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Academic Entrepreneurship Monitoring and Evaluation Tools

This workshop focuses on the development and implementation of tools to monitor and evaluate academic entrepreneurship in universities. It covers indicators, protocols, guidelines, and a quality management handbook for spin-off programs.

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Academic Entrepreneurship Monitoring and Evaluation Tools

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  1. University Miguel Hernández of Elche Some GlobalStart Tools PAXIS Workshop;Salamanca, June 2005

  2. MAIN TOOLS: Set of indicators to monitor academic entrepreneurship: determinants, start-up activity and wealth creation. Protocol to indentify and assess academic potential global start-ups. Guidelines for implementing a balanced scorecard in entrepreneurial universities. Quality management handbook for spin-off programmes.

  3. Formation of policies Corrective actions Implementation of initiatives Problem identification Evaluation of initiatives Set of Indicators to monitor academic entrepreneurship Main roles of indicators: • Methodology: • Literature review on university resources and capabilities influencing start-up activity. • Delphi survey among experts on academic entrepreneurship. • Review of indicators used in technology transfer surveys.

  4. Set of Indicators to monitor academic entrepreneurship Internal determinants Wealth creation Policies & Strategies Stock of Technology START-UP ACTIVITY INTERNAL IMPACTS Resources & Initiatives EXTERNAL IMPACTS Human Capital • For each block: • Indicators of current state: basic;recommended; global activity. • Indicators of trends: basic;recommended; global activity. • Normalised indicators: academic staff; research expenditures.

  5. Set of Indicators to monitor academic entrepreneurship • Examples of basic indicators: • Policies and strategies: implementation of policies; incentives and rewards; etc. • Stock of technology: patent portfolio; invention disclosures,distribution of patent portfolio by school/field; etc. • Resources and initiatives: work force; work force experience; expenditures; distribution of expenditures/work force by processes, etc. • Human capital: faculty quality, index of intention; R+D industry revenues; etc. • Start-up activity: spin-off portfolio; spin-off activity index; entrepreneurial activity index; equity portfolio; survival rate; technology transfer balance; unit cost; etc. • Internal impacts: revenues from spin-offs; university employment; etc. • External impacts: contribution to GDP; contribution to employment; new product introductions; foreign investments; etc.

  6. Protocol to identify and assess academic potential global start-ups Usefulness: Identification of potential global start-ups in early stages; assessment of potential performance; detection of needs. Users: Spin-off programmes, TTOs, etc. Organisation level Entrepreneur (team) level Environment level Global start-up Further Performance Propensity

  7. Protocol to identify and assess academic potential global start-ups • ENTREPRENEUR LEVEL: • Intentions about internationalisation • Global entrepreneurial orientation • International background • International networks • ORGANISATION LEVEL: • Knowledge/technology intensity • Innovativeness of the technology • Imitability and legal protection • Competitive advantages/firm strategy • Resources employed/needed • ENVIRONMENT LEVEL: • Industry profits and sales growth • Domestic market (limited, saturation) • Foreign markets (intensity of competition, profitability) • Economies of scale • Restrictive government policies • Institutional environment

  8. Guidelines for implementing a balanced scorecard • What is it?: A performance measurement and management system • Focused on academic spin-off/start-up activity Balanced scorecard Users University board Strategic scorecard Spin-off programme/TTO managers Directive scorecard Spin-off programme/TTO staff Levels Operational scorecard

  9. Guidelines for implementing a balanced scorecard • Steps: • Project initiation • Strategy review/ clarification/definition/ analysis • Identification of key result areas • Identification of key management factors • Formulation of targets • Key performance indicators • Implementation plan • Measurement and analysis • Review

  10. Quality Management Handbook for spin-off programmes Total Quality • A management approach, starting from: • Customers’ (entrepreneurs) expectations • Based on: • Leadership • Teamwork • Supported by: • Specific techniques and methods • And concluding in: • Customer satisfaction Total Quality for spin-off programmes Specific issues adaptation

  11. Quality Management Handbook for spin-off programmes MODULE 1. Academic spin-off support structures Academic archetypes to provide support to spin-offs Services, processes and users MODULE 2. Concepts of total quality What does total quality mean? Advantages for spin-off programmes Definition of service quality: expectations and perceptions of entrepreneurs Definition of internal processes quality Measurement of service quality: dimensions of quality

  12. Quality Management Handbook for spin-off programmes MODULE 3. Developing and implementing a total quality system Deficiencies of service quality. Causes and solutions. Total Quality Programmes: leadership, entrepreneurial culture and participation. The quality roadmap. MODULE 4. Quality assurance. Normalisation and certification. ISO and EFQM. Relationships with Total Quality Management.

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