Activist leadership in the Caribbean : The case of the University of the West Indies

Abstract

This chapter investigates how a cross-national university (the University of the West Indies), in a transitional region such as the Caribbean, implements its third mission. We employ a broad understanding of the third mission as engagement in society including entrepreneurial and innovative efforts. Drawing on the entrepreneurial architecture framework, the chapter discusses how systems, structures, strategy, leadership, and culture form a unique mandate to engage in national, regional, but also international challenges.