본문 바로가기
KERD
논문KCI 등재

기업가적 대학(entrepreneurial university)의 개념적 프레임워크 개발; 탐색적 사례연구

Developing a Conceptual Framework of an Entrepreneurial University: An Exploratory Case Study

이채원|Marc Meyer
한국진로·창업경영학회 (The Korean Career·Entrepreneurship & Business Association)|2021.02|한국진로창업경영학회지 (The Journal of Korean Career·Entrepreneurship & Business Association)|제5권 제1호|pp. 1-27|DOI https://doi.org/10.48206/kceba.2021.5.1.1

0

조회

0

다운로드

8

인용

0

참고문헌

키워드

entrepreneurship education기업가정신 교육기업가적 대학경험적 교육개념적 프레임워크탐색적 사례연구entrepreneurial universityuniversity entrepreneurship ecosystemsexperiential learning.

초록

기업가정신은 현 경제체계의 문제점을 해결하는 대안으로 여러 국가들이 강조하고 있다. 특히 대학은 기업가적 경제(entrepreneurial economy)에서 매우 중요한 역할을 하고 있다. 대학은 연구 및 교육 기능을 넘어서 ‘자연적 인큐베이터 역할을 수행하며 경제적 가치 및 사회적 임팩트를 창출’하는 기업가적 대학(entrepreneurial university)로의 역할이 기대되고 있다. 기업가적 경제에서 대학의 중요성에 대해 많은 논의가 이루어진 것에 반해 기업가적 대학의 학문적 연구는 미비한 상황이다. 이에 본 연구는 기업가적 대학의 개념을 정리하고, 기업가적 대학을 설명할 수 있는 개념적 프레임워크를 제시하여 기업가적 대학에 대한 이해를 높이고자 하였다. 기업가적 대학을 설명할 수 있는 주요 구성요소로는 기업가정신 교육(entrepreneurial education), 경험적 교육(experiential learning), 벤처창업(venture companies), 외부협력요소(collaboration with stakeholder)로 도출되었다. 도출된 개념적 프레임워크의 구성요소에 기반하여 본 연구는 3개 대학을 대상으로 탐색적 비교사례연구를 실시하였다. 중요성에 비해 연구가 미진했던 기업가적 대학의 개념적 프레임워크를 제시하였다는 점에서 본 연구의 기여점을 찾을 수 있으며, 추후 기업가적 대학의 성과 평가에 대한 실증연구가 이루어질 수 있도록 기업가적 대학 관련 측정변수의 개발이 필요하다고 본다.

Abstract

This paper develops a conceptual framework for the entrepreneurial university. The role of universities has changed over the last several decades from being viewed solely as academic learning centers to becoming engines of innovation for creativity to create new economic value and social impact, the basis for new companies and the next generation products, systems, and therapies upon such companies are based. Many universities have tried to transform themselves into more effective entrepreneurial engines. However, while there are numerous specific programs and initiatives having this intent, there is no higher level, integrative framework for University entrepreneurship ecosystem design to guide such efforts. Specific data are reported for two large Korean universities and one American institution. The two Korean universities has active entrepreneurship centers and receive considerable government funding. The American University is well-regarded for its entrepreneurship success, being the recipient of the 2020 award for Outstanding Contributions to Venture Creation Best Venture Creation by the Global Consortium of Entrepreneurship Centers. The entrepreneurship university framework proposed here has four major dimensions. The first dimension is entrepreneurship education, providing specific innovation design and business planning methods for undergraduate, graduate, and post-graduate participants. In addition to assessing the breadth and depth of classroom offerings programming, we assessed the specific and aggregated capabilities of the teaching faculty itself, as well student engagement in said programs. The second dimension is experiential learning, the degree to which universities provide work internships in dynamic venture companies, or, allow students to self-intern in their own startups with industry mentorship. Internship count, structure, and type are metrics here. The third major dimension is are the specific processes and funding provided by universities to incubate new companies, as measured not just by the number of startups, but participation rates throughout the University, the type of ventures (in terms of being technologically intensive, non-lifestyle ventures), and their sustained success. This third dimension also incorporates a University’s mentoring system to complement faculty and University staff. The fourth dimension encompasses the integration by the University in its regional entrepreneurship ecosystem and its various stakeholders. This includes the planned interactions and programs with adjacent accelerators, government agencies, and early-stage investors for the purpose of allowing University ventures to advance to the next level of startup, and then, scale up. Using a structured research instrument, we conducted in-depth data collection for specific data items within each of the four major dimensions in the higher-level framework. Using these data, we then compared the educational, experiential, and external programs of these universities, assessing each university’s strengths and weakness according to our framework. Then, in aggregate across the three Universities, we identified best practices for each of the four dimensions. While the primary purpose of this study is to provide an integrative framework for University-based entrepreneurship ecosystems, it also had a practical outcome. By contrasting their current approaches to observed best practices, University administrators could develop specific improvement plans for their respective entrepreneurship ecosystems.

참고문헌 (61)

  1. 김규태, "한국 고등교육행정 연구 동향의 성찰과 과제", 교육행정학연구, 28(3), pp.181~204 (2010), 한국교육행정학회
  2. 삼성경제연구소, "벤처기업 창업 및 육성 5개년 계획", ~ (1998)
  3. 대학 창업지원모델 선진화를 위한 창업생태계 평가도구 개발 및 혁신전략 수립, "이채원", 창업진흥원, ~ (2018)
  4. 이현숙, "공감, 도덕적 의무감, 사회적 지지에 대한 인식이사회적 기업가적 의도에 미치는 영향", 벤처창업연구, 12(5), pp.127~139 (2017), 한국벤처창업학회[DOI]
  5. 임한려, "기업가형 대학(Entrepreneurial University)을 위한 대학의 창업 성과 영향요인 분석", 벤처창업연구, 15(2), pp.19~32 (2020), 한국벤처창업학회[DOI]
  6. Audretsch, D. B., "From the Entrepreneurial University to the University for the Entrepreneurial Society", The Journal of Technology Transfer, 39(3), pp.313~321 (2014)
  7. Audretsch, D. B., "Social Capital Building and New Business Formation: A Case Study in Silicon Valley", International Small Business Journal, 29(2), pp.152~169 (2011)
  8. Bae, T. J., "The Relationship Between Entrepreneurship Education and Entrepreneurial Intentions: A Meta‐Analytic Review", Entrepreneurship Theory and Practice, 38(2), pp.217~254 (2014)
  9. Baker, A. C., "Conversation as Experiential Learning, Conversational Learning: An Experiential Approach to Knowledge Creation" (2002), Quorum Books
  10. Baldini, N., "Organisational Change and the Institutionalisation of University Patenting Activity in Italy", MINERVA, 52, pp.27~53 (2014)
  11. Clark, B. R., "The Entrepreneurial University: New Foundations for Collegiality, Autonomy, and Achievement", Higher Education Management, 13(2), pp.9~24 (2001)
  12. Davies, J. L., "The Emergence of Entrepreneurial Cultures in European Universities", Higher Education Management, 13(2), pp.25~43 (2001)
  13. De Jager, H. J., "Towards an Innovation and Entrepreneurship Ecosystem: A Case Study of the Central University of Technology, Free State", Science, Technology & Society, 22(2), pp.310~331 (2017)
  14. Desrochers, P., "Entrepreneurial Policy: The Case of Regional Specialization vs. Spontaneous Industrial Diversity", Entrepreneurship Theory and Practice, 32(5), pp.813~832 (2008)
  15. Dubini, P., "The Influence of Motivations and Environment on Business Start-ups:Some Hints for Public Policies", ﾠJournal of Business Venturing, 4(1), pp.11~26 (1989)
  16. Etzkowitz, H., "The Future of the University and the University of the Future: Evolution of Ivory Tower to Entrepreneurial Paradigm", Research Policy, 29(2), pp.313~330 (2000)
  17. Etzkowitz, H., "Research Groups as ‘Quasi-Firms': The Invention of the Entrepreneurial University", Research Policy, 32(1), pp.109~121 (2003)
  18. Fayolle, A., "Assessing the Impact of Entrepreneurship Education Programmes: A New Methodology", Journal of European Industrial Training, 30(9), pp.701~720 (2006)
  19. Fayolle, A., "Handbook on the Entrepreneurial University", pp.1~10 (2014), Edward Elgar
  20. Feldman, M. P., "The Entrepreneurial Event Revisited: Firm Formation in a Regional Context", Industrial and Corporate Change, 10(4), pp.861~891 (2001)
  21. Global Entrepreneurship Monitor Annual Report, "GEM Global Report", GERA, ~ (2019)
  22. Hautanen, J., "Some Remarks, Ideas & Suggestions from Visits in CUT between April 11–17", JAMK University of Applied Sciences, ~ (2015)
  23. Isenberg, D. J., "How to Start an Entrepreneurial Revolution", Harvard Business Review, 88(6), pp.40~50 (2010)
  24. Johnstone, A., "Drivers of University–Industry Links: The Case of Knowledge-Intensive Business Service Firms in Rural Locations", Regional Studies, 50(8), pp.1330~1345 (2016)
  25. Kolb, D. A, "Experiential Learning: Experience as the Source of Learning and Development (Vol. 1)" (1984), Prentice-Hall
  26. Kuratko, D. F., "The Emergence of Entrepreneurship Education: Development, Trends, and Challenges", Entrepreneurship Theory and Practice, 29(5), pp.577~598 (2005)
  27. Lasrado, V., "Do Graduated University Incubator Firms Benefit from their Relationship with University Incubators?", The Journal of Technology Transfer, 41(2), pp.205~219 (2016)
  28. Miller, D., "The Campus as Entrepreneurial Ecosystem" (2017), The University of Chicago
  29. Moylan, T., "Exploratory Studies on the Use of Experiential Learning in Entrepreneurship Education", Journal of Teaching and Learning in Higher Education, 8(1), pp.2531~2554 (2016)
  30. OECD, "Higher Education Management – Education and Skills", OECD Publications Service, ~ (2001)
  31. OECD, "A Guiding Framework for Entrepreneurial University", ~ (2012)
  32. Powers J. B., "University Start-up Formation and Technology Licensing with Firms that Go Public: A Resource-Based View of Academic Entrepreneurship", Journal of Business Venturing, 20(3), pp.291~311 (2005)
  33. Pugh, R., "The Entrepreneurial University and the Region: What Role for Entrepreneurship Departments?", European Planning Studies, EPS 25th Anniversary Special Issue, 26(9), pp.1835~1855 (2018)
  34. Rose, M., "Opportunities, Contradictions and Attitudes: The Paradox of University-Business Engagement Since 1960", Business History, 55(2), pp.259~279 (2012)
  35. Shattock, M., "European Universities for Entrepreneurship: Their Role in the Europe of Knowledge the Theoretical Context", Higher Education Management and Policy, 17(3), pp.13~ (2005)
  36. Shine, W. D., "The Halo Effect and Technology Licensing: The Influence of Institutional Prestige on the Licensing of University Inventions", Management Science, 49(4), pp.478~496 (2003)
  37. Siegel, D. S., "Analyzing the Effectiveness of University Technology Transfer: Implications for Entrepreneurship Education", Advances in the Study of Entrepreneurship, Innovation, and Economic Growth, 16, pp.1~38 (2005)
  38. Slaughter, S., "Academic Capitalism: Politics, Policies, and the Entrepreneurial University" (1997), The Johns Hopkins University Press
  39. Soares, V. A., "The Entrepreneurial University. A Fine Answer to a Difficult Problem?", Higher Education in Europe, 24(1), pp.11~21 (1999)
  40. Stam, E., "Entrepreneurial Ecosystems and Regional Policy: A Sympathetic Critique", European Planning Studies, 23(9), pp.1759~1769 (2015)
  41. Yin, R, "Case Study Research Design and Methods" (2003), Sage
  43. Brown, A. D., "The Effect of organizational Culture on Communication and Information", Journal of Management Studies, 31(6), pp.807~828 (1994)
  44. Cameron, K. S., "Competing Values Leadership: Creating Value in Organizations" (2006), Edward Elgar Cheltenham
  45. correlation analysis for the behavioral sciences, "Applied multiple regression", pp.1983, Cohen, J.
  46. Coyle-Shapiro, J. A-M., "Contingent and Non-Contingent Working in Local Government: Contrasting Psychological Contracts", Public Administration, 80(1), pp.77~101 (2002)
  47. Deutschman, M. T., "An ethnographic study of nursing home culture to define organizational realities of culture change", Journal of Health and Human Services Administration, 28(1), pp.246~281 (2005)
  48. Dionne, S. D., "Substitutes for leadership, or not", Leadership Quarterly, 16(1), pp.169~193 (2005)
  49. Duncan, W. J., "Organizational Culture : 'Getting a Fix' on an Elusive Concept", Academy of Management Executive, 3, pp.229~236 (1989)
  50. Fredrickson, B., "What good are positive emotions?", Review of General Psycology, 2, pp.300~319 (1998)
  51. Fredrickson, B., "The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions", American Psychologist, 56, pp.218~226 (2001)
  52. Gooty, J., "In the Eyes of the Beholder : Transformational Leadership, Positive Psychological Capital and Performance", Journal of Leadership and Organizational Studies, 15, pp.353~367 (2009)
  53. Jaskyte, K., "Studying culture as an integral aggregate variable : Organizational culture and innovation in a group of nonprofit organizations", Field Methods, 16(3), pp.265~284 (2004)
  54. Luthans, F., "Emerging Positive Organizational Behavior", Journal of Management, 33, pp.321~349 (2007)
  55. Luthans, F., "Positive Psychological Capital : Measurement and Relationship with Performance and Satisfaction", Personnel Psychology, 60, pp.541~572 (2007)
  56. Luthans, F., "Psychological Capital: Developing the Human Competitive edge" (2007), Oxford University Press
  57. Maignan, I., "Corporate citizenship : Cultural antecedents and business benefits", Journal of Academy of Marketing, 27(4), pp.455~469 (1995)
  58. Norman, S. M., "The Interactive Effects of Psychological Capital and Organizational Identity on Employee Organization Citizenship and Deviance Behaviors", Journal of Leadership & Organizational Studies, 17(4), pp.380~391 (2010)
  59. Quinn, R. E., "Paradox, Planning, and Perseverance : Guidelines for Managerial Practice", Managing Organizational Transitions, 2(9), pp.5~3 (1984)
  60. Sathe, V., "Implications of corporate culture : A manager's guide to action", Organizational Dynamics, 12(2), pp.5~23 (1983)
  61. Smircich, L., "Concept of culture and Organizational Analysis", Administrative Science Quarterly, 28, pp.339~358 (1983)

이 간행물의 다른 논문 (4건)

스마트 관광 스타트업의 플랫폼 전략이환수, 윤혜미pp. 28-50체험형 창업교육이 대학생의 창업의도에 미치는 영향 : 창업스킬, 기업가정신 매개효과를 중심으로김용태pp. 51-75대학생의 진로역량 기반 교과 개발 및 효과오현주, 문윤경, 김미경pp. 76-96대학취업지원프로그램이 전공일치취업에 미치는 영향 : 전공만족도와 재학 중 근로경험의 조절효과 검증남정민, 이소정pp. 97-116
원문 보기