ABSTRACT
Chapter 12 analyses the case narratives at organizational and institutional levels of analysis by focusing each of the five dimensions of entrepreneurial architecture: culture, leadership, systems, strategies, and structures. One main conclusion is the importance and impact of a university’s regional and national context concerning the launch, development, and sustainability of programmes and activities supporting the entrepreneurial turn. A second major conclusion is that institutional change toward the entrepreneurial turn is effectively initiated “top down” and “bottom up” by formal and informal leaders reacting to regulative, normative, and cognitive levels of influence. The general picture emerges that there are different ways to accomplish third-mission activities and specific entrepreneurial architecture dimensions may be employed in different ways and strengths. The chapter concludes with suggested research and policy implications.
