Knowledge Entrepreneurship: A Mindset for Leaders in Education

Best Practices in internet based Innovation

Based on PhD Research: Knowledge Entrepreneurship in Universities: Practice and Strategy in the case of internet based innovation appropriation.

Max Senges

Agenda

1. Research Approach &

Theoretic Background

2. Methodology

3. Findings & Conclusions

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Research Approach &

Theoretic Background

Research Theme

Higher Education

Entrepreneurship

Internet

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techne /professional /training skill

episteme /self development/wisdom

Bureaucracy

mechanisticstructure/exactmanage/control

Complexity/Chaos

change becoming/fuzzy emergence

University =Rhizomatic CAS

Knowledge Performance

The Role of Knowledge

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Knowledge PerformanceOrg. Learning Innovation

Learning to Change

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Knowledge PerformanceOrg. Learning InnovationKnowledge

Entrepreneurship

The Missing Link

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Definition

Knowledge entrepreneurship describes the ability to recognize or create an opportunity and take action aimed at realizing the innovative knowledge practice or product.

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Workers(Human capital)

Researchers(Human capital)

Research results(Knowledge capital)

business

politics

public

Education

Research Dissemination

3 Missions of the University

L e v e l 3I d e a s & V a l u e s

L e v e l 2Explanations & Approaches

L e v e l 1Engineering

What is the idea of the university ?

Why do actors practice K.E. in universities ?

How do universities integrate internet based innovations in their practices ?

Research Questions

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Methodology

Literature Review

PhilosophyPhilosophy of Science

& Methodology

Knowledge Entrepreneurship

Entrepreneurship

Higher Education Studies

Information Technology Innovation

Knowledge Management

CyberneticsComplexity Science Sociology

Psychology

Adorno / Popper Plato

Deleuze

GadamerHeidegger

JaspersWelsch Wittgenstein

KantHabermas Sloterdijk

Dewey

Hutchison

Gibbons & Nowotney

DenzinGlasser / Strauss / Corbin

Haig / Kinach

Yin

Simon

Mautner

Tiffin

Fuller

Harvery & Knight

ShattockBok

ClarkEtzkowitz

Collis & Van der Wende

ZellwegerBates

Walsham Arquilla

Kurzweil

Ciborra

Faltin

Kawasaki

Davidsson

SchumpeterDrucker

Rowley

Bouchikhi

Leadsbetter

McDonald

CoulsonSkrzeszewski

Hayek

Hull Maslow

TofflerStacey Mitleton-KellyMcMillan

Chia

Castells

Sassen

GiddensLuhman

Durkheim

Parson & Platt

Heylighten

v. FörsterFrankl

Lombardo

Erikson

Vogotzky

Nonaka & Takeuchi

Senge

Cohen & Levinthal

v. HippelRogers

Lee, Choo, Gay

Fleischmann

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Case Studies

Cross - Case Analysis

LSE FU UPC UOC

Type Research & Elite –Social Sciences

General

(Area Studies)

Technical Distance Education

Foundation 1895 1948 1970 1995

Students 7800 34 000 27 510 40 707

Foreign Students 32 % 16% 5%

Prof/Student ratio 1:13 1:63 1.11 1:26

Budget

- per student

135 247 000

17 339

350 000 000

10 294

292 301 718

10 625

46 741 145

1148

IT % of the whole

- € per Student

1,76%

305

1,36%

144

11,83%

136

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Phenomenological Action Research

Thesis as Unit of Analysis

Action Research = participation & reflection

Phenomenological = eclectic observation of

phenomenon

Validation through expert feedback &

deliberation

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Findings

What enables entrepreneurship?

Gestell(Infrastructure /Milieu)

Mindset

- Governance Structure

- Informality & Transparency

- Resources (Capital)

- Institutionalized Practices

What enables the entrepreneurial gestell?

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Best Practice

Institutionalization of practices: Case UPCnet

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- Existentialism internal locus of control

- Axiology value priorities entrepreneuring

- Pragmatism entrepreneurial practice

- Ethics co-think, differentiation

What enables an entrepreneurial mindset?

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Existentialism

Axiology&

Teleology

Pragmatism

Ethics&

Sustainability

Persona

- All universities are KEs but

don’t pursue strategically

- Have specific Institutions but

most dont’t systematically exploit innovations

- Ivory Prof. & Blind Giants

- Second Order Cybernetics

- Competition AND collaboration

Conclusions

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KE is a very suitable concept to

conceptualize entrepreneurial university!

Thank You

KnowledgeEntrepreneurship

Org. Learning

CultureLeadership

Environmental Awareness

Vision & Strategy

Communication

New Project Support

Risk Tolerance

InnovationOrganizational Setting

Originating Theory

Rival Explanation

Economic ContextPhysical locationPolitical instability

University Setting

History

Setting MembersLocation

Type Specialization Business Model Finance

IT SettingHistoryIT

infrastructure

Internet Use

e-learning

e-research

website & intranet

Research Results

Education Results3. Mission

Knowledge Entrepreneurship

Communication Environmental Awareness Risk Tolerance Vision & Planning New Project Support

Condition

Organisational Learning

Governance Structure

Culture (Practice)

Interpretative Framework

Case Studies

4 very heterogeneous cases

4 languages

93 explorative interviews

Stakeholder validation

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Setting & ConditionFounded by socialist entrepreneur, now “death of idealism”luxury “we decide to change”; trendsetter; niched

Research strength Reputation (+ Enterprise LSE) --> foreign “cash cows”

Inclusive strategy development & implementation practices (documents as conversations)

Innovation IntegrationStrategy informed specialist selection for opportunity provision

“offer has to be convincing”

LSE – Global Player in a British climate

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FU Berlin - Academic Freedom, State Dependency, and the Struggle for Excellence

Setting & Condition

Is managing a ~50% cut of state support

“State of emergency” administrating the change

excellence initiative vision

Internal locus of control but external teleology

Decentralized collective; effective but authoritative leadership

Innovation Integration

External funding opportunities for internal opportunity creation

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UPC -Technocratic Knowledge Manufacturer

Setting & ConditionDelivers vocational trainingWell developed tech-trans & spin-offs (weak environment)

Very democratic governance, De-central with planned strategy process Indicator culture

No IT leadership

Innovation Integration

Strategy informed multi-stakeholder mesh

IT outsourced to spin-off; FIB in-house champion (role model effect)Strong library services (SWOT, initiator)

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UOC – A Sleeping Innovator

Setting & ConditionCharismatic veteran who created a slick university machine with (economic) entrepreneurial experiments

Rector centered, little transparent --> behind the scenes politics

New team since 2006 (epochal upheaval awaited)

Business Model: Scalability

Innovation IntegrationVery innovative start business as usual, tamed (toothless) technology

“Integrator not innovator”, Serendipidy, outsource & bricolage

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