"Integrating Entrepreneurship with the Liberal Arts: Theology for Entrepreneurship Student"
- Jeffrey R. Cornwall, University of St. Thomas, and Michael, J. Naughton, University of St. Thomas
Summary
Amidst growing concerns over corporate malfeasance, Cornwall and Naughton observed that little or no attention is directed at small businesses. In this paper, they address the absence of ethics training for small, entrepreneurial businesses. The authors describe the creation of an upper division course that integrates moral and spiritual principles in a Catholic university. The course, Christian Faith and the Management Professions: An Entrepreneurial Perspective, was an interdisciplinary effort at the university. Through a team-teaching effort by the theology department and business school, theoretical and applied constructs relevant to the topic are explored. A survey of students revealed that the desired impact, one where financial objectives were balanced with “other priorities in life” were achieved.

"Entrepreneurship Education: Can Business Schools Meet the Challenge?"
- Professor David A Kirby
Presented at the International Council for Small Business 47th World Conference (2003) San Juan, Puerto Rico
Summary
Dr. Kirby’s paper suggests that substantial changes are needed in “both the content and process of learning” if more enterprising individuals are to emerge from business schools. He argues that “the traditional education system stultifies rather than develops” entrepreneurs. An emphasis in the curriculum toward creativity and change and away from small business management and new venture creation is suggested.

" ' Who Is an Entrepreneur?' Is the Wrong Question"
- William B. Gartner
Entrepreneurship: Theory and Practice, Summer 1989, 47-68
Summary
This paper is considered by many to be a seminal paper in entrepreneurship research. Published in 1988, this article suggested that the focus of research in the discipline should not focus on traits or characteristics of entrepreneurs, but rather should explore and examine what individuals do. Justification for this shift in approach was based on the inconclusive results from previous studies using a traits approach. This behavioral approach to the study of individuals does not attempt to “separate the dancer from dance,” but rather views entrepreneurship as a “role that individuals undertake to create organizations.” This work is often cited in works that explore whether or not entrepreneurship can be taught.

"Innovation U: New University Roles in A Knowledge Economy"
- Louis G. Tornatzky, Ph.D., Paul G.Waugaman, and Denis O. Gray, Ph.D.
Summary
Entrepreneurship has long been associated with innovation. In this article, the authors extend their work on the complex relationships between innovation and economic development. Recognizing that “the best university with the greatest commitment to innovation cannot, on its own, transform an economy,” the inventive and substantial contributions of several universities to their local and state economies are examined. Although the focus of this paper was on universities, the authors note that state governments can also play an active role in supporting innovation, providing examples of collaborative efforts among the two organizations.

"An Information Technology Program for a Small Liberal Arts College: An Interdisciplinary Approach"
- Loren K. Rhodes, Michael L. Frandsen, Dennis L. Johnson, Donna S. Weimer, David J. Fusco
Summary

"Successful Experiences of Entrepreneurship Center Directors A Project of the National Consortium of Entrepreneurship Centers"
- Nancy Upton
Summary
A growing number of colleges and universities have established entrepreneurship centers. Upton’s report, produced with support from the Kauffman Foundation, provides an in-depth look at the people and programs involved in this effort at nine institutions, including Babson, Carnegie Mellon, and the Wharton School. Interviews with the respective center directors reveals how these centers were founded, funded, and developed from their inception. A section is dedicated to best practices among center directors. The author draws out some of the unique aspects of some centers, as well as some commonalities, which include the use of a strong and supportive advisory board.