The ‘entrepreneurial turn’ and regional economic development mission of universities

By Harvey Goldstein. 2010

150 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/e93c17e58a79640c1876aa9f2a2ba3e50c36a2fe

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. M. Ranga
2. Rolf Sternberg
3. Henry Etzkowitz
4. P. Benneworth
5. Tanja Sinozic
6. M. Sánchez‐Barrioluengo
7. Michaela Trippl
8. D. Pittino

In Political Science and International Relations

1. Henry Etzkowitz
2. Michaela Trippl
3. Rolf Sternberg
4. Tanja Sinozic
5. M. Ranga
6. P. Benneworth
7. Helen Lawton Smith
8. M. Sánchez‐Barrioluengo

Citations in the corpus

• Founding team composition and early performance of university—Based spin-off companies (2014, background): “…to debate, both at academic and policy level (e.g. Laredo, 2007; Uyarra, 2008; Goldstein, 2010; Leydesdorff and Meyer, 2010), the university-industry technology transfer emerges as one of the prominent goals within the third mission framework (Etzkowitz and Leydesdorff, 1997; Goldstein, 2010).”
• The Role of Universities in Regional Development: Conceptual Models and Policy Institutions in the UK, Sweden and Austria (2015, background): “…intimately related to the implementation of new incentive and reward structures for commercialization for university scientists, a business culture within academia, and the creation or enlargement of interface functions such as technology transfer offices (Goldstein, 2010; Fayolle & Redford, 2014).”
• Success factors of university-spin-offs: Regional government support programs versus regional environment (2014, background): “Without doubt, the increased significance of start-ups by current or former university academics, graduates or students is one of the most obvious indicators of this cultural change sometimes named as “entrepreneurial turn” (Goldstein, 2010, p. 83).”
• Is the entrepreneurial university also regionally engaged? Analysing the influence of university's structural configuration on third mission performance (2019, background): “A strong central management is necessary (Clark, 1998) to implement new incentive and reward structures for commercialization, create a business-friendly academic culture, and creating supportive internal structures such as technology transfer offices –TTOs- (Goldstein, 2010).”
• Triple Helix Systems: An Analytical Framework for Innovation Policy and Practice in the Knowledge Society (2013, background): “…and the dissemination of best entrepreneurial practices, but also using social skills and dialogue to manage expectations, addressing individual fears and creating shared cultural spaces for knowledge exchange (Campbell et al, 2004; Mets et al, 2008; Goldstein, 2010; Bjerregaard, 2010).”