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The so-called ?Third Mission? of the university is under debate for the last 20?30 years (Laredo, 2007) and this mission has received a wide variety of interpretations. In this chapter we adhere to execution of activities that contribute to the economic and social development of its territory. This new idea of the university as an entrepreneurial one requires a reorientation of its strategy to cope with the challenges imposed by its new task towards society. In this sense, the Entrepreneurship Support Programmes (ESPs), as university services, are a central element in the fulfilment of the aims and objectives of any entrepreneurial university, as those that combine and integrate the traditional activities of education and research with the contribution to the economic and social development (Etzkowitz, 1998; Goddard, 1998). The ESP services consist, for example, of programmes that promote entrepreneurship in all the fields; they support the creation of new innovative companies with a scientific or technologic base; they support the development of university spin-off and training related to the creation and management of companies; and they promote university?company relationship and interaction between other factors (Arroyo-Vázquez & van der Sijde, 2008). The reorientation of the strategy of the university into an entrepreneurial one involves also a strategy with regard to the university's ?entrepreneurial? services, which have to adapt to the new demands and needs of the university's ?new? users, entrepreneurs and companies as well as university staff members.

Year of publication 2010