The document provides an overview of an entrepreneurship course being taught at KU Leuven. It discusses what students can expect to learn in the course, including exploring the entrepreneurial process, discovering opportunities, screening and developing opportunities, and appropriating returns from entrepreneurial behavior. The course aims to not only teach entrepreneurship concepts but also empower students to engage in entrepreneurship. It will cover topics like opportunity discovery, market research, business modeling, resource mobilization, and assessing opportunities. The objectives are for students to understand the entrepreneurial process for both internal ventures and startups, the role of business planning, and how to discover and create opportunities.
1st Developmental Workshop on Entrepreneurial Teams and Collective Entreprene...bhcyrine
Interested in entrepreneurial teams research or in collective entrepreneurship more generally?
Wanting to (further) develop a working paper?
Wouldn’t mind discovering the land of French champagne and/or shopping at designer outlets?
Well, the 1st Developmental Workshop on Entrepreneurial Teams and Collective Entrepreneurship Research might be just for you!
Download the call for papers!
Marina Dabic Managing University ResourcesYouth Agora
The document discusses managing university resources and developing public-private partnerships. It outlines the emerging higher education environment with increasing pressures from students, technology, markets and competitors. Several universities were analyzed using a SWOT framework to identify strengths, weaknesses, opportunities and threats. Key messages discussed include the need to shift emphasis from funding to resources and activities, increase innovative solutions, and foster public-private partnerships and interdisciplinary collaboration to increase impact.
1) The document discusses issues with Nigeria's current education system, arguing that curriculums are outdated and do not adequately prepare graduates for the workplace.
2) It proposes reforms to secondary and university education, including implementing work-study programs, tracking alumni outcomes, and establishing career centers.
3) The author advocates for public-private partnerships and incentives to improve infrastructure and make education more hands-on, with the goal of developing skills like critical thinking, collaboration, and entrepreneurship to benefit Nigeria's economic development.
1) The document discusses a new book that argues business education needs to integrate liberal arts and sciences to prepare students for the changing business world. It notes several business schools, like Bentley University, that have successfully incorporated liberal arts into their curriculum.
2) The book argues that today's business leaders need skills in communication, science/technology, world cultures, and psychology that are taught in liberal arts in addition to traditional business subjects. However, many business schools have yet to adapt their programs to provide this well-rounded education.
3) The document provides examples of how fields like accounting and marketing have been transformed by new technologies and data, requiring different skills from graduates. It advocates for business schools to better incorporate hands-
This document discusses the need for Russia to promote economic development through innovation and entrepreneurship. It proposes establishing Centers of Competence (CCs) at Russian universities to better link research and industry. CCs would integrate university knowledge, industry expertise, and government support to boost regional economic growth through commercialization of innovations. The first proposed CC would be at Perm National Research Polytechnic University to engage stakeholders in developing and applying new technologies. CCs aim to help diversify Russia's economy beyond natural resources and better compete globally through technology and knowledge-based growth.
New approaches in univesity-industry cooperation and Triple helix approach.Gints Turlajs
The document discusses university and industry cooperation using the triple helix approach. It proposes that closer cooperation is needed between business, education, and science to develop complex, knowledge-based products. This cooperation is important for building an innovative economy based on knowledge and new ideas. The "triple helix" model proposes a synergistic relationship among universities, industry, and the government to improve competitiveness and allow entrepreneurial universities.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
1st Developmental Workshop on Entrepreneurial Teams and Collective Entreprene...bhcyrine
Interested in entrepreneurial teams research or in collective entrepreneurship more generally?
Wanting to (further) develop a working paper?
Wouldn’t mind discovering the land of French champagne and/or shopping at designer outlets?
Well, the 1st Developmental Workshop on Entrepreneurial Teams and Collective Entrepreneurship Research might be just for you!
Download the call for papers!
Marina Dabic Managing University ResourcesYouth Agora
The document discusses managing university resources and developing public-private partnerships. It outlines the emerging higher education environment with increasing pressures from students, technology, markets and competitors. Several universities were analyzed using a SWOT framework to identify strengths, weaknesses, opportunities and threats. Key messages discussed include the need to shift emphasis from funding to resources and activities, increase innovative solutions, and foster public-private partnerships and interdisciplinary collaboration to increase impact.
1) The document discusses issues with Nigeria's current education system, arguing that curriculums are outdated and do not adequately prepare graduates for the workplace.
2) It proposes reforms to secondary and university education, including implementing work-study programs, tracking alumni outcomes, and establishing career centers.
3) The author advocates for public-private partnerships and incentives to improve infrastructure and make education more hands-on, with the goal of developing skills like critical thinking, collaboration, and entrepreneurship to benefit Nigeria's economic development.
1) The document discusses a new book that argues business education needs to integrate liberal arts and sciences to prepare students for the changing business world. It notes several business schools, like Bentley University, that have successfully incorporated liberal arts into their curriculum.
2) The book argues that today's business leaders need skills in communication, science/technology, world cultures, and psychology that are taught in liberal arts in addition to traditional business subjects. However, many business schools have yet to adapt their programs to provide this well-rounded education.
3) The document provides examples of how fields like accounting and marketing have been transformed by new technologies and data, requiring different skills from graduates. It advocates for business schools to better incorporate hands-
This document discusses the need for Russia to promote economic development through innovation and entrepreneurship. It proposes establishing Centers of Competence (CCs) at Russian universities to better link research and industry. CCs would integrate university knowledge, industry expertise, and government support to boost regional economic growth through commercialization of innovations. The first proposed CC would be at Perm National Research Polytechnic University to engage stakeholders in developing and applying new technologies. CCs aim to help diversify Russia's economy beyond natural resources and better compete globally through technology and knowledge-based growth.
New approaches in univesity-industry cooperation and Triple helix approach.Gints Turlajs
The document discusses university and industry cooperation using the triple helix approach. It proposes that closer cooperation is needed between business, education, and science to develop complex, knowledge-based products. This cooperation is important for building an innovative economy based on knowledge and new ideas. The "triple helix" model proposes a synergistic relationship among universities, industry, and the government to improve competitiveness and allow entrepreneurial universities.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
The 8 best innovation ideas from around the worldTarshant Jain
This is just a small sample of best policies from around the world. Over the long term, national wealth is determined by how quickly innovations can be imbedded into a country's economy, enhancing productivity growth. If the India can reformulate a group of strategies similar to those on this list, it could catapult itself to renewed preeminence in global innovation. Only visionary leadership among political, business and policy officials is required. That said, leadership seems to be in short supply in Washington, given the partisan discord. Innovation must become a top priority and is something that leaders in Washington and around the country must think about when they wake up in the morning.
A new Enterprise Excellence Group has been established
at WIT Business School, as evidence of the continued
commitment by WIT to the creation of new knowledge,
innovative products and services in the region. It provides the creating spaces for networking, knowledge exchange and an opportunity to engage with cutting edge ideas in lean management theory and practice.
This document is an introduction to a report commissioned by the Council for Industry and Higher Education from Standard & Poor's that compares trends in revenue diversification in public higher education institutions in the UK and US. It notes that costs are rising faster than government funding in both countries. The UK higher education sector faces pressures from declining domestic and international student enrollment, reduced business partnerships, and economic challenges that may decrease donations and part-time enrollment. At the same time, salary and pension costs continue to rise. The report aims to illuminate strategies in both countries to diversify revenue sources but does not recommend specific solutions to address the challenges.
Are Family Businesses Underleveraged? Press Release and Complete StudyPhilippe Foulquier
Are Family Businesses Underleveraged?
Press Release and Complete Study
Our last Position Paper - EDHEC Business School
Financial Analysis and Accounting Research Centre
This workshop will be delivered by Mr. Jon Mahoney founder of the Mahoney
Group and Executive Director of the Boston Irish Business Association. The event is for companies that may be either ready or seriously looking at entry to the US market. It will focus primarily on things not to do, things you should do,
expensive lessons, useful contacts/websites and other key topics that you
should be aware of when exporting to the US with specific reference to
Massachusetts /Boston area as an example.
Jon is the Executive Director of the Boston Irish Business Association (BIBA), a non-profit business organisation dedicated to promoting the business interests of its members and member organisations located in Massachusetts and abroad.
He is also the founder of the Mahoney Group, a unique Venture Catalyst firm specialising in initiating the executive selling process, creating and executing high level new business campaigns that open doors to new corporate business through appointments with decision-making senior executives.
Ladislav Mura: Networking of Scientific and Academic Teams and Cooperation wi...CUBCCE Conference
The purpose of his presentation is to address an undoubtedly discussed issue of networking and creation of educational and scientific clusters. The scientific teams of different countries and various scientific fields represent the most dynamically developing part of the scientific and research base. Establishing interdisciplinary teams with members from different countries create a strong scientific potential for implementing financially and technologically demanding scientific research. Providing the necessary background for the scientists requires large financial investments, ensuring access to scientific resources and the latest research results. In his presentation He would like to introduce an educational-scientific cluster, consisting of three institutions of higher education, officially operating under the name of Academic Alliance. The cluster is formed by two Czech and one Slovak institution. The scientific researchers of the institutions are connected to create a strong background, active interaction, synergy, and the possibility to conduct demanding scientific research.
Shorter ESOMAR version of Six People Six Lives One Hope- Listening to Employees
Won Best paper in Below 30 category at ESOMAR World Congress 2011-Amsterdam (Young Researcher of Year 2011)
This story revolves around a professor (fictitious) who attempts to solve everyday professional problems to improve job satisfaction thereby reducing future attrition (a key concern today). However job satisfaction as discovered, is also impacted by overall happiness in life; a large part of which is governed by several factors beyond the office cubicles. But this does not mean that Companies cannot influence this aspect; professional life and policies adopted by HR departments can impact some of these factors to improve overall happiness; thereby increasing both job satisfaction as well as employee retention.
This document discusses Scottish Enterprise's research on and policies targeting high growth firms in Scotland. Some key findings include that high growth firms contribute disproportionately to job creation and economic growth despite making up only 2.5% of firms. Leadership skills were found to be a core component of what enables firms to achieve high growth. Scottish Enterprise's policies focus on developing leadership and management skills in firms, supporting ambitious growth plans, and improving firms' customer focus, marketing, and sales abilities. Future research plans include measuring leadership skills in supported firms and assessing the impact of leadership on firm performance.
Hays Journal 20 – How to capture a culture of innovation: lessons from the CO...Hays
Hays Journal 20 - How to capture a culture of innovation: lessons from the COVID-19 crisis
In order to quickly respond to new demands bought on by the pandemic, many businesses have been forced to adopt a more innovative mindset.
And while many of us look forward to the world returning to what will be the new normal, this inventive way of thinking is something that many organisations will want to hold onto.
Read the Hays Journal to find out more: www.hays-journal.com
The Brolga Project aims to address skills shortages in rural and regional Australia by connecting university students seeking work experience with local businesses. It allows students to complete paid or unpaid placements lasting 1-4 weeks or 1-4 months, benefiting both parties by giving students experience and potential job opportunities while providing businesses with short-term help and a way to recruit new employees. Placements cover a wide range of fields and can help stimulate regional communities and economies.
The document discusses CSR and female entrepreneurship. It notes that women represent an important source of talent, energy, and management capacity for economic growth. However, women currently make up a small percentage of entrepreneurs and innovators, particularly in science and technology fields. They face obstacles such as lack of access to financing and networks. Promoting women entrepreneurs through training, financial support, and networking can help address gender gaps and diversity challenges to enhance economic opportunities.
This document is a working paper that examines the relationship between entrepreneurship, innovation, knowledge, and economic growth. It discusses how our understanding of these linkages has advanced in recent decades but is still incomplete. The paper aims to shed light on recent research regarding knowledge creation and diffusion through innovation, and the role of entrepreneurs in the growth process. It concludes by discussing policy implications, such as how regulation can influence knowledge production, ownership, entry barriers, labor mobility, and financial markets to facilitate the efficient spread of knowledge and conversion of knowledge into useful innovations and economic growth.
The document summarizes the results of the 2019 Global Entrepreneurship Monitor for Scotland. It finds that total early-stage entrepreneurial activity in Scotland is 7.2%, lower than the UK rate, and driven more by nascent than established businesses. Males and those aged 25-34 are typically more entrepreneurial, while rates for females and those aged 45-54 are significantly lower in Scotland compared to the UK. Perception of opportunities is increasing but needs to further translate to entrepreneurial intention and activity.
This document discusses trends in commercializing public research. It begins by noting that commercializing public research is important for economic growth but challenging due to differences between public research and business. It then provides an overview of knowledge transfer and commercialization systems, and summarizes data on invention disclosures, university patenting, and public research institution patenting which show some leveling off in commercialization outputs in recent years. The document then examines trends in strategies and policies for commercialization, including legislative reforms, supporting entrepreneurial ideas, incentives for collaboration, the role of technology transfer offices, and collaborative intellectual property tools.
This document discusses identifying and selecting partners for open innovation and research partnerships. It provides an overview of current approaches and best practices based on a survey of 120 decision-makers. Some key findings include: companies turn first to their existing networks to identify potential partners; over 80% of decision-makers have met future business partners at industry events; technological expertise, scientific excellence, and experience with collaborative projects are important factors in selecting partners; and mapping a company's innovation ecosystem is an important first step to scoping out potential partners. The document advocates exploring internal talent and networks, as well as external industry clusters and groups, to both identify new partners and benchmark/select the best fit for projects.
The Sharing Economy: Embracing Change with CautionRobin Teigland
The Sharing Economy has been the subject of considerable interest among policy makers across the globe. This book begins by developing a pragmatic definition of the Sharing Economy. Next, we describe global Sharing Economy trends, followed by an examination of the Sharing Economy in Sweden. Subsequent sections address regulatory considerations and potential economic implications. The book then concludes with a discussion of possible policy responses.
Strategies for turning ideas into business at universitiesAlexander Decker
This document discusses strategies for universities to turn ideas into businesses. It provides examples of successful university business development programs, such as those at Central Michigan University, National University of Singapore, and Brunel University. The key recommendations for universities include developing an entrepreneurial vision, cultivating partnerships with public and private organizations, and creating linkages to promote mentorship and funding opportunities for turning ideas into businesses.
Research and innovation is defined as extracting economic value from knowledge through generating, developing, and implementing new ideas for improved products, processes, and services. University research plays a key role in innovation as firms supported by university research are more innovative. Strategies to promote research and innovation focus on increasing public investment in R&D, expanding graduate students, increasing applied research funding, attracting technology companies, and demonstrating technologies. Research and innovation generates short, medium, and long-term benefits for society through direct economic activity, supporting researchers, contributing to education and skills, developing linkages, and expanding the knowledge base.
The 8 best innovation ideas from around the worldTarshant Jain
This is just a small sample of best policies from around the world. Over the long term, national wealth is determined by how quickly innovations can be imbedded into a country's economy, enhancing productivity growth. If the India can reformulate a group of strategies similar to those on this list, it could catapult itself to renewed preeminence in global innovation. Only visionary leadership among political, business and policy officials is required. That said, leadership seems to be in short supply in Washington, given the partisan discord. Innovation must become a top priority and is something that leaders in Washington and around the country must think about when they wake up in the morning.
A new Enterprise Excellence Group has been established
at WIT Business School, as evidence of the continued
commitment by WIT to the creation of new knowledge,
innovative products and services in the region. It provides the creating spaces for networking, knowledge exchange and an opportunity to engage with cutting edge ideas in lean management theory and practice.
This document is an introduction to a report commissioned by the Council for Industry and Higher Education from Standard & Poor's that compares trends in revenue diversification in public higher education institutions in the UK and US. It notes that costs are rising faster than government funding in both countries. The UK higher education sector faces pressures from declining domestic and international student enrollment, reduced business partnerships, and economic challenges that may decrease donations and part-time enrollment. At the same time, salary and pension costs continue to rise. The report aims to illuminate strategies in both countries to diversify revenue sources but does not recommend specific solutions to address the challenges.
Are Family Businesses Underleveraged? Press Release and Complete StudyPhilippe Foulquier
Are Family Businesses Underleveraged?
Press Release and Complete Study
Our last Position Paper - EDHEC Business School
Financial Analysis and Accounting Research Centre
This workshop will be delivered by Mr. Jon Mahoney founder of the Mahoney
Group and Executive Director of the Boston Irish Business Association. The event is for companies that may be either ready or seriously looking at entry to the US market. It will focus primarily on things not to do, things you should do,
expensive lessons, useful contacts/websites and other key topics that you
should be aware of when exporting to the US with specific reference to
Massachusetts /Boston area as an example.
Jon is the Executive Director of the Boston Irish Business Association (BIBA), a non-profit business organisation dedicated to promoting the business interests of its members and member organisations located in Massachusetts and abroad.
He is also the founder of the Mahoney Group, a unique Venture Catalyst firm specialising in initiating the executive selling process, creating and executing high level new business campaigns that open doors to new corporate business through appointments with decision-making senior executives.
Ladislav Mura: Networking of Scientific and Academic Teams and Cooperation wi...CUBCCE Conference
The purpose of his presentation is to address an undoubtedly discussed issue of networking and creation of educational and scientific clusters. The scientific teams of different countries and various scientific fields represent the most dynamically developing part of the scientific and research base. Establishing interdisciplinary teams with members from different countries create a strong scientific potential for implementing financially and technologically demanding scientific research. Providing the necessary background for the scientists requires large financial investments, ensuring access to scientific resources and the latest research results. In his presentation He would like to introduce an educational-scientific cluster, consisting of three institutions of higher education, officially operating under the name of Academic Alliance. The cluster is formed by two Czech and one Slovak institution. The scientific researchers of the institutions are connected to create a strong background, active interaction, synergy, and the possibility to conduct demanding scientific research.
Shorter ESOMAR version of Six People Six Lives One Hope- Listening to Employees
Won Best paper in Below 30 category at ESOMAR World Congress 2011-Amsterdam (Young Researcher of Year 2011)
This story revolves around a professor (fictitious) who attempts to solve everyday professional problems to improve job satisfaction thereby reducing future attrition (a key concern today). However job satisfaction as discovered, is also impacted by overall happiness in life; a large part of which is governed by several factors beyond the office cubicles. But this does not mean that Companies cannot influence this aspect; professional life and policies adopted by HR departments can impact some of these factors to improve overall happiness; thereby increasing both job satisfaction as well as employee retention.
This document discusses Scottish Enterprise's research on and policies targeting high growth firms in Scotland. Some key findings include that high growth firms contribute disproportionately to job creation and economic growth despite making up only 2.5% of firms. Leadership skills were found to be a core component of what enables firms to achieve high growth. Scottish Enterprise's policies focus on developing leadership and management skills in firms, supporting ambitious growth plans, and improving firms' customer focus, marketing, and sales abilities. Future research plans include measuring leadership skills in supported firms and assessing the impact of leadership on firm performance.
Hays Journal 20 – How to capture a culture of innovation: lessons from the CO...Hays
Hays Journal 20 - How to capture a culture of innovation: lessons from the COVID-19 crisis
In order to quickly respond to new demands bought on by the pandemic, many businesses have been forced to adopt a more innovative mindset.
And while many of us look forward to the world returning to what will be the new normal, this inventive way of thinking is something that many organisations will want to hold onto.
Read the Hays Journal to find out more: www.hays-journal.com
The Brolga Project aims to address skills shortages in rural and regional Australia by connecting university students seeking work experience with local businesses. It allows students to complete paid or unpaid placements lasting 1-4 weeks or 1-4 months, benefiting both parties by giving students experience and potential job opportunities while providing businesses with short-term help and a way to recruit new employees. Placements cover a wide range of fields and can help stimulate regional communities and economies.
The document discusses CSR and female entrepreneurship. It notes that women represent an important source of talent, energy, and management capacity for economic growth. However, women currently make up a small percentage of entrepreneurs and innovators, particularly in science and technology fields. They face obstacles such as lack of access to financing and networks. Promoting women entrepreneurs through training, financial support, and networking can help address gender gaps and diversity challenges to enhance economic opportunities.
This document is a working paper that examines the relationship between entrepreneurship, innovation, knowledge, and economic growth. It discusses how our understanding of these linkages has advanced in recent decades but is still incomplete. The paper aims to shed light on recent research regarding knowledge creation and diffusion through innovation, and the role of entrepreneurs in the growth process. It concludes by discussing policy implications, such as how regulation can influence knowledge production, ownership, entry barriers, labor mobility, and financial markets to facilitate the efficient spread of knowledge and conversion of knowledge into useful innovations and economic growth.
The document summarizes the results of the 2019 Global Entrepreneurship Monitor for Scotland. It finds that total early-stage entrepreneurial activity in Scotland is 7.2%, lower than the UK rate, and driven more by nascent than established businesses. Males and those aged 25-34 are typically more entrepreneurial, while rates for females and those aged 45-54 are significantly lower in Scotland compared to the UK. Perception of opportunities is increasing but needs to further translate to entrepreneurial intention and activity.
This document discusses trends in commercializing public research. It begins by noting that commercializing public research is important for economic growth but challenging due to differences between public research and business. It then provides an overview of knowledge transfer and commercialization systems, and summarizes data on invention disclosures, university patenting, and public research institution patenting which show some leveling off in commercialization outputs in recent years. The document then examines trends in strategies and policies for commercialization, including legislative reforms, supporting entrepreneurial ideas, incentives for collaboration, the role of technology transfer offices, and collaborative intellectual property tools.
This document discusses identifying and selecting partners for open innovation and research partnerships. It provides an overview of current approaches and best practices based on a survey of 120 decision-makers. Some key findings include: companies turn first to their existing networks to identify potential partners; over 80% of decision-makers have met future business partners at industry events; technological expertise, scientific excellence, and experience with collaborative projects are important factors in selecting partners; and mapping a company's innovation ecosystem is an important first step to scoping out potential partners. The document advocates exploring internal talent and networks, as well as external industry clusters and groups, to both identify new partners and benchmark/select the best fit for projects.
The Sharing Economy: Embracing Change with CautionRobin Teigland
The Sharing Economy has been the subject of considerable interest among policy makers across the globe. This book begins by developing a pragmatic definition of the Sharing Economy. Next, we describe global Sharing Economy trends, followed by an examination of the Sharing Economy in Sweden. Subsequent sections address regulatory considerations and potential economic implications. The book then concludes with a discussion of possible policy responses.
Strategies for turning ideas into business at universitiesAlexander Decker
This document discusses strategies for universities to turn ideas into businesses. It provides examples of successful university business development programs, such as those at Central Michigan University, National University of Singapore, and Brunel University. The key recommendations for universities include developing an entrepreneurial vision, cultivating partnerships with public and private organizations, and creating linkages to promote mentorship and funding opportunities for turning ideas into businesses.
Research and innovation is defined as extracting economic value from knowledge through generating, developing, and implementing new ideas for improved products, processes, and services. University research plays a key role in innovation as firms supported by university research are more innovative. Strategies to promote research and innovation focus on increasing public investment in R&D, expanding graduate students, increasing applied research funding, attracting technology companies, and demonstrating technologies. Research and innovation generates short, medium, and long-term benefits for society through direct economic activity, supporting researchers, contributing to education and skills, developing linkages, and expanding the knowledge base.
Article on 10 steps to improve entrepreneurship educationmitecenter
The document outlines 10 steps to improve entrepreneurship education based on lessons learned at MIT and other institutions. It argues that entrepreneurship is very important for job creation and economic prosperity, and that academic institutions can play a central role in developing entrepreneurs. The 10 steps are meant to build an educational experience that produces more successful entrepreneurs, and include making a strong case for the importance of entrepreneurship, exposing students to real-world entrepreneurs, integrating entrepreneurship concepts across disciplines, and providing funding and mentoring support for student ventures.
This document provides an introduction and overview of the World Management Survey project. The project is a joint research initiative between top universities to study management practices across organizations and countries. It has conducted over 13,000 interviews in 33 countries across four sectors. The survey finds that management practices vary significantly between firms and nations, and are strongly linked to performance. Key factors associated with better management identified so far include competitive markets, multinational ownership, employee skills, and ownership structure. The data collected is helping researchers, businesses and policymakers understand how management impacts productivity.
This report summarizes a benchmarking project analyzing the status and future of university-based value creation in Finland, Israel, Massachusetts, and Singapore. The key findings across regions were that major universities have adopted an ecosystem approach, where 80-85% of knowledge transfer is created through alumni and students rather than direct research commercialization. Technology transfer offices represent a small percentage of university budgets. High-quality applied research conducted with industry is important. The roles of technology transfer offices are evolving to focus on networking between academia and industry. Proof-of-concept funding, incubators, and business angels are important for supporting startups. The report provides recommendations for Finland including new business development services, competence development programs, and revised funding mechanisms
Collaboration between universities and industry NZ and Australialorraine skelton
Knowledge nations are keeping knowledge to themselves.
A report by Deloitte 2018 shows that less than 5% of industry forms collaborations with universities in NZ and only 3% in Australia, which puts us a long way behind other developed countries.
The University of the West Indies :: E. Nigel Harriscgrowth
The document discusses ways that universities can better contribute to economic growth in the Caribbean region. It outlines initiatives at the University of the West Indies (UWI) to develop entrepreneurship among students through business programs, and notes some graduates who have started their own companies. UWI also provides advisory and consulting services to help businesses. While UWI graduates thousands each year, unemployment remains high, so greater efforts are needed to ensure graduates' skills are utilized. Strengthening partnerships between universities, the private sector and governments could help translate research outputs into commercial opportunities that drive innovation and competitive growth.
ImpressãO Spin Off Determinants Ans Consequencestibicalho
This document presents a conceptual framework for understanding university spinoff activities. It discusses six streams of factors that influence spinoff behavior and performance: individual characteristics, organizational resources, institutional characteristics, environmental factors, performance and development phases, and economic impacts. These streams are explored through a review of relevant literature on academic entrepreneurship and commercialization. The framework aims to explain different aspects of spinoff activities in a coherent way and highlight their importance for economic development.
The document summarizes the strategic initiative of the School of Business, Economics and Law at the University of Gothenburg to work towards sustainability. It discusses how the school integrates sustainability into its mission, education, research, and external collaborations. Key achievements include innovative sustainability education programs, a focus on sustainability learning outcomes, capacity building programs in developing countries, and collaboration projects with off-campus stakeholders and non-profits. The school aims to serve as an inspiration for other universities in developing successful models for partnerships and advancing sustainability.
The document discusses the Making the Most of Masters (MMM) program, which began in 2011 to promote employer engagement in postgraduate student experiences through work-based projects. MMM has expanded across Scotland and helped over 1450 students complete work-based dissertations with employers by 2015-2016. The program aims to further embed work-based learning in postgraduate programs and share best practices in employer engagement. It discusses lessons learned from the program including understanding student and employer needs, flexibility, and how financial support can maximize benefits.
This document discusses technology transfer from universities and how it can create regional wealth. It notes that while university licensing of technologies generates revenues, it often benefits regions far from the university. Instead, creating new business ventures is seen as more effective for regional wealth creation, but requires more resources. The document proposes that technology incubators can help align the goals of universities and regional economic development agencies by facilitating new venture creation near universities and intensifying knowledge and money flows in the local region.
Open 2013: An Insider's Perspective on Entrepreneurial Program Development ...the nciia
The document discusses the growth of entrepreneurship education programs in universities in the United States from the 1980s to 2005. While the number of programs and courses increased significantly in this period, the academic legitimacy of entrepreneurship education has not been fully attained. It then outlines seven lessons learned for developing successful entrepreneurship programs at both small and large institutions, including securing institutional champions, integrating programs with student support services, offering diverse hands-on learning opportunities, designing dynamic for-credit courses, facilitating faculty partnerships, establishing advisory boards, and teaching bootstrapping skills.
Bridging the Divides between Academe, Policy & PracticeNorris Krueger
Proposed workshop for the 2013 Academy of Management conference: Bringing together a powerful array of experts on how to better connect the Ivory Tower with the entrepreneurial community (and both with policy makers). Action-oriented: In Startup Weekend style, ideas for bridging projects get pitched, teams are formed and projects get hacked, then reported back
George Liu has obtained a PhD in Accounting from Waikato Management School in New Zealand. His dissertation focused on improving corporate internet reporting in China. He has since worked as a co-organizer of a research program for New Zealand students to learn about Chinese business culture. Additionally, he co-founded an international trading company between China and New Zealand and gives talks on Chinese business culture for adult education classes.
NTLT 2013 - Paul Maramos - How we are measured impacts upon how we teachNTLT Conference
The document discusses how tertiary education in New Zealand is measured using Education Performance Indicators (EPIs), and whether these EPIs effectively contribute to the key objectives of the tertiary sector. It analyzes guidelines from management accounting and education research on developing effective performance measures and links them to the EPIs. While the EPIs may drive completion rates, the document recommends refining them to better reflect strategic objectives, ensure stakeholder input, and reduce potential gaming behavior among tertiary institutions. Measuring programs individually rather than institutions could provide more meaningful benchmarking.
Organizational diagnosis has been identified as a significant issue in terms of organizational change and organizational development (Leech, 2011). It has been noted by a number of researchers that management of change in organization involves the consideration of three key questions of what (the content related to initiation of change), how (the process for initiation of change) and why (the reasons for initiation of change). Organizational diagnosis further covers a number of aspects, and hence, is given huge significance from the perspective of organizational change (Worley, 2014). It is a method used for analysis of organization while identifying the shortcomings of organization for neutralizing them by the initiation of organizational change. This report will cover the concepts related to organizational change management and diagnostic process, referring to the case study provided. It has been anticipated in the case study that the newly established School of Business across the All Star University will have to consider reducing its work force by 20 per cent if the proposed guidelines of budget are met.
The document studies factors that contribute to university faculty disclosing new inventions to technology transfer offices. It finds that higher engineering faculty quality, larger and older TTOs, medical school affiliations, venture capital funding, and small business funding are associated with more faculty disclosures. Financial incentives like venture capital availability and profit-sharing policies may increase faculty's willingness to disclose inventions.
Entrepreneurs, according to Joseph Schumpeter, are responsible for creative destruction. They are the real drivers
economic growth and employment. Creation of entrepreneurship of such higher order would require Universities and Higher Education institutions (HEI) to include entrepreneurship and innovation as a part of their vision
and therefore embed, support and grow an entrepreneurship and innovation culture among management, faculty and students. This transformation, into what we may call the entrepreneurial university, would lead to wide ranging external collaborations and partnerships and enthusiasm to
engage even with the smallest economic and social entrepreneurs inside and outside the campus.
Dovile & Shubhabrata_Knowledge Acquisition for a New Business Model Creation ...Dovil? Gedvilait?
This document summarizes a master's thesis that examines how organizations acquire knowledge to create new business models. The thesis aims to understand how organizations perform knowledge acquisition for new business model creation and what factors influence this process. It conducts a case study of a company through interviews to empirically explore knowledge acquisition and the enabling conditions during business model change. The findings are used to propose a modified framework for understanding the dynamic interplay between knowledge acquisition and business model creation. The thesis contributes new insights into how organizations can adapt their knowledge creation processes to successfully innovate their business models.
The document discusses an introductory session on the Lean Startup methodology, covering topics such as validating business hypotheses through customer interviews and minimum viable products, building an iterative process of developing, testing, and improving early-stage business ideas based on customer feedback. Examples are provided of how companies like IMVU tested assumptions about customer problems and solutions through low-fidelity prototypes and data analysis to guide business model pivots or persevering with the original vision.
- The document outlines an entrepreneurship course consisting of 10 sessions held between October 2013 and February 2014.
- The upcoming session (#6) on January 19th from 10am-12pm in Room Z1.534 will focus on route to market and operationalization, with a guest speaker from 21Diamonds.
- The document also provides travel details for a 3-day field trip to Berlin from January 19th-21st as part of session #7 of the course.
- Amiando was a SaaS platform founded in 2006 to organize events and sell tickets. It raised €2.8 million in funding and was acquired by XING AG in 2011.
- The company's roadmap involved developing the idea, raising business angel investment, running and establishing the business, raising venture capital, and exiting via acquisition.
- Working with venture capital firms provided advantages like strategic advice, access to investors' networks, and pressure to grow, but also potential disadvantages like different interests between investors and founders.
The document provides an overview of an entrepreneurship seminar being conducted by professors Alexy and Milanov. It introduces the two instructors, Benedikt Maissenhalter and David Reetz, as well as the course objectives, sessions, and guest speakers. The 10 sessions will cover topics such as ideation, technology entrepreneurship, pitching, strategy, financing, and culminate in a final presentation. The document includes an agenda that defines entrepreneurship, discusses risk and uncertainty, analyzes a technology example, and outlines TUM's support for entrepreneurship.
This document outlines the schedule and topics for an advanced entrepreneurship course. It includes the date, time, location and topic for 10 sessions. Session #8 will focus on "Financing a Start-up" and will feature a guest speaker, Sebastian Bärhold, Co-founder & CFO of Amiando GmbH, to discuss insights on financing startup growth. The document also provides guidance on preparing final presentations, including expected content and likely questions from the jury members, who include an investor and technology entrepreneur.
09 presentation training-business model presentationAngela Ferrara
This document outlines the schedule and agenda for an advanced entrepreneurship course. It includes 10 sessions on topics such as ideation, technology, elevator pitches, strategy, and financing. Session #9 focuses on slide writing and presentation training by consultants from The Boston Consulting Group. Session #10 is scheduled as the final student presentations and course wrap-up. The document provides guidance on the expected content of the 10-minute pitches and lists example questions the judging panel of a tech entrepreneur and investor may ask.
This document outlines the agenda and topics for Session #2 of an Advanced Topics in Entrepreneurship course. The session focuses on ideation and creativity. The agenda includes recapping the previous session, discussing participants as enterprising individuals, exploring the concept of value creation, outlining the ideation process, and summarizing key takeaways. Examples and exercises are provided to illustrate different aspects of ideation, such as identifying problems, generating solutions, assessing ideas, and prototyping concepts. Participants are instructed to form project teams and submit a topic check by specified deadlines in preparation for future sessions.
This document outlines the schedule and topics for an Advanced Topics in Entrepreneurship course. It includes the following information:
1. A table listing the 10 sessions of the course, their dates, times, locations, and topics to be covered. Topics include kick-off, ideation, technology, elevator pitches, strategy, and financing.
2. Information about student project presentations, including guidelines, structure, and opportunity for feedback.
3. Details of an upcoming 3-day field trip to Berlin, including meeting location, transportation, accommodations, and activities.
This document outlines the schedule and assessment criteria for an entrepreneurship course. It includes:
1) An agenda for the 10 sessions covering topics like ideation, technology, elevator pitches, strategy, and financing.
2) Assessment criteria which includes grades for a final presentation, business report, elevator pitch, and participation.
3) A description of the current "Elevator Pitch" session where student teams will present their business ideas to a jury of consultants for feedback.
4) An announcement that the next session will focus on developing a business strategy using a real-life case study.
10 final pitch_business model presentationAngela Ferrara
This document outlines the schedule and panel for the final session of an Advanced Topics in Entrepreneurship course. The schedule includes six student team presentations, a break, and a course wrap-up. The panel consists of a tech entrepreneur, Dr. Florian Wolf from Mergeflow, and an investor, Markus Weitzel from Fraunhofer Venture. It provides background on both panelists and instructions for students to submit an opportunity report on their project by the deadline.
10 final pitch_business model presentationAngela Ferrara
This document outlines the schedule and panel for the final session of an Applied Business Venturing course. The schedule includes six student team presentations, each followed by panel feedback. The panel consists of a tech entrepreneur, Dr. Florian Wolf, founder and CEO of Mergeflow, and an investor, Markus Weitzel, from Fraunhofer Venture. The document provides brief biographies of each panelist. It concludes with reminders about submitting the opportunity report and distributing an internal evaluation to gather feedback on the course.
Session 2 into to qualitative research introAngela Ferrara
This document provides guidance on conducting qualitative research. It discusses key aspects of the research process such as developing a conceptual framework, determining what and who to study, collecting data through methods like interviews and observation, and analyzing the data through techniques such as coding and creating displays. The document emphasizes generating conclusions that consider alternative explanations and testing findings for reliability and generalizability.
Session 3 qualitative market reserach for entrepreneurs marketAngela Ferrara
This document summarizes a presentation on qualitative market research methods for entrepreneurs. It discusses opportunity assessment, observation techniques like empathic design and the Kano method. The Kano method is explained as a customer satisfaction survey that categorizes product attributes as must-be, attractive or indifferent. It provides examples of conducting a Kano analysis through developing questionnaires, evaluation tables and interpreting the results. The presentation emphasizes the advantages of observation over inquiry and discusses integrating qualitative methods like the Kano analysis into tools like the House of Quality.
This document summarizes techniques for increasing creativity at the individual and group level. It discusses the creative process in five stages: preparation, investigation and transformation, incubation, illumination, and verification and implementation. Barriers to creativity at the individual level include fear of mistakes and believing you are not creative. Brainstorming, mind mapping, and semantic intuition are presented as techniques to enhance group creativity, while alternating individual and group work may also help increase creative output. Factors like diversity, psychological safety, and competition can influence creative performance in groups.
This document summarizes a session on additional analytics and metrics for international new business development. It discusses choosing the right metrics at different stages of business, including acquisition, activation, retention, and revenue. It provides industry-specific examples and lessons on developing dashboards to report metrics. Finally, it covers when analytics can and cannot be used, how to compete on analytics as a company-wide effort, potential errors, and using a balanced scorecard approach.
This document provides a summary of a guest lecture on mobilizing resources and funding for high-tech business ventures. The guest speaker, Dennis Westergaard, discussed his experience as an investment and portfolio manager, providing insights on obtaining funding from investors for innovative startups. He focused on the importance of developing a compelling business plan and pitch that clearly outlines how requested funds will further the company's growth goals.
This document summarizes a class on feasibility analysis for business venturing. The class discussed assessing feasibility across various factors and prototyping opportunities. It included a Q&A session with Danfoss PolyPower on sensor technologies and a guest lecture from Joost Maarse on feasibility analysis and customer development. The next class was announced as a coaching session to submit a progress report and discuss open questions.
The document discusses various forms of intellectual property protection, with a focus on patents and utility models. It provides examples of patents granted for inventions such as a Filippo Brunelleschi's 15th century amphibious vehicle and the first US patent publication. Key aspects of the patent system are explained, including the requirements for an invention to be novel, non-obvious and have industrial applicability. Technical fields related to information and communication technologies that are commonly patented are also presented.
Platooning involves having vehicles automatically follow a lead vehicle at close distances in order to save time, fuel and improve safety. It works by having the first vehicle driven by a human, while subsequent vehicles follow automatically using sensors to maintain distance and speed with the preceding vehicle. Studies show platooning can save 16% in fuel for following vehicles, 8% for the lead vehicle. It can also save over 20,000 euros per year in time savings for personal vehicles and nearly 8,000 euros annually in fuel costs for trucks. Additionally, platooning may help prevent over half of car accidents by allowing vehicles to communicate and follow more closely, potentially saving billions in social costs each year.
The document describes the development of a low-cost wearable device called the DESC glove for upper limb amputees. The glove has two main parts - a sensorized glove that detects when objects are grasped, and an arm cuff that provides sensory feedback. It is being developed by a team of engineers, physicists, and economists along with input from orthotists, therapists, and end users. The document outlines the market need for such a device, provides details on its design and functionality, and summarizes the development plan, costs, regulatory approvals, manufacturing, distribution strategy, and future goals to expand the device for additional users.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
3. KU Leuven
• "The added value of the economic activity that [KU Leuven]
brings to the Leuven region runs into the hundreds of
millions of euros.
• Our spin-offs alone have generated upwards of 4,000
additional jobs. But there is more.
• When LRD agrees to fund a spin-off, it also confers a kind of
seal of approval, and that has shown to work as lever in the
financial world.
• To give you an idea: a €7 million investment by LRD led to
an investment of €630 million euros from external sources."
• Prof.dr. Koenraad Debackere, Executive Director LRD
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5. 5
Qualenica was selected by a network of private investors (BAN
Vlaanderen) as the second most promising business model in
Flanders. A reward of € 7,500, in addition to a wide range of
benefits, is welcome for our young company. After a successful tour
in the landscape of Belgian pharmacists, there is now also a
confirmation from the financial world.
7. Earlier research on the role of universities in fostering entrepreneurial economic development
almost exclusively covers spin-offs by faculty and staff. In contrast, we provide general evidence
from the U.S. showing that the gross flow of start-ups by recently
graduated students with an undergraduate degree in science
or engineering is at least an order of magnitude larger than
the spin-offs by their faculty, that a recent graduate is twice
as likely as her Professor to start a business within three
years of graduation, and that the graduates’ spin-offs are not
of low quality. Three case studies illustrate how universities may stimulate science and
engineering students and recent graduates to create new firms of high quality. We conclude that
transforming university goals and practices toward increasing start-ups led by faculty might not be
the most effective way for universities to stimulate entrepreneurial economic development.
11. What to expect
• We start today by exploring the process dynamics of
entrepreneurial activity.
• We then will explore the origins of entrepreneurial
opportunity,
• review how entrepreneurs screen and develop the
opportunities that they discover, and you will
• unravel how entrepreneurs seek to appropriate the returns
from their enterprising behaviour.
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12. This course . . .
• provides a bird’s eye view on the entrepreneurial process in
which opportunities are transformed into value creating
economic activity. It aims to provide an understanding of the
how, where, when, whom and why of entrepreneurial
initiative.
• However, our ambitions go beyond helping you to learn, we
also want you to feel (more) empowered to engage in the
entrepreneurial process itself.
• You will learn that there are at least two ways to enact the
entrepreneurial process: [1] develop new business for an
existing firm and [2] develop new business that will result in
new venture creation
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21. Topics covered in this course:
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• Opportunity discovery and enhancement
• Competitive intelligence and market research
• Feasibility optimization through business modelling
• Planning the operations that will result from the pursuit of this
opportunity
• Outlining resource mobilisation for entrepreneurial initiatives
• Assessing the value promise of entrepreneurial opportunities
22. Course objectives
Knowledge:
• You are able to explain and illustrate the unique qualities of
the entrepreneurial process, both both for internal venturing
and for launching a startup company.
• You understand the role that business planning may have
(at the beginning of) the entrepreneurial process.
• You are able to explain how entrepreneurial opportunities
are discovered and created.
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23. Course objectives
Skills:
• You are able to evaluate the attractiveness of product ideas
• You are able to evaluate the attractiveness and feasibility of
business models
• You are able to retrieve (sufficiently reliable) primary data as
input to a business planning process.
• You are able to develop and evaluate a sophisticated
business plan for an identified or given opportunity.
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24. Course objectives
Competences:
• The ability to implement the newly acquired knowledge and
skills in a relevant business plan for an (technology-based)
internal venture or new company.
• The ability to propose, defend and critically reflect on
choices with regard to the high tech business venture.
• The ability to work together in an entrepreneurial team,
while also taking responsibility for one’s own actions and
learning.
• The awareness of entrepreneurship as a career option,
including an understanding of what type of entrepreneurial
role would fit oneself.
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25. Business planning
• Why should you learn how to do proper business planning?
o As soon as they are printed, they are out of date. – They are
founded on endless assumptions.
o Creating them distracts you from "real work"
• Hmm, you may not need to plan to start a business, yet for
novice-entrepreneurs it may be helpful to “think aloud” how a
possible venture would operate.
o Thought experiment
o Motivational device
o Pedagogical instrument
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31. Course design
• Lectures
– Introduction to the how and why of venture creation
• Field project
– Learning by doing
– Develop entrepreneurial skills – Confrontation with
self
• Grading
o Examination
o Business plan evaluation
o Self-reflection and peer-assessment
• Be ready to travel a lot during this course!
•
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33. Where can you be entrepreneurial?
• Self-employed
o On your own
• Together with other cofounders
• Salaried
o Corporate venturing
o Product development
o Research & Development
o New Business Development
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35. New Business Development
• The projects for the NBD track are provided by members of
VKW (a Flemish employers association).
• The companies that successfully submit projects for this
course will also provide guidance to the NBD teams.
• Those projects should have the potential to result in a new
internal venture for that company.
• In the past, student teams have worked for projects provided
by large firms (e.g. Unilever) as well as small to medium
sized companies (e.g. Java Coffee Company).
• Your assignment will be much broader than just the
conducting of a market research, you are to cover all steps in
a proper business plan
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36. New Venture Creation
• Opportunities do not need to be based on a technological
invention; they should however be sufficiently valuable to
warrant a team effort of highly educated professionals (i.e.
you and your team members).
• In this course you are not to develop a proposal for a new
venture that is to serve (Leuven based) students.
• Instead you may want to identify (technologically enabled)
business opportunities to enter a B2B market.
• The KU Leuven can help you to identify valuable
opportunities through its extensive patent portfolio
• You can also search in a patent database (escapement) for
novel technology developed at other regional (university
related) research centers.
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40. Will business planning help?
• its value varies systematically with
– the type of founding environment,
– the type of activities pursued in planning, and – the effort
devoted to specific activities.
• planning is to be embedded in a founding environment that
determines which rationale should govern planning activities.
– Munificent
– Trade-off (speed versus comprehensiveness)
• planning has an important impact on the achievement of venture
development milestones
• in some contexts, exhaustive planning is inferior to a more
selective planning approach
• Gruber, M. 2007. Uncovering the value of planning in new venture creation: A process and contingency perspective. Journal of Business Venturing,
22(6): 782-807.
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41.
42. Business planning for NVC & NBD
• Presents a credible outlook on what could become profitable
business
o Based on assumptions, informed guesses, and profound
insight on:
• People, Opportunity, Strategic options, Resource needs, Risk & Reward
• Enables “learning before doing”
– Cheaper, faster and/or safer
• The plan may act as a screening device
– Management (NBD)
– You and your helpers (NVC)
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43. Course materials
• eBook
• Readings
• Course manual
• Sheets
• Links to relevant websites and
competitions
• Industry databases
• Belfirst (Chambers of Commerce info
on all Belgium firms)
44. To do:
• Next Tuesday (08-10):
• Choose your track:
• New Business Development: Create business plan for established company
• New Venture Creation: Create business plan for a company that you and your
team members could actually start
• Next class (15-10):
• We will communicate in which team you will be
• We are keen to mix students (disciplines, nationality)
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