DOCSLIB.ORG

Investigating University Ecosystems As a Key Factor for Entrepreneurial Education and Behavior

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Investigating University Ecosystems As a Key Factor for Entrepreneurial Education and Behavior TECHNICAL UNIVERSITY OF DENMARK DEPARTMENT OF ENTREPRENEURSHIP I N V E S T I G A T I N G U N I V E R S I T Y E C O S Y S T E M S A S A K E Y F A C T O R F O R E N T R E P R E N E U R I A L E D U C A T I O N A N D B E H A V I O R M A S T E R T H E S I S Marta Sabadell Marín, S196644 M.S.c Eng. Industrial Engineering Master Thesis Supervisors: Carina Lomberg Lasse Skovgaard Jensen February 3rd - July 3rd 30 ECTS II Master Thesis Technical University of Denmark Department of Entrepreneurship Investigating University ecosystems as a key factor for entrepreneurial education and behavior Danish title: Undersøgelse af universitets økosystemer med fokus på deres indvirkning på entreprenant uddannelse og adfærd Project: Thesis for the degree of MSc in Industrial Engineering Number of ECTS: 30 credits Author: Marta Sabadell Marin, s196644 Supervisors: Carina Lomberg and Lasse Skovgaard Jensen Start Date: 03/02/2020 Submission Date: 03/07/2020 Investigating University ecosystems as a key factor for entrepreneurial education and behavior Page III Abstract The emergence of university-based makerspaces and innovation hubs along with the introduction of new entrepreneurship courses, have created novel dynamics and cultures within educational institutions. The aim of introducing these new initiatives is to create an ecosystem that supports innovation and entrepreneurship (I&E) education and behavior in all levels of the institution to engage students in creating startup companies as well as developing their competences as innovators and entrepreneurs. However, among their community, the impact of these ecosystems in relation to the progress of entrepreneurial education is unclear. This thesis seeks to face the uncertainty of the impact with respect to the student body. To begin with, through a relaxed literature review, knowledge about the entrepreneurial ecosystems is established to formulate an evaluation template that analyzes the main domains of a university’s ecosystem; Leadership & Governance, Finance, Culture, Infrastructure, Human Capital, Markets & Networks and Metrics. This approach strives to determine the research framework for the project, which is based on five main areas of investigation: context, evolution, metrics, configuration and entrepreneurial education. In addition, three hypotheses (a, b, c) are established to delimitate the focus of the project. Subsequently, a case-study outline is determined from the evaluation of existing research within the field to study DTU’s ecosystem. The assessment is made through a desk- research analysis where the current infrastructure is characterized. Beyond this assessment, thanks to semi-structured interviews, insights about the dynamics are gained. In addition, a comparison with other ecosystems endeavors the enrichment of the study. The collected data and findings are grouped into sub-groups under the seven main domains and brought together to detect key areas of improvement by identifying gaps, overlaps and contradictory points among relevant stakeholders. As a result, this evaluation can be used as a basis to further analyze the present challenges from which proposals can be developed. Eventually, three improvement areas are emphasized: 1) The current ecosystem’s configuration has led to a lack of cooperation and competitive dynamics, resulting in a chaotic ecosystem difficult to navigate if not familiar with; 2) The integration of entrepreneurial education (EEd) does not guarantee a gradual development of I&E capabilities; and 3) There is no common monitoring of the EEd impact on students’ I&E IV Master Thesis journeys. These three improvement areas provide a new perspective on the current situation of DTU’s I&E ecosystem regarding students’ behavior and education. The project suggests several proposals with the common goal of displaying the ecosystem as an appealing environment for students to develop their competences. It can be concluded that in order to acquire this target the tracking of the impact of the ecosystem is essential for optimizing its performance. Finally, the assessment of the implemented hypothesis leads to the following conclusions; a) Building an entrepreneurial ecosystem takes time, therefore, it can be permitted to have a chaotic configuration as long as the coopetition dynamic is balanced. b) The commitment towards entrepreneurship can be presumed by the relevant stakeholders, however, it won’t be fully validated until specific objectives are set. c) The integration of entrepreneurship education into the students’ curriculum is not a priority since DTU is a technical institution. Consequently, the ecosystem plays a crucial role in shaping the students entrepreneurial mindset through their participation in extracurricular activities. Investigating University ecosystems as a key factor for entrepreneurial education and behavior Page V Learning objectives The learning objectives proposed for the project are the following: Objective 1 is about identifying and analyzing relevant literature about entrepreneurial ecosystems and documenting the underlying motivations and their effect on the engaged stakeholders. Objective 2 is about developing a model for comparison of relevant literature using relevant categories. Objective 3 is about planning and executing a participatory and case study research to investigate DTU’s ecosystem and understand its dynamics, challenges and key focus areas. Objective 4 is about analyzing and comparing other existing ecosystems both locally and abroad through a desk-research study. Objective 5 is about evaluating the collected data and the insights using comparative methods to identify key areas for improvement by identifying gaps, overlaps or conflicting points of view of relevant stakeholders. Objective 6 is about creating ideas and concepts for how DTU’s ecosystem can be improved, in terms of entrepreneurial education and behavior, based on the prior analysis. Objective 7 is about designing criteria and metrics for evaluating generated concepts and further detail most relevant concepts to progress DTU’s ecosystem. Objective 8 is about testing and evaluating parts of the detailed concepts with relevant stakeholders in DTU’s ecosystem. Objective 9 is about communicating the process and findings in a larger project report and oral presentation. VI Master Thesis Acknowledgments Writing this project has been an interesting and challenging experience that has had a meaningful impact on me. For this reason, I would like to thank all those people who have helped and supported me during this process. A special thanks to my supervisors Carina Lomberg and Lasse Skovgaard Jensen for trusting in me to carry out this project. I am especially grateful for the constructive critiques and suggestions facilitated along the way. Moreover, I would like to extend my sincere gratitude to all the interviewees who were willing to allocate some of their time to contribute to this project. I felt extremely welcomed and accompanied during the interviews. Your contributions have entailed me to understand the ecosystem’s dynamics and inner-culture to carry out this project. Finally, I would also like to thank my family and friends who have supported me specially in the finalization of this project. A particular gratitude to Patricia Imaz and Andrea Esteve with whom I have been able to discuss many aspects of the project in order to improve it. Investigating University ecosystems as a key factor for entrepreneurial education and behavior Page VII Reading guideline This thesis is meant to be read in sequence from section 1 to section 9. Section 1 introduces the thesis, the research topic and the motivation for choosing it. Furthermore, the objectives and scope of the project are presented. Section 2 reviews the current literature on entrepreneurial ecosystems and it covers the fundamentals needed in the succeeding chapters. Section 3 presents the research framework in order to evaluate DTU’s ecosystem. In addition, it establishes the working hypothesis this project discusses. Section 4 introduces the main aspects considered when choosing the research methodologies for the explorative case study. Section 5 presents the case study analysis following the research framework. In this section, an extensive analysis of DTU’s innovative and entrepreneurial ecosystem is provided. Besides, a comparative desk-research analysis is also described. Section 6 displays an evaluation of DTU’s ecosystem extracted from comparing the collected data and insights obtained from the literature review, the desk-research and the interviews. Section 7 exposes suggestions for progressing DTU’s ecosystem and a validation process to test the concepts. Section 8 presents the conclusion on the working hypothesis formulated in Section 3. Furthermore, recommendations on future work are discussed. Section 9 argues the implications and limitations of this thesis as well as it reviews the project’s process. Section 10 provides the list of articles, papers, reports and webpages used. A section of Appendices, which is divided in internal and external sources, is provided for optional review. The internal appendices are cited as Appendix [Letter] and the external appendices are cited as Appendix [0_RefNº. Name of specific part]. In Appendix [0] specific instructions are displayed for further information. VIII Master Thesis Glossary This section gathers abbreviations and specific terms used in the project in order to clarify any doubts that can emerge through the reading of this document. Abbreviations
Load more

Recommended publications
  • Research, Art and Impact Assessment
    Research, Art and Impact Assessment Aalto University Aalto University Research, Art and Impact Assessment RAI 2018 Report Ella Bingham, Krisztina Cziner, Marjo Kettunen and Tuija Pulkkinen (ed.) Publisher: Aalto University Layout: Matti Ahlgren and Päivi Kekäläinen Copyediting: Heidi Henrickson Cover photo and photos on pages 4, 22, 178: Unto Rautio/Aalto University Print: Unigrafia 2019 Available online at https://www.aalto.fi/research-art/research-assessments ISBN 978-952-60-3762-2 1 2 Contents President's greetings 5 RAI 2018 – Why? 7 Executive Summary 8 Aalto University's Mission and Strategic Development Actions 11 Organization and Implementation of the Assessment 15 Assessment Fields and Units of Assessment 18 Assessment Panels, Report and Criteria 19 Utilisation of the Assessment Results 21 Main findings and recommendations 23 Field 1: Arts, Design and Architecture 30 Field 2: Business and Economics 48 Field 3a: Chemical engineering and physics 66 Field 3b: Engineering 82 Field 4: ICT and Mathematics 96 Field 5: Energy 114 Field 6: Health and Wellbeing 130 Field 7: Living environments 144 Field 8: Innovation Ecosystem 156 Elements of Assessment 180 Panels 182 Assessment organisation 184 3 4 President's greetings Nearly 10 years since founding – 42 international specialists assessed the development of Aalto University In 2010, Helsinki University of Technology, the University of Art and Design, and the Helsinki School of Economics merged to form Aalto University, which was given a special national task: to strengthen the innovative capacity of Finland through first-class research, artistic activities, and education. The aim was to create a new kind of research university that combines high societal relevance with uncompromising scientific rigor and groundbreaking art.
    [Show full text]
  • Talent Boost Summit 2018 in Tampere 7.11.2018
    TALENT BOOST SUMMIT 2018 IN TAMPERE 7.11.2018 SEAN RICKS is working as a journalist at the Finnish Broadcasting Company (Yleisradio). He is the host of talk show “Perjantai”, which he has also developed. Additionally , Sean has worked as a documentary film maker, investigative and foreign reporter and online brand concept developer. "Finland is a small country capable of big ideas. We need the best talent in the world to take another step forward. For me Finland's greatest strengths (innovation, social democracy) can only get stronger with an influx of international talent. Let's do this!" Twitter: @seanaricks TALENT BOOST SUMMIT 2018 IN TAMPERE 7.11.2018 ANTTI NEIMALA the Director General of the Employment and Well-Functioning Markets department at the Ministry of Economic Affairs and Employment of Finland. Twitter: @AnttiNeimala TALENT BOOST SUMMIT 2018 IN TAMPERE 7.11.2018 YACINE SAMB: A passionate digital facilitator, Yacine joined the Google's Nordic Marketing team in 2011 to help agencies and clients realise growth using the full value of digital. Yacine is specialised in building high-impact, scalable, cross-functional strategies and leading change across organisations. She has used her leadership skills leading multiple marketing teams and acting as an enabler between different organizations, cultures, and people. Yacine moved into her current position in 2015 as Product Marketing Manager for Northern Europe. She continues to facilitate digital high growth programs by acting as the strategic and operational lead of one of the biggest and most advanced digital marketing ecosystems in Europe, Middle East and Africa. Twitter: @yacinesamb TALENT BOOST SUMMIT 2018 IN TAMPERE 7.11.2018 MIRIAM HOLSTEIN is the CEO of Bayer Nordic, headquartered in Espoo, Finland.
    [Show full text]
  • ! Aalto University Design Factory in the Eyes of Its Community
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Aaltodoc ! Aalto University Design Factory in the eyes of its community Design Factory Research Team: Tua Björklund Maria Clavert Senni Kirjavainen Miko Laakso Satu Luukkonen Aalto University Design Factory in the eyes of its community A report of a study conducted by Design Factory Research Team: Tua Björklund Maria Clavert Senni Kirjavainen Miko Laakso Satu Luukkonen Published 15.12.2011 Aalto University Design Factory We wish to thank all the interviewed community members who gave us some of their precious time to share their stories, views, and insights on their experiences at the Design Factory. We are also grateful for the people who commented on and provided input for the work in progress. You know who you are. Thank You. Design Factory Research Team DFRT Summary This report concerns Aalto University Design Factory (ADF), one of the spearhead projects and first physical manifestations of Aalto University. ADF aims to be a platform for integrative interdisciplinary education, research and industrial collaboration, as well as a catalyst for a culture of experimental and problem-based education to promote better learning outcomes. Since opening its doors in November 2008, ADF has strived to achieve these by providing a non-hierarchical, constantly developing collaboration environment for students, teachers, researchers and business practitioners across hierarchical, professional, and disciplinary boundaries. At the time of the study reported here, the ADF platform has existed for three years, making the time ripe for reflection on how the key principles and ideas behind ADF have manifested themselves.
    [Show full text]
  • The Finnish Venture Capital Market Performance and Development
    Aalto University School of Science Master’s Programme in Industrial Engineering and Management Julia Jutila The Finnish venture capital market performance and development Master’s Thesis Helsinki, April 5, 2021 Supervisor: Markku Maula, Professor Thesis advisor: Matias Kaila, M.Sc., Suomen Teollisuussijoitus Oy (Tesi) AALTO UNIVERSITY SCHOOL OF SCIENCE INDUSTRIAL ENGINEERING AND MANAGEMENT Author: ABSTRACT OF MASTER’S THESIS Julia Jutila Title of the thesis: The Finnish venture capital market performance and development Number of pages: Language: 90 English Major: Major code: Strategy and Venturing SCI3050 Supervisor and instructor: Prof. Markku Maula Thesis advisors: Matias Kaila, Director of Fund Investments at Tesi The Finnish venture capital (VC) market and startup ecosystem are booming. 2019 was a record year in terms of the amount of funding Finnish startups attracted and the amount fundraised by Finnish VC funds. However, research on the financial performance and development of the Finnish venture capital market is scarce. For limited partners (LPs) and general partners (GPs) the lack of data can cause inefficient capital allocation. This study focuses on assessing the development and the financial performance of the Finnish venture capital market. The financial performance of the market is studied in terms of returns and their distribution, value development of companies after the initial investment and the effect of staging an investment on returns. The literature review provides background to the development of the Nordic VC market and benchmarks the Finnish VC market against other venture capital markets. The empirical analysis is done employing the Finnish Industry Investment (Tesi) database, with annual data from 2005 to 2019.
    [Show full text]
  • Poland's Higher Education and Science System
    Peer Review Poland’s Higher Education and Science system 1 Peer Review of Poland’s Higher Education and Science System European Commission Directorate-General for Research and Innovation Directorate A — Policy Development and Coordination Unit A4 — Analysis and monitoring of national research and innovation policies Contact (H2020 PSF Peer Review of Poland): Diana SENCZYSZYN, Coordinator of the Peer Review, Unit A4 - [email protected] Román ARJONA, Chief Economist and Head of Unit A4 - [email protected] Contact (H2020 PSF coordination team): Román ARJONA, Chief Economist and Head of Unit A4 - [email protected] Stéphane VANKALCK, PSF Head of Sector, Unit A4 - Sté[email protected] Diana SENCZYSZYN, PSF Team Leader, Unit A4 - [email protected] [email protected] European Commission B-1049 Brussels Manuscript completed in September 2017. This document has been prepared for the European Commission however it reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein. More information on the European Union is available on the internet (http://europa.eu). Luxembourg: Publications Office of the European Union, 2017 PDF ISBN 978-92-79-70766-7 doi: 10.2777/193011 KI-AX-17-011-EN-N © European Union, 2017. Reuse is authorised provided the source is acknowledged. The reuse policy of European Commission documents is regulated by Decision 2011/833/EU (OJ L 330, 14.12.2011, p. 39). For any use or reproduction of photos or other material that is not under the EU copyright, permission must be sought directly from the copyright holders.
    [Show full text]
  • Annual Report 2018
    Annual review 2018 Finnish Industry Investment Ltd TESI ANNUAL REVIEW 2018 1 Table of contents Tesi in 2018 Page CEO´S REVIEW More important than money 3 MARKET DEVELOPER Aiming for a broader investor base 6 CASE CREANDUM The future looks bright for an investor 9 CASE MAKI.VC Finland is a fine location for a fund 11 OUR ROLE AS AN OWNER Active ownership creates growth 14 CASE ICEYE A bold company requires strong investors 16 CASE IPR.VC A sector fund promotes drama content 18 IMPACT AND RESPONSIBILITY Impact delivers competitive advantage 21 CASE UUSIOAINES We fully re-use recyclable glass 23 NEW SOLUTIONS Focus areas change over time 26 ANCHOR INVESTMENTS Partnership for companies planning for an IPO 27 EIB&TESI Growth financing for ambitious projects 29 Report by the Board of Directors 31 Financial statements 39 FINNISH INDUSTRY INVESTMENT LTD Business ID 1007806-3 Domicile Helsinki Address Porkkalankatu 1, 00180 HELSINKI TESI ANNUAL REVIEW 2018 2 CEO’S REVIEW More important than money TEXT JAN SASSE | PHOTO JUNNU LUSA IN ADDITION to money, Finnish companies need which invests in early-stage technology companies. skilled ownership, active board work and insight into Direct minority financing together with private international business operations, to support their investors is one way to support the growth and in- growth and internationalisation. The most success- ternationalisation of SMEs. Direct investments allow ful investors contribute with experience, resources capital to be put to work faster than fund investments and risk-taking ability to their portfolio companies, and can be used in business sectors that do not fit which consequently show much higher growth rates the typical operating models for fund investments.
    [Show full text]
  • Uniting the Nordic Startup Ecosystem: Rising North Impact Fund 2016–2018
    The Nordics Together UNITING THE NORDIC STARTUP ECOSYSTEM: RISING NORTH IMPACT FUND 2016–2018 The Nordics Together UNITING THE NORDIC STARTUP ECOSYSTEM: RISING NORTH IMPACT FUND 2016–2018 Photo: taPio auvinen / aamumehu in bringing ecosystem players players ecosystem very successful successful very together across across together the Nordics.” “Rising North was was North “Rising UNITING THE NORDIC STARTUP ECOSYSTEM Startup Foundation was awarded the Rising North priority project for 2016–2018 by the Nordic Council of Ministers to support the internationalisation and overall development of the Nordic startup ecosystem. The project was something entirely new: an impact fund that awarded grants to support the hands-on collaboration of startup ecosystem participants, with each initiative having representatives from three different Nordic countries. Rising North was very successful in bringing ecosystem players together across the Nordics. The connections between organisations and individual people grew stronger through diverse subprojects, which in turn facilitated the inception of new openings and follow-up ideas. This resulted in a strong cross-border agenda of continuing the Nordic startup ecosystem collaboration within the #NordicMade brand. Startup Foundation would like to extend its sincere gratitude to the Nordic Council of Ministers for its support in empowering the Nordic startup ecosystem. Furthermore, the project would not have been possible without the help and support of the Finnish Ministry for Foreign Affairs and the Ministry of Economic Affairs and Employment. Startup Foundation also wishes to thank all the members of the project steering board for their invaluable work in evaluating the funding applications, which over the years resulted in a portfolio of exciting and impactful subprojects.
    [Show full text]
  • Case Finland & Nokia Crisis and Transition
    Case Finland & Nokia Crisis and Transition ________________________________________________________________________________ Professor Örjan Sölvell at the Stockholm School of Economics (SSE), Center for Strategy and Competitiveness (CSC), prepared this case in collaboration with MIB students Pontus Gustafsson, Alexander Kronvall, Conrad Wüller and Yi Zhang, based on public sources and expert interviews. The case is developed for class discussions in the course “On Strategy and Competitiveness”. First published by CSC in Sweden 2016. All parts of this case may be reproduced, stored in at retrieval system and transmitted in all forms: electronic, mechanical, photocopying, recording, or other. The case may be lent, resold, or hired out without the publisher’s consent. An accompanying textbook can be downloaded for free at: http://www.clusterobservatory.eu/index.html#!view=documents;mode=one;sort=name;uid=77c78ae7-ec99-45a8-bfbf-ad89640f250b;id= This case is a continuation of the HBS Case “Finland and Nokia: Creating the World´s Most Competitive Economy” (9-702-427) by Örjan Sölvell and Michael E. Porter. 1 Finland & Nokia: Crisis and Transition ”Ten years ago we felt as if we could not do anything wrong. Then 2008 came with the smart phone, Lehman Brothers that went broke, and a war in Georgia that shook Europe” – Alexander Stubb, PM of Finlandi Nokia in Transition On September 16, 2013 a leading business journalist in Sweden wrote “Nokia´s belly flop is still an unsolved mystery” ii. The company had lost 90% of its stock value in just six years. Nokia had been a world leader for decades in Telecoms, particularly in the mobile phone segment, and now the company was selling the handset business to Microsoft, which was known to be doing poorly in this segment.
    [Show full text]
  • Innovaatiorahastosta Rahoitettujen Hankkeiden Loppuraporttien Kooste Kaupunginhallituksen Elinkeinojaosto 8.6.2020
    LIITE 2: Innovaatiorahastosta rahoitettujen hankkeiden loppuraporttien kooste Kaupunginhallituksen elinkeinojaosto 8.6.2020 Loppuraporttinsa jättäneet hankkeet Toteuttaja Hanke Toteutusaika innovaatio- rahaston rahoitus € 1 The Startup Shortcut Oy The Shortcut: 2018-2019 138 000 Monimuotoisuus kasvun moottorina 2 Metropolia Helsinki RobobusLine 2017-2019 260 218 Ammattikorkeakoulu Oy 3 Helsinki Marketing Oy Ltd Plug in Helsinki 2018 100 000 4 Helsingin kaupunki, Varaamo 2017-2018 130 915 Kulttuurin ja vapaa-ajan toimiala 5 Metropolia Creative Campus 2017-2018 233 830 Ammattikorkeakoulu Oy Arabia 1 1 The Startup Shortcut Oy: Monimuotoisuus kasvun moottorina Toteutusaika: 6/2018 – 5/2019 PRR 3599756 Yhteistyötahot kaupungilla: Kaupunginkanslian elinkeino-osasto Yhteistyötahot muualla: Slush, Startup Sauna, Junction, Wave Ventures, Aaltoes, Talk the Talk, Rising North, Maria01 yrityksiä kuten Yousician, Nosto, Supercell, Google, Futurice, Leadfeeder, Ultrahack, Holvi, Icebreakers, MeHackit, etc. Rlabs South Africa, Council of Europe Cities -projekti Kokonaiskustannukset: 296 391 euroa, joista innovaatiorahastosta 138 000 euroa Loppuraportti: https://www.hel.fi/helsinki/fi/kaupunki-ja-hallinto/strategia-ja- talous/innovaatiorahasto/paattyneet+hankkeet/the-shortcut Hankkeen kuvaus Startup-säätiön The Shortcut -hankkeen tavoitteena oli lisätä monimuotoisuuta startup-yrityksissä ja madaltaa osallistumisen kynnystä, jotta useammat ihmiset erilaisista taustoista harkitsisivat startupin perustamista tai hakeutuisivat töihin startupeihin, joissa
    [Show full text]
  • Aalto University School of Business Fact Sheet 2020—2021
    Aalto University School of Business Fact Sheet 2020—2021 Better Business - Better Society With experience spanning more than a century and an established track record of conducting high-quality research, we at Aalto University School of Business Contact Information are well-equipped to educate the influential leaders of tomorrow. Dean’s Office: Prof. Timo Korkeamäki, Dean The School of Business is the leading business school in Finland and ranks among the best in Europe. The School provides students with a multidisciplinary, international learning Prof. Virpi Tuunainen, Vice Dean, Research and experience. The focus is on teaching through real life challenges, real cases, consultancy International Cooperation projects, and internships, in close cooperation with the business community and the rest of the Prof. Tomas Falk, Vice Dean, Teaching and society. The School of Business is a community of 3,500 students and 113 faculty members Learning with approx. 600 international students a year, totalling 16% of the student body. International Affairs: Triple Crown status Ms. Saila Kurtbay, Head of International Affairs Aalto University School of Business is the first business school in the Nordic countries to have [email protected] received all three labels of excellence from the world’s leading business school accreditation Incoming Student Services: bodies: AACSB, AMBA and EQUIS. This Triple Crown status is an honour held by only a few Ms. Minna Pekkanen business schools worldwide. [email protected] website: into.aalto.fi > New students > Incoming CEMS – global cooperation exchange students CEMS is a global alliance of leading business schools and multinational companies. It constitutes Outgoing Student Services: of 32 academic institutions, 65 international corporate partners and 7 social members.
    [Show full text]
  • Nurturing Startups, Venturing, and the Finnish Entrepreneurial Ecosystem
    Nurturing Startups, Venturing, and the Finnish Entrepreneurial Ecosystem Impact case study Department of Industrial Engineering and Management, Aalto SCI 2018 CASE Study CASE Study Aalto RAI 2018 Case Study Field: Industrial Engineering and Management Unit of Assessment (UoA): Dept. of Industrial Engineering and Management, Aalto SCI Nurturing Startups, Venturing, and the Finnish Entrepreneurial Ecosystem 1. Summary of the societal impact DIEM graduates as entrepreneurship professors in many leading universities around the world.1 Over the last 20 years, the researchers and faculty of the Department of Industrial Engineering and Of the current DIEM faculty, Prof. Markku Maula Management (DIEM) have had a key role in ener- is a leading researcher in areas of venture capital gizing, motivating and facilitating the establishment and private equity, and external corporate ventur- and growth of 1) student and DIEM alumni led en- ing. Assistant Prof. Mikko Jääskeläinen focuses on trepreneurship and venturing activities; 2) fostering venture capital, accelerating growth and creating entrepreneurship and venturing communities and value. Assistant Prof. Marina Biniari, recruited from educational settings at Aalto University, including the University of Strathclyde in the UK, conducts re- the Aalto Entrepreneurship Society (AaltoES), Aalto search on corporate entrepreneurship. Professor of Venture Program (AVP), and Startup Sauna; and 3) Practice Peter Kelly has been teaching courses since supporting the Finnish entrepreneurial ecosystem, 1998 on venture capital and new venture develop- including SLUSH, and high-growth entrepreneurship ment, inspiring a large number of students each policy, and venture capital funding activities. year to explore entrepreneurial career opportuni- ties. In addition, many other professors in the group, including Robin Gustafsson, Jens Schmidt and Timo 2.
    [Show full text]
  • Aalto University School of Business Fact Sheet 2021—2022
    Aalto University School of Business Fact Sheet 2021—2022 Better Business - Better Society With experience spanning more than a century and an established track record of conducting high-quality research, we at Aalto University School of Business Contact Information are well-equipped to educate the influential leaders of tomorrow. Dean’s Office: Prof. Timo Korkeamäki, Dean The School of Business is the leading business school in Finland and ranks among the best in Europe. The School provides students with a multidisciplinary, international learning Prof. Virpi Tuunainen, Vice Dean, Research and experience. The focus is on teaching through real life challenges, real cases, consultancy International Cooperation projects, and internships, in close cooperation with the business community and the rest of the Prof. Tomas Falk, Vice Dean, Teaching and society. The School of Business is a community of 3,500 students and 113 faculty members Learning with approx. 600 international students a year, totalling 16% of the student body. International Affairs: Triple Crown status Ms. Saila Kurtbay, Head of International Affairs Aalto University School of Business is the first business school in the Nordic countries to have [email protected] received all three labels of excellence from the world’s leading business school accreditation Incoming Student Services: bodies: AACSB, AMBA and EQUIS. This Triple Crown status is an honour held by only a few Ms. Minna Pekkanen business schools worldwide. [email protected] website: into.aalto.fi > New students > Incoming CEMS – global cooperation exchange students CEMS is a global alliance of leading business schools and multinational companies. It constitutes Outgoing Student Services: of 32 academic institutions, 65 international corporate partners and 7 social members.
    [Show full text]