Mechanisms to leverage a university-based E&I ecosystem

Approaching the first quarter of this 21st century, the evolution of society and the skills required to follow and adapt are drastically changing. This is also true in the hospitality industry. In such a fast-paced changing environment, the existing models of universities delivering static content are questioned. Higher education’s responsibility shifts from passing on knowledge, to constructing knowledge for, and with, a broader range of stakeholders. This study looks into the drivers, facilitators, and barriers to leveraging an Innovation and Entrepreneurship (E&I) ecosystem of a Business Hospitality school located in Lausanne, Vaud canton in Switzerland. The case study follows a deductive qualitative approach. A comparative analysis of the key features of effective Entrepreneurship and Innovation ecosystems was conducted, completed by unstructured interviews that led to suggestions to implement to leverage the E&I ecosystem. Three dimensions are explored: the external environment, the stakeholders, and the culture favorable to entrepreneurship and innovation. The external environment Switzerland offers this fertile ground; Vaud canton is a cradle for knowledge exchange, it hosts many international institutions, recognized universities, research institutes, and science parks that are technology-driven. However, the study sheds light on a limit from the Hospitality industry. Swiss hospitality is anchored in tradition, excellence, hierarchy, history, and know-how gained over repetition to reach excellence. Secondly, an ecosystem is defined as a group of actors and individuals that join resources to co-create, innovate and generate added value. Therefore, the institution requires all stakeholders to share a common vision. In other words, leadership, students-led E&I activities, university-led E&I activities, departments, and the external community must all work in synergy requiring an articulated strategy and roadmap shared amongst all stakeholders, including a research agenda aligned to translate research into innovation and entrepreneurship. In addition, untapped resources can be leveraged internally, for example, the student led-activities which are a key driving force to shift towards an E&I ecosystem should be harnessed to their greatest value. The current E&I student committee within the university, amongst other aspects, would benefit from more autonomy and independence. Finally, such synergy amongst stakeholders requires a supportive culture. Therefore the university should move from a competitive, hierarchical, and success-oriented culture to a culture promoting creativity, collaboration, and learning from failure