INTBUS 7503 - International Entrepreneurship and Innovation (M)
North Terrace Campus - Trimester 3 - 2015
General Course Information
Course Code INTBUS 7503 Course International Entrepreneurship and Innovation (M) Coordinating Unit Business School Term Trimester 3 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 3 hours per week Available for Study Abroad and Exchange Y Course Description This course analyses how for small open economies such as Australia, international opportunity identification and exploitation are often critical to the firm's long term growth and survival and often results in the firm seeking to exploit those opportunities by entering overseas markets. The course focuses on the development of skills to identify and evaluate by ventures that aspire to become international or extend the scope of existing international operations. Specific topics relating to international new ventures, also referred to as born-globals and start-ups, will include understanding entrepreneurship and innovation as a process; opportunity identification competencies; cross-border expansion opportunities and challenges that entrepreneurs' face such as, for example, market entry, resourcing international operations (e.g. exporting), forming alliances, managing growth, and cross-border financing in different regions of the world. The course thereby provides students with the opportunity to focus on the socio-cultural, ethical, legal, political, regulatory, technological and human resource specific issues facing large as well as small to medium sized enterprises, some of which are also family run firms. They will also have the opportunity as a team project to develop a new venture proposal. They will develop an understanding of the constraints and advantages in developing a new venture and managing the additional burden of internationalization, which for some new ventures will be rapid or accelerated.
Course Coordinator: Simon Williams
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesAfter completion of this course a student will have learned to:
1. Understand the economic importance and concepts of international entrepreneurship in theory and practice, and how entrepreneurship relates to innovation in a globalised environment.
2. Identify the attitudes, values, characteristics, behaviour, and processes associated with successful international entrepreneurship.
3. Recognise the role of the entrepreneur in the new enterprise creation and creating value with international activity.
4. Describe the ways in which entrepreneurs identify opportunity internationally, communicate value, and manage risk.
5. Understand challenges and application of entrepreneurial activities being cognisant of domestic and international legal, social, political, economic, ethical, and cultural issues.
6. Understand different sources of funding of new international activities.
7. Identify new international venture opportunities.
8. Understand the ways to acquire knowledge, partnership, networks and building alliances for creating value internationally.
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s) Knowledge and understanding of the content and techniques of a chosen discipline at advanced levels that are internationally recognised. 1,2,3,5 The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 4,5,8 An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 1,2,4,6 Skills of a high order in interpersonal understanding, teamwork and communication. 1,3,8 A proficiency in the appropriate use of contemporary technologies. 1,5 A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. 1,2,8 A commitment to the highest standards of professional endeavour and the ability to take a leadership role in the community. 3,6 An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 3,5,6
Required ResourcesNo text book is required. Refer to readings and case studies.
The following list of readings replaces a prescribed text for the course and key texts will be made available through the online course site. You will be referred to further resources within class and on the course website.
Reading 1: Robert D. Hisrich (2012). Entrepreneurship: Starting, Developing, and Managing a Global Venture, Second Edition. SAGE Publications. Chapter 1-3, 6
Reading 2: 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. Chapter 2,3,13
Reading 3: Timmons, Jeffry A. and Spinelli, Stephen Jr. (2009). New Venture Creation: Entrepreneurship for the 21st Century, 8th edition. McGraw-Hill Irwin, Boston. Chapter 3, 4
Reading 4: P.P. McDougall, B.M. Oviatt & R.C. Shrader (2003), ‘A comparison of international and domestic new ventures’, Journal of International Entrepreneurship, 1, 59-82.
Reading 5: P. Dimitratos, J. Johnson, J. Slow and S. Young (2003), ‘Micromultinationals: New types of firms for the global competitive landscape’, European Management Journal, 9 (2), 30-43.
Reading 6: DANIEL J. ISENBERG; Harvard Business Review December 2008, 107-111
Other readings will be referred to in lectures or online:
• Journal of Business Venturing
• Entrepreneurship Theory and Practice
• Academy of Management Review
• Journal of Small Business and Entrepreneurship
• Venture Capital
• Small Business Economics
• Journal of Marketing Research
• International Journal of Research in Marketing
• Harvard Business Review
• Journal of International Marketing,
• International Business Review
• Management International Review
• The Economist
• Business Review Weekly
• Australian Financial Review
Other Readings/Texts of Interest:
Atrill, P, McLaney, E. and Harvey, D. 2003. Accounting: An Introduction. 2nd ed. Prentice Hall.
Barringer, Bruce R. & Ireland, R. Duane c2008 [i.e. 2007], 'Building a new-venture team', in Entrepreneurship: successfully launching new ventures, 2nd ed., Pearson/Prentice Hall, Upper Saddle River, NJ, pp. 254-267.
Bessant, J. (2003) High Involvement Innovation: Building and Sustaining Competitive
Advantage Through Continuous Change. Chicester: John Wiley & Sons.
Buzan, Tony & Buzan, Barry 1995, 'Ch. 8 From brainstorming to mind mapping -- Ch. 9 Mind mapping', in Buzan, Tony & Buzan, Barry, The mind map book, Rev. ed., BBC Books, London, pp. 79-90.
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.
Deakins, David & Freel, Mark 2006, 'The entrepeneur : concepts and evidence', in Entrepreneurship and small firms, 4th ed., McGraw-Hill Education, Maidenhead, pp. 1-24.
Fagerberg, J, Mowery, DC and Nelson, RR (2005) The Oxford Handbook of Innovation, Oxford University Press, NY.
Freeman, S. & S.T. Cavusgil (2007) ‘Entrepreneurial Strategies for Accelerated Internationalization of Smaller Born Globals’, Journal of International Marketing, Vol. 15, No. 4, pp. 1-40.
Freeman, S., Hutchings, K., Lazarius, M. & Zyngier, S. (2010) “A Model of Rapid Knowledge Development: The Smaller Born-global firm”, International Business Review, Vol. 19, No. 1, pp. 70-84.
Freeman, S., Hutchings, K., & Chetty, S. (2012) ‘Born-globals and Culturally Proximate Markets’, Management International Review, Vol. 52, No. 3, pp. 425-460
Freeman, S., R. Edwards, & Schroder, B. (2006) ‘How Smaller Born-global Firms Use Networks and Alliances to Overcome Constraints to Rapid Internationalization’ Journal of International Marketing, Vol. 14, No. 3, pp. 33-63.
Hisrich, Robert D., Peters, Michael P. & Shepherd, Dean A. 2010, 'Entrepreneurial strategy: generating and exploiting new entries', in Entrepreneurship, 8th ed., McGraw-Hill/Irwin, New York, NY, pp. 64-90.
Hatten, Timothy S. c2006, 'Small business finance', in Small business management: entrepreneurship and beyond, 3rd ed., Houghton Mifflin Co., Boston, pp. 249-259.
Hisrich, R.D., Peters, M.P., and Shepherd, D. (2008) Entrepreneurship, McGraw-Hill Irwin, Boston.
Kuemmerle, W. (2005), ‘The entrepreneur’s path to global expansion’, MIT Sloan Management Review, 46, (2), pp. 42-49.
Longenecker, Justin Gooderl, Moore, Carlos W., Petty, J. William & Palich, Leslie E. c2006, 'The financial plan, part 2: finding sources of funds', in Small business management : an entrepreneurial emphasis, 13th ed. /, Thomson/South-Western, Mason, OH, pp. 236-249.
Mazzarol, Tim 2006, 'Entrepreneurs versus owner-managers: theories of new venture creation', in Small business management : an applied approach, 1st ed., Tilde University Press, Prahan, Vic., pp. 27-61.
Moore, Geoffrey, (1999) Crossing the Chasm, Harper & Collins.
Oviatt, B & P.P. McDougall (1995), ‘Global start-ups: Entrepreneurs on a worldwide global stage’, Academy of Management Executive, 9 (2), 30-43.
Porter, ME, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York, NY, 1985
Shane, Scott Andrew 2003, 'The role of opportunities', in A general theory of entrepreneurship: the individual-opportunity nexus, E. Elgar, Northampton, MA, pp. 18- 35.
Wickham, Phillip A (2004) Strategic Entrepreneurship, 3rd edn, Prentice Hall, Harlow
Zimmerer, Thomas W., Scarborough, Norman M. & Wilson, Doug 2007, 'Inside the entrepreneurial mind: from ideas to reality', in Essentials of entrepreneurship and small business management, 5th ed., Prentice Hall, Upper Saddle River, N.J., pp. 41-59.
Learning & Teaching Activities
Learning & Teaching ModesThis course is offered in a blended learning mode with face to face lectures as intensives and additional resources and activities available online.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.The University expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their studies. This means that you are expected to commit approximately 9 hours for a three-unit course or 13 hours for a four-unit course, of private study outside of your regular classes.
Learning Activities Summary
Module Topic Activity/ReadingsIntroduction Introduction to the course and participants
Module 1 Nature of International Entrepreneurship and Innovation Reading 2, Chapter1
Module 2 The International Entrepreneurial process and mind Reading 2, Chapter 3
Module 3 Domestic vs International Entrepreneurship Reading 1, Chapter 1,3, Reading 6
Module 4 Creativity and Innovation Refer lecture materials
Module 5 Generating and screening business opportunities Reading 3 Chapter 3,4
Module 6 Teams and Leadership Refer lecture materials
Module 7 Born Globals and Incrementally Internationalising SME’s Reading 4,5
Module 8 Risk, structures and strategies. Export readiness Refer lecture materials
Module 9 Marketing, Feasibility and Business Plans Refer lecture materials
Module 10 Intellectual property protection and International legal issues Reading 1 Chapter 6
Module 11 Social and Environmental Entrepreneurship Refer lecture materials
Module 12 Raising finance, harvesting and exit strategies Reading 3: Chapter 13 (16,19)
Assessment/ Student Presentations.
Conclusion Guest Speaker.
The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
No information currently available.
Assessment Related Requirements
Assessment Task Weighting Learning Outcome Multiple Choice Test Online via MyUni 25% 1 - 5 Group Presentation 20 + 10 Mins and 500 words forum 30% 3 - 8 Interview or Case Studies 3000 words 35% 1 - 8 Individual Participation and Group Contribution 10% 1 - 8 Total 100%
Students must complete all course assessment requirements and attend all lectures to be eligible to pass the course.
Assessment DetailThe assessment components are as follows:
Assessment 1: Multiple-choice test (instructions online)
Due Date: Please refer to MyUni
Submission Details: Via Online Assignment Submission
Task: Complete the online multiple choice and short answer quiz via MyUni. Instructions Online.
This will assess your knowledge, understanding, critical thinking skills, and application in practical business situations of the core theories that comprise the entrepreneurial process.
Length and Presentation:
Further instructions online.
Criteria by which your assignment will be marked:
Marked automatically on MyUni. Each individual question will be identified with the mark value. Certain identified questions will incur a negative mark for wrong answers.
Learning objectives: 1-5
Assessment 2: Group Presentation (Group assessment)
Due Dates: Please refer to MyUni
Submission Details: Class presentation and Online through MyUni on forum. Do not email.
Prepare a presentation and proposal for finance for an international business opportunity identified during the course. Each member of the group will receive the mark that is awarded to the assessment.
This exercise will assess your knowledge and understanding of how to apply the topics presented on entrepreneurship and innovation.
Length and Presentation: 20 minute presentation and 10 minute participation as an investment panel for other groups. Bring a calculator.
Criteria by which your assignment will be marked:
The standards by which the assignment will be assessed include participation in the presentation, quality of presentation, critical thinking and participation as an investment panel.
• Demonstration of knowledge of subject matter
• Presentation skills
• Use of multimedia or other presentation tools
• Clarity of execution and organisation of information
• Participation of all group members
Learning objectives: 3-8
Assessment 3: Options: Entrepreneur Interview or produce a case study (Individual assessment)
Due Dates: Please refer to MyUni
Submission Details: Via Online Assignment Submission in PDF format. Do not email. Create a file name that identifies you as the author ie Assignment1_studentnumber.pdf.
Task: Refer to the “Visit with an Entrepreneur” of the text “New Venture Creation: Entrepreneurship for the 21st Century – A Pacific Rim Perspective” Exercise 1 on pp. 28-31. Use step 4 as a guide for your reflections.
Option 1: Identify a suitable entrepreneur who has been in business for at least five years. The business should have international operations and exhibit innovation in its products or services. You are to prepare and conduct an interview using questions from the Exercise as a guide. Reflect on the responses obtained during the interview or research, then write up a report to summarise your evaluation.
Length: Interview questions set plus 2000 words summary write up.
Option 2: Review two (2) case studies from case studies provided in the course online site. (Individual assessment)
Read 2 of the Case Studies provided and then respond to the questions set (provided online). Provide references where appropriate.
Each case study write-up should be a maximum of 1500 words (3000 total).
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:
Option 1= Interview questions set plus 2000 words summary.
Option 2= 3000 words (maximum)
Criteria by which your assignment will be marked:
• Demonstrated critical thinking, including applications and examples in practice
• Demonstrated complete understanding of the assignment and the underlying concepts
• Demonstrated an appropriate writing style and correct academic referencing
• Demonstration of knowledge of subject matter
• Correct referencing
Learning objectives: 1-8
Assessment 4: Individual Participation and Group Contribution (Individual assessment)
Due Date: Ongoing
To fully participate in all individual and group tasks and activities throughout the duration of the course. Participation will be evaluated based on students preparedness, interaction, in-class work (class and group work), and online interaction.
This assessment will assess understanding of the course content presented and effort applied.
Criteria by which your assessment will be marked:
Provided by the lecturer in class.
Learning objectives: 1-8
SubmissionAll text based assignments must be submitted via the online course site. Please submit documents in a PDF format.
All text based assignments must be submitted via MyUni. Please refer to step by step instructions:
Presentation of Assignments
• Please must retain a copy of all assignments submitted.
• Please include as your first page an ‘Assignment Cover Sheet’, which is signed and dated by you before submission.
• All group assignments must be attached to a ‘Group Assignment Cover Sheet’, which must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.
Lecturers can refuse to accept assignments, which do not have a signed acknowledgement of the University’s policy on plagiarism.
Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded fromhttp://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf
This publication also provides guidelines on a range of other important communication skills including writing essays and management reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the Communication Skills Guide.
Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are provided on page 6 of the Communication Skills Guide.
Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) will be penalised by a 5% mark reduction for each day that it is late. Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.
Return of Assignments
Lecturer’s aim to mark and return assignments to students within two (2) weeks of the due date with written feedback. Students are responsible for collecting their marked assignments from either their tutorials or lectures. If assignments aren’t collected after two (2) weeks, the assignments will be available at the Student Hub for two (2) weeks. The remaining assignments will only be posted out to the students, if the correct mailing addresses are on the assignments.
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through Access Adelaide.
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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- Student Experience of Learning and Teaching Policy
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