Radical and rapid changes in new technologies, such as Information Technologies, biotechnologies, new materials and renewable energies, together opportunities coming from a globalized and interconnected economy, favor the establishment of new firms and their role in global innovation processes. In the recent years, the role of entrepreneurship has become paramount for the growth of economic systems so that also large and established companies recognize corporate entrepreneurship as strategic behavior and take advantage of it, through, strategic renewal, venturing and innovation.
Entrepreneurship is a process of change and innovation to new products, organizational forms and market solutions to pursue new business opportunities. The entrepreneur is an agent of change and an innovator who seizes opportunities and needs and gathers resources to pursue them.
This course aims at analyzing different entrepreneurial phenomena from a number of perspectives, at both individual and firm level. Although the course is mainly practically oriented and the final output is a business model canvas of a new venture based of an innovative idea, students will also be provided with the theoretical and methodological basis to understand Entrepreneurship as a field of study in the global economy. At the end of the course, students will be able to: (1) analyze in detail the value of an entrepreneurial idea through different perspectives (strategy, technology and marketing); (2) conceive and write a business model canvas for an innovative idea; (3) effectively engage in launching and growing small and medium-sized enterprises.
The course contributes to learning objectives of the master program, particularly for what concerns the understanding of entrepreneurial phenomena and the ability to prompt an entrepreneurial approach.
Entrepreneurship as a career: cognitive models, data and global trends. Business opportunities: What makes a business opportunity different from an idea? Activities, process and challenges of new firm formation (startups): the effectuation approach. Entrepreneurship within established companies (intrapreneurship and corporate entrepreneurship). Enterprises and social context: university-entrepreneurship and family-entrepreneurship. Entrepreneurial strategies: internationalization, growth and funding of small businesses. Business model innovation and business model canvas. Introduction to the business plan: what is it and why do entrepreneurs have to write one.
The portable MBA in entrepreneurship
William D. Bygrave, Andrew Zacharakis
John Wiley & Sons, 2010
Entrepreneurship: Perspectives and Cases
Paul Westhead, Gerard McElwee, Mike Wright
Financial Times/ Prentice Hall, ISBN 978-‐0-‐27372-‐613-‐5, 2011
Entrepreneurship and Technological Change
Lucio Cassia, Tommaso Minola, Stefano Paleari
Edward Elgar, ISBN 978-1-84980-747-0, 2011
Business model generation: a handbook for visionaries, game changers, and challengers
Alexander Osterwalder, Yves Pigneur
John Wiley & Sons, 2010
Teaching is organized through lectures, with special attention to the confrontation and direct dialogue with the students, who can, during the lessons, formulate proposals for in-depth study or debate.
During the course cycles of meetings will be organized, with qualified actors of the entrepreneurial ecosystem, aimed to deepen methodologies and application fields.
Within the course cycles of seminars will also be organized with practical exercises, concerning the development - through laboratory activities - of an innovation project, concerning the launch of a new business.
Project work (80% of the final grade): Written project work + oral (presentation). The project work consists in an originally written business model canvas for an innovative startup.
In cooperation with the Center for Young and Family Enterprise (CYFE), the most advanced business plans will be eligible to the participation to the main Business Plan competitions in Italy (e.g. Start Cup), and concur for awards, grants and initiatives supporting project startup.
Discussion (20% of the final grade): Class discussion and elaboration of a conceptual essay to be illustrated to the classmates and the faculty. This team-based work will focus on the study of real cases to be presented in class as well as a conceptual module voluntarily chosen by the students, to be designed and delivered in class jointly with the teacher according to the Problem Based Learning (PBL) approach, borrowed from the Centers for Entrepreneurship of the University of Maastricht (Netherlands) and Cambridge (United Kingdom) with whom a collaboration is in place, under the "Excellence Initiative" project funded by the University of Bergamo. Such collaboration provides, after the course, the possibility of further credited teaching experiences or master theses at the aforementioned universities, in the fields of entrepreneurship and startups.
The project work is developed in team, while the essay is an individual assignment.
For non-attending students, the exam consists in a written exam, which mirrors – in terms of contents, approaches and difficulty – the exam that is available for attending students.