Abstract
The exploration of the entrepreneurial university indicates a new model for higher education institutions. Despite the overwhelming resistance against this phenomenon in terms of neoliberalism, modern universities adapt to economic forces and the function of the imminent fourth industrial revolution. The changing ethos of universities in a time of super-complexity seems to be a natural phenomenon of our time regardless of the warnings against this revolution. The protection of academic integrity and quality of tuition needs not be a trade-off when the tuition mission of universities is being enlarged in terms of a new type of knowledge management and a fresh drive for applied research and intellectual property management. Universities become less isolated as an open system with the aim of building an enterprising state in which university partners co-innovate in order to solve global economic challenges. Most universities promote intrapreneurship and types of external academic engagement with industry while others have established technology transfer organisations and industry-science links as integral to the university. This paper explores perspectives against and for the phenomenon, with strong arguments and selected case examples in support of entrepreneurial universities.
Highlights
The business-like university is not associated with public institutions, the third mission of public higher education institutions (HEIs) is steadily becoming entrepreneurial
The recent university – industry interaction (UII) conference (2017) in Dublin provided evidence of a study conducted in 34 countries indicating how academia increasingly gets involved in university business cooperation (UBC) with keynote speakers such as Todd Davey (Director of the Global UBC monitor) and Mark Jefferies (Chief of University Research) at Rolls Royce
The entrepreneurial university and the Anglo-American model of HE may be the norm in Europe but it is clearly not yet fully accepted world-wide
Summary
The business-like university is not associated with public institutions, the third mission (to generate a third stream of income) of public higher education institutions (HEIs) is steadily becoming entrepreneurial. They note different orientation patterns such as the need for coherence, exploitation, readiness to participate in external change and to satisfy external needs, and the old school focusing on entrepreneurial activities as a source of funding It shows a complex phenomenon for the institutionalization of the third mission with respect to a simple binary public-private opposition. 3941) addressed this “market-corporate ethos” by using the works of Barnett and the recent work by Barnett (2015) addresses the re-thinking of the university with a warning against the entrepreneurial movement defined by the era of its marketisation Their concerns are the transformation of the student into a customer, and the false dichotomy of managerialism and collegiality. The recent UII conference (2017) in Dublin provided evidence of a study conducted in 34 countries indicating how academia increasingly gets involved in UBC with keynote speakers such as Todd Davey (Director of the Global UBC monitor) and Mark Jefferies (Chief of University Research) at Rolls Royce
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