I urge you to attend all classes even if you have not adequately prepared. If for some reason you are not prepared fully for a particular class, please let me know before class so I do not embarrass you inadvertently. I am happy to work with you to plan your participation in advance so that you can prepare your comments. If you are apprehensive about speaking in class please see me.
Participation quality (thoughtfulness of comments/questions) is valued more than participation quantity (frequency of comments/questions). You must also develop a position on the issues raised in the case prior to each class. Class preparation involves not just a thorough analysis of the case. What you get out of this course depends on what you put in. I expect you come to class ready to discuss the assigned readings and/or case. Thus, attendance is required for every class session. The course will have no final written exam and your grade will be based on the following: Class Participation 15% Case Analyses 40% (Individual) Key Learning Points Presentation 5% (Team) Discussion Leader/Class Presentation 20% (Team) Class Project 20% (Team) 1Ģ Class Participation (15%) This course uses learning methods that require active involvement (e.g., discussions, exercises, simulations, etc.).
Readings, Simulation and Text Selected readings and cases (IVLE Workbin, Ereserves, Handouts) Strategic Innovation Simulation: Back Bay Battery Optional Text: Corporate Entrepreneurship & Innovation by Morris, Kuratko & Covin published by Thomson Course Assessment The course requires effective class participation, written case analyses, class presentations, and a group project. Preparation of case analyses will provide the foundation for class discussion and will hone each students ability to articulate their views in a group context and in writing. This module places a strong emphasis on active learning through case analyses and simulations. As an advanced course emphasis will be placed on the skills needed to promote and manage corporate entrepreneurship including opportunity recognition, selling an idea, conflict management, and ambidexterity.
The ability to simultaneously integrate (see what is similar) and differentiate (see what is different) between a company s existing and new business is crucial to the success of any corporate entrepreneurship effort. Following the market development lifecycle we will examine the management of eight types of innovation: disruptive, application, product, process, experiential, marketing, business model, and structural. 1 MNO4313D: Corporate Entrepreneurship Instructor: Professor Elizabeth Boyle Office: Biz Phone: Course Description and Objectives This course focuses on the processes by which teams within an established company conceive, foster, launch, and manage a new business that is distinct from the parent company.
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