Leadership: The intrapreneurial experience at the University of Oxford and the University of Warwick, United Kingdom.

摘要

Intrapreneurialism, a strategy adopted by an organization to exploit ideas and turn them into profitable realities, is a relatively recent phenomenon in higher education. Previous studies have concentrated on intrapreneurialism from the perspective of how it relates to organizational structures, characteristics of entrepreneurial universities, and academic strategies as a comparison to industry (Keller, 1983; Clark, 1998; Slaughter & Leslie, 1997).; This present study investigated another aspect of intrapreneurialism, intrapreneurial leadership. This is a subject that, to date, has not received the attention it requires if academic leaders are to play the role expected of them in a modern, highly competitive knowledge economy. The University of Oxford and the University of Warwick are recognized to be at the forefront of those universities that have elected to move up the intrapreneurial path. Therefore, these two universities were selected because they symbolize a radical transformation in the financial relationship between universities, government, and industry, or suggest new ways of responding to change.; This research confirms work of Clark, 1998; Apps, 1994; Slaughter & Leslie, 1997; and Keller, 1983 in which they encapsulate key features of a successful entrepreneurial institution. This study expands the limited knowledge base of intrapreneurialism in higher education from the perspective of intrapreneurial leaders at the University of Oxford and the University of Warwick, United Kingdom.; This phenomenological study explored the beliefs, styles, and strategies of nine intrapreneurial leaders at the University of Oxford and twelve intrapreneurial leaders at the University of Warwick. Even though the universities differ in their educational profiles and cultural settings, the intrapreneurial strategies of both universities are similar and the leadership shares common intrapreneurial beliefs, styles, and strategies.; It was found that an organizational structure designed to include a small steering core is crucial to the successful assimilation of intrapreneurialism into the culture of the university.; Based on findings, an intrapreneurial leadership framework was identified which constitutes the foundation of the structure for a Change Agent University model. This model was designed to be used by other universities to effect changes necessary to incorporate intrapreneurialism into their organizations.