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References Arnaut, D. (2010). ‘Towards an Entrepreneurial University’. International Journal of Euro-Mediterranean Studies. Vol. 3, No. 1, pp. 135-152. Available at < >. [Accessed 25 February 2014]. Association of University Technology Managers. ‘AUTM Licensing Activity Survey: FY2012’. Available at < .> [Accessed 25 February 2014]. Bercovitz, J. & Feldmann, M. (2006). ‘Entrepreneurial Universities and Technology Transfer: A Conceptual Framework

for Sustainability , 18 (1), 48–56. Dino Arnaut. Towards an Entrepreneurial University. University of Zenica, Bosnia and Herzegovina. Retrieved January 20, 2016, from 135-152.pdf EC/OECD. (2012). A Guiding Framework for Entrepreneurial Universities. Final version 18 December 2012. Retrieved December 3, 2015, from Etzkowitz H., Webster A., Gebhardt C., Brance R., & Cantisano T. (2000). The future of the University and the

. (2006). True clusters – A severe case of conceptual headache. In Asheim, B., Cooke, Ph., Martin, R. Clusters and regional development , (pp. 50-68). New York, Routledge. OECD (2010). Regional development policies in OECD countries . OECD Publishing. Philpott, K., Dooley, L., O’reilly, C., & Lupton, G. (2011). The entrepreneurial university: Examining the underlying academic tensions. Technovation , 31(4), 161-170. Porter, M. (1998). On competition . Harvard: Harvard Business School Press. Romijn, H., & Albaladejo, M. (2002). Determinants of innovation capability


Starting from Michael Rendell and his team’s “Managing tomorrow’s people”, this paper sets out to build a possible future of leadership in European technical universities. We can ask ourselves if European technical universities could exist in a Blue, Green and Orange World. How would they look like and how efficient would “corporate” universities be, assuming that the Blue World would prevail in the next 10 years. What should their development strategies be and what labor markets would absorb its graduates? What if universities would be in the Green or Orange World? What leaders should they have then? Starting from these questions we try to construct possible scenarios for a European reality

References Bercovitz, J., & Feldmann, M. (2006). Janet Bercovitz 1 Maryann Feldmann 2. Technology , 175–188. Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and Ambidexterity. Industrial and Organizational Psychology , 2 (03), 305–337. Clark, B. R. (1998). Clark, Burton R. Creating Entrepreneurial Universities. Organizational Pathways of

European Union. EUR 27939 EN. Badzińska, E. (2017). Empirical Study on Intercultural Collaboration in Project Teams: Preliminary Research Findings. Journal of Intercultural Management , 9 (3), 29–44. Badzińska, E. (2019). Knowledge acquisition and business modelling using experiential learning approach to entrepreneurship. European Journal of Social Sciences Education and Research , 6 (2), 48–56. Badzińska, E. (2020). The Entrepreneurial University: Conceptualisation, Models and Challenges for Operationalisation of the Concept. In Contemporary organisation and

. Meyers A. D., Pruthi S. (2011), Academic entrepreneurship, entrepreneurial universities and biotechnology, “Journal of Commercial Biotechnology”, Vol. 17, No. 4. 11. Nowak M.. Musiał H. (2005), Rola i znaczenie przedsiębiorczości w rozwoju przedsięwzięć gospodarczych, w: D. Kopycińska (red.), Teoretyczne aspekty gospodarowania, Katedra Mikroekonomii Uniwersytetu Szczecińskiego, Szczecin. 12. Olearnik J. (2009), Przedsiębiorczość uczelni i jej cztery atrybuty, [in:] M. Pluta - Olearnik (red.), Przedsiębiorcza uczelnia i jej relacje z otoczeniem, Difin, Warszawa. 13

College and University Excellence Indicators Framework, Higher Education Forum, QCI, Center for Organizational Development and Leadership, 99(02), 94–154. Sayed, N. (2012). Ratify, reject or revise: balanced scorecard and universities. International Journal of Educational Management, 27 (3), 2. Sperrer, M., Müller, C., & Soos, J. (2016). The concept of the entrepreneurial university applied to universities of technology in Austria: already reality or a vision of the future? Technology Innovation Management Review, 6 (10), 37–44. Stewart, A.C., & Carpenter-Hubin, J

 data from annual economic report of Czech public universities were analysed  to  demonstrate  the  universities´  ability  to  raise  funding  from  off-budgetary  sources  which  belongs  to  main  characteristics  of  entrepreneurial  university.  Off-budgetary  sources,  where  revenues  for  internal  services  prevailed,  made  in  2016  around  16  %  of  the  total  income of Czech public universities. The off-budgetary sources  include  in  particular charges for accommodation and board, fees for entrance exam, tuition fees for  students that exceed the standard length of studies by more than one year, and tuition  fees


: Il Mulino. Guerrero-Cano, M., Kirby, D., & Urbano, D. (2006). A literature review on entrepreneurial universities: An institutional approach. Autonomous University of Barcelona. O’Shea, R.P., Allen, T.J., Morse, K.P., O’Gorman C., & Roche, F. (2007). Delineating the anatomy of an entrepreneurial university: the Massachusetts Institute of Technology experience. R&D Management, 37, 1. Hoboken NJ: Blackwell Publishing Ltd. Romano, A. (2009). Open Business Innovation Leadership, The Emergence of the Stakeholder University. London: Palgrave Macmillan. Savio, E