• Develop key elements of an entrepreneurial project.
• Analyze and evaluate entrepreneurial ventures.
• Describe and explain relevant theories.
• Formulate your own answer to the question: What is good entrepreneurship?

Entrepreneurial Processes builds on the previous studio course by moving from identifying and testing value propositions to pursuing them in organizational contexts. We emphasize the skills, capabilities, and judgment needed to navigate entrepreneurial processes effectively and with critical reflexivity. The course takes an interdisciplinary approach to entrepreneurship, integrating entrepreneurship with organization theory and strategy. It teaches you how to imagine opportunities, assemble resources, deal with uncertainty, and legitimize innovative ventures.

The main purpose of this course is to support you in developing your own approach to entrepreneurial processes.

The course is both practice-oriented and critical. It is practice-oriented in that it supports you in analysing entrepreneurial ventures and developing your own project together with your classmates. It is critical in that it helps you reflect on and own the process by considering your unique situation, experience, and motivations, and by learning to critically assess and selectively draw upon available theories and resources without getting carried away by current trends and fads.

You will learn through a combination of studio exercises, lectures, case discussions, and real-world applications. The four core building blocks are Practical Project Work, Case-Work, Theory Learning, and Individual Reflection. You will identify your own approach to entrepreneurial processes through learning about and critically reflecting on extant theories, frameworks, and concepts, and through individual reflection of your own experiences, motivations, and value commitments. You will learn to apply your approach through case work, that is by analysing and evaluating existing entrepreneurial ventures, and through practical project work, that is by using your approach to deal with practical problems and situations in entrepreneurial contexts when developing your own project.

• Classic and basic theory
• New theory

• Analysis
• Discussion, critical reflection, modelling

Minor changes may occur to this course description until 30 June.

• Aldrich, H. E., & Ruef, M. (2020). Scholars should study everyday entrepreneurs, not gazelles. Entrepreneur & Innovation Exchange.
• Aulet, B. (2013), Disciplined Entrepreneurship: 24 Steps to a Successful Startup, John Wiley & Sons, pp. 57-67.
• Hatch, M. J. (2018). Organization theory: Modern, symbolic, and postmodern perspectives. Oxford university press.
• Hoang, H., & Gimeno, J. (2010). Becoming a founder: How founder role identity affects entrepreneurial transitions and persistence in founding. Journal of business venturing, 25(1), 41-53.
• Lubinski, C., & Tucker, H. K. (2025). Entrepreneurialism: conceptual exploration of an ideology. Entrepreneurship & Regional Development, 1-17.
• Selznick, P. (1957). Leadership in administration: A sociological interpretation. Harper & Row. Read pp. 74-82.
• Valaskivi, K. (2020). The contemporary faith of innovationism. In Spirituality, Organization and Neoliberalism (pp. 171-193). Edward Elgar Publishing.
• Wasserman, N. (2012). The Founder's Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a Startup. Princeton, N.J.: Princeton University Press.
• Whittington, R., Angwin, D., Regnér, P., Johnson, G., & Scholes, K. 2023. Exploring Strategy. Text and Cases. 13th Edition. Harlow: Pearson.
• Plus selected cases.