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Universities are a relevant and little-explored context to the study of strategic action, considering their need to adapt to environmental dynamics and establish a closer relationship with society. This study contributes to shedding light on how the changing process from a traditional university model to a more entrepreneurial model takes place. Thus, this study aims to analyze the role played by the universities' strategic management to the establishment of entrepreneurial orientation (EO) in the academic environment. For this sake, we did a multiple case study focusing on managers' decisions at the strategic level. The selected cases are three universities, two in Brazil and one in Sweden, recognized for their academic entrepreneurship approach in their environments. Based on these cases, the study reveals the influence of top-management decisions for the establishment of EO and how traditional institutions can pursue an entrepreneurial university model. The results emphasize the key role played by the universities' strategic management in establishing EO, through different levels of participation, but with recurrent behaviors in the implementation of the third academic mission. [ABSTRACT FROM AUTHOR]

This article examines how certain Civil Society Organizations (CSOs) from Emerging Economies (EE) are able to raise funds from International Development Agencies (IDAs) while others are not successful in this endeavor. Following a multiple case study involving six Brazilian CSOs, our results suggest that one of the factors that explain the success of CSOs in international fundraising is Entrepreneurial Orientation (EO), which allows some of them to develop innovative approaches aligned with the guidelines of international development agencies. These results contribute to the expansion of the theoretical domain in which the EO construct is important for international fundraising, a field that has been explored little in the literature. From a practical viewpoint, the study suggests that CSOs that wish to raise funds from IDAs should promote EO internally. [ABSTRACT FROM AUTHOR]

The article aims to show the differentiated moderating role of integration between the headquarters and subsidiary companies to explain the potential of local innovations becoming global innovations. Throughout the framework and hypotheses, we propose two global innovation development processes. In order to test them, we analyzed a sample of 172 subsidiaries from the structural equations technique to test the hypotheses and multiple-groups comparison in order to evaluate the moderating effect of subsidiaries embeddedness. The results confirm the adherence of a presented process: entrepreneurial orientation is associated with local innovation when moderated by embeddedness. In turn, this local innovation has great potential to become a global innovation. Another result diverged from the one presented in the hypotheses, but it has an important contribution. The result shows that the entrepreneurial orientation is associated with the inclusion of the subsidiary in the network, which has the potential of developing global innovation, but to do so it would have to be a radical or disruptive innovation. [ABSTRACT FROM AUTHOR]