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Intrapreneurship at University: A Sustainable Strategy to Handle Resource Crunch

Intrapreneurship at University: A Sustainable Strategy to Handle Resource Crunch

Khalid Muhammad Khan, Irfan Hyder
Copyright: © 2020 |Pages: 17
ISBN13: 9781799819813|ISBN10: 1799819817|ISBN13 Softcover: 9781799819820|EISBN13: 9781799819837
DOI: 10.4018/978-1-7998-1981-3.ch009
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MLA

Khan, Khalid Muhammad, and Irfan Hyder. "Intrapreneurship at University: A Sustainable Strategy to Handle Resource Crunch." Handbook of Research on Approaches to Alternative Entrepreneurship Opportunities, edited by José Guilherme Leitão Dantas and Luísa Cagica Carvalho, IGI Global, 2020, pp. 181-197. https://doi.org/10.4018/978-1-7998-1981-3.ch009

APA

Khan, K. M. & Hyder, I. (2020). Intrapreneurship at University: A Sustainable Strategy to Handle Resource Crunch. In J. Dantas & L. Carvalho (Eds.), Handbook of Research on Approaches to Alternative Entrepreneurship Opportunities (pp. 181-197). IGI Global. https://doi.org/10.4018/978-1-7998-1981-3.ch009

Chicago

Khan, Khalid Muhammad, and Irfan Hyder. "Intrapreneurship at University: A Sustainable Strategy to Handle Resource Crunch." In Handbook of Research on Approaches to Alternative Entrepreneurship Opportunities, edited by José Guilherme Leitão Dantas and Luísa Cagica Carvalho, 181-197. Hershey, PA: IGI Global, 2020. https://doi.org/10.4018/978-1-7998-1981-3.ch009

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Abstract

Admission of students in academic degree programs in a university fluctuates over time due to economic and global trends impacting and shifting the job opportunities from one field to another. In the absence of any government funding, revenues of private sector universities are more sensitive to these shifts. Designing and launching of new programs needs to be undertaken much before the intake dries up because there is a time-lapse of several years before the impact on admission numbers becomes visible. This chapter presents a sustainable readiness strategy for implementing intrapreneurship in a university that rewards faculty innovation and creativity in designing and launching new programs before the intake starts declining precipitously. The process of the discovery of this strategy with its implementation challenges and rewards is described through the use of autoethnographic methodology. The results show that the proposed strategy induces many benefits, such as faculty ownership, responsiveness, and motivation.

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