Applicability of the entrepreneurial university model to Makerere University

Abstract

Hinged on the HEInnovate Framework, this study scrutinized Makerere University’s leadership and governance, organizational capacity, incentives, entrepreneurship in teaching and learning, pathways for entrepreneurs, university-business relationships, internationalization, and impact measurement of entrepreneurial activities. The goal of the scrutinization was to determine the applicability of the entrepreneurial university model to the University. The study followed a mixed methods design. Data was collected using self-administered questionnaires and interviews. Data was analyzed using descriptive statistics, and thematic analysis. The study found that entrepreneurship is echoed in the University’s strategic documents. However, obstacles to implementation of various entrepreneurial activities were noted. These included; limited strategic execution of entrepreneurial interventions and gaps in organizational capacity. It was also found that efforts are being made to integrate entrepreneurial approaches into the curriculum. However, a notable discrepancy exists in the encouragement of faculty participation in entrepreneurial activities. The University is committed to entrepreneurship through mentorship, funding, and practical application. However, there is a disconnection between entrepreneurial initiatives and perceived engagement among students and staff. The University is dedicated to entrepreneurial collaborative efforts. However, challenges such as understaffing and inadequate research infrastructure persist. Internationalization is recognized as integral to the university's entrepreneurial strategy, emphasizing its potential for promoting entrepreneurship in teaching, research, and community engagement. However, challenges persist in supporting international mobility and attracting entrepreneurial staff, highlighting areas for improvement. It is concluded that the Entrepreneurial University Model is not readily applicable to Makerere University. Although teaching and learning, and university–business relationships for knowledge exchange at Makerere University portray strength in entrepreneurial capacity, gaps in leadership and governance, pathways for entrepreneurs and University internationalization constrain entrepreneurial success. It is recommended that the University Council grants the various Units of the University more autonomy to devise and implement their entrepreneurial agenda. It is also recommended that University Management develops systematized, intentional and targeted strategies for entrepreneurial stakeholder engagement and internationalization.