Page - 149 - in Digital Entrepreneurship - Impact on Business and Society

and the rapidly changingenvironment has encouragedEBS to respondandadapt at an adequate speed. Starting from the scratch canalsobe seen as anadvantage since the university was and still is not tied down by outdated procedures and over- whelming traditions from the past,which alsomakes its digital transformation as a logical and natural step ahead. Adapting to the Estonian context hasmeant, for example, that EBS usesmany practitioners and higher-level managers as lecturers in its courses, revising tradi- tional programmes tofit actual needs from the industry, and applyingmanagement theories and best business practices in the running of the institution itself as well. EBS also acknowledges and appreciates most of its students working full-time or part-time in addition to studying, encouraging and shaping their entrepreneurial mindset. By using both English and Estonian as languages of instruction, EBS is preparing students for the Estonianmarket and beyond. Todaymore than 30%of students come from abroad, from 12 different countries and 20%of facultymem- bers are foreigners. In year 2011, EBSwas the first university to establish its subsidiary in neigh- bouring country Finland. The goal of EBSHelsinki Branch is to provide Finnish studentswith thepossibility tostudyinternationalbusinessadministrationbywayof session-based learning in English in the students´ home country. EBSHelsinki is located in themodern and innovative Technopolis Ruoholahti business park, ben- efitting fromvariousdigital solutionsand tools.Alongwithdevelopinghigh-quality learning environment inHelsinki, EBS has significantly increased the investments into transformation tomore innovative and digital solutions also in Tallinn’smain campus and now these tools aremorewidely and rapidly implemented in teaching and training activities and being daily used by all students, staff and academics. 5.3 StudyMethodology For gettingmore information about the digital transformation at EstonianBusiness School and for illustrating this discussion with real-life examples, I conducted personal in-depth interviews with EBS owner and chancellor Mart Habakuk (hereafterM.H.), who coming from real estate industry took over the university’s management after his father’sMadisHabakuk’s suddendeath in2016.Prof.Madis Habakuk was the founder and owner and also long-time rector of EBSwho was actively involved inmanagement until the day he passed away.He also kept EBS constantly updated and adapted to the changes in the environment and several big changesweremade rather often,moreover, several e-solutionswere available from the beginning, includingWebCT,Moodle, online study system (ois), free use of electronic databases, etc. However, his sonMart Habakuk, coming from business sector and having much more radical views and readiness for innovation and digitalisation, started a new digital transformation process immediately after becoming the chancellor of the university. For gathering thematerial for this empirical case study (Yin 2012), I conducted personalunstructuredin-depthexpertinterviews(Saundersetal.2009)inAugust2019. 154 M. Kooskora