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Magnus KlofstenLinköping University

Sweden

Technology Transfer Through Entrepreneurship:

A Swedish Good Practice

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Agenda

The Linköping region Entrepreneurship in the academic

context A good practice Success factors Conclusions and future aspect An illustrative group work

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Knowledge-based regional development (stages)

Inception (1980-85; idea about a new regional development model)

Implementation (1986-1995; starting new activities)

Consolidation and adjustment (1996-2000; integration of hard and soft activities)

Self sustaining growth (2001-; avoiding decline– create continuous redevelopment)

Etzkowitz & Klofsten, (2005)

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What is entrepreneurship?

Entrepreneurship is an attitude or approach to management or life that starts with opportunity; it is a framework with which to look at the world regardless of what you do in the world

(Carsrud, 2005)

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Academic entrepreneurship:

Three levels

The entrepreneurial university - creation and maintenance of an enterprising culture

Entrepreneurship - a subject itself Training entrepreneurship - starting new

businesses

(Klofsten (2000), Journal of European Industrial Training, 24(6&7), p. 337-344)

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The growth and developmentprocess

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How we work

Traditional business support

CIE

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Programmes and activities

1.

2.

3.

4.

4. Networking Activities

3. Management Groups

2. Development Programme

1. Entrepreneurship and New Business Development Programme (ENP)

Start Early development Later development

Growth anddevelopment

Time

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Networking activities

Seminars Meeting SMIL Focus groups Social events SMIL Management leaders

school www.smil.se

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ENP(results since 1994)

50 programmes 2000 persons involved 500 new ventures 75% are starting 70% are surviving 20% are growing (over 5 people) Major acquisitions: Kreatel and Ventall

2006

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ENP in Sweden

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The ENP process

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Philosophy behind ENP

Own venture idea Drive before idea Customer and market focus Neutral training arena Openness Connection to a network

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Idea development

Klofsten (2005), Technology Analysis and Strategic Management, Vol. 17, No. 1, p. 105-119

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Idea evaluation

Klofsten (2005), Technology Analysis and Strategic Management, Vol. 17, No. 1, p. 105-119

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Success factors in entrepreneurship support Use people that really understand the

entrepreneurial processes Drive and engagement Satisfy real needs A strategic focus An anchored position Collaborative mindset Credibility and openness Long term commitment

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CONCLUSIONS

When measuring success of an entrepreneurship programme there are three levels to take into consideration:

Individual Organisation Societal level

Be patient - inspired entrepreneurs will do their job - results will arrive…

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Why being involved? - the academic point of view

Synergies Knowledge Money Image Network Fun/inspiration

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Future aspects to deal with in the entrepreneurship support system

The ongoing institutionalisation process Changes in collaboration (external and

internal) The measure of success Integration backwards and forwards Avoiding bureaucratisation