THE ENTREPRENEURIAL UNIVERSITY LEADERS PROGRAMME: CONCEPTS AND PRACTICE
The papers referred to below are designed to Illustrate the thinking behind the Entrepreneurial University Leaders Programme . They begin with a description of the programme and end with an example of an Entrepreneurial University Profiling instrument developed for use in the programme.
This paper demonstrates a broad model of entrepreneurship and its relationship to personal enterprise. It defines these concepts and their links to innovations of all kinds. It also sets out a range of associated personal competencies for development and describes three models of an entrepreneurial university.
(2009) updated (2012) ‘Leading the Entrepreneurial University. Meeting the Entrepreneurial development Needs of Higher Education Institutions’.
By way of a substantial review of the literature, the paper sets out the challenges to leadership of universities arising from changes in the global environment and the implications for the entrepreneurial design of the higher education sector. The focus was upon the impact of a growing complex and uncertain environment on key areas of university activity and the leadership challenges involved.
This paper develops a strong basic framework for reviewing the entrepreneurial development capacity of a university by exploration of existing and potential enterprising and entrepreneurial activity in five key areas of: Strategy, Governance, Organisation and Leadership; Knowledge Exchange; Stakeholder Relationship Development and Partnership (local, regional. national and international); Enterprise and Entrepreneurship Education; and Internationalisation. It describes the potential benefits of bringing the various activities together and provides a comprehensive scorecard.
This paper explores in some detail the ‘specifics’ of turbulence in the Higher Education (HE) ‘task environment’ in the UK and England in particular and the immediate challenges and opportunities these pose for HE institutions. It describes the responses and demonstrates how university are adopting a wider and entrepreneurial stakeholder model of development.
The Scorecard embraces all of the issues associated with a strategic leadership approach to embedding enterprise and entrepreneurship in the university. It has been used for a comprehensive review of the entrepreneurial potential of a university and/or can also be used for a more focused review of a number of key areas of interest to readers and exploration of areas of potential synergy between different areas of university activity. It is used by participants in the Entrepreneurial University Leaders Programme.
This publication seeks to demonstrate concept, action and impact associated with development of the entrepreneurial university. It is written to familiarise the reader with many of the issues raised and discussed in the Entrepreneurial University Leaders Programme and to share the experiences of some of the past participants. It begins with a preface by the Vice Chancellor of the University of Oxford, outlining some of the innovations that Oxford has introduced in recent years. The second part consists of eleven short vignettes written by senior university personnel who have attended the programme. They are written to enhance the reader’s understanding of how different universities may approach the issue of university enterprise, entrepreneurship and innovation.