FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2943594368> ?p ?o ?g. }

• W2943594368 abstract "Scotland has an ambitious goal to become a world-leading entrepreneurial and innovative country. As part of these efforts, Scotland participated in the MIT Regional Entrepreneurship Acceleration Program (REAP) from 2012 to 2014. A key issue identified by REAP was the role of Higher Education Institutions (HEIs) in Scotland’s innovation-driven entrepreneurial ecosystem. While HEIs have accelerated their engagement with industrial and other external partners and promotion and support of entrepreneurial behaviour among students and staff, particularly in recent years (Universities Scotland, 2018a), the REAP Scotland report identified that there was scope to share best practice. Funded by Highlands and Islands Enterprise (HIE) and led by REAP core team member Prof Jonathan Levie (University of Strathclyde) and the REAP Universities High Level Task Group (UHLTG), four interactive and practice-oriented best practice workshops were conducted to address this issue: ‘Mapping University Ecosystems’ (2015, University of Dundee), ‘Incubators and Accelerators’ (2015, Elevator, Aberdeen), ‘Enterprise Education’ (2016) and an ‘Ecosystem Exchange Activity’ (2018), both at the University of Strathclyde, Glasgow). On the basis of these workshops and the state-of-the-art of the academic literature on entrepreneurial universities, this report presents a process-oriented framework for HEI entrepreneurial ecosystems to nurture entrepreneurial activities among staff, students, and graduates. HEI entrepreneurial ecosystems emerge from the “strategic and collective actions of various organizational components [...] in order to maximize both the entrepreneurial and innovative contributions of universities” (Hayter, 2016, p. 634). To enable this: 1. HEIs should understand their own entrepreneurial ecosystem and create a supportive environment for its development. This environment includes an entrepreneurial and innovative culture; policies that support and reward entrepreneurial activities; and efforts to connect staff, students, and alumni; all coordinated and promoted through a clear vision and strategy. 2. HEIs should develop clear internal pathways for entrepreneurial staff, students and alumni and constantly monitor their effectiveness and adjust if necessary. Many HEIs offer a variety of programmes and different ways of supporting entrepreneurial students, staff and alumni. The challenge for most HEIs is to provide a clear path for their constituents in order to help them navigate through the opportunities and resources that are available to them. 3. Technology-based ventures typically need more resources than a HEI on its own can provide. At the other end of the spectrum of external resource need, artists and freelancers can also benefit from connections to the wider ecosystem. HEIs therefore need to collaborate with the wider ecosystem to leverage additional resources. For HEIs, it is important to show how engaging with external organisations can be valuable, to whom they are of value, and how and when this fits within the internal pathway. Furthermore, many HEIs have a particular regional mission. As entrepreneurial ecosystems are increasingly recognised to be regional rather than national phenomena, some HEIs have the opportunity to become leading stakeholders in the entrepreneurial ecosystem of their city or region. We extend those three recommendations and provide a more holistic perspective for Scottish HEIs as a group, enabling them to contribute more to Scotland’s entrepreneurial ecosystem, to implement sustainable policies and structures that link to current national policies, and incorporate lessons that other institutions have learned from experience. In particular, HEIs should take the following steps: 1. There is a continuing need to cultivate collaboration among HEI enterprise-related staff at all levels and between them and relevant ecosystem stakeholders such as the Scottish Institute for Enterprise and entrepreneurial alumni. While innovativeness at the institutional ecosystem level is a necessary ingredient, it is not sufficient. If individual HEIs, like other wider ecosystem stakeholders, are too focused on their own activities and policies, their efforts will remain fragmentary and undervalued. 2. The standard metrics are “convenient to collect, keep the funding bodies happy but do not tell you much about what is really happening” (Graham, 2014, p. 8). While metrics cannot be avoided for HEIs, learning, skills and education must be at the heart of all metrics and both business formation (quantity of entrepreneurship) and start-up performance (quality of entrepreneurship) should be secondary objectives. 3. A more radical concept raised by some participants is ecosystem experimentation, perhaps funded by a prize fund where proposals for experiments that could enhance HEI entrepreneurial ecosystems. Results would be published and successful experiments could be replicated or adapted across the HEI community. While a small series of workshops and events cannot cover all challenges and opportunities, the discussions during the workshops have shown that this series has addressed at least some of the key enterprise issues facing Scottish HEIs. Feedback from all four workshops was very positive. Overall, participants recognised the value in working with like-minded people at different levels in different organisations, the opportunity to make new connections, establish relationships, and to exchange ideas, best practices and learn from each other." @default.
• W2943594368 created "2019-05-09" @default.
• W2943594368 creator A5015655090 @default.
• W2943594368 creator A5069367164 @default.
• W2943594368 date "2018-12-31" @default.
• W2943594368 modified "2023-09-25" @default.
• W2943594368 title "Growing Entrepreneurial Ecosystems : A Handbook for HEIs" @default.
• W2943594368 hasPublicationYear "2018" @default.
• W2943594368 type Work @default.
• W2943594368 sameAs 2943594368 @default.
• W2943594368 citedByCount "0" @default.
• W2943594368 crossrefType "journal-article" @default.
• W2943594368 hasAuthorship W2943594368A5015655090 @default.
• W2943594368 hasAuthorship W2943594368A5069367164 @default.
• W2943594368 hasConcept C10138342 @default.
• W2943594368 hasConcept C120452360 @default.
• W2943594368 hasConcept C120912362 @default.
• W2943594368 hasConcept C144024400 @default.
• W2943594368 hasConcept C144133560 @default.
• W2943594368 hasConcept C162324750 @default.
• W2943594368 hasConcept C17744445 @default.
• W2943594368 hasConcept C19165224 @default.
• W2943594368 hasConcept C19417346 @default.
• W2943594368 hasConcept C199360897 @default.
• W2943594368 hasConcept C199539241 @default.
• W2943594368 hasConcept C2778012447 @default.
• W2943594368 hasConcept C39549134 @default.
• W2943594368 hasConcept C41008148 @default.
• W2943594368 hasConcept C50522688 @default.
• W2943594368 hasConcept C668760 @default.
• W2943594368 hasConcept C84309077 @default.
• W2943594368 hasConcept C94625758 @default.
• W2943594368 hasConcept C98147612 @default.
• W2943594368 hasConceptScore W2943594368C10138342 @default.
• W2943594368 hasConceptScore W2943594368C120452360 @default.
• W2943594368 hasConceptScore W2943594368C120912362 @default.
• W2943594368 hasConceptScore W2943594368C144024400 @default.
• W2943594368 hasConceptScore W2943594368C144133560 @default.
• W2943594368 hasConceptScore W2943594368C162324750 @default.
• W2943594368 hasConceptScore W2943594368C17744445 @default.
• W2943594368 hasConceptScore W2943594368C19165224 @default.
• W2943594368 hasConceptScore W2943594368C19417346 @default.
• W2943594368 hasConceptScore W2943594368C199360897 @default.
• W2943594368 hasConceptScore W2943594368C199539241 @default.
• W2943594368 hasConceptScore W2943594368C2778012447 @default.
• W2943594368 hasConceptScore W2943594368C39549134 @default.
• W2943594368 hasConceptScore W2943594368C41008148 @default.
• W2943594368 hasConceptScore W2943594368C50522688 @default.
• W2943594368 hasConceptScore W2943594368C668760 @default.
• W2943594368 hasConceptScore W2943594368C84309077 @default.
• W2943594368 hasConceptScore W2943594368C94625758 @default.
• W2943594368 hasConceptScore W2943594368C98147612 @default.
• W2943594368 hasLocation W29435943681 @default.
• W2943594368 hasOpenAccess W2943594368 @default.
• W2943594368 hasPrimaryLocation W29435943681 @default.
• W2943594368 hasRelatedWork W1586692314 @default.
• W2943594368 hasRelatedWork W2091999697 @default.
• W2943594368 hasRelatedWork W2112863895 @default.
• W2943594368 hasRelatedWork W2235487712 @default.
• W2943594368 hasRelatedWork W2525511201 @default.
• W2943594368 hasRelatedWork W2561444572 @default.
• W2943594368 hasRelatedWork W2613099464 @default.
• W2943594368 hasRelatedWork W2737981875 @default.
• W2943594368 hasRelatedWork W2803211594 @default.
• W2943594368 hasRelatedWork W2946106073 @default.
• W2943594368 hasRelatedWork W2966883868 @default.
• W2943594368 hasRelatedWork W2984517544 @default.
• W2943594368 hasRelatedWork W2989556396 @default.
• W2943594368 hasRelatedWork W3002614257 @default.
• W2943594368 hasRelatedWork W3034370083 @default.
• W2943594368 hasRelatedWork W3124334959 @default.
• W2943594368 hasRelatedWork W3185770207 @default.
• W2943594368 hasRelatedWork W3206999969 @default.
• W2943594368 hasRelatedWork W76369638 @default.
• W2943594368 hasRelatedWork W1995202665 @default.
• W2943594368 isParatext "false" @default.
• W2943594368 isRetracted "false" @default.
• W2943594368 magId "2943594368" @default.
• W2943594368 workType "article" @default.