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61. 4.2.4.2. Axiology & Teleology
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...rms in political entrepreneurship [v] (Taewook, 2004; Younkins, 2000): People who identify and realize political opportunities in order to gain power and to promote their political position. However, ...

62. 4.2.4. Mindset & Values
(4 Cross Case Analysis/4.2. Theory of Knowledge E-ship in Universities)
...t maybe even more importantly, it will foster an entrepreneurial milieu, allowing each entity to pursue emergent opportunities (see Emergence, and Fractality). In short, philosophy leads to a climate ...

63. 4.1.5. Web Knowledge Entrepreneurship
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...aimed at as they are too different [i]. The following innovations are reviewed as they are assessed to represent opportunities to improve access, practices, and knowledge about the institution: Wirele...

64. 4.1.4. Approaches
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
IT is opening the space of opportunities (derivative of space of possibilities (Mitleton-Kelly, 2005)) and serves as feedback channel thereby balancing/reinforcing feedback loops (Ibid). All researc

65. 4.1.2. Strategy and Practise in the case of Internet based innovation Appropriation
(4 Cross Case Analysis/4.1. Cross Case Study Analysis)
...ntion of this research to elaborate on how this process can be theorized. Rather it is used as an example of how opportunities, that arise from the rapid evolution of cyberspace, are sized as an insta...

66. 3.4.11. Analysis and Conclusion
(3 Case-Studies/3.4. Case-Study UOC)
...le ‘waiting’ for the new free software campus, the team is in limbo with regards to realizing future opportunities. No concrete procedures or other institutions have been found that would ...

67. 3.4.10. Unique Strange Attractors
(3 Case-Studies/3.4. Case-Study UOC)
...RSS and blogs). The virtual campus does not foster the dynamic formation of UOC initiatives based on (knowledge) opportunities because authoring is happening mostly through institutional channels [ii]...

68. 3.4.9. Rival Explanations
(3 Case-Studies/3.4. Case-Study UOC)
...China and Brussels (targeting the Spanish expatriate community therein) has the UOC facing some very interesting opportunities for national and international expansion.  In conclusion it is also ...

69. 3.4.8. UOC Position (Institutional Results)
(3 Case-Studies/3.4. Case-Study UOC)
... has to be noted here that, as has been described in the section on UOC’s culture, the learning and social opportunities offered by UOC are perceived and exploited very heterogeneously. In fact ...

70. 3.4.7. Internet Use
(3 Case-Studies/3.4. Case-Study UOC)
...information about relevant conferences. Under the title ‘Convocatories,’ the editors publish funding opportunities. The Curriculum Builder is one of the core features of the GIR. It allows...

71. 3.4.6. Knowledge Entrepreneurship
(3 Case-Studies/3.4. Case-Study UOC)
...ervices in the form of mail bulletins which share information about the academic congresses and other scientific opportunities. When it comes to internet based innovations, word of mouth is the g...

72. 3.4.4. IT Setting
(3 Case-Studies/3.4. Case-Study UOC)
...nd has managed to secure 1.5 million € (in 2007)   The UOC has achieved these numbers by pursuing opportunities at the regional and national level, in partnership with other companies a...

73. 3.4.3. Setting & Typology
(3 Case-Studies/3.4. Case-Study UOC)
... in their educational development, the university’s official mandate is understood to be offering learning opportunities for adults interested in continuing their education. Many students are ta...

74. 3.4.2. History
(3 Case-Studies/3.4. Case-Study UOC)
...ial and efficiency driven one (De Jonghe & Van Poeck, 2005), it was based on the idea of exploiting IT based opportunities for automation and the acceleration  of communication. Consequently,...

75. 3.3.13. Analysis and conclusion
(3 Case-Studies/3.3._Case–Study_UPC)
...f control inside the institution (ibid). Tight planning with little leeway for pursuing ad hoc and emergent opportunities, has had negative effects on the entrepreneurial practices. Except for th...

76. 3.3.12. Unique Strange Attractors
(3 Case-Studies/3.3._Case–Study_UPC)
...ion of innovations. The team, which has the explicit finality “to manage the constant flow of [innovation] opportunities, ideas and projects from their birth to their successful completion&rdquo...

77. 3.3.8. Knowledge Entrepreneurship
(3 Case-Studies/3.3._Case–Study_UPC)
...uring (Strategy & Vision) When it comes to entrepreneuring, almost no researcher reports to developing his opportunities in a conscious way, but he/she seems rather to pursue an organic interest...

78. 3.3.7. Condition
(3 Case-Studies/3.3._Case–Study_UPC)
...0) in which a general direction (priorities) for the whole UPC are defined by identifying and assessing research opportunities. A working group was setup and started its work by conducting a pre...

79. 3.3.6. Economic Entrepreneurship Setting
(3 Case-Studies/3.3._Case–Study_UPC)
...vents (THES, 2003), which naturally have a positive reputational influence and create awareness of collaborative opportunities. Innova's service spectrum and practices are depicted in figure 3.3...

80. 3.3.5. IT History and Approach
(3 Case-Studies/3.3._Case–Study_UPC)
...eted to the UPC (UPC administration 41). The company has a special unit tasked with the ‘identification of opportunities for innovation’ which is holistically integrated in the state of th...

81. 3.3.4. Typology
(3 Case-Studies/3.3._Case–Study_UPC)
...s mainly allocated for construction and investment in infrastructure and only 2% is left for emergent issues and opportunities. This situation has not changed since 2004 (UPC, 2005c).   ...

82. 3.2.11. Analysis and conclusion
(3 Case-Studies/3.2. Case-Study FU Berlin)
...that spurs power politics and cliquism; even in best-case scenarios these practices exclude the non-members from opportunities and decisions (FU 22). The new 1998 governance structure supports t...

83. 3.2.10. Unique Strange Attractors
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ome, at the time of the interviews, most representatives of the administration were quite enthusiastic about the opportunities and hence entrepreneurial and strategizing about the possibilities. ...

84. 3.2.7. Internet Use
(3 Case-Studies/3.2. Case-Study FU Berlin)
...s of the economics department. He assessed e-learning to be a growth sector and one which might provide splendid opportunities. In the late nineties the e-learning team was transferred to the central ...

85. 3.2.5. Condition
(3 Case-Studies/3.2. Case-Study FU Berlin)
...rchical organization, there are always individual knowledge entrepreneurs, who are motivated to find and realize opportunities, and produce very good results for example in the area of internet based ...

86. 3.2.4. IT Setting
(3 Case-Studies/3.2. Case-Study FU Berlin)
...ice. The ZEDAT is responsible for the basic setup of most machines and as such prepares the ground for potential opportunities to be optimized. The library provides systems for research practices and ...

87. 3.2.1. Overview
(3 Case-Studies/3.2. Case-Study FU Berlin)
...tion that is much more efficient than before, but which has also a focus on control rather than giving access to opportunities.  Organizational infrastructure has been organized to maximize struc...

88. 3.1.11. Analysis and conclusion
(3 Case-Studies/3.1. Case-Study LSE)
...rsquo;  It is expected that the individual identifies with the challenge and thus thinks and reflects about opportunities for new solutions. This might sound obvious, but it happens regularly tha...

89. 3.1.10. Unique Strange Attractors
(3 Case-Studies/3.1. Case-Study LSE)
...A good example of how the LSE fosters the ‘bubbling up’ of new initiatives and the identification of opportunities is the staff suggestion scheme known as Bright Ideas (LSE web). Coordinat...

90. 3.1.9. Rival Explanations
(3 Case-Studies/3.1. Case-Study LSE)
... highly stimulating but also possibly distracting academic stage. However, the abundant availability of learning opportunities surely contributes to the development of knowledge and an entrepreneurial...