Interest in academic entrepreneurship is gaining attention as pressure on academic institutions to be more entrepreneurial increases. To date, emphasis has been on the transfer and commercialisation of research with little discussion focused on the entrepreneurial potential of university teaching. Drawing on Schumpeter’s theory of entrepreneurship, in particular the combining and recombining of resources and the concept of resistance, we provide an illustrative case study of one entrepreneurial academic venture that emerged from the teaching activities of a university. We examine how this venture, the ICEHOUSE, has evolved and been sustained despite pressure from competing logics from its partnering institutions. We argue that multiple and competing logics by various stakeholder groups led to ‘resistive tension’ which has supported the growth of the organisation.
Shepherd, D. and Woods, C. (2014), "Academic Entrepreneurship: Exploring Resistive Tension", Academic Entrepreneurship: Creating an Entrepreneurial Ecosystem (Advances in Entrepreneurship, Firm Emergence and Growth, Vol. 16), Emerald Group Publishing Limited, Bingley, pp. 67-96. https://doi.org/10.1108/S1074-754020140000016002
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