The Anatomy of an Entrepreneur: Are Successful Women Entrepreneurs Different From Men?

Compares characteristics of successful entrepreneurs by gender, including education, motives for becoming entrepreneurs, views on the role of prior experience, the importance of human and social capital, sources of financial capital, and challenges

Entrepreneurial University – from Ideas to Reality

The aim of this study is to formulate and highlight the thesis on reasonability and capability of applying such attitudes and pursuing such activities in the practical operation of institutions of higher education that reflect the idea of the entrepreneurial university which has become prominent nowadays. The idea is described in brief and its present status is indicated here. The authors are seeking conditions for the practical implementation of this idea. They formulate four attributes of the entrepreneurial university, naming them economic, market, innovative and managerial orientations. They point to specific criteria of identifying each of the orientations. They present the general assessment of entrepreneurship of Polish institutions of higher education. Their conclusions highlight the most topical conditions for implementing the idea of entrepreneurial university, such as: building the economic strength and market position of the university, developing relations with the socioeconomic environment, internationalisation and innovativeness. The authors give support to the idea of the entrepreneurial university but – by examining the Polish reality – they notice the need for actions in the sphere of law, which regulates the university’s capabilities to act, and point to the need for entrepreneurship-oriented transformations of lawyers and university management staff’s awareness.Janusz Olearnik: [email protected]ława Pluta-Olearnik: [email protected]. dr hab. Janusz Olearnik – Department of Tourism, University School of Physical Education in WroclawProf. dr hab. Mirosława Pluta-Olearnik – Department of Fundamentals of Marketing, Wroclaw University of EconomicsClark B. R. 1998 Creating Entrepreneurial University: Organizational Pathways of Transition, International Association of Universities, Paris.Clark B. R. 2004 Sustaining Change in Universities. Continuities in Case Studies and Concepts, The Society for Research into Higher Education.Etzkowitz H., Leydesdorff L., 1999 The Future Location of Research and Technology Transfer. “Journal of Technology Transfer”, Summer.Etzkowitz H., Webster A., Gebhart C., Terra B. R. C. 2000 The Future of the University and the University of the Future: Evolution of Ivory Tower to Entrepreneurial Paradigm, “Research Policy”, No. 29.Etzkowitz H. 2004 The Evolution of the Entrepreneurial University, “International Journal of Technology and Globalisation”, Vol. 1.Etzkowitz H., 2013 Anatomy of the Entrepreneurial University, “Social Science Information”, September, Vol. 52.Gorzelak G. 2009 Uniwersytet przedsiębiorczy, „Forum Akademickie”, nr 1.Handbook of the Entrepreneurial University, 2015, A. Fayolle, D. T. Redford (ed.), ed. EE – Edward Elgar.Kozłowski J. 2009 Przedsiębiorcze uniwersytety, „Forum Akademickie”, nr 2.Krajewska-Smardz A. 2012 Cele i korzyści budowania relacji szkoły wyższej z absolwentami. Zeszyty Naukowe Uniwersytetu Szczecińskiego, nr 711.Kukliński A. 2003 Gospodarka oparta na wiedzy – społeczeństwo oparte na wiedzy – trajektoria regionalna, „Nauka i Szkolnictwo Wyższe”, Vol. 2, nr 22.Marketing w szkole wyższej. Przemiany w orientacji marketingowej, 2011, (ed.) G. Nowaczyk, D. Sobolewski, Wyższa Szkoła Bankowa, Poznań.Olearnik J. 2013 Przedsiębiorczość jako element nowoczesnej orientacji szkoły wyższej, Zeszyty Naukowe, nr 751, seria Problemy zarządzania, finansów i marketingu nr 29/2013, Uniwersytet Szczeciński.Pluta-Olearnik M. 2012 International Orientation in the Strategy of Scientific and Research Institutions, [w:] Marketing of Scientific and Research Organizations, Scientific Journal published by The Institute of Aviation, Warsaw, nr 226.Przedsiębiorcza uczelnia i jej relacje z otoczeniem, 2009, (ed.) M. Pluta-Olearnik M., Difin, Warszawa.Przedsiębiorczość akademicka (rozwój firm spin-off, spin-out) – zapotrzebowanie na szkolenia służące jej rozwojowi, 2009, Polska Agencja Rozwoju Przedsiębiorczości, Warszawa.Szkoły wyższe i ich finanse w 2014r., 2015, Główny Urząd Statystyczny, Warszawa.The Whole World Is Going to University, 2015 The Economist, 28-03-2015.Uniwersytet trzeciej generacji. Stan i perspektywy rozwoju, 2013, (ed.) D. Burawski, Wydawnictwo Europejskie Centrum Wspierania Przedsiębiorczości, Poznań.110-1205(77)11012

Outlook Magazine, Autumn 2015

https://digitalcommons.wustl.edu/outlook/1196/thumbnail.jp

Going Comprehensive: Anatomy of an Initiative That Worked -- CCRP in the South Bronx

Traces the story of the Comprehensive Community Revitalization Program (CCRP), a model approach to neighborhood redevelopment in the South Bronx that operated in concert with local nonprofit community development corporations

Changing Times at Cuban Universities: Looking into the Transition towards a Social, Entrepreneurial and Innovative Organization

Since the 1990s, the socialist higher education system has faced several reforms oriented to satisfy the social, economic, and technological demands. However, little is known about the transformation process of the socialist university system over the past two decades. This study provides a better understanding of the entrepreneurial and innovative transition of universities located in socialist economies. By adopting mixed theoretical approaches, we proposed a conceptual model to understand the social, the innovative and the entrepreneurial transformation of socialist universities. We revised/tested this model in the context of the Cuban University by implementing a prospective case study approach. Our findings show insights about the transition towards a business model innovation within the Cuban university. The determinants have been the state regulations, the closing of the complete cycle from teaching to the commercialization of results and the creation of hybrid structures to manage knowledge. Consequently, the university is facing managerial challenges related to its ability to explore/exploit its activities to generate social, innovative and economic outcomes. Our results provide practical implications for the university managers and actors involved in the transformation process of the Cuban Universit

Creative Challenge research report

The exploratory research tries to understand a tripartite relationship between the academic, the creative industry employer and the student and their expectations within it. The role of the student being an important one here in this mix as a embodying academic education and rigour, but also a potential future employee with appropriate enterprise skills. It further tries to understand how an entrepreneurship programme, such as the Creative Challenge, can add value in this relationship and explore its role. From feedback of those students who have participated in the Creative Challenge, we know that it had a whole range of perceived benefits, including the development of new skills, better learning strategies, increased confidence, a clearer understanding of how their creative skills can potentially be applied in the world outside university. Finally the research touches on the relationship between entrepreneurship education and creative arts education

Matters for judgement: some thoughts on method in management history

Purpose: This paper reflects on some aspects of method in management history and the importance of the self-reflection on their world-view that must accompany authors’ endeavours, in order to be articulated in the matters they proffer for the reader’s judgement. Approach: Drawing on the insights proffered by Evans (1999:1) about how to study, research, write about and read history, this paper offers some thoughts on the importance of giving due consideration to method in management history. Research & Practical Implications: Thomas Hobbes (1660/1994:32) observed that “Out of our conception of the past, we make a future”. It behoves us then, as managers and management scholars, to be satisfied that our conceptions of the past are developed in ways that, as far as possible, avoid the problems that would make them less than useful in creating that future. This paper identifies some of the issues of which those seeking to create the future must be cognisant. Value: If knowing accurately the history of management thought is of importance to scholars and practitioners, then this paper alerts practitioners and commentators to the need for a sound method in producing, and learning from, the lessons of management history

Organ Entrepreneurs

The supply of human organs for transplantation might seem an unlikely place to begin thinking about entrepreneurship. After all, there is no production market for human organs and, with the surprising exception of Iran, legal rules around the world make the sale of human organs for transplantation a criminal offense. Yet entrepreneurs have been present throughout the history of organ transplantation — a history of the active exploration, innovation, and management of a potentially very controversial exchange at the seemingly clear boundaries that separate giving from selling, life from death, and right from wrong. This article explores the role of entrepreneurial activity in the organ transplantation industry, with the goal of showing how the specific case helps us understand the more general phenomenon of innovation in the shadow of the law, and the role of reciprocity and gift exchange in that process. We begin with a more general point about the connection between structures of exchange and their social legitimacy, illustrating it with a familiar current case from the (conventionally entrepreneurial) world of the “sharing economy”. We then describe three innovations in the world of organ transplantation, discussing the legitimation problems faced by innovators in each case, and the strategies they have drawn on. First, Kidney Paired Donation (KPD), one of the first entrepreneurial attempts to bridge the gap between kidney supply and demand, allows patients with willing, but biologically incompatible donors, to “swap” with a similarly situated pair. Second, Non-simultaneous, Extended Altruistic Donor chains (or “NEAD” chains), removed the simultaneity constraint imposed by KPD, allowing more flexibility and a greater number of transplants, but also inserting the possibility of strategic behavior by donor-recipient pairs. Finally, we consider the most recent innovation, Advanced Donation, in which a donor donates a kidney before her paired recipient has been matched to a specific donor or scheduled for surgery, creating new challenges and risks

High-Technology Entrepreneurship in Silicon Valley

The economic expansion of the late 1990s created many opportunities for business creation in Silicon Valley, but the opportunity cost of starting a business was also high during this period because of the exceptionally tight labor market. A new measure of entrepreneurship derived from matching files from the Current Population Survey (CPS) is used to provide the first test of the hypothesis that business creation rates were high in Silicon Valley during the "Roaring 90s." Unlike previous measures of firm births based on large, nationally representative datasets, the new measure captures business creation at the individual-owner level, includes both employer and non-employer business starts, and focuses on only hi-tech industries. Estimates indicate that hi-tech entrepreneurship rates were lower in Silicon Valley than the rest of the United States during the period from January 1996 to February 2000. Examining the post-boom period, we find that entrepreneurship rates in Silicon Valley increased from the late 1990s to the early 2000s. Although Silicon Valley may be an entrepreneurial location overall, we provide the first evidence that the extremely tight labor market of the late 1990s, especially in hi-tech industries, may have suppressed business creation during this period.entrepreneurship, high-technology, Silicon Valley, economic geography, regional clusters

Follow the leader or the pack? Regulatory focus and academic entrepreneurial intentions

Drawing on the academic entrepreneurship and regulatory focus theory literature, and applying a multilevel per- spective, this paper examines why university academics intend to engage in formal (spin-off or start-up companies and licensing university research) or informal (collaborative research, contract research, continuous professional development, and contract consulting) commercialization activities and the role local contextual factors, in partic- ular leaders and work-group colleagues (peers), play in their commercialization choices. Based on a survey of 395 science, technology, engineering, and mathematics (STEM) academics working in 14 Scottish universities, the research findings suggest that an individual’s chronic regulatory focus has a direct effect on their formal and informal commercialization intent. The results reveal that the stronger an individual’s chronic promotion focus the stronger their formal and informal commercialization intentions and a stronger individual chronic prevention focus leads to weaker intentions to engage in informal commercialization. In addition, when contextual interaction effects are considered, leaders and workplace colleagues have different influences on commercialization intent. On the one hand, promotion-focused leaders can strengthen and prevention-focused leaders can under certain cir- cumstances weaken a promotion-focused academic’s formal commercialization intent. On the other hand, the level of workplace colleague engagement, acting as a reference point, strengthens not only promotion-focused academ- ics’ intent to engage in formal commercialization activities, but also prevention-focused academics’ corresponding informal commercialization intent. As such, universities should consider the appointment of leaders who are strong role models and have a track record in formal and/or informal commercialization activities and also con- sider the importance workplace colleagues have on moderating an academic’s intention to engage in different forms of commercialization activities