Imagine a university researcher who spends years delving into complex theories and conducting experiments. Now, picture the same researcher stepping out of the lab to pitch a groundbreaking idea to industry leaders or launch a startup. This dual role of being both an academic and an entrepreneur is becoming increasingly common, but how do researchers balance these two identities? And what can help them succeed in both worlds?

In the evolving landscape of higher education, researchers are being pulled in two directions. On the one hand, they are expected to contribute to the vast pool of academic knowledge. On the other hand, there is growing pressure to transform their ideas into real-world innovations that benefit society. This tug-of-war has given rise to the concept of a hybrid identity, where a researcher identifies strongly as both an academic and an entrepreneur. But what does influence this balancing act?

It turns out, it is not just about the environment a university creates—like promoting entrepreneurship or encouraging partnerships with industry. While these strategies are essential, our research reveals that a researcher’s individual outlook plays a more critical role in shaping this hybrid identity. Specifically, those who are willing to engage with society and industry find it easier to embrace both their academic and entrepreneurial sides.

Here is the catch: even the best university strategy will not foster hybrid identities if it does not resonate with the researchers themselves. For instance, a university might champion innovation and push for more entrepreneurial activities, but if a researcher is not personally motivated by these goals, the strategy may fall flat. However, when a researcher’s orientation aligns with the university’s vision, that is when the magic happens—they start to see themselves as both a scholar and a change-maker.

So, what does this mean for today’s universities and researchers? For universities, it is a wake-up call to go beyond just promoting entrepreneurship—they need to understand and nurture the individual motivations of their researchers. They may also want to take entrepreneurial goals into account when hiring researchers. And for the researchers, it is about recognizing and cultivating their own interests in societal impact and industry collaboration, which can help them thrive in this dual role. They might also consider applying to universities that value academic entrepreneurship.

In the end, embracing a hybrid identity is not just about balancing two careers—it is about finding synergy between them. Universities that support this balance will likely see their researchers not only contributing to knowledge but also creating real-world innovations that change lives.

Takeaway: Universities and researchers need to align personal motivations with institutional strategies. This alignment can help unlocking the full potential of researchers as both academics and entrepreneurs, driving innovation and societal impact forward.

Author: Inna Kozlinska - i.kozlinska@rug.nl

Reference:

https://www.tandfonline.com/doi/full/10.1080/00472778.2024.2366959