ENTREPRENEURSHIP AND STRATEGY-1

Over recent years there has been a growing focus on how new firms are created. A person becomes an entrepreneur when he/she identifies a new market opportunity and transforms it into reality by defining a project and by involving all necessary resources (capital, competences, human resources, suppliers, complementors, distribution players, customers, territory, etc.). This process hence implies both the capability (of creative type) to identify new business combinations, and the capability (of relational nature) to convince various actors, and finally the capability (of organizational ? management nature) to define a coherent and sustainable business model in order to ensure the operation and growth of the firm.
This course aims at providing conceptual and operational tools as well as an appropriate language in order to better understand and develop the capabilities to act in entrepreneurial and strategic processes.

With respect to entrepreneurial processes, students will increase the degree of awareness over: the relationship between capabilities to analyze the competitive environment and cognitive aspects (capability to see new combinations) and the critical elements to develop a business model. On a more strictly strategic standpoint the students will acquire a deeper comprehension of the nature of strategy, its multi-dimensional nature and the dynamics of strategy innovation that characterize the creation and development of new firms. Students will also be able to define and evaluate the degree of consistency in a business model.

Knowledge of the main characteristics of the firm, its main economic and financial aspects (e.g. costs, revenues, in-out financial flows).

1. Strategy of the firm: a multi-dimensional view
2. Business models and business model canvas
3. Business model patterns
4. Business strategy, competitive advantage and strategy innovation
5. Entrepreneurship: origins, context and theoretical framework
6. Entrepreneurial ecosystems

FOR ALL STUDENTS:

Shane S., Venkatraman S. (2000), The Promise of Entrepreneurship as a Field of Research, Academy of Management Review, Vol. 25, No. 1, Jan., pp. 217-226

Stangler D., Bell-Masterson J. (2015), Measuring and Entrepreneurial Ecosystem, Kauffman Foundation Research Series son City, Metro and Regional Entrepreneurship, March. Ewing Marion Kauffman Foundation.

Buzzavo L. (2012), Strategy in three dimensions. Perspectives for strategy innovation, Padova, Cedam, Chapters 1, 2, 3, 5, 7.

Osterwalder A., Pigneur Y. (2010), Business model generation, John Wiley & Sons, Hoboken, N.J, Chapters 1, 2 (for Ch 2 only parts indicated by teacher).


ADDITIONAL FOR NON ATTENDING STUDENTS:

Hagedoorn J. (1996), Innovation and Entrepreneurship: Schumpeter Revisited, Industrial and Corporate Change, Vol. 5, No. 3, pp. 883-896.

Sarasvathy S.D. (2001), Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepeneurial Contingency, Academy of Management Review, Vo. 26, No. 2, pp. 243-263.

Sherman A.J. (2002), Business Planning: Building and Effective Business Model, Kauffman / Entrepreneurs, Ewing Marion Kauffman Foundation.

Buzzavo L. (2012), Strategy in three dimensions. Perspectives for strategy innovation, Padova, Cedam, Chapters 6.

Osterwalder A., Pigneur Y. (2010), Business model generation, John Wiley & Sons, Hoboken, N.J, Chapter 2.

The exam will be in written form consisting in a mix of multiple-choice and open questions, based on mandatory reading materials, that determines the final grade. ATTENDING students will officialy become such by VOLUNTARY participation to class work that will be presented at the beginning of the course. This work will include group/class work and case discussion in class. For those attending students: mandatory reading materials will be reduced and the final grade will be determined for 60% by written test and for 40% by the evaluation of class work.

Lectures.
Guest speakers.
Group project work optional

English

written