Abstract

Traditional higher education institutions are undergoing a major transformation requiring them to respond to the new demands of a global market economy. Institutions are experiencing challenges from key external environmental forces of globalization and the market economy, triggering changes to their internal environmental aspects such as academic governance, culture, values, and roles. This combination of external forces and internal changes affects the traditional paradigm of higher education. The forces examined in this study include government accountability of higher education; the growth of global knowledge and advanced technology; and the changing public perception of the role of institutions of higher education. The purpose of this study was to explore the impact of entrepreneurial practices at one Canadian traditional university (an onsite institution of teaching, research, and scholarship). This case study design examined two specific, entrepreneurial graduate programs (Masters and Doctoral) within a department at this mid-size institution of higher education. In-depth interviews with 16 central and senior administrators, and faculty members provided the majority of primary data. Secondary data included organizational documents and research literature pertinent to the purpose of the study. This study identified two areas of concern to participants’ interviewed. First, inconsistent policies and practices regarding entrepreneurial innovations were identified, and secondly, academic resistance to these entrepreneurial practices were noted. This study appears to indicate that in order for the adoption of entrepreneurial practices and innovations to be successful, clear and consistent policies and guidelines must be in place, and academic resistance addressed.