Abstract: Sweden has succeeded to maintain a high level of
growth and development and has managed to sustain highly ranked
position among the world’s developed countries. In this regard,
Swedish universities are playing a vital role in supporting innovation
and entrepreneurship at all levels and developing Swedish knowledge
economy. This paper is aiming to draw on the experiences of two leading
Swedish universities, addressing their transformation approach to
create entrepreneurial universities and fulfilling their objectives in the
era of knowledge economy. The objectives of the paper include: 1) Introducing the Swedish
higher education and its characteristics. 2) Examining the
infrastructure elements for innovation and Entrepreneurship at two of
the Swedish entrepreneurial universities. 3) Addressing the key
aspects of support systems in the initiatives of both Chalmers and
Gothenburg universities to support innovation and advance
entrepreneurial practices. The paper will contribute to two discourses: 1) Examining the
relationship between support systems for innovation and
entrepreneurship and the Universities’ policies and practices. 2)
Lessons for University leaders to assist the development and
implementation of effective innovation and entrepreneurship policies
and practices.
Abstract: This exploratory study gives an overview of the
evolution of the main financial and performance indicators of the
Academic Spin-Off’s and High Growth Academic Spin-Off’s in year
3 and year 6 after its creation in the region of Catalonia in Spain. The
study compares and evaluates results of these different measures of
performance and the degree of success of these companies for each
University.
We found that the average Catalonian Academic Spin-Off is small
and have not achieved the sustainability stage at year 6. On the
contrary, a small group of High Growth Academic Spin-Off’s
exhibits robust performance with high profits in year 6. Our results
support the need to increase selectivity and support for these
companies especially near year 3, because are the ones that will bring
wealth and employment. University role as an investor has rigid
norms and habits that impede an efficient economic return from their
ASO investment.
Universities with high performance on sales and employment in
year 3 not always could sustain this growth in year 6 because their
ASO’s are not profitable. On the contrary, profitable ASO exhibit
superior performance in all measurement indicators in year 6. We
advocate the need of a balanced growth (with profits) as a way to
obtain subsequent continuous growth.