Models of Organisational and Managerial Capability for the Entrepreneurial University in Australia

Barbara J Cargill

Doctor of Business Administration 2007

qualitative research framework where an initial model based on a literature synthesis. All are either present or recent vicechancellors. People. and appear to be only mildly successful at it. There is some overlap with those elements Clark originally identified but also some notable additional emphasis and detail added. They are labelled Context. It is concluded that where entrepreneurship is handled as a marginal. the capability clusters related to relationship with environment and Context and that relating to Strategy and strategic leadership in general are found to be more important than Clark indicated. the participants are engaged in dialogue about the model. whilst others are entrepreneurial by any measure and yet do not state that aim. Enabling Mechanisms and Culture and Internal Politics in this study. The study concludes that there are five clusters of capabilities involved in building an entrepreneurial university in the Australian setting. it is likely to result in haphazard outcomes. higher education industry experts and bureaucrats. successful entrepreneurship in and by Australian universities essentially requires greater emphasis on the capabilities of strategic management and plans that place entrepreneurship centrally in an integrated strategic entrepreneurship framework. or halfhearted pursuit. In this study. ________________________ . The study is undertaken in an interpretive. In contrast. optional. their respective university strategies and concerns are also incorporated to add rich meaning to their views on the model itself. not always enhancing or progressing the institution in its desired direction. refining and commenting on it until their views are incorporated and it more closely approximates their own mental models for the practice of entrepreneurship in the university. Strategy. current national and international trends.Abstract Prompted by the observation that some Australian universities state that they wish to be entrepreneurial. In two iterations. It asks the key question ‘What does it take?’ in seeking to identify the organisational and managerial capabilities that underpin successful entrepreneurial outcomes with a view to developing a model that can assist senior university executives in their managerial and leadership practice. is presented to a group of participants. or are senior technology transfer managers concerned with direct entrepreneurial efforts in larger universities. Their comments about related issues of government policy. this study explores what it means to be an entrepreneurial university in the complex and challenging Australian context. using the work of Clark as a starting point. more crucial in the present Australian context and generally more underdeveloped in Australia than the current circumstances would indicate is necessary. and the concept not fully embraced.

_____________________________ i . Lastly. I also thank my supervisor. as they wished to be. I had some wonderful. Professor Miles Nicholls. I thank my husband. for his unswerving confidence that I could do this. but not least.Acknowledgements This study could not have been undertaken without the generous and candid participation of many very busy people. and I here acknowledge and thank all of them for their contribution and interest in the topic. for her clarity. judgement and support. All of them remain anonymous in the text of this research. Professor Nita Cherry. insightful and animated discussions with them. and for his encouragement and practical help when some substantial family and personal difficulties made hard work of this project and threatened to derail both it and me.

Barbara J Cargill ii . and where the work is based on joint research or publications. except where due reference is made in the text of the thesis. to the best of my knowledge contains no material previously published or written by another person except where due reference is made in the text of the thesis.Declaration I declare that this thesis:• • • contains no material which has been accepted for the award to me of any other degree or diploma. discloses the relative contributions of the respective workers or authors.

specific Clark reference Appendix 14 –Good Examples of e’ship capability Appendix 15 .A. iv v 1 11 75 100 147 163 192 210 213 215 216 218 221 227 228 231 233 277 279 281 282 284 288 290 291 292 309 328 iii .Fig. Chapter 5: ‘Round 2’ Results and Analysis – A Dynamic ‘Map’ of Capabilities 8. List of Abbreviations 3. data summary by participant type Appendix 16 – Clustered codes Appendix 17. Appendices :Appendix 1 – Letter of approach Appendix 2 – Introductory statement Appendix 3 – Agreement/consent Appendix 4 – Round 1 questions Appendix 5 – Round 1 interview analysis template Appendix 6 – Table 3 –Emerging five clusters Appendix 7 – Round 2 questions Appendix 8 – Follow-up letter Appendix 9 – Round 2 interview analysis template Appendix 10 –Aggregated data.6 Original Table 1 mapped to clusters Appendix 19 – Aggregated data (round 2) on round 1 codes Appendix 20 – Aggregated data (round 2) by question Appendix 21 – Published conference paper.Table 2. Chapter 3: The Study – Its Approach and Methods 6.M.5 clustered capability elements. Chapter 1: Introduction 4.Table of Contents 1. Bibliography 10. Chapter 4: ‘Round 1’ Results and Analysis – An Emerging Model 7. List of Tables and Figures 2. round 1 Appendix 18 – Fig. levels of engagement Appendix 13 –Additional code. round 1. by code Appendix 11 – Initial codes generated for interview data Appendix 12 –Additional codes. Chapter 6: The Capabilities Model – Implications for Australian Universities 9. Chapter 2: The Literature 5. B.

Viewed Over Probable Underlying Dynamic Connections of Unspecified Nature and Direction Figure 5 (see Appendix 17) The Clustered Elements of Organisational and Managerial Capability in Becoming an Entrepreneurial University in the Australian Context – Codes Clustered Illustrating Themes in Round 1 Data Figure 6 (see Appendix 18) Key Points from Original Table 1 Mapped onto Five Clusters of Current Study ________ 142 290 291 Table 1 The Entrepreneurial University –Options and Implications For Organisational Practice and Capability Development: A Synthesis of Covin & Miles’(1999) Typology and Clark’s (1998. 2004a&b) Elements. Round 1. By Question Number and Participant Type Table 3 (see Appendix 6) The Entrepreneurial University -Options and Implications for Organisational Practice and Capability Development: Covin & Miles’ (1999) Typology And Clark’s (1998. with Additional Factors from Corporate Entrepreneurship Literature of relevance to Australian Universities Table 2 (see Appendix 15) Summary of Interview Responses. 2003. 2003.Lists of Tables and Figures Figure 1 Diagrammatic View of Theoretical and Co-operative Research Design Chapter 4 Overview Clustered Elements of Organisational and Managerial Capability in Becoming an Entrepreneurial University in The Australian Context – A Series of Unspecified Dynamic Connections 78 100 Figure 2 Figure 3 141 Figure 4 A Notional Managerial Planning/Action Cycle for Becoming an Entrepreneurial University in the Australian Context. 2004a&b) Elements (with Additonal Factors from Corporate Entrepreneurship Literature Relevant to Australian Universities) – Dissected into Five Clusters of Emerging Model Table 4 Clark’s Five Elements Compared with Five Clusters Emerging from this Study 87 284 221 146 iv .

Science and Training Intellectual Property Human Resources/ Human Resource Management v .List of Abbreviations RBV SCA DCV CV CE Unis DEST IP HR/HRM Resource Based View Sustained Competitive Advantage Dynamic Capabilities View Corporate Venturing Corporate Entrepreneurship Colloquial abbreviation for ‘universities’ Department of Education.