1. Innovation Practices in Palestinian Universities
Prepared By:
Abdallah Shhadeh
Hesham AlSahili
Ibrahim Abu Mansour
Odai Assaf
Supervised By:
Eng. Suleiman Daifi (Main Supervisor)
Dr. Yahya Saleh (Co-Supervisor)

2. Project phases : Overview : Introduction Problem Statement:
_ Innovation
_ Entrepreneurship
_ Higher Education
Objectives:
Evaluate the current situation.
Compare between the Palestinian universities.
Compare between Palestinian faculties.
Building a customized framework.
Problem Statement:
The Palestinian society is not a job creator one, with the number of unemployment is increasing, a change is needed. To utilize the innovative mind of the youth, an entrepreneurial university
model is needed.
Assess and evaluate the current situation of the Palestinian universities in terms of the practice of creativity and entrepreneurship.
Compare between the Palestinian universities in terms of applying innovation practices.
Benchmarking the local universities with international successful entrepreneurial ones in terms of applying innovation and how it effects the university environment.
Building a customized framework for successful Palestinian entrepreneurial university and recommending such framework to foster innovation in Palestinian universities

3. Entrepreneurial University
Project phases :
Literature Review
Entrepreneurial University
is a flexible organization that interacts with its social and economic environment, in an innovational way that create opportunities.
Cases & Applications
Brazil
Romania
Turkey
Russia
Singapore
Assess and evaluate the current situation of the Palestinian universities in terms of the practice of creativity and entrepreneurship.
Compare between the Palestinian universities in terms of applying innovation practices.
Benchmarking the local universities with international successful entrepreneurial ones in terms of applying innovation and how it effects the university environment.
Building a customized framework for successful Palestinian entrepreneurial university and recommending such framework to foster innovation in Palestinian universities

4. Project phases : Change management Literature Review Triggers :
External triggers
Customer needs
Competitive offers
Economic cycle
Societal change
Internal triggers
Decisions
Problems in operations
Company growth or decline
Leadership and personnel change.
Definition
The discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes.
Assess and evaluate the current situation of the Palestinian universities in terms of the practice of creativity and entrepreneurship.
Compare between the Palestinian universities in terms of applying innovation practices.
Benchmarking the local universities with international successful entrepreneurial ones in terms of applying innovation and how it effects the university environment.
Building a customized framework for successful Palestinian entrepreneurial university and recommending such framework to foster innovation in Palestinian universities

5. Methodology

6. Methodology
Stakeholder Analysis
Bridging the Gap
Questionnaire

7. University Administration
Stakeholder Analysis
University Administration
Head Departments

8. Questionnaire Design of the Questionnaire.
Administration Questionnaire
Departments Questionnaire.
The Judges.
Sampling Method.

9. Design of the Questionnaires
European Framework Statements
Leadership and Governance
Organizational Capacity, People and Incentives
Entrepreneurship development in teaching and learning
Pathways for entrepreneurs
University – business/external relationships for knowledge exchange
The Entrepreneurial University as an internationalized institution
Measuring the impact of the Entrepreneurial University

10. Bridging the Gap Analyzing the Questionnaire Extract Results
Build Recommendations
Extract Results
Analyzing the Questionnaire

11. Outputs Administration Questionnaire. Departments Questionnaire.
Bridging Tables.
Outputs

12. Analysis & Results

13. Introduction
Sample collected from the departments questionnaire is 84.
From the administration’s questionnaire is 4 out of 7.

15. Analysis levels Comparison Test between Universities
Characteristic Test for each University.
Comparison Test for each Characteristic between Universities.
Characteristic Test across Universities.
Comparison between Faculties.
General Test across Universities.
Benchmarking between Universities.
Analysis levels

16. General Characteristic Test across Universities.
Category
Leadership and Governance. (A)
Organizational Capacity, People and Incentives. (B)
Entrepreneurship development in teaching and learning. (C)
Pathways for entrepreneurs. (D)
The Entrepreneurial University as an internationalized institution. (F)
Result
Reject
FTR

17. Characteristic Test for each University.
University
Leadership and Governance. (A)
Organizational Capacity, People and Incentives (B)
Entrepreneurship development in teaching and learning. (C)
Pathways for entrepreneurs. (D)
The Entrepreneurial University as an internationalized institution. (F)
Bethlehem -
Reject
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU

18. General Comparison Test between Universities.
University
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

19. Comparison Test for each Characteristic between Universities.
Characteristic A: Leadership and Governance
University
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

20. Characteristic B: Organizational Capacity, People and Incentives
University
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

21. Characteristic C: Entrepreneurship Development in Teaching and Learning
University
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

22. Characteristic D: Pathways for entrepreneurs
University
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

23. Characteristic F: Entrepreneurial University as an Internationalized Institution.
Berzeit
Al-Quds
Khadoorie
Polytechnic
AAUJ
NNU
Bethlehem
FTR -

24. Comparison between Faculties.
Engineering
Information Technology
Business
Science
Education

25. Engineering

26. Information Technology

27. Business

28. Science

29. Education

30. Benchmarking between Universities.
General Benchmark

31. Benchmarking between Universities.
1st Quds University.
2nd Bethlehem University.
NNU came fifth.
1st Quds University.
2nd Polytechnic University.
NNU came forth.
1st Quds University.
2nd Polytechnic University.
NNU came fifth. D F
1st Quds University.
2nd Polytechnic University.
NNU came forth.
1st Polytechnic University.
2nd Quds University.
NNU came fifth.

32. Bridging the Gap between Palestine and the European Framework

33. 3 main results on A. 4 main results on B. 6 main results on C.
General
NNU
3 main results on A.
4 main results on B.
6 main results on C.
5 main results on D.
4 main results on E.
3 main results on F.
3 main results on G.
3 main results on A.
5 main results on B.
8 mian results on C.
6 main results on D.
4 main results on E.
2 main results on F.
3 main results on G.
Guidlines
General Table.docx
NNU table.docx

34. Conclusions & Recommendations

35. The overall situation needs a lot of work and improvement, as only one university exceeded the benchmark of 7 and not by much (its score 7.3).
Across universities, there is no implementation for the assets of the entrepreneurial university.
There is some differences between the universities in approaching the entrepreneurial university model, but overall there is no clear model between them.
Al-Quds University leads in most characteristics across Palestine.

37. A clear unified business strategy for all faculties regarding entrepreneurship and innovation in universities.
Create the position of vice president of innovation and entrepreneurship.
Form relationships with specialized companies for the recruitment of entrepreneurs and innovators students in those companies.
Attracting qualified personnel in the field of entrepreneurship and innovation.
Develop a clear incentive system.
Establish a link with sponsors from the private sector to support the ideas and entrepreneurship.
Startup studio.
Create an independent specialization to teach Entrepreneurship as a major, or a minor available to all specializations.

38. Insert the role of incubators for graduation projects.
Work on the dissemination of experiences.
Work on private sector involvement in the development of strategic plans for all faculties.
Facilitate the procedures for participation in entrepreneurial activities with the external environment.
Establishing a global network links, and form relationships with leading universities according entrepreneurship.
Take the feedback from those network and reverse its findings on the agenda of education and research within the university.

39. Establishing a measuring system for the impact of entrepreneurial activities.
Continuously assess the dedication of the principles of entrepreneurship and innovation.

40. Team Assessment

41. Odai Assaf

42. Hesham AlSahili

43. Abdallah Shehadeh

44. Ibrahim Abu Mansour