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The Entrepreneurial University

The Entrepreneurial University. Thomas Andersson President Jönköping University Tartu, October 3rd 2007. Jönköping University 2004 09 12. Key advantages. Foundation university with high autonomy Unique organisational and governance structure Dedication to specialisation and prioritization

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The Entrepreneurial University

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  1. The Entrepreneurial University Thomas Andersson President Jönköping University Tartu, October 3rd 2007

  2. Jönköping University 2004 09 12

  3. Key advantages • Foundation university with high autonomy • Unique organisational and governance structure • Dedication to specialisation and prioritization • Strategic partnerships, locally and globally • Internationalisation • Strong integration with Science Park and Business Development

  4. Scientific publications in internationally acknowledged journals, 2000–2001

  5. R&D expenditure in relation to GDP 2003

  6. Number of Patents per million of inhabitants, 2003

  7. High-tech venture capital as a percentage of total venture capital investment, 2000-2003

  8. Female and male entrepreneurial activity

  9. Shifting Leadership in Innovation autonomous entrepreneurship large firms take the leadership old-product-specialized MNEs capable of renewal (incremental innovations) industrial renewal through start-ups and innovation-driven SMEs • Dominance by a few families created by the • existence of A- and B-shares • (A-shares imply voting power, B-shares only give • dividends to the investor) Low levels of entrepreneurial activity and newly established firms Universities tailored To working with big Firms Weak industrial Research institutes High levels of outward FDI (Sweden ranks on the 8th place) brain mobility among competing firms (experience exchanges) Public procurements as a tool for innovation (large firms are the main beneficiaries) Before 1914 1919-1939 since WWII Today

  10. Abandoning the linear model Source: IKED

  11. Science Developm. Launching Expansion Established technology Lack of seed funding Gap Public Private

  12. Diversified roles in funding Source: Business Angel Networks

  13. Data Information Knowledge Ubiquitous Product Solution Innovation Ecosystems Competition Cooperation Collaboration Coopetition 50’s – 70’s 70’s – 90’s 90’s – 2000’s Today? The Economic Evolution towards the Networked Society

  14. Internet . Empowering and Ubiquitous … • around us: cars, toys, home automation … • on us: watches, clothing … • between us, who is who, can know and rely on what was done • in us: RFID tags for health care and automatic payment … … not using technology for technology’s sake!

  15. Government, Business and Academia, interface and distinct roles: the collaborative circle Academics • Technology • Products • Market • Contents • Education • Incubation Business From ignorant to aware From passive to active From uncertain to confident • Digital Divide • Age • Region • Legislate • - Protecting privacy • - Security • Digital Divide • - Age • - Region Government

  16. Higher Education: Issues • Governance and regulations hinder adjustment and specialisation • The distribution of funds is still traditional, ”planned economy”, or ”uni-dimensional” • Career paths for researchers are still primarily standardized and traditional • Few avenues for increased experimentation • Big step forward in acceptance of new ways of working, but still limited results (e.g., science parks and collaboration, framework conditions operate against innovation - entrepreneurship linkage)

  17. R&D in the OECD and non-OECD area, GERD in million USD, 2003 Source: OECD STI Scoreboard 2005

  18. Country A PHE2 PHE1 PHE3 PHEy PHEx Country N PHEz THE HIGHER EDUCATION UNIVERSE

  19. In the current decade, education industry is one of the most dynamic business areas. • 40% increase in student numbers in tertiary education. • Non-traditional working adult students are becoming more important. • The explosion of online distance education enables organisations to foster anytime/anywhere learning. • Students choosing to study and live abroad are increasing rapidly. Across OECD, 1.3 million foreign students, 44% from Asia and 31% from Europe. • Although education remains mainly publically funded, private spending is becoming increasingly important and now accounts, on average, for 9 per cent of initial educational funds.

  20. Education about enterprise • Awareness creation • Education for enterprise • Preparation of aspiring entrepreneurs • Education in enterprise • Management training for established entrepreneurs

  21. Developing an individual’s capacity to recognise and pursue new opportunities. • Business to Business in Reality - Education by business projects. • Students combine the theoretical part of their qualification with business projects. • A business-projects portfolio feeds the training process, and students are involved in it through a programme for international placements.

  22. Educational Activities in Entrepreneurial Capacity MOTIVATIONS • The students’ capacity to think for themselves. • The students’ self-confidence. • The students’ sense of autonomy, independence and risk-taking. • The students’ emotional experiences.

  23. INTENTAC Business Environment Educational Environment • Experiences in new • business creation • Hands-on guidance • Counselling • Zero and seed funds • Commercialisation • Incubators • Science Parks Formal lectures Action learning Incubation EXPERIMENTAL LABS • Students participate • to action learning • teams by leveraging • on repositories of • perceived • entrepreneurial • opportunities. NETWORKED SPIN-OFFS Marketing foresight • PERCEPTION OF THE SIGNIFICANCE AND • NATURE OF EVENTS BEFORE THEY HAVE OCCURRED. • MARKET-FOCUSED TECHNOLOGY AUDIT OF ACADEMIC RESEARCH IN ORDER TO EXPLOIT ENTREPRENEURIAL OPPORTUNITIES FROM RESEARCH FINDINGS. • TIME-TO MARKET, WHICH MEANS ADDRESSING THE RIGHT WINDOW OF OPPORTUNITY.

  24. Science Park Jönköping Business Growth Objective: To support continuous growth and development of technology- and knowledge intensive companies Area: Growth Development through networking and clusters Business Incubator Objective: To support the commercialization and development of new businesses Area: Development Development through business developing services and projects Business Lab Objective: To support idea generation, product and business idea development for individuals, companies, and organizations Area: Start up A networking environment between the university and the corporate sector for idea generating activities and projects

  25. Needed: Framework for tracking S&T parks – Compass Rose and Compass Needles Entrepreneurship Innovation Creative work forces • brain retention • & attraction • communities • of knowledge • practice • education in and • for transnational • entrepreneurship Knowledge structures • brain circulation • business labs • brain waves • incubators Human amenities • space for spontaneous socialization • driving forces • for public and • private sector • R&D • intra- and entre- • preneurship • education of the • science park’s core • staff • stakeholders • and shareholders • engagement Governance set-up

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