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Innovation and Entrepreneurship Basics (IE)

Innovation and Entrepreneurship Basics (IE)

En pratique :

Langue principale : Anglais
Nombre de crédits européens : 5

Description du contenu de l'enseignement

This course is an integrative course on the basics of entrepreneurship and innovation management. The course focuses on the in-depth understanding of the concepts and vocabulary in the areas of innovation processes, strategy and technology-based entrepreneurship, marketing and markets, organization and project management, new product and process development, entrepreneurial finance and human resource development.

Innovation

  • Invention, Innovation Knowlege Management: what are we talking about?
  • Managing Network and capability to innovate: what we have learned from social networks.
  • Innovation management: what next issues need to be more studied?

Strategic Management

  • Opportunity analysis
  • Competition analysis
  • Competitive strategy
  • Business model: elements and definitions

Entrepreneurial finance
Business planning: financial forecasting/budgeting, basics of accouting

  • Financial forecast/budget build up:
      Concepts: of investment, working capital, incomes, expenses, assets, liabilities, debt, equity
  • Financial business planning: building financial forecasts with Excel sheets
  • Financial statements: balance sheet, income and cash flow statements
  • Financial evaluation of a business plan: profitability, key measurements / ratios
  • Determine the financing needs: how much money is needed? When?
  • Business development: financing growth

    • Funding sources and roles (banks, BAs, VCs, public actors), stakeholders viewpoints (VC portfolio manager vs founder viewpoints)
    • How funding should be structured ? (debt, equity, sources)
    • How much equity money can and should be raised? When?
    • What is a reasonable company valuation? (basics of financial valuation, valuation and business maturity/uncertainty, DCF and limits)
    • Growth and fund raising lifecycle

    Management and Organizational Structure

    • Piloting an organization and its structuring processes
    • Team management
    • Organizational structures
    • Leadership and management

    Essentials of marketing in innovations and high-technology products

    • Understanding customers and conducting market research in high-tech environments
    • Defining a marketing strategy for high-tech products
    • Designing a marketing mix programme for high-tech products

    Compétences à acquérir

    After completion of this module, the students should be able to demonstrate ability to:

    • Have an understanding of the general process and roles involved in developing an idea and starting up a new technology-based company
    • Systematically explore customers and markets
    • Have an understanding and the ability to systematically explore business organization and projects
    • Have an understanding and the ability to systematically explore basic product and process development
    • Have an understanding and the ability to systematically explore basic entrepreneurial finance
    • Have an understanding and ability to link the financial value of a venture with the societal values and the sustainability issues that are raised
    • Have an understanding and the ability to systematically explore the important elements in managing companies and developing its human resources

    Modalités d’organisation et de suivi

    This course is based on introductory lectures complemented with individual and group assignments (case studies) on key topics.


    Bibliographie, lectures recommandées

    Innovation

    • Garcia, R., & Calantone, R. 2002. A critical look at technological innovation typology and innovativeness terminology: a literature review. Journal of Product Innovation Management, 19(2): 110-132.
    • Kijkuit, B., & van den Ende, J. 2007. The Organizational Life of an Idea: Integrating Social Network, Creativity and Decision-Making Perspectives. Journal of Management Studies, 44(6): 863-882.
    • Moran, P. 2005. Structural vs Relational Embeddedness : Social Capital and Managerial Performance. Strategic Management Journal, 26: 1129-1151.
    • Teece, D. J. 2007. Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13): 1319-1350.
    • Zi-Lin, H., & Poh-Kam, W. 2004. Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15(4): 481-494.

    Strategic Management

    • Business Model Generation , 2010, Alex Osterwalder & Yves Pigneur;
    • Competitive Strategy , 1980, Michael E. Porter
    • Exploring Corporate Strategy , 2005, G. Johnson, K. Scholes, R. Whittington
    • Strategy Safari , 1998, H. Mintzberg, B. Ahlstrand and J. Lampel
    • Contemporary Strategy Analysis , 2010, Robert M. Grant
    • New Business Models for the Knowledge Economy , 2007, W. Jansen, W. Steenbakkers, H. Jägers

    Introduction to Corporate Finance

    • Essentials of Financial Analysis . George T. Friedlob, Lydia L. F. Schleifer. ISBN: 978-0-471-43264-7
    • Financial Analysis. A Controller's Guide , Second Edition by Steven Bragg (Hardcover) Date de parution: 01-2007
    • Corporate Finance , by Vernimmen 2011

    Management and Organizational Structure

    • Askehave I. (2010), “Communicating leadership : a discourse analytical perspective of the job advertisement”, Journal of Business Communication, Vol. 47, No 3, p. 313-345
    • Brown M.E., Mitchell M.S. (2010), “Ethical and unethical leadership : exploring new avenues for future research”, Business Ethics Quarterly, Vol. 20, p. 583-616
    • DeRue D.S., Ashford S.J. (2010), “Who will lead and who will follow ? A social process of leadership identity construction in organizations?”, Academy of Management Review, Vol. 35, No 4, p. 627-647
    • Petriglieri G. (2010), “Identity workspaces for leadership development”, Working Paper, INSEAD
    • Rubin R.S., Dierdoff E.C., Brown M.E. (2010), “Do ethical leaders get ahead ? Exploring ethical leadership and promotability”, Business Ethics Quarterly, Vol. 20, p. 215-236
    • Weick, K., E. (1969), The Social Psychology of Organizing, Addison Westley.
    • Weick, K., E. (1995), Sensemaking in Organizations, Sage Publications.
    • Weick, K. E. (2001), Making sense of the organization, Blackwell Publishing.

    Essentials of marketing in innovations and high-technology products

    • Mohr J., Sengupta S., Slater S. (2010), Marketing of High- Technology Products and Innovations, Prentice Hall.
    • Moore G. (2002), Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers? Harper Paperback.