Enhanced descriptions from Syndetics:

·What can be done to ensure universities are well positioned to meet the challenges of the fast moving world of the 21st century?

This is the central question addressed by Burton R. Clark in this significant new volume which greatly extends the case studies and concepts presented in his 1998 book, Creating Entrepreneurial Universities. The new volume draws on case studies of fourteen proactive institutions in the UK, Europe, Australia, Latin America, Africa, and the United States that extend analysis into the early years of the twenty-first century. The cumulative international coverage underpins a more fully developed conceptual framework offering insight into ways of initiating and sustaining change in universities.

This new conceptual framework shifts attention from transformation to sustainability rooted in a constructed steady state of change and a collegial approach to entrepreneurialism. It contains key elements necessary for universities to adapt successfully to the modern world.

Lessons for reform can be drawn directly from both the individual case studies and the general framework. Overall the book offers a new form of university organization that is more self-reliant and manages to combine change with continuity, traditional academic values with new managerial values.

Essential reading for university administrators, faculty members, students and researchers analysing higher education, and educational policymakers worldwide, this book advocates a highly proactive approach to university change and specifies a new basis for university self- reliance.

Burton R. Clark is Allan M. Cartter Professor Emeritus of Higher Education and Sociology at the University of California, Los Angeles. During his career, he has taught at five leading US universities: Stanford, Harvard, Berkeley, Yale and UCLA. He has published widely on the nature of university organization and the realistic possibilties of reform, linking research for understanding with research for use.

Table of contents provided by Syndetics

• Introduction
• Part 1 Sustaining Entrepreneurialism in European Universities
• Introduction
• Sustainability at Warwick: A Paradigmatic Case
• Strathclyde: Sustaining Change in a Place of Useful Learning
• University of Twente: Balancing on Entrepreneurial Seesaws in a Dutch University
• University of Joensuu: Balancing Sustainability in a Regional Finnish University
• Chalmers University of Technology: Entrepreneurialism Redeemed
• From Transformation to Sustainability
• Part 2 Amplifying Variations in University Entrepreneurialism: Africa, Latin America, Asia, North America
• Introduction - Makerere University: Entrepreneurial Rebound from Academic Pits in Uganda
• The Catholic University of Chile: Lessons from South America
• Monash University: Seizing the Revolutionary Moment in Australia
• Genetic Entrepreneurialism Among American Universities Stanford
• Massachusetts Institute of Technology
• University of Michigan
• University of California, Los Angeles
• North Carolina State University
• Georgia Institute of Technology
• Conclusion
• Part 3 The Self-Reliant University
• The Entrepreneurial Road to University Self-Reliance: Why many universities will not become entrepreneurial
• Key features of entrepreneurail organization in universities
• The modern pathway to university autonomy and self-reliance
• Notes and References
• Index

Author notes provided by Syndetics

Burton R. Clark is Allan M. Carter ProfessorEmeritus of Higher Education and Sociology atthe University of California, Los Angeles. Duringhis career, he has taught at five leading U.S. universities:Stanford, Harvard, Berkeley, Yale, andUCLA. He has published widely on the nature ofuniversity organization and the realistic possibilitiesof reform.