2.50
Hdl Handle:
http://hdl.handle.net/2173/93150
Title:
Entrepreneurial ventures in higher education: analysing organisational growth
Authors:
Jones, Oswald; Macpherson, Alan; Woollard, David
Citation:
International small business journal, 2008, vol. 26, no. 6, pp. 683-708
Publisher:
Sage Publications Ltd.
Issue Date:
2008
URI:
http://hdl.handle.net/2173/93150
DOI:
10.1177/0266242608096089
Additional Links:
http://isb.sagepub.com/
Abstract:
This article examines the creation and growth of a Centre for Enterprise (CfE), based in Manchester Metropolitan University (MMU) Business School, which grew in 6 years to a total of 21 staff. In the article we draw on the concept of `strategic space' to demonstrate the way in which a number of crises were negotiated during the CfE's growth.We demonstrate that issues of strategy and people management were particularly significant `tipping points' in pursuing a growth strategy.This strategy was incremental and evolutionary rather than based on the classical rational model associated with Ansoff. In order to develop both research and business support capabilities in the CfE, strategy emerged as `crises of knowing' that were resolved in response to the specific institutional contexts in which the CfE was located. In summary, the CfE's strategic orientation focused on building an organization that was entrepreneurial, flexible and responsive to new opportunities.
Type:
Article
Language:
en
Description:
Full-text of this article is not available in this e-prints service. This article was originally published in International Small Business Journal, published by and copyright Sage.
Keywords:
Enterprise centres; Evolution; Growth; Knowledge; Tipping points
ISSN:
0266-2426

Full metadata record

DC FieldValue Language
dc.contributor.authorJones, Oswalden
dc.contributor.authorMacpherson, Alanen
dc.contributor.authorWoollard, Daviden
dc.date.accessioned2010-02-26T13:31:16Z-
dc.date.available2010-02-26T13:31:16Z-
dc.date.issued2008-
dc.identifier.citationInternational small business journal, 2008, vol. 26, no. 6, pp. 683-708en
dc.identifier.issn0266-2426-
dc.identifier.doi10.1177/0266242608096089-
dc.identifier.urihttp://hdl.handle.net/2173/93150-
dc.descriptionFull-text of this article is not available in this e-prints service. This article was originally published in International Small Business Journal, published by and copyright Sage.en
dc.description.abstractThis article examines the creation and growth of a Centre for Enterprise (CfE), based in Manchester Metropolitan University (MMU) Business School, which grew in 6 years to a total of 21 staff. In the article we draw on the concept of `strategic space' to demonstrate the way in which a number of crises were negotiated during the CfE's growth.We demonstrate that issues of strategy and people management were particularly significant `tipping points' in pursuing a growth strategy.This strategy was incremental and evolutionary rather than based on the classical rational model associated with Ansoff. In order to develop both research and business support capabilities in the CfE, strategy emerged as `crises of knowing' that were resolved in response to the specific institutional contexts in which the CfE was located. In summary, the CfE's strategic orientation focused on building an organization that was entrepreneurial, flexible and responsive to new opportunities.en
dc.language.isoenen
dc.publisherSage Publications Ltd.en
dc.relation.urlhttp://isb.sagepub.com/en
dc.subjectEnterprise centresen
dc.subjectEvolutionen
dc.subjectGrowthen
dc.subjectKnowledgeen
dc.subjectTipping pointsen
dc.titleEntrepreneurial ventures in higher education: analysing organisational growthen
dc.typeArticleen
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