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30 MAY 2010

Enabling entrepreneurial organisational culture within art and design

"Gibbs, Knapper and Piccinin (2009) describe a perceived shift of organisational culture over time from, collegial to bureaucratic to corporate and finally to a fourth entrepreneurial culture characterised 'by a focus on competence and an orientation to the outside world, involving continuous learning in a turbulent context. The management style involves devolved and dispersed leadership. Decisionmaking is flexible and emphasises accountable, professional expertise. Students are seen as partners.' (p. 6). UCA is considering whether an entrepreneurial culture is most suited to its ambitions for increased internal and external collaboration and if so the associated consequences for the working relationships between leaders and academics, and the degree of academic autonomy.

If universities were to accept a need to change their cultures and become more entrepreneurial, then it is possible that this might lead to confusion amongst staff as they experience aspects of different types of culture. Gibbs, Knapper and Piccinin (2009) note that this model of four organisational cultures is oversimplified and that is possible for 'individuals to hold conflicting perceptions of the organisational culture at the same time' (p. 6). Nevertheless, the model does seem to be useful in helping to reflect on the type of culture that might be desirable for a university offering art and design subjects."

(Paul Coyle, 2010)

Coyle, P. (2010). 'Crossing Boundaries – Creative Spaces'. Cumulus, International Association of Universities and Colleges of Art, Design and Media. Genk, Belgium.


2010 • Association of University Administrators • AUA • boundary • Christopher Knapper • collaborationcollaborative working • Creative Arts Leadership and Management • creative industriesCumulus Associationdisciplines • entrepreneurial culture • Graham Gibbshigher educationindependent decision-makingindividual initiativeinnovationleadershipmanagementmultidisciplinarynexusorganisational culture • organisational models • partnership • Paul Coyle • public value • Sergio Piccinin • teachingUCAUKUniversity for the Creative Arts • values-driven leadership


Simon Perkins

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