| 书目名称 | Entrepreneurship Centres | | 副标题 | Global Perspectives | | 编辑 | Gideon Maas,Paul Jones | | 视频video | | | 概述 | Follows on from the editor’s previous book Systemic Entrepreneurship.Provides up to date reflections of current research and findings in entrepreneurship centres.Explores how information can be utilis | | 图书封面 |  | | 描述 | .Focusing on the role entrepreneurship centres can play within the UK and other countries; this edited volume explores the effective construction of viable and sustainable entrepreneurship centres. It questions how these Higher Education Centres contribute to enterprise and entrepreneurship curriculum enhancement, research, and support to entrepreneurs. .Entrepreneurship Centres. responds to the renewed focus on Higher Education Institutions to play a meaningful role in socio-economic development and the need for such centres to act as an equal component to the traditional roles of teaching and research within universities. With case studies from the UK, Africa, Europe, and Canada, this collection contributes to the debate on whether entrepreneurship centres can and should play an important role in entrepreneurship activities within HEIs.. | | 出版日期 | Book 2017 | | 关键词 | sustainable management; enterprise; curriculum; Higher Education; socio-economic development; sustainabil | | 版次 | 1 | | doi | https://doi.org/10.1007/978-3-319-47892-0 | | isbn_softcover | 978-3-319-83851-9 | | isbn_ebook | 978-3-319-47892-0 | | copyright | The Editor(s) (if applicable) and The Author(s) 2017 |
| 1 |
Front Matter |
|
|
Abstract
|
| 2 |
|
|
|
Abstract
|
| 3 |
An Overview of Transformation Entrepreneurship |
Gideon Maas,Paul Jones |
|
Abstract
It is argued that Higher Education Institutions (HEIs) can and should play an active role in supporting socio-economic development and the most effective strategy to achieve this is to adapt an entrepreneurial university philosophy. Furthermore, what is called for is a carefully constructed enterprising and entrepreneurship strategy which connects the corporate strategy of the HEI with operational activities. Such a strategy should take regional and institutional differences into consideration and therefore cannot be applied uniformly across all HEIs. One way to address this complexity of implementing enterprise and entrepreneurship activities within a HEI is to have a dedicated centre that can effectively implement such activities.
|
| 4 |
The Role of Entrepreneurship Centres |
Gideon Maas,Paul Jones |
|
Abstract
The extant literature has focused on what entrepreneurship centres are doing or have done with minimal attention to considering their future role, especially within the context of transformational entrepreneurship. If it is accepted that entrepreneurship centres will continue to play an important role in the immediate future, then the question is whether the existing roles of entrepreneurship centres are in line with future expectations. There is a growing perspective that although a plethora of entrepreneurial support activities exist, they struggle to create the future desired state of socio-economic growth. Various questions are raised in this debate, such as the following: Are entrepreneurial centres part of the enterprising agenda or are they only used as a marketing or income-generating tool? If there is a definite role to play for entrepreneurship centres within a higher education institution’s entrepreneurship agenda, what should their role be and what type of support should be provided to these entrepreneurship centres? These questions are addressed in this chapter.
|
| 5 |
|
|
|
Abstract
|
| 6 |
Coventry University |
Joan Lockyer |
|
Abstract
The Coventry University (CU) case study illustrates how entrepreneurship is promoted through the Institute of Applied Entrepreneurship (IAE) which became the International Centre for Transformational Entrepreneurship (ICTE). ICTE is a natural evolution of the response of CU to changes internal and external to the university. Therefore, the case study will explore the rationale for the approach adopted at CU and provide an overview of the programmes offered by the IAE and now ICTE.
|
| 7 |
Lancaster University |
Fionnuala Schultz,Helen Fogg,Eleanor Hamilton,Sarah Jack |
|
Abstract
This case study illustrates how the Institute for Entrepreneurship and Enterprise Development was transformed into the Department for Entrepreneurship, Strategy and Innovation (DESI). Since its inception, the focus has been on three key elements – research, education and business support. Through externally funded projects, DESI has assisted more than 2,500 SMEs during the last ten years, resulting in significant performance improvements and business growth in the small- and medium-sized enterprises supported. DESI sees its ability to combine top-class research rigour and impactful business engagement as being critical to their strategy and its ability to inspire, build, develop and support current and future leaders of a wide range of organisations. Over the next few years, DESI will further develop its reputation as a global leader in entrepreneurship and strategy research; enhance its teaching programmes at the undergraduate, postgraduate and executive education levels in a way that reflects its united identity and capitalises on its distinctive assets; and build a sustainable portfolio of business engagement projects capable of making substantial impacts at many levels.
|
| 8 |
Scotland’s Centres for Entrepreneurship (UK) |
Robert Smith |
|
Abstract
The focus of this chapter is the collective research efficacy of Scottish Centres-for-Entrepreneurship and not upon an individual centre per se. However, the focus is not on the parochial but on the collective global reach of Scottish entrepreneurship scholars. There has been a reduction in the number and presence of active Centres and individually no one Centre has developed a critical mass. This chapter documents and evidences the entrepreneurship centre’s collective efficacy and highlights lessons learnt in the process. It also identifies possible future approaches for entrepreneurship centres from the perspective of potential implications for policy and practice for higher education institutions.
|
| 9 |
|
|
|
Abstract
|
| 10 |
EDEM Business School (Spain) |
Martina Luckanicova,Andrea Conchado |
|
Abstract
Marina de Empresas (MdE) is a unique space consisting out of an entrepreneurial hub whose aim is that of supporting the full entrepreneurial cycle through the three entities of which it is comprised: EDEM Business School for education and training, Lanzadera for acceleration and Angels for investment. The new shared location in Valencia’s MdE offers a comprehensive initiative that brings all the stages involved in starting up a business and promoting a common philosophy based on leadership, promotion of sustainable enterprises and the culture of endeavour together. In this case study, evidence was provided of how activities contribute in terms of acquiring teamwork skills, time management, working under pressure and project management skills, in addition to acquiring a feeling of commitment towards their colleagues. In addition, the authors found a potential area for improvement related to the link between the academic curriculum and its application in the cross-curricular project. These findings have important implications for pursuing alternative courses of action in order to find a meaningful link between theory and practice.
|
| 11 |
Santander International Entrepreneurship Centre, University of Cantabria (Spain) |
Federico Gutiérrez-Solana Salcedo,Inés Rueda Sampedro,Kerstin Maier |
|
Abstract
This case study aims at presenting the business model and the results of the Santander International Entrepreneurship Centre (CISE), an international reference Centre dedicated to fostering entrepreneurship and promoting the generation of start-ups. It provides a brief introduction into the Centre’s context and stresses CISE’s history and institutional set-up; this is followed by a presentation of its mission and vision on which its programmes and activities are based. It then highlights the Centre’s distinctive comprehensive entrepreneurship and multi-stakeholder approach and provides insight into CISE’s innovative training and support programmes. This case study concludes that it is possible to establish comprehensive strategies in support of an entrepreneurial culture through functional planning and coordination with own and other stakeholders’ initiatives.
|
| 12 |
The Hunter Centre for Entrepreneurship and Innovation (Canada) |
Simon Raby |
|
Abstract
This chapter presents a case study on the Hunter Centre for Entrepreneurship and Innovation operating in North America. The case study was formed through a formal interview with the Director of the Centre, a range of informal conversations with academic and support staff of the Centre and those within the entrepreneurial ecosystem, over a period of . months, with archival documentation studied to corroborate and substantiate the findings. As their annual report states, the Centre has focused on developing ‘support’ across the entrepreneurial and student communities. Next is to ‘establish’ and then ‘sustain’ over the next . years (HCEI, Engaging a new generation of entrepreneurial thinkers, Hunter Centre for Entrepreneurship and Innovation, 2014–2015 Annual Report, 2015). To achieve this, one particular aspect is the location of the Centre, which is currently being debated. No decision has yet been made; however, as the activities of the Centre cascade further across faculty, it was commented that it might make sense for the Centre to report to central faculty. How to measure success is another area that, to date, has not been fully crystallised.
|
| 13 |
Centre for Entrepreneurship and Small Enterprises Development, University of Cape Coast (Ghana) |
Rosemond Boohene,Daniel Agyapong |
|
Abstract
The Centre for Entrepreneurship and Small Enterprise Development (CESED) grows and supports entrepreneurial thinking and practice through education, training and research. These objectives are achieved through three interrelated activities: entrepreneurship education, research and publications, and business incubation. CESED has also established linkages with over fifty companies in the private sector where young entrepreneurs go through mentoring and coaching. Furthermore, the Centre adopts a multidisciplinary approach to its projects’ implementation bringing together people from business, agribusiness, computer and natural sciences and other disciplines.
|
| 14 |
|
|
|
Abstract
|
| 15 |
Guidelines for Maintaining Sustainable Entrepreneurial Centres |
Gideon Maas,Paul Jones |
|
Abstract
Regional differences determine the way entrepreneurship centres should be organised stimulating socio-economic development. Therefore, a general approach to organising entrepreneurship centres cannot be created. In this chapter, the focus is on providing background on important criteria improving the sustainability of entrepreneurship centres, supported by various process questions that can assist such centres to make a dynamic contribution to socio-economic development.
|
| 16 |
Back Matter |
|
|
Abstract
|
|
|
发表于 2025-3-21 18:06:39
