USING INSTITUTIONAL ENTREPRENEURSHIP TO ‘REVERSEENGINEER’ A LARGE ENGINEERING LEADERSHIP INSTITUTE

  • Mike Klassen University of Toronto
  • Doug Reeve
  • Annie Simpson
  • Robin Sacks
  • Greg Evans

Abstract

Leadership 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.
Published
2017-01-28
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.