Lecturer

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

This course is delivered in intensive mode. Lectures are conducted over five full days. Sessions are organised in modular form where each module includes lecture presentations, exercises and/or case studies, and discussion designed to develop an understanding of the principles and practice of the key concepts presented. Further readings are also provided online. Overall, this course is equivalent to a “standard” university course delivered over a semester.

Schedule of intensives:

Class	Day	Date	Time	Lecturer
1	Friday	20 February	1:00-8:00pm	Murray Gillin
2	Saturday	21 February	9:00am-4:00pm	Murray Gillin
3	Friday	27 February	1:00-8:00pm	Noel Lindsay
4	Friday	20 March	1:00-8:00pm	Murray Gillin
5	Saturday	21 March	9:00am-4:00pm	Murray Gillin

The full timetable of all activities for this course can be accessed from the ECIC website

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.

You will be provided with the following text …
Timmons, Jeffry A., Gillin, L. Murray, Burshtein, Sam L. and Spinelli, Stephen Jr. (2011). New Venture Creation: Entrepreneurship for the 21st Century, A Pacific Rim Perspective, 1st Edition. McGraw-Hill Australia Pty Ltd, North Ryde, NSW.

This textbook is one of the most popular texts published in the field of entrepreneurship and has a distinctly Australian regional perspective. It reflects the authors’ experiences and expertise as entrepreneurs and as teachers of entrepreneurship.

You will be provided with the following cases:

Andres Galindo by William D Bygrave & Carl Hedberg, Harvard Business Publishing
Global Wine Wars by Christopher Bartlett, Harvard Business Publishing
Taverner Hotels by James demetriou

There is a broad range of materials that cover and complement many of the topic areas covered in this course. The following list provides some guidance if you are interested in any additional reading on the topics of entrepreneurship and innovation.

Bessant, J. (2003) High Involvement Innovation: Building and Sustaining Competitive Advantage Through Continuous Change. Chicester: John Wiley & Sons.

Carlopia, J., Andrewartha, G. And Armstrong, H. (2001). Developing management skills: A comprehensive guide for leaders. 2nd ed. Adapted from the text by D. Whetten and K. Cameron, NSW, Pearson Education Australia Pty Ltd.

Carnall C. (2003) Managing Change in Organizations. 4th edition. Essex: Pearson Education.

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. (2008) Entrepreneurship, McGraw-Hill Irwin, Boston.

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

Nolan, Richard L. and Croson, David C., (1995) Creative Destruction: A Six-Stage Process for Transforming the Organization, Harvard Business School Press, Boston, Massachusetts.

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

Timmons, Jeffry A., Gillin, L. M., Burshtein, S., and Spinelli, Stephen Jr. (2010). New Venture Creation: Entrepreneurship for the 21st Century – A Pacific Rim Perspective, 1st Edition. McGraw-Hill Irwin.

Von Stamm B. (2004) Managing Innovation, Design & Creativity. John Wiley & Sons.

Journals
There is a range of journals where entrepreneurship research scholars publish their research, such as:
· Journal of Business Venturing
· Entrepreneurship Theory and Practice
· Journal of Small Business Management
· Academy of Management Review
· International Journal of Entrepreneurship and Small Business
· Journal of Small Business and Entrepreneurship
· Venture Capital
· Small Business Economics

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

Library Resources
The University of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the University’s website. The University Library web page is: http://www.adelaide.edu.au/library/

From this link, you are able to access the Library's electronic resources.

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.

Day	Date	Content	Readings	Cases
1	20/02/15
2	21/02/15
3	27/02/15
4	20/03/15
5	21/03/15

Assessment No.	Form of Assessment	Length	Weighting	Due Date	Learning Objectives
1	Craft Personal Entrepreneurial Strategy   pp 78-83 Timmons Text	Profile steps 1-2 Plus items you would add to a ‘do’   list (see bottom   p. 83   Timmons)	10%	28 February	Understand   what is meant by entrepreneurship and innovation from both a theoretical and   practical perspective.
2	Two (2) Case Study submissions	Maximum of 800 words per case study (Maximum of 2   pages)	2 x 5%   (10% in total)	28 February and   24 March	Identify   the attitudes, values, characteristics, behaviour, and processes associated   with successful entrepreneurial behaviour
3	Entrepreneur Interview	Maximum of 2,500 words	40%	14 March	Recognise   the role of the entrepreneur in the new enterprise creation process.   Describe   the ways in which entrepreneurs perceive opportunity, manage risk, and   organise resources and add value.
4	Multiple Choice Question Test	Test - 25 questions in each (true/false and multiple   choice)	10%	15 March	Understand   what is meant by entrepreneur team, family business, venture capital and   innovation from both a theoretical and practical perspective.
5	Business Plan Critique	Maximum of 2,500 words	30%	24 March  (Distributed late afternoon 14 March)	Develop a plan for   implementing entrepreneurial activities in a globalised and competitive   environment being responsible for the social, ethical and culture issues.   Involve   in a continuing learning process through the interaction with peers in   related topics, as individuals and as team members.   Acquire   a wide source of material that facilitates the continuing learning process in   the future.
	Total		100%

Students should attend all classes in order to pass the course. There is considerable experiential learning in workshops during the intensive classes that build your knowledge and thus enable you to be successful in this course.

Course results are subject to moderation by the ECIC Board of Examiners

Students are expected to complete all forms of course assessment to be eligible to pass the course.

Assessment 1 Crafting Personal Entrepreneurial Strategy
Weighting: 20%
Due Dates: 1. Profile – 28th February, 2014
Submission Details:
The Personal entrepreneurial strategy will be submitted as a completed proforma printed on pages 78-83 of the Timmons et al., 2010 textbook. It will be necessary to prepare a personal ‘to do’ list as a basis for further learning and action to apply your learning to facilitating client advise in entrepreneurship and innovation. Each profile will be completed on an individual basis. At end of course you will check profile for changes and submit on one A4 sheet.
Task:
Read and understand the materials presented during the lectures and the readings. Answer the profile questions honestly to assess where you may direct further learning.
Scope:
This exercise will assess your knowledge and understanding of entrepreneurship and innovation within the firm/client relationship.
Length and Presentation:
Completion will require 1.5 – 2 hours.
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include whether you respond to all items in the proforma and your analysis in the ‘to do’ list.

Assessment 2: Write-up of two (2) case studies
Weighting: 10% (5% per case study)
Due Dates: 1. Hawker de Havilland Case Study (p 407) 28th February, 2014 by 9.00 am
2. EcoGenix Case Study (p 294) 24th March, 2014 by 9.00 am
Submission Details:
Please refer to Section 5.4. Each case study will be completed on an individual basis.
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.
1. Hawker de Havilland Australia Study – Read the case and write-up your assessment of the role of innovation to the Entrepreneurial Outcomes described on pp 417-418.
2. EcoGenix – Regenerating a Sustainable Future Case Study – Read the case, and give critical thought to answering questions 1, 2, 4, and 5 at the beginning of the case.
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:
The standards by which the assignment will be assessed include application of the driving forces’ model and the content covered in the course to date.

Assessment 3 Entrepreneur Interview
Weighting: 35%
Due Date: 14th March, 2014 by 9.00am
Submission Details:
Please refer to Section 5.4. Interviews will be completed on an individual basis.
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:
The Entrepreneur Interview main discussion document should be no longer than 2,500 words in length.
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include whether your ability to apply that which has been covered in the course to a real-life situation.

Assessment 4 Multiple Choice Question Test
Weighting: 20%
Due Date:
Test comprising 25 questions 12th April, 2013
Submission Details:
The test will be held in class in the afternoon of the last day of course sessions. 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 be of one hour duration.
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include whether your response to a question equates to the most correct answer on the question sheet provided.

Assessment 5 Business Plan Critique
Weighting: 35%
Due Date: 24th March, 2014 by 9.00am
Submission Details:
This is a “take home” assignment. You will have the weekend to complete the assignment. The assignment will be undertaken on a group basis. Please refer to Section 5.4.
Task:
Read the business plan that will be emailed to you by the lecturer (ensure you check your emails for this assignment). You are to undertake two 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.
2. Evaluate the business opportunity identifying the key strengths and weaknesses of the opportunity as to why you would invest/not invest.
Scope:
This assignment will assess your knowledge and understanding of the material covered in the course.
Length and Presentation:
The Business Plan Critique submission document should be no longer than 2,500 words in length.
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include whether your ability to apply that which has been covered in the course to a real-life situation.

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 'Assessment Related Requirements' or 'Assessment Detail' above).  Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.

Resubmission & Remarking
Resubmission of an assignment for remarking after reworking it to obtain a better mark will not normally be accepted.  Approval for resubmission will only be granted on medical or compassionate grounds.