Leadership at an Entrepreneurial University: How Department Heads Manage Multiple Logics at a Scandinavian University

Research output: Contribution to journal › Journal article › Research › peer-review

Standard

Leadership at an Entrepreneurial University : How Department Heads Manage Multiple Logics at a Scandinavian University. / Tavella, Elena; Bogers, Marcel.

In: International Journal of Innovation and Technology Management, Vol. 17, No. 5, 2050035, 2020.

Research output: Contribution to journal › Journal article › Research › peer-review

Harvard

Tavella, E & Bogers, M 2020, 'Leadership at an Entrepreneurial University: How Department Heads Manage Multiple Logics at a Scandinavian University', International Journal of Innovation and Technology Management, vol. 17, no. 5, 2050035. https://doi.org/10.1142/S0219877020500352

APA

Tavella, E., & Bogers, M. (2020). Leadership at an Entrepreneurial University: How Department Heads Manage Multiple Logics at a Scandinavian University. International Journal of Innovation and Technology Management, 17(5), [2050035]. https://doi.org/10.1142/S0219877020500352

Vancouver

Tavella E, Bogers M. Leadership at an Entrepreneurial University: How Department Heads Manage Multiple Logics at a Scandinavian University. International Journal of Innovation and Technology Management. 2020;17(5). 2050035. https://doi.org/10.1142/S0219877020500352

Author

Tavella, Elena ; Bogers, Marcel. / Leadership at an Entrepreneurial University : How Department Heads Manage Multiple Logics at a Scandinavian University. In: International Journal of Innovation and Technology Management. 2020 ; Vol. 17, No. 5.

Bibtex

@article{922c6b902ccf42d3bb252e2e99a4ec53,
title = "Leadership at an Entrepreneurial University: How Department Heads Manage Multiple Logics at a Scandinavian University",
abstract = "Entrepreneurial universities are important drivers of technology, innovation, and economic development from which both universities and the society at large will benefit. University leaders may, however, need to manage conflicting demands posed by multiple logics in their everyday work. Drawing on interviews with university leaders at an elite Scandinavian university faculty, this paper explores how leaders balance competing logics in their everyday work so as to achieve the goals of entrepreneurial universities. The analysis of the interviews identifies mechanisms through which leaders enact different institutional logics through their practices, and how these mechanisms lead to the achievement of outcomes related to entrepreneurial activities. These findings contribute to the literature on individual-level challenges and means to align the teaching, research and entrepreneurial missions of entrepreneurial universities.",
keywords = "Department heads, institutional logics, challenges, complexity, practice, HIGHER-EDUCATION, INSTITUTIONAL LOGICS, ACADEMIC ENTREPRENEURSHIP, OPEN INNOVATION, INDUSTRY, ORGANIZATIONS, SCIENTISTS, SCIENCE, IMPACT, UK",
author = "Elena Tavella and Marcel Bogers",
year = "2020",
doi = "10.1142/S0219877020500352",
language = "English",
volume = "17",
journal = "International Journal of Innovation and Technology Management",
issn = "0219-8770",
publisher = "World Scientific Publishing Co. Pte. Ltd.",
number = "5",

}

RIS

TY - JOUR

T1 - Leadership at an Entrepreneurial University

T2 - How Department Heads Manage Multiple Logics at a Scandinavian University

AU - Tavella, Elena

AU - Bogers, Marcel

PY - 2020

Y1 - 2020

N2 - Entrepreneurial universities are important drivers of technology, innovation, and economic development from which both universities and the society at large will benefit. University leaders may, however, need to manage conflicting demands posed by multiple logics in their everyday work. Drawing on interviews with university leaders at an elite Scandinavian university faculty, this paper explores how leaders balance competing logics in their everyday work so as to achieve the goals of entrepreneurial universities. The analysis of the interviews identifies mechanisms through which leaders enact different institutional logics through their practices, and how these mechanisms lead to the achievement of outcomes related to entrepreneurial activities. These findings contribute to the literature on individual-level challenges and means to align the teaching, research and entrepreneurial missions of entrepreneurial universities.

AB - Entrepreneurial universities are important drivers of technology, innovation, and economic development from which both universities and the society at large will benefit. University leaders may, however, need to manage conflicting demands posed by multiple logics in their everyday work. Drawing on interviews with university leaders at an elite Scandinavian university faculty, this paper explores how leaders balance competing logics in their everyday work so as to achieve the goals of entrepreneurial universities. The analysis of the interviews identifies mechanisms through which leaders enact different institutional logics through their practices, and how these mechanisms lead to the achievement of outcomes related to entrepreneurial activities. These findings contribute to the literature on individual-level challenges and means to align the teaching, research and entrepreneurial missions of entrepreneurial universities.

KW - Department heads

KW - institutional logics

KW - challenges

KW - complexity

KW - practice

KW - HIGHER-EDUCATION

KW - INSTITUTIONAL LOGICS

KW - ACADEMIC ENTREPRENEURSHIP

KW - OPEN INNOVATION

KW - INDUSTRY

KW - ORGANIZATIONS

KW - SCIENTISTS

KW - SCIENCE

KW - IMPACT

KW - UK

U2 - 10.1142/S0219877020500352

DO - 10.1142/S0219877020500352

M3 - Journal article

VL - 17

JO - International Journal of Innovation and Technology Management

JF - International Journal of Innovation and Technology Management

SN - 0219-8770

IS - 5

M1 - 2050035

ER -

ID: 249866336