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Abstract:
The configuration of the entrepreneurial university remains poorly understood given its complexity as an organisation, with multiple missions and ‘products and services’, delivered by multiple and sometimes competing sub-organisations with different cultures and norms, in response to a range of outside pressures. The aim of this paper is to explore how multiple and sometimes competing strategies, and the associated internal arrangements, resources and processes, affect the delivery of economic and social benefits to the external world through different channels. We extend the entrepreneurial university ecosystem concept to systematically capture the cross-influences of the entrepreneurial university elements. Our empirical analysis is based on a newly constructed institution-level database on university strategies, goals, policies, and support mechanisms, with annual data for all higher education institutions in the UK over the period 2017-2020, complemented with annual administrative data on staff, finances, graduate outcomes, and infrastructure, as well as contextual data on the wider regional entrepreneurship ecosystem. Using a Seemingly Unrelated Estimation approach, we identify and analyse the synergies and tensions between different elements of the entrepreneurial university ecosystem in delivering on its missions.
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