واقع استراتيجيات الريادة في الجامعات السعودية : دراسة ميدانية على جامعة الملك سعود

Abstract EN

This study sought to identify the entrepreneurial strategies adopted in Saudi universities through a field study conducted on King Saud University (KSU) based on the following dimensions: innovation, uniqueness, and growth.

The study also identified the main differences in the respondents' views.

To achieve these goals, the analytical descriptive approach was applied using a questionnaire consisting of entrepreneurial strategies variable to measure the above three dimensions and investigate the perspectives of faculty deans, deputies, and deanship deans and deputies as well as heads and deputy heads of departments at (KSU).

The study came up with a number of key conclusions: respondents largely agree on the above three dimensions as determinants of the status of the entrepreneurial strategies at (KSU).

According to respondents, these dimensions are categorically classified.

Growth dimension ranked first, the innovation dimension listed second while the uniqueness dimension ranked third.

In the growth dimension, results reflect a broad agreement on the paragraph that reads, "University enters into coalition agreements with (technical and media firms, entrepreneurial universities and electronic education companies) 11 • In the innovation dimension, results show a broad agreement on the paragraph that reads, "University offers new services (e.g.

electronic, educational, health, research, construction, technology and community services)".

In the uniqueness dimension, the paragraph that reads, "university hires highly distinguished faculty members" lists first.

Results of differences in respondents reflected considerable statistical differences in growth dimension in favor of males against females, statistical differences attributed to the workplace in innovation dimension in favor of health faculties against literary ones, statistical differences attributed to the administrative position in growth dimension in favor of deans, deputies, heads and deputy heads of departments.

The study concluded with a number of scientific and academic recommendations.