Purpose: The purpose of this paper is to investigate why entrepreneurial universities choose a particular business strategy focussing on diversification and multi-nationalisation, and the role of intellectual capital (IC) in supporting such strategies. Design/methodology/approach: The research question is answered through an exploratory case study of the University of Bari, Italy. Data were collected from strategic plans, annual reports, national evaluation reports and semi-structured interviews with the university’s board members and analysed using Secundo et al.’s (2016) collective intelligence framework. Findings: The authors show how contingency factors, such as economic and historical reasons, justify both the diversification and internationalisation strategies, and how they both rely on IC. Practical implications: The results of this study can be used by managers to support the development of entrepreneurial university strategies. Originality/value: The paper is novel because it provides theoretical justification to strategy development in a university setting. Additionally, the findings contribute to the fourth stage of IC research by showing how IC can be used to support diversification and internationalisation in a university and support third mission goals. Finally, the paper provides an empirical application of the Secundo et al.’s (2016) model for understanding IC in universities.

Entrepreneurial universities and strategy: the case of the University of Bari

Massaro, Maurizio;
2019

Abstract

Purpose: The purpose of this paper is to investigate why entrepreneurial universities choose a particular business strategy focussing on diversification and multi-nationalisation, and the role of intellectual capital (IC) in supporting such strategies. Design/methodology/approach: The research question is answered through an exploratory case study of the University of Bari, Italy. Data were collected from strategic plans, annual reports, national evaluation reports and semi-structured interviews with the university’s board members and analysed using Secundo et al.’s (2016) collective intelligence framework. Findings: The authors show how contingency factors, such as economic and historical reasons, justify both the diversification and internationalisation strategies, and how they both rely on IC. Practical implications: The results of this study can be used by managers to support the development of entrepreneurial university strategies. Originality/value: The paper is novel because it provides theoretical justification to strategy development in a university setting. Additionally, the findings contribute to the fourth stage of IC research by showing how IC can be used to support diversification and internationalisation in a university and support third mission goals. Finally, the paper provides an empirical application of the Secundo et al.’s (2016) model for understanding IC in universities.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/10278/3711654
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