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Managing campus entrepreneurship: Dynamic capabilities and university leadership

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  • Sohvi Heaton
  • David Lewin
  • David J. Teece

Abstract

Much has been written about university–industry partnerships, but relatively little research has focused on the effects of such collaboration on conflict among university departments or on broader types of entrepreneurial behavior involving local, regional, and even global initiatives. This broader perspective, which we call “campus entrepreneurship,” offers more avenues for universities to establish a foundation for long‐term success at a time when public support for higher education appears to be in decline. The dynamic capabilities framework and leadership theory developed in the fields of strategic management and organizational behavior, respectively, are applied herein to provide guidance to university leaders seeking to embrace a comprehensive multifaceted entrepreneurial approach to campus priorities and activities.

Suggested Citation

  • Sohvi Heaton & David Lewin & David J. Teece, 2020. "Managing campus entrepreneurship: Dynamic capabilities and university leadership," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 41(6), pages 1126-1140, September.
    • Handle: RePEc:wly:mgtdec:v:41:y:2020:i:6:p:1126-1140
    DOI: 10.1002/mde.3015
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    2. Sangpil Yoon & Hosung Son, 2023. "Is the government support programme for nurturing entrepreneurial universities effective? Evidence from Korea," Managerial and Decision Economics, John Wiley & Sons, Ltd., vol. 44(4), pages 1895-1903, June.
    3. Maribel Guerrero & Alain Fayolle & Maria Chiara Di Guardo & Wadid Lamine & Sarfraz Mian, 2024. "Re-viewing the entrepreneurial university: strategic challenges and theory building opportunities," Small Business Economics, Springer, vol. 63(2), pages 527-548, August.

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