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The world's leading journal for all involved in collaboration between higher education and business

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Editorial coverage

Industry and Higher Education, published six times per year, is dedicated to the relationships between business and industry and higher education institutions. With a strong emphasis on practical aspects, the journal covers organizational, economic, political, legal, and social issues relating to developments in education-industry collaboration.
Among the key topics are:

  • Knowledge transfer from research to commercial application
  • Educating for entrepreneurship
  • Clusters and the regional economy
  • Preparing students for the world of work
  • International and national initiatives for collaboration
  • Respective needs in the industry–education relationship
  • Lifelong learning
  • University–industry networks
  • University–industry training programmes
  • Business–education partnerships for social and economic progress
  • Skills needs and the role of higher education
  • Formation, structure and performance of academic spin-off companies
  • Personnel exchange
  • Industrial liaison in universities
  • Intellectual property in the HE sector
  • Distance education

Submissions - Notes for authors

Please send submissions, either by e-mail or post, to John Edmondson, Industry and Higher Education, IP Publishing Ltd, 258 Belsize Road, London NW6 4BT, UK.
jedmondson(at)ippublishing.com

Type and length of contributions

The major part of the journal is taken up by papers between 4,000 and 8,000 words long. These should be analytical and evaluative in approach and not simply descriptive. Other contributions include opinion or 'viewpoint' pieces (1,500-3,000 words); case studies of specific ventures or programmes (1,500-3,000 words); brief factual summaries of reports, agency programmes, educational institutions, etc (1,000-2,000 words); and letters to the editors.

Presentation

Submissions should be double-spaced. They can be sent either by e-mail to the editor or by post (in which case one hard copy and a disk or CD should be enclosed). Papers should preferably be sent in Word (please note that PDF versions are not acceptable for review purposes). The title page should contain full names of the authors, their professional status or affiliation and the address to which they wish correspondence to be sent. There should be an abstract of about 100 words at the beginning of the paper. The text should be organized under appropriate cross-headings and where possible these should not be more than 800 words apart.

Between 3 and 6 keywords should appear below the abstract, highlighting the main topics of the paper.

References should follow the Harvard system. That is, they should be shown within the text as the author's surname (or authors' surnames) followed by a comma and the year of publication, all in round brackets: for example, (Smith, 1998). For textual citations, where there are two authors please use the word 'and', not the ampersand (thus: '(Smith and Jones, 2012)'. Where there are more than two authors, please use the first-named author only, followed by 'et al' in italics (thus: Smith et al, 2012). At the end of the article a bibliographical list should be supplied, organized alphabetically by author (surnames followed by initials - all authors should be named). Bibliographic information should be given in the order indicated by the following examples:

Articles: Woollard, D. (2010), ‘Towards a theory of university entrepreneurship’, Industry and Higher Education, Vol 24, No 6, pp 413–427.

Books: Viale, R., and Etzkowitz, H., eds (2010), The Capitalization of Knowledge, Edward Elgar, Cheltenham.

Notes should be numbered consecutively in the text and typed in plain text at the end of the paper (not as footnotes on text pages).

Figures and tables should be presented separately on separate sheets at the end of the text. Each figure or table must be referred to in the text - the first reference will be used to locate the figure or table in the final printed version.

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Articles are received on the understanding that they are original contributions, and have not been published officially, either in print or electronic form, or submitted for publication elsewhere. In this respect, ‘discussion’ or ‘working’ papers, conference presentations and proceedings are not considered to be official publications, unless they have been formally deemed so by conference organizers, or presented as edited works through recognized publishing channels. If in doubt, authors are asked to draw the attention of the Editor to any prior dissemination of the paper in their letter of submission. Please note that articles should not be posted on personal Websites or social networking sites before or after submission.

Refereeing

Other than research notes, reports, and personal opinion pieces, articles will be refereed. Papers by authors who are not academics (eg submissions from industry) will also be subject to review before acceptance, but their distinct nature and aims will be fully taken into account.

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Wherever possible, authors are asked to assign copyright to IP Publishing Ltd. Relevant authors' rights are protected.

Author Checklist for Final versions

Editorial Board

Editor: John Edmondson, IP Publishing Ltd, 258 Belsize Road, London NW6 4BT, UK. E-mail: Jedmondson(at)ippublishing.com.

Editorial Advisory Board

  • Special Adviser: Professor John Kelly, University College Dublin, Ireland
  • David E. Allnutt
    Cartesian, USA
  • Dr Susanne Bahn
    Edith Cowan University, Australia
  • Professor Graham Beaver
    Warwick Business School, UK
  • Richard A. Bendis
    Innovation America, USA
  • Professor Bruce Calway
    Swinburne University of Technology, Australia
  • Professor Elias Carayannis
    George Washington University, USA
  • Dr Mike Clements
    Staffordshire University, UK
  • Professor Manlio Del Giudice
    Second University of Naples, Italy
  • Dr E.J. Duff
    Innovation Management Consultant, UK
  • Professor D.J. Edwards
    Birmingham City University, UK
  • Professor Henry Etzkowitz
    International Triple Helix Institute, Palo Alto, CA, USA
  • Dr Brian K. Fitzgerald
    Business-Higher Education Forum, USA
  • Professor Piero Formica
    National University of Ireland
  • Dr Pat Frain
    University College Dublin, Ireland
  • Dr Thomas Gering
    Intellectual Asset Management Corp., USA
  • Dr Christiane Gebhardt
    Malik Management Institute, Switzerland
  • Keith Gilchrist
    GlaxoSmithKline Inc, Canada
  • Professor Aaron W. Hughey
    Western Kentucky University, USA
  • Dr Denise Jackson
    Edith Cowan University, Australia
  • Professor Ron Johnston
    University of Sydney, Australia
  • Professor Okyay Kaynak
    Bogaziçi University, Turkey
  • Dr John Kirkland
    Association of Commonwealth Universities, UK
  • Dr Glenda Kruss
    Human Sciences Research Council, South Africa
  • Professor Loet Leydesdorff
    University of Amsterdam, The Netherlands
  • Professor Michael J. Lynskey,
    Komazawa University, Japan
  • Professor Harry Matlay
    University of the West of Scotland, UK
  • Professor Gerard McElwee
    Sheffield Hallam University, UK
  • Professor Jay Mitra
    University of Essex, UK
  • Professor Hiromitsu Muta
    International Development Center, Japan
  • Professor George M. Papadourakis
    Technological Institute of Crete, Greece
  • Professor Andy Penaluna
    University of Wales Trinity St David, UK
  • Professor David Rae
    Cape Breton University, Canada
  • Dr Marina Ranga
    Stanford University, USA
  • Dr E. H. Robson
    Oxford, UK
  • Dr Robert Ronstadt
    former Vice President of Technology Commercialization,
    Boston University, USA
  • Professor Howard Rush
    University of Brighton, UK
  • Dr Peter van der Sijde
    Free University Amsterdam, The Netherlands
  • Dr Paul J. Smith
    University of Sunderland, UK
  • Dr Emanuela Todeva
    University of Surrey, UK
  • Professor Urmas Varblane
    University of Tartu, Estonia
  • Professor Hebe Vessuri
    Instituto Venezolano de Investigaciones Cientificas, Venezuela
  • Dr Mary Lindenstein Walshok
    University of California at San Diego
  • Professor Andrew Webster
    University of York, UK

August 2014 ISSUE (VOL 28, NO 4)

SPECIAL ISSUE: Universities as entrepreneurial organizations
Guest editors: Victoria Galan-Muros, Peter van der Sijde and Arno Meerman

219 Introduction

223 The entrepreneurial university wave: from ivory tower to global economic engine

Henry Etzkowitz

233 Success factors for managing an entrepreneurial university: developing an integrative framework

Leire Markuerkiaga, Nekane Errasti and Juan Ignacio Igartua

245 Entrepreneurial university archetypes: a meta-synthesis of case study literature

Johann Bronstein and Markus Reihlen

263 How entrepreneurial leadership can engage university staff in the development of an entrepreneurial culture

Paul Coyle

271 The entrepreneurial university: evidence of the changing role of universities in modern Russia

Dina Williams and Alexey Kluev

281 Supporting university–industry linkages: a case study of the relationship between the organizational and individual levels

Nisha Korff, Peter van der Sijde, Peter Groenewegen and Todd Davey

301 Calendar

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Title: The entrepreneurial university wave: from ivory tower to global economic engine

Author(s): Henry Etzkowitz

Abstract: An entrepreneurial university with multiple missions for teaching, research and economic and social development is superseding the research university as the academic paradigm. Traditional academic roles are revised to include entrepreneurial elements, both to attract external resources and to see that knowledge is put to use. As a remit for regional cluster development takes hold globally across the tertiary academic sector, academic knowledge is interrogated for its potential to become the source of new jobs in arts festivals as well as start-ups. The rise of the entrepreneurial university is a key driver of transition from an industrial to a knowledge-based society, irrespective of previous development level or academic tradition. Controversy over entrepreneurial academic activities augurs this transition.

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Title: Success factors for managing an entrepreneurial university: developing an integrative framework

Author(s): Leire Markuerkiaga, Nekane Errasti and Juan Ignacio Igartua

Abstract: The entrepreneurial university is regarded as an agent of societal change and an important instrument in the facilitation of the contemporary knowledge-based economy because it supports the generation and exploitation of knowledge through its three missions of education, research and academic entrepreneurship. Moreover, the entrepreneurial university boosts economic and social development by encouraging academic entrepreneurship among faculty members. Although research on the entrepreneurial university has increased considerably in recent years, there are as yet no conceptual syntheses of the literature and there is an absence of a holistic framework covering the range of factors required to promote academic entrepreneurship within the entrepreneurial university paradigm. This gap is addressed by identifying the determining factors in an entrepreneurial university and synthesizing them into an integrative framework, based on the corporate entrepreneurship research stream: the determining factors are divided into three groups – external, internal and strategic. This framework is based on a qualitative review of theoretical and empirical studies of entrepreneurial universities and an analysis of diverse frameworks and models. The paper thus provides a systematic overview that allows for consolidation of the literature on entrepreneurial universities, while drawing important implications from research and suggesting potential paths for future study.

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Title: Entrepreneurial university archetypes: a meta-synthesis of case study literature

Author(s): Johann Bronstein and Markus Reihlen

Abstract: Most research on the entrepreneurial university is case-study based. While this helps us to understand specific characteristics of particular cases, integrative studies that build on cumulated knowledge have yet to be conducted. This study aims to synthesize existing research and to generate archetypes of the entrepreneurial university by conducting a qualitative meta-synthesis of the empirical literature. The underlying assumption of this research is that there is no single model or best type of the entrepreneurial university. Nevertheless, the authors expect to see entrepreneurial universities converge into a few distinct archetypes that display similar organizational attributes. As primary data sources, they use twenty-seven case studies on entrepreneurial universities, which are synthesized into four empirically grounded archetypes: ‘Research-preneurial’ or research driven; ‘Techni-preneurial’ or industry driven; ‘Inno-preneurial’ or service innovation driven; and ‘Commerce-preneurial’ or knowledge commercialization driven. This meta-synthesis provides a taxonomy of various structures, strategies and resources that characterize entrepreneurial universities, serving as a conceptual framework for a heterogeneous body of literature.

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Title: How entrepreneurial leadership can engage university staff in the development of an entrepreneurial culture

Author(s): Paul Coyle

Abstract: Using a case study, the process by which a university in the UK sought to implement its strategic objective to become an entrepreneurial university, by defining a set of desirable entrepreneurial attributes for all staff, is examined. It is concluded that the role of leaders, in connecting the desirable entrepreneurial attributes to the day-to-day-work of staff, is vital if an entrepreneurial culture is to be established throughout a university. Key aspects of entrepreneurial leadership that can support university–industry interaction are recommended.

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Title: The entrepreneurial university: evidence of the changing role of universities in modern Russia

Author(s): Dina Williams and Alexey Kluev

Abstract: This paper examines the evolution of the entrepreneurial function of Russia’s leading universities: the study is based on a conceptualization of a university’s entrepreneurial development pathway developed by the OECD in 2009. The data on entrepreneurship development were collected in 2012 through a survey of technology transfer and innovation development managers of 18 National Research Universities. The primary data were complemented by desktop analysis of the strategy development documents of the universities surveyed. The results suggest that in the period studied, 2008–2012, a new type of university, the entrepreneurial university, has emerged in Russia. However, these entrepreneurial universities are facing serious challenges in the implementation of an entrepreneurial, innovation-oriented mission due to the lack of managerial competencies and inadequate infrastructure development. The paper has significant theoretical and practical implications in shedding light on the development of the entrepreneurial university in Russia, where the process is still in its infancy. The authors depict a trajectory of entrepreneurial transformation in and barriers to this process that, it is argued, university executives and policy makers should take into consideration.

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Title: Supporting university–industry linkages: a case study of the relationship between the organizational and individual levels

Author(s): Nisha Korff, Peter van der Sijde, Peter Groenewegen and Todd Davey

Abstract: The literature emphasizes the importance of ensuring that measures developed at the organizational level are transferable to the individual level. This is important not only for effective technology and knowledge transfer in general, but also and especially for university–industry linkages. This study reflects on support mechanisms identified by previous studies as important in the support and fostering of such linkages and examines their implementation through a case study of the Münster University of Applied Sciences. Using qualitative analysis, the authors demonstrate how the support mechanisms developed by the management of the university can be translated to the individual level and thereby can encourage and foster university–industry linkages.

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