Institutional Factors for Academic Entrepreneurship in Publicly owned Universities in Japan: Transition from a Conservative Anti-industry University Collaboration Culture to a Leading Entrepreneurial University

Abstract

The establishment of university spin-offs differs across schools as a result of the interactions among different intuitional settings. This study examines the role of institutional factors in the context of state-controlled universities, which are the majority in East Asia, but have not been the focus of the existing literature. The University of Tokyo experienced a significant shift from an anti-industry university collaboration culture to a leading entrepreneurial university in the mid-2000s. This study proposes a chronological investigation of the policies and culture of this state-owned top research university and addresses its significant efforts to create an entrepreneurial environment. First, despite the regulatory constraints, the university has established an incubator and early-stage investment resource, benefiting from prior experimental experiences in an independent research centre. Second, it opened a special non-degree entrepreneurship education programme for students and postdoctoral researchers. These facts show the importance of an organisational initiative even in a state-controlled context. Regarding the reasons why such changes did not cause internal cultural conflict, our case studies suggest that the academic and commercial bicultural system introduced by the University of Tokyo balanced the fulfilment of traditional academic roles with the drive for innovation.