The Entrepreneurial University concept represents an evolutive model of university, coherent with the required changes from the historical context which identifies the knowledge as a fundamental pillar to promote economic and social development. The University adds to the traditional high education and research missions a third mission, whose task is to integrate the first two and contribute building links with local contexts in order to transfer and acquire knowledge. The establishment of the third mission means innovative relationship models that require answers from the academic governance regarding policies, organization and resources allocation. The impact of the third mission on the universities and on the communities creates the conditions for a different culture and role of the University. The aim of this research is to investigate the consequences of the structuring of the third mission on universities. Two analyzes are proposed: first, the improvement triggered by public engagement, one of the most complex areas of the third mission; second, a structural organisation aspect, namely the introduction in the academic context of a monitoring process and an impact assessment. The first part of the research focuses on the evolution of the role of the University. The analysis recalls, in the light of the literature, some of the most relevant steps that created the idea of Entrepreneurial University and third mission, by proposing a view of the University as completly involved in the economic and social system. We investigate the relationships between the university with the growth models of innovation generation, starting from Triple Helix, open innovation, EU policies of Responsible Research and Innovation (RRI) and Social Innovation, up to the definitions of third mission and social impact. Starting from a theoretical framework, the second chapter focuses on the implications of public engagement and co-creation between universities and companies, with reference to case studies of entrepreneurship education related to the University of Modena and Reggio Emilia. In particular, we study how these implications are managed, how they are implemented and what consequences they generate. The study deepens subjects under researched in the literature which is more concentred in the mere analysis of the relations between companies and consumers. The third chapter investigate a more general organizational issue, namely the monitoring and impact. The assessment of the size of the structural changes generated by the university, in the context of the knowledge economy, is increasingly relevant. The literature seems to confirm the difficulties in providing shared metrics and indicators since the nature, history and context of each university do not allow the identification of universal indicators. In this regard, a case study related to the introduction of the monitoring and evaluation processes of the third mission at the University of Milan is proposed: by evaluating the elements of organizational complexity of a system aimed to monitore and enhance the impact of the third mission in a large university. The conclusions summarize the results of the research providing a coherent view of the topics covered. The common thread in the case studies analysis, refers to the learning processes gathered by the Universities, highlighting the changes generated in terms of policies, organization, knowledge and resources and, finally, forecasting a vision for the long run.
L’idea di Entrepreneurial University indica un modello evolutivo del ruolo dell’Università, coerente con i cambiamenti richiesti dal contesto storico che identifica nella conoscenza uno dei pilastri fondamentali per promuovere sviluppo economico e sociale. L’Università aggiunge alle tradizionali missioni di alta formazione e ricerca quello di una terza missione il cui compito è integrare le altre due e contribuire alla costruzione di legami con i contesti territoriali per trasferire e acquisire conoscenza. L’affermarsi della terza missione porta con sé modelli innovativi di relazione che impongono risposte da parte delle governance accademiche riguardo le policies, l’organizzazione e l’allocazione delle risorse. L’impatto della terza missione sulle università stesse e sulle comunità genera le condizioni per un cambiamento di cultura del ruolo dell’Università. Scopo di questa ricerca è indagare le conseguenze sulle Università dello strutturarsi della terza missione. Si propongono due analisi: una sugli sviluppi innescati da uno dei più complessi campi di azione della terza missione, il public engagement, e l’altra relativa ad un aspetto organizzativo più strutturale e cioè l’introduzione in un contesto accademico di un processo di monitoraggio e valutazione dell’impatto. La prima parte della ricerca si concentra sull’evoluzione del ruolo dell’Università. L’analisi ripercorre, alla luce della letteratura, alcuni dei passaggi più rilevanti che hanno portato alla nascita dell’idea di Entrepreneurial University e di terza missione proponendo una lettura che colloca l’Università pienamente all’interno del sistema economico e sociale. Si indagano le relazioni dell’Università con i modelli evolutivi di generazione dell’innovazione affermatisi a partire dalla Triple Helix, dell’open innovation, delle politiche UE di Responsible Research and Innovation e dei riferimenti alla Social Innovation, sino ad arrivare alle definizioni di terza missione e di impatto sociale. Dato un quadro definitorio, il secondo capitolo si sofferma sulle implicazioni del public engagement e della co-creation tra Università e imprese con riferimento a casi di studio di entrepreneurship education relativi all’Università di Modena e Reggio Emilia, studiando come questi si mettono in moto, come si concretizzano e quali conseguenze generano. Lo studio approfondisce tematiche che in letteratura sono trattate meno diffusamente poiché si sono privilegiate analisi delle relazioni tra aziende e consumatori. Il capitolo successivo invece indaga un tema più di carattere organizzativo generale e cioè quello del monitoraggio e dell’impatto. La valutazione di quanto un’Università incida sui cambiamenti di sistema, nel contesto appunto dell’economia della conoscenza, è sempre più rilevante. La letteratura sembra orientata a confermare la difficoltà nel fornire metriche e indicatori generali condivisi poiché natura, storia e contesto di ciascuna Università non consentono l’individuazione di indicatori universali. Si propone a questo proposito un caso di studio legato all’introduzione dei processi di monitoraggio e valutazione della terza missione presso l’Università degli Studi di Milano: considerando gli elementi di complessità organizzativa di un sistema di monitoraggio e valorizzazione dell’impatto della terza missione in un grande Ateneo. Le conclusioni riassumono quanto emerso e forniscono una lettura coerente dei temi trattati, tenendo come filo conduttore, nella analisi dei casi di studio, i processi di apprendimento accumulati dalle Università indicando i cambiamenti generati in termini di policies, organizzazione, conoscenza e distribuzione delle risorse prefigurando, infine, alcuni percorsi di prospettiva.
La Terza Missione dell'università: evoluzione dei modelli organizzativi e dei processi di apprendimento nei contesti emergenti di università imprenditoriale / Massimo Bianchi , 2022 Apr 22. 34. ciclo, Anno Accademico 2020/2021.
La Terza Missione dell'università: evoluzione dei modelli organizzativi e dei processi di apprendimento nei contesti emergenti di università imprenditoriale
BIANCHI, Massimo
2022
Abstract
The Entrepreneurial University concept represents an evolutive model of university, coherent with the required changes from the historical context which identifies the knowledge as a fundamental pillar to promote economic and social development. The University adds to the traditional high education and research missions a third mission, whose task is to integrate the first two and contribute building links with local contexts in order to transfer and acquire knowledge. The establishment of the third mission means innovative relationship models that require answers from the academic governance regarding policies, organization and resources allocation. The impact of the third mission on the universities and on the communities creates the conditions for a different culture and role of the University. The aim of this research is to investigate the consequences of the structuring of the third mission on universities. Two analyzes are proposed: first, the improvement triggered by public engagement, one of the most complex areas of the third mission; second, a structural organisation aspect, namely the introduction in the academic context of a monitoring process and an impact assessment. The first part of the research focuses on the evolution of the role of the University. The analysis recalls, in the light of the literature, some of the most relevant steps that created the idea of Entrepreneurial University and third mission, by proposing a view of the University as completly involved in the economic and social system. We investigate the relationships between the university with the growth models of innovation generation, starting from Triple Helix, open innovation, EU policies of Responsible Research and Innovation (RRI) and Social Innovation, up to the definitions of third mission and social impact. Starting from a theoretical framework, the second chapter focuses on the implications of public engagement and co-creation between universities and companies, with reference to case studies of entrepreneurship education related to the University of Modena and Reggio Emilia. In particular, we study how these implications are managed, how they are implemented and what consequences they generate. The study deepens subjects under researched in the literature which is more concentred in the mere analysis of the relations between companies and consumers. The third chapter investigate a more general organizational issue, namely the monitoring and impact. The assessment of the size of the structural changes generated by the university, in the context of the knowledge economy, is increasingly relevant. The literature seems to confirm the difficulties in providing shared metrics and indicators since the nature, history and context of each university do not allow the identification of universal indicators. In this regard, a case study related to the introduction of the monitoring and evaluation processes of the third mission at the University of Milan is proposed: by evaluating the elements of organizational complexity of a system aimed to monitore and enhance the impact of the third mission in a large university. The conclusions summarize the results of the research providing a coherent view of the topics covered. The common thread in the case studies analysis, refers to the learning processes gathered by the Universities, highlighting the changes generated in terms of policies, organization, knowledge and resources and, finally, forecasting a vision for the long run.File | Dimensione | Formato | |
---|---|---|---|
TESI_MASSIMO_BIANCHI.pdf
Open access
Descrizione: TESI_MASSIMO_BIANCHI Massimo Bianchi
Tipologia:
Tesi di dottorato
Dimensione
1.91 MB
Formato
Adobe PDF
|
1.91 MB | Adobe PDF | Visualizza/Apri |
Pubblicazioni consigliate
I metadati presenti in IRIS UNIMORE sono rilasciati con licenza Creative Commons CC0 1.0 Universal, mentre i file delle pubblicazioni sono rilasciati con licenza Attribuzione 4.0 Internazionale (CC BY 4.0), salvo diversa indicazione.
In caso di violazione di copyright, contattare Supporto Iris