Academic Entrepreneurship at UCY,
by Mr. Christis Christoforou, MBA principal for accelyservices.
The results and the methodoloty of an extensive survey that were conducted at the university of Cyprus will be presented.
Setting up a National Technology Transfer Office (TTO),
by Mrs. Marcia Trillidou, Research Promotion Foundation in Cyprus.
Cyprus is in the midst of setting a national TTO office. We will review the methodology, the challenges and advantages for having a national TTO. Would it be also a solution for Jordan?
“Research Beyond Academia” - will look at how to
engage with industry as part of the research process, with
a focus on how to identify research questions that are
relevant and interesting to non-academic institutions, how
to determine appropriate potential non-academic partners
for grant proposals, and how to approach them and "sell"
your new research ideas.
Session 6: EU support on competitiveness and innovation in TurkeyOECDglobal
Day 2, Session 6, 30 November 2017, Istanbul, SME and Academia collaboration: Turkey’s Experience in Innovation and Technology Centres, Ela Yazıcı İnan, European Union
Session 7: Technology transfer capacity building and proof of concept instrum...OECDglobal
Day 2, Session 7, 30 November 2017, Istanbul, Bridging the Gap - Technology Transfer Capacity Building and
Proof of Concept Instruments, Huseyin KEBAPCI
Legal Adviser - Intellectual Property & Technology Transfer
Setting up a National Technology Transfer Office (TTO),
by Mrs. Marcia Trillidou, Research Promotion Foundation in Cyprus.
Cyprus is in the midst of setting a national TTO office. We will review the methodology, the challenges and advantages for having a national TTO. Would it be also a solution for Jordan?
“Research Beyond Academia” - will look at how to
engage with industry as part of the research process, with
a focus on how to identify research questions that are
relevant and interesting to non-academic institutions, how
to determine appropriate potential non-academic partners
for grant proposals, and how to approach them and "sell"
your new research ideas.
Session 6: EU support on competitiveness and innovation in TurkeyOECDglobal
Day 2, Session 6, 30 November 2017, Istanbul, SME and Academia collaboration: Turkey’s Experience in Innovation and Technology Centres, Ela Yazıcı İnan, European Union
Session 7: Technology transfer capacity building and proof of concept instrum...OECDglobal
Day 2, Session 7, 30 November 2017, Istanbul, Bridging the Gap - Technology Transfer Capacity Building and
Proof of Concept Instruments, Huseyin KEBAPCI
Legal Adviser - Intellectual Property & Technology Transfer
This deck presents funding opportunities for researchers under the Marie Sklodowska-Curie programme. It is open to all nationalities and all career stages who want to undertake an individual project abroad or create a training network. This presentation also shows statistics from 2014 calls, as well as a few hints as to "how to prepare a winning proposal".
Slides for the EUA webinar on The Role of Universities in Regional Innovation: the case of Research and Innovation Strategies for Smart Specialisation (RIS3) - 26 October 2016
Higher Education Institutions as boosters of a national policy on open and o...Janina van Hees
Presentation given at OpenEd conference, november 2014 in Washington, by Janina van Hees, Robert Schuwer and Ria Jacobi. Title: Higher Education Institutions as boosters of (steps towards) a national policy on open and online education
Medical Device Entrepreneurship,
by Charalambos Anastassiou, UCY.
Understanding funding, licensing from university working in one of the most entrepreneurial areas in the world, Boston Massachusetts,USA.
Green Energy Opportunities in Cyprus,
by Dr. Venizelos Efthymiou, Chairman of FOSS centre for renewable energy at UCY.
Renewable energy poses some unique challenges and opportunities in Cyprus.
This deck presents funding opportunities for researchers under the Marie Sklodowska-Curie programme. It is open to all nationalities and all career stages who want to undertake an individual project abroad or create a training network. This presentation also shows statistics from 2014 calls, as well as a few hints as to "how to prepare a winning proposal".
Slides for the EUA webinar on The Role of Universities in Regional Innovation: the case of Research and Innovation Strategies for Smart Specialisation (RIS3) - 26 October 2016
Higher Education Institutions as boosters of a national policy on open and o...Janina van Hees
Presentation given at OpenEd conference, november 2014 in Washington, by Janina van Hees, Robert Schuwer and Ria Jacobi. Title: Higher Education Institutions as boosters of (steps towards) a national policy on open and online education
Medical Device Entrepreneurship,
by Charalambos Anastassiou, UCY.
Understanding funding, licensing from university working in one of the most entrepreneurial areas in the world, Boston Massachusetts,USA.
Green Energy Opportunities in Cyprus,
by Dr. Venizelos Efthymiou, Chairman of FOSS centre for renewable energy at UCY.
Renewable energy poses some unique challenges and opportunities in Cyprus.
Starting a mobile applications company in Cyprus.
Creating an innovative entrepreneurial company in Cyprus in the field of custom mobile application design and development serving international and national local customers.
By Mr. Michalis Strouthos, CEO and founder of “Cocoon Creations”
Face Recognition for Personal Photos using Online Social Network Context and ...Wesley De Neve
Thanks to easy-to-use multimedia devices and cheap storage and bandwidth, present-day social media applications host staggering numbers of personal photos. As the number of personal photos shared on social media applications continues to accelerate, the problem of organizing and retrieving relevant photos becomes more apparent for consumers. Automatic face recognition assists in bringing order to collections of personal photos. However, personal photos pose a plethora of challenges for automatic face recognition. Face images may widely differ in terms of lighting, expressions, and pose. As a result, the accuracy of appearance-based techniques for automatic face recognition in collections of personal photos cannot be considered satisfactory.
This talk aims at providing insight into timely developments in the area of socially-aware face recognition. We first discuss how online social network context can be used to substantially improve the effectiveness of appearance-based techniques for automatic face recognition, as recently demonstrated by researchers of Harvard University. Next, we pay attention to collaborative face recognition in decentralized online social networks, as studied at KAIST. For both of the aforementioned topics, we present experimental results obtained for real-world collections of personal photos, contributed by volunteers who are members of online social networks such as Facebook and Cyworld. Finally, we conclude our talk with an outline of future applications of socially-aware face recognition, including augmented identity and socially-aware robots.
Face recognition and deep learning โดย ดร. สรรพฤทธิ์ มฤคทัต NECTECBAINIDA
Face recognition and deep learning โดย ดร. สรรพฤทธิ์ มฤคทัต NECTEC
คณะสถิติประยุกต์ สถาบันบัณฑิตพัฒนบริหารศาสตร์ ร่วมกับ Data Science Thailand ร่วมกันจัดงาน The First NIDA Business Analytics and Data Sciences Contest/Conference
Humans often use faces to recognize individuals, and advancements in computing capability over the past few decades now enable similar recognitions automatically. Early facial recognition algorithms used simple geometric models, but the recognition process has now matured into a science of sophisticated mathematical representations and matching processes. Major advancements and initiatives in the past 10 to 15 years have propelled facial recognition technology into the spotlight. Facial recognition can be used for both verification and identification.
The pipeline for graduate jobs: Strategy from intake to job successEduniversal
Presentation of Prof. Konstantine Gatsios during the Eduniversal World Convention 2014 in Istanbul, Turkey
Plenary Session 4
"The pipeline for graduate jobs: Strategy for intake to job success"
In an environment of increasing complexity and decreasing budgets, building sustainable and successful models of global engagement is becoming more challenging and competitive. At the same time, senior international officers are expected to be even more responsive in making tough
strategic choices that define best fit models, markets and partners. This interactive and comparative session aims to discuss a range of global engagement strategies with a focus on what works and what doesn’t.
Have a look at a presentation from the Workshop in Nice which was organised within the TRIGGER project (project number: 2617309-EPP-1-2020-1-SK-EPPKA2-CBHE-JP). The aim of the project is to improve conditions at universities in Central Asia and to educate students in an innovative way so they acquire the skills needed for today's job market. In this presentation Côte d'Azur University will take you through planning, managing, and promotion of graduates employability in cooperation with employers and will introduce different services to support the students in this regard.
Developing a strategy for flexible learning programmes at NorthTecVasi Doncheva
Case Study presented at Future Learning and the Digital Conference June 2013 Auckland, New Zealand
Developing a strategy for flexible learning programmes in your organisation:
• How to develop and implement an institute wide strategy
• How to lead change initiatives and embed them into institutional practice
• Ways to effectively use technologies to engage and inspire learners and create accessible learning opportunities
• Tips on how to effectively integrate technology strategically into teaching and learning
Inclusiveness has become a strategic question for many higher education institutions across Europe, impacting learning, teaching, research and institutional cultures. This EUA presentation showcases the results of the INVITED project survey including data from 159 higher education institutions in 36 European systems about institutional strategies and measures, success factors, challenges and needs for support. It is of interest to university leaders and managers developing their institutional strategy, staff charged with implementation, researchers and students interested in the topic, as well as policy makers and administrators at European and national levels as they develop new policies for higher education and research.
Overview of the potential financing options available to Cypriot startups based on their stage of growth. Exploring the key information investors are looking for in a startup by exploring a pitch deck.
For decades Cyprus has been established as a vibrant business hub with a thriving
economy. Cyprus’ economic performance is indicated in various global reports
documenting the set of factors that contribute to its developed high-income status.
With this report the Centre for Entrepreneurship of the University of Cyprus intends to
evaluate these favorable conditions in relation to the formation, operation and evolution
of entrepreneurship in Cyprus.
The presentation will be focused to show that, an idea is nothing without the hard work that most of the times, no one thinks of. Will try to give an inside point of view on how a Cyprus based company treats ideas and solutions salespeople in general, what they should be prepared for, what options/ decisions they should take before requesting a business meeting. General understanding of B2B and B2C models, what a business concept is and why is needed, how do companies operate towards expenses – a brief inside of budget and time frames.
By 2020, several key building blocks of the future tech universe have been firmly established. Significant progress in areas such as quantum computing, big data, artificial intelligence, robotics and immersive reality have been made, enabling a clearer understanding of how tech will develop in the next 10-20 years.
By 2030, emerging robotics and AI will have made remarkable progress in changing the face of current industries and processes. Most fast food outlets will run mainly on robotic labour, with human labour representing only a small fraction of total spend. AI will be able to support, and eventually supplant, at least 90% of current effort implemented by service professionals such as accounting, consulting, or law.
And by 2040, we will feel comfortable enough with this technology that it will be widely adapted. Our cities, homes and workplaces will be transformed through technology and predictive analytics. Self-driving vehicles will reduce congestion and pollution. Robots will remove the need for widespread human labour. Most processes, such as financial management, will be fully automated and managed by intelligent agents, removing the need for mundane tasks like queuing at a bank or going to a supermarket for groceries.
Advances in gene therapies and biological – mechatronic interfaces will rapidly transform medical technology and health outcomes. These have the potential to not only significantly expand human lifespan, but also improve human health.
At the same time, it is clear that as a society and as a government / economic policy, we are far behind the curve in understanding how these will affect our educational systems, employment and the very idea of human potential.
Comparatively few citizens will be able to adapt successfully to gainful employment (or entrepreneurship) in the future tech society. This means that families and citizens today need to start making decisions for how they will live 20 years from now. These decisions affect their own educational and investment choices, as well as the very nature of our society.
Philip Ammerman will discuss the future trends in tech and how these will affect companies, families and governments in 2030 and 2040.
Το GEM αποτελεί ένα σημαντικό, έγκυρο και διεθνώς αναγνωρισμένο στατιστικό εργαλείο για την αξιολόγηση της επιχειρηματικότητας σε πάνω από 100+ οικονομίες που συμμετέχουν ανά το παγκόσμιο. Με βάση τα αποτελέσματα του GEM εκδίδονται κάθε χρόνο δυο εκθέσεις αναφοράς για την επιχειρηματικότητα, σε παγκόσμιο και εθνικό επίπεδο. Το Κέντρο Επιχειρηματικότητας του Πανεπιστημίου Κύπρου έχει αναλάβει τον συντονιστικό ρόλο για τη συμμετοχή της Κύπρου στο GEM και την ολοκλήρωση των απαιτήσεων του, και τη συγγραφή της εθνικής έκθεσης αναφοράς. Η φετινή Έκθεση Αναφοράς παρουσιάζει συγκρίσεις στους δείχτες του GEM μεταξύ της Κύπρου και άλλων χωρών. H συμμετοχή της Κύπρου στο GEM γίνεται με χορηγία από το Υπουργείο Ενέργειας, Εμπορίου και Βιομηχανίας και η διάχυση των αποτελεσμάτων με την χορηγία της PwC Κύπρου.
The seminar will present the data sets, methodology and key findings of two AUEB funded research projects on the new entrepreneurial paradigm and the startup ecosystem that emerged during the recent economic crisis in Greece.
The programme will provide the participants with the necessary skills to help them negotiate effectively, and at the same time maintain good relationships with their counterparts.
By the end of the 2-hour workshop, participants will be able to:
Apply the necessary negotiation tactics depending on the situation
Adjust their behaviour and style depending on who they are negotiating with
Avoid errors and traps that lead to dead ends in negotiations
Everyone has great ideas, and many of us have more than one. But how can you evaluate your idea to understand whether it’s good enough to launch as a business?
Το design thinking είναι μια ανθρωποκεντρική, διεπιστημονική προσέγγιση που έχει ως στόχο να βοηθήσει τις επιχειρήσεις (π.χ. νεοσύστατες εταιρείες) να αλλάξουν και να καινοτομήσουν. Το design thinking ακολουθεί μια προσέγγιση η οποία συνδυάζει δημιουργική και ορθολογική σκέψη, και περιλαμβάνει μια διαδικασία που αποτελείται από ενσυναίσθηση (emphasize), παραγωγή ιδεών (idea) και δημιουργία πρωτοτύπων (prototype).
The gaming industry is exponentially expanding touching everyone's lives daily without even realizing it. Millions of games have been released and are now readily available for us to play from our living room to our social media on our phone. Working in this industry is truly fascinating. Working in a truly global company with offices around the world is even more fascinating.
I will share with you my knowledge on gaming, discuss its future and teach you best practises in working with teams of different cultures.
Σε αυτή την παρουσίαση θα καλυφθούν τα βασικά για το επιχειρηματικό σχέδιο: τι είναι, γιατί το χρειαζόμαστε, σε ποιους απευθύνεται, τι περιέχει – ορισμοί για κάποιες έννοιες, ποια “εργαλεία” χρησιμοποιούνται για την δημιουργία των σημαντικών ενοτήτων του, ποιοι οι λόγοι απόρριψης του από τους επενδυτές και ποια είδη κινδύνων στην εκπόνηση του.
Its not always easy to have your interview done face to face with the company you want to work and is miles away from you. First impressions are key and many companies ask for either a live video interview or that you explain yourself in an one minute video.
How do you do that? What are the crucial things to avoid in such situations? Yes you might be doing the video home but should you be wearing your favorite sports t-shirt while the TV is on in the background?
We will talk about the right set up, the right lighting, and how to make eye contact even through a camera. Simple steps of video editing will be shown as well as examples will be given.
The threat of automation implies a race between education and technology. In most countries, education systems are not providing workers with the skills necessary to compete in today’s job markets. The growing mismatch between skills demand and supply holds back economic growth and undermines opportunities. At the same time, the returns to human capital are high in most countries, and a growing skills premium is evident in much of the world. Automation simultaneously results in deskilling and imposes a need for new skills, and is changing what education will need to look like in the future.
More from Center for Entrepreneurship (C4E), University of Cyprus (20)
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. Academic Entrepreneurship in
the University of Cyprus
Christis Christoforou
Giorgos Dimitriou
Giorgos Papadopoulos
Nestoras Nestorides
Stella Panayiotou
March 2017
Stevens Institute of Technology, stevens.edu
2. • Provide a better understanding of UCY’s entrepreneurship
ecosystem and the perception of the academic community
• Identify the degree to which the University is geared towards
developing entrepreneurial initiatives
• Identify bottlenecks and constrains in the current way of operations
• Provide recommendations on the actions that the University should
take and explore better practices and how can they be integrated in
UCY
2
Objectives
3. Structure of the Project
• Essentials ingredients of an entrepreneurial university
• The startup ecosystem in Cyprus
• Academic entrepreneurship in the UCY
• Research Methodology
– Self-assessment questionnaire / online survey
• Findings and Recommendations
3
4. Essentials Ingredients of an
Entrepreneurial University
• Attitude towards entrepreneurship (top-level commitment)
• Address skill deficiencies and reward systems
• Education/training for university members
• Cross-collaboration between individuals/faculties and external
stakeholders
• Coordination of activities
4
7. Start-up Financing Cycle
7
• Bootstrapping • Friends, Family and Fools (3-F)
• Small Business Centers • Business Angels/Seed investors
• Bank loan • Venture capital (VC)/risk capital
• Crowd funding
Sources of funding:
8. Startup ecosystem in Cyprus
8
Source: Support Structures of the Cyprus Startup Ecosystem (Stavriana Kofteros –
the New and the way forward)
10. Business Incubation Mechanisms
in Cyprus
Organization Incubator Accelerator Website
Diogenes x www.diogenes-incubator.com
Helix x
Error! Hyperlink reference not valid. Co
!!!!!
Ermis - ERIC x
http://www.talos-
rtd.com/en/participations/ermis-research-
and-incubator-center-(eric)
Chrysalis Leap x http://chrysalisleap.com/
Cyta Innovation
Center
x
https://www.cyta.com.cy/kentro-
kenotomias/en
CYBAN http://www.cyban.com.cy/
IDEA x x www.ideacy.net
10
11. University of Cyprus in the start-up
Ecosystem
• Contribute to the production and valorisation of
knowledge
• Engage in research and development
• Stimulate the complex process of innovation &
entrepreneurship
• Support new ideas- foster entrepreneurship
11
12. UCY - Internal ecosystem
12
Faculties
and
Departments
Research
centres
Admin
Diogenis
incubator
Cyprus
Entrepreneur
ship
Competition
Research
and
International
Relations
ServiceStudents,
Academic
staff,
Researchers,
Graduates,
Alumni
University
Industry
Liaison
Office
Academic
Affairs and
Student
welfare
Careers
Office
Cooperation
Networks
Industrial
partners
MBA
Program
13. Efforts to Develop
Entrepreneurship in UCY
• Supporter of the Cyprus Entrepreneurship competition- sponsor for the
organization of the annual entrepreneurship competition.
• Diogenis Business Incubator, owned by the UCY
• Participation in European research project InnoFun Interreg IVC
• Supported the 7th International Conference of Entrepreneurship, Innovation
and Regional Development
• Establishment of the Institute for Research, Innovation and
Entrepreneurship at the UCY
• Center of Entrepreneurship (C4E)
13
14. UCY– Research & Commercialization
Research activities
• European programs securing external
funding: “Horizon 2020”, ”EU Seventh
Framework Program”, “Lifelong Learning
Program”
• Unified European Research Area : ex.
“EUMEDIS”, “Marie Curie”.
• European research projects “GOFLEX”
and “InteGRIDY”
EXPLOITATION OF RESEARCH RESULTS
The Cyprus Research Promotion Foundation
focuses on the exploitation of research and
technological development results obtained by
research and academic communities.
Commercialization of patents
14
• Several advances and innovations
• Patents
CYPRIOT LAW : grey areas
cannot legally act as the creator of private
start-up companies
15. Legislative Framework of
Entrepreneurship in UCY
• UCY operates within a strict legislative framework as prescribed by the University of
Cyprus Law 1989 (144/89)
• Entrepreneurship and Innovation are not currently part of the objects of the UCY
legislation
• UCY is prohibited from participating in a private company which does not pursue
fulfillment of its objects
• The UCY Law is also restrictive in relation to the participation of the University in any
commercial activity or the participation in any start-up which pursues commercial
activity
• Limitations as to the participation of UCY academic staff in companies without prior
approval of the University
• IPR Policy – Revenue Sharing Scheme
15
16. Methodology
• Self-assessment tool, HEInnovate (developed by
OECD/EC)
– Better quantification of results
– Reaching more people
• Relative comparison with HEInnovate report of 2014,
answered as part of a workshop
• Targeted groups
– Academic Faculty (in research centers and head of schools)
– Governance and Administration
– PostDoc/PhD/researchers
16
17. Questionnaire segments
1. Leadership and Governance
2. Organisational Capacity, People and Incentives
3. Entrepreneurship Development in Teaching and Learning
4. Pathways for Entrepreneurs
5. UCY’s Business/External Relationships for Knowledge Exchange
6. UCY as an internationalised institution
7. Measuring the impact
17
18. Participation in the assessment
18
29%
20%
51%
Academic Faculty
Governance and
Administration
PostDoctoral/ PhD/
Researcher
• 39 answers out of 121 (32%)
• Averages by groups and frequencies of responses
19. Overall Average Scores
19
Overall average: 4.3/10
Highest score: UCY as an internationalised institution - 6.0/10
Lowest score: Entrepreneurship Development in Teaching and Learning – 3.7/10
20. • Q1: Entrepreneurship is a major part of the university strategy
• Q2: There is commitment at a high level to implementing the
entrepreneurial strategy
• Q3: UCY has a model for coordinating and integrating
entrepreneurial activities at all levels across the university
• Q4: The faculties and units have autonomy to act
• Q5: UCY is a driving force for entrepreneurship development in the
wider regional, social and community environment
20
1. Leadership and governance
21. 21
1. Leadership and governance – averages by
groups
• The level of commitment (Q2) has the highest score and the existence of a model
for coordination (Q3) had the lowest score along with the autonomy of faculties
• Academic faculty believe that there is lack of coordination (Q3), in a higher degree
than the other groups
• Increased level of commitment compared with 2014 report, no significant change
regarding the model of coordination
22. 2. Organizational capacity, people and
incentives
• Q6: The University’s entrepreneurial objectives are supported by a wide variety of
funding sources/investment, including investment by external stakeholders.
• Q7: The University has a sustainable financial strategy in place to support entrepreneurial
development.
• Q8: There are mechanisms in place for breaking down traditional boundaries and fostering
new relationships - bringing internal stakeholders together (staff and students) and building
synergies between them.
• Q9: The University is open to recruiting and engaging with individuals who have
entrepreneurial attitudes, behaviors and experience.
• Q10: The University invests in staff development to support its entrepreneurial agenda.
• Q11: There are clear incentives and rewards for staff who actively support the
university’s entrepreneurial agenda.
• Q12: The University gives status and recognition to other stakeholders who contribute to
the university’s entrepreneurial agenda.
22
23. 23
2. Organizational capacity, people and incentives
– averages by groups
• Q11 statement has the lowest score (3.4) (clear rewards and incentives)
• The question with the highest score was Q9 (4.6)
• Academic faculty seems more concerned about the lack of a sustainable financial
strategy to promote entrepreneurship (Q7)
24. 3. Entrepreneurial teaching and learning
• Q13: UCY is structured in such a way that it stimulates and supports the
development of entrepreneurial mindsets and skills
• Q14: Entrepreneurial training for staff takes place in all parts of the university
• Q15: Staff takes an entrepreneurial approach to teaching in all departments,
promoting diversity and innovation in teaching and learning
• Q16: Entrepreneurial behavior is supported throughout the university experience;
from creating awareness and stimulating ideas through to development and
implementation
• Q17: UCY validates entrepreneurship learning outcomes
• Q18: Collaborating and engaging with external stakeholders is a key component of
teaching and learning development in an Entrepreneurial University
• Q19: Research results are integrated into entrepreneurship education and training
24
25. 25
3. Entrepreneurial teaching and learning –
averages by groups
• Training for staff (Q14) statement has the lowest score (2.8) out of all questions in
the questionnaire
• All groups agree that engaging with external stakeholders is a key component of
teaching and learning
• Comparing with the 2014 report the situation remains the same or even worse in
some cases for this segment
26. 4. Pathways for entrepreneurs
• Q20: UCY raises awareness of the value/importance of developing
entrepreneurial abilities amongst staff and students
• Q21: UCY actively encourages individuals to become
entrepreneurial
• Q22: UCY provides opportunities to experience entrepreneurship
• Q23: UCY provides support for individuals and groups to move from
entrepreneurial ideas to action
• Q24: Mentoring by academic and industry personnel is available
• Q25: UCY facilitates access to private financing for its potential
entrepreneurs
• Q26: UCY provides access to business incubation facilities
26
27. 27
4. Pathways for entrepreneurs – averages by
groups
• Availability of mentoring (Q24) received the highest score in this segment (4.4). Is
significantly better than the 2014 report, meaning that the recently created
mentoring list is gaining awareness and credit amongst the academic community
• Despite the existence of Diogenis incubator the access to incubation facilities is
considered substandard
28. 5. UCY – business/external relationships for
knowledge exchange
• Q27: UCY is committed to collaboration and knowledge exchange with
industry, society and the public sector
• Q28: UCY demonstrates active involvement in partnerships and relationships
with a wide range of stakeholders
• Q29: UCY has strong links with incubators, science parks and other external
initiatives, creating opportunities for dynamic knowledge exchange
• Q30: UCY provides opportunities for staff and students to take part in
entrepreneurial activities with business/the external environment
• Q31: UCY specifically supports staff and student mobility between academia
and the external environment
• Q32: UCY links research, education and industry (wider community) activities
together to affect the whole knowledge ecosystem
28
29. 29
5. University – business/external relationships for
knowledge exchange – averages by groups
• The university is committed to collaboration and knowledge exchange (Q27) and
has created partnership and links with a wide range of stakeholders (Q28)
• However, it fails to combine and bring together research, education and industry
(Q29)
30. 6. The Entrepreneurial University as an
internationalized institution
• Q33: Internationalization is a key part of the university’s entrepreneurial
strategy
• Q34: The University explicitly supports the international mobility of its staff
and students (including PhD students)
• Q35: The University seeks and attracts international and entrepreneurial
staff (including teaching, research and PhDs)
• Q36: The University demonstrates internationalization in its approach to
teaching
• Q37: The University, its departments and faculties actively participate in
international networks
30
31. 31
6. The Entrepreneurial University as an
internationalized institution – averages by groups
• UCY shows an extrovert behavior and is part of the international scene (through
networks, mobility and research projects)
• It seems there is some difficulty to attract international staff and this may be due
the language barrier (Q35)
• In 2014 report this segment also had the highest performance in the questionnaire.
This show a consistent effort towards internationalization
32. 7. Measuring the impact
• Q38: UCY assesses the impact of its entrepreneurial strategy and
the strategy is responsive to change
• Q39: UCY assesses the level of engagement in entrepreneurial
teaching and learning across the institution.
• Q40: UCY regularly assesses the impact of entrepreneurship
teaching and learning
• Q41: UCY carries out regular monitoring and evaluation of the
university's knowledge exchange activities
• Q42: UCY carries out regular monitoring and evaluation of the
impact of start-up support
32
33. 7. Measuring the impact – averages by groups
33
• There is a lot of room for improvement in this section as the overall average is 3.8
• It is crucial to understand the impact of actions taken towards entrepreneurship,
but there is not a consistent framework of doing this
34. Research Findings (1)
• Fostering entrepreneurship is part of UCY’s major strategy and there is high-level
management commitment towards that direction. In addition, an increase in this level
of commitment is noticeable compared to 2014.
• Collaborative culture, across departments of UCY, towards entrepreneurship is
lacking.
• There are no clear incentives to promote entrepreneurial behavior amongst academic
and research staff.
• Entrepreneurial teaching and learning and staff development is substandard.
34
35. Research Findings (2)
• Although UCY’s ties with external stakeholders seem to exist there are not strong
links with external incubators, accelerators or science parks
• The recently created mentoring list by C4E is gaining awareness and is considered
as a significant measure to create a pathway for entrepreneurship culture
• Internationalization is a significant aspect of UCY and its departments and faculties
actively participate in international networks
• Measuring the impact of changes is low and there is no regular monitoring or
evaluation of the actions taken to support entrepreneurship
• Current legislative background of the University is restrictive and limiting in
promoting entrepreneurial initiatives. Update: there is currently a proposed framework,
mutually agreed between public Universities,under discussion with all external involved parties.
35
36. Recommendations (1)
• The university should create a clear roadmap to coordinate and integrate all
entrepreneurial activities across existing structures. This could be able to
create economies of scale, increase the efficiency of operations but also
leverage the power of UCY towards entrepreneurship. (Update: UCY Council
approved C4E roadmap)
• Emphasis should be given to incentivizing staff as well as providing them
with the necessary time and support for training and development.
• Internationalization is a major part of UCY but this is not viewed under an
entrepreneurship lens. The international networks and the engagement with
external stakeholders should be further exploited towards the strengthening
of the entrepreneurship culture of the university
• The university should focus towards creating stronger links with
accelerators and incubators, both in the local and international horizon
36
37. Recommendations (2)
• Embed entrepreneurship courses and initiatives into undergrad and
postgrad curriculum in order to promote culture (paradigm of Hanze)
• Increased usage of the English language in order to attract non-
Greek speaking faculty and students and improve its international
presence
• Measuring the impact and taking into account any feedback
consistently to achieve sustainable entrepreneurship
• The legislative framework should be amended and enriched to
accommodate for academic entrepreneurship and innovation
37