University of Bedfordshire

Entrepreneurship and Small Business Management

Module Handbook: Entrepreneurship and Small Business Management

 University of Bedfordshire 2010

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Module Handbook: Entrepreneurship and Small Business Management

Welcome
Welcome to the Entrepreneurship and Small Business Management module of the University of Bedfordshire MBA Programme. This handbook contains all of the advice and information you need to successfully complete your work on this module. It should be read in conjunction with the overall Programme Handbook, which you should have already received. The study guide serves two main purposes: It summarises the key concepts and provides you with a framework and a map for the module. It provides you information about learning resources, infrastructure and virtual learning environment for studying MBA with the University of Bedfordshire.

Learning resources at the University of Bedfordshire

While at masters level it is not possible to find one textbook with all the information you could possibly need, and indeed we expect you to read around widely, nevertheless the following learning resources are available and recommended for studying this module: 1. Each module will be available as a BREO site website. This will provide administrative information on the module such as when to hand in your assignments, details concerning the examination, and so on, in addition to the learning material. 2. You will be provided with the downloadable and online learning materials specially developed by the University of Bedfordshire for this module. This learning content will be accessible and available in BREO, the Universitys virtual learning environment. 3. The BREO sites also provide a means of communication with your tutor and with other fellow students. 4. Recommended textbooks for each module will provide the major source of learning and improving your knowledge database. All the major communications will occur through BREO using Live classrooms, discussion boards, pod-casts, online group activities and presentations. 5. The additional learning material will be in the form of journal articles, other chapters from books and websites. More advice is given about how to get the best out of your study in coming sections of this handbook. If you have any queries about any aspect of the module or the programme, you should contact your personal tutor, or one of the members of the module teaching team whose contact details are available in the BREO site for this module. Best wishes and good luck in your studies!

The MBA team

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Module Coordinator Muhammad Azam Roomi

Prior to joining the Bedfordshire University Business School at the University of Bedfordshire as a faculty member, Roomi successfully completed a variety of assignments for the establishment and development of small and medium enterprises (SMEs) ranging from conducting primary hands-on research; designing and development of training programmes; teaching at under-graduate and post-graduate levels to providing guidance as an international consultant both at the micro and macro levels. Roomis doctoral and major research works have been focused on the growth and development of enterprises in the UK, Pakistan, and other Asian as well as Islamic countries. He has several refereed publications in the fields of entrepreneurship, SMEs and womens enterprise development to his credit. He has also written a book on the development of womens entrepreneurship in South Asia and served as a consultant for SMEs development to several international organizations such as the Government of Pakistan, the World Bank, the Asian Development Bank, the Aga Khan Rural Support Programme, IUCN, APCTT, and ILO, etc. In recognition of his work as an academic/researcher, Roomi was honoured with the University of Bedfordshire Staff Commitment Award for 2008 and 2009 as well as Deans Best Researcher Award for 2007-08. He serves at the Boards of the Institute of Small Business and Entrepreneurship as Vice President and the Marsh Farm Futures as the Chairperson. He was also selected as: LEAD (Leadership for Environment and Development) Fellow in 1999 Bertelsmann's Reinhard Mohn Fellow in 2002 World Bank-Joint Japan Scholar in 2003 University of London-Thomas Holloway Scholar in 2004 Government of the UK Research Scholar in 2005 National Council for Graduate Entrepreneurship Fellow in 2007 UK Higher Education Academy Fellow in 2008 ICSB/NWBC/IJGE Best Paper Award at the ICSB World Conference, 2009

Contact details:

Office: HM08, Vicarage Street Tel: 01582 489071 (Ext. 5571) email: muhammad.roomi@beds.ac.uk Monday Friday 02:00 p.m. 05:00 p.m. 10:00 a.m. 01:00 p.m.

Contact hours:

(By appointment only)

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Contents
Welcome....................................................................................................................................................3 Learning resources at the University of Bedfordshire .........................................................................3 (By appointment only).............................................................................................................................4 Contents....................................................................................................................................................5 1 Introduction to the module...................................................................................................................6 2 Overall aims of the module...................................................................................................................6 3 Overview of module content.................................................................................................................6 4 Prerequisite knowledge or skills..........................................................................................................7 5 Learning outcomes of the module in more detail...............................................................................7 Weekly study schedule overview.............................................................................................................8 7 Study resources for this module......................................................................................................8 Essential textbook..................................................................................................................................8 Recommended additional resources......................................................................................................9 Recommended journals and other periodicals....................................................................................10 Recommended websites and online content.........................................................................................10 8 How to study this module...................................................................................................................12 9 Assessment...........................................................................................................................................13 Appendix 1:.............................................................................................................................................15

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1 Introduction to the module

In this world of downsizing, restructuring and technological change, notions of traditional careers and ways of creating value have all been challenged. People are depending more upon their own initiative to realise success. Never, it seems, have more people been starting their own companies than now, particularly to exploit the World Wide Web. Theres no single Government (in either the developed or the developing world), which is not paying at least lip service to enterprise development. We have tried to make this module interesting and enjoyable with real life examples and case studies, so that you can utilise and apply the knowledge in your professional careers in the years to come. We cannot achieve this goal without your active participation in the classroom activities and case study preparations. As a group we are fortunate in our social, cultural and professional diversity. This gives us a unique opportunity to share our experiences and learn from each other. We urge you to attend all the classes and participate actively to make it a rewarding experience for all. We hope that, by the end of the module, many of you will be keen to embark on your own entrepreneurial ventures. Entrepreneurship, often described as the attributes of enterprising people as well as the process by which new ventures and new business opportunities are created and managed, is the key capabilities and competencies sought after in todays fast changing and uncertain world. Its significance is underlined by the widely-held view that small and medium sized enterprises (SMEs) and new venture creation are vital to a nations economic well-being. In addition to being a growing source of employment, small enterprises are recognised as an important source of innovation and economic vitality. Larger businesses are also developing strategies, which allows for specific units of operation to function in small units, and for individuals to adopt a more creative, entrepreneurial approach to their work. Hence, understanding the processes of entrepreneurship and enterprise development relating to creation and growth of SMEs, and larger organisations, is important not only to those employed in such organisations, but also to anyone interested in new business start-up. These issues are also closely related to change management in organisations. This module introduces the student to the key issues, theories and concepts that inform the practice of entrepreneurship in different contexts.

2 Overall aims of the module

After completing this module you should be able to: approach a business situation in a holistic fashion and integrate your skills in an entrepreneurial context become more entrepreneurial develop key critical, analytical, problem-solving skills and a understanding of the process and practice of entrepreneurship integrate of key business skills in people management, marketing, accounting and finance, strategy, and so on towards the purpose of successfully launching or growing a business recognise how the process of entrepreneurship and entrepreneurial leadership and management needs to change as the form progresses from start-up through the stages of growth.

3 Overview of module content

The module has no previous module(s) to establish a knowledge base. Hence the programme is divided into two - a Fundamentals introductory part aiming to introduce the key basic
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concepts and issues related to Entrepreneurship as well as start-up of an entrepreneurial venture as a foundation for the Growth oriented second part which describes strategies and options for exponential growth of a successful business. In line with the nature of subject, the module facilitator put a strong emphasis upon teaching for and through as opposed to about. Teaching for means constant targeting the practice of learning upon the know how, the know who and the need to know, related to achieving a personal and/or organisational objective. This involves combining skills and knowledge and, contrary to what often seems to be a popular belief, does not eschew taking a conceptual approach. He does not discount the importance of theory though, therefore, his aim is to strike a balance between theory and practice. The module covers the following topics: Introduction Character traits of owner-managers and entrepreneurs Opportunity recognition and idea generation Creativity and innovation Start-up 1 Scenario analysis Start-up 2 Financing Start-up 3 Legal and ethical issues Growth 1 Evaluation and Preparation Growth 2 Strategies Entrepreneurial Leadership Corporate entrepreneurship Social entrepreneurship

A fuller description of the content of the module, on a week by week basis, is given in appendix 1.

4 Prerequisite knowledge or skills

The module is offered in the second semester so that students may be able to get some better understanding and knowledge of marketing and finance concepts.

5 Learning outcomes of the module in more detail

After completing this module you should be able to: Identify and critically assess a market opportunity, national or international, and the nature and extent of the risks attached to it Apply, in an integrative manner, knowledge and understanding from other modules through the focus of the project Recognise and manage the mix of the creative, the rational and the iterative in the business planning process Understand and manage the process of researching and analysing an opportunity in the context of the market environment and its competitive constraints. Measure, using appropriate techniques, the physical, human and financial resource implications of the scale of the business opportunity Propose and critically evaluate recommendations on the basis of their reliability, validity and significance Construct a business plan with a suitable market entry strategy and risk analysis by synthesizing the researched data into a holistic concept for presentation to potential investors
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 Identify and develop the personal skills and behaviours that are required for optimizing personal and business opportunities

Weekly study schedule overview

A fuller description of the content of the module, on a week by week basis, is given in appendix 1. Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Study or assessment activities Introduction to Entrepreneurship and Small Firms Entrepreneurial Characteristics Opportunity Recognition and Idea Generation Creativity and Innovation + Developing a Business Plan and Literature Review Start-up Skills (1): Scenario Analysis Start-up Skills (2): Raising Finance Start-up Skills (3): Legal, Ethical, and Intellectual Property Issues Evaluating and Preparing for the Challenges of Growth Strategies for Growth Entrepreneurial Leadership Corporate Entrepreneurship Social Entrepreneurship Preparation of Business Plan Preparation of Business Plan Preparation of Business Plan

Study resources for this module

The study guide for this module is available as a downloadable PDF document and is available in the BREO site for this module. Each session in the study guide provides an introduction and overview of the topic, and provides some activities and exercises to help you engage with the subject matter. These activities and exercises do not form part of your final assessment for the module, but they will help you towards improving your grade, so you should not be tempted to skip them. If you have difficulty with them, you should discuss them straight away with your tutor. To help you achieve a good grade at masters level, you will have to read widely around the subject. There is an essential textbook plus numerous other resources which you should access and use.

Essential textbook
The essential textbook for this module, which you are strongly encouraged to buy, is: Burns, P (2006) Entrepreneurship and Small Business, Basingstoke: Palgrave. However, if you have access to a copy of the following you will find it helpful, Burns, P (2004) Corporate Entrepreneurship: Building an Entrepreneurial Organisation, Basingstoke: Palgrave. The books share some common materials but are different in a number of significant ways. Both texts contain numerous case-study examples. Entrepreneurship and Small Business is written for both undergraduates and postgraduates, including students with no prior business experience or skills. It therefore covers these key
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skills in some depth. It is primarily concerned with start-ups and early growth businesses although there is a chapter on family business. It looks at the contribution small firms make as well as the personality of the entrepreneur and how they must change as the business grows. It does not contain anything about entrepreneurship in larger firms. However, it does contain chapters on the business plan and obtaining finance, which are important elements of this module. The new recommended edition also contains an important chapter on Social Entrepreneurship as well. Corporate Entrepreneurship: Building an Entrepreneurial Organisation is written for postgraduates and post-experience students. It therefore assumes students have basic business skills and then uses some of the theories and techniques to address the challenge of maintaining or developing a larger entrepreneurial organisation. It covers the topics of creativity and innovation in greater detail. It does not show you how to draw up a business plan or how to raise finance but does contain a diagnostic exercise to see whether a firm is really entrepreneurial. It is primarily concerned with larger businesses that wish to grow or sustain their growth. It is one of only three texts on this topic in the world.

Recommended additional resources

You are also strongly encouraged to access and use the following resources: Birley, S & Muzyka, D. Eds. (2000), Mastering Entrepreneurship, FT/Prentice Hall. This is an excellent book and is used extensively on post-graduate programmes. It is edited and written by leading experts in their fields, is set out clearly in key sections and is not daunting since each article attempts to capture the essence of the research of that expert and is not too heavy in approach. Some of the articles are from authors who are referred to in other texts. Thus Churchill is a common source for growth models and his articles are included here. Carter and Jones-Evans (2000), Enterprise and Small Business, FT/Prentice Hall. This is a comprehensive and rigorous reader with contributions from researchers and experts in a range of areas. It has a thorough approach and is comfortably a post-graduate level. It is a valuable additional source of information and references for the core topics plus a strong basis for the Literature Review with its many references, which is a good example of how to reference properly. Bridge, ONeill & Cromie (2003), Understanding Enterprise, Entrepreneurship & Small Business, 2nd Ed. Palgrave Macmillan A comprehensive text which, as can be seen from the title has a considerable amount on Entrepreneurship but also has a strong section on small business. This is a readable and thorough text that covers facts, ideas and theories in the areas of its title and is, again, a valuable additional read. Timmons J & Spinelli, S. (2000), New Venture Creation, 6th Ed., McGraw-Hill. A rigorous and internationally reputable favourite that comes from a leading light at Babson College in the States (see web references below). It is, like many American texts, fairly voluminous with an inevitable US bias and style. But, used selectively, it can provide valuable sources of information and cases. The five main sections the Opportunity, the Founders, Resource Requirements, Financing and Start-up and after have a wealth of information for the more ambitious student. Other books you may want to consider are: Barringer, B. R. and Ireland, R.D. (2005), Entrepreneurship: Successfully Launching New Ventures, Pearson Prentice, London. Barrow, C. (2000), Essence of Small Business, FT Prentice, London.
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Kirby D. (2003), Entrepreneurship, Maidenhead:McGraw Hill. Kuratco D.F. and Hodgetts R.M. (2001), Entreprenbeurship: An International Perspective, Orlando: Harcourt College Publishers. Scarborough N.M. and Zimmerer T.W. (2005), Effecive Small Business Management, Pearson Prentice Hall. Stutely, R. (2005), The Definitive Business Plan, FT Prentice, London. Zimmerer T. W. and Scarborough N.M. (2005), Essentials of Entrepreneurship and Small Business Management, Pearson Prentice Hall.

Recommended journals and other periodicals

There are a number of journals and other periodicals which you should browse and delve into whenever you have an opportunity. Please note that many of these may be available in the via the University and its website. Entrepreneurship & Regional Development Entrepreneurship Theory and Practice International Journal of Entrepreneurial Behaviour & Research International Journal of Entrepreneurship and Innovation International Small Business Journal Journal of Business Venturing Journal of Small Business and Enterprise Development Journal of Small Business Management Small Business Economics Strategic Management Journal

Recommended websites and online content

The following websites and online resources also contain much that will help you as you study this module: British Library websites: http://www.bl.uk/business.html - business area of site http://blpc.pl.uk general catalogue Other websites: www.economist.com; www.ft.com www.bestofbiz.com www.rba.co.uk/sources/sme.htm http://www.smeinstitute.org/ http://www.bus.brighton.ac.uk/research/smallbus.shtml www.smallbusinessportal.co.uk Harvard Business School Library (Baker Library) on-line catalogue http://voyager.library.hbs.edu/cgi-bin/Pwebrecon.cgi?DB=local&PAGE=First Foundations of Entrepreneurial Research: HUNDREDS of articles http://www.babson.edu/entrep/fer/ Babson College Entrepreneurship and Small Business research http://www3.babson.edu/eship/ Kauffman Centre www.entreworld.com Help and advice on setting up a business in the UK These are the web links to the sources of help and advice cited in the Checklist of regulations to be met in setting up a business in the UK , details of which are given on page 502 of Burns, P (2006) Entrepreneurship and Small Business, Basingstoke: Palgrave.
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. Business Link Companies House Cooperatives Franchises VAT & tax Health and Safety Fire certificate Environment Employee rights Premises Licences www.businesslink.gov.uk www.companieshouse.gov.uk www.icof.co.uk www.co-opunion.coop www.british-franchise.org www.hmrc.gov.uk www.hse.gov.uk www.fire.org.uk www.defra.gov.uk www.environment-agency.gov.uk www.dti.gov.uk www.startinbusiness.co.uk www.environment-agency.gov.uk www.vosa.gov.uk www.culture.gov.uk/alcohol_and_entertainment www.oft.gov.uk/Business/licence www.ico.gov.uk

Selected web-sites These are the links to the selected web sites, details of which are given on page 527 of Burns, P (2006) Entrepreneurship and Small Business, Basingstoke: Palgrave. The Small Business Research Portal Academic sites: Global Entrepreneurship Monitor Babson College Centre for Entrepreneurship Information Centre for Entrepreneurship Centre for Entrepreneurial Leadership Clearinghouse on Entrepreneurship Education Practical information, help and advice: UK Business Link UK Small Business Service The United States Small Business Association The British Library Business & IP Centre Business Help Enterweb Livewire Young Entrepreneurs Princes Trust Start-up Magazine Start-up Journal Business Plans: Teneric Bplans Businessplans Business-plans Finance Finding finance Fairinvestment British Venture Capital Association European Venture Capital Association UK venture capital funds Business Angels Business Angels Firsts Tuesday Creativity Creax www.smallbusinessportal.co.uk www.gemconsortium.org www3.babson.edu/eship/ www.bibl.hj.se/ice/ www.celcee.edu

www.businesslink.gov.uk www.sbs.go.uk www.sba.gov www.bl.uk/bipc www.bizhelp24.com www.enterweb.org www.shell-livewire.org www.princes-trust.org.uk www.startups.co.uk www.startupjournal.com www.teneric.co.uk www.bplans.com www.businessplans.org www.business-plans.co.uk www.money-off.co.uk www.fairinvestment.co.uk www.bvca.co.uk www.evca.com www.growthbusiness.co.uk www.bbaa.org www.venturesite.co.uk www.firsttuesday.com www.creax.com

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Family Business The Family Business Network International trade The International Monetary Fund The World Trade Organisation The World Bank The United Nations Conference on Trade and Development The International Chamber of Commerce The Institute of International Economics The International Forum on Globalisation Social entrepreneurship Ashoka Changemakers Centre for Social Innovation Demos DTI Social Enterprise Unit Joshua Venture Social Entrepreneurship Monitor (select Documents then UK) The Institute for Social Entrepreneurs The National Centre for Social Entrepreneurs (USA) The School for Social Entrepreneurs (UK) The Small Business Service Social Enterprise Unit (select Social Enterprise)

www.fbn-i.org www.imf.org www.wto.org www.worldbank.org www.unctad.org www.iccwbo.org www.iie.org www.ifg.org www.changemakers.net www.gsb.stanford.edu/csi/ www.demos.co.uk www.dti.gov.uk/socialenterprise www.jochuaventure.org/resources/socent-resources.html www.gemconsortium.org/default.asp www.socialent.org www.socialentrepreneurs.org/ www.sse.org.uk www.sbs.gov.uk

8 How to study this module

You should make sure you are familiar with the overall teaching and learning strategies and study advice offered in the MBA Programme Handbook before starting work on this module. When studying this module in particular, you should bear the following points in mind: Learning strategies will include: lectures case studies and group exercises role plays and debate practitioner workshops (if appropriate) text book, study guide and additional reading and reference support sign-posting to additional sources of information required.

Students will work on their own to identify and assess market opportunities, and then refine these ideas into a larger entrepreneurial project. Numerous small-scale activities will develop opportunity identification skills, entrepreneurial mindsets, and practical familiarity with banking, legal issues, etc. The business plan project will combine all these other skills within the framework of planning a new venture around the entrepreneurial idea. This might be a plan for a start-up or for a new venture within an existing firm. Over the whole span of the term student will gather primary and secondary data to assess and implement the attractiveness of their idea, using the tools and frameworks taught in the class.

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9 Assessment
Participants will develop an organisational business plan and present it with a view to gaining the resources/finances required for its implementation. They will also produce a case study of an entrepreneurial leadership scenario. No 1 2 3 Assessment type A: Case Study C: Preparation of cases for class discussion A: Preparation of either: A business plan or: A growth audit on a small firm Weight 40% 10% 50% Learning outcomes See above See above See above Submission Week 9-10 Week 3-13 Week 15

Assessment 1 The aim of this assessment is to extend the intellectual skills and personal development within the academic expectations of students. It is a group activity (in pairs) within a secondary research framework requiring a academic diligence and critical analysis in putting together an original piece of written work on entrepreneurial characteristics of a successful entrepreneur of your own country. The start date is not specified but the Weekly Programme document signals as early as Week 2 that some sort of embryonic activity needs to be under way and by week 5 you should hand in a provisional statement / abstract of the case study you are planning to research in. The word target is 3,000 -4000 words (+ or 10%). The process has the following schedule: Period up to week 6 is the gestation period where an entrepreneur is studied and area of entrepreneurship excellence is reviewed (amongst many at the early stages) and gradually becomes more focused. Clearly you will be speaking to your tutor during this time and you are encouraged to network with colleagues who are in similar areas. This broadens the knowledge and data bases and stimulates discussion. Week 5 will be the first formal statement of what you are doing and with whom as a pair. You are required to draw the boundaries so it does not get too large; your reason for choosing this entrepreneur, which can include personal interest but must also have an academic slant; some suitably relevant and robust sources, i.e. that have academic credibility; and, finally, some plan of the next stages of your research. During weeks 6-9, you should have at least one meeting with your tutor. Week 10 is the final deadline for handing in the final document. Weighting: 40% Guideline length: 3000 4000 words Mode of activity: Group (in pairs) Due Date: Thursday, December 01, 2011 For guidelines, kindly read the case studies enclosed with your handbook or taught to you during the first few weeks. Please make sure that it is not just the life history of the
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entrepreneur but you also discuss some critical issues and problems faced by the entrepreneur. Some critical incidents, if any should also be described.

Assessment 2 case studies preparation and participation in class discussion 10%

Students must explore the concepts cumulatively, learning to question them as much as to test them in action. Case study will involve group discussion and analysis of relatively specific concepts and ideas; exercises and looser discussion will explore ideas more generally. The list of cases to be prepared is given in the detailed weekly content given in the content part. Notes on Case Studies Preparation and Class Discussion: Most of the cases are short and easy to comprehend. Students are expected to have identified and analyzed the core issues in the case, to have drawn conclusions and to have a specific course of action ready to present and discuss. Please remember: there is no expectation of a specific right answer. Instead, the lecturer will seek to facilitate a well thought-out class discussion. There is usually a wide range of legitimate points of view on any given case. The quality and conviction of a students argument is what counts. (Of course, that doesnt mean the lecturer wont at times challenge a students position or play devils advocate.)

Assessment 3 You have two options: Write a business plan for either your own business or for one that you want to set up. Use as a model the specimen business plan in the Appendix C to Chapter 8 that is closest to your business (retail, service or manufacture); prepare a business plan for your own business idea, using the pro forma available in Paul Burns Entrepreneurship and Small Business, pp.395-401. Whilst you do not have to follow the precise format for a plan recommended in this text, you are expected to cover all the main elements of a plan, including financial forecasts for 3 years. Undertake a growth audit on a real small firm. Write up your findings in the form of a report, indicating any growth opportunities that the firm might have and evaluating how they might be financed. You are not expected to produce financial forecasts. Again, there is an exercise to help you do this at the end of both books. Weighting: 50% Guideline length: 5000 words Mode of activity: Individual Due Date: Thursday, January 19, 2012

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Appendix 1:
Week 1 Topic Lecture Pedagogy Essential Readings A. Readings Notes Week 2 Topic Lecture Pedagogy Essential Readings A. Readings Deadlines Notes October 3-7, 2011 Introduction Introduction to Entrepreneurship and Small Firms Class discussion and participation Burns (a)1*: Chapter 1, David and Goliath Prepare the case Steve Jobs The Silicon Valley Pioneer for next weeks class discussion. Check blackboard for additional material. October 10 14, 2011 Character traits of owner-managers and entrepreneurs Entrepreneurial Characteristics Case Study: Steve Jobs The Silicon Valley Pioneer Burns(a): Chapter 2, Heroes and Super-heroes Burns(b)2: Chapter 1, The entrepreneurial DNA The case examines in detail the leadership and entrepreneurial skills of Steve Jobs, CEO of Apple Computers and Pixar (a leading US animation studio). Jobs role in shaping the computer industry through Apples revolutionary products and a few unconventional business practices has been explored in detail. The case goes beyond this to discuss the aspects of Jobs personality that were appreciated by many businessmen and industry leaders. The ups and downs in Jobs career graph and the way in which he overcame the obstacles are discussed in detail. Jobs departure from Apple and his comeback are explored in depth. After doing this case, students should be able to: (1) understand the leadership style and entrepreneurial abilities of a pioneer who revolutionised the world through technology; (2) compare between the successful attributes of entrepreneurship, leadership and operational expertise in managing firms successfully; (3) explore how entrepreneurs can convert setbacks into stepping-stones to success. For the next week class discussion, prepare the case R&R. Check blackboard for additional material. October 17 21, 2011 Opportunity Recognition and Idea Generation Opportunity Recognition and Idea Generation Case Study: R&R + Group work Burns (a): Chapter 3, Opportunity, Innovation, and Entrepreneurship Barringer and Ireland: Chapter 2, Recognizing Opportunities and Generating Ideas For the next week class discussion, prepare the case The Hard Road: Steps on an Entrepreneurial Journey. Check blackboard for additional material.

Week 3 Topic Lecture Pedagogy Essential Readings Additional Readings Deadlines Notes

1 2

Burns, P (2006), Entrepreneurship and Small Business, Basingstoke: Palgrave.

Burns, P (2004) Corporate Entrepreneurship: Building an Entrepreneurial Organisation, Basingstoke: Palgrave.

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Week 4 Topic Lecture Pedagogy Essential Readings A. Readings Deadlines/ Notes

October 24 - 28, 2011 Creativity and Innovation Creativity and Innovation Case study: The Hard Road: Steps on an Entrepreneurial Journey Burns (a): Chapter 4 (Developing Creativity) Burns (a): Chapter 14 (Developing a Business Plan) Zimmerer and Scarborough: Chapter 11 (Crafting a winning business plan) For the next week class discussion, prepare the case FrogPubs (A) discussion. Check blackboard for additional material. October 31 November 4, 2011 Start-up Start-up Skills (1): Scenario Analysis and Setting up Case study: FrogPubs (A) & Knocking Doors Burns (a): Chapter 5 (The Decision) & 6 (Making it Happen) For the next week class discussion, prepare the case NanoMagnetics discussion. Check blackboard for additional material. November 7 - 12, 2011 Start-up Start-up Skills (2): Raising finance / funding Case study: Nanomagnetics + Role Play / Drama Burns (a): Chapter 13 (Financing Small Business) Burns (a): Chapter 7 (Control and Decision Making) Beaver: Chapter 7 (Financial Considerations) For the next week class discussion, please visit the Patent Office website. http://www.patent.gov.uk And, we will watch a movie/video in the class. November 14 18, 2011 Start-up Start-up Skills (3): Legal, ethical, and intellectual property issues Video Barringer: Chapter 8 and 12 Scarborough and Zimmerer: Chapter 21 & 22 For the next week class discussion, prepare the case Growing Pains & Different strokes discussion. Check blackboard for additional material.

Week 5 Topic Lecture Pedagogy E. Readings A. Readings Notes Week 6 Topic Lecture Pedagogy Essential Readings A. Readings Notes

Week 7 Topic Lecture Pedagogy Essential Readings A. Readings Deadlines/ Notes

Week 8 Topic Lecture Pedagogy Essential Readings A. Readings Deadlines/ Notes Week 9

November 21 - 25, 2011 Growth Preparing for and evaluating the challenges of growth Case study: Growing Pains & Different strokes Burns (a): Chapter 10 (Life Cycles and Portfolios) Burns (b): Chapter 10 (Life cycle and portfolio strategies) For the next week class discussion, prepare the case Breaking grounds discussion. Check blackboard for additional material. November 28 December2, 2011

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Topic Lecture Pedagogy Essential Readings A. Readings Deadlines/ Notes Week 10 Topic Lecture Pedagogy Essential Readings Notes / Deadline Week 11 Topic Lecture Case Essential Readings A. Readings Notes / Deadline Week 12 Topic Lecture Case Essential Readings A. Readings Deadlines/ Notes

Growth Strategies for growth + Managing Growth Case study: Different Strokes Changing Fortunes Burns (a): Chapter 11 (Making Growth Happen) Burns (b): Chapter 11 (Developing strategies for growth) For the next week class discussion, prepare the case Steve Jobs. Check blackboard for additional material. Case Study Submission Due Monday, 5 December 2011 December 5-9, 2011 Leadership Entrepreneurial Leadership Case study: Richard Branson Burns (a): Chapter 8 (From Entrepreneur to Leader) For the next week class discussion, prepare the case 3M. December 12-16, 2011 Corporate Entrepreneurship Developing Entrepreneurship in Larger Firms 3M Burns (a): Chapter 18 For the next week class discussion, prepare the case The Big Issue. January 9-13, 2012 Social Entrepreneurship Social and Civic Entrepreneurship The Big Issue Burns (a): Chapter 17 Business Plan due Thursday, 19 January 2012

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