USING INSTITUTIONAL ENTREPRENEURSHIP TO ‘REVERSEENGINEER’ A LARGE ENGINEERING LEADERSHIP INSTITUTE
AbstractLeadership is poised to become a major feature of engineering education, but the question of how to grow programs within the institutional context of
engineering faculties remains largely unanswered by the literature. Our analysis of a single historic case study of Canada’s largest engineering leadership institute sheds light on some of the strategies used to grow from a small program to a stable educational unit. We find valuable insights on how to generalize these findings by applying concepts from institutional entrepreneurship to make sense of founder strategies.
How to Cite
KLASSEN, Mike et al. USING INSTITUTIONAL ENTREPRENEURSHIP TO ‘REVERSEENGINEER’ A LARGE ENGINEERING LEADERSHIP INSTITUTE. Proceedings of the Canadian Engineering Education Association, [S.l.], jan. 2017. ISSN 2371-5243. Available at: <https://ojs.library.queensu.ca/index.php/PCEEA/article/view/6506>. Date accessed: 18 nov. 2017. doi: https://doi.org/10.24908/pceea.v0i0.6506.