Before there Is a Table: Small Wins to Build a Movement against Sexual and Relationship Violence in a University Context

Addressing sexual and relationship violence (SRV) on campuses requires coordinated engagement from all members of the campus-community; however, many campuses do not yet have the infrastructure or institutional commitment to build an all-campus action plan. In such cases, campuses lack the metaphorical table around which collaboration happens. This paper presents tensions and lessons learned so far from a faculty-staff-student partnership to build a movement toward university-wide collaborative practice. Through iterative, collaborative reflection on our context, practice, and intermediate outcomes, we identified recommendations for improving praxis in campus-based, intersectional anti-SRV organizing. Our analysis explores how our individual positionalities both open up and limit our potential to move this work forward. We share our guiding values and frameworks, including intersectional feminist attention to power and oppression; centering survivors and students; strategic collaboration within systems; and integrating self-care and other supportive practices for building a sustainable movement. Our emergent strategy, illustrated through ten lessons/tensions and four case examples, focuses on finding close collaborators with shared SRV analysis; making the best use of resources and spaces we control; identifying meaningful “small wins;” and pursuing opportunities to connect to others through positive collaborations. Efforts to intentionally raise awareness and grow strategic institutional connections build momentum toward institutionally-supported campus-wide evaluation and reimagining of prevention and survivor-support efforts. While feminist collaborative social change is challenging, we celebrate and learn from our “two steps forward” to sustain us through the inevitable steps back. We write to stir a conversation where we help each other interpret and learn across our varied contexts.     

Designing Efficient Institutions for Science-Based Entrepreneurship: Lesson from the US and Sweden

The recent scientification of commercial technology has brought the interface between universities and industry into sharp focus. In particular, academic entrepreneurship, i.e., the variety of ways in which academics take direct part in the commercialization of research, is widely discussed. The purpose of this paper is to suggest a framework for identifying the strategic individual decisions involved when educational choice is translated into science-based entrepreneurship. Identifying these decisions also allows us to hypothesize what incentive structures should be crucial. Our suggested framework is informally tested by an in-depth examination of the experiences of Sweden and the US. Despite large levels of R&D spending and comprehensive government support schemes, science-based entrepreneurship has been far less important in Sweden compared to the US. Our analysis points to weaknesses in the Swedish incentive structure in key respects: the rate of return to human capital investment, incentives to become an entrepreneur and to expand existing businesses, and insufficient incentives within the university system to adjust curricula and research budgets to outside demand. Several policy measures during the 1990s have reduced the weaknesses in the Swedish incentive structure. The current emergence of a more vibrant entrepreneurial culture in Sweden in some areas is consistent with these changes. Our analysis suggests that a policy aimed at encouraging science-based entrepreneurship should focus on strengthening individual incentives for human capital investment and entrepreneurial behavior both within universities and in business.