Public University of Navarre



Academic year: 2015/2016
Master of Science in Management, Organization and Business Economics
Course code: 71832 Subject title: Entrepreneurship and Innovation
Credits: 2 Type of subject: Mandatory Year: 1 Period: 2º S
Department: Business Administration
Lecturers:
CONTIN PILART, IGNACIO   [Mentoring ] LARRAZA QUINTANA, MARTIN (Resp)   [Mentoring ]

Partes de este texto:

 

Module/Subject matter

Markets, Strategy and Performance

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Descriptors

Entrepreneurship, Entrepreneurs, Corporate entrepreneurship, New ventures, Family firms

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General proficiencies

GT1 Communicate the results of a research using different means and to different audiences.
GT2 Dominate the technical tools to develop applied studies.
GT3 Identify the relevant information sources and their contents for a a future explotation.
GT4 Develop an ethical, social and environmental commitment.
GT5 Capacity to work in multidisciplinary and international teams.
GT6 Develop a critical and developmental way of thinking when confronted with their work as well as with the work of others.
GT7 Hability to motivate the analyses, interpret the resullts and present them in clear and concise way.
GT8 Leadership and decision capacity.

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Specific proficiencies

CE5 - To analyze the structure and evolution of product and factor markets and the optimal behavior of the firm in these markets.

CE6 - To analyze real cases from a theoretical perspective with the aim of obtaining a better understanding of organizations.

CE11 - To distinguish the characteristics and relationships among the different variables that determine firm strategy.

CE19 - To obtains valid conclusions for real firms from the analysis of cases.

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Learning outcomes

CE5.1- Compare the structure and evolution of product and factor markets.

CE5.2- Assess the adaptation and optimal behavior of the firms in these markets.

CE6.1- Study the competitive behavior of the firm in different contexts.

CE11.1- Deeper understanding of the variables that determine the competitive strategy of the firm.

CE11.2- Distinguish the different strategies set up by the firms.

CE19.1- Define firm policies aimed at improving the firm's competitive advantage.
 

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Methodology

Methodology - Activity
Horas Presenciales
Horas no presenciales
A-1 Regular/participative sessions
12
 
A-2 Practice
 6
6
A-3 Discussion and group tutorials
 6
 
A-4 Assignments
 
12
A-5 Reading assigned material
 
12
A-6 Individual study
 
15
A-7 Exams, evaluation exercises
 4
 
A-8 Individual tutorials
 2
 
 
 
 
Total
 30
45

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Relationship between formative activities and proficiencies/learning outcomes

Proficiency
Activity
 GT1, GT2, GT3, GT4, GT5, CE5, CE6, CE11, CE19
A-1 Regular/participative sessions
 GT2, GT3, GT6, GT8, CE5, CE6, CE19
 A-2 Practice
 GT1, GT4, GT5, GT6, GT7, GT8, CE6, CE11, CE19
 A-3 Discussion and group tutorials
 GT1,GT3, GT5, GT7, GT8, CE6, CE19
 A-4 Assignments
 GT2, GT6, CE5
 A-5 Reading assigned material
 GT5, GT6, CE19
 A-6 Individual study
 GT2, GT6, GT7, CE5, CE6, CE11, CE19
 A-7 Exams, evaluation exercises
 GT2, GT4, CE11
 A-8 Individual tutorials

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Languages

English

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Evaluation

Dimension
 
Criteria
 
Assessment tool
Weight (%)
 
 Individual perfomance
 
 Paper presentation
 70
 Group performance  
 Paper integration
 20
 Individual performance
 
 Participation
 10
   
 
 

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Contents

During this course we will tackle different key issues related with entrepreneurship. The main goal is to provide students an overall picture of what does entrepreneurship mean and of the key factors that influence the entrepreneurial process. In order to reach that goal we have designed the course as a research seminar. This means that sessions will essentially evolve around the presentation and discussion of some selected key papers. Students are expected to play an active role in the seminar. Consequently students are asked to present the papers and to participate in the subsequent discussion.

 

More specifically, we have divided the seminar in five sessions. In each session a team of previously selected students would lead the session. They first have to present the papers scheduled for the session. This means that its members have to summarize the papers and outline its strengths and weaknesses (20 minutes per paper). There is one paper per student in the team, so we expect that each member of the tem presents one article. While preparing the presentation please take into account that the summary should cover the following aspects:

 

* Research goal (research question)

* Description of the theoretical framework and hypothesis (i.e. describe which theory is used to justify the hypotheses)

* Data base description

* Methodology

* Results and conclusions

* Strengths and weaknesses of the paper: provide your own view (i.e. do not just replicate the limitations section of the paper)

 

After paper presentations, and in order to launch the discussion, the leading team should also present a comparison and integration of all the papers scheduled for the session. This integration should be condensed in a document (two pages maximum) that must be given to the instructor before the session begins.

 

The rest of the students should read the papers ahead of the session and actively participate in the discussion.

 

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Agenda

Topic 1. Introduction to entrepreneurship and individual level determinants of entrepreneurial action

Topic 2. Corporate entrepreneurship

Topic 3. Environmental factors determining entrepreneurship

Topic 4. Firm growth

Topic 5. Family firms

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Bibliography

Access the bibliography that your professor has requested from the Library.


Basic bibliography.

Shane, S. (2003): A General Theory of Entrepreneurship. Cheltenham, UK: Edward Elgar.

 

 

Articles.

Fairlie (2002). Drug dealing and legitimate self-employment. Journal of Labor Economics, 20: 538-567.

Koellinger et al (2007). I think I can, I think I can: overconfidence and entrepreneurial behavior. Journal of Economic Psychology, 28: 502-527.

Davidsson, P. and Honing, B. (2003). The role of social and human capital among nascent entrepreneurs. Journal of business Venturing, 18(3): 301-331.

Parker, S.C. (2013). Do serial entrepreneurs run successively better-performing businesses? Journal of business Venturing, 28 (5): 652-666.

 

Covin, J.G. and Slevin, P. (1989). Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10 (1): 75-87.

Wiklund, J. and Shepherd, D. (2003).  Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses. Strategic Management Journal, 24: 1307-1314.

Stam, W. and Elfring, T. (2008). Entrepreneurial orientation and the performance of high-technology ventures: The moderating role of intra- and extraindustry social capital. Academy of Management Journal, 51: 97-111.

Wales, W.J., Gupta, V.K. and Mousa, F-T. (2013): Empirical research on entrepreneurial orientation: An assessment and suggestions for future research.

International Small Business Journal, 31(4): 357-383.

 

Bosma, N., Hessels, J., Shutjens, V., Van Praag, M. and Verheul, I. (2012). Entrepreneurship and role models. Journal of Economic Psychology, 33: 410-424.

Audrestch, D.B. and Keilbach, M. (2008). Resolving the knowledge paradox: Knoweldge-spillover entrepreneurship and economic growth. Research Policy, 37: 1697-1705.

Anokhin, S. and Wincent, J. (2012). Start-up rates and innovation: A cross-country examination. Journal of International Business Studies, 43 (1): 41-60.

Autio, E. and Acs, Z. (2010). Intellectual property protection and the formation of entrepreneurial growth aspirations. Strategic Entrepreneurship Journal, 4: 234-251.

Bosma, N. and Stemberg, R. (2014). Entrepreneurship as an urban event? Empirical evidence from European cities. Regional Studies, 48(6). 1016-1033

 

Baum, J.R., Locke, E.A. and Smith, K.G. (2001) A multidimensional model of venture growth. Academy of Management Journal, 44: 292-303.

Capelleras, J.L., Contin-Pilart, I. and Larraza-Kintana, M. (2011). Publicly funded prestart support for new firms: who demands it and how it affects their employment growth. Environment and Planning C: Government and Policy, 29: 821-847.

Zou, H., Xiaoyun, C. and Ghauri, P. (2010) Antecedents and consequences of new venture growth strategy: An empirical study in China. Asia Pacific Journal of Management, 27(3): 393-421.

Naldi, L. and Davidsson, P. (2014). Entrepreneurial growth: The role of international knowledge acquisition as moderated by firm age. Journal of Business Venturing, 29: 687-703.

 

Gomez-Mejia, L.R., Larraza-Kintana, M. and Makri, M. (2003). The determinants of executive compensation in family controlled public corporations. Academy of Management Journal, 46: 223-237

Gomez-Mejia, L.R., Takács Haynes, K., Núñez-Nickel, M., Jacobson, K.J.L. and Moyano-Fuentes, J. (2007). Socioemotional wealth and business risks in family-controlled firms: evidence from spanish olive oil mills. Administrative Science Quarterly, 52: 106-137.

Chrisman, J.J. and Patel, P. (2012). Variations in R&D investments of family and non-family firms: behavioral agency and myopic loss aversion perspectives. Academy of Management Journal, 55: 976-997.

Berrone, P., Cruz, C. and Gomez-Mejia, L.R. (2012). Socioemotional wealth in family firms: theoretical dimensions, assessment approaches, and agenda for future research. Family Business Review, 25: 258-279.

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Location

Universidad Pública de Navarra

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