|Course Title||The Essence of Entrepreneurship|
|Institution||Riga International College of Economics and Business Administration|
1. The aims of the course are:
2. The role of the course in the overall curriculum
The course is aimed at fourth year students doing an undergraduate course in Business Studies. This is an elective course. The students must have already mastered the courses in management, marketing, financial accounting, corporate finance, commercial law, fundamentals of entrepreneurship, and have written a business plan as a course paper. The course ensures a holistic approach to the phenomenon of entrepreneurship with the emphasis on an opportunity for recognition and evaluation, as well as on the phenomena of creativity and innovation.
3. The teaching methodology includes lectures, workshops and case studies, assignments, presentation and guest speakers, including entrepreneurs. Continuous assessment is by assignments and end-of-term examinations.
4. Course structure and content
Duration of the course - 16 weeks
Contact hours - 32 h. Private study – 10 h
Lectures- 22 h
Workshops and case studies – 10 h
Week One. Lecture One.
Week Two. Lecture Two.
Week Three. Lecture Three.
Week Four. Lecture Four.
Types of entrepreneurs. Traditional entrepreneur vs. new types of entrepreneurs: immigrants, redundants, entrepreneurs. Women entrepreneurs. Traits of entrepreneurs in market and transition economies. Four Entrepreneurial styles: Administrator, Tactician, Strategist, Idealist.
Week Five. Workshop:
Characteristics of each style: Modus operandi, Values, Expectations, Lifestyle. Complementary roles of different styles. Determining your own entrepreneurial style.
Week Six. Lecture Five.
Week Seven. Lecture Six.
Recognition and assessment of opportunity.
Week Eight. Lecture Seven.
Week Nine. Case study.
Two professional women are contemplating a business venture. They must assess the nature of opportunity, what options it opens if they are to pursue the venture, and how they might finance the new business.
Week Ten. Lecture Eight.
Week Eleven. Lecture Nine.
Week Twelve. Lecture Ten.
Changes within enterprise or industry: (1) the unexpected (success, failure etc.); (2) the incongruity (between reality as it actually is and reality as it is assumed to be); (3) innovation based on process need; (4) changes in industry structure or market structure that catch everyone unaware. Changes outside the enterprise of industry: (5) demographic; (6) changes in perception, mood or meaning; (7) new knowledge, both scientific and nonscientific. Home assignment.
Week Thirteen. Workshop. (based on home assignment)
Students should give presentations on innovative companies and processes in Latvia and define sources of innovation. Students should suggest their own innovations based on the seven sources discussed.
Week Fourteen. Lecture Eleven.
Guest lecture by a prominent Latvian entrepreneur.
Week Fifteen. Case study.
Entrepreneurs and the Internet. Staying in tune with the Internet culture. How an existing business can benefit from the Internet.
The case study describes the effort of two recent graduates to start a consulting company focused on opportunities related to the Internet. Raises the question of what the nature of the opportunity is, how well-positioned these people are to pursue it, and what the deal structure should be.
Week Sixteen. Workshop. (in computer lab)
Resources for entrepreneurs on the Internet
Exploring the web for information.
Exercises for students: http://www.hbsp.harvard.edu/ Is a Career in Entrepreneurship Right For You?
P.Drucker The Discipline of Innovation. "Harvard Business Review" November-December 1998.
Global Entrepreneurship Monitor. 1999 Executive Report. P.D.Reynolds, M. Hay, S.M. Camp. London Business School, Kaufman Centre for Entrepreneurial leadership, Babson College. On-line version.
Olaf Isachesen. Joining the Entrepreneurial Elite. Four Styles to Business Success. Davies-Black Publishing. 1996.
S. Birley, D.F. Muzyka. Mastering Enterprise. Financial Times Pitman Publishing. 1997 (Chapters 1,2,9).
Amar Bhide. How Entrepreneurs Craft Strategies That Work. Harvard Business Review. March-April 1994.
Teresa M. Amabile. How to Kill Creativity. Harvard Business Review. September-October 1998.
S. Birley, D.F. Muzyka. Mastering Enterprise. Financial Times Pitman Publishing. 1997 (Chapters 3-9,10).
Amar Bhide. The Questions Every Entrepreneur Must Answer. Harvard Business Review. November-December 1996.
How Can Big Companies Keep the Entrepreneurial Spirit Alive. Harvard Business Review. November-December 1995.