Entrepreneurism from the ground up: Entrepreneurism, innovation, and responsiveness in a start-up university.

摘要

Colleges and universities are under increased pressure from internal and external constituencies for increased innovation and responsiveness. Entrepreneurial private industry models such as start-up businesses, corporate ventures and spin-off organizations have been recognized for their ability to quickly adapt to changing business environments and rapidly innovate to take advantage of new opportunities. This case study investigates these claims with regard to a start-up university founded with the identity of an entrepreneurial, interdisciplinary institution that prepares graduate level students for leadership careers as entrepreneurs in the bio-tech industry. By interviewing twenty-four administrators, faculty, and members of the Board of Trustees, including all but one of the founding full-time faculty, I present an "insider's" depiction of the lived experience of those most closely associated with the founding and subsequent institution building of this unique higher education organization. Initial chapters present a theory of higher education organizations, derived from Birnbaum (1988) and Bolman and Deal (1991), as driven by two primary tasks: resolving identity and establishing power and resources in relation to that identity. I also present Russell and Russell's (1992) theory of "entrepreneurial posture" in relation to a higher education organization. Subsequent chapters analyze the start-up university's environment, strategy, culture, and structure within the framework of the two primary organizational tasks and Russell and Russell's (1992) definition of an entrepreneurial organization.