Entrepreneurship in higher education : a case study of the University of Wollongong

Abstract

In 1998, Burton Clark published ‘Creating Entrepreneurial Universities: Organizational Pathways of Transformation’ (1998).

The major findings gave rise to what Clark describes as pathways of transformation and in his view, ‘five elements constitute an irreducible minimum’.  These are defined as: A strengthened steering core; An expanded developmental periphery; A diversified funding base; A stimulated academic heartland; and An integrated entrepreneurial culture.

The key research question for this study was defined as follows: Using Clark’s five pathways of transformation, is the UOW an entrepreneurial university?

The research was conducted as a case study.  The quantitative study involved the use of an online survey and the findings of the sample group represent the totality of staff perception.  The qualitative study, using a semi-structured interview program, again focused on the UOW and the extent to which a sample of its senior executive and management staff, perceive the UOW to be an entrepreneurial university.

The findings of the research, based upon the case study, supported by the views and perceptions of its staff, support the contention that the UOW is an entrepreneurial university, as characterized by Clark’s pathways.  However, they also provide insights into the extent to which the UOW adheres to the five pathways, the critical nature of the leadership role of the Vice-Chancellor, and how different staff constituencies, including gender, perceive the entrepreneurial culture of the UOW.

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