Supporting Entrepreneurship and Innovation in Higher Education in Italy

Preface by Italian Minister
Preface by OECD and European Commission
Preface by Italian Universities
Foreword
Acknowledgements
Abbreviations and acronyms
Executive summary
Chapter 1.  Overview of the higher education system in Italy
	Introduction
		Science, innovation and knowledge economy
		Issues on skills and firm profile
	Key actors and elements of the Italian higher education system
		The university system
		Other institutions of tertiary education
		Public research organisations
		Ministries and institutional bodies
			The Ministry of Education, Universities and Research (MIUR)
			The National Agency for the Evaluation of Universities and Research Institutes (ANVUR)
			The Conference of Italian University Rectors (CRUI)
			The National University Council (CUN) and National Council of University Students (CNSU)
		Networks of universities
			AlmaLaurea
			Network for the valorisation of university research (Netval)
			PNICube
	Funding policies in Italian higher education
		Strategic planning and indicators for periodic evaluation
		Funding policies for teaching and research in Italian universities
		Funding for research institutes and research projects
			Research Projects of National Interest (PRIN)
			FIRST and National Technological Clusters (CTN)
		Study fees and study grants
		International credit mobility
	Monitoring quality and performance
		Monitoring performances
		Accreditation system
		Research Quality Assessment exercises (VQR)
	Policy actions promoting value creation and entrepreneurship
		Main policy actions promoting value creation through research
			Innovative doctoral programmes
			The network approach
			Smart specialisation strategy
			The National Research Plan (PNR)
		Main policy action supporting entrepreneurship in and through higher education
			Professional bachelor’s programmes
			Scientific degrees, tutoring and carrier guidance
			Entrepreneurship and transversal skills
			National awards promoting entrepreneurship teaching and learning
	Notes
	References
Chapter 2.  Applying the HEInnovate framework to higher education in Italy
	The HEInnovate guiding framework
	The HEInnovate dimensions in the Italian context
		Leadership and governance
		Organisational capacity: Funding, people and incentives
		Entrepreneurial teaching and learning
		Preparing and supporting entrepreneurs
		Digital transformation and capability
		Knowledge exchange and collaboration
		The internationalised institution
		Measuring impact
	Notes
	References
Chapter 3.  Knowledge exchange and collaboration in Italy
	Knowledge exchange: An introduction
		There is no one-size-fits-all model for knowledge exchange policy and initiatives
		University-industry collaboration is an important channel of knowledge exchange
	Knowledge exchange in the Italian context
		Key national and regional policies supporting knowledge exchange and collaboration
			FIRST and National Technological Clusters (CTN)
			Industrial PhD and PhD ITalents
			Collaboration in the agro-food supply chain
			Innovation Flow
			National Plan Enterprise 4.0
			Regional initiatives supporting knowledge exchange and collaboration
		Monitoring and evaluation of knowledge exchange
	Strengths in the Italian university system
		Italian HEIs have a good awareness of knowledge exchange and collaboration and its implications
			Support for entrepreneurship and innovation within HEIs
			Active engagement in knowledge exchange and collaboration of HEIs with business
			Knowledge exchange and collaboration based on social and cultural engagement
			HEIs are evaluating their knowledge exchange and collaboration activities to increase funding
	Weaknesses in the Italian HEI system
		The Italian higher education system and many individual universities lack a strategic approach to knowledge exchange and collaboration
			Generating incentives and narratives to promote co-ordination
			Investing in the relations and strengthening the role of intermediary structures to bridge HEIs with their ecosystems
			Promoting synergies among the three university missions to strengthen knowledge exchange and collaboration
	Conclusions and recommendations
		Recommendations
	Notes
	References
Chapter 4.  Internationalisation of higher education in Italy
	Introduction
		Defining internationalisation
		Rationales for internationalisation
		The role of national policies
		Multidimensionality of internationalisation – An analytical framework
	The Italian case
		System policies and initiatives
		Institutional strategies and activities
			Motivations and rationales
			Areas of internationalisation
			Approaches to internationalisation
		Institutional good practices
	Challenges
		The system level
		The institutional level
	Recommendations
		The system level
			Self-critical attitude
			Vision and strategy
			Incentives and tools
			Comprehensiveness
		The institutional level
			Vision and strategy
			Institutional dynamics and co-ordination
			Scope and density of partnerships
	Concluding remarks
	Notes
	References
Chapter 5.  Digital transformation and capabilities
	Introduction: Defining digital transformation and capabilities
		The digital transformation and the HE sector
		Digital skills, MOOCs and open science
	The Italian case
		Digital skills in Italy
		Main national actors for the digital transformation of Italian HEIs
		National strategies and plans
	Italian good practices
		Digital teaching: Massive open online courses (MOOCs)
		Open badges and competencies recognition through digital technologies
		Open science
		HEI third mission and digital transformation
	Challenges in the Italian HE system
		Make digital transformation strategic for the future of HEIs
		Invest in digital learning
		Spread open science and open access practices
		Digitalisation and third mission: An opportunity not to be missed
	Concluding remarks and policy recommendations
	Notes
	References
Chapter 6.  Organisational capacity: Funding, people and incentives
	Introduction
	The national policy framework for HEIs’ innovation activities
		National reform processes as the basis for organisation capacity development: The 2010 reform
		University autonomy enables HEIs to define their strategic goals, including vis-à-vis entrepreneurship and innovation
		University strategies and entrepreneurial activities reflect a broad understanding of innovation practices going beyond technology transfer only
		Mainstreaming gender diversity as facilitating factors for innovation
		Mechanisms of selection of the university leadership: An international comparison
		Competitive funding mechanisms for Italian HEIs
		The lack of long-term planning is an obstacle in the development of partnerships with external stakeholders
		HEIs and the regional dimension
		Individual incentives and recruitment mechanisms supporting engagement
		Evaluating third mission (TM)
	Conclusions and policy recommendations
	Notes
	References