Transformation to an entrepreneurial university: the case of Qatar University

Purpose The literature on the transformation to an entrepreneurial university is limited to developed countries, with less attention given to the expansion of such strategic foresight in developing countries. Thus, this case study aims to explore the progress of Qatar University to become an entrepreneurial university and highlights the development of social and learning capital at the inter-organizational level. Design/methodology/approach This case study uses a qualitative methodology based on one-to-one, in-depth, semi-structured interviews with high and middle management from Qatar University, the government and other professional bodies. Data were analyzed using NVivo software. Findings The current status of Qatar University’s transition toward an entrepreneurial university is at the strategy development and prioritization stage, indicating that there is a need for a strategic model to guide the related entrepreneurship practices within the national ecosystem and innovation system. The growth of social and learning capital and strategies for networking change management are required to support such transition. Practical implications These findings can guide administrators and policymakers to enhance Qatar University’s transition toward an entrepreneurial university by considering the national ecosystem’s development, institutional modernization and networking change management. This can help Qatar University establish the necessary social and learning capital to stimulate networking for the transition to university entrepreneurship. Originality/value This study proposes a conceptual model of the main themes of organizing practices that facilitate the transition to an entrepreneurial role among national universities in developing countries.