To meet the challenges of the international business environment, the technology specialist needs to combine professional competence with a fundamental grasp of the entrepreneurial process. This module provides the tools for promoting entrepreneurial orientation at all organisational levels, including indigenous firms, large multinationals and subsidiary operations. The focus is not on start-up companies but on organisations where the business concept is built around technology exploitation.
The purpose of this module is to enable the participant to perceive entrepreneurship within its strategic context and to understand both the influence of the organisational context on entrepreneurial orientation and the outcomes of an entrepreneurial posture. The module provides a holistic perspective of the organisation. The module provides an understanding of the key elements of entrepreneurship and how it interacts with the broad aspects of the organisation, integrating the main conceptual frameworks provided by the commercialisation, strategic management and organisational behaviour modules within the context of today’s global economy.
Concepts of Entrepreneurship
Course introduction. The dominant logic of entrepreneurship. Entrepreneurship in the new competitive landscape. Competing on the entrepreneurial edge. Dimensions of entrepreneurship. Risk taking, pro-activeness and innovativeness. Entrepreneurial intensity. The entrepreneurial grid. New venturing. Selecting and leading a business model for entrepreneurship.
Strategic Entrepreneurship
The entrepreneurship / strategic management interface and perspectives. Entrepreneurial imperatives of strategic leadership. Discovery and co-ordination of strategic management and entrepreneurship. A framework for entrepreneurial strategy.
Entrepreneurial Capabilities
Resource based theory and the entrepreneurial organisation. Overcoming resource disadvantages. Entrepreneurial management as strategy. Managing contingencies and changing contexts.
Behavioural Context of the Organisation
Managing entrepreneurial capabilities. Using human resource management practices to promote an entrepreneurial environment. Creative abrasion. Leading entrepreneurial teams.
Structuring the Organisation for Entrepreneurship
Role of structural context. Structure, processes and relationships. Entrepreneurial organisational design. Entrepreneurial projects. Complexities in applying structural context.
Entrepreneurial Culture
Entrepreneurship, culture and competitive advantage. Developing and leading an entrepreneurial culture. Managing contingencies. Mediating effects of critical business processes. Entrepreneurial Audits.
Constraints on Entrepreneurship
Systems, structural and strategic constraints. Policy, people and procedural constraints. Necessity for controlling entrepreneurship. Effective management of entrepreneurship.
Leading the Entrepreneurial Organisation
Traditional general management v’s entrepreneurial leadership. Philosophies of entrepreneurial leaders. Ambidexterity. Critical role of middle managers in entrepreneurial organisations. Entrepreneurship at grassroots.
Firm Level Entrepreneurship
Facilitators of firm level entrepreneurship. Building competences and capabilities for new ventures. Entrepreneurial teams. Mediating effects of critical business processes. High tech clustering at the firm level. Entrepreneurial Audits.
Alliances, Networks and Government Policy
Alliances as vehicles for international growth. Influence of networks and external contacts. Government regulatory policy evaluation. Administrative burdens. Local and European contexts.
International and MNC Entrepreneurship
Implementing strategies for corporate entrepreneurship. Global management of collaborative and co-ordination efforts of geographically dispersed subsidiaries. Strategic role of top management. Entrepreneurship as growth. Facilitating subsidiary entrepreneurship.
The External Environment
Achieving international growth. Alliances, networks and external contacts. Government and regulatory policy evaluation. Local responsiveness. Administrative burdens. Hostility and threats.
The Evolution of the Field of Entrepreneurship
Contemporary and emerging perspectives.
The learning and teaching methods employed will include lectures, discussions, problem-solving exercises, reading, and self-directed learning. In addition, formal lectures and workshops are supported by guest lecturers from practitioners in the area.
In addition to the reading list, supplemental readings will be continually provided to ensure that students are aware of current academic developments and emerging practitioner issues.
| Module Content & Assessment | |
|---|---|
| Assessment Breakdown | % |
| Other Assessment(s) | 100 |