Table 2 University leaders' range of... | Emerald Publishing

Table 2

University leaders' range of strategic postures to entrepreneurial university mission expansion

	Reactive responders N = 5	Cultural champions N = 3	Infrastructure builders N = 4	Ecosystem orchestrators N = 3
Strategic Posture	Reactive	Proactive: Engaging	Proactive: Action	Proactive: Entrepreneurial
Main Interpretations of Institutional Pressures for the Entrepreneurial University Third Mission Expansion	Responsive commitment to University-Industry engagement Provision of additional education offerings	Beyond a first mission focus to create entrepreneurially minded graduate Institutional-wide buy-in to their mission	Action focused Recognising, rewarding and behaving entrepreneurially	Stakeholder engagement Different types of impact
Key Driver	Identification of new funding streams	Identification of innovation champions	Investment in entrepreneurial infrastructure	Progressing breakthrough innovation
Institutional Logic	Traditional Academic	Hybrid More Traditional and Less Entrepreneurial	Hybrid Less Traditional More Entrepreneurial	Entrepreneurial
Main Challenges	Rewards Resources Anticipating Industry Needs and Requirements	Breaking down siloed relationships within and with external stakeholders	Identifying and developing spaces Engaging intrapreneurial champions Selling the vision internally	Identifying Non-Exchequer Funding Engaging the Leadership Team Exciting External Stakeholders Selling the vision externally
Institutional Work Prioritised Intrapreneurial Responses
Entrepreneurial Architecture and Infrastructure	Development of Technology Transfer Office	Creation of enterprise hub Incubator and accelerator programmes and spaces for students	Innovation Hub: enhanced expertise in IP, access to venture capital	Development of co-working spaces Business incubators on and off campus Development of science and technology park Securing EU funding for enterprise agenda
Human Capital Development	Searching for new funding streams and resources	Innovation Champions: Identification and Recruitment Reward and recognition: emphasis on entrepreneurial behaviours among academic and administrative staff	Empowerment: students and staff Advanced metrics and KPIs: Capture, measure and report entrepreneurial activities	Increased community business and research knowledge exchange Collaboration beyond the local region - to include alumni, national and international partnerships with industry, government and other universities Organisational culture and process
Entrepreneurial Education and Third-Mission Linkage	Curriculum-based entrepreneurship education and professional training for professional service, academic staff and students	Incubator and accelerator programmes for students and staff	Entrepreneurial capability development integrated with institutional structures, leadership programmes, commercialisation supports and knowledge-transfer mechanisms	Externally engaged entrepreneurship education involving industry, government, alumni, communities and other ecosystem actors, with explicit knowledge exchange and societal or regional value-creation objectives
Differentiating by Theoretical Logic	Focuses on maintaining coercive legitimacy by minimising costs and achieving minimal compliance The intent is operational survival	Focuses on establishing normative legitimacy by changing internal beliefs and faculty values The intent is institutional alignment	Focuses on technical efficiency and treating third mission elements (e.g. incubators) as internal structural assets The intent is competitive competence	Focuses on institutional entrepreneurship, viewing the university as a boundary-spanning actor capable of reshaping the external institutional environment The intent is systemic transformation

	Reactive respondersN = 5	Cultural championsN = 3	Infrastructure buildersN = 4	Ecosystem orchestratorsN = 3
Strategic Posture	Reactive	Proactive: Engaging	Proactive: Action	Proactive: Entrepreneurial
Main Interpretations of Institutional Pressures for the Entrepreneurial UniversityThird Mission Expansion	Responsive commitment to University-Industry engagementProvision of additional education offerings	Beyond a first mission focus to create entrepreneurially minded graduateInstitutional-wide buy-in to their mission	Action focusedRecognising, rewarding and behaving entrepreneurially	Stakeholder engagementDifferent types of impact
Key Driver	Identification of new funding streams	Identification of innovation champions	Investment in entrepreneurial infrastructure	Progressing breakthrough innovation
Institutional Logic	Traditional Academic	HybridMore Traditional and Less Entrepreneurial	HybridLess Traditional More Entrepreneurial	Entrepreneurial
Main Challenges	RewardsResourcesAnticipating Industry Needs and Requirements	Breaking down siloed relationships within and with external stakeholders	Identifying and developing spacesEngaging intrapreneurial championsSelling the vision internally	Identifying Non-Exchequer FundingEngaging the Leadership TeamExciting External StakeholdersSelling the vision externally
Institutional WorkPrioritised Intrapreneurial Responses
Entrepreneurial Architecture and Infrastructure	Development of Technology Transfer Office	Creation of enterprise hubIncubator and accelerator programmes and spaces for students	Innovation Hub: enhanced expertise in IP, access to venture capital	Development of co-working spacesBusiness incubators on and off campusDevelopment of science and technology parkSecuring EU funding for enterprise agenda
Human Capital Development	Searching for new funding streams and resources	Innovation Champions: Identification and RecruitmentReward and recognition: emphasis on entrepreneurial behaviours among academic and administrative staff	Empowerment: students and staffAdvanced metrics and KPIs: Capture, measure and report entrepreneurial activities	Increased community business and research knowledge exchangeCollaboration beyond the local region - to include alumni, national and international partnerships with industry, government and other universitiesOrganisational culture and process
Entrepreneurial Education and Third-Mission Linkage	Curriculum-based entrepreneurship education and professional training for professional service, academic staff and students	Incubator and accelerator programmes for students and staff	Entrepreneurial capability development integrated with institutional structures, leadership programmes, commercialisation supports and knowledge-transfer mechanisms	Externally engaged entrepreneurship education involving industry, government, alumni, communities and other ecosystem actors, with explicit knowledge exchange and societal or regional value-creation objectives
Differentiating by Theoretical Logic	Focuses on maintaining coercive legitimacy by minimising costs and achieving minimal complianceThe intent is operational survival	Focuses on establishing normative legitimacy by changing internal beliefs and faculty valuesThe intent is institutional alignment	Focuses on technical efficiency and treating third mission elements (e.g. incubators) as internal structural assetsThe intent is competitive competence	Focuses on institutional entrepreneurship, viewing the university as a boundary-spanning actor capable of reshaping the external institutional environmentThe intent is systemic transformation