Kurssiesite

LEARNING OUTCOMES

At the end of this course, students are expected to have developed theoretical and practical knowledge about entrepreneurship and innovation and to be able to apply those to real cases.

Credits: 6

Schedule: 04.11.2021 - 09.12.2021

Teacher in charge (valid for whole curriculum period):

Teacher in charge (applies in this implementation): Arne Kroeger, Gregory O'Shea

Contact information for the course (applies in this implementation):

Ass. Prof. Dr. Arne Kröger (arne.kroeger@aalto.fi)

Dr. Greg O‘Shea (gregory.oshea@aalto.fi)

CEFR level (valid for whole curriculum period):

Language of instruction and studies (applies in this implementation):

Teaching language: English. Languages of study attainment: English

CONTENT, ASSESSMENT AND WORKLOAD

Content

• valid for whole curriculum period:

  The workload includes time preparing presentations about selected topics, classroom teaching, peer-evaluations, a case study and preparing the exam.

  
  

  Topics:

  • Basics of entrepreneurship
  • Creativity, Idea Development & Innovation
  • Opportunity recognition & Business Model
  • Case Study
  • Venture Funding
  • Venture Growth

• applies in this implementation

  Objectives, relevance for practice and lecture topics

  At the end of this course, students i) are able to describe and discuss basic entrepreneurship and innovation tools, ii) are able to explain the central entrepreneurship frameworks about opportunity recognition, effectuation and business models, iii) are able to apply those frameworks to a real case, iv) are able do understand the fundamentals of current innovation management in large multi-national companies and v) are able to make rational adoption or rejection decisions of corporate entrepreneurship.

   

  Launching an enterprise has several advantages, such as being your own boss, realizing your own ideas and experiencing greater autonomy in general. However, entrepreneurship is more than founding an enterprise. It is a particular way of thinking and an approach of solving problems and can, therefore, also be practiced in large corporations (corporate entrepreneurship).

   

  This course investigates the entrepreneurship process in a consecutive order. It starts with the venture idea which emerges from receiving it from someone else (e.g., via open innovation), accidental discovery or the desire to start a business. The theory of effectuation developed by Saras Sarasvathy (2001) offers an approach how wanna-be entrepreneurs can generate a venture idea. Having created a venture idea, entrepreneurs enter into the process of developing a business opportunity (Vogel, 2017). Peter Vogel (2017) provides a comprehensive overview of attempts to conceptualize the development of business opportunities and develops his own framework that ends with the exploitation of business opportunities. A key contributor for the successful exploitation of a business opportunity is a business model. One of the first conceptualizations of the business model construct is provided by Raphael Amit and Christoph Zott (2001). This article can therefore be seen as a key article for understanding the sources of value creation that determine the success of a new venture. Furthermore, entrepreneurs need funding for growing their enterprise.
  

Assessment Methods and Criteria

• valid for whole curriculum period:

  Individual assignments 35%. Team assignments 65%.

• applies in this implementation

  
  

  Didactic approach and organization

  The course comprises a lecture and a case module The course will take place in MyCourses and will be complemented by Zoom lectures. It contains individual and group work and individual and group assignments and will build on a variety of methods: front teaching (Zoom), video self-study, group work (including peer evaluation), development of MC-questions, and audience response system.

   

  Lecture module

   4.1 Process of the MC-Questions

  During the course, each student is asked to read the article Sarasvathy, S. D. 2001. Causation and Effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2): 243-263 and to develop and upload three MC-questions (in line with the provided format) in the section “Assignment” section in MyCourses until 15.11. at 23:59 pm.

  The upload of MC-Questions is mandatory for passing the course but will not be graded.

  The article of Sarasvathy, S. D. (2001) has gained a lot of traction in entrepreneurship research and practice because it suggested a new approach to starting a business. It therefore gave impetus for effectuation research and is the most frequently cited effectuation article in the entrepreneurship literature.

  In the lecture on the 18.11.2021, the students will be randomly assigned to a break-out room, discuss and apply the effectuation theory. Furthermore, 5 randomly chosen MC-Questions will be discussed. The final exam will also contain 3 MC-Questions of the total pool of suggested MC-questions.

   

  4.2 Video self-study:

  The videos for self-study will be available in MyCourses in the section “Materials” from the first lecture on. They explain the essential knowledge of entrepreneurship and innovation management. The corresponding slide deck is also available in MyCourses in the section “Materials”. Consecutive watching of the videos is recommended. Students will have several opportunities to ask questions about the content of the videos. It is highly appreciated if students e-mail their questions to the lecturer two days before the lecture.

  
  

  4.3 Group work (including peer evaluation):

  For the group work, all students will have the same submission deadline and are required to read two scientific articles. This task addresses the learning outcomes ii) and iii). The this purpose students need to familiarize with the two central concepts of Entrepreneurship of Venture Opportunity and Business Models. One approach to familiarize with a concept is to read an article and write an essay about it in which of the content of article is transferred to a real case. Another approach is to read an article and an essay and to judge the transfer of the content of article to a real case. The group work will cover both approaches.  The group work will follow four consecutive steps.

  Step 1: Team formation

  Students are asked to form groups of min. 3 and max. 5 students themselves and to indicate their team formation in the Group Choice Module in MyCourses  09.11. at 23:59 pm.

  The groups will perform different tasks (see below for further details). They can connect with each other via MyCourses (General Discussion Module on the course homepage) and work on the tasks online or in face-to-face meetings. 

   

  Step 2: Development phase

  Each group will be randomly assigned to one of two cohorts: Venture Opportunity or Business Models

  Depending on the assigned cohort, the groups are supposed to answer one of the following questions:

   

  Cohort	Article	Task
  Venture Opportunity	Vogel, P. 2017. From venture idea to venture opportunity. Entrepreneurship Theory & Practice, 41(6): 943-971.	Please illustrate the “Venture Opportunity Development and Exploitation stage” (as outline in Vogel, ETP 2016) for a freely chosen enterprise in Finland.
  Business Model	Amit, R. & Zott, C. 2001. Value creation in e-business. Strategic Management Journal, 22: 493-520.	Please explain the framework “Sources of value creation” (Amit & Zott, SMJ 2001) for a freely chosen enterprise in Finland.

   

  Depending on the assigned task, each group will prepare an essay of 1500-2000 words + 5 PPT slides (excl. cover page and references) in which the essay is visualized. 

  
  

  Step 3: Evaluation phase

  After the development phase, the evaluation round starts. Each essay and presentation of one group from the development round is evaluated by one assigned group of the cohort. 

  
  

  Step 4: Presentation

  Finally, each group from the development phase will present is essay to its peers in the lecture on the 02.12.
  

Workload

• valid for whole curriculum period:

  1. Classroom hours 17 h
  2. Preparation of individual assignments 42 h
  3. Preparation of group work assignments 101 h

• applies in this implementation

  4.4 Final Exam on 09.12.2021 at 09:15-10:20

  The final exam of the lecture module will be a one-hour open book online exam in MyCourses of 33 MC questions. It can contain questions about everything that has been uploaded in MyCourses. 

  There will be a Re-Exam on the 13.01.2022.

  
  

  Exam Grading:

  50-59 points              1

  60-69 points              2

  70-79 points              3

  80-89 points              4

  90-100 points            5 (best grade)

  
  

   

  Case Module

  The aim of the course is to introduce the participants to aspects of current innovation management in large MNCs, which have begun to mirror characteristics that we see in start-up organisations.  The focus is on internal corporate venturing cycles and the creation of alternative innovation cultures as a way of managing innovation generally. The following topics are dealt with within the module:

  • Corporate venturing and strategic renewal

  • The management and process of internal corporate venturing

  • Internal corporate venturing cycles

  • Innovation management roles

  
  

  Preparatory work

  • The course builds on two Nokia cases which will need to be studied before the lecture on November 25^th (downloads will be available at MyCourses).
  
  

  Online lecture

  • You are required to participate in the online lecture and to be able to apply the Nokia cases in the in-class discussion.
  
  

  Groupwork assignment

  • Groups will then need to write a full analysis of a corporate innovation challenge which will be given in the class. Details will be provided during the Zoom session on November 25^th. The groups will be the teams as set up in the lecture module.
  
  

  
  

  Assessment of the course

  The final grade will be calculated as follows:

   

  Group assignments	Grade achieved in the development round	15%
  	Case lecture + Essay	50%
  Individual assignment	Final MC-Exam	35%
  Total:		100%

  
  

DETAILS

Study Material

• valid for whole curriculum period:

  The materials necessary for completing the course will be available on MyCourses. Students can also
  use the following textbook to support their learning:

  Zacharakis, Andrew, William Bygrave, Andrew Corbett, 2016. Entrepreneurship, 4th Edition. Wiley.
  For the chapter Creativity, Idea Development and Innovation.

  Bessant, John R., Tidd, Joe 2015. Innovation and Entrepreneurship, 3th Edition. Wiley.

• applies in this implementation

  
  

  Literature

  Compulsory literature (uploaded in MyCourses in the section “Materials”)

  • Amit, R. & Zott, C. 2001. Value creation in e-business. Strategic Management Journal, 22: 493-520.
  • Sarasvathy, S. D. 2001. Causation and Effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2): 243-263.
  • Vogel, P. 2017. From venture idea to venture opportunity. Entrepreneurship Theory & Practice, 41(6): 943-971.
  • Urbaniec, M., & Żur, A. (2021). Business model innovation in corporate entrepreneurship: exploratory insights from corporate accelerators. International Entrepreneurship and Management Journal, 17(2), 865-888.
  • Burgelman R and Välikangas L (2005) Managing Corporate Venturing cycles. Sloan management review  VOL.46 NO.4
  • Vuori, T. O., & Huy, Q. N. (2016). Distributed attention and shared emotions in the innovation process: How Nokia lost the smartphone battle. Administrative Science Quarterly, 61(1), 9-51.
    

   
  

  Recommended complementing literature

  • Zacharakis, Andrew, William Bygrave, Andrew Corbett, 2016. Entrepreneurship, 4th Edition. Wiley.
    For the chapter Creativity, Idea Development and Innovation.
  • Bessant, John R., Tidd, Joe 2015. Innovation and Entrepreneurship, 3th Edition. Wiley.

  
  

  Titles of relevant journals in the field

  • Entrepreneurship Theory & Practice
  • Journal of Business Venturing
  • Entrepreneurship & Regional Development
  • Academy of Management Journal
  • Academy of Management Review

  
  

Substitutes for Courses

• valid for whole curriculum period:

  Substitutes for Courses

Prerequisites

• valid for whole curriculum period:

  Prerequisites

SDG: Sustainable Development Goals

8 Decent Work and Economic Growth

9 Industry, Innovation and Infrastructure

12 Responsible Production and Consumption

FURTHER INFORMATION

Further Information

• valid for whole curriculum period:

  The maximum number of students admitted to the course is 100. Students are admitted to the course in the following priority order: 1) BSc Management (Johtamisen pääaineopiskelijat) 2) other students

   

  
  Teaching Period:
  

  2020-2021 Autumn II, Spring IV

  2021-2022 Autumn II, Spring IV

  
  

  Course Homepage: https://mycourses.aalto.fi/course/search.php?search=25C00100

  
  

  Registration for Courses: In the academic year 2021-2022, registration for courses will take place on Sisu (sisu.aalto.fi) instead of WebOodi.

  Registration via Sisu ends 7 days before the period starts.

• applies in this implementation

  
  

  Navigation in MyCourses

  MyCourses is an essential part of this course, and students are required to use it frequently.

   

  Course Homepage

  • Table with submission deadlines
  • Group choice module
  • Final MC exam will be posted here
  • Results of the final MC exam will be posted here

   

  Section Materials

  • Article for MC Questions
  • Articles for Group Assignments
  • 4 lecture Videos in which the essential knowledge is ex-plained
  • Lecture Slides

   

  Assignments

  • Assignment Uploaded MC-Questions
  • Assignment “Development Phase”: essays and presentations and assessments
  • Assignment “Evaluation Phase”: assessments
    
    

  Practicing Exercises

  • Practice Questions (Basics, Creativity & Innovation, Opportunities)
  • Practice Questions (Business Models) 
  • Practice Questions (Venture Funding & Venture Growth)
    

Details on the schedule

• applies in this implementation

  Lectures, Formats, Content & Submission Deadlines
  

  Lecture date	Format	Content
  04.11.	Zoom lecture (09:15-12:15)	Practicalities Basics of Entrepreneurship Creativity, Idea Development & Innovation
  11.11.	MyCourses, self-study, group work	Watching and understanding the videos about the essential entrepreneurship and innovation management knowledge Preparation of intermediate assignment (group work, assigned cohorts/articles applied to a freely chosen Finish enterprise
  18.11.	Zoom lecture (09:15-11:30)	Discussion of the effectuation model in smaller groups 5 audience response system questions (randomly selected from the pool) + discussion afterwards Audience response system questions on the videos Opportunity to ask questions about the videos
  25.11.	Zoom lecture (09:15-12:15)	Case Study: Corporate Innovation
  02.12.	Zoom lecture (09:15-11:30)	Presentation and feedback of presentations à max. 20 minutes Opportunity to ask questions about the videos and the exam
  09.12.	MyCourses (09:15-10:20)	MC-Online Exam
  13.01.2022	MyCourses (09:15-10:15)	Re-exam

  
  

  Deadlines	Tasks to Pass the Course (details see below)
  09.11. at 23:59 pm	Indicate team formation in Group Choice Module in MyCourses
  15.11. at 23:59 pm	Submission of 3 MC-Questions about the article “Sarasvathy, 2001”
  18.11. at 23:59 pm	Submission of essays: 1500-2000 words + 5 PPT slides (excl. cover page and references)
  25.11. at 23:59 pm	Submission of 1st evaluations: Review criteria + Grades on the essays and presentations + 3 suggestions for improving the presentation
  02.12. at 09:15 am	Presentation of the Essay from the Development Round
  09.12. at 09:15 am	Final exam
  16.12. at 23:59 pm	Submission of the analysis of a corporate innovation challenge
  13.01.2022 at 09:15 am	Re-exam

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