Creating an entrepreneurial research community of practice: The <i>Centre for Enterprise</i> case

New universities faced difficulties in establishing a research culture following the ending of the binary divide in 1992. Teaching staff were reluctant to develop their research profiles. We draw on the case of the Centre for Enterprise (CfE) based in Manchester Metropolitan University Business School to illustrate a unique approach to increasing research output. The CfE was established to deliver practical support for entrepreneurs and owner-managers. The recruits to these projects were encouraged to use this practical engagement as a basis for conventional research outputs. Drawing on data related to publications in the period 2000–2010, we illustrate the effectiveness of creating an entrepreneurial community of practice to create a strong research orientation. Success is illustrated in a number of ways, particularly a substantial contribution to the Business School's 2008 Research Assessment Exercise submission. All staff employed in the CfE have established successful academic and administrative careers. In addition, all seven PhD students attached to the Centre during this period have successful careers in academia or private sector educational organisations. Theoretically, we add to the concepts of communities of practice and legitimate peripheral participation by identifying several factors that support the development of a highly productive research culture.