Program Director Contact Details: Postgraduate Entrepreneurship and Innovation
Name: Associate Professor Stephen Zhang
email: stephen.zhang@adelaide.edu.au

On successful completion of this course, students will be able to:

1	Gain an understanding of the strategy process and the role of the entrepreneur in maintaining stakeholder value while navigating growth
2	Conduct a value analysis of a firm to identify potential value creating logic
3	Articulate the potential strategies for a new venture to grow and capture value.
4	Assess the feasibility of potential strategies for the growth of a new venture and predict the changing role of the entrepreneur and the firm’s management structure
5	Prepare a set of design principles for a new venture that will guide the growth of the firms

Text book:
Fredrick, Howard, O'Connor, Allan and Kuratko, Donald F. (2016). Entrepreneurship: Theory, Process and Practice, 4th Edition. Cengage Learning.
ISBN-13: 978-0-17-035255-0
ISBN-10: 0-17-035255-2

Moore, Geoffrey A., and Regis McKenna. "Crossing the chasm." (1999). HarperBusiness; Revised ed. edition (2006); ISBN-10: ‎ 0060517123; ISBN-13 ‏ : ‎ 978-0060517120

Neck, H. M., Neck, C. P., & Murray, E. L. (2019). Entrepreneurship: the practice and mindset. Sage Publications.

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. Access to 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.

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.

Session	Topic
1	Introduction
2	The entrepreneur and strategy
3	The entrepreneur and growth of the firm
4	Firm design and the Business Model
5	Competitive Advantage
6	Resource Based View
7	Creating and Managing Value
8	Wrap-up - Organising Strategic Value
9	Strategic Growth and Building Intangible Resources
10	Resource, Capability and Capacity Planning
11	The Intellectual Capital Perspective
12	Resource Deployment Principles
13	Designing an IC Navigator
14	Constructing an IC Navigator
15	Discussion Topic
16	Wrap-up and Review

#	Assessment Task	Task Type	Length	Weight	Learning Outcomes
1	The entrepreneur and the team	Individual	1500 words	20%	1
2	Internal analysis of growth firms	Group	3500 words	30%	2 & 3
3	Young Firm Growth Case Application	Individual	3000 words	50%	4 & 5
	Total			100%

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

Course results may be subject to moderation by the Assessment Review Committee.

The entrepreneur and strategy
“New firm growth is unpredictable. There is no order but only chaos. In this context entrepreneurs do not manage their firms but rather respond to challenges from either opportunities or obstacles.”

This assignment requires you to critique the above statement and provide an argument that demonstrates your appreciation of the relationship between the entrepreneur and the context within which they work. You are required to use both academic and general media to support your argument with citations and examples. A better assignment will use course provided reference materials as well as references other than those provided.

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Value analysis of growth firm
Working in a team of no more than four, select one firm from a report provided on MyUni
No two teams will select the same company.
Each team will submit their chosen case by the conclusion of intensive 1 for approval by the lecturer.
The team will need to use the tools and techniques discussed in this course to analyse their chosen business and the respective competitive environment.

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Young Firm Growth Case Application
This assessment focuses on the application of the strategic design tools. Complemented by your own research, you are required to consider a growth venture proposition using, as a minimum, the competitive advantage, business model, intellectual capital, and resource based strategy tools and perspectives covered in this course. You are not permitted to use the same firm as your team case study.

Your chosen case will be a young firm; a start-up or new firm of not more than 3 years old. Alternatively it could be a new division or a new spin-out firm from a corporate or university providing it is creating a new market position not previously held. Analysis of established firms (more than three years old) that do not have a new market position intent will not be permissible cases. If in doubt about your case, check with your lecturer.

All text based assignments must be submitted via MyUni:

• Assignment Submission: Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both).
• Cover Sheet: Please include in the assignment a completed University of Adelaide Assessment Cover Sheet (found in MyUni, under Modules) 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.
• Assessment extensions request: An application for Assessment Extension should be made 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 medical, compassionate or extenuating circumstances. See sections 3 and 7a) i. in particular on assessment extensions in the Modified Arrangements for Coursework Assessment (MACA) Policy.
• 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: of an assignment 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.
• Appealing a mark or grade: If you are dissatisfied with your mark or grade, you may request a review or re-mark. There must be academic or procedural reasons for your request, so you can’t simply request a re-mark because you are disappointed with your result. For more information on the process see Assessment Grievance: Appealing a mark or grade