Academic entrepreneurship in MMU: a case study of the Centre for Enterprise

Academic entrepreneurship in MMU: a case study of the Centre for Enterprise
Document type
Working Paper
Author(s)
Jones, Oswald; Macpherson, Allan; Woollard, David
Publisher
Manchester Metropolitan University Business School
Date of publication
21 June 2007
Series
Manchester Metropolitan University Business School Working Papers
Subject(s)
Small business & enterprise: the practicalities of running a small business and the theory of entrepreneurship, Business & management history: including the development of management thought
Corporate subject(s)
Manchester Metropolitan University
Collection
Business and management
Material type
Reports

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Within the UK, universities have been obtaining additional income by engaging in the commercialisation of scientific knowledge and general economic development. This paper examines the creation and growth of a centre for enterprise, based in a new university, which was established to give coherence to small firm related activities. The Centre for Enterprise (CfE) now has 21 full-time staff and a number of associate researchers who are engaged in a wide range of activities associated with the management of small and medium enterprises (SMEs) and the support of nascent entrepreneurs. The paper draws on the concept of ‘tipping points’ to demonstrate the way in which a number of crises were negotiated during the CfE’s growth. It demonstrates that issues of strategy and people management were particularly significant in pursuing a growth strategy, although strategy was incremental and evolutionary rather than based on the classical rational model associated with Ansoff. In summary, the CfE’s strategic orientation focused on building an organization which was entrepreneurial, flexible and responsive to new opportunities.

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