Table of Contents

Handbook of Research in Entrepreneurship Education, Volume 3

Handbook of Research in Entrepreneurship Education, Volume 3

International Perspectives

Elgar original reference

Edited by Alain Fayolle

This important Handbook takes an international perspective on entrepreneurship education. The contributors highlight the contextual dimension of entrepreneurship education and training, and provide strong insights into how researchers and educators can learn from international practice diversity. The volume covers a wide variety of pedagogical objectives and settings in entrepreneurship education while providing a plurality of cultural and institutional points of view.

Chapter 17: The Role of an Entrepreneurial Learning Team in Creating an Enterprise Culture in a University

David Rae, Simon Gee and Robert Moon

Subjects: business and management, entrepreneurship, management education, education, management education


David Rae, Simon Gee and Robert Moon Introduction The ‘entrepreneurial university’ is often cited as a desirable and achievable goal: but this raises the question of how such large and complex organizations become entrepreneurial? The role of the enterprising academic is generally overlooked, although many academics work, often as lone voices, to bring about cultural change. This chapter explores this through the case of an entrepreneurial learning team at the University of Derby who ‘acted as entrepreneurs’ over a five-year period to stimulate a culture of enterprising learning across the university, and generates insights on cultural change within a modern regional university. The chapter explores the following questions: 1. 2. 3. How can a university develop an entrepreneurial culture? How can entrepreneurial teachers stimulate cultural change? Are there generalizable learning points from the experience of the University of Derby? The chapter provides a brief critique of the literature on ‘the entrepreneurial university’ which has emerged since Slaughter and Leslie (1997) and Clark (1998) introduced the concept, and questions its utility given the wide range of enterprising activities and new approaches which have flourished in many universities since then. The case of the University of Derby is used to examine the process of change towards developing an enterprising culture within a university, in the wider context of organizational, pedagogical, systemic and behavioural changes and conflicts. It is suggested that the entrepreneurial team can play a key role in connecting the different agendas through which the processes of change towards an enterprising...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information