| Learning objectives |
- Prove evidence of a comprehensive knowledge of the concepts and
theories used in the course
- Prove evidence of a thorough understanding of both research-
and case-based knowledge regarding the different topics covered in
the course
- Be able to actively discuss real business settings, by applying
the theoretical knowledge and empirical research findings to
interpret them, and critically evaluate the validity of
entrepreneurial strategies. More in particular (see the next three
points):
- Critically analyze a business case and assess the pros and cons
of different tactics and entrepreneurial strategies based on
theoretical and empirical insights
- Find and evaluate relevant literature and empirical evidence to
support the analysis of specific topics covered by the course
- Critically assess the validity of statements based on empirical
research and use this critical thinking to evaluate the strength of
the conclusions that can be drawn from specific empirical studies
and business cases
|
| Examination |
|
Entrepreneurship: Theory and Evidence:
|
| Exam
ECTS |
7,5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Group exam
Please note the rules in the Programme Regulations about
identification of individual contributions. |
| Number of people in the group |
3 |
| Size of written product |
Max. 20 pages |
|
Groups of 3 students must submit max. 20 pages.
If the total number of students does not allow to form groups of 3
students in all cases, a maximum of two groups of 2 students will
exceptionally be allowed; in that case, their assignmnet must not
exceed 15 pages. |
| Assignment type |
Written assignment |
| Duration |
7 days to prepare |
| Grading scale |
7-point grading scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Autumn |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
|
Description of the exam
procedure
In the final assignment, the students will have to work in
groups of 3 and submit a written assignment that consists
of two parts:
- In the first part, they should answer a group of questions
related to the topics of the course, based on a new business case
provided by the instructor. Students will be given a list
of questions and each student in the group must answer 2
questions individually (in a maximum of 5 pages). Groups of 3
students will answer 6 questions in total (in a maximum of 15
pages). Groups of 2 students will be an exception (only if
extremely necessary due to the lack of students to form a group of
3); in that case, the group of 2 students will answer 4
questions in a maximum of 10 pages. The students in the group must
decide how to allocate the selected questions between
themselves.
- In the second part, the group, altogether, must select a
start-up of their choice (ideally, a firm that has been founded
within the past five years, in Denmark or abroad), describe their
main business, choose a theoretical framework from the course
and analyze that start-up from a particular angle. The voluntary
assignment nr. 2 can be used as a good opportunity to identify a
start-up firm that can be used in this second part of the exam
(maximum 5 pages). Students are highly encouraged to assess a
startup that addresses a relevant societal problem and/or
illustrates the waves of digital transformation (e.g., by
leveraging digitalization, big data, artifical intellingence).
The submitted assignment must then include a maximum of 20 pages
for groups of 3, and 15 pages for groups of 2 (excluding
references, cover page, and any eventual
appendices).
|
|
| Course content, structure and pedagogical
approach |
|
The course intends to cover the several elements of the
entrepreneurial process – the individual entrepreneur, the idea
generation and implementation processes, the main challenges faced
by the founder (or founding team), and their importance for the
success of the new venture. The content of the course will
therefore be organized around the following topics:
- Entrepreneurship and Career Dynamics
- Founding Team Formation and Hiring Dilemmas
- Entrepreneurial Strategy
- Business Model Design and Testing; Business Model Types
- Entrepreneurial Finance
- Growth Paths; Failing to Scale; Founder
Exit/Succession
These topics will be covered in two ways:
- a theoretical component, based on lectures covering the
key theoretical frameworks, which students should complement with
the suggested references (textbooks, academic papers, and/or more
applied articles); short videos may occasionally complement some of
the theoretical part of the course.
- an evidence-based component, based on the discussion and
analysis of real business cases.
Central to this course is the continuous integration between
theoretical insights from the lectures and their application to the
analyses of business cases. Key takeaways for entrepreneurial
practice will be derived at the end of each topic. This integration
will be complemented by guest speakers and real life examples
prepared by the students in voluntary assignments and/or discussed
in class.
The order in which these parts are covered may be adjusted in
some topics, if relevant.
The participation of students is crucial in all three parts of
each topic.
Students are expected to prepare the cases and a set of
questions to be discussed in specified classes, and to gather
information about a specific topic, research question, or a
particular firm, to be debated in certain sessions.The theoretical
component of the course will also require preparatory readings of
academic and applied articles. This preparatory work is
encouraged to be done in groups, as a preparation for
case discussions and the final exam.
|
|
| Description of the teaching methods |
| This course is taught using a combination of
business cases, lectures (based on textbooks and academic papers),
guest speakers and a few supporting videos (whenever relevant),
with an emphasis on case discussions in the classroom. High quality
case discussions require an active participation and preparation of
the students. Moreover, the application of theoretical knowledge
and insights based on readings and cases to practical examples will
form an important element of most classes. |
| Feedback during the teaching period |
The course will include two voluntary assignments
that give the students the chance to get detailed feedback on their
progress.
Assignment 1:
Group assignment with peer feedback and general feedback from the
instructor.
Home assignment in groups of 3-6 students. The students are
presented with a new business case and a set of questions. The
students must write a short and well-structured assignment, using
theory from the course, research-based evidence, and case-based
evidence to answer the questions (maximum 2 standard pages per
assignment/group). The goal is to prepare the students for the
final exam and give them feedback on their performance and
understanding of the learning objectives of the course.
This home assignment will be set up on the platform Peergrade,
where each group will be assigned to three other groups, whom they
should give feedback to. Clear criteria for peer feedback will be
given, and students will be encouraged to justify their feedback.
Each group will automatically receive a final score based on the
quality of their submission (graded by others) and the quality of
the feedback they give to others. The instructor will analyze all
the submissions and give general feedback to the students (in class
or via Canvas).
Assignment 2:
Group assignment applying a theoretical framework from the course
to a startup of your choice
In groups of 3, students must choose a start-up (a firm founded
within the past five years, in Denmark or elsewhere) to analyze one
of the topics from the course (e.g., founding team formation,
startup financing, entrepreneurial strategy) and apply it to a real
startup setting. They can choose a startup featured on a
documentary or podcast, or they can analyze a founder/founding team
they get to know via their own network or Copenhagen School of
Entrepreneurship. Students are highly encouraged to assess a
startup that addresses a relevant societal problem and/or
illustrates the waves of digital transformation (e.g., by
leveraging digitalization, big data, artifical intellingence). The
students must briefly describe the startup and their business (or
business idea), pick a topic/framework from the course (e.g., the
3R model for team formation, the entrepreneurial strategy compass,
financing choices) and apply it to the startup of their choice. The
students may hand-in their analysis via a short slide deck (max. 5
slides) or a short video presenting their analysis (max. 2
minutes). Feedback will be provided through Canvas and/or during
office hours.
Besides these two voluntary assignments, all students will receive
continuous feedback in class in connection with case discussions.
|
| Student workload |
| Teaching |
36 hours |
| Preparation |
100 hours |
| Exam |
70 hours |
|
| Expected literature |
|
Wasserman, N. (2013), "The founder's dilemmas:
Anticipating and avoiding the pitfalls that can sink a
startup", Princeton University Press.
A list of more detailed literature and cases will be
provided in a compendium before the beginning of the course. Some
cases must be downloaded from the Harvard Business Publishing
Education homepage and paid for.
|
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