| Learning objectives |
- Co-create a minimum viable product in a group, using group
competencies and reflect on co-creating in the entrepreneurial
proces
- Demonstrate competencies in theory and praxis in
relation-making, decision-making, value-making and sense-making for
innovation and entrepreneurship
- Be able to map and visualize business idea potentials and show
her/his role in the entrepreneurial process
- Document and argue for frameworks, theories, models,
methodologies and tools in digital entrepreneurship
- Be able to use ICT as an enabler of digital innovation and
entrepreneurship
- Demonstrate one example of a minimum viable products for lean
start-up /business model
|
| Examination |
|
Digital
Entrepreneurship:
|
| 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 |
Oral group exam based on written group
product |
| Number of people in the group |
3-4 |
| Size of written product |
Max. 15 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 |
| Grading scale |
7-point grading scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
Winter |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content, structure and pedagogical
approach |
|
The course emphasizes to train the participants
in the transformation of theoretical and methodological
competencies into practice by creating business potentials and
participate in effectual entrepreneurship.
This will take place through transformative learning and generative
themes for digital entrepreneurship. Thereby the course will
strengthen existing competencies and develop new entrepreneurial
competencies. The participants will use ICT for two purposes:
(1) as an object for entrepreneurship (2) as an enabler
of businesses and entrepreneurship
The participants will work in groups in dialgue with actors in
global, regional and local communities and networks. They will
create and sustain praxis of knowledge based business potentials,
business concepts and business models in order to inform
decision-making on whether it is possible to create a viable
business.
The course will work towards entrepreneurship as well as
extrapreneurship (co-creating in society).
Even though the course focus on the development of new business
concepts and business models it will also focus on feeling for and
deep understanding of how entrepreneurs, companies and networks
work in innovational- and entrepreneurial processes to co-create
and understand customer needs. Therefore an essential part of the
course interacting and investigating the viability in praxis:
Talking to potential customers, sector research, etc.
A preliminary theme based course plan is:
- Entrepreneurial strategies, management and planning
- Business model generation
- The art of digital
- Lean startup
- Team, culture and stakeholder management
- Market research
- Fundraising and boot strapping
- Quantifying opportunities - what market, how to define it,
etc.
- Go-to market - how to get traction
- Organizational development
- Creating and testing product-market fit
Input
Students are very welcome to get in contact with the teachers on
questions, comments and suggestions for themes.
|
| Description of the teaching methods |
24 lectures and 24 exercises
Learning is focused on transformative learning ('action
learning'), and students are supposed to actively discuss and
experiment with ideas, models and tool, pitch ideas to each other,
to become familiar with tools, methods and theories and eventually
be able to translate them into concrete practical actions; i.e.
viable products, services, processes, companies, work
places. |
| Feedback during the teaching period |
The course will provide following feedback:
Teacher feedback on presentations (pitches) during exercises
Teacher feedback on ideas, business models and theoretical
reflections related to MVP in groups during exercises
Teacher Q&A sessions on theoretical subjects during exercises
for the whole class
Peer to peer feedback on pitches during exercises |
| Student workload |
| Lectures |
24 hours |
| Workshops (exercises) |
24 hours |
| Project work |
138 hours |
| Exam and exam preparation |
20 hours |
| Total |
206 hours |
|
| Expected literature |
|
The literature can be changed before the semester starts.
Students are advised to find the final literature on Canvas
before they buy the books.
Theory on entrepreneural strateies and reflections, for
instance
- Sarasvathy, Saras D. "Causation and effectuation: Toward a
theoretical shift from economic inevitability to entrepreneurial
contingency." Academy of management Review 26.2
(2001): 243-263.
- Sarasvathy: "Entrepreneurship as a science of the
artificial" - Journal of Economic Psychology, 2003
- Kraaijenbrink, Jeroen (2008) The nature of the entrepreneurial
process: causation, effectuation, and pragmatism. In: 16th Annual
High Technology Small Firms Conference
- S Shane, S
Venkataraman"
The promise of entrepreneurship as a field of
research" Academy of management review 25 (1),
217-226
Theory on lean start up, for instance
- Reis, Eric. "The lean startup." New York: Crown
Business (2011).
Methods and theory on traction, for instance
- Mares, Justin, and Gabriel Weinberg. Traction: A Startup
Guide to Getting Customers. S Curve Publishing,
2015.
Theory and methods regarding business models and customer
orientation, for instance
- Arto Ojala & Pasi Tyrv ̈ainen (2006):Business models and
market entry mode choice of small software firms - Journal
of Int Entrepreneurship
- Blank, Steve. The four steps to the epiphany. K&S
Ranch, 2013
- Osterwalder & Pigneur (2010): “Business model
canvas"
- Mullins, John Walker, and Randy Komisar. Getting to plan B:
Breaking through to a better business model. Harvard Business
Press, 2009
|
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