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Abstract

This article examines the creation and growth of a Centre for Enterprise (CfE), based in Manchester Metropolitan University (MMU) Business School, which grew in 6 years to a total of 21 staff. In the article we draw on the concept of `strategic space' to demonstrate the way in which a number of crises were negotiated during the CfE's growth.We demonstrate that issues of strategy and people management were particularly significant `tipping points' in pursuing a growth strategy.This strategy was incremental and evolutionary rather than based on the classical rational model associated with Ansoff. In order to develop both research and business support capabilities in the CfE, strategy emerged as `crises of knowing' that were resolved in response to the specific institutional contexts in which the CfE was located. In summary, the CfE's strategic orientation focused on building an organization that was entrepreneurial, flexible and responsive to new opportunities.

Dans cet article,nous examinons la création et l'essor d'un Centre d'initiatives entrepreneuriales (CfE — Centre for Enterprise) situé dans le complexe de l'École de commerce de l'Université métropolitaine de Manchester (MMU — Manchester Metropolitan University) et qui, depuis sa fondation il y a 6 ans compte actuellement un effectif de 21 personnes. Nous nous basons sur le concept de “l'espace stratégique” pour démontrer de quelle façon il a été remédié à plusieurs situations de crise au cours de la croissance du CfE. Nous démontrons également que les questions de stratégie et de gestion des ressources humaines ont été des “facteurs décisifs” quand il a fallu œuvrer pour atteindre les objectifs de croissance. En fait, cette stratégie s'est révélée plus incrémentielle et évolutive que basée sur le modèle rationnel traditionnel normalement associé àAnsoff. Pour pouvoir développer les capacités de recherche et de soutien commercial au sein du CfE, la stratégie découlant des “crises du savoir” a été résolue en réponse aux contextes institutionnels spécifiques dans lesquels évolue le CfE. Pour récapituler, confirmons que l'orientation stratégique du CfE était de fonder une organisation entrepreneuriale, souple et sensible aux nouvelles opportunités et ouvertures.

Este artículo examina la creación y crecimiento de un Centro de Iniciativa Empresarial (CfE) en la Escuela de Negocios de la Universidad Metropolitana de Manchester (MMU) cuya plantilla aumentó en seis años a un total de 21 empleados. En este artículo nos basamos en el concepto de “espacio estratégico” para demostrar la manera en que se resolvieron varios estados de crisis durante el crecimiento del CfE. Demostramos que las cuestiones de estrategia y gestión de recursos humanos fueron “factores decisivos” de especial importancia en la lucha para alcanzar su objetivo de crecimiento. Esta estrategia era más bien incremental y evolutiva que basada en el clásico modelo racional asociado con Ansoff. Para poder desarrollar tanto la aptitud de investigación como de apoyo comercial en el CfE, la estrategia surgida de las “crisis del saber” fue resuelta en respuesta a los contextos institucionales específicos en que está situado el CfE. En resumen, la orientación estratégica del CfE se centró en crear una organización empresarial flexible y sensible a las nuevas oportunidades.

Dieser Artikel untersucht die Entstehung und das Wachstum eines Zentrums für Unternehmertum (ZfU) an der Business School der Manchester Metropolitan Universität (MMU), das innerhalb von 6 Jahren auf einen Personalstab von 21 Personen anwuchs. Im Artikel greifen wir auf das Konzept des „strategischen Raums” zurück, um darzustellen, auf welche Weise verschiedene Krisen in der Wachstumsphase des ZfU bewältigt wurden. Wir zeigen, dass Strategien und Personalmanagement wichtige Umkehrpunkte für das Wachstum des Zentrums darstellten. Diese Strategie war inkremental und evolutionär, und basierte nicht auf das klassische rationale Modell, das mit Ansoff assoziiert wird. Um Forschung und Unternehmertum im ZfU unterstützen zu können, entwickelte sich eine Strategie bei der Bewältigung von „Wissenskrisen” als Antwort auf den speziellen institutionellen Kontext in dem sich das ZfU befand. Zusammenfassend kann gesagt werden, dass sich die strategische Orientierung des ZfU auf den Aufbau einer Organisation konzentrierte, die unternehmerisch, flexibel und empfänglich für neue Möglichkeiten war.

Keywords

enterprise centres evolution growth knowledge tipping points

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Entrepreneurial Ventures in Higher Education

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