Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.485026
Title: Entrepreneurship in Higher Education: A Case Study of the University of Wollongong
Author: Langridge, James Wilbur
Awarding Body: University of Southampton
Current Institution: University of Southampton
Date of Award: 2006
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Abstract:
In 1998, Burton Clark published his seminal work, 'Creating Entrepreneurial Universities: Organizational Pathways of Transformation' (1998) arising out of an international study of five European Universities: Warwick, Twente, Strathclyde, Chalmers and Joensuu. His study explored the significant research question 'How do universities, by means of entrepreneurial action, go about transforming themselves?' The major findings of the research gave rise to what Clark describes as pathways of transformation and in his view, 'five elements constitute an irreducible minimum'. (Clark 1998, p.5) These are defined as: • A strengthened steering core; • An expanded developmental periphery; • A diversified funding base; • A stimulated academic heartland; and • An integrated entrepreneurial culture. The key research question for this study was defined as follows: Using Clark's (1998) five pathways of transformation, is the UOW an entrepreneurial university? The research, both quantitative and qualitative, was conducted as a case study. The quantitative study involved the use of an online survey and the findings of the sample group represent the totality of staff perception. The qualitative study, using a semi-structured interview program, again focused on the UOW and the extent to which a sample of its senior executive and management staff, perceive the UOW to be an entrepreneurial university. The findings of the research, based upon the case study, supported by the views and perceptions of its staff, support the contention that the UOW is an entrepreneurial university, as characterized by Clark's (1998) five pathways of transformation. However, they also provide insights into the extent to which the UOW adheres to the five pathways of transformation, the critical nature of the leadership role of the Vice-Chancellor, and how different staff constituencies, including gender, perceive the entrepreneurial culture of the UOW.
Supervisor: Not available Sponsor: Not available
Qualification Name: University of Southampton, 2006 Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.485026  DOI: Not available
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