Turning science into business: a case study of a major European research university
The ‘entrepreneurial university’ has become commonplace in debates about new ways of knowledge production and the changing relationships between university, industry and government. A rich literature has developed exploring outputs of such activity, most notably ‘patenting’, ‘licensing’, and ‘spin-outs’. There is also an ‘organisational’ literature exploring the entrepreneurial transformation of universities. All too often these two streams of literature ignore each other. This paper aims to make a bridging contribution by exploring the case of UniversitÃ© Libre de Bruxelles (ULB). Is it necessary for universities to transform themselves into fully entrepreneurial organisations to contribute substantially in terms of economic development? The ULB case illustrates the potential for nurturing entrepreneurial activities locally as well as the possibilities and limitations of top-down actions instilling entrepreneurial culture among academic rank and file. Copyright , Beech Tree Publishing.
Volume (Year): 35 (2008)
Issue (Month): 9 (November)
|Contact details of provider:|| |
When requesting a correction, please mention this item's handle: RePEc:oup:scippl:v:35:y:2008:i:9:p:669-679. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Oxford University Press)or (Christopher F. Baum)
If references are entirely missing, you can add them using this form.