Introductory description

The module aims to develop an understanding of entrepreneurs and the firms they create and manage. Entrepreneurship is not only about new ventures or 'small' business or 'early-stage' business, nor even exclusively about for-profit business. Rather, it is a method of creative problem solving in business and a logic for taking action in a variety of settings where business can make a positive difference.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The entrepreneurial process and mindset
The entrepreneurial team and beyond
Opportunity identification and design thinking
The business model
New venture growth

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate a rigorous theoretical underpinning and understanding of the nature, role and activities of entrepreneurs (and entrepreneurial teams) and their ventures
• Demonstrate an understanding of the entrepreneurial process and within that explore issues relating to opportunity identification and exploitation
• Demonstrate an understanding of the new venture creation process including opportunity identification and definition, business modelling, finance and developing growth and exit strategies
• Demonstrate understanding into the features of an entrepreneurial mindset
• Think critically about the entrepreneurial process
• Demonstrate developed diagnostic, analytical and problem-solving skills

Indicative reading list

Depending on the versions of the module, the textbooks provided are:
Barringer, B.R. and Ireland, R.D. (2016) Entrepreneurship: Successfully Launching New Ventures Harlow: Pearson
Neck, H. M., Neck, C. P., & Murray, E. L. (2020). Entrepreneurship: The practice and mindset. Sage publications.
Further supporting texts include:
The readings in this module are divided into pre-readings, essential readings and further readings.
Completing as much of the pre-reading and essential reading as possible before you attend will provide you with a wider understanding of the topics to be discussed during the module and therefore enhance your contribution to the class.
However, we understand that many of you will find it difficult to complete all of the reading due to other commitments, so have classified the readings as follows:
Pre-readings are included in the online materials; you should read these in advance of the session to which they relate. Unless specified, you should treat ALL case studies as required pre-reading.
Essential readings are also included in the online materials. In order to complete the module and the assignment successfully you should complete this reading when you have time, either during or after the module.
Further readings are intended for those who may wish to widen and deepen their understanding of particular issues now or in the future. You will have to use your own library skills to obtain these.
In addition, we have listed a range of Practitioner resources, which are largely web-based. These resources should be used to complement the readings above. Please do not feel as though you need to consult all of these resources.
Rauch, A. and Frese, M. (2007)
'Born to be an Entrepreneur? Revisiting the Personality Approach to Entrepreneurship' in Baum, R.J.; Frese, M. and Baron, R. (eds) The Psychology of Entrepreneurship London: Lawrence Erlbaum Associates
Sarasvathy, S. (2001)
'Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency'
Academy of Management Review, 26, 2, pp. 243-63
Baron, R. and Shane, S. (2008)
'Assembling the Team: Acquiring and Utilizing Essential Human Capital' in Entrepreneurship: A Process Perspective International Edition Mason, Ohio: South Western
Baron, R. (2006)
'Opportunity Recognition as Pattern Recognition: How Entrepreneurs "Connect the Dots" to Identify New Business Opportunities'
Academy of Management Perspectives, 20, pp. 104-19
Davidsson, P. (2012)
'The Entrepreneurial Process'
in Carter, S. and Jones-Evans, D. (eds)
Enterprise and Small Business: Principles, Practice and Policy (3rd edn)
London: Prentice Hall
Please click on 'Connect to Dawson e-book'. Scroll down to 'Table of Contents', click on 'The entrepreneurial process', then navigate through to Chapter 6
Johnson, M.W.; Christensen, C.M. and Kagermann, H. (2008)
'Reinventing Your Business Model'
Harvard Business Review, 86, 12. pp. 50-9 Go to this link and search for: AN 35386627
McGrath, R.G. (2010)
'Business Models: A Discovery Driven Approach' Long Range Planning, 43, 2-3, pp. 247-6 1
McGrath, R.G. (2011)
'When Your Business Model is in Trouble' Harvard Business Review, 89, 1/2, pp. 96-8 Go to this link and search for: AN 56699606
Magretta, J. (2002)
'Why Business Models Matter'
Harvard Business Review, 80, 5, pp. 86-9 2 Go to this link and search for: AN 6623782
De Clerq, D.; Fried, V.; Lehtonen, O. and Sapienza, H. (2006) 'An entrepreneur's guide to the venture capital galaxy' Academy of Management Perspectives, August, pp. 90-112
Hamm, J. (2002)
'Why entrepreneurs Don't Scale'
Harvard Business Review, 80, 12, pp. 110-15 Please click here and search for: AN 8587423
Wasserman, N. (2008) 'The Founder's Dilemma'
Harvard Business Review, 86, 2, pp. 10-9
Please click here and search for: AN 28534326
Practitioner Resources will also be offered

Subject specific skills

Demonstrate enhanced research skills and the ability to effectively search, gather and utilize information and knowledge

Transferable skills

Demonstrate developed written and business presentation skills
Demonstrate improved time management skills as well as the ability to prioritize tasks effectively