Campus Leadership and the Entrepreneurial University: A Dynamic Capabilities Perspective

Abstract

This study explores relationships between campus leadership and the organizational-level dynamic capabilities that underpin the management of research universities. Our observations suggest that the presence of leaders who marry strategic thinking and capabilities development enhance the likelihood of a university’s competitive fitness and long-term survival. We compare and contrast strategic decisions and leadership propensities of chancellors at UC Berkeley and presidents at Stanford University. Our findings help explain why Stanford has advanced in relation to Berkeley and hint at the challenges and opportunities facing Berkeley chancellors. We also suggest that it is timely for university presidents to begin to manage proactively the university and, to the extent possible, its innovation ecosystem to increase the chances that their institutions will continue to prosper in an increasingly competitive environment that is also exposed to uncertainty and change.