Clark (1998) argued that university transformation was not accidental or incidental and cannot happen as a result of the establishment of several innovative programmes within an organization. This view leads him to believe that such approaches can be sealed off as minor enclaves. This thesis ‘tests’ this claim through a study of entrepreneurialism within a traditional university, The University of the West Indies, St. Augustine Campus and challenges Clark’s argument by presenting evidence that ‘bottom up’ activities in a combination of units, rather than being limited to minor enclaves, were in fact involved in what can be seen as a bottom-up approach that drove entrepreneurialism at the University of the West Indies, St. Augustine Campus, Trinidad. As well, arising from the study, a ‘recipe’ for the transformation of traditional universities into entrepreneurial organizations was derived. The body of the thesis is concerned with the investigations carried out into the entrepreneurial activities of five units within the institution. Key personnel from each of the five ‘enclaves’ were interviewed and a textual analysis of relevant historical data was undertaken. Presented in chapters one, two and three of the thesis are the introduction and background to the study, the literature review and the methodology. The findings and discussion of each unit are presented separately in chapters four to eight, while chapter nine is a comparative chapter of the five units based on identified themes, which were generated from the four research questions. The conclusion and recommendations based on the overall findings and discussions are presented in chapter 10