TY - JOUR TT - MYTH AND REALITY OF ENTREPRENEURIAL UNIVERSITIES IN IRAN AU - Mahdi, Reza PY - 2016 DA - December DO - 10.18768/ijaedu.280577 JF - IJAEDU- International E-Journal of Advances in Education JO - IJAEDU PB - OCERINT International Organization Center of Academic Research WT - DergiPark SN - 2411-1821 SP - 444 EP - 452 VL - 2 IS - 6 KW - Higher Education KW - Entrepreneurial University KW - Socio-economic Entrepreneurship N2 - Development of infrastructures and facilities shows has startedentrepreneurship journey in Iranian scientific system. Development of infrastructures and facilities represents the beginning of entrepreneurshipjourney in Iranian scientific system. However, Iranian entrepreneurialuniversity is not myth, but it has not been come true yet, especially in thefield of social entrepreneurship. The current situation of university represents or indicates the complex andchallenging journey ahead and suggests initiatives to transform Iranianuniversities into more entrepreneurial institutions. There are two mainnecessary conditions for this vital journey. One, Iranian universities not onlymust pay close attention to the coherence between them and the environment, butalso, they should avoid the ivory tower attitude and take into carefulconsideration about the specificities of their context and the needs of thestakeholders. Second, it is need to change academic culture and attitudes andpromote and diffuse entrepreneurial culture and entrepreneurial values withineach institution. Changing in academic culture and attitudes is second point,universities should promote and diffuse entrepreneurial culture and valueswithin each institution. Turning the traditional university into anentrepreneurial university is a cultural matter, and it needs entrepreneurshiptraining, especially skills training to individuals. Based on this study,shaping and effectiveness of entrepreneurial university don’t possible withoutsystematic development of skill training and entrepreneurial education forstudents, faculty members, managers and staff, and reinforcement ofentrepreneurial attitudes in university human resources. Also, the mainweakness of academic entrepreneurship is overemphasis of economic-technicalentrepreneurship dimensions and low attention on socio-culturalentrepreneurship. One of the key perspectives of the third generationuniversity is development of professional skills and competences andempowerment of students and faculty in direction of national developmentprocess and society problems solving. 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UR - https://doi.org/10.18768/ijaedu.280577 L1 - https://dergipark.org.tr/en/download/article-file/262069 ER -