The London School of Economics and Political Science (LSE) has managed to emerge as a globally leading research institution and a talent breeding ground based on inspired (knowledge) entrepreneurship. Its thematic specialization (based on the entrepreneuring of its founders) and stratified opportunistic (pro-active) application of its own research findings make it an influential political player, while the participation in the scientific discourse (e.g. Popper, Hayek, Mannheim, Sen) has allowed it to establish itself alongside the eminent Oxbridge institutions in less than a century. Surely, its physical location (in central London) at the political and cultural centre of the United Kingdom, has added to this positive development.
Foremost, it is the LSE’s enabling institutional structure, which allows for a balanced practice between standardized multi-stakeholder decision-making committees and an individual opportunistic adhocracy (Toffler, 1970; Waterman, 1990) that creates the LSE’s outstanding intellectual climate. The latter providing the Spielraum (leeway/margin) in the responsible individual’s mandate, which makes him/her identify with the challenge and approach, thereby fostering entrepreneurial motivation.
The up-scaling of the administration, which took place in reaction to the increasing competition in the globalized higher education market, led to inclusive and holistic entrepreneuring (risk and opportunity identification and evaluation process) and strategy (an opportunity realization plan) practices.
Internet based innovation appropriation is institutionalized in the specialized academic support units the Centre for Learning Technology. Also some Library staff is doing research support. The activities are framed through the university’s embedded IT strategy.
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