Abstract
Generating knowledge for various constituents and for society has always defined colleges and universities. Recent decades, though, have witnessed shifts in knowledge production and consumption. Research-oriented higher education institutions have developed closer linkages to for-profit firms, which have sought to exploit and commercialize academic know-how. In practical terms, these linkages can serve as an additional revenue stream for institutions that have seen declining state support in many national contexts. More broadly, collaboration with industry has come to mean that entrepreneurialism increasingly defines the work of universities. To what extent, though, does entrepreneurialism characterize the next stage of evolution for higher education? This paper applies ecological logic and literature on resource constraints to work on the innovation-driven, entrepreneurial university. I hope to suggest that, in spite of its increasing salience, the entrepreneurial university need not represent an evolutionary inevitability.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
References
Barney, J. B., & Hansen, M. H. (1994). Trustworthiness as a source of competitive advantage. Strategic Management Journal, 25(Special Winter Issue), 175–190.
Bohlander, R. A. (2009). Ongoing challenges in university involvement in R&D for industry. In J. C. Knapp & D. J. Siegel (Eds.), The business of higher education: Vol. 2. Management and fiscal strategies (pp. 95–120). Santa Barbara, CA: Praeger.
Clark, B. R. (1998). Creating entrepreneurial universities: Organizational pathways of transformation. Oxford: IAU Press.
Cowan, W. B., Cowan, R., & Llerena, P. (2009). Running the marathon. In M. McKelvey & M. Holmén (Eds.), Learning to compete in European universities: From social institution to knowledge business (pp. 278–299). Cheltenham: Edward Elgar.
de Zilwa, D. (2005). Using entrepreneurial activities as a means of survival: Investigating the processes used by Australian universities to diversify their revenue streams. Higher Education, 50(3), 387–411.
Deiaco, E., Gren, A. M., & Melin, G. (2009). Exploring university alliances and comparable academic cooperation structures. In M. McKelvey & M. Holmen (Eds.), Learning to compete in European universities: From social institution to knowledge business (pp. 19–47). Cheltenham: Edward Elgar.
Deiaco, E., Holmén, M., & McKelvey, M. (2009a). What does it mean conceptually that universities compete? In M. McKelvey & M. Holmén (Eds.), Learning to compete in European universities: From social institution to knowledge business (pp. 300–328). Cheltenham: Edward Elgar.
Deiaco, E., Holmén, M., & McKelvey, M. (2009b). From social institution to knowledge business. In M. McKelvey & M. Holmen (Eds.), Learning to compete in European universities: From social institution to knowledge business (pp. 329–356). Cheltenham: Edward Elgar.
Fisher, D., & Atkinson-Grosjean, J. (2002). Academic-industry liaison in Canadian universities. Higher Education, 44(3–4), 449–467.
Fugazzotto, S. J. (In press). Historical perspectives on U.S. business organisations, strategy, and higher education institutions. International Journal of Management in Education.
Geiger, R. L. (2004). Knowledge and money: Research universities and the paradox of the marketplace. Stanford, CA: Stanford University Press.
Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929–964.
Henderson, A. D. (1970). The innovative spirit: Change in higher education. San Francisco, CA: Jossey-Bass.
Hutchins, R. M. (1979). The higher learning in America. Westport, CT: Greenwood Press. (Original work published 1936)
Keller, G. (1983). Academic strategy: The management revolution in American higher education. Baltimore, MD: Johns Hopkins University Press.
Kerr, C. (1972). The uses of the university. New York: Harper & Row. (Original work published 1963)
Marshall, S. (Ed.). (2007). Strategic leadership of change in higher education. London: Routledge.
Morrill, R. L.(2007). Strategic leadership: Integrating strategy and leadership in colleges and universities. Westport, CT: Praeger.
Odum, E. P. (1963). Ecology. New York: Holt, Rinehart, and Winston.
Rowley, D. J., & Sherman, H. (2001). From strategy to change: Implementing the plan in higher education. San Francisco, CA: Jossey-Bass.
Smart, J. C., & St. John, E. P. (1996). Organizational culture and effectiveness in higher education: A test of the “culture type” and “strong culture” hypotheses. Educational Evaluation and Policy Analysis, 18(3), 219–241.
Weisbrod, B. A., Ballou, J. P., & Asch, E. D.(2008). Mission and money: Understanding the university. New York: Cambridge University Press.
Wissema, J. G.(2009). Towards the third generation university: Managing the university in transition. Cheltenham: Edward Elgar.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Fugazzotto, S.J. On the Evolution of Colleges and Universities. Tert Educ Manag 16, 303–312 (2010). https://doi.org/10.1080/13583883.2010.532564
Published:
Issue Date:
DOI: https://doi.org/10.1080/13583883.2010.532564