The role of social embeddedness in professorial entrepreneurship: a comparison of electrical engineering and computer science at UC Berkeley and Stanford

Professorial entrepreneurship has recently attracted much attention. This paper draws upon historical research, a survey of faculty, and an Internet-based methodology for identifying professorial affiliations with entrepreneurial firms at two of the premier electrical engineering and computer science departments in the US, The University of California, Berkeley and Stanford. We employ the concept of "nested embeddedness" to explain why the faculty members in these two institutions have different levels of entrepreneurship and corporate involvement. EE&CS faculty at both universities were found to be socially embedded in departments and disciplines that supported and placed value on entrepreneurial activities. However, while being embedded in a university environment with a history of success and high level of support for entrepreneurship, EE&CS faculty at Stanford had a significantly greater level of corporate involvement, including the founding of start-ups. Although significantly less than Stanford, the level of corporate involvement among EE&CS faculty at Berkeley was also substantial. This suggests that being embedded in an academic department and disciplines with cultures that are supportive of entrepreneurial activity can help counteract the disincentives created by a university environment that is not strongly supportive of these activities. (C) 2004 Elsevier B.V. All rights reserved.