Mónica Arroyo-Vázquez

Entrepreneurship Encouragement and Business Development Support at Universities and Science Parks Proposal for a New Conceptualization

New stakeholders and new roles for old stakeholders have emerged with the development of entrepreneurial universities. A new systemic framework is therefore required which includes these various stakeholders and their goals and thus gives a clear picture of the process of entrepreneurship encouragement and business development support (EE&BDS). The authors propose a model for knowledge transfer and company growth in the context of entrepreneurial universities and science parks. This integrative approach to the roles of the different stakeholders, activities, tools, goals and needs facilitates the arrangement and management of the EE&BDS process. The authors describe and assess their EE&BDS model, presenting the case of the Polytechnic University of Valencia (UPV) and the science park linked to it, the Polytechnic City of Innovation (CPI). The analysis identifies the roles of and relationships among the UPV-CPI stakeholders and shows how this integrative approach can enhance the EE&BDS process for the institution.

Entrepreneurial-innovative university services: A way to integrate in the university's third mission

The so-called ‘Third Mission’ of the university is under debate for the last 20–30 years (Laredo, 2007) and this mission has received a wide variety of interpretations. In this chapter we adhere to execution of activities that contribute to the economic and social development of its territory. This new idea of the university as an entrepreneurial one requires a reorientation of its strategy to cope with the challenges imposed by its new task towards society. In this sense, the Entrepreneurship Support Programmes (ESPs), as university services, are a central element in the fulfilment of the aims and objectives of any entrepreneurial university, as those that combine and integrate the traditional activities of education and research with the contribution to the economic and social development (Etzkowitz, 1998; Goddard, 1998). The ESP services consist, for example, of programmes that promote entrepreneurship in all the fields; they support the creation of new innovative companies with a scientific or technologic base; they support the development of university spin-off and training related to the creation and management of companies; and they promote university–company relationship and interaction between other factors (Arroyo-Vazquez & van der Sijde, 2008). The reorientation of the strategy of the university into an entrepreneurial one involves also a strategy with regard to the universitys ‘entrepreneurial’ services, which have to adapt to the new demands and needs of the universitys ‘new’ users, entrepreneurs and companies as well as university staff members.