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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
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Agenda
1. Research Approach &
Theoretic Background
2. Methodology
3. Findings & Conclusions
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Research Approach &
Theoretic Background
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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
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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
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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
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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
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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
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What enables entrepreneurship?
Gestell(Infrastructure /Milieu)
Mindset
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- 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
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- 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!
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Thank You
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KnowledgeEntrepreneurship
Org. Learning
CultureLeadership
Environmental Awareness
Vision & Strategy
Communication
New Project Support
Risk Tolerance
InnovationOrganizational Setting
Originating Theory
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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
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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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