Presenting a Model for Entrepreneurship Development at Payame Noor University with a University Structure Reform Approach

Abstract
Universities today are pivotal institutions in shaping societal progress, increasingly recognized as intellectual hubs and economic catalysts. Their evolution from first-generation (teaching-focused) to second-generation (research-oriented), and now to third-generation (entrepreneurial) universities reflects a broader shift toward knowledge-based development. This study aims to prioritize the key factors influencing entrepreneurship at Payame Noor University across Iran using fuzzy AHP and fuzzy TOPSIS methods. Based on a 2024 survey of 300 respondents—including faculty members, graduates, administrators, and staff—the findings highlight five critical barriers to academic entrepreneurship: the lack of financial mechanisms, insufficient government support, inadequate entrepreneurial training, poor human resource management in entrepreneurial domains, and limited specialized business consulting. In response, the study proposes the establishment of specialized entrepreneurial incubators adjacent to major university campuses to support knowledge-based business development.
Introduction
The strategic transformation of higher education institutions from traditional teaching centers into entrepreneurial universities has become a key element in the socio-economic development of nations. Entrepreneurial universities not only generate knowledge but also act as engines for innovation and regional economic growth. In developing countries like Iran, bridging the gap between academia and industry remains a challenge. Payame Noor University, as one of the largest open universities in the country, holds considerable potential to lead entrepreneurial development. However, numerous structural and operational barriers hinder its transformation into a truly entrepreneurial institution.
This study aims to identify and prioritize these barriers in order to propose an actionable model for developing entrepreneurship at Payame Noor University. The main research question is: What structural reforms are needed to foster entrepreneurship in Payame Noor University?
Case Study
Payame Noor University (PNU), with over 500 branches nationwide, offers a unique case for studying entrepreneurship in a large-scale, distance-learning context. The study was conducted across representative campuses in different provinces to capture the diversity of organizational culture, resource availability, and regional entrepreneurship ecosystems.
The respondents included faculty members, graduates involved in startups, administrative staff, and entrepreneurship managers across PNU branches. The multi-campus nature of the university makes it both a challenging and insightful case for understanding systemic issues related to entrepreneurial development.
Materials and Methods
To ensure a robust and comprehensive analysis, the study employed a mixed-methods approach, utilizing both fuzzy Analytic Hierarchy Process (AHP) and fuzzy TOPSIS techniques. These methods are particularly useful when dealing with complex decision-making scenarios involving human judgment and qualitative criteria.
Step 1: Identification of criteria affecting entrepreneurship through a literature review and expert panel
Step 2: Design and distribution of a structured questionnaire to 300 participants from across PNU
Step 3: Application of fuzzy AHP to determine the weight of each factor
Step 4: Use of fuzzy TOPSIS to rank the barriers to entrepreneurship based on expert evaluations
Key evaluation dimensions included financial infrastructure, institutional support, entrepreneurial education, HR management, and consulting services.
Discussion and Results
The analysis yielded critical insights into the most significant constraints on entrepreneurial activity at PNU:

Lack of financial mechanisms: Entrepreneurs within the university face major challenges accessing funding due to bureaucratic hurdles and the absence of university-backed venture funding.
Inadequate government support: Despite national policies promoting innovation, implementation at the university level remains weak.
Weak entrepreneurial skill training: Courses are often theoretical and fail to equip students with practical skills required for startup development.
Human resource inefficiencies: There is a mismatch between academic staff capabilities and the needs of entrepreneurial programs.
Deficiency in specialized consulting: Entrepreneurs struggle to access tailored mentoring and business planning services.

These results underscore the necessity of structural reform, both internally (within university systems) and externally (in collaboration with policy and industry actors).
Conclusion
This study highlights critical gaps in the entrepreneurial infrastructure of Payame Noor University and offers a structured prioritization of barriers to guide institutional reform. The findings demonstrate that without financial, educational, and consulting support systems, entrepreneurial initiatives at PNU will remain limited.
As a strategic recommendation, the establishment of specialized entrepreneurship incubators next to major university centers is proposed. These centers should be equipped to provide funding access, business training, mentorship, and industry linkage, thereby fostering a more dynamic and innovation-oriented academic ecosystem.