Admission requirements
3rd year Bachelor students
Description
In this course, we aim to study entrepreneurship process within established companies, i.e., Corporate Entrepreneurship (CE). Discussing the reasons why CE is socially and economically desirable, we focus on the impediments of corporate entrepreneurship from an organizational point of view. In doing so, we underline the roles of employees and managers of different hierarchical positions in the process through reading and analyzing how established companies boost growth and innovation from within or employing external venturing instruments. We also zero in on other organizational elements such as strategy, structure, network, culture, leadership to understand better how established companies can keep up with the entrepreneurial revolution of our era and stay competitive.
This course is designed for an audience of diverse interests: students with entrepreneurial intentions who aim to pursue a corporate job as an intrapreneur, R&D analyst, manager, business analyst, consultant, investor, and alike. Via investigating cases from various industries in this course, we leverage different audience backgrounds in science, engineering, medical science, and so forth.
Topics covered:
This course provides students training in the use of key concepts and frameworks related to CE specially intrapreneurship and other corporate venturing strategies, entrepreneurial structure design, leadership styles, and culture.
Course objectives
The primary objective of this course is to provide students with the knowledge and skills to evaluate and navigate entrepreneurial projects in (large and) established companies. We seek to meet this objective by improving students' entrepreneurial knowledge and abilities. At the end of this course, students can
recognize different types of CE and their requirements,
analyze the barriers of CE initiative,
strategize for navigating an entrepreneurial initiative within an established company,
understand how to secure critical organizational resource-holders' support for intrapreneurial ideas,
compare and interpret internal vs. external venturing opportunities, evaluate spin-in and spin-off conditions,
plan and evaluate CE projects concerning their organizational characteristics such as strategy, structure, culture, and identity, as well as leadership, and relate CE and corporate social responsibilities to create value
relate relevant concepts and frameworks to real-life cases
Timetable
Semester 1:
Course: November 13th 2019 – December 12th 2019
Exam: December 23th 2019 10:15-13:15 hours
The latest version of the schedule can be found on the SBB website.
Mode of instruction
The course emphasises small-scale, interactive teaching that focuses on real-life case studies. Students will give seminars on selected papers.
Course Load
Total course load for the course (5 EC) is 140 hours:
Attending lectures (10 x 2 hours)
Reading compulsory readings (50 hours)
Group assignments (30 hours)
Individual assignments (30 hours)
Participation in class (10 hours)
Assessment method
Final exam (50%): Open book exam
Individual and group assignments (50%)
In order to pass students must have a total grade of at least a 6 (six). Each component must be at least a 5. The final grade is rounded off to the nearest half or integer.
Blackboard
Yes, students can go to Blackboard to enroll themselves.
Reading list
Burns (2013) is the main textbook of the course.
Burns, P., 2013. Corporate entrepreneurship: innovation and strategy in large organizations. Macmillan International Higher Education.
More information can be found on Blackboard.
Registration
Students have to register for the course in uSis. The registration in uSis will open two months before the start of the academic year. Click here for instructions.
This course can only be followed as part of the SBB minor (15 or 30 ECTS).