Looking Back – Looking Forward 10th International Workshop on Higher Education Reforms

1. Emerging entrepreneurial universities in university reformsThe moderating role of personalities and social/economic environmentJózsef BerácsCorvinus University of BudapestCenter for Higher Education Studies Looking Back – Looking Forward 10th International Workshop on Higher Education Reforms October 2-4, Ljubljana University of Ljubljana

2. Main Topics • Main characteristics of entrepreneurial universities • Market orientation and entrepreneurial orientation • Economic development – entrepreneurship – the classics • Prestigious entrepreneurial universities • The Corvinus University as entrepreneurial university and reforms • Conclusions

3. Main characteristics of entrepreneurial universities(B.R. Clark: 1998, Hrubos:2004) • Strong and professional management - Top managers, business values, infrastructural development, distribution of income, strategic decisions • Establishing peripheries for development • Industrial park, business park, matrix-organization, project-orientation • Diversified financing • Second and third sources, university autonomy • Strong, stimulating academic background • Better conditions to research, no need for reducing successful activities • Entrepreneurial culture, permeating the whole university • Alumnus • Cases: Warwick, Twente, Strathclyde, Chalmers, Joensuu

4. Market orientation and entrepreneurial orientation • Personal research interest • Marketing – market – market orientation – export market orientation, sales increase • Economic growth – economic development • Theoretical approach • Resource-based view of the firm, Industrial organization theory • Joint effect of macro and micro economic environment • Research – Development – Innovation - Marketing

5. A meta-analysis of the determinants of organic sales growth(Bahadir – Bharadwaj – Parzen: 2009) • Innovation • R&D intensity, number of new products • Market orientation • Generation, dissemination of, and response to market information (intelligence) • Customer and competitor orientation, functional coordination • Entrepreneurial orientation • Innovativeness • Proactiveness • Propensity to take risks • Investments in new businesses

6. Economic development – EntrepreneurshipSchumpeter (1911/1926) – Drucker (1985) – Coase (1917) • Schumpeter (1926): The Theory of Economic Development, • Who is the entrepreneur? (Not average, goesagainst the stream) • What is entrepreneurship? (New combination of production factors) • Types of innovation? NEW: product, market, etc. • Exchange economy vs collective economy (Persuading vs commanding power) • Drucker (1985): Innovation and entrepreneurship in theory and practice • Sometimes big and old companies are real entrepreneurships (McDonalds, GE) • Modern universities, Humboldt Germany, 19th Century, American universities 20th Century (curriculum similar, market different) • Coase (1927): The nature of the firm • Self-employed people who contract with one another vs business firm • Firms can only emerge when an entrepreneur of some sort begins to hire people

7. Prestigious entrepreneurial universities (1) • Oxford University (Nelles-Vorley:2008) • The „Third Mission” has become synonymous with commercializing academic research in UK, Government policy through the HEFCE • Holistic approach – Science Park 12000m2, 60 firms • ISIS Innovation: 10 years: staff 3-37, open projects 168-841, licence deals 4-56, new spin-outs 1-7, consultancy 34-89 • University of Nottingham (Ennew-Fujia:2009) • Top university in foreign students • Campuses in Malaysia and China • Stanford University, Business School (Saloner:2013) • Stanford Executive program (SEP) matrix organization • Reinventing the management education (dean)

8. Prestigious entrepreneurial universities (2) • University of Debrecen • Number 1 in foreign students, marketing organization, agent network • Cooperation of town and university • R&D expenditures, top of foreign tenders • Budapest University of Technology and Economics • Number 1 in R&D expenditures, • Nuclear energy research, education – Vietnam • Spin-off ventures

9. Corvinus University as an Entrepreneurial University and Reforms (1) • 1968 – Kálmán Szabó rector (commanding power) • New, up to date specializations (management, marketing, etc.), but curriculum did not change much • Flexible education system, concentrated periods • Ford scholarship program (young teachers) • 1988 – Csaba Csáki rector (persuading power) and Ernő Zalai vice rector • New curriculum, new subjects, • Matrix organization: National Management Education Center (OVK), International Studies Center (ISC) • George Soros scholarship program (young and medium age) • 2008-2013 ??? (Market motivation – top leaders’ role, salary) • Corvinus University: most influential is the faculty • Bologna process: contradictions • Financial problems, still leading in Hungary, ranked well

10. Corvinus University as an Entrepreneural University and reforms (2) Why successful in 1988? • New generation, young leaders in 1985 • The political and socio-economic environment was favourable for reform • Late communist regime (Kádár) was tolerant • There was a critical mass of professors and students who supported the changes • There were conflicts but: communist party, trade union and young communist organization were behind the reform • Efficient project organization, international evaluators • Capable and courigous people in hierarchical teams • Continouos feadback and corrections, but preserving principles • Good, favourable financial situation • Increasing public financing in real terms • New opportunities to generate extra incomes

11. Conclusions • Entrepreneurship and reformare interwoven in higher education • Entrepreneurship is possible in different university categories, sizes, and hierarchies: motivation • There is a need for entrepreneurial government in public HE sector for changes • There is a need for mission awareness in all three areas (education, research, third party relationship) for international competitiveness