Name: Dr Allan O'Connor

Short Bio:

Dr Allan O’Connor is the Academic Director for the Innovation and Entrepreneurship Post Graduate programs at the Entrepreneurship, Commercialisation and Innovation Centre (ECIC), The University of Adelaide. Formerly with the Australian Graduate School of Entrepreneurship, Allan has been lecturing in the fields of entrepreneurship and innovation in a number of topic areas associated with new venture strategy, evaluation and start-up since 2001. His qualifications include a Mechanical Engineering Certificate, a Grad. Dip. in Airconditioning, Grad. Dip. in Management, a Master of Enterprise Innovation and a PhD from The Australian Graduate School of Entrepreneurship at Swinburne University of Technology. 

Allan’s industry experience has been with small and medium enterprises in the mechanical services industry sector (airconditioning and ventilation). He has been involved with developing and introducing new products, entering new markets, and expanding sales and business opportunities in both established and new business environments. This experience has exposed him to the practical challenges of growth, innovation and entrepreneurship from the perspectives of both existing and new businesses. Allan’s research interests focus on the intersections between entrepreneurship and socioeconomic development. His recent academic publications in this area address the relationships between entrepreneurship, regional, organisational and human capital development. 

Email: allan.oconnor@adelaide.edu.au 

Phone: +61 8 8313 0188

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Name: Frank Wyatt (Mid Intensive Presenter)

Short Bio:

Frank Wyatt is a nationally recognised specialist in innovative business thinking and processes bringing together teams of expertise and excellence to drive growth through innovation, leadership, collaboration and strategy in businesses and organisations. 

Frank is founder or co-founder of several companies and is presently Managing Director of Enterprising Partnerships, Icon Principle and Executive Accelerators. 

He has worked with Professor Goran Roos in delivery of Business Model Innovation workshops with companies and Industry organisations and in facilitating change across the Defence, Wine and Water Industries of Australia. He has presented at numerous national and international conferences on capturing value through innovative business thinking. 

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Name: Göran Roos (Closing Intensive Presenter)

Short Bio:

Göran Roos is an Adjunct Professor at the ECIC and the founder of Intellectual Capital Services Ltd., a leading think tank on technology and business futures. He is one of the founders of the modern field of intellectual capital science and a recognised world expert in innovation management and strategy. In addition to his roles with the ECIC he is an Honorary Professor at Warwick Business School in the UK, Göran Roos is also visiting Professor of Innovation Management and Business Model Innovation at VTT Technical Research Centre of Finland, and visiting Professor of Intangible Asset Management and Performance Measurement at the Centre for Business Performance at Cranfield University UK. 

Professor Roos has published numerous books, articles and case studies on the subject and his consulting experience ranges across both public and private sectors in over 40 countries. In his academic and professional work Professor Roos has advised government bodies in UK, Sweden, Norway, Denmark, Finland, Spain, Austria and Australia on issues relating to strategy, research and development, national and regional innovation systems issues, knowledge management and intellectual capital.

Opening intensive:
Day 1 – Friday 6 May 2016
1pm-8pm
Pitcher partners Training facility, Level 19, 15 William St, Melbourne

Day 2 – Saturday 7 May 2016
9am-4pm
Pitcher partners Training facility, Level 19, 15 William St, Melbourne

Mid intensive:
Day 3 – Friday 20 May 2016
1pm-8pm
Pitcher partners Training facility, Level 19, 15 William St, Melbourne

Closing intensive:
Day 4 – Friday 3 June 2016
1pm-8pm
Pitcher partners Training facility, Level 19, 15 William St, Melbourne

Day 5 – Saturday 4 June 2016
9am-4pm
Pitcher partners Training facility, Level 19, 15 William St, Melbourne

1	Gained an understanding of the strategy process and the role of the entrepreneur in maintaining stakeholder value while navigating growth
2	Conducted a value analysis of a firm to illustrate the relationship between the intellectual capital of an organisation and its value creating logic
3	Utilised resource based strategy theory to articulate the tangible and intangible resources necessary for a feasible new venture to capture and sustain competitive advantage
4	Assessed the changes in intangible resources that will be required assuming the growth of a new venture and predict the changing role of the entrepreneur within the firm’s management structure
5	Prepare a set of design principles for a new venture that will guide the growth, acquisition, recruitment and deployment of intangible resources for sustaining a competitive advantage

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

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Supplemental Readings:

Alvarez, S.A. and Barney, J.B. (2005) ‘How do entrepreneurs organise firms under conditions of uncertainty?’ Journal of Management, vol. 31, no. 5, pp. 776-793.

Barney, Jay B., and William S. Hesterly (2010) Strategic Management and Competitive Advantage Concepts and Case, 3rd Edition, Pearson Prentice Hall, New

Barron, J.N. & Hannan, M.T. (2002) ‘Organizational Blueprints for Success in High-Tech Start-ups: Lessons from the Stanford Project on Emerging Companies’, California Management Review, vol. 44, no. 3, pp. 8-36.

Chesborough, H. (2010) ‘Business Model Innovation: Opportunities and Barriers’, Long Range Planning, vol 43, pp. 354-363.

Churchill, N.C. & Lewis, V.L. (1983) ‘The five stages of business growth’, Harvard Business Review, May-June, pp. 30-50.

Greiner, L.E. (1972) ‘Evolution and revolution as organizations grow’, Harvard Business Review, July-August, pp. 37-46.

Hunter, I. (2005) ‘Risk, persistence and focus: a life cycle of the entrepreneur’, Australian Economic History Review, vol 45, no. 3, pp. 244-272.

Lichtenstein, G.A. & Lyons, T.S. (2008) ‘Revisiting the business life-cycle’, Entrepreneurship and Innovation, vol. 9, no. 4, pp. 241-250.

Ma, H. (1999) ‘Creation and Preemption for Competitive Advantage’ Management Decision, vol. 37, no. 3, pp. 259-266.

Martin, Roger L. 2010. 'The Execution Trap', Harvard Business Review, vol. 88, Iss. 7/8, pp. 64-71.

McKaskill, T. (2007) Fast Forward Acquisition Strategies for Entrepreneurs, Wilkinson Publishing, Melbourne, Australia. Chapter 5: pp. 51-64.

Mueller, S., Volery, T. & von Siemens, B. (2012) “What Do Entrepreneurs Actually Do? An Observational Study of Entrepreneurs’ Everyday Behavior in the Start-Up and Growth Stages”, Entrepreneurship Theory and Practice, September, pp. 995-1017.

O’Connor, A. (2001) “Valuation of Technology Businesses‟, Commercialise 2001 Conference, October, Marysville, Australia.

O’Connor A. & Yamin, S. (2011) ‘Innovation & Entrepreneurship: Managing the Paradox of Purpose in Business Model Innovation’, International Journal of Learning and Intellectual Capital, vol. 8, no. 3, pp. 239-255.

Penrose, E. (1995) The Theory of the Growth of the Firm, Oxford University Press, New York, pp. 31-42.

Peppard, J. & Rylander, A. (2001) ‘Using an Intellectual Capital Perspective to Design and Implement a Growth Strategy: The Case of Apion’, European Management Journal, vol. 19, no. 5, pp. 510-525.

Sarasvathy, S.D. (2005) ‘What makes Entrepreneurs Entrepreneurial?’ Darden Business Publishing, Virginia, Social Science Research Network, UVA-ENT-0065, available at http://papers.ssrn.com/sol3/papers.cfm?abstract_id=909038&download=yes

Stabell, C.B. & Fjeldstad, Ø.D. (1998) ‘Configuring Value for Competitive Advantage: On Chains, Shops and Networks’, Strategic Management Journal, vol. 19, pp. 413-437.

Roos, G., Pike, S. & Fernstrom, L. (2005) Managing Intellectual Capital in Practice, Butterworth-Heinemann: Burlington, MA, USA. Jersey, USA. Chapter 3

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	Topic	Readings/Activities
Intensive 1 Day 1	A. Introduction	Frederick, O’Connor & Kuratko Ch 5 Supplemental Penrose (1995 [1959]) Sarasvathy (2005)
	B. The entrepreneur and strategy	Frederick, O’Connor & Kuratko Ch 9 Supplemental Alvarez & Barney (2005) Martin (2010)
	C. The entrepreneur and growth of the firm	Frederick, O’Connor & Kuratko Ch 2 Supplemental Churchill & Lewis (1983) Greiner (1972) Hunter (2005) Lichtenstein & Lyons (2008)
Intensive 1 Day 2	D. Strategy, Entrepreneur and Organising	Frederick, O’Connor & Kuratko Ch 8 Supplemental Barron & Hannon (2002)
	E. Resource Based View Strategy	Frederick, O’Connor & Kuratko Ch 10 Supplemental Barney & Hesterly (2010) Ch 3
	F. Firm design and the Business Model	Frederick, O’Connor & Kuratko Ch 11 Supplemental O’Connor & Yamin (2011) Chesborough (2010)
Intensive 2 Day 3	G. Creating and Managing Value	Frederick, O’Connor & Kuratko Ch 12 Supplemental Stabell & Fjeldstad (1998)
	H. Driving Strategic Value	Frederick, O’Connor & Kuratko Ch 14
	I. Strategic Growth and Building Intangible Resources
Intensive 3 Day 4	J. The Intellectual Capital Perspective	Frederick, O’Connor & Kuratko Ch 11 Supplemental Ma (1999) McKaskill (2007)
	K. Resource, Capability and Capacity Planning	Eisenhardt & Martin (2000) O’Connor & Roos (2006)
	L. Resource Deployment Principles	Peppard & Rylander (2001)
Intensive 3 Day 5	M. Designing an IC Navigator	Roos, Pike & Fernstrom (2005) Ch 3.
	N. Constructing an IC Navigator	Roos, Pike & Fernstrom (2005) Ch 3.
	O. Managing Strategic Design	Team presentations
	P. Wrap-up and Review

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

#	Assessment	Length	Weighting	Due Date	Learning Outcomes
1	The entrepreneur and strategic learning (Individual Assignment)	1500 words	20%	See MyUni	1
2	Internal analysis of growth firms(Team Assignment)	3500 words	30%	See MyUni	2, 3
3	Young Firm Growth Case Application (Individual Assignment)	3000 words	50%	See MyUni	4, 5
	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:  The Entrepreneur and Strategic Learning - Individual assessment item
Weighting: 20%
Submission Details: Online through MyUni

Task:
“Learning from failure is the key to entrepreneurial success. In this context entrepreneurs have no need to learn strategy or strategic tools but they simply need to start businesses. Experience is the entrepreneur’s classroom.”

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

Scope:
This assignment will assess your understanding of the course topics A to D.

Length and Presentation:
Presentation will be in an essay format which should convince your reader of the merits of your argument. The typical length will be up to a maximum 1,500 words.

Criteria by which your assignment will be marked:
The document should reflect academic standards worthy of a Master level student. The assignment will be assessed on the basis of completeness, presentation and clarity of the arguments and should include clear aims; a well defined rationale; and justifiable research that supports your argument.

The assignment will need to demonstrate appropriate use of references. (Use the Harvard referencing system. Guidelines can be found at http://www.adelaide.edu.au/library/guide/gen/harvard.html).
 



Assessment 2:  Value analysis of growth firms – Team assessment item
Weighting: 30%
Submission Details: Online through MyUni.

Task:
This assignment will require you to work in a team of no more than four and select two firms, each from a different industry sector (for example internet and software) from the 2012 Australian Deloitte Technology Fast 50 report available at: http://www.deloitte.com/view/en_AU/au/industries/tmt/8c44f654033ea310VgnVCM2000003356f70aRCRD.htm 

The team will need to analyse each chosen business and the respective competitive environments to provide:

*  A background and overview of each business and the competitive environments
*  A reasoned determination of the customer value creating logic of each firm
*  An assessment of the critical tangible and intangible resources and capabilities each firm must have to fulfil its determined value creating logic
*  A report that characterises the relative importance of the resource stocks available to each firm (as prescribed by the determined customer value creating logic), the type of advantage the resources/capabilities provide to each firm and the extent to which these resources are defensible in each firms competitive environment
*  A comparative analysis of the strategy that underpins the growth of the two firms that describes how and explains why there should or should not be differences between the business models of the two firms
*  A discussion that synthesises the analysis and concludes how a firm’s industry and competitive environment relates to or influences business model design for competitive advantage.

Scope:
This assignment will assess your understanding of the course topics D to H.

Length and Presentation:
Presentation will be in report format. The typical length will be a maximum of 3500 words plus appendices as deemed
necessary.

Criteria by which your assignment will be marked:
·        The level of detail provided that demonstrates understanding of the key issues and techniques involved in analysing a firm’s value logic and competitive position.
·        Evidence of critical analysis of the issues and concepts.
·        Demonstration of an understanding of; the relative importance of resource stocks, how these stocks relate to the firm’s business model and the extent to which they contribute to competitive advantage.
·        Clarity of expression and good use of language.
·        Logical planning, structure and sequence of presenting your findings.
·        Overall presentation including correct grammar, spelling, punctuation and referencing.




Assessment 3:  Young Firm Growth Case Application – Individual assessment item.
Weighting: 50%
Submission Details: Online through MyUni

Task:
This assessment item is an individual assignment that focuses on the application of the business model design tools presented in this course to the context of a firm’s resource based strategic growth plan. Complemented by your own research, you are required to consider a growth venture proposition using the intellectual capital and resource based strategy perspectives covered in this
course. You are required to:
*  Describe the venture detailing its background, the core business and the entrepreneur’s aspirations for the venture
*  Define an appropriate customer value logic for the venture
*  Design and document the intellectual capital resources required to ground the growth proposition for the venture
*  Articulate the intellectual capital resources currently available to the venture and those that are yet to be acquired
*  Using resource based theory, assess the potential competitive advantage position of the venture and recommend an intellectual capital resource based strategy that will enhance the chance of success of the venture
*  Develop a set of principles that will guide the entrepreneur in managing the acquisition and growth of key intellectual capital resources to form the basis of a three year plan
*  Propose a long term resource based strategy for the venture describing the growth of core assets that will be critical for the venture to maintain a unique proposition and competitive advantage in preparation for acquisition.

Scope:
This assignment will assess your understanding of the course topics I to P.

Length and Presentation:
Presentation will be in report format. The typical length will be a maximum of 3000 words plus appendices as deemed
necessary.

Criteria by which your assignment will be marked:
The report will be judged on its structure, presentation, content, integration and synthesis of course materials. Please note that the academic assessment can only make judgement on the educational validity and not the actual business or project strategy. The mark will reflect your learning and will not be an indicator of the merit of the strategy.

The standards by which the assignment will be assessed include:
The level of detail provided that demonstrates understanding of the key issues and techniques involved in developing a new firm’s value logic and competitive position.
·        Evidence of critical analysis of the issues and concepts.
·        Demonstration of an understanding of; the relative importance of resource stocks, how these stocks relate to the firm’s competitive position and the extent to which they contribute to competitive advantage.
·        Clear articulation of a set of guiding principles for the entrepreneur that support the development of the proposed competitive position and advantage.
·        The extent to which the entrepreneur’s exit strategy has integrity and legitimacy with the proposed strategic position and advantage.
·        Clarity of expression and good use of language.
·        Logical planning, structure and sequence of presenting your findings.
·        Overall presentation including correct grammar, spelling, punctuation and referencing.

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.