COURSE SYLLABUS
Corporate Entrepreneurship for Operations Managers, 7.5 credits
Corporate Entrepreneurship for Operations Managers, 7,5 högskolepoäng
Course Syllabus for students Autumn 2022
| Course Code: | TCMS22 |
| Confirmed by: | Dean Mar 1, 2022 |
| Valid From: | Aug 1, 2022 |
| Version: | 1 |
| Education Cycle: | Second-cycle level |
| Disciplinary domain: | Social sciences (50%) and technology (50%) |
| Subject group: | IE1 |
| Specialised in: | A1F |
Intended Learning Outcomes (ILO)
After a successful course, the student shall
Knowledge and understanding
- display knowledge of core theories within the field of corporate entrepreneurship
- demonstrate comprehension of the role of corporate entrepreneurship at several different and connected levels: the individual, the organizational and the societal
- demonstrate comprehension of the role of corporate entrepreneurship at several different and connected levels: the individual, the organizational and the societal
Skills and abilities
- demonstrate the ability to critically assess and relate to core theories within corporate entrepreneurship
- demonstrate the ability to identify resources and processes that support corporate entrepreneurship from an operations management perspective
- demonstrate the ability to identify resources and processes that support corporate entrepreneurship from an operations management perspective
Judgement and approach
- demonstrate an understanding of challenges and opportunities connected to supporting corporate entrepreneurship in an operations management context
- demonstrate an understanding of how corporate entrepreneurship connects with firm level strategy.
- demonstrate an understanding of how corporate entrepreneurship connects with firm level strategy.
Contents
The course provides tools and knowledge that enables future operations managers to lead corporate entrepreneurship initiatives.
The course includes the following elements:
- Corporate entrepreneurship theory
- Leading corporate entrepreneurship initiatives
- Managing uncertainty
- Tools and methods to promote corporate entrepreneurship in operations
The course includes the following elements:
- Corporate entrepreneurship theory
- Leading corporate entrepreneurship initiatives
- Managing uncertainty
- Tools and methods to promote corporate entrepreneurship in operations
Type of instruction
The course has a student-centered approach where students develop autonomy and independence and a greater responsibility for their own learning.
The teaching is conducted in English.
Prerequisites
Passed courses of at least 90 credits within the major subject industrial engineering and management, mechanical engineering, civil engineering, computer engineering (or the equivalent), and 15 credits in mathematics, and completed course Accounting and Finance for Managers. At least 30 credits in the master’s program should be approved.
Proof of English proficiency is required.
Proof of English proficiency is required.
Examination and grades
The course is graded 5,4,3 or Fail.
Registration of examination:
| Name of the Test | Value | Grading |
|---|---|---|
| Examination | 7.5 credits | 5/4/3/U |
Course literature
The literature list for the course will be provided 8 weeks before the course starts.
Bouchard, V., & Fayolle, A. (2017). Corporate Entrepreneurship (1st ed.). Routledge. https:doi.org/10.4324/9781315747989 (available as e-book at the JU library)
Miller. (1983). The Correlates of Entrepreneurship in Three Types of Firms. Management Science, 29(7), 770–791. https:doi.org/10.1287/mnsc.29.7.770
Miller, & Friesen, P. H. (1982). Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal, 3(1), 1–25. https:doi.org/10.1002/smj.4250030102
Stevenson, & Jarillo, J. C. (1990). A Paradigm of Entrepreneurship: Entrepreneurial Management. Strategic Management Journal, 11(8)
Stevenson, & Gumpert, D. E. (1985). The heart of entrepreneurship. Harvard Business Review, 63(2), 85–94.
Covin, & Slevin, D. P. (1988). The influence of organization structure on the utility of an entrepreneurial top management style. Journal of Management Studies, 25(3), 217–234. https:doi.org/10.1111/j.1467-6486.1988.tb00033.x
Additional articles may be added during the course.
Bouchard, V., & Fayolle, A. (2017). Corporate Entrepreneurship (1st ed.). Routledge. https:doi.org/10.4324/9781315747989 (available as e-book at the JU library)
Miller. (1983). The Correlates of Entrepreneurship in Three Types of Firms. Management Science, 29(7), 770–791. https:doi.org/10.1287/mnsc.29.7.770
Miller, & Friesen, P. H. (1982). Innovation in conservative and entrepreneurial firms: Two models of strategic momentum. Strategic Management Journal, 3(1), 1–25. https:doi.org/10.1002/smj.4250030102
Stevenson, & Jarillo, J. C. (1990). A Paradigm of Entrepreneurship: Entrepreneurial Management. Strategic Management Journal, 11(8)
Stevenson, & Gumpert, D. E. (1985). The heart of entrepreneurship. Harvard Business Review, 63(2), 85–94.
Covin, & Slevin, D. P. (1988). The influence of organization structure on the utility of an entrepreneurial top management style. Journal of Management Studies, 25(3), 217–234. https:doi.org/10.1111/j.1467-6486.1988.tb00033.x
Additional articles may be added during the course.
Content updated 2015-06-24
