A comparison of the engineering schools at UC Berkeley and Stanford during the 1940s and 1950s shows that having an excellent academic program is necessary but not sufficient to make a university entrepreneurial. Key factors that made Stanford more entrepreneurial than Cal during this period were superior leadership and a focused strategy. The broader institutional context mattered as well. Stanford did not have the same access to state funding as public universities and some private universities. Therefore, in order to gather (...) resources, Stanford was forced to become entrepreneurial first, developing business skills at the same time Cal was developing political skills. Stanford ’s early development of entrepreneurial business skills played a crucial role in the development of Silicon Valley. (shrink)

Increasing attention is paid in the social sciences and management studies to the constitution and claims of different theories, perspectives, and "paradigms." This book is one of the most respected and robust analyses of these issues. For this new paperback edition Richard Whitley--a leading figure in European business education--has written a new introduction which addresses the particular epistemological issues of business management studies.

In this book, Donald Stokes challenges Bush's view and maintains that we can only rebuild the relationship between government and the scientific community when we understand what is wrong with that view.Stokes begins with an analysis of the ...

Neoliberal precepts of the governance of academic science-deregulation; reification of markets; emphasis on competitive allocation processes have been conflated with those of performance management—if you cannot measure it, you cannot manage it—into a single analytical and consequent single programmatic worldview. As applied to the United States’ system of research universities, this conflation leads to two major divergences from relationships hypothesized in the governance of science literature. (1) The governance and financial structures supporting academic science in the United States’ system of (...) higher education are sufficiently different from those found in many other OECD countries where these policies have been adopted to produce political pressures for an increase rather than a decrease in governmental control over university affairs. (2) The major impact upon academic science of performance measurement systems has come not externally from new government requirements but internally from the independent adoption of these techniques by universities, initially in the name of rational management and increasingly as devices to foster reputational enhancement. The overall thrust of the two trends in the U.S. has been less a shift as experienced elsewhere from bureaucratic to market modes of governance than the displacement of professional-collegial control by internal bureaucratic control. (shrink)