Mgmt 6700, 4962 Corporate Entrepreneurship
|
|
- Posy Nicholson
- 5 years ago
- Views:
Transcription
1 Mgmt 6700, 4962 Corporate Entrepreneurship Fall 2009 Syllabus Instructor Name: Professor Gina Colarelli O Connor oconng@rpi.edu Office Location: Pittsburgh 1108 Tel. No.: Office Hours: by appointment Classroom: Pitts 5114 Class time: M, Th 12:00-1:50 p.m. COURSE DESCRIPTION AND OBJECTIVES: The world s economic development has been profoundly influenced by the entrepreneurial spirit, captured in the creation of new businesses within both startups and complex mature organizations, and requiring a continual infusion of new ideas and new energy. Corporations caught up in the web of commoditization, stagnation, down-sizing, costcutting and re-engineering have come to realize that entrepreneurs can co-exist within the structure of corporations. As a result, many are attempting to boost their entrepreneurial capabilities, recognizing that such activities can improve their competitive positions, create new markets, even transform their industries. Yet overall, these efforts have produced uneven success. Although entrepreneurs in organizations can benefit from the knowledge resources, experience, and financial assets and networks of the large firm, they are constrained by the firm's inertial structure and entrenched management practices, as well as by the influence of current customers. Many firms have demonstrated exceptional abilities to innovate, however, through their willingness to allow for the intrapreneur either as the proud exception or the cultural norm, and many persistent entrepreneurs have navigated through their bureaucratic organizations to create significant new businesses. Recent evidence points to firms renewed attention to developing management systems that work with, rather than against intrapreneurs. Organizations that increase their capacity for entrepreneurship build a foundation for long term competitiveness in their industries. This course will examine how organizations can create and sustain this capability, and better manage the innovation process and infrastructure to ensure the success of entrepreneurial initiatives. We focus at the organizational level rather than the individual project level, seeking insights about how organizations can institutionalize structures and processes for entrepreneurship, even within a dominant culture of operational excellence that, of necessity, pervades most large established firms. Our objectives are to understand: the nature and complexity of entrepreneurship in organizations; how organizations can increase their capacity for entrepreneurship; 1
2 how the entrepreneurship process can be managed in organizations in terms of specific organizational capabilities; alternative approaches to achieving a sustainable breakthrough innovation capability; how those organizational capabilities can be modified to fit companies ever-changing appetite for entrepreneurship. To achieve these objectives, we will draw from: (1) readings on corporate venturing and radical innovation, (2) cases illustrating the breadth of issues involved in managing entrepreneurial activities at the project, program, and organization level, (3) guest speakers who have experienced or researched corporate venturing in large, established organizations, and (4) a field research study involving twelve large established companies attempts to build a sustainable Breakthrough Innovation capability. Additionally, students will conduct their own research on one specific company of their choosing. REQUIRED READING(S): 1. O Connor, Leifer, Paulson, Peters, Grabbing Lightning: Building A Capability for Breakthrough Innovation. Jossey-Bass See for most readings. 3. Purchase cases and readings listed in italics on the readings list from HBS online. I will give you the website reference in class. 4. Visit weekly. Make some comments. Give me ideas for posts. Tell your friends about it. COURSE REQUIREMENTS: This course will focus largely on cases and lectures, and will involve one project. 1. Cases: Class preparation and participation will be assessed on the basis of attendance, case preparation (including response to case questions) and contribution to class discussion. Much of the latter will require that you know the readings as well as the cases. a. You are expected to prepare a mini write-up (2-3 pages, 12 pt. font, double spaced) for each case listed on the schedule. (No write up is required for the readings). The mini write ups should list the primary issues in the case, and your analysis of the alternative approaches the company/team could take. Be prepared to justify your answer in class and discuss a broader range of issues relating to the case. 2. Project: a. Graduate Students will be asked to write a case, in Harvard Business School format and of like quality, based on interviews conducted with a company of your choosing (I can help with access if necessary). The case should focus on the development of a capability for breakthrough innovation in the firm. Analyze all of the elements of the management system, and how well they work together, as 2
3 well as how well they interface with the mainstream organization. You may work in pairs for this project if you choose, since gaining a common understanding of the issues is critical. Students are expected to conduct the interviews and collect other sources of data by mid semester, and develop a timeline of the evolution of the management system for innovation, which will be presented to the class. That presentation will highlight the key players, the chronology of events, and issues that are emerging as interesting in the case specifics, and will propose a set of teaching points that will shape the case. Once approved, a draft case will be written and presented to the class for comment, which highlights the teaching points. Final cases will be evaluated based on clarity of the writing, standardization vis-à-vis Harvard format, accuracy of the case facts, interest, and insight into the potential learning points of the case. Note: I will submit cases of high enough quality to HBS for review and potential publication. b. Undergraduate students are asked to select a large (annual revenues >$1Billion) and mature (> 10 years old). Via primary and secondary data, learn how the company manages for major innovation. Which model does it most closely follow? What approaches has it tried in the past? How are all the elements of the management system for innovation executed? How well are they integrated? How do they interact with the mainstream organization? How well do they manage Discovery, Incubation and Acceleration? How successful is the company in terms of commercializing major innovation? Assess the maturity of the company s capability for breakthrough innovation. What would you do if you were CEO of the company to help it improve its Corporate Entrepreneurship capability? GRADING: Class Preparation and Participation 70% Case/Company reports 30% Write-up 20% Presentations 10% Total 100% ACADEMIC INTEGRITY: Students are expected to uphold an honor code of academic integrity, to preserve the reputation of RPI s Lally School with its alumni, employer market, and other constituents. All forms of academic dishonesty are violations of the trust between students and faculty. All student course work should provide an honest effort in completing the assigned work by his/herself and group partners. Each student is encouraged to discuss course material and problems with other students, but the student s solution must be his/her own. If a student is inspired by another s work, or if a student is extending an existing approach, the student should explicitly cite this work. Any student found to have participated in academic dishonesty will receive an F and may be subject to further disciplinary action. The university code of Academic Integrity prohibits a student from committing the following acts of academic dishonesty: academic fraud (i.e. changing solutions to appeal a grade), copying from others or allowing one s work to be copied, collaboration except as permitted on team assignments (including reusing previous project reports), fabrication/falsification, plagiarism, sabotage of others works, or substitution. 3
4 COURSE SCHEDULE Class Date Topic To Prepare # 1 8/31 Introductions Review syllabus, course structure, and expectations (mine and yours). Definitions of Corporate Entrepreneurship? 2 9/3 Radical Innovation Read Grabbing Lightning, Preface, Intro and Ch. 1. 9/7 Labor Day No Class. 3 9/10 1. The Need for Corporate Entrepreneurship and organizational renewal. 2. Range of Growth/Renewal Approaches 3. CE Challenges Readings: 1. Block and MacMillan, Corporate Venturing Ch.1 (pp.13-32) Corporate Venturing: What Is It? Why Do It? 2. Garvin, David (2004) What Every CEO Should Know about Creating New Businesses, HBR (July-August), Sull, Donald (1999), Why Good Companies Go Bad HBR July-Aug, pp Kanter (2006), Innovation: the Classic Traps Harvard Business Review Nov.: Craumer, (2002) The Sputtering R&D Machine HBR Aug, pp /14 Need for CE continued: Case of family owned businesses. 5 9/17 Model 1a: Individual CE in cultures that support entrepreneurship and those that do not. (Focus on those that do not). Discuss: Bring in an example of a large established company that failed due to lack of Corporate Entrepreneurship success. Case: HBS Seaman Corporation. (on public directory) Readings: 1. Pinchot, Gifford, III Intrapreneuring New York: Harper and Row Ch 1 (pp 22 and 31), 2 and Amabile, How to Kill Creativity, HBR Sept-Oct 1998, pp Burgleman, Robert A. (1983) A Process Model of Internal Corporate Venturing in the Diversified Firm Administrative Sciences Quarterly (28): Note: read Intro, method and results sections only. 4
5 6 9/21 Research Project Identify company, (can you establish contact?), and start collecting secondary data. 7 9/24 Research Project Learn about Gerber Scientific (prepare for Guest Speaker Elaine Pullen Oct 1) 8 9/28 Model 1a: Individual CE in cultures that support entrepreneurship and those that do not. (Focus on those that do not). 9 10/1 Model 1b: Individual CE in cultures that support entrepreneurship and those that do not. (Focus on those that do). Case: IMD 145: Internal Entrepreneurship at the Dow Chemical company. Discuss (in class) Bruce Griffing at GE, Bernie Meyerson at IBM, Terry Fadem at Dupont. Consider: What aspects of a company s culture discourage innovation? Describe in terms of leadership, network development, resource fluidity & organizational flexibility. Readings: 1. Dess, Lumpkin and Taylor (2007), Fostering Corporate Entrepreneurship, in Strategic Management, McGraw-Hill/Irwin: New York. Chapter 12, pp on Entrepreneurial Orientation. 2. McGrath and McMilllan (2000) The Most Important Job: Entrepreneurial Leadership. In The Entrepreneurial Mindset.HBS Press: Boston. Ch. 12, pp Assignment: Each student submit 3 questions to Prof O C for Elaine by 9/30, midnight. Guest: Dr. Elaine Pullen, Former CTO of Gerber Scientific, entrepreneur, and member of Lally School Advisory Board /5 Model 1b (Con t) Case: HBS : 3M Optical Systems: Managing Corporate Entrepreneurship In Class: View 3M video Consider: What aspects of a firm s culture encourage innovation? 11 10/8 Model 2 Arms Length Approaches- External Incubators and Corporate VC funds Readings: 1) Kanter, Rosabeth Moss; Lisa Richardson, Jeffrey North, and Erika Morgan (1991), Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies; The New Venture 5
6 12 10/13 Tues Model 2 (con t). Process at Eastman Kodak, Journal of Business Venturing, vol. 6, pp ) Douglas K. Smith and Robert C. Alexander. Fumbling the Future: How Xerox Invented, then Ignored, the first Personal Computer. iuniverse, Inc (Need to determine which parts and hand out/post). 3) E-131 Corporate Venture Capital Vignettes 4) Chesbrough, Henry (2000), Designing Corporate Ventures in the Shadow of Private Venture Capital California Management Review Spring 42(3): ) Not required: Corporate Venture Capital: Managing Equity Investments for Strategic Returns Corporate Strategy Board, May Case: Corporate Venture Capital at Eli Lilly /15 Model 3: The CE group as an appendage: Spinout/Spin-in models for Corporate Ventures Read: The New Venture Division: Attributes of an Effective New Business Incubation Structure, Corporate Strategy Board, May Case BAB057: Nortel Networks Business Ventures Group: One Corporation s take on Corporate Entrepreneurship /19 Model 3 (con t) Case Lucent Technologies New Ventures Group Case BAB 049-C99A-P Xerox New Enterprises /22 Model 3 (con t) Case Intel NBI: Intel Corporation s New Business Initiatives (A) Case Intel NBI: Intel Corporation s New Business Initiatives (B) 16 10/26 Model 4: Integrated but Loosely coupled CE groups In class: Case comparisons. Read: 1) Kanter, Rosabeth Moss; Jeffrey North, Lisa Richardson, Cynthia Ingols and Joseph Zolner (1991), Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies; Raytheon s New Product Center, , Journal of Business Venturing, vol 6
7 6, pp ) Safeguarding Discontinuous Innovation: Nokia New Business Idea Accelerator, Corporate Strategy Board report pp /29 Model 4 (Con t) Case Corporate New Ventures at Procter & Gamble 18 11/2 Model Review Models Comparisons 19 11/5 Model Review Models Comparisons 20 11/9 Model 5: Institutionalized CE-Innovation as a Function. a) Mgmt System elements; b) Organizational Capacity c) Discovery Read: 1) Grabbing Lightning, Ch. 2 & 3. 2) Burgelman, Robert A. and Valikangas, Liisa (2005), Managing Internal Corporate Venturing Cycles, Sloan Mgmt.R vol 46, no 4, pp Students writing cases present timelines and emergent case issues to Gina 21 11/12 Model 5 (Con t): Read: Grabbing Lightning, Ch. 4 & 5. a) Incubation b) Acceleration 22 11/16 Model 5 (Con t): a) DIA System b) Orchestration Read: Grabbing Lightning, Ch. 6 & /19 Model 5 (Con t): a) Executing b) Mature System 24 11/23 Model 5: Case Example? 11/26 Thanksgiving No Class 25 11/30 Model 5: Case Example (under development) 26 12/3 Model 5: Case Example (Mature System) Read: Grabbing Lightning, Ch 8 & 9. Case: GE s Imagination Breakthroughs: The Evo Project. Case(s): 1.SM167(A): Corning Inc: Reinventing New Business Development 2.SM167(B): Corning Inc: Bringing Rigor to Early Stage Opportunity Identification. Read: HBS reading 6581: O Reilly and Tushman, The Ambidextrous Organization. Case Emerging Business Opportunities at IBM (A), (B) and (C) 27 12/7 Student Presentations Students present their case write-ups, including teaching/learning points (Grad students) or company reports (UG) s 28 12/10 Wrap Up and Evals What have you learned? 7
8 8
Intrapreneurship: Entrepreneurial Ventures in a Corporate Setting. Center for Research in Technology & Innovation Kellogg School of Management
Course Living Syllabus Spring 2005 Intrapreneurship: Entrepreneurial Ventures in a Corporate Setting Instructor: Robert C. Wolcott, Ph.D. Center for Research in Technology & Innovation Kellogg School of
More informationCorporate Entrepreneurship and Open Innovation
Corporate Entrepreneurship and Open Innovation Creating New Businesses Based on Open Innovation A high quality course for corporate and start-up entrepreneurs on entrepreneurship, intrapreneurship and
More informationProgramme Curriculum for Master Programme in Entrepreneurship and Innovation
Programme Curriculum for Master Programme in Entrepreneurship and Innovation 1. Identification Name of programme Master Programme in Entrepreneurship and Innovation Scope of programme 60 ECTS Level Master
More informationVenture Creation MGT 6165 Spring 2014 Course Syllabus Scheller College of Business Georgia Institute of Technology
Venture Creation MGT 6165 Spring 2014 Course Syllabus Scheller College of Business Georgia Institute of Technology Jonathan Giuliano jonathan.giuliano@scheller.gatech.edu Office hours by appointment Overview
More informationCorporate Entrepreneurship
15.369 Corporate Entrepreneurship Professor Olenka Kacperczyk Professor Charlie Kiefer October 2015 1 Agenda for Today l What is Open Innovation? l What are the tools of Open Innovation? l Open Innovation
More informationCall for Submissions & Call for Reviewers
: Coping with Organizational Challenges in a Volatile Business Environment Call for Submissions & Call for Reviewers Tel Aviv, Israel December 17 19, 2018 TABLE OF CONTENTS TABLE OF CONTENTS... 2 THEME...
More informationProgramme Curriculum for Master Programme in Entrepreneurship
Programme Curriculum for Master Programme in Entrepreneurship 1. Identification Name of programme Master Programme in Entrepreneurship Scope of programme 60 ECTS Level Master level Programme code Decision
More informationProgramme Curriculum for Master Programme in Entrepreneurship and Innovation
Programme Curriculum for Master Programme in Entrepreneurship and Innovation 1. Identification Name of programme Master Programme in Entrepreneurship and Innovation Scope of programme 60 ECTS Level Master
More informationProgram Objectives. Your Innovation Primer. Recognizing and Organizing for Innovation THE INNOVATIVE ORGANIZATION
1 2 3 4 5 Your Innovation Primer Recognizing and Organizing for Innovation Profiting from Technology Driven Innovation The Innovation Process Tools for Strategy and Implementation Innovation in Action
More informationCreating the Entrepreneurship Infrastructure
Creating the Entrepreneurship Infrastructure Thomas S. Lyons, Ph.D. Lawrence N. Field Family Chair in Entrepreneurship and Professor of Management Baruch College, City University of New York Thomas S.
More informationSocial Entrepreneurship. Non-Profits...Social Enterprises Real World Businesses with a Double Bottom Line
Non-Profits...Social Enterprises Real World Businesses with a Double Bottom Line In for-profit businesses, profit measured by: financial return In most nonprofits, return is measured by: Social value/public
More informationCOMPANY INFORMATION SESSION October 30, 2014
COMPANY INFORMATION SESSION October 30, 2014 Agenda Mission Organization Accelerator Testimonies Q & A Mission 1. Accelerate UT and Local Startups Help raise capital Bring products to market Develop a
More informationStarTAU Tel Aviv University Entrepreneurship Center 1
StarTAU Tel Aviv University Entrepreneurship Center 1 Tel Aviv University Tel Aviv University (TAU), Founded in 1956, is the largest and most comprehensive institution of higher learning and research in
More informationBusiness Models In Collaborative Research By Gene Slowinski, Edward Hummel, Matthew W. Sagal, Scott Mathews and Ernest R. Gilmont
Business Models In Collaborative Research By Gene Slowinski, Edward Hummel, Matthew W. Sagal, Scott Mathews and Ernest R. Gilmont Overview C ollaborative research has taken its place as a mainstream innovation
More informationHow Corporate Research and Venture Capital can learn from one another
How Corporate Research and Venture Capital can learn from one another Robert Waites, George Dies HP Laboratories Palo Alto HPL-2005-174 September 30, 2005* venture capital, innovation models, research
More informationALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) CHECKLIST
Proof sent to Dept. 21-2-2014 ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD (Department of Business Administration) Course: Entrepreneurship (8503) Semester: Spring, 2014 Level: MBA (2½ Years / 3½ Years) CHECKLIST
More informationCORPORATE ENTREPRENEURSHIP & INNOVATION Aarhus University Summer, 2012
CORPORATE ENTREPRENEURSHIP & INNOVATION Aarhus University Summer, 2012 PROFESSOR: Dr. Robert P. Garrett Assistant Professor of Management-Entrepreneurship Oregon State University OFFICE: XXXX XXXX PHONE:
More informationDSM Transformation: The Learning Cycle of Innovation Hein Schreuder Vlerick Business School
DSM Transformation: The Learning Cycle of Innovation Hein Schreuder Vlerick Business School Untill 2012: Executive Vice President Corporate Strategy & Acquisitions Royal DSM N.V. Our history Coal Mining
More informationWhat are your initial aspirations and vision for how social innovation can take root and grow at your institution and contribute to broader change?
L information suivante est tirée de la déclaration d intention soumise à la Fondation de la famille J.W. McConnell en réponse à l appel de propositions lancé par RECODE au printemps 2014. Trent University
More informationVENTURE CAPITAL AND ENTREPRENEURSHIP (2013)
VENTURE CAPITAL AND ENTREPRENEURSHIP (2013) Chester Ho, Ph.D. President, TaiAn Technologies and Eminent VC; Adjunct Professor, IMBA+EMBA, College of Commerce, NCCU e-mail: chester_ho@yahoo.com and chester@nccu.edu.tw
More information2017 Center Review Center for Entrepreneurship Director John Bradley Jackson Mihaylo College of Business and Economics
2017 Center Review Center for Entrepreneurship Director John Bradley Jackson Mihaylo College of Business and Economics 657-278-8413 jjackson@fullerton.edu SGMH 3280 Established 2001 Last Review: 2015 Review
More informationINNOVATION 4 GROWTH. Building sustainable business growth through Innovation. an Enterprise Ireland programme
INNOVATION 4 GROWTH Building sustainable business growth through Innovation INNOVATION 4 GROWTH an Enterprise programme Innovation 4 Growth (I4G) is a world-class programme designed for CEO s and their
More informationProgramme Curriculum for Master Programme in Entrepreneurship
Programme Curriculum for Master Programme in Entrepreneurship 1. Identification Name of programme Master Programme in Entrepreneurship Scope of programme 60 ECTS Level Master level Programme code Decision
More informationISRAEL- UKRAINIAN INNOVATION EXPO 2018 ROADSHOW. Roadshow Discovery by
ISRAEL- UKRAINIAN INNOVATION EXPO 2018 ROADSHOW Roadshow Discovery by WHO WE ARE We connect startups, large corporations, Investors and technology consultants with the exciting Israeli startup ecosystem.
More informationCOLUMBIA UNIVERSITY COLUMBIA BUSINESS SCHOOL EXECUTIVE MBA PROGRAM LAUNCHING NEW VENTURES B7519. Friday and Saturday Summer 2014
COLUMBIA UNIVERSITY COLUMBIA BUSINESS SCHOOL EXECUTIVE MBA PROGRAM LAUNCHING NEW VENTURES B7519 Friday and Saturday Summer 2014 PROFESSOR JACK M. KAPLAN Course assistant Jeff Friedman OFFICE TELEPHONE:
More informationGuest Speaker. Phil Weilerstein
Guest Speaker Phil Weilerstein Executive Director, NCIIA (20 years) National Collegiate Inventors and Innovators Alliance Chair, Entrepreneurship Division of the American Society of Engineering Education
More informationBusiness Creation and Commercialization of Technology at a University: In Search of the Holy Grail
University of New Mexico UNM Digital Repository Faculty and Staff Publications Anderson School of Management 3-9-2006 Business Creation and Commercialization of Technology at a University: In Search of
More informationVISION 2020: Setting Our Sights on the Future. Venture for America s Strategic Plan for the Next Three Years & Beyond
VISION 2020: Setting Our Sights on the Future Venture for America s Strategic Plan for the Next Three Years & Beyond Published September 2017 2 A NOTE FROM OUR CEO Dear Friends and Supports of VFA, We
More informationDriving Jobs through Innovation:
Driving Jobs through Innovation: Fostering Science Entrepreneurship Priming Scientists into Entrepreneurs February 3, 2012 The is a product of Neworks, LLC www.neworks.biz 1 What Do Scientists Do? Research
More informationKIEI & Social Impact Summer Opportunities Kickoff. Kellogg Innovation and Entrepreneurship Initiative
KIEI & Social Impact Summer Opportunities Kickoff 2016 Kellogg Innovation and Entrepreneurship Initiative Mario Vela Director, Employer Relations Kellogg Career Management Center Kellogg Innovation and
More informationTHE SCHOOL OF MANAGEMENT UNIVERSITY OF TEXAS AT DALLAS BA 4308: ENTREPRENEURSHIP ROOM: SOM THURSDAY 7:00 9:45 PM FALL 05
THE SCHOOL OF MANAGEMENT UNIVERSITY OF TEXAS AT DALLAS BA 4308: ENTREPRENEURSHIP ROOM: SOM 2.901 THURSDAY 7:00 9:45 PM FALL 05 PROFESSOR DAVID L. DEEDS Office: 4.204 SOM Office Hrs: TH 6:00-7:00 & by appt.
More informationCISB 2388: ENTRPRENEURSHIP CONCEPTS
CISB 2388: ENTRPRENEURSHIP CONCEPTS 2018 MAY TERM MAY 2018/Room TBD Tentative Syllabus (Version 1 - Revised 12/18/2018) INSTRUCTOR: PROFESSOR SIMON MAK, PhD smak@smu.edu 214-768-3326 (O) Fincher Room 141
More informationSilicon Valley ecosystem as an innovation model
Silicon Valley ecosystem as an innovation model Dr J Craig Mudge FTSE 29 August 2007 Melbourne 1 Outline 1. Silicon Valley ecosystem 2. Empathy as an innovation attribute 3. Entrepreneurial component 4.
More informationTexas Venture Labs. McCombs School of Business The University of Texas at Austin. Company Information Session 5/15/2014
Texas Venture Labs McCombs School of Business The University of Texas at Austin Company Information Session 5/15/2014 Mission 1. Accelerate UT and Local Startups Help raise capital Bring products to market
More informationIntroduction to Entrepreneurship
Entrepreneurship Introduction to Entrepreneurship Lecture 1 Chapter Objectives (1 of 2) 1. Explain entrepreneurship and discuss its importance. 2. Describe corporate entrepreneurship and its use in established
More informationINTERNATIONAL BEST PRACTICES IN INNOVATION MANAGEMENT
INTERNATIONAL BEST PRACTICES IN INNOVATION MANAGEMENT PRESENTATION AT SKOLKOVO BUSINESS SCHOOL NOVEMBER 2011 STEVEN GEIGER, COO, SKOLKOVO FOUNDATION SOME BACKGROUND ON SKOLKOVO Skolkovo is a strategic
More informationCambridge Judge Business School Entrepreneurship Centre. ETECH Projects 2017 INVENTORS MANUAL
Cambridge Judge Business School Entrepreneurship Centre ETECH Projects 2017 INVENTORS MANUAL Welcome ETECH Projects accelerates entrepreneurship and diffusion of innovations based on early stage and potentially
More informationWhat is the Young Entrepreneurs Academy (YEA!)?
What is the Young Entrepreneurs Academy (YEA!)? YEA! program began in 2004 at Rochester Institute of Technology and will enter its 13th year in Fall 2017. Open to students entering grades 6-12. A yearlong
More informationKorean Academy of Science and Technology
Korean Academy of Science and Technology November 20, 2003 Presentation by Thomas F. George, Ph.D. Chancellor and Professor of Chemistry & Physics University of Missouri-St. Louis I. Evolution of Academic
More informationSourcing Innovation From the Migration of Companies To, From and Between Emerging Markets
Sourcing Innovation From the Migration of Companies To, From and Between Emerging Markets Tom Sweeney CEO & Managing Director STEM 7 Capital Partners Ltd Big Trend: The Globalization of the Commercialization
More informationBuilding Successful Entrepreneurship Education Programs for Engineers and Scientists
Building Successful Entrepreneurship Education Programs for Engineers and Scientists Slide 1 #1 First Things First Why is This Important? Economic growth depends upon both high technology and entrepreneurship
More informationGenerating Business Value from Information Technology
MIT OpenCourseWare http://ocw.mit.edu 15.571 Generating Business Value from Information Technology Spring 2009 For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.
More informationA DECADE OF EXCELLENCE TEN-YEAR STRATEGIC PLAN FOR UTIA WORKING DRAFT 01/22/18
As we celebrate fifty years as the University of Tennessee Institute of Agriculture (UTIA), it is only fitting that we honor the past while turning our focus to the future. In 2017, UTIA began the process
More informationCountry Report Cyprus 2016
European Startup Monitor Country Report Cyprus 2016 Authors: Christis Katsouris, Menelaos Menelaou, Professor George Kassinis C4E-Rep-2016-01 In this report we examine the current situation of start-ups
More informationDIVERSIFY AND MODERNIZE THE RUSSIAN FULLY-INTEGRATE RUSSIAN SCIENCE AND DEVELOP HUMAN CAPITAL THROUGH WORLD-CLASS RESEARCH AND EDUCATION
20 JULY 2011 THE MISSION OF SKOLKOVO SKOLKOVO IS A STRATEGIC DEVELOPMENT INITIATIVE DESIGNED TO: DIVERSIFY AND MODERNIZE THE RUSSIAN ECONOMY THROUGH INNOVATION AND ENTREPRENEURSHIP FULLY-INTEGRATE RUSSIAN
More informationNUTR 280 Nutrition and Entrepreneurship Spring 2018
NUTR 280 Nutrition and Entrepreneurship Spring 2018 Meets: Wednesdays 6 pm 9 pm Jaharis Rm 118 (Boston Campus) Course Lecturer: Jessica Deckinger, MBA Email: jessica.deckinger@tufts.edu Phone: (917) 583-2939
More informationProgram Director Dr. Leonard Friedman
School of Public Health and Health Services Department of Health Services and Leadership Master of Health Services Administration 2011-2012 Note: All curriculum revisions will be updated immediately on
More informationCreativity and Design Thinking at the Centre of an Inclusive Innovation Agenda
Creativity and Design Thinking at the Centre of an Inclusive Innovation Agenda OCAD University Pre-Budget Submission to the House of Commons Finance Committee 8/5/2016 For more information: Miriam Kramer
More informationIntro to the UT Entrepreneurship Ecosystem R. Scott Livengood Assistant Director of HKC
Intro to the UT Entrepreneurship Ecosystem R. Scott Livengood Assistant Director of HKC UT Startup Ecosystem Cross-campus Collaboration Cockrell School of Engineering Innovation Center Fosters startups
More informationNational Grid Ventures. Lisa Lambert, SVP, CTIO June 2018
National Grid Ventures Lisa Lambert, SVP, CTIO June 2018 Lisa Lambert Education MBA, Harvard Business School BS/MIS, Pennsylvania State University Executive Education, Stanford University UPWARD www.upwardwomen.org/
More informationSoftware Startup Ecosystems Evolution The New York City Case Study
Software Startup Ecosystems Evolution The New York City Case Study Daniel Cukier 1, Fabio Kon 1, and Thomas S. Lyons 2 1 University of São Paulo - Dep. of Computer Science, Brazil 2 City University of
More informationIntroduction to Nonprofits and Nonprofit Management. University at Albany Spring 2015 Humanities 0128
Introduction to Nonprofits and Nonprofit Management University at Albany Spring 2015 Humanities 0128 PAD 399 (3 credits) Wednesday 5:45-8:35 pm Bethany Slater Office Hours: Humanities B16 bslater2@albany.edu
More informationDepartment of Urban and Regional Planning University at Buffalo END 441 / URP 541: Nonprofit Management Fall 2017
Department of Urban and Regional Planning University at Buffalo END 441 / URP 541: Nonprofit Management Fall 2017 Lecture: Monday 12:00pm-2:40pm, Hayes 402 Instructor: Rob Silverman Office: Hayes 329 Office
More informationSW 300: LEADERSHIP IN THE NONPROFIT SECTOR
SW 300: LEADERSHIP IN THE NONPROFIT SECTOR FALL TERM 2012 Tuesdays & Thursdays 2:30pm 4:00pm Room: School of Social Work Building 1804 Office Hours Thursdays, 4pm-6:00pm, or by appt H. Luke Shaefer, Ph.D.
More informationCOURSE SYLLABUS. Health HIM-F102 Introduction to Health Care Systems (CRN 3095) Information Management Department Course No.
COURSE SYLLABUS Health HIM-F102 Introduction to Health Care Systems (CRN 3095) Information Management Department Course No. Course Title 3 hrs Credit Hrs. # lecture hrs./week # lab hrs./week Clifford F.
More informationProgram Results Examples
The program results examples provided for each of the three investment types are for illustrative purposes only. All numbers used in these examples are hypothetical and should not be taken as targets for
More informationNUTR 280 Nutrition and Entrepreneurship Spring 2017
NUTR 280 Nutrition and Entrepreneurship Spring 2017 Meets: Wednesdays 6 pm 9 pm Jaharis Rm 118 (Boston Campus) Course Director: Jessica, MBA Email: jessica.deckinger@tufts.edu Phone: (917) 583-2939 Office
More informationPostgraduate Teaching Centre, Cardiff University 20 & 21 september 2017, Cardiff. Boosting the Impact of Social Sciences & Humanities
Postgraduate Teaching Centre, Cardiff University 20 & 21 september 2017, Cardiff Boosting the Impact of Social Sciences & Humanities : Boosting the Impact of Social Sciences and Humanities Room 0.23 20
More informationPaper on Business Incubator Framework
HIGHER EDUCATION H-9, Islamabad (Pakistan) Phone :(051) 90400000 Paper on Business Incubator Framework 1 Table of Contents Background 3 Advantages of Academic Affiliated incubator 4 Incubator Structure
More informationEXECUTIVE SUMMARY THE ECONOMIC IMPORTANCE OF THE ARTS & CULTURAL INDUSTRIES IN SANTA FE COUNTY
EXECUTIVE SUMMARY THE ECONOMIC IMPORTANCE OF THE ARTS & CULTURAL INDUSTRIES IN SANTA FE COUNTY Financial support for this research was provided by The McCune Charitable Foundation The Azalea Foundation
More informationSCHOOL OF ENTREPRENEURSHIP
School of Entrepreneurship 1 SCHOOL OF ENTREPRENEURSHIP The 21st century is the age of entrepreneurship. It is a time of dynamic change where organizations must be faster, more adaptable and flexible,
More informationInnovative Commercialization Efforts Underway at the National Renewable Energy Laboratory
Innovative Commercialization Efforts Underway at the National Renewable Energy Laboratory ABSTRACT Kate Cheesbrough and Meghan Bader, National Renewable Energy Laboratory New clean energy and energy efficiency
More informationTechnology Ventures - From Idea to Execution
1242.3267.02 Technology Ventures - From Idea to Execution (Prerequisites: Principles of Strategy & Completion of 10 Yas) Second Semester 2017/18 The Course will be conducted in English Section Day Hour
More informationInnovation and Entrepreneurship. Thomas O Neal Associate Vice President Office of Research and Commercialization University of Central Florida
Innovation and Entrepreneurship Thomas O Neal Associate Vice President Office of Research and Commercialization University of Central Florida About UCF Second largest university in the nation 60,000 students
More informationWhere the world of business meets the world.
Where the world of business meets the world. 2 3 Welcome In the 21st century, business is increasingly intertwined with the global context. Understanding the many intersections between private enterprise
More informationMVJ COLLEGE OF ENGINEERING. National Science and Technology Development Board funded. Three Day ENTREPRENEURSHIP AWARENESS CAMP
MVJ COLLEGE OF ENGINEERING National Science and Technology Development Board funded Three Day ENTREPRENEURSHIP AWARENESS CAMP 10 th Nov 2016 to 11 th Nov 2016 MVJ College of Engineering, Innovation and
More informationBUsiness Horizon Quarterly
GAME CHANGER BUsiness Horizon Quarterly!"#$%&'()*#"+,-./#01)2%3)-4/#,-%5)12%4 "#+6#7(2'%-.4+- I nnovation is vital to a U.S. economy desperately in need of job creation. University researchers are making
More informationEntrepreneurship, Innovation, Startups and the Law. Fall 2017 Preliminary Syllabus
15.618 Entrepreneurship, Innovation, Startups and the Law Overview Fall 2017 Preliminary Syllabus Instructor: John Akula Tuesday 4-6pm; E51-335; (First class meets Tuesday September 12) Meets full semester;
More informationRESEARCH PROJECT GUIDELINES FOR CONTRACTORS PREPARATION, EVALUATION, AND IMPLEMENTATION OF RESEARCH PROJECT PROPOSALS
RESEARCH PROJECT GUIDELINES FOR CONTRACTORS PREPARATION, EVALUATION, AND IMPLEMENTATION OF RESEARCH PROJECT PROPOSALS Fire Protection Research Foundation Issued: 28 February 2011; Updated: 22 December
More informationIII. Safeguarding Discontinuous Innovation
III. Safeguarding Discontinuous Innovation Profiled Practice New Business Idea Accelerator Disciplined yet flexible system for determining the appropriate organizational home for new business ideas at
More informationCOLUMBIA BUSINESS SCHOOL VENTURE FOR ALL CLUB CHAPTER
COLUMBIA BUSINESS SCHOOL VENTURE FOR ALL CLUB CHAPTER General Constitution Abstract This document shall serve as a manual and guide for all CBS VFA clubs globally. Members shall abide by the code of conducts
More informationLocation: Phoenix: Building 2, Room 2309 Tucson: College of Medicine, Arizona Health Sciences Center, Room 3230
Mel and Enid Zuckerman College of Public Health University of Arizona Health Services Administration Syllabus (CPH 562) Fall 2017 (August 21 December 6) Course schedule: Wednesdays from 4:00 to 6:50 pm
More informationOsteopathic and Medical Student Education Joseph C. Gambone, DO, MPH. Preparing Graduates for the 21 st Century Health Care System
Osteopathic and Medical Student Education Joseph C. Gambone, DO, MPH Preparing Graduates for the 21 st Century Health Care System Interest in Method and Content: 20 years ago at UCLA -- We observed Students
More informationSESSION CHAIRS. Moe Amanzadeh. Songyang Li. Hendrik Sabert. Anne Marie Droste. Kevin Liu. Entrepreneur First Singapore
Room I: 4812 :W8 SESSION CHAIRS Songyang Li Kevin Liu Moe Amanzadeh Anne Marie Droste Hendrik Sabert Venture Corporation Ltd. Singapore Shenzhen JPT Optoelectronics Co. Ltd. China The University of Queensland
More informationSymposium for Entrepreneurship Educators (SEE Asia) June 18 th 29 th, 2017 Babson College, Wellesley, Massachusetts, U.S.A.
Symposium for Entrepreneurship Educators (SEE Asia) June 18 th 29 th, 2017 Babson College, Wellesley, Massachusetts, USA Introduction Now more than ever, the world needs entrepreneurs of all kinds who
More informationEuropean Innovation Council. Matthew King Head of Unit DG RTD B1: Open Innovation 1 July 2016
European Innovation Council Matthew King Head of Unit DG RTD B1: Open Innovation 1 July 2016 The EU is entrepreneurial 2.3 million new enterprises came to life in the EU in 2012 alone, creating 3.5 million
More informationFINC-UB Fall Prof. Roy C. Smith Room: T-201 TA: Arvind Kaira
"Topics in Entrepreneurial Finance" FINC-UB.0061 Fall 2015 Prof. Roy C. Smith (rsmith@stern.nyu.edu) Room: T-201 MW @11:00am TA: Arvind Kaira (arvind.kaira@stern.nyu.edu) Course Description: This is an
More informationVenture Capital Valuation: Case Studies and Methodology
Venture Capital Valuation: Case Studies and Methodology Venture Capital Valuation: Case Studies and Methodology / Lorenzo Carver / 1118182332, 9781118182338 / 304 pages / 2011 / John Wiley & Sons, 2011
More informationENTREPRENEURSHIP (Feb, 2012 May 2012)
ENTREPRENEURSHIP (Feb, 2012 May 2012) BBA The world as a whole benefits most when you do something new or when you do it better or differently (Roger Babson) Faculty: Dr. Shahid Qureshi Class: Office:
More informationTexas State University-San Marcos Multicultural Curriculum Transformation Guide/Assessment Instrument
Texas State University-San Marcos Multicultural Curriculum Transformation Guide/Assessment Instrument Name of Course: HA 4302 Managed Care Instructor: Philippa Strelitz, PhD Department: Health Administration
More informationUniversities supporting entrepreneurship: Motivation, Ideas, Skills, Connections
Universities supporting entrepreneurship: Motivation, Ideas, Skills, Connections Principles of good practice and findings from case studies Andrea-Rosalinde Hofer, 13 October 2009 Two premises on the role
More informationCoordinator of Entrepreneurial Studies DEBORAH F. INMAN
College of Business Office: COBB 218 C E-mail: debinman@latech.edu DEBORAH F. INMAN Coordinator of Entrepreneurial Studies EDUCATION & PROFESSIONAL CERTIFICATION Master of Business Administration, August
More informationMHR 399 Independent Study Fall 2006
Instructor: John Surdyk Class Location and Time: Grainger 5274C, consultation on first Wednesday every month Email: jsurdyk@bus.wisc.edu Phone: 262-9041 Office Hours: By appointment TEXTS: Academic papers
More informationInnovation and Entrepreneurship in Engineering Schools: Why; What; How
Innovation and Entrepreneurship in Engineering Schools: Why; What; How GEDC Conference Adelaide 2 nd December 2015 Uzi de Haan- Technion-Cornell Tech 12/18/2015 1 Outline of presentation Why the need for
More informationInnovation Academy. Business skills courses for Imperial Entrepreneurs
INNOVATION ACADEMY Innovation Academy Business skills courses for Imperial Entrepreneurs Innovation Academy Business skills courses for Imperial entrepreneurs Imperial Innovations has launched Innovation
More informationCatalyzing an entrepreneurship ecosystem: The network effects of Tsinghua University's x-lab
Global Business School Network Annual Meeting 1-3 November, Washington, DC Catalyzing an entrepreneurship ecosystem: The network effects of Tsinghua University's x-lab Professor Steven White Associate
More informationAccelerating University Technology to the Market: Technology Entrepreneurship Education and University Proof-of-Concept (PoC) Program
Osaka University 1 December 13, 2017 WIPO Regional Meeting Accelerating University Technology to the Market: Technology Entrepreneurship Education and University Proof-of-Concept (PoC) Program Kosuke Kato,
More informationENTREPRENEURSHIP. General Guidelines about the course. Course Website: https://sites.google.com/site/bzuent2015
ENTREPRENEURSHIP General Guidelines about the course Course Website: https://sites.google.com/site/bzuent2015 Welcome to the course of Entrepreneurship Please know the basic class rules to ensure semester
More informationHunter Hub Collegiate Entrepreneurs Organization (C.E.O.) Principles
Hunter Hub Collegiate Entrepreneurs Organization (C.E.O.) Principles Entrepreneurial Thinking at the University of Calgary Entrepreneurial thinking is being creative in finding innovative solutions. It
More informationRecipes for Creating Entrepreneurial Growth: It s more than the Ingredients
Recipes for Creating Entrepreneurial Growth: It s more than the Ingredients Yas Motoyama and Jason Wiens Ewing Marion Kauffman Foundation National Governor s Association May 8, 2015 www.kauffman.org Importance
More informationEuropean Startup Monitor Country Report Cyprus Authors: Christis Katsouris, Menelaos Menelaou, Professor George Kassinis
European Startup Monitor Country Report Cyprus 2016 Authors: Christis Katsouris, Menelaos Menelaou, Professor George Kassinis In this report we examine the current situation of start-ups in Cyprus as well
More informationKU Entrepreneurial Ecosystem. October 2016
KU Entrepreneurial Ecosystem October 2016 ENTREPRENEURSHIP ECOSYSTEM AT KU Leveraged what KU already had Business School Built Assets BTBC Incubator KUIC End Result KU moved from a Maintainer to a Builder
More information2013 IMPACT REPORT. unleashing the promise of business for social impact
2013 IMPACT REPORT unleashing the promise of business for social impact Our work is that of the radical center, bridging historical chasms between business and nonprofit, shared value and shareholder value.
More informationThe Role of the Research Enterprise in Economic Development
The Role of the Research Enterprise in Economic Development Board of Trustees Workgroup Research and Health Sciences April 17, 2008 Karen A. Holbrook Vice President for Research and Innovation Science
More informationCANADA S ENGAGED UNIVERSITY
CANADA S ENGAGED UNIVERSITY SIMON FRASER UNIVERSITY IS CANADA S ENGAGED UNIVERSITY Named after a famed explorer, SFU was founded in 1965 as a different kind of university with a distinct Canadian west
More informationAmerican Electric Power (AEP) Instills and Rewards Exponential Innovation as Employees Deliver Solutions for Customers
CUSTOMER STORY ENTERPRISE American Electric Power (AEP) Instills and Rewards Exponential Innovation as Employees Deliver Solutions for Customers THE CHALLENGE COMPANY: American Electric Power (NYSE:AEP)
More informationFinal Thesis at the Chair for Entrepreneurship
Final Thesis at the Chair for Entrepreneurship We offer a variety of possible final theses for the bachelor as well as for the master level. We expect highly motivated and qualified bachelor and master
More informationStudy of the Process of University Technology Commercialization: the Roles and Effects of Educational Courses
Proceedings of the 8th International Conference on Innovation & Management 37 Study of the Process of University Technology Commercialization: the Roles and Effects of Educational Courses Megumi Takata
More informationEnterprise & Innovation Topic 1: Entrepreneurship Social & Economic Process
Enterprise & Innovation Topic 1: Entrepreneurship Social & Economic Process Professor Tim Mazzarol UWA Business School E&I MGMT5608 I&E MKTG5503 UWA Business School MBA Program Master of Biotech tim.mazzarol@uwa.edu.au
More informationBUSINESS START-UP IN SCANDINAVIA Core Course
BUSINESS START-UP IN SCANDINAVIA Core Course Summer 2018 6 weeks 3 Credits Room: F24-406 Location: Copenhagen Study Tour: Stockholm & Helsinki Faculty Member: Karim Jabbar Email: karim.jabbar@dis.dk Prerequisite:
More information