| Learning objectives |
- Demonstrating a comprehensive knowledge of the concepts and
theories used in the course curriculum.
- Ability to understand both research- and case-based knowledge
on the different topics covered in the course.
- Ability to analyze real business settings by applying the
theoretical knowledge and empirical research findings covered in
the course to critically evaluate the validity of entrepreneurial
strategies.
- Ability to integrate different components of the course (both
research evidence and theoretical frameworks from different
modules) and recognize their interdependencies in the analysis and
critical discussion of new business cases.
- Ability to critically assess the validity of statements based
on empirical evidence and to use this critical thinking when
evaluating the generalizability of the conclusions drawn from
specific empirical studies or business cases.
- Ability to carry out a small-scale empirical project applying
the analytical tools given in the course and assessing their
usefulness in a new business case.
|
| 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 |
4-5 |
| Size of written product |
Max. 20 pages |
|
Max. 20 pages (if groups of 5 students; max. 17
pages by groups of 4) |
| Assignment type |
Written assignment |
| Release of assignment |
The Assignment is released in Digital Exam (DE)
at exam start |
| 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
The final assignment is a take-home assignment in which
students, in groups of four or five students, will be required to
critically analyze a new business case and address questions
related to the topics of the course. The assignment
includes two parts:
- In the first part, each student in the group must answer
a group of questions related to the topics of the course, based on
a new business case (questions and case to be provided). Each
student in the group has a maximum of 3 pages to answer those
questions individually. The students in the group must decide how
to allocate the selected questions among themselves. Groups of 5
(4) students will thus have a maximum of 15 (12) pages for this
first part of the exam.
- 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 5 years, in Denmark or elsewhere), describe their
main business idea, formulate a research question that allows to
analyze that start-up from a particular angle, collect data
(quantitative and/or qualitative) about the case selected and
present an analysis of the start-up in line with that research
question. This analysis must include material (theoretical
frameworks and readings) from at least two modules of the
course. The students have a maximum of 5 pages for this second part
of the assignment. The voluntary assignment #2 provides an
opportunity to identify a start-up firm that can be used in this
second part of the exam. Although not required, students are highly
encouraged to assess a startup that addresses a relevant societal
problem (e.g., climate change) and/or illustrates the waves of
digital transformation (e.g., by leveraging digitalization, big
data, artificial intelligence).
The submitted assignment must then include a maximum of 20 pages
for groups of 5 (17 pages for groups of 4). This page limit does
not include references, cover page, and any eventual appendix
material.
|
|
| 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:
|
• The transition into (and out of) entrepreneurship and career
dynamics
• Founding team formation; Human resource acquisition and
management in startups
• Entrepreneurial strategy – the key choices behind it and the
types of strategies
• Entrepreneurial finance
• Business model design and testing/experimentation; The
scientific method of decision making;Business model types
• Growth paths and scaling challenges; Exit and founder
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 and engagement of students is crucial in
all components of the course (lectures, case discussions, guest
visits, voluntary assignments). 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 4-5 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 online, 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. The instructor will
give general feedback to the students (in class or via Canvas).
Assignment 2:
Group assignment applying theoretical frameworks from the course to
a startup of your choice
In groups of 4-5, students must choose a start-up (a firm founded
within the past five years, in Denmark or elsewhere) and analyze it
from a particular angle (of their choice) using frameworks and
readings covered in the course. The students must 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 |
|
Gans, J., Scott, E., Stern, S. (forthcoming),
"Entrepreneurship: Choice and Strategy". W.W.
Norton, Incorporated. (in production; alternative material made
available to students in case final production is delayed).
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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