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2010/2011  KAN-CM_IIE  Internship in International Entrepreneurship

English Title
Internship in International Entrepreneurship

Course Information

Language English
Point 22,5 ECTS (675 SAT)
Type Elective
Level Full Degree Master
Duration One Semester
Course Period Autumn
Pending schedule: Sept. 1-Sept 14.(Week 35-37)Everyday, 08.55-13.20 Monday Oct 3rd (week 40).: 13.30-17.55 Monday Nov. 1st, Tuesday Nov.2nd (Week 44): 13.30-17.55
Time Table Please see course schedule at e-Campus
Max. participants 25
Study Board
Study Board for MSc in Economics and Business Administration
Course Coordinator
Peter Gammeltoft - pg.int@cbs.dkSecretary Gabriella Stephanie Munch - gsm.int@cbs.dk
Main Category of the Course
  • Corporate and Business Strategy
  • Globalization, International Business, markets and studies
  • Innovation and entrepreneurship

Taught under Open University-Taught under open university.
Last updated on 29 maj 2012
Learning Objectives
The aim of the programme is not only to provide participants with a greater analytical understanding of the processes and management challenges associated with the strategic management of innovation and growth in entrepreneurial new ventures in high technology industries. It also exposes students to the challenge and experience of hands-on practical application. The internship and project work engage participants in a team driven process comprising the company, a faculty adviser and the graduate student. Its aim is to combine a depth of practical application with the latest management techniques and to deliver solutions to a real business issue. Upon completion of the course, students should have a demonstrated ability:

• to analyse and identify critical aspects of a real-life business problems related to the development and commercialisation of new products or services in an international environment
• to critically select and apply relevant theories and concepts in order to arrive at well-founded recommendations addressing such a problem
• to critically assess the strengths and weaknesses of empirical methodologies applied in the process of developing a recommendation
• to concisely and convincingly present their findings and recommendations in writing and orally.
Prerequisite
This course is subject to a special application procedure. See links at the bottom of this page. There is no automatic enrolment. Max 25 students For Cand. Merc. student: • Enrolment on the basis of individual assessments of applications For foreign students: • TOEFL score of minimum 600 • Two years of full and relevant work experience (internships are not counted as full-time work) Presence on the first day of class and forward - not negotiable. Application deadline 17 May 2011: all application materials must be sent via email attachment to internship.intoff@cbs.dk. (Please do not send any cc copies to any other email addresses)
Examination
Mid-term written exam and End-of-term oral one-hour project exam based on project report
Exam Period Winter Term
Examination
The course commences primo September and finishes in December.
The theoretical lectures are delivered during the first two weeks. Some ten days after the last lecture the written mid-term exam is administered.
Submission of written project report and oral exam is medio December.
Prerequisites for Attending the Exam
Course Content

In the course, students work part time (about 30 hours a week) as interns in selected high technology start-up companies, where they complete a mini-consultancy report on a business problem of strategic importance. Each project is defined in cooperation between the student, an assigned company mentor and an academic supervisor from CBS. The aim is to define and successfully complete projects with an optimal mix of theory and practical application that holds to academic scrutiny while meeting the practical business needs of the company.

The internship is accompanied by a series of lectures and seminars, focusing on the problems and opportunities facing start-up businesses in high technology areas. Important topics include, for example, strategic management of new ventures, marketing of innovations, intellectual property rights, private and public venture capital, preparation of business plans, problem and opportunities of rapid internationalisation etc. This part of the course is concluded by a written mid-term exam.

The course’s development of personal competences:
The course facilitates students’ further development of analytical, theoretical, presentational and teamwork skills and enhances skills to perform in a multi-cultural setting in real organizations.

Further Information

Internship Application Procedure

Internship Application for Exchange Students

Internship Application for CBS Students

Literature

The following is indicative. The texts will be compiled in a compendium.

· Barney, J. (1991) Firm Resources and Sustained Competitive Advantage. Journal of Management, Vol. 17, pp. 99-120

· Campell, John L., Hall, John A, “Introduction. The State of Denmark.” In Campell, John L., Hall, John A, and Pedersen, Ove Kaj. National Identity and Varieties of Capitalism: The Danish Experience .2006. McGill-Queens University Press og Jurist- og Økonomforbundets Forlag. (Excerpt, p. 4- 33)

· Dierickx, I. & Cool, K. (1989) Asset Stock Accumulation and Sustainability of Competitive Advantage. Management Science, Vol. 5, pp. 1504-1511

· F. Poulfelt, Greiner, L. & A. Bhambri, The Changing Global Consulting Industry. In Greiner, L & Poulfelt, F. (eds.): Handbook of Management Consulting – The Contemporary Consultant. Thomson: SouthWestern, 2004

· Johanson, J. & Vahlne, J.-E. (1977) “The Internationalization Process of the Firm: A Model of Knowledge Development and Increasing Foreign Market Commitments”, Journal of International Business Studies, Vol. 8, pp. 23–32

· Kuemmerle, W. (2002) Home Base and Knowledge Management in International Ventures. Journal of Business Venturing, Vol. 17, pp. 99-122

· Kumar, N., Scheer, L. & Kotler, P. (2000) From Market Driven to Market Driving. European Management Journal, Vol. 18 (2), pp. 129-142

· Leonard, D. & Rayport, J. F. (1997) Spark Innovation through Empathic Design. Harvard Business Review, November-December, pp. 102-113

· Oviatt, B. and McDougall, P. (1994) “Toward a Theory of International New Ventures”, Journal of International Business Studies, Vol. 25, pp. 45–64

· Peteraf, M. (1993) The Cornerstones of Competitive Advantage: A Resource Based View. Strategic Management Journal, Vol. 14, pp. 179-191

· Schumpeter, J. A. (1942) Capitalism, Socialism and Democracy. New York, NY: Harper & Brothers. Chapter 7: The Process of Creative Destruction, pp. 81-86

· T. Cummings, Intervention Strategies in Management Consulting. In Greiner, L & Poulfelt, F. (eds.): Handbook of Management Consulting – The Contemporary Consultant. Thomson: SouthWestern, 2004

· Tidd, Joe, Bessant, John Pavitt, Keith (2001) Managing Innovation - Integrating Technological, Market and Organizational Change. Chichester: John Wiley & Sons. Chapter 4

· Turner, Arthur N. (1982). Consulting is more than giving Advice. Harvard Business Review, September-October

· Ulwick, Anthony W. (2002) Turn Customer Input into Innovation. Harvard Business Review, January, pp. 91-97

· Von Hippel, E., Thomke, S. & Sonnack, M. (1999) Creating Breakthrouhs at 3M. Harvard Business Review, September-October, pp. 47-57

· Zider, B. (1998) How Venture Capital Works. Harvard Business Review, Nov-Dec, pp. 131-139.