within a community of

practice arises from the interaction of a variety of components that
make up a social learning situation. Emulation helps bring students as
new entrants, or ‘novices’ from the periphery towards the centre of a
community of practice through a process of ‘local’ and ‘global’ inter-
actions, as part of an evolving joint enterprise (Wenger, 1998, 2000).
Emulation is also informed by the situated nature of new learning
environments, that is, the process of interweaving individual and group
learning experiences within different and challenging social settings
(Altrichter, 2005; Fearon et al., 2012). This can be illustrated through
the views of a participant:
The format of the competition, where a different company sponsors each round
will expose us to different industries and further our understanding of the cor-
porate environment. Also it allows us to network with senior figures and ask
questions of potential employers.
We argue, in terms of social learning, that the emulation effect of a busi-

ness challenge competition helps build ‘social containers’ (Wenger, 2000)
of tacit knowledge that can be harnessed by individuals, or team members
within the competition, as part of that legitimate community of practi-
tioners (Altrichter, 2005). Complex business simulations and scenarios
can then be dealt with effectively in a socially situated learning environ-
ment. This is demonstrated through the reflections of various focus group
participants:
It’s the closest you probably can get without actually going to work in a
business, because there’s decisions that you’ve got to make and they’ve got
repercussions, so with no risk it’s probably the closest you’ll get to a business
situation, which was quite good.
It really gave an opportunity for us to put ourselves in the shoes of like corpo-
rate people actually going through it day-in/day-out . . . just like to put yourself
in one of these companies and experience what they go through, and again just
something different, a lot of team work and involvement with other people that
you just meet upfront and just getting to bounce off other people’s ideas, and
establish your communication and social skills.
Whilst there are many complexities associated with developing and

measuring entrepreneurial learning, the role of community of practice as a
lens on empathizing with the life of the entrepreneur is becoming increas-
ingly important (Hamilton, 2011).
Key Entrepreneurial Values
Embedded in the various scenarios, action-oriented learning stems directly

from engagement through negotiating, influencing and decision-making
as part of the situational context in each of the simulations. As each
round progressed, the stakes became higher and the intensity of social
competition increased between the groups. Being able to harness a struc-
tured knowledge base, quickly develop financial strategies, apply intuitive
decision-making skills and engage in necessary risk-taking are all entre-
preneurial qualities, and a key part of entrepreneurial learning associ-
ated with a business challenge/competition environment (Atchison and
Gotlieb, 2004; Russell et al., 2008). Interesting entrepreneurial values were
reflected upon and explicated around the notion of ‘risk’:
I think the main thing for me . . . was I think ‘entrepreneurism is risky’, and like
I said before the risky decision we took paid off and again in the semi-finals we
played quite a risky game in that we were playing a diversification strategy, but
again that paid off as well. So, I think it showed me that in entrepreneurship
you’ve got to take risks . . . that is the main thing!
Sense-making was useful in the understanding of the role of cash in the

competition, how and where it is important:
It basically teaches you, because if you think about what you’re learning, in
theory, in university, but then here you have to apply it and you have to have
some accounting skills and you have to have some knowledge about cash flow.
You actually find out that cash is very important, and you’re not necessarily
being taught about it in lectures . . . but here you see well it’s everything about
cash . . . because you have to apply for loans.
Interestingly, a vital personal quality attribute, which improved for

many during the competition, was self-confidence developed through
experience and participation, as part of a business team:
I would probably say individually, after the whole experience, I probably feel
a lot more confident in my own abilities . . . I know I can be given a situation,
think about it, and make decisions that will give us a good outcome.
This finding was echoed by Russell et al. (2008), who suggested that
motivated by team interaction and mentoring/coaching from tutors,
Made me think about an entrepreneurial career as opposed to a

career as an employee in an organization
45
40
35
30
25
20
15
10
5
0
agree
Figure 17.2 Impact on entrepreneurial intent
s elf-confidence grew along with a greater sense of achievement and effi-

cacy for students. The role of a social learning environment and nurturing
of self-efficacy approaches towards inclusive learning are important in
enabling a sense of joint purpose in a community of practice environment
(Hamilton, 2011).
Motivation Towards an Entrepreneurial Career
The enterprise skills gained during IBM UBC could equally apply to
future corporate and professional careers, as well as entrepreneurial ven-
tures. Therefore, disentangling social learning for general employability,
as opposed to intent to have an entrepreneurial career, is difficult. The
survey also highlighted conflicting results on this issue (Figure 17.2).
When directly asked the question: ‘Has the competition made you think
seriously about an entrepreneurial career, as opposed to a career as an
employee?’, an interesting discourse developed between two focus group
members, possibly depending on the viewpoint of each participant, and
their understanding of the term, ‘entrepreneurial career’:
I don’t think I got too much entrepreneurial stuff out of it, because the way it
was designed . . . like we’re trying to impress those companies basically, in order
for us to get a job in those companies, so that’s the way I saw it . . . I didn’t see
it as them giving us the skills to do what we want, they’re trying to see skills that
they want, so we can apply for their jobs.
Adding to what Chris was saying, I haven’t been an entrepreneurial guy,

but I think I agree with him in the sense that it gave us confidence, to think
ok – I know it was a simulation – but we can actually make decisions that
will positively affect the business and we, sort of our reasoning, if you want
to start you own business, you’ve got confidence to undertake something.
We’re working as a team but when you pitch your ideas to each other, and the
vision of the business or where you want to go, probably you got that from
this Challenge.
Whilst there is considerable evidence supporting entrepreneurial learn-

ing and development of enterprise skills, establishing the extent to which
the IBM UBC and other business competitions contribute to wider entre-
preneurial intent would arguably be difficult to achieve. It may be more
prudent to state that the emerging evidence suggests that business compe-
titions such as the IBM UBC are likely to contribute to enterprise skills
development. However, further empirical research is required.
Supporting Generic Competencies and Grasping the Basic ‘How Tos’
Similar to Pittaway and Cope (2007), there are arguments that support
an action orientation for entrepreneurial learning. There was strong
reflection on the value of the financial, strategic and marketing skill sets
acquired, as well as the value of simulation in a social environment that
mimicked real-life trading:
There were a lot of external influences, so say every trading period you get like
a scenario update about the environment, like predictions, and trends. In class
you don’t really get that. There’s not much about an external environmental
influence on your work that you’re doing, so you don’t base kind of group work
and all that kind of stuff or decisions that you make in the group on what’s
happening on the outside, it’s quite interior, so the IBM Challenge helped us to
kind of take an external trend and then apply our strategy to it.
What came across in an emerging narrative was the sense of lived

experience required for entrepreneurial learning (Rae, 2000, 2009;
Rae and Carswell, 2000). In addition, a sense of emotional learning
(Pittaway and Cope, 2007), learning and fun in particular, were frequent
reflections:
It was good fun, enjoyed being in my team. This competition has taught me
many things and I am aware of the financial side of the business better than
before.
Being part of the social environment and business team has also helped
develop and reinforce skills and identity in the learning group:
Yeah, that was just a good experience to meet new people and just kind of con-
solidate those skills socially.
That was actually quite interesting how we came together as a group, because
we didn’t know each other . . . not everyone knew each other before, for
instance I knew Gemma and I knew Sue, but I didn’t know Bob and Stacey,
while Sue knew Bob and Stacey. So Anneka and I, we said well we should do
this IBM Business Challenge and so Sue said well I know two good people who
would like to participate as well and I said well I know a very good person as
well for whom it would be interesting and so we mixed together and we didn’t
even have an initial meeting because it was quite early in the beginning and
everyone was quite spread out.
Similar to other studies (Russell et al., 2008), being part of a UBC team
helped encourage a sense of participation and engagement:
I found, when you sometimes work in a group at university, not everyone’s

totally committed to doing something, whereas the nature of the competition
is that people have applied for it from all over the university, so already they’re
showing willingness to take part in it . . . and working with a team that wants
to do well, and take part.
Based on community of practice ideas (Wenger, 2000; Hamilton, 2011),

legitimate participation, leveraging social capital and ‘esprit de corps’
become important aspects in renegotiating the fabric of joint enterprise
and entrepreneurial learning:
If someone’s struggling with it then you actually get the chance to say . . . well
actually this bit goes there, and that bit goes here and that helps with this, it’s a
just a lot more friendly place to learn, rather than being put on the spot going,
oh, I don’t know.
Specific skills and competencies included decision-making and influenc-

ing skills within a dynamic learning setting are particularly important for
entrepreneurial learning (Cope and Watts, 2000; Cope, 2005; Russell et
al., 2008):
I think what is also quite interesting is that you’re doing something, you’re
gathering information, you’re making decisions because the normal studying
does not involve decision making . . . but here you have to gather your informa-
tion, you have to discuss it, you have to make decisions, and then you actually
see the outcome of your decisions, so that is something which you don’t have in
your normal student life.
For a small number of students, it was their second time in participating

in the IBM UBC. For others, they heard about the experience within their
university from previous students and staff members:
From speaking to previous students who took part in this Challenge, we learned
that it is an exciting, realistic and fun way to gain an incredible insight into the
running of a business and a practical way to apply our theoretical knowledge.
The fact that all of the students we spoke to had positive experiences to share
adds to our eagerness to participate.
Within the group, we have experienced similar challenges such as the ABC
scheme providing us with additional experience relevant to the competition.
The willingness of students to participate twice, or enter into multiple

competitions helps the process of spreading general enthusiasm, legitimiz-
ing business competitions as a valued form of entrepreneurial learning and
enterprise education.
Managing Stakeholder Relationships – Interaction Between International

Teams
Whilst the IBM UBC was based on the participation of leading UK uni-
versities, the actual composition of team members and nature of business
scenarios were international and global in nature. The international make-
up of team members and the social learning context a business challenge
competition provides is important. Intercultural negotiation and student
participation helps emulate a sense of international cooperation and
develop experiences of working with different people in different ways:
It was also nice to have such an international team, because there were some
teams they just applied with only Germans, or only the one nationality . . . and
I wanted to be in an international team.
We are a diverse group of individuals with complementing skill sets ranging

from organizational skills to leadership qualities. Having come from different
cultural, religious and ethnic backgrounds, we are confident we can adapt our
business ideas globally.
The unified structure of our team, which stems from multiple nationalities,
gives us a good opportunity to network with our colleagues/competitors, and
real world consultants. It is exciting to be competing with students who just
might be future financial moguls.
Team structures are important for entrepreneurial business competi-

tions, as more diverse team memberships lead to greater access of ideas
and information (Der Foo et al., 2005). An innovative and entrepreneurial
mindset must become increasingly global, and the intercultural commu-
nity of practice ethos most Higher Education students are now operating
in, must reflect dealing with greater cultural diversity.
DISCUSSION: IMPLICATIONS FOR

ENTREPRENEURIAL LEARNING AND PEDAGOGY
The following sections recognize and discuss the need for understanding
pedagogical advances in entrepreneurial learning and business competi-
tions, as part of a possible wider research agenda.
Towards a Complementary ‘Blended/Reflexive’ Approach
There are implications for developing a co-learning pedagogy and

entrepreneurial learning approach where both participant and educator
both learn together. We draw upon the work of Hannon et al. (2005)
and recent work of Deacon and Harris (2011), who suggest working
with the lecturer as facilitator/mentor and using a team approach for
entrepreneurial learning. Business challenge competitions are develop-
mental and provide a useful research context for unpicking the social
dynamics of entrepreneurial learning. The idea of blended pedagogy
uses a mix of methods to create a ‘specialist learning environment’ (van
Tassel-Baska, 1994; Deacon and Harris, 2011). Social entrepreneurial
learning is thus strengthened through socialization, reciprocal exchanges
and team bonding among the student participants during key team
activities, which was evident from the IBM UBC (2012) study already
discussed.
There is also further reflexive support and reciprocal exchanges from
tutors who nurture through periods of reflection in order to support fledg-
ling ideas, new skills and personal development. Gibb (2011) interestingly
examines the role of ‘personal entrepreneurial educator capacity’ within
traditional entrepreneurial education settings, suggesting that tutors may
have little power, or resources to animate, or make things happen within a
traditional classroom. Perhaps business challenge competitions can offer
something different, a complementary approach, by nature of learning
context and a wider social environment for students to participate and
interact.
Towards Reflexive Complementarity
From the survey, it was evident that a majority of respondents believed

that the IBM UBC provided a learning experience that could not be
achieved in the classroom alone. There was also a perception that UBC
complements existing skills and learning already being taught in class
(Figure 17.3).
The complementary sense of learning from enterprise courses at univer-
70
The IBM UBC provides a
learning experience that
60 cannot be achieved in class
50 The IBM UBC provides a

learning that complements
what is taught in class
40
30
20
10
0
agree
Figure 17.3 Complementing class-based learning
sity and the perception of applying entrepreneurial learning in a socially

situated learning context was evident:
I think this is why we’re saying it complements the course nicely, because this
comes up so much across all of the business strategy and entrepreneurship
modules, it’s the core really, so that’s why I think it’s a very positive experience
and it fits very nicely with our course.
It’s a lot more practical, hands on, rather than just sitting in a classroom going,
oh well this theory you can add to this, and that goes to there, it actually helps
you understand what you’re doing it for.
However, the sense of reflexive support and facilitation from tutors was
also clearly evident:
I think it’s nice to know, with a class your lecturer, or seminar leader actually
has to be there . . . with the IBM Challenge we had sort of dedicated lectures
and people like Jane Doe, were just there if we needed them, and we could
say . . . ‘Could you help us?’
NEW DIRECTIONS FOR RESEARCH AND

PEDAGOGY
More empirical case-based research is required to examine the role of

business challenges through the lens of entrepreneurial communities of
practice, which would be useful for establishing a more comprehensive

understanding of entrepreneurial learning from a socially situated learning
perspective (Gibb, 2011; Hamilton, 2011). Whilst of interest, there are still
many weaknesses with the application of a ‘communities of practice’ ethos
to entrepreneurial learning, not least a lack of understanding of the power
mechanisms associated with the process of ‘legitimacy’, for example,
when deciding who can and should participate in UBC teams, negotiat-
ing member roles and influence within the team and wider competition
community. In addition, there is an argument that stable communities of
practice and competition teams can provide a powerful mechanism for
replication and entrepreneurial learning, but over time learning may in
fact become static and the tacit knowledge base become too structured.
A weakness of legitimized and stable communities of practice is the lack
of flow, regarding new ideas, or member turnover, which can contribute
to an overall loss in the transformative and entrepreneurial learning capa-
bility of the participating teams and wider community (Roberts, 2006;
Hamilton, 2011).
Also of interest is Gibb’s (2011) recent research regarding the
International Entrepreneurship Educators’ Programme (IEEP), a UK-
based programme focused on staff in Higher Education and Further
Education. Developed under the umbrella of two key UK organiza-
tions, NCGE and the Entrepreneurship Educators UK, the programme
originally sought to widen entrepreneurial education in a cross-university
developmental context. This may be a useful thread of research from a
policy perspective to examine the wider trends in co-pedagogy and educa-
tor development in the UK. Matlay and Carey (2007) performed a similar
study that was useful from a longitudinal perspective and perhaps it is
time to carry out further work to establish what is happening in terms of
entrepreneurial education initiatives among leading UK and international
universities.
Gibb (2011) also discusses possible futures for entrepreneurship
education and makes worthy suggestions for entrepreneurial pedagogy
including the greater promotion of social interaction and reciprocal
exchange (Bandura, 1977) as well as social learning through communi-
ties of practice. He also suggests a greater understanding of the cona-
tive and cognitive aspects of personal development. Furthering Gibb
(2011) and indeed Bandura’s ideas, we suggest that more research on the
role of social interaction and reciprocal exchange for promoting both
self- and group efficacy as part of entrepreneurial learning may also be
a useful thread of future research, especially within a university busi-
ness challenge setting, from social constructionist and human agency
perspectives.
CONCLUSION
There have been increasing calls for further research into the contribu-
tion of business challenges, social learning and entrepreneurial learning
for understanding pedagogic development from the student perspective
(Jones, 2010; Jones and Jones, 2011). We are arguably at a turning point
within entrepreneurial education, with less funding resources and a greater
emphasis on developing inclusive, integrated approaches to pedagogy, as
well as the need for evaluating impact, and devising usable mechanisms for
assessing entrepreneurial learning outcomes (Pittaway et al., 2009; Jones
and Matlay, 2011).
Given the paucity of existing research, the exploratory study of the
IBM UBC (2012) represented an opportunity for educators and students
to reflect and speak about the role of business challenge competitions
for entrepreneurial learning as well as implications for entrepreneurial
education. These discussions highlighted the value of business competi-
tions as an experience-based form of entrepreneurship education. The
majority of the respondents believed that the IBM UBC helped develop
their overall entrepreneurial skills and abilities, and that it provided a
learning experience that could not be achieved in the classroom alone.
They also stated that involvement in the competition got them as close
as possible to running a real business in a safe and controlled environ-
ment and therefore helped to emulate communities of practice (Fearon
et al., 2012).
These findings support calls from policy-makers (European Commis-
sion, 2008, 2010) to make experiential learning methods such as business
competitions an integral part of the curriculum, as opposed to an extra-
curricular ‘add-on’, in order to develop entrepreneurial skills and abilities,
raise entrepreneurial awareness and promote self-confidence and inde-
pendence. Embedding business competitions in the curriculum also sup-
ports the employability agenda, as it provides students with an experience
to evidence learning of key skills and abilities.
Finally, the results strengthen the call for crossing boundaries and
multi-disciplinary collaboration, taking business competitions beyond
the typical business school environment and inviting participation
from students across the university. More diverse (international) team
memberships lead to greater access of ideas and information, helps
emulate a sense of international cooperation and intercultural nego-
tiation, and develop experiences of working with different people in
different ways.
NOTE
* The authors would like to thank Peter and Deborah Cardwell of Learning Dynamics for
their support in this research project.
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18. Where do academic entrepreneurs locate
their firms? How to access the
development of entrepreneurship
education at university level*
Christos Kolympiris, Nicholas Kalaitzandonakes
and Ken Schneeberger
INTRODUCTION
University faculty members who engage in entrepreneurial activity mainly

via firm creation are crucial to the effort of the entrepreneurial univer-
sity in narrowing the gap between academic science and commercial
applications. Accordingly, a considerable body of literature has studied
these so-called academic entrepreneurs by focusing on research that
has largely revolved around two general lines of inquiry: first, which
academic scientists start a firm and what are the specific personal and
contextual characteristics (affiliated university, social norms etc.) that
influence such entrepreneurial behaviour; and, second, how academic
entrepreneurs balance their academic- and business-related responsibili-
ties (e.g., Stuart and Ding, 2006; Jain et al., 2009; Krabel and Mueller,
2009; Landry et al., 2010; Lam, 2011). This literature has advanced new
knowledge that, for instance, highlights the impact of intellectual capital,
workplace attributes, prior career experience and the availability of finan-
cial resources in determining whether a given academic scientist decides
to enter entrepreneurship and meet both academic and business duties
(Shane and Khurana, 2003; Zucker et al., 2002; Landry et al., 2006; Stuart
and Ding, 2006).
What has gone largely unexamined in the relevant literature is where
these faculty members choose to start their firms. Academic entrepre-
neurs typically start their firms from research that originated at university
premises. However, it is not clear that such firms are always located close
to the affiliated university. Indeed, a significant percentage of spin-offs,
not necessarily from academic entrepreneurs, locate far from the parent
organization (Egeln et al., 2004; Berchicci et al., 2011). In fact, in one of
the few studies that focused on the firm location choice of academic entre-
preneurs, Audretsch and Stephan (1996) reported that for their sample of
414
Christos Kolympiris, Nicholas Kalaitzandonakes and Ken Schneeberger - 9781781007013

Where do academic entrepreneurs locate their firms? 415
university-based firm founders over 40 per cent started their biotechnol-

ogy firms at a distance from their academic institution.
Upon reflection, such statistics may not be surprising. Given their high
human capital and expertise, local firm creation is only one of the many
options for academic entrepreneurs and their firm location choice is likely
influenced by personal, environmental and institutional factors. On one
hand, academic entrepreneurs may be inclined to start their firm locally to
ensure close proximity to their academic duties and maintain their social
ties (Dahl and Sorenson, 2012). On the other hand, they could be moti-
vated to start their firms outside their current location when proximity to
larger specialized labour pools, venture capital pools or agglomerations
of similar firms can improve their chance of success (Zucker et al., 1998,
2002; Egeln et al., 2004; Kolympiris et al., 2011). Indeed, some of those
factors, such as venture capital, have been found to attract firms to their
locations (Samila and Sorenson, 2011). Hence, the academic entrepre-
neur’s firm location choice maybe a complex decision that depends on a
number of potentially counteracting factors.
Prompted by such considerations, in the present study we analyse the
firm location choice of academic entrepreneurs employing a case study
design. Sixteen in-depth interviews with US-based academic scientists
who started life sciences firms from 1996 to 2008 allow us to provide novel
insights in the factors that shape the decision of faculty members on where
to locate their firm. Insights that derive from asking academic entrepre-
neurs not only what factors contributed to their firm location choice but
also on the relative weight that each relevant player (academic scientist,
funding sources etc.) had on that decision.
Our interest in the question at hand is, primarily, motivated by the
complexity of factors that can influence the firm location choice of a
given academic entrepreneur. However, addressing that complexity goes
beyond academic curiosity. Many universities in the USA and elsewhere
have embraced a fourth mission besides research, teaching and service;
that of local economic development (Goldstein, 2009; Atkinson and
Pelfrey, 2010). Newly founded firms that originate from university-based
research tend to bring about benefits to the regions that host them such as
increased employment and value creation (Chrisman et al., 1995; Huggins
and Cooke, 1997; Etzkowitz et al., 2000; AUTM, 2001; Goldstein and
Renault, 2004; Shane, 2004; Bramwell and Wolfe, 2008) perhaps because
they tend to exhibit more persistent periods of success when compared to
non-university-based ventures (Dahlstrand, 1997; Mustar, 1997; Nerkar
and Shane, 2003; Degroof and Roberts, 2004; Shane, 2004).1 In fact,
the likelihood that such firms indeed experience long-term success is
often heavily determined by the different kinds of support (provision of

laboratory facilities, access to research equipment, consultation on intel-

lectual property issues and the like) provided by the affiliated institution
(Steffensen et al., 2000). Accordingly, the relationship between universities
and their role in promoting firm creation has strengthened over the years
and by extension understanding the factors that shape the firm location
choice of academic entrepreneurs can inform policy-makers, university
administrators and other interested parties as to the measures they need to
devise and implement in order to promote local firm creation and accord-
ingly allow the entrepreneurial university to act as a local growth engine.
We proceed with the rest of the chapter as follows: in the next section
we review the relevant literature on the factors that affect firm location
choice. In the third section we outline our methodology and in the fourth
we present our results. In the fifth section we summarize and conclude.
BACKGROUND LITERATURE
Starting from the premise that location is a key determinant of the success
rate of newly founded firms (Decarolis and Deeds, 1999; Fotopoulos and
Louri, 2000; Strotmann, 2007) a number of researchers have sought to
explain observed start-up rates or the probability that a given entrepre-
neur starts his or her firm at a certain location. This research has grown
around three main traditions: the neoclassical, the institutional and the
behavioural (Hayter, 1997). In the neoclassical tradition the behavioural
postulate is that economic agents choose the location that they expect will
maximize their net profit. Accordingly, the analysis typically focuses on
the effects of regional characteristics, such as agglomeration externalities
and proximity to customers, which minimize transportation and other
costs and advance the firm’s efficiency often through knowledge spillovers
(Guimarães et al., 2000; Figueiredo et al., 2002; Audretsch et al., 2005).
Works in the institutional tradition also place their attention on regional
characteristics but more so on those that allow the development of net-
works of economic relationships among closely located organizations.
Such characteristics may involve taxes, local wages or other factors that
form the regional economic environment and provide monetary gains
that may assist the formation of sustained supplier and client networks
(Carlton, 1983; Bartik, 1985; Coughlin et al., 1991; Glaeser and Kerr,
2009). Finally, the starting point of research in the behavioural tradition is
that the preferences of the individual shape the firm location choice. In this
vein, the focus is on the characteristics of the individual such as age and
previous experience that are expected to influence his or her preferences
(Wright et al., 2008; Dahl and Sorenson, 2012). Collectively, research in

all three traditions has shown that agglomeration effects, desire to stay
close to family and friends, ability to exploit financial opportunities as well
as entrepreneur-specific considerations are among the key drivers of firm
location (Deeds et al., 2000; Figueiredo et al., 2002; Michelacci and Silva,
2007; Dahl and Sorenson, 2009; Arauzo Carod et al., 2010). However, the
above-mentioned research has employed samples that do not focus on
firms founded by academic scientists, which makes it difficult to identify
the factors that shape the firm location choice of academic entrepreneurs.
Consequently, our knowledge on the drivers of firm location by
academic entrepreneurs rests largely upon only a handful of studies
(Audretsch and Stephan, 1996; Zucker et al., 1998; Egeln et al., 2004). The
findings of these studies are generally in line with the insights of the studies
in the neoclassical, the institutional and the behavioural literature on firm
location. More specifically, Audretsch and Stephan (1996) estimated the
probability that the academic scientist and the firm he or she is involved in
share the same location and highlighted the impact of the scientist on loca-
tion choice by reporting that compared to scientists that assume mainly
an advisory role, firm founders are more likely to start their firm locally.
Egeln et al. (2004) stressed the significance of urbanization and localiza-
tion economies when they estimated the probability that a given firm
founded based on public research locates at a distance from the parent
institution. Finally, Zucker et al. (1998) studied the regional start-up rate
of biotechnology firms and demonstrated that academic founders tend to
exhibit a drawing power under which such firms (not necessarily started
by academic scientists) often locate close to where influential scientists are
employed.
There are at least two observations from those studies that we find par-
ticularly interesting. First, these studies do not incorporate simultaneously
the impact of founder and contextual characteristics in the analysis, which
leaves the reader wondering just how the two sets of factors interact and
what weight they carry separately in the firm location decision. Second,
the analyses do not take into account the impact of the funding sources of
the firms started by academic entrepreneurs. This is curious because firms
founded by academic entrepreneurs operate mainly in high-technology
industries where intellectual property is typically easier to monetize largely
because of the close ties between basic research and commercial applica-
tions. It is in these industries and often in those firms that venture capi-
talists and other private investors tend to invest and empirical evidence
suggests that venture capitalists attract firms close to them (Samila and
Sorenson, 2011) mainly in order to better monitor and guide their invest-
ment targets.
Prompted by such considerations in the present research we study the

location choice of firms started by academic entrepreneurs and venture

capitalists. In order to assess how contextual and founder-related charac-
teristics influence location choice we employ a case study design, which we
describe in the next section.
METHODS
To analyse the firm location decision of academic entrepreneurs we inter-

viewed faculty members who had started life sciences firms in the USA.
We focused on entrepreneurs in life sciences because it is a knowledge-
based field with close ties between basic science and commercial applica-
tions (Shane, 2004). Accordingly, many academic entrepreneurs originate
from that field, which then suggests that we target a sample we expect to be
representative in terms of the industry where academic scientists material-
ize their entrepreneurial intentions.
Our sample was constructed as follows: because we were interested in
venture-capital-funded firms, as a first step we sourced the full list of life
sciences firms that received venture capital funds from ThomsonReuters’
SDC Platinum™ Database. This list included 817 firms out of which
315 had an academic scientist and a venture capital firm listed as a (co-)
founder. We visited the website of each of the 315 firms as well as the
websites of the listed founders and venture capital firms to verify that
information and identify the contact information. From the list of the 315
firms we drew a random sample of 100 firms. From the list of the 100 firms
we purposefully selected 30 firms so that we had a sample of firms located
across the country, started at different time periods and being affiliated
with renowned as well as lesser (in terms of reputation) academic insti-
tutions. This purposeful selection was made in order to ensure that our
findings are representative of both rural and urban areas, to time periods
that exhibit different degrees of venture capital activity or opportunities
for communication across space and to academic institutions that offer
varying degrees of academic recognition and accompanying opportuni-
ties. From the 30 initial contacts we were able to conduct interviews with
16 faculty members2 who had started life sciences firms between 1996 and
2008. The initial interviews were conducted by phone, took place between
September 2009 and August 2011 and lasted from 30 to about 45 minutes.
Whenever needed, we had follow-up interviews with entrepreneurs in the
summer of 2012.
As seen in Table 18.1, three of the 16 firms were located in the tra-
ditional ‘biotech hubs’ in coastal cities such as San Francisco, CA and
Cambridge, MA. Four firms were located in (smaller) interior life sci-

ences clusters in Durham, NC and in the vicinity of Denver, CO and

nine firms were located in non-traditional life sciences clusters mainly
in the interior USA in Texas, Colorado and Wisconsin. Four firms were
founded before or in 2000, three firms between 2001 and 2004 and nine
firms after 2004. Approximately one-third of the firms were founded by
academics affiliated with prestigious universities such as Harvard, MIT
and Duke. The average distance between the firm and the university of
the affiliated faculty was eight miles with 14 of the 16 firms located up
to 10.7 miles from the affiliated university and only two firms located at
larger distances. These statistics indicate the general propensity of firms
to be located close to the academic founder. As we explain in the next
section, the notion of proximity can differ across different states in the
USA where, for instance, in rural areas even 20 miles distance is consid-
ered fairly proximate.
At the beginning of each interview the founders were asked to give a
brief history of their company and identify the decision-makers of the
firm location choice. Then, an open-ended question on the reasons that
prompted them to start their firm at a certain location was used as the
primary way to identify what factors shaped that decision. Whenever
more than one reason was provided to explain why a given location was
chosen, we asked academic entrepreneurs to rank these reasons in terms of
importance in affecting firm location choice.
To help entrepreneurs freely address our questions we assured them
that neither their identity nor that of their company would be disclosed.
As such, we proceed with the discussion of our findings in the following
fashion: first, we discuss our general findings that summarize the 16 inter-
views and then we succinctly present three cases that are representative of
the rest. In these cases the names of the entrepreneurs and their companies
are kept confidential.3
RESULTS
General Findings
In all the interviews the interviewees clearly indicated that the location
decision was determined jointly by the academic entrepreneur and the
funding venture capital firm. In particular, while the venture capital firms
often made the final decision, in all the cases in our sample the chosen loca-
tion was within a less than 30 minutes’ drive from the academic institution
where the chief scientist was based. Going back to Table 18.1, even in the
two cases where the distance between the academic founder and the firm

Table 18.1 Firm-specific information and factors undermining the choice

of firm location for academic entrepreneurs
Firm Firm-specific information
Firm city/ Firm Found- Number Affiliated university of the Distance

neighbour state ing year of closest to the firm academic from firm
hood founders firm founder to affiliated
university
(miles)
A Broomfield CO 2005 3 UNIVERSITY OF 20.2

COLORADO DENVER/
HSC AURORA
B Madison WI 2001 2 UNIVERSITY OF 3.2

WISCONSIN MADISON
C Durham NC 2004 2 DUKE UNIVERSITY 9.6
D Cambridge MA 2008 3 HARVARD UNIVERSITY 1.8

(MEDICAL SCHOOL)
E Austin TX 2007 1 UNIVERSITY OF TEXAS 8.7

AUSTIN
F Watertown MA 2005 3 MASSACHUSETTS 3.6

INSTITUTE OF
TECHNOLOGY
G Austin TX 2006 1 UNIVERSITY OF TEXAS 8.7

AUSTIN

Primary and Ranking of reasons for choice of location

secondary reasons
for choice of location
Primary Secondary Prox- Prox- Prox- Prox- Low rent Low Social
reason(s) reason(s) imity to imity imity imity or other rent or bonds
for chosen for chosen academic to to to firms reduced value
location location scientist/ VC labour in the costs of added
founder pool same operations services
indus- at at
try incubator incuba-
tor
Proximity Proximity 1 2 3 4
to to labor
academic pool
scientist/
founder
to to VC
academic
scientist/
founder
Proximity Proximity 1 2 5 3 4
to to VC
academic
scientist/
founder
Proximity Proximity 1 2 3
to to VC
academic
scientist/
founder
to to VC
academic
scientist/
founder
to VC to
academic
scientist/
founder
Proximity Proximity 3 1 5 2 4
to VC to firms in
the same
industry


university
(miles)
H South San CA 2003 3 UNIVERSITY OF 8.9

Francisco CALIFORNIA SAN
FRANCISCO
I Cambridge MA 1999 5 MASSACHUSETTS 1.1

INSTITUTE OF
TECHNOLOGY
J Louisville CO 1996 3 UNIVERSITY OF 26.4

COLORADO DENVER/
HSC AURORA
K Austin TX 2006 2 UNIVERSITY OF TEXAS 8.7

AUSTIN
L Austin TX 2007 2 UNIVERSITY OF TEXAS 8.7

AUSTIN
M Aurora CO 2005 3 UNIVERSITY OF 4.1

COLORADO DENVER/
HSC AURORA
N New York NY 2006 3 CITY UNIVERSITY OF 2.2

NEW YORK


secondary reasons
indus- at at
tor
Proximity Proximity 2 1
to VC to
academic
scientist/
founder
to to VC
academic
scientist/
founder
Proximity Low rent 1 3 2 4
to or other
academic reduced
scientist/ costs of
founder operations
Proximity Proximity 3T 1 3T 2
to VC to firms
in the
same
industry &
Proximity
to
academic
to VC or other
reduced
costs of
operations
to or value
academic added
scientist/ services
founder at
incubator
Proximity N/A 1
to VC


university
(miles)
O Morrisville NC 1999 4 DUKE UNIVERSITY 10.7
P Boulder CO 2000 1 UNIVERSITY OF 1.0

COLORADO-
BOULDER
exceeded 20 miles, the driving time is indeed less than 30 minutes because
the firms are located in geographically widespread cities with strong road
infrastructure where a 20-mile distance is a common commuting distance.
The last seven columns of Table 18.1 include the list and the ranking of the
reasons that academic entrepreneurs mentioned to have influenced their
choice of firm location. We discuss the findings of these seven columns in
the following paragraphs.
In all the cases the primary reason for the choice of firm location was
either the proximity to the VC or the proximity to the academic founder.
In fact, in nine out of the 16 cases proximity to the VC and proximity to
the academic founder were listed together as the primary and secondary
reason for the chosen location. With or without the proximity to the VC
listed as secondary reason, proximity to the founding scientist was listed as
the primary reason in nine out of the 16 cases we examined. Interestingly,
in the seven cases where proximity to the VC alone was listed as the
primary reason for the chosen location, the distance between the firm
and the affiliated university was relatively short, ranging between 2.2 and
8.9 miles. This observation emanates from the fact that in the majority


secondary reasons
indus- at at
tor
Proximity N/A 1T 1T 3
to
academic
scientist/
founder &
Proximity
to VC
to to VC
academic
scientist/
founder
of cases the firms in our sample had sourced funds from VCs who were
already close to the affiliated academic institution.
In roughly one-third of the cases, the chosen location was at an incuba-
tor space, office park or a similar facility maintained by the affiliated insti-
tution. As shown in Table 18.1, for nine out of the 16 firms in our sample
the low rent or/and value-added services offered at incubators were factors
that influenced firm location even though, mostly, as secondary reasons.
Overall, the findings with regard to the influence of incubator facilities on
location choice indicate that such types of infrastructure tend to facilitate
the growth of agglomerations of life sciences firms.
For seven firms in our sample the location choice was, in relatively small
part, driven by the preferences of founders to stay close to family and
friends (what we include under the heading ‘social bonds’ in Table 18.1).
Note that all of these cases were observed in areas such as Morrisville, NC
and Boulder, CO, which are either suburbs of urban areas or rural areas.
While suggestive, this observation implies that the significance of social
ties in affecting firm location is more pronounced for a certain cohort
of academic entrepreneurs who show a general preference for living in

on-dense regions where social bonds are often stronger when compared
n
to the social bonds in metropolitan areas.
Notably, only a small portion of the academic founders indicated that
proximity to larger labour pools was influential in the location decision.
Even in the cases where proximity to labour pools was listed as a factor
underpinning firm location, it was mainly ranked as having low impor-
tance. This low ranking of a local labour pool can be largely explained by
the fact that academic entrepreneurs are often able to recruit employees
whom they already know or have already worked with (e.g., former PhD
students, post-docs etc.) and hence they rarely resort to potential employ-
ees with whom they are unfamiliar. Finally, proximity to firms in the same
industry was ranked as mostly the third or the fourth reasons that influ-
enced the location decision in six out of the 16 cases. All of these six cases
came from firms that were located in an incubator or a similar facility,
which potentially echoes the gains that firms collocated in such facilities
often realize (Kolympiris and Kalaitzandonakes, 2012).
Upon reflection, the key role of the academic entrepreneur in influencing
the location decision likely arises from his or her importance for the newly
formed firm. The companies we studied had been operating for as little as
three years up to 11 years. In all cases except one, the intellectual property
(IP) upon which the company was founded continued to be central to the
strategic direction being pursued by the company. It was common for the
scientist upon whose IP the company was founded to have spent more
than ten years (and millions of grant dollars) testing and perfecting the IP
before the investors decided to support founding a start-up company. In
more than 75 per cent of the cases there have been internally developed
modifications to the original IP and/or purchases of complementary IP
from external sources. To quote one of the individuals we spoke to: ‘You
start with the best science you can get and realize the science of biotech/
biomedical is rapidly expanding; new insights require adapting to the new
knowledge’. Indeed, in 14 of the 16 cases, the scientist who was central to
developing the IP upon which the company was founded continues to be
either the chief scientist or member of the Scientific Advisory Board of
the companies studied. In one of the two cases where the scientist is not
involved, it is because the original start-up company has been merged into
another start-up company. The scientist is now involved in the merged
company.
Compared to earlier literature, our findings side with previous research
in demonstrating that the location of newly founded life sciences firms
hinges upon the location preferences of the academic founder (Audretsch
and Stephan, 1996; Zucker et al., 1998). Importantly, we also reach the
novel finding that, whenever applicable, such preferences are commonly

subject to accommodation by the funding investors who seem to agree to

the preferences of the founding scientist perhaps because they realize the
vital role that academic scientists play in the newly founded firm.
On a related topic, the conventional wisdom in the relevant literature
is that agglomeration economies can drive location choice in life sciences
(Deeds et al., 2000). Our findings support that proposition because dif-
ferent measures of agglomeration economies were listed by the academic
entrepreneurs as factors influencing location choice in nine out of the 16
cases we analysed. However, our findings can also clarify the influence of
agglomeration economies on location choice. Agglomeration economies
such as proximity to larger labour pools that lead mostly to a reduction of
production costs appeared to have only a minimal influence in the choice
of location. On the other hand, agglomeration economies that relate more
to improvements in the knowledge base of a given firm such as proxim-
ity to like firms appeared more relevant. Therefore, our results indicate
that different types of agglomeration economies have a different effect on
location choice.
Illustrative Cases
Case 1
This is a Colorado start-up, founded in 2005, located equidistant between
the University of Colorado Health Sciences Center (UCHSC) in Denver
and Boulder, CO mainly because (1) the location is less than a 30-minute
drive for the chief scientist, and (2) laboratory and office rent is ‘signifi-
cantly less’ at the site chosen for the business than at either the area close
to UCHSC or in Boulder. In this case, the scientist who developed the IP
upon which the start-up firm was established made the decision where the
firm would be located, with the investors accommodating his decision.
In addition to the factors that determine the choice of location, this firm
is representative of the cycles many biotech start-ups experience where at
first there is enthusiasm associated with the establishment of a firm based
on locally developed intellectual property and the firm or its founders
may receive accolades and honours and attract the attention of additional
angel investors and/or venture capitalists who invest tens of millions of
dollars. However, if the long and resource-demanding research cycles of
biotechnology (DiMasi and Grabowski, 2007) do not yield the expected
outcomes the focal firm faces significant financial difficulties, which can
force it to embark on a crash course of (1) belt-tightening, (2) merger with
a stronger, better-financed partner or (3) outright closure. For the case at
hand, the firm downsized to a sustainable, survival mode. The founding
scientist became more heavily involved and a strong relationship with an

international health association has provided a focus that suggests the

firm will survive to rise again. Importantly, the location of the firm was
not altered at any point during the life cycle of the firm. All in all, the
history of this firm reiterates the significance of the academic founder for
the firm and perhaps more importantly it illustrates that firm location is a
crucial decision for the firm as it often stays the same despite potential ups
and downs the firm may face.
Case 2
Founded in June 2006 in Austin, TX, this new firm exemplifies the signifi-
cance of the venture capitalist for the firms at hand and is an example situ-
ation where the venture capital firm decided where the start-up would be
located. This VC is focused on licensing novel biomedical/biotechnology
IP at the major universities and research hospitals in a two-state region.
The VC proactively scans new IP licence postings and in an attempt to
identify licensing options that might (1) be synergetic with existing portfo-
lio companies, (2) allow them to exploit their managerial expertise and/or
(3) achieve a first-mover advantage. This VC has an innovative model of
owning and operating its own incubator-accelerator, in addition to being
a venture capitalist. In this start-up case the VC identified researchers
who had been pursuing similar research goals and who knew each other
because of their common research interest. Although the scientists were
geographically separated by 400 miles the VC licensed the IP of each sci-
entist and involved each of them as scientific advisers, but allowed each to
remain at his research institution. The VC then used its managerial exper-
tise and incubator facility to establish the new firm. The VC was able to
spread its expertise, facilities and laboratories over multiple start-ups in an
attempt to achieve economies of scope/scale.
Case 3
This start-up case is illustrative of the common situation of the VC
wanting the new firm close so that monitoring and oversight become
easier. Although the IP that was the basis of the start-up was developed
over a ten-year period by two New York medical researchers and a col-
league at Harvard, the lead VC investor (who supplied $2 million in Series
A funding) was based in California. Because of the funding provided,
and also bringing other VCs, the VC was able to dictate that the new firm
would locate in San Francisco. Roughly two years later, the VC decided
that the distance between the start-up and the scientist who was providing
the intellectual capital was hindering the growth of the new firm and the
decision was made to relocate. By relocating to New York City the firm
qualified for funding from the New York City Investment Fund. In con-

junction with the move to NYC, the original VC investors launched a $30
million Series B funding round. A New York City VC firm that specializes
in health care investing entered Series B and $18.9 million was raised.4 This
case highlights that in the rare cases that a firm relocates, the decision rests
typically upon the venture capital firm and it is primarily driven by the
preference to locate close to where the academic founder resides.
CONCLUSIONS
Universities across the world are confronted with declining financial

support from government sources and increasing calls to incorporate
regional economic development in their traditional ‘Mertonian’ (Merton,
1968) role of teaching, research and service (Smilor et al., 1993). As a
response, many research universities have embraced a new entrepreneurial
role (Etzkowitz, 1998) under which they have intensified their efforts to
generate revenues from research conducted at university premises and in
the process become engines of local economic growth (Etzkowitz, 1998;
Goldstein, 2009; Atkinson and Pelfrey, 2010). One way that universities
promote such development is by encouraging the creation of local firms by
faculty members whose research has commercial potential (O’Shea et al.,
2007). Indeed, promoting the creation of new firms is increasing in popu-
larity as a means to transfer technology from the university to the market
(Blumenstyk, 2012) and subsequently allow the entrepreneurial university
to promote local economic growth. Further, the steadily declining finan-
cial support prompts universities to secure funds from diverse sources
and taking equity in university spin-offs has been, in large part, a fruitful
means towards that end (Bray and Lee, 2000; Jensen and Thursby, 2001).
Accordingly, shedding new light on the firm decision process of faculty
members can potentially assist the entrepreneurial university in increasing
its revenues and in aligning the incentives provided to scientists between
academic and business duties.
In light of the scant evidence on the factors that shape the decision of a
focal academic entrepreneur to start his or her firm at a certain location,
the present study comprises a novel approach to better understand how
the firm location decision is influenced by the academic founder and the
funding venture capitalist. Our interviews with academic entrepreneurs
revealed that, whenever applicable, the location choice is mainly deter-
mined by the venture capitalists who tend to accommodate the location
preferences of the scientists, who in turn often decide on the basis of social
ties and the presence of incubators and similar facilities in the affiliated
university. This is a conclusion with a number of implications for the

entrepreneurial university, for policy-makers as well as for academic

research on location choice.
For instance, our findings imply that attracting and maintaining strong
human capital is a necessary but not sufficient condition for universities
that aspire to act as engines of local economic growth via boosting the local
rate of university-based start-ups. Such firms are often investment targets
of venture capitalists, business angels and other investors who commonly
have the final say in the choice of location for a particular firm. Therefore,
practitioners such as university administrators and policy-makers need to
maintain ties that can strengthen the links between the investment and the
academic community in order to boost the effectiveness of attracting and
maintaining human capital in a particular region as a means to increase
the rate of local start-ups. Such links may take the form of guest profes-
sorships for members of the investment community, student internships
at venture capital firms, guest lectures from venture capitalists and so on.
Further, our results suggest that the creation of resource-demanding
incubation facilities and research parks appears to pay off in terms of
encouraging academic entrepreneurs to stay local. This is an important
observation not only because it indicates that investments of this kind can
assist local economies and the entrepreneurial university but also because
it suggests that such facilities may assist universities in maintaining high
human capital in the face of continuous competition among academic
institutions for talent that can attract research funds, send signals of
quality in the academic community and other benefits along these lines.
From a managerial perspective, the present research suggests that
universities as well as remaining actors that aim at contributing to local
economic growth should pay increased attention to the incentives of the
academic entrepreneurs that establish new firms. As such, our findings
may be relevant to the ongoing debate about policies designed to create
‘entrepreneurial’ local environments. As already discussed, broad capital
investments in local research infrastructure may help to generate some
new firms; nevertheless, our results imply that the various incentives aca-
demic entrepreneurs face may be equally important for the creation of
local firm growth. As a case in point we refer to the BioRegio contest that
was launched in 1995 by the German government in order to strengthen
the biotechnology industry of that country, partly via the creation of local
biotechnology firms. Briefly, under this contest different regions competed
for a common pool of funds towards biotechnology; as explained in detail
in Dohse (2000) the criteria for picking the winners focused solely on the
institutional infrastructure of each region such as the number and scale
of existing biotechnology firms. Notably, the characteristics and incen-
tives of potential (academic) entrepreneurs were not taken into account

when selecting the winning regions and this might have hampered the
efficacy of the programme to promote sustainable high-growth start-ups
(Champenois, 2012). Accordingly, our results indicate that policies that
target the responsive cohort of academic professionals may have high
payoffs not only by increasing the regional rate of new firm creation but
also by promoting firms with strong growth potential.
It is important to note that because of our interest in contrasting the
impact of funding sources with that of the academic founder, we focused
solely on firms that received funds from venture capital firms. Venture
capital firms are very selective in the firms they invest in and as such our
results are difficult to generalize for other, perhaps lesser, firms that have
not been successful in attracting external funds. Further research can shed
new light on the types of firms that are not covered in our sample. On
the other side, because venture capitalists are associated with firms with
higher chances of success compared with other firms (Bertoni et al., 2011)
the firms we study are likely to be among those with high growth potential;
the firms that Shane (2009) argues that public policy needs to pay atten-
tion to as they are the ones that bring about the most economic benefits.
Therefore, understanding the decision process for a crucial element of
firm formation (i.e., location choice) can be informative for understanding
how these types of firms are created and how the agents that create them
interact.
In a more long-term scholarly implication, examining the effects of
funding sources and in particular venture capital on location choice
appears a fruitful avenue for research on location choice. Somewhat sur-
prisingly given the general preference of venture capital firms to invest
locally, the evidence of the location effect of venture capital is scant and
based solely on large-scale aggregated data (Samila and Sorenson, 2011).
The qualitative nature of our work can complement the existing quantita-
tive evidence in gaining a finer-grained understanding of that process.
NOTES
* Research funding provided by the Ewing Marion Kauffman Foundation Strategic Grant
#20050176 is gratefully acknowledged.
1. In a study that reached different results, Ensley and Hmieleski (2005) discovered that in
their sample university-based start-ups had lower net cash flows when compared with
non-university-based new ventures.
2. In one case the academic founder directed us to an executive who was knowledgeable of
the location decision and as such the interview was conducted with the executive.
3. In all the interviews, the academic founders stressed that disclosure of information about
the funding venture capitalist should be as limited as possible. Accordingly, particularly in
Table 18.1 as well as throughout the chapter we limit the presentation of such information.

4. The economic conditions prevailing in the US economy in 2009 were given as a reason
for not meeting the $30 million funding goal. The firm has been growing more rapidly in
NYC than in California, but it is difficult to infer with certainty that the growth can be
attributed to close proximity between the founding scientists and the relocation to NYC.
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19. How to access the development of
entrepreneurship education at university
level: the case of Denmark
Kåre Moberg, Lene Vestergaard,
Casper Jørgensen, Elisabeth Markussen and
Sose Hakhverdyan
INTRODUCTION
The Danish government has during the last decade been focusing on
transforming the country’s universities into entrepreneurial institutions
(Blenker et al., 2006; OECD, 2008). A large range of state-sponsored
initiatives has been launched, all with a purpose of supporting various
entrepreneurial activities, such as student incubators, tech transfer offices
and entrepreneurship programmes (ibid.). This is much in line with what
has happened in other European countries as the process has been driven
by pan-European strategies from the EU level (Geuna, 1998; Kyvik, 2004;
European Commission, 2011). The goal of these governmental strategies
has been to adapt the Higher Educational sector to the changing needs of
society and the economy (Etzkowitz et al., 2000). Universities today are
requested to focus on the diffusion of knowledge and research findings
as well as commercialization of new research. Universities are also, to a
larger extent, expected to obtain their own funding by capitalizing on these
activities, which is made possible by an increased autonomy for the univer-
sities (Etzkowitz et al., 2000; European Commission, 2011).
The educational activities have proven to play an important role in this
process (Gibb, 1987), but these are often less prioritized than more visible
investments in infrastructure (Heinonen and Hytti, 2010; Nygaard, 2010).
This is somewhat puzzling as the field of entrepreneurship is recognized to
have its roots in educational activities (Brush et al., 2003). According to
Katz (2008), we have experienced an immense dissemination of entrepre-
neurship education into departments outside of the business school, and
we are now just beginning to see its effect on the overall entrepreneurial
activities of the universities. The educational orientation of universities
and student activities has, however, during the last decade been recognized
as an important tool for universities to establish industry collaboration
435
g, Lene Vestergaard, Casper Jørgensen, Elisabeth Markussen and Sose Hakhverdyan - 9781781007013
and increased overall entrepreneurialism (Davis and Diamond, 1997;

Nygaard, 2010).
In this book chapter we present a study of how the eight universities in
Denmark have transformed towards becoming entrepreneurial institutions.
The focus is primarily on how these institutions have developed courses
and programmes in entrepreneurship education. However, entrepreneur-
ship education does not equal start-up training, especially not seen through
the lens of the entrepreneurial university perspective, which recognizes a
broad scope of activities as being entrepreneurial (Etzkowitz, 2003). As the
focus of entrepreneurship education is on skills, competencies and attitudes,
activities such as innovation within established organizations is viewed as
being equally important as new venture creation (Solomon, 2007; European
Commission, 2012). In order to capture the broad scope of entrepreneurship
education in an inclusive, yet specific way, we have developed a categoriza-
tion model that allows us to measure how the universities have developed
their entrepreneurship education regarding focus on different type contents
and stages in the entrepreneurial project. The model also allows us to
capture which types of pedagogical methods are being used. This model’s
theoretical foundations will be thoroughly described in the following.
THEORETICAL FRAMEWORK
As described in the introduction to this anthology, it is evident that there

has been an immense focus on transforming universities into entrepre-
neurial institutions. The dual process of cutbacks in public funding of
universities (Geuna, 1998; Kyvik, 2004; UNESCO, 2004; OECD, 2005)
in combination with an increased pressure of dissemination of research
results and society’s demand on universities to play a more active role
in the regional economy, has been a real challenge to many universi-
ties (Etzkowitz et al., 2000; OECD, 2001; Etzkowitz, 2003; Debackere
and Vaugler, 2005). There are, however, many universities that are not
active within research fields with a potential to generate innovations and
growth companies (Jensen et al., 2003; Debackere and Vaugler, 2005).
Many universities have, thus, chosen different strategies than the typical
so called ‘Stanford Model’ (Etzkowitz, 2003); instead of establishing new
organizations such as Technical Transfer Offices, incubators and science
parks, they have relied on their managements’ networking capital and
the entrepreneurialism of their researchers in order to establish industry
collaboration and retrieve funding from external sources (Davis and
Diamond, 1997). What is often forgotten in this process is the role that the
educational activities play (Heinonen and Hytti, 2010; Nygaard, 2010).
Entrepreneurship education at university level: Denmark 437
In the holistic process of transforming the university into an entrepre-

neurial institution, the educational activities are of major importance
(Etzkowitz, 2003). The students play an important role in building the
entrepreneurial culture at universities and connecting their activities to
the industry in many different ways, for example, through practice-based
educational activities, internships and, naturally, as employees (Pittaway
and Cope, 2006; Gibb, 2011). The field of entrepreneurship has its roots
in teaching (Brush et al., 2003) and entrepreneurship education is thus a
natural component of the entrepreneurial university (Heinonen and Hytti,
2010), as it has been seen to produce new ventures as well as innovative
employees (Gibb, 1987; Charney and Libecap, 2000), but also because
entrepreneurship programmes and centres have proven to have a positive
effect on industry funding (Zeithaml and Rice, 1987).
During the past decades, researchers have used many different models in
order to measure the development and spread of entrepreneurship educa-
tion (cf. Solomon and Sollosy, 1977; Solomon, 1979, 2007; Vesper, 1985,
1993; Solomon and Fernald, 1991; Katz, 1994, 2003, 2004, 2008; Solomon
et al., 1994; Vesper and Gartner, 1997). According to Katz (2008), we are
reaching consensus within the field regarding what entrepreneurship pro-
grammes should contain, but we need better models to capture the wide
scope of entrepreneurship education, both regarding the content and the
teaching methods. Entrepreneurial activities come in many forms, and if
we only focus on new venture creation we miss out on many entrepreneur-
ial activities that take place within established firms (Kuratko, 2005; Foss
and Klein, 2012). In the next section we will present our categorization
model and how it is based in the broad scope of content and pedagogical
dimensions that is included within the field of entrepreneurship education.
How to Measure the Development of Entrepreneurship Education
Our categorization model of entrepreneurship education is developed as

a tool to be used in the process of transforming universities into entre-
preneurial institutions. The model is based on the systems of innovation
literature (Lundvall, 1992; Cooke, 2002) as well as the policy oriented
Triple Helix research (Etzkowitz et al., 2000). These research streams
recognize the systemic character of entrepreneurial activities, which not
only include venture creators, but also specialists within other fields such
as finance (for example, venture capitalists) and law (patent experts,
etc.). Our model aims to connect the macro-level (political policy) with
the micro-level (student competencies), by focusing on the mezzo-level
(university education). In order to assure that universities take a holistic
approach to entrepreneurship education and develop students with the
various skills needed, we have included four content dimensions (entrepre-

neurship, intrapreneurship, finance and law) in our model. We have also
included the specific pedagogies needed to teach entrepreneurship as well
as the different stages that are included in a venture project, as different
competencies are needed in each. The model, with its holistic approach
to entrepreneurship, will be described more thoroughly in a later part of
this chapter, but first we will describe how our systemic-oriented model is
anchored in the entrepreneurship literature.
Entrepreneurship education is a topic with a broad scope regarding
content and teaching techniques (Brush et al., 2003). Different stages in
the venture project require different types of activities (Stevenson et al.,
1985; Bhave, 1994), and depending on industry sector and other types of
context, these projects can be very dissimilar and have very different skill
requirements (Aldrich and Baker, 1997; Davidsson and Wiklund, 2001).
Entrepreneurship education can further be divided into two major cat-
egories: specialized entrepreneurship courses and courses with integrated
entrepreneurial elements (Blenker, Korsgaard, Neergaard and Thrane,
2011). The latter do not have venture creation as their major focus, rather
these courses aim to alter the attitudes of the students and strengthen
their entrepreneurial competencies in order to make them more employ-
able and oriented towards entrepreneurial activities within established
organizations (ibid.). It can be said that these courses rather focus on cor-
porate venturing (Burgelman, 1983, 1984, 1985; Zahra, 1991; Block and
MacMillan, 1993), or what has lately been termed strategic entrepreneur-
ship (Hitt et al., 2001; Foss and Lyngsie, 2011), which within the policy
world is often termed intrapreneurship (NIRAS et al., 2008). Regardless
of the focus being on new venture creation or strategic entrepreneurship
within established organizations there are common skill demands when it
comes to understanding financial and legal issues (Foss and Klein, 2012).
The extent to which this is necessary depends of course on the specific
venture activity and the industry sector (Vesper and McMullen, 1988).
Some industries, such as biotech, require a thorough understanding of
venture capital and IPR, whereas more mundane venture activities only
require very basic financial and legal skills.
The broad scope of knowledge, skills and competencies that a venture
process requires has to be taken into account in the course design. The
context within which entrepreneurs operate frequently spans over many
boundaries (West, 2003; Lazear, 2004, 2005) and is often internationally
oriented (McDougall et al., 1994; McDougall and Oviatt, 2000; Jonsson
and Jonsson, 2002; Rialp et al., 2004). The entrepreneur frequently has to
take on the role as a ‘jack-of-all trades’ (Lazear, 2004, 2005), that is, he or
she has to be able to perform many of those activities that are separated by
division of labour in larger companies (ibid.). A multidisciplinary course

design in which the instructors make an effort to situate the content in an
international or global context is a fruitful way to cover the complexity of
a venture process (Brush et al., 2003; Klapper and Neergaard, 2012).
In order to navigate effectively in society of today, it is important that
you are able to leverage uncertainty and adjust to input signals from the
environment (Gibb, 1987). This can only be done through an iterative
process in which the information and knowledge is practically applied
and tested (Biggs and Tang, 2007; Loyens et al., 2008). Entrepreneurship
education has always been viewed as a practical topic that needs differ-
ent pedagogical methods in order to be taught effectively (Johannisson,
1991; Sarasvathy, 2004; Politis, 2005; Kyrö and Niemi, 2007). Ideally it
should simulate the real-life processes of an entrepreneur (Gibb, 2002,
2011; Hannon, 2005; Pittaway and Cope, 2007). However, this might not
always be feasible in all courses (Klapper and Neergard, 2012). Creative
and practically oriented teaching methods are needed in order to infuse
entrepreneurial attitudes and mindsets into students, as the students
have often adapted to the job-taker mindset that the university setting is
typically oriented towards (Blenker et al., 2011). Mind-changing teaching
methods are only possible if the students actively participate and take
responsibility and ownership of the learning process, which takes place
both within and outside the walls of the university (Biggs and Tang,
2007). In order to effectively teach entrepreneurship-oriented content,
there is thus much to take into consideration regarding teaching methods.
A measurement model that aims to assess the development of entre-
preneurship courses should therefore not only be specific and inclusive
regarding the course content but also with regard to teaching methods. In
the following a categorization model that satisfies these requirements will
be described.
A Categorization Model for Entrepreneurship Education
The model is divided into three main categories: content, teaching methods
and stages. On the horizontal axis, the model is divided into eight catego-
ries, four content categories and four pedagogical dimensions. The four
content categories are: entrepreneurship, intrapreneurship, finance and
law. The four pedagogical dimensions are: practical dimensions, student
participation, multidisciplinary dimensions and international dimensions.
On the vertical axis the model is divided into four different stages
that resemble the different stages of the entrepreneurial project: idea,
beginning, growth and running. Depending on the focus of the course,
it can get a score from 0 to 3 in all these categories. It is thus possible to
Table 19.1 The categorization model
Stages/ Intrapre- Entrepr- Finance/ Law Practical Student Inter- Interna-

Categories neurship eneurship VC Dimen- Partici- disciplinary tional
sions pation Dimen-
sions
Idea
Beginning
Growth
Running
categorize on which stage of the venture process the course has its focus as
well as which content and teaching methods it focuses on. In Table 19.1,
an overview of the model is presented.
There must be a clear focus on the content and the phase of the venture
process in order for a course to get a star in one of the content categories.
Two stars means that the course focuses heavily on the topic and three
stars means that the course specializes in the topic, both practically and
theoretically. The same logic applies to the pedagogical categories, but
with some natural differences. In order to get one star, there should be a
clear focus on the teaching method, whereas two stars means that it is used
in the majority of the teaching situations and three stars requires that the
course specializes in this specific teaching method. A course can, however,
be categorized with three stars in more than one content and pedagogical
category, as it is possible to specialize in more than one field and phase of
the venture project. In the following sections we will describe thoroughly
how each of these categories is assessed.
The content dimensions

Assessing the content is a fairly straightforward process. In this part of
the text we will describe which type of content is included in each of our
four venture stages. When it comes to entrepreneurship in the first stage
it is about coming up with an idea for a venture. A course that focuses on
entrepreneurship in this stage is typically about creativity and involves
different idea generation exercises. The content is fairly similar to courses
that focus on intrapreneurship, finance and law in this stage. When it
comes to intrapreneurship the focus is on idea generation in established
organizations. A course that gets scores in the finance/idea category
focuses on the economic sustainability of the idea and when it comes to
law, methods such as browsing patent databases are central.
A course that scores in the entrepreneurship/beginning category typi-
cally focuses on the act of starting up a new venture. Marshalling of

resources and managing ambiguity is of central importance at this stage
(Sarasvathy, 2008; Baron, 2012). The content of the courses is typically
iterations and test of ideas, business planning and presentation skills such
as elevator pitching. A course in intrapreneurship in this stage is fairly
similar, but the focus is on established organizations as the context. A
finance/beginning course focuses on the financial aspects of the activities
in this stage, such as the financial analysis and market analysis for the new
venture. A course that gets scores in the law category in the beginning
stage typically deals with the legal processes of starting a company, how to
file a patent, and so on.
In the growth stage, much focus is on developing and growing the
venture. Internationalization and employment growth brings managerial
as well as legal and financial challenges to the table. Courses in this stage
often focus on best practice strategies for growth and internationalization,
as well as mass marketing and human resource management.
According to Davidsson (2012), the entrepreneurial activities end when
the venture has reached a break-even result. However, when it comes to
education in the topic, there are many aspects and dimensions that can still
be of interest for the student in the running stage. Continuous innovation,
diversification and segmentation as well as serial and portfolio entrepre-
neurship and exit strategies are typical topics in this stage. In Table 19.2 an
overview of what is included in the content dimensions related to the stage
in the entrepreneurial project is presented.
The pedagogical dimensions

The pedagogical dimensions naturally follow the content dimensions
and the stage categories, but there are many different ways to teach this
content. Practical dimensions can be taught by either taking the students
out of the classroom (e.g., field studies, real projects and interaction with
the local industry), or by bringing the practice into the classroom (e.g.,
guest lectures, case competitions and prototype development). The prac-
tice dimension is often related to the student participation dimension.
Entrepreneurial activities require proactive students who take an active
role as learners rather than a passive role as listeners. A high degree of
practical dimension in a course often implies that the students have to take
a proactive role in performing the activities and assignments. However, if
the practical elements of the course are only provided by guest lectures, the
student participation will remain low.
As innovation and new economic activity often take place in the intersec-
tion between sectors, and entrepreneurs often perform many different roles,
it is important to integrate multidisciplinary dimensions in the classroom.
Table 19.2 The content dimensions: examples of course content in the

different stages
Stages/ Intrapreneurship Entrepreneurship Finance/ Law

Categories VC
Idea Idea generation Idea generation Financial Search
and creativity and creativity feasibility in patent
exercises in exercises targeted plans databases
the context to new venture
of established creation
organizations
Beginning Marshalling Marshalling Financial Legal
of resources; of resources; analysis; processes
iterations of new iterations of new market related to
business ideas; business ideas; analysis; start-up
elevator pitches; elevator pitches; seed activity; filing
business plans business plans capital a patent
Growth Human Human resources Financial International
resources management, analysis law, IPR;
management, internationali- for growth; employment
internationalization venture legislation, in
zation capital; the context
acquisition of growing a
venture
Running Continuous Serial Financial International
innovation, entrepreneurship; analysis; law, IPR;
product portfolio valuing the employment
diversification entrepreneurship; company; legislation, in
and exit strategies selling a the context
segmentation company; of running a
acquisition company
Again, this can be performed in many different ways. One possibility is to

have students with different disciplinary backgrounds, and actively work
with their different competencies in the course assignments. Another pos-
sibility is that the educational team comes from different disciplinary back-
grounds, and actively works to combine their competencies in the classroom.
Our last pedagogical category, international dimensions, can in some
ways be seen as a content category. However, as the globalization process
is accelerating, it is important to focus on international aspects, regardless
of it being entrepreneurship or law that is taught. Entrepreneurs will have
Table 19.3 The content dimensions
Practical Student Interdisciplinary International

Dimensions Participation Dimensions Dimensions
Take the students Encourage Working with International
out of the being proactive. the different cases; born globals;
classroom to Student-centred disciplinary the globalization
the real world exercises in order backgrounds of process
or bring the real to create active the students or the
world into the and responsible teaching team, or
classroom learners both
to relate to this dimension, either as competition in their home market or

when deciding to internationalize their activities. The use of international
cases, the focus on the internationalization process or discussions of new
technology that enables ‘born globals’, that is, companies that interna-
tionalize from day one, can be good techniques to teach this dimension.
In Table 19.3 an overview of our four pedagogical categories is presented.
METHODOLOGY
The data have been collected on a yearly basis for all universities in Denmark
by the organization the Danish Foundation for Entrepreneurship – Young
Enterprise, since 2010. The research team is led by a senior data analyst
who has collected similar data by using the model on different universities
since 2007. The data collection is performed by browsing of web pages
where keywords such as entrepreneurship, business planning, intrapre-
neurship, corporate venturing, innovation, idea generation, creativity and
patent (in both Danish and English languages) are searched for. Key per-
sonnel at all of the universities are also contacted in order not to miss any
courses, especially those that have recently been developed.
Four employees of the research team at the Danish Foundation for
Entrepreneurship – Young Enterprise analyse each course description indi-
vidually and assess it according to the criteria in the categorization model.
At a minimum two team members assess each course in order to secure an
objective categorization. The course coordinator is contacted in order to
double-check the evaluation and to assess the number of participants.
The data in this article are analysed with descriptive statistics as there
are only eight units of analysis (the eight universities in Denmark), and
because we have access to the complete population.
ANALYSIS
In this section we will present the results of our analysis. We will, however,
first start off with a presentation of the Danish context and how it has
developed over the past three years at university level.
The Danish Context
During the past decade there has been a large variety of state-sponsored ini-
tiatives in Denmark that all had the goal of initiating more entrepreneurial
activities at the universities (Blenker et al., 2011; OECD, 2008). This has
led to a significant overlap of activities. In 2010, the Danish government
decided instead to channel their resources through one single coordinating
organization that should be responsible for developing entrepreneurship
education at all educational levels, from ABC to PhD, so to speak (Danish
Agency for Science, Technology and Innovation, 2009). This organization
became the Danish Foundation for Entrepreneurship – Young Enterprise.
The Danish government also decided to allocate 6 million euros over
a three-year period for entrepreneurial activities, which was structured
as a competing fund that should be granted to the university with the
best strategy for transforming into an entrepreneurial university. There
were three finalists for the grant. Aarhus University and the University
of Southern Denmark applied as single institutions whereas Copenhagen
Business School, the Technical University of Denmark and the University
of Copenhagen, all located in the capital of Denmark, applied for the
grant as a troika. At the end of 2010, Aarhus University won the grant
but the Copenhagen troika was also awarded a smaller amount of funding
(0.6 million euros). During 2011 and 2012 the universities have started up
their activities.
The Copenhagen troika also managed to get funding from the EU, which
enabled them to start the Copenhagen Innovation and Entrepreneurship
Lab (CIEL) initiative. CIEL’s goal is to establish a world-class entrepre-
neurial eco-system at the three universities through collaboration at student
and teacher level as well as research level and by establishing partnerships
with industry (ciel-lab.dk). At the University of Southern Denmark there is
a long-standing initiative called the International Danish Entrepreneurship
Academy (IDEA). IDEA, which was established in 2005, is a teaching and
research-oriented entrepreneurship initiative, where industry collaboration
is one of the most important ingredients (idea-denmark.dk). The entrepre-
neurial university initiative at Aarhus University started its activities in 2011
and has a clear goal of establishing AU as the leading entrepreneurial uni-
versity in Denmark. The focus is on establishing entrepreneurship courses
in all faculties, which are aligned with the specific context of the faculties’
students. Ten new core courses in entrepreneurship will be established and
seven programmes will be tuned towards entrepreneurship, by the end of
2013. The focus is just as much on student employability and innovation
in established organizations as it is on new venture creation (eship.au.dk).
Other noticeable initiatives at universities in Denmark are the Centre
for Social Entrepreneurship (CSE) at Roskilde University, which has been
operating since 2008 and is focusing on research and education within
the field of social entrepreneurship. The centre also has a strong focus on
collaboration with the civil society (ruc.dk/cse). At Aalborg University
they have just expanded their campus in Copenhagen, which started up its
activities in the fall of 2012. The goal is to have an extensive focus on entre-
preneurship in the educational programmes at this campus (aau-cph.dk).
The Development of Entrepreneurship Education at Denmark’s Eight

Universities
In order to analyse how entrepreneurship education has developed at

the eight universities in Denmark it is natural to start by looking at the
number of courses and participants at each university. This is, however,
dependent on the size of the individual university. In Table 19.4 the
number of students attending each university in the semesters of 2009/10,
2010/11 and 2011/12 are presented. In Figures 19.1 and 19.2 the number of
entrepreneurship courses and the number of entrepreneurship students for
the three years are presented.
We can clearly see that the three universities involved in the competition
for the entrepreneurial university grant are well ahead of the other five
Table 19.4 The number of students enrolled at the eight universities in

Denmark, 2009–12 (’000s)
2009/10 2010/11 2011/12

Copenhagen Business School (CBS) 13.440 14.476 15.617
Danmarks Tekniske Universitet (DTU) 7.608 8.269 8.873
IT-Universitetet (IT-U) 1.116 1.398 1.667
Københavns Universitet (KU) 40.486 39.562 40.712
Roskilde Universitet (RUC) 7.398 7.657 7.982
Syddansk Universitet (SDU) 15.536 16.760 18.763
Aalborg Universitet (AAU) 11.959 13.039 14.702
Aarhus Universitet (AU) 32.024 34.126 36.093
In Total 129.477 135.287 144.409
60
2009–10
50 2010–11
2011–12
40
30
20
10
0
CBS SDU AU KU DTU AAU IT-U RUC
Figure 19.1 Number of entrepreneurship courses at the eight universities

2009–12
2500
2009–10
2010–11
2000
2011–12
1500
1000
500
0
SDU CBS AU DTU AAU KU IT-U RUC
Figure 19.2 Number of entrepreneurship students at the eight universities

2009–12
niversities. The highest number of courses is found at Copenhagen

u
Business School (CBS) and the University of Southern Denmark (SDU),
closely followed by Aarhus University (AU) (see Figure 19.1). These three
universities have increased the number of courses compared to 2009/10,
but both the University of Southern Denmark and Aarhus University has
decreased their number of courses compared to 2010/11. It is also notice-
able that the number of courses at Roskilde University has decreased
significantly.
In Figure 19.2 we see that the universities that have experienced the
most positive development regarding the number of students attending the
25%
2009–10
2010–11
20%
2011–12
15%
10%
5%
0%
IT-U CBS SDU DTU AAU AU RUC KU
Figure 19.3 The percentage of entrepreneurship students at Denmark’s

eight universities 2009–12
courses are the University of Southern Denmark (SDU) and Copenhagen

Business School (CBS), which both manage to increase their numbers sig-
nificantly. At most of the other universities this number has been decreas-
ing. The most significant decrease can be seen at the Technical University
of Denmark (DTU) and Roskilde University (RUC). It is also noticeable
that the number of participants in entrepreneurship education at Aarhus
University, the entrepreneurial university, has decreased. As the universi-
ties vary much in size (Table 19.4), we have calculated the percentage of
students subject to entrepreneurship education at the eight universities,
which is presented in Figure 19.3.
When we take the number of students of each university into account we
see that both the IT University of Copenhagen (ITU) and the Technical
University of Denmark (DTU), two rather small universities, are doing
fairly well, whereas Aarhus University (AU), which is Denmark’s second
largest university, falls to the level of Roskilde University (RUC) and that
the University of Copenhagen (KU) is performing really badly.
In Figure 19.4 the number of ECTS credits (the European standard for
comparing study achievement), is presented as a measure of how extensive
the focus of the entrepreneurship courses are at the eight universities.
Here we see a rather stable and positive development for most of the
universities. It is, however, noticeable that there has been a large decrease
of ECTS credits in entrepreneurship at Roskilde University (RUC) and a
fairly significant increase at Copenhagen Business School (CBS).
In order to investigate what content the universities are focusing on we
have looked at how the individual university has developed in our four
content dimensions over the three years. The number is calculated by the
600
2009–10
500 2010–11
2011–12
400
300
200
100
0
SDU CBS AU KU DTU AAU RUC IT-U
Figure 19.4 The number of ECTC credits in entrepreneurship education

at Denmark’s eight universities 2009–12
Intrapreneurship Entrepreneurship
200 200
150 150
100 100
50 50
0 0
CBS DTU IT-U KU RUC SDU AAU AU CBS DTU IT-U KU RUC SDU AAU AU
Finance Law
80 80
60 60
40 40
20 20
0 0
2009–10 2010–11 2011–12
Figure 19.5 How Denmark’s eight universities have developed regarding

entrepreneurial content dimensions 2009–12
percentage of the maximum score the aggregated number of courses can

get. In Figure 19.5 the results are presented.
We clearly see that entrepreneurship and intrapreneurship are dominating
the curricula in entrepreneurship education in Denmark, over the more spe-
cialized content dimensions finance and law. Copenhagen Business School
(CBS) has progressed very positively in all categories. The entrepreneurship
courses at both the University of Southern Denmark (SDU) and Aarhus
University (AU) have a high specialization in the content categories. We see

that most of the universities have either improved or remained stable on the
content categories, which is positive as this means that the courses overall
have improved and deepened their focus. The exceptions are Roskilde
University that has experienced a negative development in all the content
categories, and the IT University of Denmark (ITU) and Aalborg University
(AAU), which have decreased regarding the content dimensions intrapre-
neurship and entrepreneurship. It should, however, be said that these univer-
sities are fairly small and have a limited number of courses, so a small change
in the course supply comes out with a major impact in our model.
In order to analyse how the eight universities have developed regarding
pedagogical methods, which also gives us an approximate measure con-
cerning whether the courses are about, through or for entrepreneurship, as
well as how well the content is taught, we have looked at each university’s
aggregated score on our four pedagogical dimensions. In Figure 19.6 the
results of this analysis are presented.
Here we see fairly positive results as more or less all universities have
improved in these categories. The pedagogical dimension that seems to
be most problematic for the universities is the multidisciplinary dimen-
sion. Again, we see that the smaller universities, the IT University of
Copenhagen (ITU), Aalborg University (AAU) and especially Roskilde
University (RUC), have experienced a negative development on these
dimensions. The troika from Copenhagen, that is, Copenhagen Business
School (CBS), the Technical University of Denmark (DTU) and University
Practical Dimensions Student Participation

200 250
200
150
150
100
100
50 50
0 0
Multidimensionaly Dimensions International Dimensions

150 200
150
100
100
50
50
0 0
2009–10 2010–11 2011–12
Figure 19.6 How Denmark’s eight universities have developed regarding

entrepreneurial teaching dimensions, 2009–12
Idea/Content Beginning/Content
200 200
150 150
100 100
50 50
0 0
Growth/Content Running/Content
50 30
40
30 20
20
10
10
0 0
2009–10 2010–11 2011–12
Figure 19.7a How Denmark’s eight universities have developed regarding

stages in the entrepreneurial project, 2009–12 – content
Idea/Teaching Beginning/Teaching
300 300
200 200
100 100
0 0
Growth/Teaching Running/Teaching
100 60
80
40
60
40 20
20
0 0
2009–10 2010–11 2011–12
Figure 19.7b How Denmark’s eight universities have developed regarding

stages in the entrepreneurial project, 2009–12 – pedagogical
dimensions
of Copenhagen (KU), have managed to improve their entrepreneurship

education on all categories in the pedagogical dimensions.
We have also investigated which stages in the entrepreneurial project
that the entrepreneurship courses at our eight universities are focusing on.
In Figure 19.7a and b, the results of this analysis are presented.
We see clearly that the main focus is on the idea and the beginning
stages, which is quite natural as entrepreneurship is often synonymous
with start-up activities. However, it is somewhat worrisome that there
is such little focus on growth, which is a category often emphasized by
policy-makers (EBST, 2011). Regarding the pedagogical categories we see
that these naturally follow the content categories; however, we see that
they have developed more positively than the content dimensions regard-
ing the idea and the beginning stages, but decreased more than the content
dimensions in the growth and running stages. It seems that the universities
thus have had a strong focus on the two first stages in the entrepreneurial
project, and that these courses on average are more through and for entre-
preneurship, whereas the courses that focus on the later stages are more
about entrepreneurship.
In order to analyse if there is a trend of entrepreneurship education
developing outside of the business schools in Denmark, which according
to Katz (2008), would be a measure of the field reaching maturity, we
divided the universities into two groups, those with a business school and
those without a business school. There are three universities in Denmark
that have a business school, Aarhus University (AU), Copenhagen
Business School (CBS) and University of Southern Denmark (SDU).
Aalborg University (AAU) recently established a management and busi-
ness department (2011), which is organized as a collaboration between the
social science department and the engineering department, but it is still
in its developmental phase (www.aau.dk). In Figure 19.8a the aggregated
results of Figures 19.1 to 19.3 are presented, and in Figures 19.8b and c
the aggregated results of Figures 19.5 to 19.7 are presented, for the two
groups.
Even though the number of courses has decreased slightly at the
three universities with business schools, we see that they have increased
regarding the number of participants and the number of ECTS credits.
What is also noticeable is that the courses have improved in quality,
both regarding content and pedagogical methods. The courses thus
focus more intensively on the topic and are becoming increasingly for
and through entrepreneurship, rather than about entrepreneurship. The
development of entrepreneurship education, at the universities without
a business school, looks completely the opposite. Even though the
number of courses has increased slightly, the number of ECTS credits
and the number of participants at these five universities have decreased.
We cannot see any real progress in either the content or the pedagogical
dimensions, rather we see that the intrapreneurship category, a topic that
should be especially suitable to universities without a business school, is
decreasing.
Courses
200
150
100
50
71 76 79 127 147 140
0
UNIVERSITIES without BUSINESS SCHOOLS
BUSINESS SCHOOLS
ECTS Credits
1500
1000
500
552 561 549 1068 1179 1190
0
BUSINESS SCHOOLS
Number of Students
8000
6000
4000
2000
2692 3294 2996 5037 4993 5234
0
BUSINESS SCHOOLS
2009–10 2010–11 2011–12
Figure 19.8a Courses, ECTS and number of students
DISCUSSION AND IMPLICATIONS
Overall, our analysis of the development of entrepreneurship education

at the eight universities in Denmark identifies a small but positive devel-
opment. It looks like the efforts of the Danish government to transfer
Intrapreneurship Entrepreneurship
500 400
400 300
300
200
200
100 100
0 0
UNIVERSITIES without BUSINESS SCHOOLS UNIVERSITIES without BUSINESS SCHOOLS
BUSINESS SCHOOLS BUSINESS SCHOOLS
Finance Law
200 140
120
150 100
80
100 60
50 40
20
0 0
UNIVERSITIES without BUSINESS UNIVERSITIES without BUSINESS SCHOOLS
BUSINESS SCHOOLS SCHOOLS BUSINESS SCHOOLS
2009–10 2010–11 2011–12
Figure 19.8b Comparison between Danish universities with and without a

business school – content
Practical Dimensions Student Participation

500 600
400 500
400
300
300
200 200
100 100
0 0
Multidimensionality Dimensions International Dimensions

250 350
300
200 250
150 200
100 150
100
50 50
0 0
2009–10 2010–11 2011–12
Figure 19.8c Comparison between Danish universities with and without a

business school – pedagogical dimensions
the country’s universities into entrepreneurial institutions through edu-

cational development are working. Our categorization model gives us a
good overview of how the field has developed at the individual university
and it enables us to identify strengths and weaknesses. It is positive to see
that the universities are developing regarding pedagogical methods, as this
implies that the courses are focusing more on teaching through and for
entrepreneurship rather than about entrepreneurship. The analysis does,
however, show that a couple of the universities, especially the smaller
ones, have developed negatively, that is, they have not been able to sustain
the supply of entrepreneurship courses.
The development of entrepreneurship education at universities with a
business school compared to the universities without a business school
looks very different. Regarding the question posed by Katz (2008), if the
next paradigm of entrepreneurship education is developing outside of the
business school, this does not seem to be the case in Denmark. What this
implies is that the field is far from being mature in Denmark. As the field is
still in its early stage we are bound to see a dynamic development with new
course content and pedagogical methods being tested and restructured.
Endurance is of importance in this process. It is clear that the government
of Denmark with its investment in entrepreneurship education recognizes
that the field of entrepreneurship has its roots in education and that inno-
vation in established organizations is just as important as new venture cre-
ation. However, it is important to recognize that we need to focus on the
sustainability of the field and not just the development of new courses and
programmes in the short run. Development of education takes a long time
and the real results only materialize in the long run. The data presented in
our analysis show that the universities without business schools seem to be
struggling with sustaining the supply of courses. This is a challenge that
needs to be solved.
The three universities that have developed most positively regarding
entrepreneurship education in Denmark are the universities at which
a business school is located. It is also these three universities that par-
ticipated in the competition for the entrepreneurial university grant. Our
analysis shows that the initiative called the Copenhagen Innovation and
Entrepreneurship Lab (CIEL) might be a way to develop and sustain
entrepreneurship education at the weaker (regarding entrepreneurship
education) universities. There is a lot of potential in using Copenhagen
Business School’s knowledge within the field in order to develop the
field at the other two partnering universities, the Technical University
of Denmark and the University of Copenhagen. CIEL has, however,
just recently started up its activities, but it will be interesting to follow
what effect this will have in later surveys, especially at the University of
Copenhagen, which is the largest university in Denmark and which today

has very little focus on entrepreneurship education.
The result of our analysis also supports the choice of Aarhus University
as the future entrepreneurial university of Denmark. We see that the
development of entrepreneurship education at Aarhus University has
been fairly stable even though the number of courses and participants has
decreased slightly; they have managed to improve the courses regarding
content and teaching methods. The results in Figure 19.3 show that there
is great potential to increase the number of students targeted by entrepre-
neurship education at this university, as it is Denmark’s second-largest
university and fewer than 5 per cent of the students are presently involved
in entrepreneurship education. We cannot yet see any positive results of
the entrepreneurial university initiative regarding entrepreneurship educa-
tion, but as the strategy is very clear on what will be accomplished by the
end of 2013, it will be interesting to see how the university has developed
by the next year. Hopefully, they will be able to sustain the courses they
already have and not just replace them with newly developed ones.
Our categorization model has proven to be an effective assessment tool
when evaluating the supply of entrepreneurship education on an aggre-
gate level at universities. It gives us a good picture of how the field has
developed both regarding content, focus on different stages in the entre-
preneurial project and which pedagogical methods that have been used.
The assessment of teaching methods is especially important as it gives us a
good picture of whether the courses are about, for or in entrepreneurship.
CONCLUDING REMARKS AND SUGGESTIONS FOR

FUTURE RESEARCH
The investment by the Danish government in entrepreneurship education

as a means to transform the universities into entrepreneurial institutions
is moving in the right direction. Our analysis shows that the universities
that received the latest government investment have developed positively
and have great future potential within the field, but the real results have
yet to materialize. The entrepreneurship education field in Denmark is far
from mature, as our analysis shows that the universities with a business
school are far ahead within the field compared to universities without a
business school. The smaller universities are struggling with sustaining
their supply of entrepreneurship education, and our results show that it is
just as important to focus on how to solve this problem as it is to develop
new courses and programmes.
Our assessment model of entrepreneurship education has proven to be
an effective tool in analysing the supply of courses and programmes on an

aggregated level. As the model has its roots in the systems of innovation
literature it takes a holistic and systemic approach to entrepreneurship
education. It can thus be used by policy-makers who wish to assess where
investments in the field will have largest effects, as it reveals potential
gaps in the supply of entrepreneurship education. The model can also be
used to assess single programmes regarding strengths and weaknesses, in
order to understand how to adjust the courses involved. In order to assess
entrepreneurship education at other levels of the educational system, it
might be the case that the model needs to be altered regarding its content
dimensions, but the overall structure should function well whether it is the
supply of entrepreneurship education at elementary level or at PhD level
that is being assessed as it is both inclusive and specific.
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D. Hjorth (eds), New Movements in Entrepreneurship, Cheltenham, UK and Northampton,
MA, USA, pp. 51–70.
Zahra, S.A. (1991), ‘Predictors and financial outcomes of corporate entrepreneurship: An
exploratory study’, Journal of Business Venturing, 6(4), 259–85.
Zeithaml, C.P. and G.H. Rice (1987), ‘Entrepreneurship/small business education in
American universities’, Journal of Small Business Management, 25(1), 44–50.
Index
Abreu, M. 189, 194 Becker, C. 225, 233, 235, 236, 238–9,

academics 243
autonomy 116 Behrens, T. 127, 327
commitment, perceived reduction in Benneworth, P. 192, 193, 323
350–51, 361, 362 Bercovitz, J. 44, 236
freedom and organization autonomy Berger, A. 324, 328
47–8 Bernstein, T. 348, 350
qualification requirements 284, best practice
289–90 entrepreneurship education
response and role, business angel programmes see
university promotion 334, 338, entrepreneurship education
340–41 programmes, improvement
see also faculty level challenge; management, best practice
teaching entrepreneurship education
Acs, Z. 91, 323 programmes
agricultural entrepreneurship, recommendations, stakeholder
Netherlands see Netherlands, management 19–22
agri-food sciences’ knowledge transfer, regional perspective on the
network and entrepreneurship entrepreneurial university 191
education translation, transferability of
Ajzen, I. 95, 212, 230–31, 234, 236, entrepreneurship educational
238 programmes 91–2, 106–7, 108
Alashloo, F. 171, 172 Biggs, J. 137, 138–9, 140–41, 156, 439
Aldrich, H. 49, 211, 438 Bino, R. 259, 260, 262
alumni contribution 43, 372 Binswanger, M. 117, 123, 128, 130
see also students Bird, B. 210, 211, 212, 323, 327, 346,
Ambos, T. 361, 363 350, 353
Åmo, Bjørn Willy 91–111 Birley, S. 327–8
Anderseck, K. 371, 379 Blenker, P. 435, 438, 439, 444
Anderson, A. 384, 385 Blok, Vincent 64–90, 248–78
Argyres, N. 351, 352, 353, 356, 362 Bode, C. 115, 116, 117, 119, 120
Atchison, M. 394, 403 Bok, D. 113, 328
Atkinson, C. 415, 429 Bosma, N. 95, 96
Audretsch, D. 2, 11, 91, 167, 168, 184, Boucher, G. 193, 323
190, 324, 414–15, 416, 417, 426 Bozeman, B. 348, 359, 362
Bramwell, A. 346, 415
Baerz, A. 171, 172 Bray, M. 350, 429
Bager, E. 92, 94 Brennan, J. 25, 51
Baldini, N. 347, 351 Breschi, S. 347, 352
Bandura, A. 209, 210, 211, 214, 215, Brush, C. 281, 282, 284, 295, 435, 437,
219, 220, 410 438, 439
Baron, R. 65, 211, 441 Bührmann, A. 113, 124
Béchard, J. 136, 284 Bunge, M. 123, 129
461

Burtscheidt, C. 114, 116, 117, 120, 126, business plan development

128 accessing development, Denmark
business angel university promotion 441, 442, 443
and intellectual property (IP) agri-food sciences’ knowledge
exploitation 323–45 network 265, 267, 269, 270
academics’ response and role 334, competition see IBM Universities
338, 340–41 Business Challenge
business angel event observations entrepreneurial journey, university’s
and focus group results 336–9 contribution toward 375, 383
commercialization of IP 324 EXIST policy programme 233, 235
cooperative projects, suggestion of focus, need for, transferability of
342 programmes 108
economic downturn, effects of global start-up internships 306
341–2 business schools
equity share of company, relevance and entrepreneurial universities,
of 334, 336 differences between 381–2, 387
as funding source 325, 338, 341–2 universities with and without,
future research 342 comparison of 451, 453, 454
IP basic draft pipeline, creation of business spin-offs see spin-offs
340–41 business start-ups see start-ups
knowledge spillover theory of Bygrave, W. 325, 326, 386
entrepreneurship 323–4
marketing fees 334, 335, 337 Canada, programme improvement
network managers as gatekeepers management see entrepreneurship
333–4, 335, 336, 340–41 education programmes,
non-financial value-added (NFVA) improvement management,
studies and outreach role 326, best practice entrepreneurship
328 education programmes
risk-taking 324, 338 case studies
stakeholder involvement 331–2, 336, agri-food sciences’ knowledge
339, 339–41, 340 network 267
university innovation, role of 324, development access, University
325–9, 336 of Colorado Health Sciences
university management and Center (UCHSC) 427–8
governance-related barriers to entrepreneurship educators, impact
entrepreneurship education of 280, 293
327–8 EXIST policy programme see
Welsh Business Angels network Germany, EXIST policy
(Xenos Limited), overview programme
330 Middle East, evolving
see also intellectual property (IP); entrepreneurial universities 167,
start-ups 171–5
business challenge competitions Tanzania, use of local material 156
see IBM Universities Business venture capitalists 428–9
Challenge Welsh Business Angels network
business cultures, learning from see business angel university
different 349, 361 promotion and intellectual
business opportunity identification property exploitation
and assessment see opportunity categorization model see Denmark,
identification and assessment entrepreneurship education

Index 463
at university level, accessing skills teaching and applied

development, categorization entrepreneurship 383, 388
model for entrepreneurship skills teaching and competency trap
education 279–80
Chandler, G. 210, 211 competition
Chang, Y. 3, 352, 361, 363 entrepreneurial activity income and
Chapple, W. 328, 350 competitiveness 195–202
Charney, A. 156, 437 global competition in science and
Clark, B. 3, 11, 12, 68, 112, 113, 114, benchmarking 122
125, 137–8, 163, 166, 168, 179, innovation and competitiveness 121
180, 229, 237, 279, 296 state sponsoring and unfair
Clarysse, B. 190, 317 competition 353–4, 363
Coco, M. 302, 304 consultancy services 194, 195, 196, 197,
Collini, S. 25, 51 198, 199, 200, 201
Colyvas, J. 347, 348, 349–50, 351, 353, Cooke, P. 191, 324, 415, 437
362 Cope, J. 11, 65, 68, 70, 141, 279, 394,
commercialization 395, 397, 405, 406, 437, 439
business angel university promotion Corbett, A. 70, 318
see business angel university Crayford, Judith 392–413
promotion and intellectual curriculum
property (IP) exploitation design and objectives, Tanzania 140,
development access see university 147–50, 154
level entrepreneurial education, development, and employers 37–8
development access and firm entrepreneurial education
location development, Denmark 438–9,
exploitation of knowledge fears 440–41, 447–51, 455
25–6, 30–31 focus, and stakeholder management
Higher Education, Germany 113 19–20, 21
of spin-offs see university spin-offs start-up internships as a source of
and commercialization of experiential learning, Norway
spin-offs, ethical review 307–9
competencies see also teaching
acquisition and development 211
attitude and skills development, D’Abate, C. 303, 304, 310, 311
IBM Universities Business Dahl, M. 415, 416, 417
Challenge 400–401 Dahlstrand, Å. 327, 415
competence triggers 210–20 Darby, M. 349, 351
development, agri-food sciences’ David, P. 352, 362
knowledge network 268–71 Davidsson, P. 209, 212, 214, 438, 441
enterprise and entrepreneurial skills De Groot, S. 257, 259
development 39–40 Deacon, J. 393, 408
entrepreneurial mindset see Dearlove, D. 381
entrepreneurial mindset Debackere, K. 363, 436
generic competencies, supporting, Deeds, D. 416, 417, 427
IBM Universities Business Denmark, International Master of
Challenge 405–7 Entrepreneurship Education and
intercultural negotiation 407 Training 295
marketing skills 270, 375, 379, 405 Denmark, entrepreneurship education
self-efficacy see self-efficacy at university level, accessing
skills mix, identifying 385 development 435–59

Centre for Social Entrepreneurship Denmark, entrepreneurship education

(CSE), Roskilde University 445 at university level, accessing
Copenhagen Innovation and development, entrepreneurial
Entrepreneurship Lab (CIEL) education development 445–52
initiative 444, 454–5 course content and focus 447–9,
course design considerations 438–9, 450–51, 455
440–41 pedagogical methods 449–50, 451,
cutbacks in public funding, effects 453
of 436 pedagogical methods, focusing
Danish context, analysis of 444–5 on teaching through and for
Danish Foundation for entrepreneurship 451, 454
Entrepreneurship – Young social entrepreneurship 445
Enterprise 444 student numbers 446–7, 451, 455
educational activities, importance of trend developments 451
436–7 universities with and without
effective logic 437 business schools, comparison of
entrepreneurship education, focus 451, 453, 454
variations 438 Der Foo, M. 394, 407
EU funding 444 developing countries see Latvia;
future research 455–6 Middle East; Tanzania
government grant 444–5 Di Gregorio, D. 190, 191, 351
International Danish Ding, W. 236, 414
Entrepreneurship Academy Dohse, D. 70, 230, 430
(IDEA) 444 Dons, Hans 248–78
legal issues, understanding of 438, Draycott, M. 392, 393, 394
441, 442 Dweck, C. 214, 215, 219, 220
measurement of entrepreneurship
education development 437–9 economic downturn, effects on
teaching methods, importance of business angel university
effective 439 promotion 341–2
see also entrepreneurship education economic growth
programmes, improvement and government intervention 28–9,
management 40, 46
Denmark, entrepreneurship education and local economic development
at university level, accessing 415–16
development, categorization unemployment rates and role of
model for entrepreneurship entrepreneur 371–2
education 439–43 university spin-offs and
business plan development 441, 442, commercialization of spin-offs
443 349, 359–60, 361
content dimensions 440–41 see also financial resources; funding;
entrepreneurship/beginning category socioeconomic perspective
440–41 educators
finance/beginning category 440, 441 impact of see entrepreneurship
intrapreneurship category 440, 441 educators, impact of
law category 437, 440, 441, 442 see also teaching
market analysis 441 Edwards, Louise-Jayne 370–91
multidisciplinary dimensions, effective logic 66, 68, 70
importance of 441–2 accessing development 437
pedagogical dimensions 441–3 effectuation of entrepreneurial

Index 465
competencies 210, 212, 215, 354, entrepreneurship education, learning

357, 439, 441 through enterprise 382–3
Egeln, J. 414, 415, 417 entrepreneurship, skills teaching and
Eisenhardt, K. 167, 171 applied entrepreneurship 383,
Elliott, E. 219, 220 388
employment entrepreneurship, teaching for or
career motivation aspect, IBM about, distinction between
Universities Business Challenge 383–5, 387–8
404–5 evaluations of enterprise education,
and employability 29–31, 35, 37–8, need for 372–3
39–40, 44, 386 future research 377
employers and curriculum glamorization of entrepreneurs
development 37–8 through mass media 374–5
self-employment as attractive government enterprise support
occupational choice 234 programmes, UK 379–80
student expectations and career individual empowerment 380
aspirations, Tanzania 150–52, innovative teaching methods, need
153, 154, 157–8 for 386–9
unemployment rates and role of knowledge economy, exploitation of
entrepreneur 371–2 380, 384
Ensley, M. 65, 211 labelling effects 377–8
enterprise marketing skills 375, 379
and entrepreneurial journey see non-business-related staff 375
under entrepreneurial journey, opportunity identification 373, 380,
university’s contribution toward 381, 384, 387
and entrepreneurship education, personal identity development
differences between 393–4 376–7, 385
skills development, IBM Universities skills mix, identifying 385
Business Challenge 404–5, 406, small business, use of term 379, 380
407, 408–9 unemployment rates, economic
entrepreneurial journey, university’s growth and role of entrepreneur
contribution toward 370–91 371–2
alumni growth and development entrepreneurial mindset
patterns 372 attitude and skills development
business plan development 375, 383 400–401
business schools and entrepreneurial entrepreneurial values see values,
universities, differences between entrepreneurial university as
381–2, 387 nurturer of
definition problems 374–8 improvement, agri-food sciences’
employability concept 386 knowledge network 264–8
enterprise, courses about 383 intentions and behaviour of
enterprise definition, cultural university members 229–32
differences 378–9 see also competencies
enterprise education, understanding entrepreneurship education
of 375–6, 377 programmes, improvement
enterprise educators, need for management 64–90
development of 372, 375–6, future research 85, 87
385–6 global diversity of programmes 66
entrepreneurial university concept opportunity identification 65–6, 70,
380–86 82

performance indicators and leadership style and governance

dimensions 65–72 structure 68
public-private partnerships 85 multidisciplinary approach,
see also Denmark, entrepreneurship importance of 69
education at university level, outreach dimension and stakeholder
accessing development; teaching involvement 70–71
entrepreneurship education performance indicators 67
programmes, improvement research infrastructure 69
management, best practice strategy and mission dimension
entrepreneurship education 67–8
programmes 73–84 entrepreneurship educational
development and evaluation programmes, transferability see
dimension 83–4, 87 transferability of entrepreneurship
education dimension 81–2, 86–7 educational programmes in
entrepreneurship through education Finland, Sweden and Norway
74 entrepreneurship educators 279–300
financial resources dimension 77–9, academic qualification requirements
83 284
income generation 79 case studies 280, 293
institutional infrastructure 79–80, common additional qualification,
86 suggestion for 295
knowledge transfer 67, 74, 82, 83, 87 competency trap 279–80
leadership style and governance diversity, importance of 296
structure 77 educational backgrounds, diversity
multidisciplinary approach 79, 80 of 284–5
outreach dimension and stakeholder educators as role models, importance
involvement 82–3, 85–6 of 296
patent numbers and knowledge entrepreneurship education
transfer 67, 74, 82, 83 implications 295–7
performance and dimension, faculty profile, importance and
relationship between 74, 75 understanding of 295, 296
research infrastructure 80 future research 297
stakeholder involvement 79, 80, 84 ideal profile, perception of 285–6
strategy and mission dimension knowledge gaps in existing literature
75–7, 85 280
entrepreneurship education non-business studies 290
programmes, improvement processes optimization 268
management, European research, earlier 280, 281, 285
benchmark studies 64–5, 66 ‘specialist’ and the ‘generalist’
action-learning approaches 71–2 approaches, differences between
development and evaluation 284
dimension 71–2 team composition, defining aspired
education dimension 69–70, 87 296
effective logic 66, 68, 70 tenure requirements at US Higher
financial resources dimension 68–9 Education schools and
income generation 68–9 universities 285
institutional infrastructure typology, need for 280
dimension 69 use of, in entrepreneurship education
knowledge transfer between 281–4
university and society 69, 71 working definition 286

Index 467
entrepreneurship educators, impact of, commercialization of spin-offs,

Germany 286–9 ethical review
academic qualification of external enterprise education 372–3
e-educators 289–90 European benchmark studies 71–2
data analysis 288–9 see also values
educational backgrounds, EXIST policy programme see
business/ economic sciences Germany, EXIST policy
predominance 290, 291, 292 programme
educator profiles 289–90 experiential learning
entrepreneurial experience of direct experience, importance of 215
e-educators 290, 291, 292, 295, real-life learning, IBM Universities
296 Business Challenge 401–3
‘entrepreneurial’ performance and start-up internships see global
categorization 287–8 start-up internships as a source
inter-group comparison of educator of experiential learning
profiles 290–91
potential impact of e-educators faculty level challenge 46–7, 51–2, 54
292–3 departure and inequity claims 353,
Erikson, Truls 210, 301–20 358, 361
ethical concerns, and faculty profile, importance and
commercialization of spin-offs understanding of 295, 296
see university spin-offs and peer supportiveness, effect of 236
commercialization of spin-offs, see also academics
ethical review Fayolle, Alain 1–8, 11–24, 70, 91, 95,
Etzkowitz, H. 2, 3, 12, 13, 19–20, 25, 140, 158, 229, 231, 232, 279, 377
26, 64, 69, 71, 113, 164, 167, 188, Fearon, Colm 392–413
209, 221, 229, 253, 301, 328, 415, Feldman, M. 44, 236
429, 435, 436, 437 Feller, I. 347, 351, 353
European Union Feltovich, P. 212, 215
Confederation of EU Rectors’ female entrepreneurship, Scandinavia
Conferences 124 102, 106
Entrepreneurship in Higher Education Fiet, J. 279, 281, 282, 285
in the EU 381–2 Figueiredo, O. 416, 417
European benchmark studies see financial resources
entrepreneurship education best practice programmes 77–9, 83
programmes, improvement competitiveness and entrepreneurial
management, European activity income 195–202
benchmark studies European benchmark studies 68–9
European Commission, EXIST policy programme 235–6,
entrepreneurship education 11, 239–40, 241
21 Iranian entrepreneurial universities
European Consortium for 179, 181–2, 183
Accreditation (ECA) 125 see also economic growth; funding
funding 444 Finkle, T. 255, 280, 283, 285, 290
see also individual countries Finland, transferability of
evaluation programmes see transferability
best practice entrepreneurship of entrepreneurship educational
education programmes 83–4, 87 programmes in Finland, Sweden
commercialization of spin-offs see and Norway
under university spin-offs and firm creation see start-ups

firm location see university level future research

entrepreneurial education, business angel university promotion
development access and firm and intellectual property
location exploitation 342
firm performance see Denmark, entrepreneurship
commercialization education at university level,
Foss, N. 437, 438 accessing development of 455–6
Fotopoulos, G. 416 entrepreneurial journey, university’s
France contribution toward 377
Iranian universities’ alliance 180 entrepreneurship education
Observatory of Pedagogical programmes, managing
Practices in Entrepreneurship improvement of 85, 87
295 entrepreneurship educators, impact
Freeman, R. 13, 14, 18 of 297
Freeth, D. 138, 140 Germany, EXIST policy programme
Freidson, E. 114, 115, 129 242–3
Frey, B. 122, 124, 129, 130 Germany, institutional change in
funding German Higher Education
alternative revenue drive, and system 130
efficiency 42–3 global start-up internships as a
fees and competition 27–8, 31, 34, source of experiential learning
38, 41, 45–6, 48 317, 318
German Higher Education system IBM Universities Business Challenge
120, 127–8 409–10
government grant, Denmark 444–5 Middle East, evolving
international technology entrepreneurial universities 184
entrepreneurship, Norway 310 regional perspective on the
knowledge transfer activities, UK entrepreneurial university, UK
189–90 193, 202–3
public funding cutbacks, Denmark Tanzania, university
436 entrepreneurship education 157,
research funding, agri-food 158
sciences’ knowledge network, university level entrepreneurial
Netherlands 260–62 education, development access
resource shortages and lack of and firm location 431
experience, Tanzania 138, university spin-offs and
139–40, 145–6, 149, 153–5, commercialization of spin-offs,
156 ethical review 363
revenue generation and
commercialization of spin-offs Garavan, T. 69, 371, 382
349–50, 360, 361 Gartner, W. 66, 68, 70, 71, 141, 156,
venture-capital-funded firms 418–19, 281, 297, 437
428–9, 431 Geiger, R. 347, 349
see also economic growth; financial George, G. 236, 238
resources; government Germany
involvement BioRegio contest 430–31
funding source, as business angel entrepreneurship educators, impact
university promotion and of see entrepreneurship
intellectual property (IP) educators, impact of, Germany
exploitation 325, 338, 341–2 Fraunhofer system 29

Index 469
Germany, EXIST policy programme Germany, institutional change in

225–47 German Higher Education system
academic entrepreneurs 228–9 112–35
attractiveness of entrepreneurship, commercialization of Higher
perceived 234–6, 242–3 Education 113
behavioural control of future research 130
entrepreneurship, perceived Higher Education Framework Law
237–41 118, 120, 127
business plan development 233, institutional logic 113, 114–15,
235 117–18, 122–4, 125, 129
embedded support chain 229–30 legal issues 120, 126, 127
entrepreneurial intentions and Opening Universities policy 120
behaviour of university Triple Helix effect (education, state,
members 229–32 market) 113
factors affecting entrepreneurial Germany, institutional change in
behaviour 228–9 German Higher Education
faculty and student peers, effect of system, federal involvement and
supportiveness of 236 democratization 117–21
financial and material support at capacity regulation 119
initial development stage 235–6 competitiveness and innovation
financial and resource support 121
239–40, 241 Excellence Initiative 127
free-riding, avoidance of 243 funding policies 120
future research 242–3 governance system 119–20
information and advice provision and institutional logic of
238–9 democratization and central
infrastructure support 238 planning 117–18
knowledge, entrepreneurial new actor involvement 118–19
utilization of academic and precursors of change 120–21
scientific 234–5 student associations 118–19
market feasibility 238, 239, 240 supply-oriented study programmes
normative acceptance of 118
entrepreneurship, perceived Germany, institutional change in
236–7 German Higher Education
opportunistic free-riding, avoidance system, managed education era
of 243 121–8
opportunity costs, potential negative autonomy, increased 127
impact 235–6, 242 competitive funding programmes
policy support 232–41 127–8
research and policy implications Confederation of EU Rectors’
241–3 Conferences 124
risk-taking 235–6, 238 funding and incentives 126
self-employment as attractive global competition in science and
occupational choice 234 benchmarking 122
start-up barriers 237–8 governance system 125–8
sustainability of 240–41 institutional mergers, cost
theory of planned behaviour (TPB) efficiencies and strategic profile
models 231–2, 236 development 126–7
university-wide acceptance and national and international
encouragement, effects of 236–7 accreditation agencies 125

New Public Management (NPM) global partnerships, importance of

approach 123–4, 127 309
opportunity identification 125 internship characteristics 311–15
presidential constitution, shift to internship satisfaction as dependent
126 variable 311–12, 316–17
publication preferences 124–5 job characteristics as independent
research productivity indicators variable 312–13
122–3 legal aspects 301
university councils, emergence of political and financial support 310
126 prizes awarded 309
Germany, institutional change in programme characteristics 307–9
German Higher Education recruitment and interviewing
system, professional dominance process, institutional
era 114–17 distribution of 310
and change to managed education work environment characteristics as
112–13 independent variable 313–15,
governance system 116 317
Humboldtian model 112, 114, 115, Goddard, J. 31, 188
117, 125 Goedegebuure, L. 126
institutional actors 115–16 Goethner, M. 229, 230, 231, 232, 234,
precursors of change and second 236, 237, 242
industrial revolution 116–17 Goldstein, H. 347, 350, 415, 429
Geuna, A. 190, 350, 435, 436 Gonzalez, C. 349, 351
Gibb, Allan A. 21, 25–63, 188, 228, Gorman, G. 11, 384
264, 296, 297, 379, 381, 385, 386, Gotlieb, P. 394, 403
387, 408, 410, 435, 437, 439 governance system
Gilsing, V. 346, 349 German Higher Education system
Glenna, L. 351, 360 116, 119–20, 125–8
global start-up internships as a source Iranian entrepreneurial universities
of experiential learning 301–20 171, 172, 176
early career success and past leadership style 68, 77, 219, 220
participation in undergraduate government involvement
internship, relationship between and economic growth 28–9, 40,
304 46
experience as source of learning enterprise support programmes, UK
302–5 379–80
future research 317, 318 government grant, Denmark 444–5
market feasibility studies 317 policy considerations, and
organizers and facilitators, development access 430–31
important role of 317–18 policy support, agri-food
social entrepreneurship 309 sciences’ knowledge network,
global start-up internships as a Netherlands 261–2
source of experiential learning, political and financial support,
international technology global start-up internships 310
entrepreneurship, Norway 301, state sponsoring and unfair
305–10 competition 353–4, 363
business plan development 306 transferability of entrepreneurship
current programme structure 306–10 educational programmes 100
establishment and growth, main Triple Helix model (university–
factors affecting 309–10 industry–government

Index 471
interrelationship) 12–14, 53, IBM Universities Business Challenge

113 392–413
see also public policy business challenge competitions
Grandi, A. 165, 177 394–5
Grayling, A. 28, 31, 39 career motivation aspect 404–5
Greene, P. 280, 284, 286, 295 ‘enterprise’ and ‘entrepreneurship’
Grégoire, D. 136, 284 education, differences between
Grimaldi, R. 163, 165, 177 393–4
Groenewegen, Peter 136–62 enterprise skills development 404–5,
Grünhagen, Marc 225–47 406, 407, 408–9
Guerrero, Maribel 2, 11, 22, 64, 163–87 entrepreneurial behaviour, attitude
Gulbrandsen, M. 234, 351 and skills development 400–401
Gulikers, J. 65–6, 70 entrepreneurial learning and
Gumport, P. 122, 129 teaching implications 408–9
Günther, J. 279, 283 entrepreneurial values, identifying
key 403–4
Hackman, J. 311, 312 future research 409–10
Haeussler, C. 347, 352 generic competencies, supporting
Hakhverdyan, Sose 435–59 405–7
Hamilton, J. 393, 394, 401, 403, 406, intercultural negotiation 407
410 marketing skills 405
Handscombe, R. 371–2, 379, 380, 381, real-life learning, emphasis on 401–3
383, 387 respondents’ profile and reasons for
Hanft, A. 113, 124 joining 399–400
Hannon, P. 264, 393, 408, 439 risk-taking 395, 403
Harman, G. 126, 327 self-confidence development 403–4
Harris, J. 393, 408 sense-making, core tenets of 397–8,
Harrison, R. 324, 325, 328, 329 403
Haskins, Gay 25–63 situated learning theory 394, 405–6
Heinonen, J. 435, 436, 437 social nature of entrepreneurial
Hemer, J. 235, 237 learning 395, 402, 403–4, 405–6,
Henderson, R. 140, 149 408, 410
Hewitt-Dundas, N. 189, 194 stakeholder relationships,
Higher Education Institutions see management of 407
‘university’ headings immigration controls 34
Hills, G. 280, 282, 285, 379, 381, 387 income generation see financial
Hindle, K. 139, 140, 156 resources; funding
Hödl, E. 117, 120 incubation services 21, 425, 430
Hofer, A. 225, 294 innovation
Honig, B. 209, 212, 214 business angels and university
Hsu, R. 348, 350 innovation 324, 325–9, 336
Huggins, R. 193, 194–5, 199, 415 competitiveness and innovation 121
Hughes, A. 29, 46 innovative teaching methods, need
Hulsink, Willem 248–78 for 386–9
Humboldtian model, German Higher and knowledge transfer, Iran 177
Education system 112, 114, 115, local and regional partnership
117, 125 development 41, 51–2
Hynes, B. 69, 70–71, 93, 155, 156 and open creativity 13–14
Hytti, U. 72, 92, 94, 105, 108, 372, 384, R&D expenditure and patent
435, 436, 437 applications, and transferability

of programmes 100–101, 103, start-up internships see global

105, 106 start-up internships as a source
and research system, agri-food of experiential learning
sciences’ knowledge network trans-cultural opportunities and
257, 258–62 global curriculum 34–5, 42
institutional change, Germany see Internet
Germany, institutional change in online learning technologies, use of
German Higher Education system 33–4, 38, 39
institutional differences, regional see also technology
perspective on the entrepreneurial internships
university, UK 190–92, 193, 194 opportunities 29, 30, 33, 38, 42
institutional infrastructure start-up see global start-up
best practice entrepreneurship internships as a source of
education programmes 79–80, experiential learning
86 Iran, entrepreneurial universities
European benchmark studies 69 see Middle East, evolving
transferability of programmes 97–8, entrepreneurial universities,
99, 105, 107–8 Iranian entrepreneurial
intellectual property (IP) universities
academic founder preferences, and Iredale, N. 393, 394
development access 426–8 Ireson, J. 384, 388
and anti-commons effect, Italy, Iranian universities’ alliance 180
commercialization of spin-offs
348, 352, 355–6, 360, 361, 362 Jack, S. 384, 385
exploitation, and business angel Jensen, R. 347, 349, 429, 436
university promotion see Jessen, R. 114, 117, 118
business angel university Jones, A. and P. 392, 393, 394, 395,
promotion and intellectual 398, 411
property exploitation Jones, B. 393, 394
patent application and transferability Jones, C. 296, 386, 411
of programmes 100–101, 103, Jones, G. 380, 384
105, 106, 108 Jones-Evans, D. 163, 168, 330
patent applications, Iranian Jongbloed, B. 13, 18
entrepreneurial universities 181 Jørgensen, Casper 435–59
patent numbers and knowledge
transfer 67, 74, 82, 83 Kabongo, J. 280, 281, 283, 284–5, 290,
patent and technology licensing, 295, 385
agri-food sciences’ knowledge Kalaitzandonakes, Nicholas 414–34
network 253, 260, 261, 272, 273 Katz, J. 11, 65, 93, 254, 255, 281, 282,
regional perspective on the 284, 435, 437, 451, 454
entrepreneurial university, UK Kehm, B. 113, 127
194, 195, 196, 197, 198, 200, Kirby, D. 12, 64, 125, 163, 165, 166,
201 168, 177, 178, 229
valorization, agri-food sciences’ Kirzner, I. 354, 356–8, 362
knowledge network 261, 272–3 Kitson, M. 50, 188
international market Klandt, H. 280, 285
immigration controls 34 Kleinman, D. 351, 352, 353, 355
networks and alliances, Iranian Klofsten, M. 19–20, 69, 163, 168
entrepreneurial universities Kluth, W. 119, 121, 126
180 Klyver, K. 92, 94

Index 473
knowledge transfer legal aspects

best practice entrepreneurship academic autonomy 116
education programmes 67, 74, accessing development, Denmark
82, 83, 87 437, 440, 441, 442
European benchmark studies 69, federal involvement and
71 democratization, Germany see
EXIST policy programme 234–5, Germany, institutional change
238–9 in German Higher Education
flows, debate over use of 38–9 system, federal involvement and
and innovation, Iranian democratization
entrepreneurial universities, German Higher Education system
environmental factors 177 120, 126, 127
network, agri-food sciences see global start-up internships as a
Netherlands, agri-food sciences’ source of experiential learning
knowledge network and 301
entrepreneurship education intellectual property and patents see
and patent numbers 67, 74, 82, 83 intellectual property
regional perspective, UK 189–91, legal and social regimes, diversity in
194, 195, 196 363
social sources 211 legal status of universities, and
spillover theory of entrepreneurship public/private investment 43
323–4 support-oriented state universities,
utilization objective, and history of (US) 252
commercialization of spin-offs Lehmann, E. 168, 324
348, 360, 361 Leibfried, S. 113, 127
Kolb, A. and D. 302, 303 Leslie, L. 113, 125, 138, 349, 353, 355
Kolvereid, L. 70, 93, 100, 234 Leunbach, Daniel 301–20
Kolympiris, Christos 414–34 Leute, K. 350, 351, 362
Krimsky, S. 351, 352, 353, 355, 356, Levie, J. 96, 383–4, 387
362 Leydesdorff, L. 2, 12, 188
Kristiansen, S. 136, 145 Libecap, G. 156, 437
Krueger, N. 212, 214, 215, 216, 231, Liebeskind, J. 351, 352, 353, 356, 362
242 Liñán, F. 166, 231, 234, 237
Kulicke, M. 225, 226–7, 232, 233, 234, Link, A. 163, 165, 177, 192
235, 238, 243, 279, 280, 284, 285 Little, S. 302, 303, 304, 317
Kuratko, D. 11, 66, 139, 254, 437 local partnership development 31, 32,
Kyrö, P. 91, 439 40–41, 46, 51–2
Kyvik, S. 435, 436 see also regional perspective on the
entrepreneurial university, UK
Lacetera, N. 351, 360 Long, W. 68, 254, 285, 296
Landström, H. 91, 326 Lowe, R. 349, 351
Lans, Thomas 64–90, 248–78 Lubberink, Rob 64–90, 266, 268, 272
Larsen, M. 347, 349, 351
Latvia, entrepreneurship education, McCarthy, Simon 323–45
low rate of 163 McCaskey, P. 280, 281, 283, 284–5,
leadership style 68, 77, 219, 220 290, 295, 385
see also governance system McDougall, P. 166, 178, 349, 351, 438
lecturers and guest lecturers see MacKenzie, Niall G. 188–206
academics; teaching McMullan, W. 68, 254, 285, 296, 381,
Lee, J. 350, 429 438

management environmental factors, institutional

entrepreneurial management of approach 164–6
independence 48–50 future research 184
financial see financial resources; internal factors, resource-based view
funding 166
improvement management see research and knowledge spillovers
entrepreneurship education 166–7
programmes, improvement Middle East, evolving entrepreneurial
management universities, Iranian
New Public Management (NPM) entrepreneurial universities,
approach, Germany 123–4, environmental factors
127 entrepreneur role models 178
stakeholder see stakeholder entrepreneur role models, reward
management systems as incentives 178, 179
university management and entrepreneurship education
governance-related barriers to programme 177
entrepreneurship education favourable attitudes, encouragement
327–8 of 177, 184
Marginson, S. 34, 54 governance structure 172, 176
market analysis 239, 441 innovation and knowledge transfer
feasibility studies 238, 239, 240, 317 177
international see international patent applications 181
markets support measures for
marketing fees, business angel entrepreneurship 176–7, 183,
university promotion 334, 335, 184
337 Middle East, evolving entrepreneurial
marketing skills 270, 375, 379, 405 universities, Iranian
marketing studies, Tanzania, university entrepreneurial universities,
entrepreneurship education 146, internal factors
155 financial resources 179, 181–2, 183
Markowska, Magdalena 209–24 foreign investment and
Markussen. Elisabeth 435–59 entrepreneurship capital 181–2,
Martinelli, A. 350, 352 183–4
Mason, C. 324, 325, 328, 329 government policies and investment
mass media, glamorization of levels 171, 172
entrepreneurs through 374–5 human resources 178–9, 182, 183
Matlay, H. 71, 279, 371, 387, 410 international networks and alliances
Maxwell, N. 39, 51 180
Mead, G. 216, 218 physical resources 179–80
Meier, F. 123, 124, 125, 127 Sharif University of Technology
Mello, J. 13, 164, 167 (SUT) 173–4, 175
Merton, R. 354, 355–6, 362, 363, 429 socioeconomic impacts 167, 181–2,
Meyer, M. 346, 348 183–4
Middle East, evolving entrepreneurial status and prestige 180
universities 163–87 undergraduate admissions 179
case study approach 167, 171–5 University of Tehran (UT) 173–4,
entrepreneurial universities 175
framework 164–7 Mitchell, R. 15, 218, 348
entrepreneurial university missions Moberg, Kåre 435–59
(EUMs) 166–7 Moore, M. 26, 51

Index 475
Morley, L. 136, 141 entrepreneurship education,

motivation and attitudinal Wageningen University, DAFNE
requirements 98–9, 101, 107–8, programme 249–50, 263–75
210, 211–12 Academic Master Cluster module
see also self-efficacy 269–70
Mowery, D. 190, 349 business plan development 265, 267,
Mueller, P. 2, 11, 209, 349, 414 269, 270
Mueller, S. 231, 232 ‘champions of entrepreneurship’ role
Muir, Elizabeth J. 370–91 models 264–6, 267
Müller, S. 279, 284, 292 database of entrepreneurs 266–7
multidisciplinary approach 69, 79, 80, Entrepreneurial Boot Camp 271
441–2 entrepreneurial mindset
Münch, R. 112, 113, 117, 121, 122, improvement 264–8
124, 125, 128 games and simulations 267–8
Müskens, I. 113, 124 Go West exchange programme 271
Mwasalwiba, Ernest Samwel 136–62 Innovation and Entrepreneurship
BSc minor 270
Narayanan, V. 302, 303 intellectual property (IP) and
Neck, H. 280, 284, 286, 295 knowledge valorization 272–3
Nesta, L. 190, 350 marketing courses 270
Netherlands, agri-food sciences’ professional courses 268–9, 272
knowledge network and Schilperoort lectures 267
entrepreneurship education skills and competencies,
248–78 development of 268–71
agri-food sector overview 256–8 Top-class programme 269
case study approach 267 Netherlands, agri-food sciences’
Centres of Entrepreneurship (CoEs) knowledge network and
249, 255 entrepreneurship education,
entrepreneurial university system Wageningen University
250–53 transformative approach 258–63
innovation and research system 257, government policy support 261–2
258–62 intellectual property (IP) valorization
Kauffman Foundation and 261
Campuses Initiative 249 knowledge sharing 259, 260
knowledge valorization as processes optimization 258
Third Mission in European public–private partnerships 253, 260,
universities 253 262, 263
opportunity identification 258, 261, research funding 260–62
268, 269, 270, 271, 273 Startlife programme 275
Partnership in Entrepreneurship University of Applied Science
Education programme 249 259
patent and technology licensing 253, Wageningen Business Generator
260, 261, 272, 273 (WBG) 261
Third Generation university and New Public Management (NPM)
knowledge exploitation 251–2 approach, German Higher
US model as comparison 252–3, Education system 123–4, 127
254–5 Newman, J. 25, 39, 51
value chain changes 257–8 Nickel, S. 119, 123, 124, 127
Netherlands, agri-food sciences’ Nikolou-Walker, G. 395
knowledge network and Noel, T. 219, 377

Norway start-up internships see global

start-up internships see global start-up internships as a source
start-up internships as a source of experiential learning
of experiential learning Tanzania, university
transferability of programmes entrepreneurship education
see transferability of 151
entrepreneurship educational transferability of entrepreneurship
programmes in Finland, educational programmes in
Sweden and Norway Finland, Sweden and Norway
Nowotny, H. 26, 50 93–4, 95, 101, 105, 107
Nygaard, C. 435, 436 university spin-offs see university
spin-offs and commercialization
O’Cinneide, B. 69, 371, 382 of spin-offs, ethical review
OECD values, entrepreneurial university as
strategies for good entrepreneurial nurturer of 210, 214, 215, 220
practices 20–21 O’Shea, R. 163, 165, 166, 176, 237,
Towards an Enterprising Culture 349, 429
382–3 Osterloh, M. 122, 124, 130
Oehler, C. 114, 117 outreach dimension and stakeholder
O’Gorman, C. 72, 372 involvement
Oldham, G. 311, 312 best practice entrepreneurship
Olsen, J. 112, 113, 129 education programmes 82–3,
Omta, Onno 64–90 85–6
online learning technologies, use of European benchmark studies 70–71
33–4, 38, 39 non-financial value-added (NFVA)
see also technology studies and outreach role 326,
opportunity identification and 328
assessment Owen-Smith, J. 347, 349, 351, 355,
business angel university promotion 360
see business angel university
promotion and intellectual Packham, Gary 323–45
property (IP) exploitation Pasternack, P. 113, 115, 119, 127
entrepreneurial journey, university’s patents see under intellectual property
contribution toward 373, 380, (IP)
381, 384, 387 Patton, R. 392, 394
Excellence and Opportunity White Patzelt, H. 228, 233, 241–2
Paper 189 Paul, S. 324, 326–7
and experiential learning see IBM pedagogy see teaching
Universities Business Challenge Pegg, A. 30, 37
Netherlands, agri-food sciences’ Pelfrey, A. 415, 429
knowledge network and performance indicators
entrepreneurship education 258, best practice entrepreneurship
261, 268, 269, 270, 271, 273 education programmes 74, 75
opportunistic free-riding, avoidance European benchmark studies 67
of 243 improvement management 65–72
opportunity costs, potential negative performance and dimension,
impact 235–6, 242 relationship between 75
regional perspective on the performance orientation and
entrepreneurial university, UK entrepreneurial values 219–20
189 Perkmann, M. 347, 348

Index 477
personal identity development 376–7, Rae, D. 64, 70, 371, 374–5, 385–6, 387,
385 388–9, 395, 397, 398, 405
see also self-efficacy Rappert, B. 348, 363
Phan, P. 69, 190 Rasmussen, E. 69, 71, 230, 238, 242
Pickernell, David 323–45 Rawls, J. 347, 354, 361, 363
Pittaway, L. 11, 65, 68, 70, 141, 279, Redford, Dana T. 1–8, 11–24
393, 395–6, 397, 401, 405, 411, Reeves, S. 138, 140
437, 439 regional partnership development 31,
Polanyi, M. 114, 115, 129 32, 40–41, 46, 51–2
Politis, D. 326, 439 regional perspective on the
Porter, L. 311, 313 entrepreneurial university, UK
Potter, J. 68, 69, 225, 279 188–206
Powell, W. 94, 347, 348, 349, 351, 355, ‘best practice’ transfer 191
360, 362, 363 business and community interaction
Power, M. 113, 123 194
Powers, J. 166, 178, 349, 351 categorization of UK universities
private sector involvement 28, 34, 41 194–5
public–private partnerships 41–3, collaborative research and contract
262, 263 research projects 194, 195–7,
venture-capital-funded firms 418–19, 198, 199, 200, 201
428–9, 431 competitiveness and entrepreneurial
processes optimization 47, 49, 51, 52, activity income 195–202
54, 258, 268 consultancy services 194, 195, 196,
production processes see knowledge 197, 198, 199, 200, 201
transfer European Union countries,
professional dominance in German suggested future research 202–3
Higher Education System see facilities-and-equipment-related
Germany, institutional change services (F&E) 194, 195, 196,
in German Higher Education 197, 198, 199, 200, 201
system, professional dominance funding schemes for knowledge
era transfer activities 189–90
Pruisken, I. 126, 127 future research 193, 202–3
public interest research, possible institutional differences 190–92, 193,
abandonment of 351 194
see also research intellectual property activities 194,
public policy 195, 196, 197, 198, 200, 201
funding cutbacks, Denmark 436 knowledge transfer 189–91, 194, 195,
recommendations, and 196
entrepreneurial values 220–21 licensing differences 191
support, EXIST policy programme literature review, missing elements
232–41 190–93
see also funding; governance system opportunity identification 189
public–private partnerships 41–3, 85, polytechnics 194
253, 260, 262, 263 Realising Our Potential Awards 189
regional divergence 192–3
R&D expenditure and patent research and economic benefit, and
applications, and transferability knowledge-driven economy 189
of programmes 100–101, 103, 105, risk-taking 192
106 Reihlen, Markus 112–35
see also innovation Renault, C. 350, 415

research agri-food sciences’ knowledge

collaborative and contract research network 264–6, 267
projects 194, 195–7, 198, 199, educators as role models, importance
200, 201 of 296
direction change, claims of 351–2, identifying inspiring 217–19
360, 361, 362 Iranian entrepreneurial universities
entrepreneurship educators, use of 178
earlier 280, 281, 285 support, and technology transfer 44
infrastructure, best practice role-playing, social nature of
entrepreneurship education entrepreneurial learning 395, 402,
programmes 80 403–4, 405–6, 408, 410
infrastructure, European benchmark Röpke, J. 12, 19, 125
studies 69 Rothaermel, F. 229, 230, 239
innovation and research system, Russell, R. 394–5, 398, 403–4, 406
agri-food sciences’ knowledge
network 257, 258–62 Salamzadeh, Aidin 163–87
and knowledge spillovers, Middle Salter, A. 41, 184
East 166–7 Samila, S. 415, 417, 431
output and publishing, increased Sarasvathy, S. 210, 212, 215, 283, 298,
levels of 349 354, 357, 439, 441
and policy implications, EXIST Schimank, U. 123, 124, 125, 127
policy programme 241–3 Schleinkofer, M. 279, 280, 284, 285
productivity indicators, German Schneeberger, Ken 414–34
Higher Education system Schulte, P. 137, 166, 167
122–3 Scott, J. 112, 115, 116, 163, 165, 177,
public interest research, possible 192
abandonment of 351 self-efficacy
revenue generation see funding individual action-controlled beliefs,
Rhoades, G. 113, 128, 346, 353, 356, increasing 214–16
363 individual belief systems,
Rhoten, D. 362, 363 development of 212–14
Richardson, I. 70–71, 155 motivation and attitudinal
risk-taking 49, 51 requirements 98–9, 101, 107–8,
business angel university promotion 210, 211–12
and intellectual property (IP) personal identity development
exploitation 324, 338 376–7, 385
commercialization of spin-offs, role identity, development of 216–17
ethical review 346, 353 self-confidence development, IBM
EXIST policy programme 235–6, Universities Business Challenge
238 403–4
IBM Universities Business Challenge see also competencies
395, 403 Shane, S. 65, 94, 190, 191, 240, 327,
regional perspective on the 346, 348, 349, 350, 351, 353, 357,
entrepreneurial university, UK 414, 415, 418, 431
192 Shepherd, D. 210, 228, 231, 233, 241–2,
Robbers, I. 280, 283 279–80
Robertson, M. 140, 149 Siegel, D. 3, 69, 346, 348
Rogers, E. 92, 95 Sieger, P. 229, 230
role models Sieweke, S. 113, 127
‘champions of entrepreneurship’, skills see competencies

Index 479
Skinner, E. 210, 214, 219 as entrepreneurial stakeholder

Slaughter, S. 113, 122, 125, 138, 327, learning organizations
346, 349, 353, 355, 356, 363 stakeholder management 11–24
small businesses business incubation services 21
involvement with 29, 32, 40–41 classification of stakeholders 14
use of term 379, 380 community concept 13
Smith, A. 392, 394 curriculum focus 19–20, 21
social entrepreneurship 309, 445 entrepreneurial university concept
social media use 33 11–12
see also technology good practice recommendations
socioeconomic perspective 19–22
cost-benefit analysis, transferability innovation and open creativity 13–14
of programmes 95–6 internal and external stakeholders,
Iranian entrepreneurial universities engagement of 16–19
167, 181–2, 183–4 participation levels, assessment of
social bonds and development access 18–19
425–6 relevant groups, uncovering 14–15
social nature of entrepreneurial stakeholder selection 13
learning 395, 402, 403–4, 405–6, start-up support 21–2
408, 410 strategies for good entrepreneurial
see also economic growth practices 20–21
Solomon, G. 70, 254, 255, 281, 380–81, Third Mission and university
437 involvement 13
Sorenson, O. 415, 416, 417, 431 Triple Helix model (university–
Sørheim, R. 69, 71, 324, 326, 328 industry–government
Souitaris, V. 70, 158, 232, 234 interrelationship) 12–14
Spain, Iranian universities’ alliance 180 university resources, use of 21
spin-offs start-ups
commercialization of see university barriers 237–8
spin-offs and commercialization expectations, transferability of
of spin-offs, ethical review programmes 100, 101, 102,
and transferability of programmes 103–4, 107
102, 104, 106 government funding 341–2
see also start-ups internships see global start-up
Sporn, B. 68, 128, 229 internships as a source of
stakeholder involvement experiential learning
best practice entrepreneurship support, and stakeholder
education programmes 79, 80, management 21–2
84 see also business angel university
business angel university promotion promotion and intellectual
and intellectual property property (IP) exploitation;
exploitation 331–2, 336, 339, spin-offs
339–41, 340 Steers, R. 311, 313
European benchmark studies 70–71 Steffensen, M. 350, 416
outreach dimension 82–3, 85–6 Steiner, Susanne 279–300
relationship management 407 Stephan, P. 414–15, 417, 426
Tanzania 155–6, 159 Sternberg, R. 30, 37, 39, 211
universities as entrepreneurial strategy and mission dimension
stakeholder learning best practice entrepreneurship
organizations see universities education programmes 75–7, 85

European benchmark studies 67–8 performance and examination

strategy beliefs 214, 215–16, 218 results 150, 151, 156
Streeter, D. 249, 255 polytechnic colleges 141
Stryker, S. 217, 218 resource shortages and lack of
Stuart, T. 236, 414 experience 138, 139–40, 145–6,
students 149, 153–5, 156
alumni contribution 43, 372 response biases, checking for 157
choice, universities influencing 36–7 stakeholder involvement, importance
entry profiles, Tanzania 140, 147, of 155–6, 159
148 student entry profiles 140, 147, 148
expectations and career aspirations, student expectations and career
Tanzania 150–52, 153, 154, aspirations 150–52, 153, 154,
157–8 157–8
experience enhancement 32 student experience, tapping into
student bodies, involvement of 40, 156
118–19 teacher-focused and student-focused
support for, EXIST policy strategies, distinction between
programme 229–30 140–41, 156–7
see also teaching teaching methods employed 149–50,
Svalastog, Mari Saua 301–20 151, 153
Sweden, transferability of traineeships with local entrepreneurs,
programmes see transferability suggestion for 155
of entrepreneurship educational university motivation for teaching
programmes in Finland, Sweden entrepreneurship 145
and Norway Tartari, V. 347, 352
teaching
Tanzania, university entrepreneurship business plan development see
education 136–62 business plan development
Biggs 3P model (presage, process, case studies 280, 293
product) of instructional computer games and simulations,
alignment 137, 138–9, 140–41, use of 267–8
156, 439 educational backgrounds of
case study material, use of local 156 entrepreneurship educators
Community Engagement 284–5, 290, 291, 292
Programmes 145 enterprise educators, need for
concept of the entrepreneurial development of 372, 375–6,
university 137–41 385–6
country’s political changes 144–5 entrepreneurial experience of
course design and objectives 140, educators 290, 291, 292, 295,
147–50, 154 296
education focus, changing 145 entrepreneurship educators, impact
entrepreneurship centres, of see entrepreneurship
establishment of 145 educators, impact of
future research 157, 158 entrepreneurship, teaching for or
lecturer training, investment in about, distinction between
146–7, 154–5 383–5, 387–8
local context, importance of in ‘flipped classroom’ model 33
programme transfers 155 guest lecturers 70, 71, 81, 82, 87,
marketing studies 146, 155 265, 269, 275, 430, 441
opportunity identification 151 implications, IBM Universities

Index 481
Business Challenge 408–9 transferability of entrepreneurship

internships see internships educational programmes in
lecturer training investment, Finland, Sweden and Norway
Tanzania 146–7, 154–5 91–111
methods, Denmark 439, 441–3, age and gender differences 100–102,
449–50, 451, 453, 454 103
methods, Tanzania 149–50, 151, antecedent to entrepreneurship
153 97–9
non-business-related staff 375 best practice translation 91–2,
programme improvement 106–7, 108
management see business plan focus, need for 108
entrepreneurship education business spin-offs 102, 104, 106
programmes, improvement education implications 106–9
management entrepreneurial output factors
programme transferability 100–102, 103–4
see transferability of female entrepreneurship 102, 106
entrepreneurship educational Global Entrepreneurship Monitor
programmes in Finland, research programme 94–7
Sweden and Norway government involvement 100
role-playing, and social nature of institutional structures and
entrepreneurial learning 395, national environment for
402, 403–4, 405–6, 408, 410 entrepreneurship 97–8, 99, 105,
skills teaching and applied 107–8
entrepreneurship 383, 388 intellectual property (IP) rights 108
teacher-focused and student-focused motivation and intentions towards
strategies, distinction between, entrepreneurship 98–9, 101,
Tanzania 140–41, 156–7 107–8
see also academics; curriculum; neo-institutional theory and ideas as
research; students policy recommendations 94
technology use opportunity identification 93–4, 95,
agri-food sciences, Netherlands see 101, 105, 107
Netherlands, agri-food sciences’ population and domestic market size
knowledge network and as factors 98
entrepreneurship education R&D expenditure and patent
mass media, glamorization of applications 100–101, 103, 105,
entrepreneurs through 374–5 106
online learning technologies 33–4, serial entrepreneurship 100
38, 39 socioeconomic perspective and
technology transfer, role model cost-benefit analysis 95–6
support and availability 44 start-up expectations 100, 101, 102,
transferability of entrepreneurship 103–4, 107
educational programmes 104, structuration theory and
105, 106, 108 entrepreneurial actions 94,
Teichler, U. 115, 116, 117, 119, 120 102
Thompson, P. 194, 330 technology use 104, 105, 106, 108
Thornton, P. 115, 164 theoretical perspectives 93–6
Thursby, J. 190, 191, 347, 348, 350, see also teaching
351, 362 Triple Helix model (university–
Thursby, M. 190, 191, 347, 349, 350, industry–government
351, 352, 429 interrelationship) 12–14, 53, 113

Udell, G. 324, 328 National Centre for

unemployment rates, and role of Entrepreneurship in Education
entrepreneur 371–2 (NCEE) 39
see also employment National Centre for Universities and
United Kingdom Business 29
Academy Schools Programme 32 National Co-ordinating Centre for
Baccalaureate 32 Public Engagement 41
Big Society concept 31 National Consortium of University
Catapult programme of R&D Entrepreneurs (NACUE) 40
investment 29 National Council for Graduate
Edinburgh University online courses Entrepreneurship (NCGE) 297,
33 393, 395–7, 398
Employer Ownership Partner National Scholarship Programme 38
scheme 40 National Social Enterprise UEN
Enterprise Educators UK 39 (University Enterprise
Enterprise and Entrepreneurship Network) 41
Education 32 New College of the Humanities
Entrepreneurship Action Plan, (NCH) 28
Wales 384 Open University 33
entrepreneurship teaching Our Competitive Future White Paper
developments, recent 382 189
Excellence and Opportunity White regional perspective see
Paper 189 regional perspective on the
government enterprise support entrepreneurial university, UK
programmes 379–80 Research Assessment Exercise 42
Higher Education Academy Shell Technology Enterprise
‘Pedagogy for Employability’ Programme (STEP) 40
paper 37 student loan system 27
Higher Education Funding Council universities as entrepreneurial
for England (HEFCE) 31, stakeholder learning
45 organizations see universities
Higher Education Innovation Fund as entrepreneurial stakeholder
(HEIF) 31, 41 learning organizations
Higher Level Apprenticeships Wales Spin Out Programme 380
programme 30 Welsh Business Angels network
IBM Universities Business Challenge see business angel university
see IBM Universities Business promotion and intellectual
Challenge property exploitation
International Entrepreneurship Wilson Report 28, 29, 30, 31, 32, 42
Educators’ Programme (IEEP) United States
410 angel investment network 324, 325
Iranian universities’ alliance 180 Babson College’s Modules for
Knowledge Exploitation Fund Entrepreneurship Educators
(Wales) 380 (MEE) 295
Knowledge Transfer Partnership entrepreneurship education
programme (KTP) 32, 40 programmes, managing
Leading Transformational Change improvement of see
partnership programme 36 entrepreneurship education
Local Enterprise Partnerships 31, programmes, managing
41 improvement of, study results

Index 483
firm location decisions see university universities as entrepreneurial

level entrepreneurial education, stakeholder learning organizations
development access and firm 25–63
location academic freedom and organization
internships before graduation 302–3, autonomy, perceived threat to
304 47–8
land grant colleges 252–3 alumni and philanthropic revenue
Massive Open Online Courses 43
(MOOCs) 33, 38 apprenticeship programmes 30
support-oriented state universities, commercial exploitation of
history of (US) 252 knowledge fears 25–6, 30–31
tenure requirements 285 community engagement 31, 32,
University of Colorado Health 40–41
Sciences Center (UCHSC) case current pressures 27–35
study 427–8 current pressures, responses to 36–44
university entrepreneurship courses, departmental/faculty level challenge
evolution of 254–5 46–7, 51–2, 54
university knowledge transfer and differentiation challenge 36, 41, 53–4
entrepreneurship 252–3 employability and employment
universities 29–31, 35, 39–40, 44
business angel university promotion employers and curriculum
see business angel university development 37–8
promotion and intellectual enterprise and entrepreneurial skills
property exploitation development 39–40
education programmes, entrepreneurial development
improvement management see capacity 26
entrepreneurship education entrepreneurial learning 32–3
programmes, improvement entrepreneurial learning
management organization, organizing for
entrepreneurial journey contribution 51–2
see entrepreneurial journey, entrepreneurial management of
university’s contribution toward independence 48–50
entrepreneurial university, concept entrepreneurial management of
2–3, 11–12 independence, organizational
evolving, Middle East see Middle design 49–50
East, evolving entrepreneurial ‘flipped classroom’ model 33
universities funding, efficiency and alternative
EXIST policy programme see revenue drive 42–3
Germany, EXIST policy funding, fees and competition 27–8,
programme 31, 34, 38, 41, 45–6, 48
polytechnics 141, 194 government intervention and
Tanzania see Tanzania, university economic growth 28–9, 40, 46
entrepreneurship education innovation and business 29
university councils, emergence of, innovation and local and regional
Germany 126 partnership development 41,
university–enterprise cooperation 51–2
see enterprise international market dynamics and
with and without business schools, global curriculum 34–5, 42
comparison of 451, 453, 454 internship opportunities 29, 30, 33,
see also ‘entrepreneurial’ headings 38, 42

knowledge flows, debate over use of university as knowledge broker

38–9 50–51
knowledge, imaginative and creative university leadership challenges 26
use of 39 wider access measures 38
legal status of universities and university level entrepreneurial
public/private investment 43 education, development access
local and regional partnership and firm location 414–34
development 31, 32, 40–41, 46, agglomeration economies, effects
51–2 of 427
mature students 30, 33 case studies (venture capitalists)
multiple stakeholder 428–9
interdependency, managing case study (University of Colorado
47–50 Health Sciences Center
‘national accountability’ metrics 28, (UCHSC)) 427–8
38 firm location choices overview
online learning technologies, use of 414–15
33–4, 38, 39 firm location drivers 416–17
Open Access publication 29 future research 431
organizational change 43–4 government policy considerations
part-time students 30, 38 430–31
private sector involvement 28, 34, 41 incubator spaces and office parks
processes optimization 47, 49, 51, 425, 430
52, 54 intellectual property implications
public/private partnerships 41–3 and academic founder
Research Excellence Framework preferences 426–8
(REF) 20 larger labour pools, proximity to
risk-taking 49, 51 426, 427
small and medium enterprises literature review 416–18
(SMEs), involvement with 29, local economic development 415–16
32, 40–41 proximity factors 424–5
social media use 33 social bonds 425–6
social mobility concerns 30, 38, 41 venture-capital-funded firms 418–19,
stakeholder education, ongoing, and 428–9, 431
sharing of goals 49 university spin-offs and
stakeholder relationships, commercialization of spin-offs,
rebalancing 44–7 ethical review 346–69
strategic partnership building, academic commitment, perceived
challenge of 52–5 reduction in, and conflict of
student bodies, involvement of 40 interest 350–51, 361, 362
student choice, influencing 36–7 arguments against spin-off creation
student experience enhancement 32 350–54
technology transfer, role model business cultures, learning from
support and availability 44 different 349, 361
trans-cultural opportunities and commercialization evaluation 361–3
global curriculum 34–5 deontological ethical evaluation
transfers and joint degrees 42 354–8
Triple Helix concept, moving beyond deontological ethical evaluation,
53 Kirznerian ethics of finders–
trust-related relationships, managing keepers 354, 356–8, 362
independence through 49, 50 deontological ethical evaluation,

Index 485
Mertonian ethos of science 354, competence triggers 210–20

355–6, 362, 363, 429 direct experience, importance of
dual structure creation 362–3 215
economic growth contribution 349, effectuation of entrepreneurial
359–60, 361 competencies 210, 212, 215,
equity policies 350 354, 357, 439, 441
faculty departure claims 353 goals, adaptation of 219–20
faculty inequity claims 353, 358, 361 individual action-controlled beliefs,
future research 363 increasing 214–16
intellectual property (IP) and individual belief systems,
anti-commons effect 348, 352, development of 212–14
355–6, 360, 361, 362 knowledge, social sources 211
knowledge utilization objective 348, learning goal orientation 219, 220
360, 361 motivation and attitudinal
legal and social regimes, diversity in requirements 210, 211–12
363 opportunity identification 210, 214,
objectivity, perceived threats to 215, 220
352–3, 361, 362 pattern recognition 211
public interest research, possible performance orientation 219–20
abandonment of 351 policy recommendations 220–21
research direction change, claims of role identity, development of 216–17
351–2, 360, 361, 362 role models, identifying inspiring
research output and publishing, 217–19
increased levels of 349 self-efficacy beliefs 214–15
revenue generation 349–50, 360, 361 socialization process, importance of
risk-taking 346, 353 211–12
state sponsoring and unfair strategy beliefs 214, 215–16, 218
competition 353–4, 363 Van Burg, Elco 346–69
supportive arguments 348–50 Van der Heijden, Y. 269
teleological ethical theory 358–61 Van Vuuren, Wim 392–413
Urbano, David 2, 11, 22, 125, 163–87 Van Vuuren-Cassar, Gemma 392–413
Venkataraman, S. 65, 94, 166, 178
Valima, J. 38–9 Vesper, K. 66, 68, 70, 71, 141, 156, 254,
Vallas, S. 351, 352, 353, 355 281, 297, 381, 437, 438
values Vestergaard, Lene 435–59
accessing development 437–9 Veugelers, R. 363, 436
identifying key, IBM Universities Volkmann, Christine 225–47
Business Challenge 403–4 Von Wissel, C. 115, 119
nurturing entrepreneurial see
entrepreneurial values, Wakkee, Ingrid 136–62
entrepreneurial university as Walsh, K. 347, 348
nurturer of Walter, S. 70, 230
value chain changes, agri-food Watson, C. 380, 387
sciences’ knowledge network, Watts, G. 395, 406
Netherlands 257–8 Webb, A. 379, 380, 382, 384
see also evaluation Wedgwood, R. 136, 140
values, entrepreneurial university as Weingart, P. 122, 127
nurturer of 209–24 Welikala, T. 35, 42
competence acquisition and Welsh, R. 349, 350, 351, 352, 362
development 211 Welter, F. 49, 229, 238, 239

Wenger, E. 402, 406 Wood, R. 219, 220

Wenzlaff, Ferdinand 112–35 Wright, M. 163, 166, 178, 323, 416
Whitehead, A. 25, 39
Wiklund, J. 212, 214, 235, 438 Yin, R. 167, 168–71, 233
Williams, G. 68, 378, 387, 388 Yorke, M. 30, 37
Wilson, K. 68, 69
Wilson, T. 28, 29, 30, 31, 32, 42 Zegelin, W. 117, 120
Wissema, J. 113, 124, 225, 250, 251 Zhang, Qiantao 188–206
Witte, J. 113, 119, 124 Ziegele, F. 123, 127
Wolfe, D. 346, 415 Zucker, L. 347, 348, 349, 351, 414, 415,
Wood, M. 165, 176 417, 426


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© Alain Fayolle and Dana T.

All rights reserved. No part of this publication may be reproduced, stored

Edward Elgar Publishing, Inc.

A catalogue record for this book

Library of Congress Control Number: 2013944950

This book is available electronically in the ElgarOnline.com

ISBN 978 1 78100 701 3 (cased)

Typeset by Servis Filmsetting Ltd, Stockport, Cheshire

Alain Fayolle and Dana T. Redford - 9781781007013

Bjørn Willy Åmo is an Associate Professor at Bodø Graduate School of

Alain Fayolle and Dana T. Redford - 9781781007013

at all levels, more recently the UK Entrepreneurial University Leaders

Alain Fayolle and Dana T. Redford - 9781781007013

Thomas Lans is an Assistant Professor in Education and Competence

Alain Fayolle and Dana T. Redford - 9781781007013

Gary Packham is Deputy Dean (Research and Enterprise) Lord Ashcroft

Alain Fayolle and Dana T. Redford - 9781781007013

Innovation at the Canterbury Christ Church University Business School,

Alain Fayolle and Dana T. Redford - 9781781007013

List of contributors viii

Introduction: towards more entrepreneurial universities – myth or

PART I DIFFERENT PERSPECTIVES OF THE

1 Stakeholder management and the entrepreneurial university 11

Alain Fayolle and Dana T. Redford - 9781781007013

PART II PEDAGOGIC PRACTICES IN ENTREPRENEURIAL

PART III THE RELATIONSHIP BETWEEN

14 The potential of and framework for promoting a business

Alain Fayolle and Dana T. Redford - 9781781007013

18 Where do academic entrepreneurs locate their firms? How to

Alain Fayolle and Dana T. Redford - 9781781007013

It is clear that universities need to become more entrepreneurial, chang-

Alain Fayolle and Dana T. Redford - 9781781007013

entrepreneurial university before developing, in the second part, the con-

THE CONCEPT OF THE ENTREPRENEURIAL

Alain Fayolle and Dana T. Redford - 9781781007013

direction (Clark, 1998), by both focusing academic goals and by convert-

THIS BOOK’S CONTRIBUTION

Alain Fayolle and Dana T. Redford - 9781781007013

nature of universities and the response to these pressures. Universities act

Alain Fayolle and Dana T. Redford - 9781781007013

ating entrepreneurial performance by investigating the regional economic

Alain Fayolle and Dana T. Redford - 9781781007013

and enterprises. Simon McCarthy, Gary Packham and David Pickernell

Alain Fayolle and Dana T. Redford - 9781781007013

at the university, rather than just continuing to invest in new course

Alain Fayolle and Dana T. Redford - 9781781007013

Alain Fayolle and Dana T. Redford - 9781781007013

There has been rapid growth of entrepreneurship education at colleges

[W]hile education is one of the most important foundations for economic

The European Commission (2008a) wants to extend entrepreneurship

Dana T. Redford and Alain Fayolle - 9781781007013

helps to focus academic goals and convert the knowledge produced at

MANAGING STAKEHOLDERS IN THE TRIPLE

One of the most efficient ways to accomplish collaboration is through

Dana T. Redford and Alain Fayolle - 9781781007013

of their traditional function (Etzkowitz et al., 2008). The Triple Helix

Dana T. Redford and Alain Fayolle - 9781781007013

innovation. Further, opening up to innovation depends on the successful

UNCOVERING THE RELEVANT STAKEHOLDER

Dana T. Redford and Alain Fayolle - 9781781007013

List of contributors viii

PART I DIFFERENT PERSPECTIVES OF THE

1 Stakeholder management and the entrepreneurial university 11

PART II PEDAGOGIC PRACTICES IN ENTREPRENEURIAL

PART III THE RELATIONSHIP BETWEEN

14 The potential of and framework for promoting a business

18 Where do academic entrepreneurs locate their firms? How to

Table 1.2 Stakeholder input-and output-related perspectives

Pre-strategy Initial Strategy Strategy Implementation Mainstreaming