1. Knowledge Entrepreneurship: A Mindset for Leaders in Education Best Practices in internet based Innovation Based on PhD Research: Knowledge Entrepreneurship in Universities : Practice and Strategy in the case of internet based innovation appropriation. Max Senges

3. Research Approach & Theoretic Background

4. Research Theme Higher Education Entrepreneurship Internet 10.12.2007 Max Senges /30

5. techne /professional /training skill episteme /self development/wisdom Bureaucracy mechanistic structure/exact manage/control Complexity/Chaos change becoming/fuzzy emergence University = Rhizomatic CAS

6. Knowledge Performance The Role of Knowledge 10.12.2007 Max Senges /30

7. Knowledge Performance Org. Learning Innovation Learning to Change 10.12.2007 Max Senges /30

8. Knowledge Performance Org. Learning Innovation Knowledge Entrepreneurship The Missing Link 10.12.2007 Max Senges /30

10. Workers (Human capital) Researchers (Human capital) Research results (Knowledge capital) business politics public Education Research Dissemination 3 Missions of the University

12. Methodology

13. Literature Review Philosophy Philosophy of Science & Methodology Knowledge Entrepreneurship Entrepreneurship Higher Education Studies Information Technology Innovation Knowledge Management Cybernetics Complexity Science Sociology Psychology Adorno / Popper Plato Deleuze Gadamer Heidegger Jaspers Welsch Wittgenstein Kant Habermas Sloterdijk Dewey Hutchison Gibbons & Nowotney Denzin Glasser / Strauss / Corbin Haig / Kinach Yin Simon Mautner Tiffin Fuller Harvery & Knight Shattock Bok Clark Etzkowitz Collis & Van der Wende Zellweger Bates Walsham Arquilla Kurzweil Ciborra Faltin Kawasaki Davidsson Schumpeter Drucker Rowley Bouchikhi Leadsbetter McDonald Coulson Skrzeszewski Hayek Hull Maslow Toffler Stacey Mitleton-Kelly McMillan Chia Castells Sassen Giddens Luhman Durkheim Parson & Platt Heylighten v. Förster Frankl Lombardo Erikson Vogotzky Nonaka & Takeuchi Senge Cohen & Levinthal v. Hippel Rogers Lee, Choo, Gay Fleischmann 10.12.2007 Max Senges /30

14. Case Studies

15. Cross - Case Analysis 10.12.2007 Max Senges /30 11,83% 136 1,36% 144 1,76% 305 IT % of the whole - € per Student 46 741 145 1148 292 301 718 10 625 350 000 000 10 294 135 247 000 17 339 Budget - per student 1:26 1.11 1:63 1:13 Prof/Student ratio 5% 16% 32 % Foreign Students 40 707 27 510 34 000 7800 Students 1995 1970 1948 1895 Foundation Distance Education Technical General (Area Studies) Research & Elite –Social Sciences Type UOC UPC FU LSE

16. Phenomenological Action Research Thesis as Unit of Analysis Action Research = participation & reflection Phenomenological = eclectic observation of phenomenon Validation through expert feedback & deliberation 10.12.2007 Max Senges /30

17. Findings

18. What enables entrepreneurship? Gestell (Infrastructure /Milieu) Mindset

19. - Governance Structure - Informality & Transparency - Resources (Capital) - Institutionalized Practices What enables the entrepreneurial gestell? 10.12.2007 Max Senges /30

20. Best Practice Institutionalization of practices: Case UPCnet 10.12.2007 Max Senges /30

21. - Existentialism  internal locus of control - Axiology  value priorities  entrepreneuring - Pragmatism  entrepreneurial practice - Ethics  co-think, differentiation What enables an entrepreneurial mindset? 10.12.2007 Max Senges /30

22. Existentialism Axiology & Teleology Pragmatism Ethics & Sustainability Persona

24. Thank You

25. Originating Theory Knowledge Entrepreneurship Org. Learning Culture Leadership Environmental Awareness Vision & Strategy Communication New Project Support Risk Tolerance Innovation Organizational Setting

26. Interpretative Framework Rival Explanation Economic Context Physical location Political instability University Setting History Setting Members Location Type Specialization Business Model Finance IT Setting History IT infrastructure Internet Use e-learning e-research website & intranet Research Results Education Results 3. Mission Knowledge Entrepreneurship Communication Environmental Awareness Risk Tolerance Vision & Planning New Project Support Condition Organisational Learning Governance Structure Culture (Practice)

27. Case Studies 4 very heterogeneous cases 4 languages 93 explorative interviews Stakeholder validation 10.12.2007 Max Senges /30

28. LSE – Global Player in a British climate Setting & Condition Founded by socialist entrepreneur, now “death of idealism” luxury “we decide to change”; trendsetter; niched Research strength  Reputation (+ Enterprise LSE) --> foreign “cash cows” Inclusive strategy development & implementation practices (documents as conversations) Innovation Integration Strategy informed specialist selection for opportunity provision  “ offer has to be convincing” 10.12.2007 Max Senges /30

29. FU Berlin - Academic Freedom, State Dependency, and the Struggle for Excellence Setting & Condition Is managing a ~50% cut of state support “ State of emergency” administrating the change  excellence initiative  vision Internal locus of control but external teleology Decentralized collective; effective but authoritative leadership Innovation Integration External funding opportunities for internal opportunity creation 10.12.2007 Max Senges /30

30. UPC -Technocratic Knowledge Manufacturer Setting & Condition Delivers vocational training Well developed tech-trans & spin-offs (weak environment) Very democratic governance, De-central with planned strategy process Indicator culture No IT leadership Innovation Integration Strategy informed multi-stakeholder mesh IT outsourced to spin-off; FIB in-house champion (role model effect) Strong library services (SWOT, initiator) 10.12.2007 Max Senges /30

31. UOC – A Sleeping Innovator Setting & Condition Charismatic veteran who created a slick university machine with (economic) entrepreneurial experiments Rector centered, little transparent --> behind the scenes politics New team since 2006 (epochal upheaval awaited) Business Model: Scalability Innovation Integration Very innovative start  business as usual, tamed (toothless) technology “ Integrator not innovator”, Serendipidy, outsource & bricolage 10.12.2007 Max Senges /30