Name: L Murray Gillin, AM
Professor Emeritus of Entrepreneurship & Innovation, Swinburne University of Technology;
Adjunct Professor, University of Adelaide
Chairman, Integrated Innovation Management Pty, Ltd Chairman, Ausentrepreneurs Sans Frontieres Pty Ltd
DPed (Honoris Causa) (North Eastern), BMetE, MEd, MEngSc (Melb), PhD (Cantab), ASMB (Bll't), FTSE, Hon FIE Aust, Hon FWACE, FAIM,

Short Bio: During a career spanning 50+ years Murray has worked in the fields of defence science and technology as an Engineer, Research Scientist, and Head of Laboratory Programs and as Defence Research Attaché in the Australian Embassy Washington, USA. and in education as Dean of Engineering, Professor of Innovation and Entrepreneurship and Pro Vice-Chancellor (Industry/Academic Liaison) at Swinburne University of Technology. He has special interests in wealth creation from engineering and innovation (is Past President of the Institution of Engineers, Australia), work integrated learning (is Past-President of the World Association for Co-operative Education), and in church and social development (is Past Chairman of Evangelical Alliance, Vic) and currently founder of Ausentrepreneurs without Borders.

Murray Gillin is Professor Emeritus of Entrepreneurship & Innovation and Past Director at the Australian Graduate School of Entrepreneurship, Swinburne University of Technology. He is currently Adjunct Professor (Entrepreneurship & Innovation) at ECIC, University of Adelaide. Murray was the winner of the Inaugural 2001 Best Entrepreneurial Educator of the Year and founder of Australia’s and the World's first Master’s Degree in Entrepreneurship and Innovation. In 1994 he initiated the development of the Institute for Innovation and Entrepreneurship into a viable commercial enterprise and joint venture between Swinburne University of Technology and Ernst & Young. He is currently teaching with Pitcher Partners Institute for Entrepreneurship and Innovation.

Murray is particularly interested in practical research in corporate entrepreneurship, intuition and aged care. He has authored and co-authored books, chapters and professional papers. In 1994 Murray was elected a Fellow of the Academy of Technological Sciences and Engineering. On Australia Day 1997, he was awarded with an AM (Member of the Order of Australia) for his work in engineering, innovation and ongoing professional education.

Directorships
Brotherhood of St Lawrence Social Action Group (Not-for-profit businesses); Nurses Memorial Foundation; Ausentrepreneurs sans Frontieres; Australian Institute for Archaeology; Tabor College:
Sackville Grange Owners Corporation.


Recent Consultancies
Pitcher Partners Institute for Entrepreneurship and Innovation; National Australia Bank; Florey Institute, University of Melbourne, Tun Abdul Razak University, KL, Malaysia

Email: murray@ausentrepreneurs.com
Phone Mb: 0402 0407 61

Opening intensive:
Tuesday 11th & Wednesday 12th March 2014
9am-5pm
Masonic West B03

Closing intensive:
Monday 7th & Tuesday 8th April 2014
9am-5pm
Masonic West B03

An action learning approach is adopted whereby students “learn through doing” through analysis of relevant cases and through interactive and traditional exercises that relate to lecture topics. On completion of this course, students should be able to:

1	Develop a plan for implementing entrepreneurial activities in a globalised and competitive environment being responsible for the social, ethical and culture issues.
2	Identify the attitudes, values, characteristics, behaviour, and processes associated with successful entrepreneurial behaviour.
3	Understand what is meant by entrepreneurship and innovation from both a theoretical and practical perspective.
4	Involve in a continuing learning process through the interaction with peers in related topics, as individuals and as team members.
5	Describe the ways in which entrepreneurs perceive opportunity, manage risk, and organise resources and add value.
6	Acquire a wide range of source materials that facilitate the continuing learning process in the future.
7	Recognise the role of the entrepreneur in the new enterprise creation process.
8	Critique a plan for implementing entrepreneurial activities in a globalised and competitive environment being responsible for the social, ethical and culture issues.

Timmons, Jeffry A., Gillin, L. M., Burshtein, S., and Spinelli, Stephen Jr. (2011). New Venture Creation: Entrepreneurship for the 21st Century – A Pacific Rim Perspective, 1st Edition. McGraw-Hill Irwin.
ISBN: 0070277664

There is a wide range of material available on the course topics including the following:
Bessant, J. (2003) High Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change. Chicester: John Wiley & Sons.

Bygrave, W and Zackarakis, A (2013) Entrepreneurship, 3rd Edition, John Wiley and Co.

Drucker, P. (1999) Innovation and Entrepreneurship, Butterworth Heinemann, Oxford.

Fagerberg, J, Mowery, DC and Nelson, RR (2005) The Oxford Handbook of Innovation, Oxford University Press, NY.

Hisrich, R.D., Peters, M.P., and Shepherd, D. (2013) Entrepreneurship, McGraw-Hill Irwin, Boston.

Kuratko, D. (2013) Entrepreneurship: Theory, Process, and Practice, 9th Edition, Wiley online library.

Moore, Geoffrey, (1999) Crossing the Chasm, Harper & Collins.

Porter, ME, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York, NY, 1985

Journals
There is a range of journals where entrepreneurship research scholars publish their research, such as (note that this list is not definitive):
· Journal of Business Venturing
· Entrepreneurship Theory and Practice
· Journal of Small Business Management
· Academy of Management Review
· Journal of Small Business and Entrepreneurship
· Venture Capital
· Small Business Economics
· Family Business review

Web links
www.brikenbulbs.com
www.en.wikipedia.org/wiki/business.plan
www.brainstorming.co.uk
www.mind-mapping.co.uk
www.ecic.adelaide.edu.au
www.mckinsey.com/
www.ideo.com
www.business.gov.au
www.wdc-econdev.com

MyUni is the University of Adelaide's online learning environment. It is used to support traditional face-to-face lectures, tutorials and workshops at the University. MyUni provides access to various features including announcements, course materials, discussion boards and assessments for each online course of study
see: https://myuni.adelaide.edu.au

This course is offered in blended learning mode with the face-to-face component offered as intensives.

As a guide, a 3 unit course comprises a total of 156 hours work (this includes face-to-face contact, any online components, and self directed study).

This is a draft schedule and session dates are a guide only. The timetable may be changed during the course delivery if necessary. 

Note: 
(1) NVC = Timmons, Gillin, Burshtein, & Spinelli New Venture Creation text.
(2) Dates for Topics are approximate only.

Intensive	Date	Content	Readings	Case Readings for   Class Discussion
1	11/03/14	Introduction	Student introductions NVC Chapters 1 and 10
		What   is Entrepreneurship?   Some Definitions	NVC Chapter 1
		The   Entrepreneurial Process	NVC Chapter 3	Airways Corp. pp. 33-41
		The   Entrepreneurial Mind	NVC Chapter 2	Axon Instruments pp. 91-95
2	12/03/14	Creativity   and Innovation	NVC Chapter 2	Memtec           pp. 141-148
		Innovation	NVC Chapter 1
		The   Opportunity	NVC Chapter 5	AMRAD Corp   pp. 188-199
		Ideas,   Opportunities, and Innovation	NVC Chapter 4
3	07/04/14	Screening   Opportunities	NVC Chapter 6
		Packaging up Opportunities:   The Business Plan	NVC Chapter 8	EcoGenix         pp. 294-318
		Resource Requirements	NVC Chapter 11
		The Entrepreneurial Team	NVC Chapter 9	Island Food Co pp. 358-370
4	08/04/14	Social Entrepreneurship	NVC Chapter 7	MS Australia     pp. 250-261
		Family Business	NVC Chapter 18
		Entrepreneurial Strategy	NVC Chapters 9, 17, and 19	Hawker de Hav. pp. 407-418
		Entrepreneurial Finance	NVC Chapters 12-16

An overview of the course assessment appears in the following Table. Details appear in the following section:

Assessment No.	Form of Assessment/Collaborative Task	Length (in word count)	Weighting	Due Date	Learning objective covered (see 2.1 for detail)
1	Two (2) Multiple Choice and true/false Question Tests	2 x 25 questions	2 x 10% (20% in total)	Test 1: 12/03/14; Test 2: 8/04/14	3
2	Two (2) Case Study submissions	Maximum of 800 words / 2 pages per case study	2 x 5% (10% in total)	Case 1: 12/3/14; Case 2: 7/4/14	2
3	Entrepreneur Interview	Maximum of 2,500 words	30%	22/04/14	5,7
4	Business Plan Critique	2,500 words	30%	Available 25 April; Due 28 April	1,4,6,8
5	Course Participation in case discussion		10%	Continuous	1-8
	Total		100%

Students must complete all course assessment requirements and must attend lectures to be eligible to pass the course.
Course results are subject to moderation by the ECIC Board of Examiners

Assessment 1: Two (2) Multiple Choice Question Tests (Individual assessment)
Weighting: 20% (10% each)
Due Dates: Test 1: 12 March
Test 2: 8 April
Submission Details: The two tests will be held in class in the afternoon of the last day of each intensive session. Each test will be completed on an individual basis.

Task:
Read and understand the materials presented during the lectures and the readings. Answer the questions on the question sheet that will be handed out during class.

Scope:
This exercise will assess your knowledge and understanding of the material covered to date. The second test may cover material covered in the first half of the course.

Length and Presentation:
Each test will comprise 25 questions and are true/false and multiple choice.
Each test will be of one hour duration.

Criteria by which your assignment will be marked:
Will include whether your response to a question equates to the most correct answer on the question sheet provided.

Learning objectives with this assessment (refer to section 2.1): 3



Assessment 2: Write-up of two (2) case studies (Individual assessment)
Weighting: 10% (5% each)
Due Dates: 1. Davnet 12 March by 9.00am
2. Cochlear 7 April by 9.00am
Submission Details: Online through MyUni

Task:
Read the Case Study and then prepare a response to the questions set for each case. Case studies reinforce understanding of key course concepts and the student’s ability to apply these to practical situations.

Scope:
The cases will assess your knowledge, understanding, and application in practical business situations of the core theories, concepts, drivers, frameworks, entrepreneurial leader and team, and resources that comprise the entrepreneurial process.

Length and Presentation:
Each case write-up should be in the vicinity of 800 words (no more than 2 pages in length).

Criteria by which your assignment will be marked:
Will include application of the driving forces’ model and the content covered in the course to date.

Learning objectives with this assessment (refer to section 2.1): 2


Assessment 3: Entrepreneur Interview (Individual assessment)
Weighting: 30%
Due Date: 22 April
Submission Details: Online through MyUni

Task:
Refer to the “Visit with an Entrepreneur” Exercise 1 on pp. 29-31 of the text. Using this as the basis for your assignment, identify a suitable entrepreneur who has been in business for at least five years. The business should be growth oriented and exhibit innovation in its products or services, systems, processes, etc.

You are to prepare and conduct an interview with this person using questions from the Exercise as a suggested guide. Preparation is crucial if you are to derive maximum benefit from this assessment. Reflect on the responses obtained during the interview, then write up your report (using Step 4 as a basis for your discussion) to summarize your evaluation on what you learned through this exercise.

Scope:
This assignment will assess your understanding of the topic and the correct application of theories, concepts and frameworks and, if appropriate, the effective use of local and international research data to support your analysis and discussion.

Length and Presentation:
2500 words (maximum)

Criteria by which your assignment will be marked:
Will include whether your ability to apply that which has been covered in the course to a real-life situation.

Learning objectives with this assessment (refer to section 2.1): 7, 5



Assessment 4: Business Plan Critique (Group assessment)
Weighting: 30%
Due Date: 28 April
(You have the weekend to complete the assignment)
Submission Details: Online through MyUni

Task:
Read the business plan that will appear on the MyUni course site on the afternoon of 17 May 2013 (ensure you check for this assignment). You are to undertake the following tasks:

1. Critique the written business plan identifying the key strengths and weaknesses of the written document as to its readability, professionalism, content – missing or otherwise – and format. (5%)

2. Evaluate the business opportunity identifying the key strengths and weaknesses of the opportunity as to why you would invest/not invest. (12%)

3. Develop five new ideas as to how you could build upon and expand the initial business idea into five other businesses. To do this, go to the Ingenium website http://www.creativity-project.net/ingentool.php and access the Mindmapping software http://www.creativity-project.net/mapping.php . Start with the existing business idea as your central idea and then develop a range of aspects associated with the theme. This will allow you to explore many aspects of the topic that will reveal new insights and associations. Do a little research on mindmaps and how they work. Next go to the assumption page read the instructions and then list 50 assumptions associated with the idea. Take 10 of these assumptions and challenge theme as a means of provoking new possibilities. Develop five new business ideas from these (don’t forget to develop a short write-up on each of your ideas). Submit your Saved Mindmapping file to me as well as the assumptions you identified that were associated with the central idea, the 10 assumptions that you challenged, and the five new business ideas that you developed as a result of challenging the initial assumptions. Throughout this process, we encourage you to access the Facebook page Unearthing Ideas online https://www.facebook.com/unearthingideas and you will get support and feedback as you go through the process. (13%)

Scope:
This assignment will assess your knowledge and understanding of the material covered in the course.

Length and Presentation:
2500 words (maximum)

Criteria by which your assignment will be marked:
Will include whether your ability to apply that which has been covered in the course to a real-life situation.

Learning objectives with this assessment (refer to section 2.1): 1, 4, 6, 8



Assessment 5: Course Participation
Weighting: 10%
Due Date: Participation during both course intensives
Submission Details: n/a

Task:
Part of your assessment is based on your participation in the class activities and discussion during the two course intensives.

Scope:
This assignment will assess your understanding of all course topics.

Length and Presentation:
Participation in class activities and discussions.

Criteria by which your assignment will be marked:
· Actively participate in the class activities
· Participate in class discussions in a manner that is respectful and polite
· Engage in the class topics and ask questions
· Comments indicate critical thinking, constructive feedback and meaningful inputs to the discussion
Active participation in discussions requires adhering to the following ground rules:
· We will respect confidentiality
· We will share time equitably to ensure the participation of all
· We will keep an open mind and be open to learning
· We will not be disrespectful of others even if we do not share their views

Learning objectives with this assessment (refer to section 2.1): 1-8

All text based assignments must be submitted via MyUni.
Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/files/AssignmentStudentSubmission.pdf

There are a few points to note about the submission of assignments:

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please submit, separate to your assignment, the completed University of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  Any request for an extension of time for the submission of an assignment should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine extenuating circumstances and proof, such as a doctor’s certificate, may be required.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in section 5.2 or 5.3).  Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.