000			01329nam a22001457a 4500
999			_c515050 _d515050
008			210109b ||||| |||| 00| 0 eng d
100			_aCrow, M.M. , Whitman, K. and Anderson, D.M _922067
245			_aRethinking academic entrepreneurship: university governance and the emergence of the academic enterprise
260			_aPublic Administration Review
300			_a80(3), May-Jun: p.511-515
520			_aThe theory and practice of academic entrepreneurship, like many domains of public management, requires active recognition that context affects individual behavior. In this Viewpoint essay, the authors contend that the operational logic of a university affects the values and activities of actors within that university in ways that shape the broader entrepreneurial activities of the university. The authors describe a new entrepreneurial organizational logic, termed the “academic enterprise,” and situate it in relation to the more established academy, bureaucratic, and market logics. The academic enterprise is inherently entrepreneurial in terms of the management of the university and its reliance on faculty and student entrepreneurship as a tool for broad‐scale social and economic transformation. - Reproduced
773			_aPublic Administration Review
906			_aHIGHER EDUCATION
942			_cAR