Entrepreneurial University governance: The case of a Cooperative University

Abstract

This article presents a case study of the Cooperative University of Mondragon to explore the intricate processes through which higher education institutions (HEIs) adopt an entrepreneurial university (EU) framework across their three core missions: teaching, research, and community outreach. Using a qualitative research design, this study examines the organizational strategies that Mondragon University’s engineering faculty (MGEP) employs to embrace entrepreneurial behaviors (EBs), specifically by building on its peculiar cooperative governance model. The findings shed light on how MGEP, as a prominent example, leverages a long-term vision that centers its decision-making processes on entrepreneurship and the management tools and governance elements that favor collective participation and intrinsic motivation. This research advances our understanding of the evolving landscape of higher education and its entrepreneurial drift in the following ways: (1) by addressing the need for further exploration of governance in EUs; (2) by complementing existing studies on the role of university leadership in the adoption of EBs; and (3) by identifying strategies to overcome inherent barriers within large organizations that impede universities from being entrepreneurial. Overall, this study offers practical implications for the adoption of EBs in HEIs.