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Entreprenørskab 2:
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| Exam ECTS |
7,5 |
| Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
| Individual or group exam |
Individual |
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Individual oral exam based on a group written
project (max 10 pages). The oral exam takes its offset in the
business game and the written product. Further, students can be
asked questions from the syllabus – i.e. the studied models/themes
as well as cases and articles from the syllabus. |
| Size of written product |
Max. 10 pages |
| Assignment type |
Project |
| Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Preparation time |
No preparation |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and external examiner |
| Exam period |
Spring Term |
| Make-up exam/re-exam |
Another examination form
20 minutes oral exam in the entire
curriculum.
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Aim of the course
This course introduces students to advanced topics and current
debates in entrepreneurial strategic management. It aims at
providing students with an overview of important factors that
influence start-ups success and failure. More specifically, it
attempts to help students gain an understanding of how the external
environment, industry life cycle, market structure and firm
internal resources shape entrepreneurial outcomes. It also aims at
providing students insights into key corporate strategy decisions
(e.g., diversification, internationalization, mergers, acquisitions
and strategic alliances) that allow start-ups to develop and
sustain a competitive advantage.
Content
This course examines several theories, concepts and techniques of
strategic management that enable start-ups to develop and maintain
a competitive advantage. It entails a review of the main
theoretical perspectives in industry and environment analyses,
internal resources assessment and corporate strategic options such
as diversification, internationalization, mergers, acquisitions and
strategic alliances.
Progression
This course is a follow-up to Entrepreneurship I course.
Entrepreneurship I course analyzed primarily the range of pre
start-up and at start-up factors commonly associated
with business growth. Entrepreneurship II course takes the analysis
a step further by focusing on post start-up strategic
decisions associated with business success, once the start-up
challenges have been overcome.
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| Class sessions involve a mixture of
lectures, class discussion, videos, presentations and business game
simulation. Required readings include book chapters, academic
papers and business game player’s guide. Learning will occur
primarily through discussion of ideas, concepts and theories
presented in the class. Therefore, it is essential that students do
the readings and homework assigned to fully take advantage of each
class session. Practical application of concepts, theories and
analytical tools learned in class will be realized through a
business strategy game developed by Thompson, Stappenbeck and
Reidenbach (www.bsg-online.com). In this business strategy game,
eight teams of five/six students start up and run a firm during
eight simulated years by developing strategies in all functional
areas of their business venture. |
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Core reading:
· Grant, R. M. (2012).
Contemporary strategy analysis: text and cases. (8th
Edition) Chichester: John Wiley & Sons.
· Thompson A.A., Stappenbeck, G. J.
& Reidenbach, M. A.(2014):The business strategy game
player's guide: Competing in a global marketplace.
McGraw-Hill/Irwin.
http://www.bsg-online.com/
Additional literature:
· Mintzberg, H. (1994). The fall and
rise of strategic planning. Harvard Business Review,
72(1), 107–114.
· Palich, L. E., Cardinal, L. B.,
& Miller, C. C. (2000). Curvilinearity in the
diversification–performance linkage: an examination of over three
decades of research. Strategic Management Journal,
21(2), 155–174.
· Ireland, R. D., Hitt, M. A., Camp,
S. M., & Sexton, D. L. (2001). Integrating entrepreneurship and
strategic management actions to create firm wealth. Academy of
Management Executive, 15(1), 49–63.
Supplementary materials will be distributed by instructor in
class.
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