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In the following, the specific information and data that is gathered will be specified and set in context. The interpretative framework is depicted in Figure 2.1.
Figure 2.1 – Interpretative Framework (Based on Yin, 2003)
As a starting point data and information describing the overall setting of the university is assembled through document analysis and direct observation. This historic and general impression is then complemented by an original study of the current condition of the university’s governance system (its organisational structure) and its culture (its practices). The structure and practices of the university’s management directly influence in what areas and with what intensity the university uses the internet. While the variety and quality of internet uses influences (and supposedly enhances) operational practices, information availability (content) and services, it subsequently influences the university’s output in research, education and the so called third mission (knowledge transfer & entrepreneurship promotion).
Next the elements of the framework are listed and described in more detail. Last but not least it is important to note that for all three elements of analysis (condition, internet use, and output) rival explanations will be considered respectively.
2.3.2.1. Framework Elements
The interpretative framework is based on the widely used approach developed by Yin (1993, 2003) and the elements are amended from van Vught (CHEPS, 2005) as well as Collis and van der Wende (2002), both studies from the Center for Higher Education Policy Studies at the University of Twente. The former is a proposal for a European university typology while the latter is a large scale quantitative comparison of European universities’ ICT strategies. Naturally the framework was complemented with indicators especially relevant to this study.
A) History
In this item, an overview of the general history as well as decisive points in the university’s development are put forward. Thereby special attention is paid to leadership and management as well as strategic developments.
i) Setting & Typology
To describe and analyse the university setting the following information will be used:
ii) Members
The basic quantitative data – amount of students, professors, staff are meant to give an impression of the dimensions of the university.
iii) Location
Physical location and the type of buildings offered have an important influence on the atmosphere and practices, as well as to who might be attracted to the university. Even though all universities are located within big cities, each one developed its very unique spatial arrangements.
iv) Specialisation
Under this heading, the single or multiple disciplinary specialisations of the institutions, regarding the research and teaching conducted, were reviewed.
v) Business Model
Like all organisations, universities need financial resources in order to pay their staff, maintain their daily operations and invest in innovation. In this paragraph, an attempt to describe the functionality of how the institution assures the availability of monetary resources was made.
vi) Finance
Furthermore, statements of the university regarding its finances and assets are described together with data illuminating the economic turnover of the university produces. Thus allowing for an understanding of the current financial affairs.
vii) IT Setting
This item has two sub-categories history and approach and IT infrastructure. It is meant to allow for an understanding of where the university comes from in terms of IT usage and where it stands today. A narrative of the historic development is given. Also an overview of the current dimensions of the IT infrastructure and services is given by presenting data.
B) Condition
i) Governance
In this item, the distribution of tasks and responsibilities (centralised/de-centralised, horizontal/vertical; Mintzberg 1983a, 1989) was researched and depicted in an organigram. This will allow statements about, and comparison between, the structural setup of the researched universities.
ii) Culture
Next to the governance structure, organisational culture is considered to determine the performance and strategic attitude of organisations. Through semi-structured interviews, the culture of the different universities was investigated, analysed and characterised. In the interview the collective assessment of attitude towards risk (threads & opportunities),
C) Knowledge Entrepreneurship
The exploration of the knowledge entrepreneurship phenomenon makes the next important component of the case study. As described in the section on the knowledge entrepreneurship model, McDonald (2002) serves, with slight amendments as ‘originating theory’. So communication, environmental awareness, risk tolerance, vision and planning, as well as new project support were all researched, while new aspects are added as they appear. (See section knowledge entrepreneurship and the university as knowledge entrepreneur for more details)
D) Internet Use
The special focus subject of the investigation is how the researched universities use the internet. In this area the following aspects are researched:
i) Tools integration and current in e-learning
Under this heading it is first described how the university historically introduced the theme of e-learning to the institutions. In a second paragraph the current practices in general and sometimes exceptional uses are depicted.
ii) Tools integration and current in e-research
As in the token above, the universities historic approach and current practices are elaborated upon.
iii) Website & Intranet
In this paragraph the historic development of the public website and the intranet is described.
E) Results
The next element of the interpretative framework is concerning the output of the university. Here data regarding the performance in research and education is presented.
F) Rival explanations
Explanations that influence the results other than the one’s discussed are raised here. Namely the conditions external to the university system, the local and national environment are reviewed here. Hereby economic and political conditions are taken into account on a relatively broad and superficial basis, while specific aspects that are assessed to have a positive or negative influence on the specific case in question are dealt with more detailed. Especially in the case of Berlin the local condition has been assessed so influential that it has been described as a unique (negative)  strange attractor.
G) Unique strange attractors
Unique strange attractors are phenomena found to influence the development and condition at the investigated university in general and knowledge entrepreneurship in particular. (See Chapter 1 Appendix C for a explanation of the strange attractor concept.) What is important in this context is that the phenomena are unique to the individual institution. The inclusion of these unique aspects, that have sometimes decisive importance in creating the conditions and culture at the institution in question, is a direct result of the complexity science approach chosen. (See Annex B for a description of what a strange attractor is and how it is conceptualized in this work.)
H) Conclusion
The last section of each case study is made up of an analysis and concluding part. In this section the mostly narrative and descriptive portrayal of the findings from the framework elements is complemented by an assessment of the current situation at the university. Resuming indications regarding the causes and possible solutions are elaborated here. It is important to point out that this interpretative section is meant to deal with the specific findings at each of the cases rather than develop the overall theme of knowledge entrepreneurship which is dealt with in the cross case study analysis and the concluding chapter.
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