This chapter surveys the state of the field and presents a rigorous account of the core and cutting-edge concepts, timely and novel issues and pioneering theories related to the subject of entrepreneurialism and higher education policies. Apart from conceptualising the linkage between higher education policies and entrepreneurialism, it will also use the empirical example of Hong Kong and illustrates a contextual approach to understand the role of higher education policies in an attempted capitalist restructuring from a finance-led model to an innovation-led model (Baark & So, 2006). The case of Hong Kong demonstrates the state level response, by cities, instead of firms, to the interurban competition and capitalist restructuring in the global knowledge economy (Jessop 1998; Jessop and Sum 2000), particularly through capitalising the academic profession and scientific capital (Tang, 2020). The contextual approach expounded by this chapter will offer international readers a lesson learned for the function of higher education policies in reconsidering academic entrepreneurialism and rejuvenating innovation in the post-COVID precarious 21st century. Copyright © 2023 Gerard A. Postiglione, Christopher J. Johnstone and Wesley R. Teter.

基於國家主義分析視角，通過解密歷史檔案文獻，本研究對香港高等教育治理問題進行了探析。研究表明：香港高等教育大體經歷了初創、停滯、發展、擴張、改革、新發展等六個歷史時期；在高等教育治理上呈現出國家控制、政府積極不干預、自治與問責、國際化與法治化等特征。著眼未來，香港高等教育治理需要構建起與“一國兩制”相適應的治理體系，推動跨境師生與社會流動，促進大學服務國家戰略需求。 Copyright © 2022 全國港澳研究會.

Internationalisation has become a worldwide trend in Higher Education in the rapidly changing globalised competitive market. Universities are pressurised to develop internationalised strategy to build legitimacy and reputation within the knowledge-based economy. An isomorphic tendency has been identified of universities mimicking successful models. Among a wide range of strategic tools, the organisational legitimacy theory allows universities to focus on exploiting their resources and capability to position idiosyncratically against competitors. This study applies Stensaker et al.'s legitimacy framework on cognitive, moral and pragmatic perspectives, to investigate how a university adopts an internationalisation strategy as one of the approaches to achieve the overall institutional objectives. Drawing on a case study of the Hong Kong Polytechnic University (PolyU), the paper explores how the university internationalises in a differentiated position to acquire legitimacy in specific local, regional and global contexts. PolyU strategically emphasises its pragmatic value to connect with its stakeholders in a globalised dimension. The finding broadly supports the notion of comprehensive internationalisation; that internationalisation strategy should be incorporated into other functional strategies to enhance a 'global' experience. The analysis of the strength and weaknesses of PolyU's internationalisation strategies illustrates the challenges non-western universities are facing. This finding, while preliminary, raises the significance of local elements in internationalisation strategies, under the influence of soft power and constraints of organisational capabilities. Copyright © 2022 Springer.

This study aims to explore how East Asian flagship universities develop understanding of academic entrepreneurialism, reconsider forms of scholarship and transform the strategic planning of university missions. This study collected data from government and institutional documents related to academic entrepreneurialism and “scholarship of engagement” of University of Hong Kong (HKU) and Seoul National University (SNU) during 2011-2020. This study applied the Critical Discourse Analysis, which explores the relationship between academic entrepreneurial discourse and social structures as dialectic. We found that HKU and SNU present a hybrid image while they are reconsidering the scope and forms of scholarship. Portraying themselves as public institutions, the two East Asian flagship universities emphasize community engagement and social contribution in their pursuit of academic entrepreneurialism. Copyright © 2022 AERA.