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2023/2024  KAN-CCMVV2319U  Transformative and Entrepreneurial Corporate Strategies

English Title
Transformative and Entrepreneurial Corporate Strategies

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Francesco Di Lorenzo - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Entrepreneurship
  • Organisational behaviour
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 16-02-2023

Relevant links

Learning objectives
The goal of this class is to establish a strong link with practice, in particular learning how to deal with relevant business problems and finding solutions, yet relating significantly to general conceptual and theoretical conversations.

To be awarded the highest mark (12), the student, with no or just a few insignificant shortcomings, must fulfill the following learning objectives:
  • Be familiar with the academic conversation and literature about transformation strategies and entrepreneurial strategies in corporations, and being able to critically and analytically apply it to real-life cases.
  • Understand and apply transformation and entrepreneurial corporate strategies/models/tools to specific real-life cases and discuss the implications for firms' decision making and performance.
  • Offer reflections on value creation opportunities and synergies implications of transformation and entrepreneurial strategies applied to real-life cases.
Course prerequisites
No strict prerequisites.
Transformative and Entrepreneurial Corporate Strategies:
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, see also the rules about examination forms in the programme regulations.
Individual or group exam Individual oral exam based on written group product
Number of people in the group 2-5
Size of written product Max. 25 pages
The length of the paper depends on the group size, such as:
2 people = 10 pages
3 people = 15 pages
4 people = 20 pages
5 people = 25 pages

The max pages does not include exhibits or appendixes.
Assignment type Project
Release of assignment Subject chosen by students themselves, see guidelines if any
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 Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
No regulation
Description of the exam procedure

The group assignment aims to generate a team-based dynamic during which students have to collectively organize and apply contents from the course discussed previously in class and available in the course material.


Ideally, each group will perform a strategic analysis of a case (which they will pick and we will advice on), applying frameworks and tools in order to provide a conclusive assessment of the specifc case from a "Transformative and Entrepreneurial Corporate Strategies" perspective.


Skill developed: team-working, simulation of real business situations on decision making, delivery-minset developmemt, writing.

Course content, structure and pedagogical approach

Course Description

The course aims to provide the students with a deeper understanding of strategies designed and applied by firms to transform their organization and improve their entrepreneurial behavior. In recent years, the pressure to become continuosly innovative has been veru high for any player in any industry active in any market. This pressure has materialized mostly in 2 main priorities for firms: the creation of an entrepreneurial strategic approach and the design/implementation of a micro-macro organizational transformation. These priorities implied a strong commitment from the top management team, yet at the same time a demand for an alignment at any organizational level, creating challenges for business units and employees to create new solution oriented to transform each firm. And, digital solutions have been surely a key elements of this new wave of strategic management.


This course will uncover and discuss these topics, bringing in class one CBS faculty and three international top level managers, which are very expert and fully dedicated professionally in the areas of the course. In particular, these are the profiles of the 3 practioners lectures:


  • Managing Director, leading global strategic management consulting company
  • Chief Transformation Office, large international banking group.
  • Managing Partner (and former Vice President of Global Sales), international leading corporate venture capital unit of a global top corporation.


Ideally, the course will be based on the following main questions:

  • What is the role of digitalization in transforming organizations?
  • How does digitalization promote entrepreneurial mindset and initiatives?
  • What are the opportunities and challenges for organizational transformation using digitalization as both internal organizational strategy and key driver for market success?
  • What is an optional macro-organizational strategic design to promote transformation and entrepreneurial behavior?
  • What are the micro-level opportunities and challenges in organizational transformation, in particular from an human resources perspective?
  • How do firms promote new strategies connecting macro organizational structures and micro HR-level (i.e., units, individuals) to successfully implement corporate transformation?
  • How corporate entrepreneurship in the form of corporate venture capital contribute to the corporate growth?
  • How do CVC units are formed, organized and developed?
  • What are the integration challenges of startup investing for larger corporation? What are the competitive and transformative and entrepreneurial implications of corporate venture capital for firm strategy and success?


Course Contents, Topics and Structure:

  1. An introduction to Corporate Entrepreneurship
  2. An introduction to Corporate Transformation and Digitalization Strategies
  3. Digital Transformation: Challenges and Opportunities for and integrated successful strategy
  4. HR Transformation Strategies and Analytics: a macro-micro approach
  5. Building an entrepreneurial corporation: corporate venturing and startups collaborations
Description of the teaching methods
The course aims to be strongly based on real cases brought directly to class from the corporate expert faculty members. Surely, some literature of transformation and entrepreneurial strategies will be provided and will be used as general guidance for each topic of the course. This combination will allow a balanced learning experience.

So, the course draws extensively on real corporate cases and to apply the presented frameworks to real-life situations.
Ideally a lecture will have the following components:

• Theoretical and conceptual discussion.
• Discussion of a real business case
• Exercises in class by small group of students.

In order to unleash the full learning potential of this course, students are expected to read carefully the readings and the cases assigned to each session before coming to each specific class session. This will be fundamental to obtain: i) rich and deep class discussion on the case ii) productive small group exercise iii) ease to focus on the application iv) create an interactive atmosphere in class. These four main benefits of readings cases before coming to class will increase chances to create a more effective understanding and assimilation of the course contents.
Feedback during the teaching period
During the course, students will present in class and receive oral feedbacks on the progress of their group work, and on their individual contribution
Student workload
Class attendance 33 hours
Group work (individual effort) 45 hours
Preparation for individual oral exam 45 hours
Preparation for lectures (incl. reading) 83 hours
Expected literature

 Academic readings, business cases and press articles will be used. Also, self-prepared material by the faculty on real life cases.


Ideally, one or two short readings per topic. A short sample of examples of such readings could be:

  • Callan (1992). Individual and organizational strategies for coping with organizational change, Work &Stress

  • Henderson (2002). Transformative Learning as a Condition for Transformational Change in Organizations.

  • Björkdahl. (2020). Strategies for Digitalization in Manufacturing Firms, California Management Review

  • Cappa et al. (2021). Big Data for Creating and Capturing Value in the Digitalized Environment: Unpacking the Effects of Volume, Variety, and Veracity on Firm Performance, Journal of Product Innovation Management.

  • Irtyshcheva (2020). Strategic Human Capital management in the context of digitalization. Baltic Journal of Economic Studies.

  • D'angelo et al. (2023). Understanding Corporate entrepreneurship in the digital age: a review and research agenda. Working paper

  • Chersborogh (2002). What is CVC. Harvard Business Review

Last updated on 16-02-2023