Entrepreneurship is usually associated with the start-up of new ventures but it is also relevant to larger corporations. Entrepreneurship can be used as a strategic tool in order to infuse large and established organizations with the flexibility and innovation that is usually associated with small organizations. In this course we will investigate the intersection between ‘traditional’ strategic management and entrepreneurship.
In this course we will investigate the intersection between ‘traditional’ strategic management and entrepreneurship. Strategic management is usually long term oriented and seeks to create long term competitive advantages through the creation of sustainable positions within a particular industry or through the acquisition of valuable resources. Entrepreneurship, on the other hand, focuses on the exploitation of opportunities. Strategic Entrepreneurship seeks to use the element of adaptation and opportunity exploitation as a strategic tool. Special attention will be paid to how managers can implement strategic entrepreneurship in their organization by analyzing complex business cases.
Entrepreneurship is usually associated with the startup of new ventures. Entrepreneurship can, however, be used as a strategic tool in order to infuse large and established organizations with the flexibility and innovation that is usually associated with small organizations. Entrepreneurship in large and established organizations is also called strategic entrepreneur or corporate entrepreneurship.
Strategic Entrepreneurship attempts to use the element of adaptation and opportunity exploitation as a strategic managerial tool. Special attention will be paid to how managers can implement strategic entrepreneurship in their organization and how bottom-up entrepreneurial initiatives by employees can be stimulated. These two views combined deliver an overall view on how organizations can become more entrepreneurial and innovative.
Some basic knowledge on entrepreneurship, innovation or (strategic) management is an advantage. The course itself will be a combination of lectures, workshops, business case analysis, an assignment and presentations. During the business cases analysis, students will work in groups and feedback will be provided on a regular basis. Given the interactive nature of the course, active student participation and class discussions are an important element of the course. Students have to prepare a number of homework assignments during the course. We look forward to seeing you this summer!
This course is the second course of the track "Entrepreneurial Side of Business" (1. Entrepreneurship: Theory and Practice - 2. Strategic Entrepreneurship - 3. Social Entrepreneurship - 4. Entrepreneurial Marketing)
The lectures are interactive by nature and students are expected to prepare homework assignments after class.
Housing through Utrecht Summer School
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