scholarly journals An Analysis of the Entrepreneurial University in the Faculties of Education in Spain: Self-Perception among Deans

2021 ◽  
Vol 13 (21) ◽  
pp. 11768
Author(s):  
Jessica Paños-Castro ◽  
Leire Markuerkiaga ◽  
María José Bezanilla
Keyword(s):  
Entrepreneurial University ◽  
Schools Of Education ◽  
Third Mission ◽  
Entrepreneurship Training ◽  
Professional Performance ◽  
Good Practices ◽  
Teaching Role ◽  
Entrepreneurial Culture ◽  
Mixed Analysis ◽  
Faculties Of Education

Universities have increasingly incorporated a third mission into their strategic planning. In addition to teaching and research, they have emphasised the training of entrepreneurs. However, there is still a lot of work to be done, as this process is facing resistance. The Entrepreneurial University covers all disciplines, including faculties of education. However, it has been shown that entrepreneurship tends to be more related to the faculties of economics and engineering, with a lesser presence in the faculties of education for various reasons: they consider entrepreneurship to be alien to their teaching role, there is a lack of entrepreneurial culture, and the objective of the Entrepreneurial University is unknown. The aim of this study is to analyse the level of entrepreneurship in Spanish faculties and schools of education. Nineteen deans and heads of education faculties in Spain took part in the survey, and a mixed analysis has been done. The results indicated a sufficient level of entrepreneurship; the dimensions related to active methodologies, and mission and strategy were the most developed, whereas entrepreneurship funding and entrepreneurship training for faculty employees were the least developed areas. Some deans noted that entrepreneurship was alien to their professional performance, although courses and good practices for the development of entrepreneurial initiative are gradually being implemented.

scholarly journals An Analysis of the Entrepreneurial University in the Faculties of Education in Spain: Self-perception among Deans

2021 ◽  
Author(s):  
Jessica Paños-Castro ◽  
Leire Markuerkiaga ◽  
María José Bezanilla
Keyword(s):  
Strategic Planning ◽  
Entrepreneurial University ◽  
Schools Of Education ◽  
Third Mission ◽  
Entrepreneurship Training ◽  
Professional Performance ◽  
Good Practices ◽  
Teaching Role ◽  
Entrepreneurial Culture ◽  
Faculties Of Education

Universities have increasingly incorporated a third mission into their strategic planning. In addition to teaching and research, they have emphasised the training of entrepreneurs. However, there is still a lot of work to be done, as this process is facing resistance. The Entrepreneurial University covers all disciplines, including faculties of education. However, it has been shown that entrepreneurship tends to be more related to the faculties of economics and engineering, with a lesser presence in the faculties of education for various reasons: they consider entrepreneurship to be alien to their teaching role, there is a lack of entrepreneurial culture, and the objective of the Entrepreneurial University is unknown. The aim of this study is to analyse the level of entrepreneurship in Spanish faculties and schools of education. Forty deans and heads of education faculties in Spain took part in the survey. The results indicated a sufficient level of entrepreneurship; the dimensions related to active methodologies, and mission and strategy were the most developed, whereas entrepreneurship funding and entrepreneurship training for faculty employees were the least developed areas. Some deans noted that entrepreneurship was alien to their professional performance, although courses and good practices for the development of entrepreneurial initiative are gradually being implemented.

scholarly journals Promotion of Social Innovation through Fab Labs. The Case of ProteinLab UTEM in Chile

2021 ◽  
Vol 13 (16) ◽  
pp. 8790
Author(s):  
Macarena Valenzuela-Zubiaur ◽  
Héctor Torres Bustos ◽  
Mónica Arroyo-Vázquez ◽  
Pablo Ferrer-Gisbert
Keyword(s):  
Sustainable Development ◽  
Social Innovation ◽  
Research Question ◽  
Quadruple Helix ◽  
Third Mission ◽  
The Sustainable Development ◽  
Social Challenges ◽  
Mixed Analysis ◽  
Development Goals ◽  
Effective Instrument

Fab Labs as manufacturing laboratories that stimulate innovation and collaboration are nowadays proliferating within universities. Given the new social challenges, framed within the Sustainable Development Goals (SDG), we formulate the following research question: Are Fab Labs an effective tool for the promotion of social innovation from universities? To answer this question, a mixed analysis has been carried out focusing on the case of ProteinLab UTEM. The approach aims to generate a model for the promotion of social innovation from universities through Fab Labs, linking the quadruple helix actors. The objective of this model is to show how Fab Labs can become an effective instrument to promote social innovation from universities. The contribution of this article lies in linking Fab Labs with social innovation through the university’s third mission. Our approach considers Fab Labs as an instrument for the development of social innovations within the university, which contribute, through the third mission, to the social and sustainable development of its environment. As a result of this research, a model is presented for the development of social innovation from universities through Fab Labs. Our research concludes that Fab Labs are an effective instrument for the promotion of social innovation from universities.

Formation of Entrepreneurial Culture of Students

TEM Journal ◽  
2021 ◽  
pp. 462-470
Author(s):  
Aliya Janissenova ◽  
Elmira Kaliyeva ◽  
Gulzhazira Kosmaganbetova
Keyword(s):  
Business Environment ◽  
Entrepreneurial University ◽  
Educational Institutions ◽  
Observation Data ◽  
Business Activity ◽  
Higher Educational Institutions ◽  
Entrepreneurial Culture ◽  
Higher Educational ◽  
Business Entities ◽  
The University

The article is devoted to the basic development tendencies in the sphere of higher education; it is specifying the notion of “entrepreneurial university” trends and forms of entrepreneurial culture at higher educational institutions as well. The other items under consideration here refer to specifics and competitiveness of higher educational institutions as business entities, quality and efficiency of their business activity, and to the scope and framework of entrepreneurial university. The appropriate conclusion suggests the importance of business activity development by Kazakhstani higher educational institutions. The authors conceptualized a model of forming of entrepreneurial culture at the university and present the observation data gained from the students’ opinion survey concerning business environment at the leading regional university. These research analysis data allow understanding of the levels and development indexes of entrepreneurial culture in the university environment, and indicating the following: values orientation, pro-business thinking, entrepreneurial vigour and maturity, entrepreneurial proactive attitude.

scholarly journals A meta-ethnography on HEIs’ transformation into more entrepreneurial institutions: Towards an action-framework proposition

2020 ◽  
pp. 095042222092267 ◽  
Author(s):  
Audrey Stolze
Keyword(s):  
Higher Education ◽  
Literature Review ◽  
Social Development ◽  
Demand Response ◽  
Analytical Framework ◽  
Entrepreneurial University ◽  
Decision Makers ◽  
Institutional Changes ◽  
Slow Process ◽  
Third Mission

Higher education institutions (HEIs) are experiencing a challenging era due to demand–response imbalances. An assumed means of responding to the challenge is through the entrepreneurial university model, which adds a third mission to HEIs: to contribute to economic, technological and social development. Therefore, governments across the globe promote this ideal through system reforms and funding schemes, while HEIs ignite institutional changes. Publications also explore the entrepreneurial university model, although some scholars have criticized the new mission and its implied commercial orientation. However, little is still known about how HEIs are applying the model to become more entrepreneurial. Therefore, this article presents a systematic literature review comprised of a meta-ethnography on the transformation journey of 36 HEIs across 18 countries. The outcome is a four-stage iterative action-framework proposition, suggesting that exogenous and endogenous forces constantly influence HEIs which, in response, ignite experiments, requiring sensitization to be consolidated and later institutionalized, in an endless, long and rather slow process. This article contributes to theory by explaining the metalevel of HEIs’ entrepreneurial pathway process and to practice by providing policymakers and decision makers in HEIs with an analytical framework.

Factors Affecting Third Mission Implementation and The Challenges for Vietnam’s Universities in The Transitioning Period

2020 ◽  
Vol 36 (3) ◽  
Author(s):  
Toan Van Dinh
Keyword(s):  
Quality Assessment ◽  
Theoretical Basis ◽  
Theoretical Study ◽  
Entrepreneurial University ◽  
Educational Quality ◽  
Institutional Factors ◽  
Third Mission ◽  
Leadership Positions ◽  
Factors Affecting ◽  
Depth Interview

This article focuses on clarifying theoretical basis and practice on institutional factors that affect universities’ third mission implementation and their transition into the entrepreneurial university model. The article presents results of surveys were conducted via analysis of educational quality assessment reports (period of 2014-2019) and in-depth interview of persons in leadership positions from ten universities in 2019. Based on the results of theoretical study, surveys and analysis, the article identifies the main challenges for Vietnam universities in the transitioning period

Universities’ third mission and the entrepreneurial university and the challenges they bring to higher education institutions

2017 ◽  
Vol 11 (03) ◽  
pp. 354-372 ◽  
Author(s):  
Arthur Rubens ◽  
Francesca Spigarelli ◽  
Alessio Cavicchi ◽  
Chiara Rinaldi
Keyword(s):  
Higher Education ◽  
Economic Development ◽  
Higher Education Institutions ◽  
Entrepreneurial University ◽  
University Administrators ◽  
Third Mission ◽  
Content Type ◽  
The Third ◽  
Changing Role

Purpose Over the past few decades, higher education institutions (HEIs) have become key players in regional economic development and knowledge transfer, which has led to a third mission for HEIs and the entrepreneurial university. The purpose of this paper is to assess the challenges of HEIs in fulfilling the third mission for economic development and the changing role of being an entrepreneurial university, and the changes that need to be implemented to fulfill this new mission. Design/methodology/approach The authors have drawn on current literature to examine academic entrepreneurism and the entrepreneurial university, and how universities are fulfilling their third mission. Findings The findings from our review of the literature demonstrated the varied economic and social benefit of universities conducting external third mission/entrepreneurial activities in the community, as well as how the changing role and expectations of universities to become more entrepreneurial, has not only changed the expectations and role of university administrators, faculty and staff but also the business community which they serve. The review also showed the varied challenges for universities in fulfilling the third mission of economic development. Research limitations/implications Although ample literature and cases about universities’ third mission of economic development and the new entrepreneurial university (especially with research universities) were available, literature or research was limited on the specific challenges and obstacles faced by administrators, faculty and departments in fulfilling this mission, and few studies recommended changes that needed to be implemented in HEIs to support this new mission. Practical/implications The paper supports the potential role that HEIs play in implementing economic development in their communities or region. The paper also highlights some of the necessary resources and policy changes that policymakers and university administrators need to implement to reward and recognize faculty in conducting outreach activities as part of the university’s third mission. Originality/value The findings from this study highlight the challenges and barriers for faculty, staff and HEIs in fulfilling the third mission and becoming an entrepreneurial university.

scholarly journals The Effect of University Missions on Entrepreneurial Initiative across Multiple Entrepreneurial Ecosystems: Evidence from Europe

2021 ◽  
Vol 11 (12) ◽  
pp. 762
Author(s):  
Mariana Pita ◽  
Joana Costa ◽  
António Carrizo Moreira
Keyword(s):  
Entrepreneurial University ◽  
Contextual Approach ◽  
Entrepreneurial Universities ◽  
Third Mission ◽  
Global Entrepreneurship Monitor ◽  
Entrepreneurial Ecosystem ◽  
Entrepreneurial Ecosystems ◽  
Multiple Dimensions ◽  
Need Support ◽  
Global Entrepreneurship

Entrepreneurial universities are a significant element of entrepreneurial ecosystems and aspire to foster entrepreneurial initiative through their “third mission”. However, while entrepreneurial ecosystems are scrutinized using a contextual approach to detect differences and similarities and how they affect entrepreneurship, little is known about how entrepreneurial universities impact entrepreneurial initiatives in general, considering multiple environments. Drawing on entrepreneurial university and entrepreneurial ecosystem theories, a conceptual framework is proposed that aims to explain the effect of the entrepreneurial university on an entrepreneurial initiative through its three “missions”, using an entrepreneurial ecosystem taxonomy. Based on individual data from the Global Entrepreneurship Monitor, this entrepreneurial initiative analyzed 18 European countries in 2017. The results do not generally support the importance of entrepreneurial universities to entrepreneurial initiative. The relevance of entrepreneurial universities increases in more fragile entrepreneurial ecosystems since individuals need support over multiple dimensions. Conversely, the entrepreneurial universities that are embedded in stronger entrepreneurial ecosystems lose relevance and negatively affect the entrepreneurial initiative. Therefore, the value of entrepreneurial universities is reduced when individuals receive greater support from other dimensions. The variations across both groups suggest that the concept of entrepreneurial universities is not a contemporaneous phenomenon; however, their effect is progressively revealed by the maturity of each university’s mission. This perspective substantially changes the understanding of entrepreneurial universities as a thwartwise strategy, suggesting that the universities’ impact is expanded as their missions gradually evolve. Overall, the study contributes to an understanding of the implications for universities that blindly follow entrepreneurship, neglecting the exogenous environment, namely, the entrepreneurial ecosystem and individual drive.

scholarly journals The third mission of universities: the entrepreneurial university

2020 ◽  
Vol 17 (4) ◽  
Author(s):  
Yuri Borba Vefago ◽  
Andréa Cristina Trierweiller ◽  
Luciano Barcellos de Paula
Keyword(s):  
Entrepreneurial University ◽  
Third Mission ◽  
The Third
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