• Describe theories related to entrepreneurship, states of growth, growth strategies and challenges.
• Apply models that are designed to facilitate business growth and frameworks for exploring growth challenges, and methods for growing a business.
• Use the tools and techniques for analysing growth challenges, and craft a Growth Development Report, which explores the potential of the venture and the paths to growth.

One of the biggest challenges facing entrepreneurs is growing their businesses. Research indicates that of many ventures started, only a few become fast-growing, self-sustaining companies. Many vanish, stagnate, or are sold off. It is, however, the fast-growing, self-sustaining companies, which are the main creators of wealth and jobs for the economy.
The purpose of this course is to learn and discuss key theories, concepts, and methods for organizing growth. Students are to understand the role of management, strategy, structure and resources in the effort of scaling up and growing a business. To this aim, we are going to explore models based on causation and effectuation, and theories like dynamic capabilities, networking, and organizational learning. Furthermore, we are going to study the importance and application of lean start-up in the context of organizing growth.
The pedagogical approach is based on four different methods. First, there will be lectures and discussions about concepts and theories relevant to organizing growth. Secondly, there will be several guest lectures which are consultants and entrepreneurs who are faced with growth challenges or have managed to grow their businesses. The different narratives will be used as case studies to discuss concepts, theories and practical implications. Thirdly, the students will work in groups consisting of 4-5 students which will be assigned to a start-up with the aim of identifying and exploring the growth challenges. Fourthly, the student groups will create a Growth Development Report based on the start-up case assigned to them.

Please note that the litterature is guiding!

Textbooks and readings:
Blank, Steven and Bob Dorf (2012), The Startup Owner’s Manual. K and S Ranch.
Boccardelli, Paolo and Mats G. Magnusson (2006) Dynamic Capabilities in Early-Phase Entrepreneurship, Knowledge and Process Management, Volume 13, Nr. 3, pp. 162 – 174.
Bos, Jaap W. B. and Erik Stam (2013), Gazelles and industry growth: a study of young high-growth firms in The Netherlands. Industrial and Corporate Change, Volume 23, Nr. 1, pp. 145 – 169.
Collins, Jim (2001), Good to Great, William Collins.
Collins, Jim and Morten T. Hansen (2011), Great by Choice. HarperCollins.
Colombo, M. G. and L. Grilli (2005), ‘Founders’ human capital and the growth of new technology-based firms: a competence-based view,’ Research Policy, 34(6), 795 – 816.
Drucker, Peter (1964), Managing for Results. Harper and Row.
Eckhardt, J. T. and S. A. Shane (2011), ‘Industry changes in technology and complementary assets and the creation of thigh-growht firms,’ Journal of Business Venturing, 26(4), 412 – 430.
Harms, Rainer and Holger Schiele (2012), Antecedents and consequences of effectuation and causation in the international new venture creation process, Journal of International Entrepreneurship, Volume 10, pp. 95 – 116.
Kelley, Donna and Ed Marram (2004), “Managing a Growing Business” in The Portable MBA in Entrepreneurship, ed. William D. Bygrave and Andrew Zacharakis. Wiley.
Klepper, S. (1996), ‘Entry, exit, growth, and innovation over the product life cycle,’ The American Economic Review, 86(3), 562 – 629.
Krogh, Georg von and Michael A. Cusumano (2001), “Three Strategis for Managing Fast Growth,” Sloan Management Review, January 2001, pp. 53 – 61.
Parker, S., D. Storey and A. Van Witteloostuijn (2010), ‘What happens to gazelles? The importance of dynamic management strategy,’ Small Business Economics, 35(2), 203 – 226.