INTBUS 7503 - International Entrepreneurship and Innovation (M)

North Terrace Campus - Trimester 3 - 2016

The course information on this page is being finalised for 2016. Please check again before classes commence.

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.

  • General Course Information
    Course Details
    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 Staff

    Course Coordinator: Simon Williams

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes
    After 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

    No information currently available.

  • Learning Resources
    Required Resources
    No text book is required. Refer to readings and case studies.

    Readings
    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:
    Recommended Resources
    Journals:
    • 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

    Other Publications:
    • The Economist
    • Fortune
    • 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.
    Online Learning
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course is offered in a blended learning mode with face to face lectures as intensives and additional resources and activities available online.
    Workload

    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/Readings
    Introduction  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.
  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary

    No information currently available.

    Assessment Related Requirements
    Assessment Task   Weighting Learning Outcome
    Multiple Choice Test  Online via MyUni 25% 1 - 5
    Group Presentation  In Class presentation 30% 3 - 8
    Interview or Case Studies Refer to topic and word limit in My Uni 35% 1 - 8
    Individual Participation and Group Contribution 10% 1 - 8
    Total 100%
    Due Dates : Please refer to MyUni

    Students must complete all course assessment requirements and attend all lectures to be eligible to pass the course.
    Assessment Detail
    The assessment components are as follows:
    (Pleae refer to MyUni for specific topic information)

    Assessment 1: Multiple-choice test (instructions online)
    Weighting: 25%
    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.

    Scope:
    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)
    Weighting: 30%
    Due Dates: Please refer to MyUni

    Submission Details: Class presentation

    Task: Prepare a presentation on the topic ientified in MyUni.

    Scope: This exercise will assess your knowledge and understanding of how to apply the topics presented on entrepreneurship and innovation.

    Length and Presentation: 15 minute presentation and 10 minute questions

    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: Essay
    Weighting: 35%
    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 assisngments section of MyUni

    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: Refer to MyUni

    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)
    Weighting: 10%
    Due Date: Ongoing

    Task:

    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.

    Scope:

    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
    Submission
    All 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:
    http://www.adelaide.edu.au/myuni/tutorials/

    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.
    Course Grading

    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.

  • Student Feedback

    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.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.

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