Postgraduate course
2024/2025
Strategic Entrepreneurship
Type:
Elective course
Area of studies:
Postgraduate Studies
Delivered by:
Department of Management
When:
2 year, 1 semester
Mode of studies:
offline
Open to:
students of one campus
Instructors:
Galina Shirokova
Language:
English
ECTS credits:
2
Course Syllabus
Abstract
The course explores key theories, frameworks, and research relevant to strategic entrepreneurship (SE). It is fundamentally concerned with scholarly understanding of entrepreneurial actions using a strategic perspective. Even as SE is currently one of the liveliest areas of scholarly inquiry, it is also an evolving and fluid one. As such, this course was designed to be broad, but not all inclusive, and deep but not anchored to a select worldview. The organizing goal is to survey relevant theoretical perspectives, rather than a set of topics or issues (e.g., opportunity recognition, entrepreneurial orientation, corporate entrepreneurship, etc.). At the same time, these perspectives will be judged by how parsimoniously and successfully they explain SE issues within tolerable limits.
Learning Objectives
- To familiarize you with relevant theory, research, and methods on SE for the development of your own research and dissertation proposals, which could be the basis for publications in premier journals in the field.
- To help you build the skills and knowledge necessary to understand, assess, and critique published works on SE, as a basis for identifying contributions and limitations in extant research as well as for reviewing papers submitted to conferences and journals.
- To provide you with opportunities to engage in informed conversations, in oral and written form, about major theories/frameworks, issues, and contributions on SE.
- To provide you with an opportunity to write a research paper that could be submitted to a high quality journal in the field or serve as the foundation for a study or dissertation.
Expected Learning Outcomes
- Be able to develop a mental model of the strategic entrepreneurship studies into management field
- Be able to show a deep, nuanced understanding of the key concepts and theories of SE studies
- Be able to critically analyze and reviews academic studies of SE
- Be able to develop new ideas and approaches advancing SE studies
- Be able to communicate new scholarly ideas verbally and in written form
Course Contents
- Foundations of Strategic Entrepreneurship
- Entrepreneurial Agency
- Behavioral /Upper-echelons
- Resource- and Knowledge-based Perspectives
- Learning Perspectives
- Network/Social Capital Perspectives
- Ecological and Institutional Perspective
- Evolutionary Perspective
- International Perspectives
Assessment Elements
- Class participationEach student is expected to read all required readings for the week (including all articles assigned for the first class). Furthermore, starting class 2, each student is expected to lead the discussion of the assigned article (i.e., make a 15-minutes oral presentation based on the prepared summary [without slides], and then facilitate the discussion). Both seminar participation and class assignments are not counted for the students absent in the meeting log and failing to indicate their presence. For online format: students should be visible at least when active (cameras on), otherwise the individual score for active participation and\or task presentation is reduced by 50%. Both analytical and visual content of the submissions as well as the presentations must be borrowed or provide appropriate references, otherwise the core is reduced.
- Research paper proposalEach student will be asked to create a detailed research paper proposal at the end of the course, which reviews and synthesizes the research literature. This proposal should focus on a viable research topic centered in your own area of interest (strategy, international business, entrepreneurship, innovation, organization theory, human resources, etc.), dealing with issues related to SE studies. The ultimate proposed study can take any form (e.g., conventional qualitative/quantitative empirical paper, meta-analysis, theory development, systematic literature review). Both seminar participation and class assignments are not counted for the students absent in the meeting log and failing to indicate their presence. For online format: students should be visible at least when active (cameras on), otherwise the individual score for active participation and\or task presentation is reduced by 50%. Both analytical and visual content of the submissions as well as the presentations must be borrowed or provide appropriate references, otherwise the core is reduced.
- Critical summaries of the assigned articlesBefore each class, the students will be assigned articles for individual analysis (one article per class; 6 in total). Both seminar participation and class assignments are not counted for the students absent in the meeting log and failing to indicate their presence. For online format: students should be visible at least when active (cameras on), otherwise the individual score for active participation and\or task presentation is reduced by 50%. Both analytical and visual content of the submissions as well as the presentations must be borrowed or provide appropriate references, otherwise the core is reduced.
Interim Assessment
- 2024/2025 1st semester0.2 * Class participation + 0.3 * Critical summaries of the assigned articles + 0.5 * Research paper proposal
Bibliography
Recommended Core Bibliography
- Handbook of entrepreneurship research : interdisciplinary perspectives, , 2005
Recommended Additional Bibliography
- A history of entrepreneurship, Hebert, R. F., 2009
- Fayolle, A., & Edward Elgar Publishing. (2014). Handbook of Research on Entrepreneurship : What We Know and What We Need to Know. Cheltenham: Edward Elgar Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=781582
- Michael A. Hitt, R. Duane Ireland, S. Michael Camp, & Donald L. Sexton. (2001). Strategic entrepreneurship: entrepreneurial strategies for wealth creation. Strategic Management Journal, 6‐7, 479. https://doi.org/10.1002/smj.196