Choosing between a Student–Run and Professionally Managed Venture Accelerator*

Gordon K. Adomdza

Entrepreneurship Theory and Practice, 2016, vol. 40, issue 4, 943-956

Abstract: This case presents challenges facing a student–run venture accelerator at a major university in the United States. The student–run model has attracted much media attention for its uniqueness, but it has also raised questions about its sustainability. Signals from a new dean, not invested in the student model, are putting much pressure on the student–chief executive officer to change course—to tweak the student–run model and fight for its future or cave in to pressures to “professionalize†it and let students take a backseat in management. The case highlights challenges in entrepreneurial leadership of a student–run accelerator at the point of initial growth.

Date: 2016
References: Add references at CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://journals.sagepub.com/doi/10.1111/etap.12145 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:entthe:v:40:y:2016:i:4:p:943-956

DOI: 10.1111/etap.12145

Access Statistics for this article

More articles in Entrepreneurship Theory and Practice
Bibliographic data for series maintained by SAGE Publications ().