Strategic Management and Entrepreneurship - Interactive curriculae of TU Ilmenau

Prof. Dr. Bach

Dieses Modul enthält mindestens eine alternative semesterbegleitende Abschlussleistung. Bitte beachten Sie, dass diese in der Regel schon zu Beginn des Semesters, in dem diese angeboten wird, angemeldet werden muss.
Über die Details und Zeiträume dazu werden Sie vom Lehrenden und/oder dem Prüfungsamt informiert. Fragen Sie gegebenenfalls unbedingt beim Lehrenden nach.

This module contains at least one alternative exam part. Please note that this must usually be registered at the beginning of the semester in which it is offered.
The lecturer and/or the examination office will inform you about the details and time periods. If necessary, be sure to ask the lecturer.

Bachelor Module "Unternehmensführung"  or equivalent knowledge from a bachelor degree in Business Studies or Management.

The learning results of this unit are as follows:
1) Knowledge and understanding
Both disciplines Strategic Management and Entrepreneurship are young disciplines. The former is largely theory driven, while the latter is phenomenon driven and experiential. In this module, we make the attempt to contrast them, but we also try to show how they are complimentary. As a result students have imparted a general understanding of Strategic Management and Entrepreneurship and have gained 'up to date' knowledge on selected challenges within both disciplines.
2) Intellectual skills
Students are anabled to think critically and to be creative: manage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise. This includes the capability to identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately.
3) Professional practical skills
Students have effective performance skills within team environments and have the ability to recognise and utilise individuals' contributions in group processes and to negotiate and persuade or influence others. They have knowledge in team selection, delegation, development and management.
4) Transferable (key) skills
Students have developed effective two-way communication: listening, effective oral and written communication of complex ideas and arguments, using a range of media, including the preparation of business reports
Students possess highly personal effectiveness: critical self-awareness, self-reflection and self-management; time management; sensitivity to diversity in people and different situations and the ability to continue to learn through reflection on practice and experience

Unit outline:

I What is Strategy?

• Origins of Strategy
• Goals and Tasks of Strategic Management
• Strategic Management as an Academic Discipline

II Why do some firms outperform others?

• Historicity and and the Resourced-based View
• Strategizing and Positioning in the Marked-based View
• Economizing is more important than Strategizing in TCE

III Entrepreneurship and Economic Growth

• Entrepreneurship and Innovation
• Entrepreneurs and Opportunities
• Entrepreneurship Process

IV Dynamic Perspectives on Strategy

• Timing and Dynamic Capabilities
• Upper Echelons Perspective: What makes managers take decisions?
• Strategy as Practice: Taking Social Practices Seriously

V Ecoystems as the new Unit of Analysis ion Strategic Management

• Of Architectures, Industry, and Organizational Advantage
• Towards a Theory of Ecosystems
• A Structural Perspective on Ecosystems

Board, PowerPoint-Slides, Literature/journal articles, e-learning-platform moodle

Depending on regulations or special circumstances such as illness of the lecturer teaching may be switched to web-based teaching.

For web-based teaching the following equipment is required:

• Camera for video (720p/HD),
• Microphon,
• Internet access (recommended: 4 MBit/s),
• Device that can run the Webex application.
• Webex (browser based or app)

Further recommendations can be found under the following link: https://intranet.tu-ilmenau.de/site/vpsl-pand/SitePages/Handreichungen_Arbeitshilfen.aspx

Alvarez, Sharon A., and Lowell W. Busenitz. "The entrepreneurship of resource-based theory." Journal of Management 27.6 (2001): 755-775.

Amit, R. & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review 53(3), 41-49.

Baker, Ted, and Reed E. Nelson. "Creating something from nothing: Resource construction through entrepreneurial bricolage." Administrative Science Quarterly 50.3 (2005): 329-366.

Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10), 1231-1241.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.

Burgelman, Robert A. "Corporate entrepreneurship and strategic management: Insights from a process study." Management Science 29.12 (1983): 1349-1364.

Conner, Kathleen R. "A historical comparison of resource-based theory and five schools of thought within industrial organization economics: do we have a new theory of the firm?" Journal of Management 17.1 (1991): 121-154.

Foss, Kirsten, and Nicolai J. Foss. "Resources and transaction costs: how property rights economics furthers the resource-based view." Strategic Management Journal 26.6 (2005): 541-553.

Gartner, W. B. (1985). A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review, 10(4), 696-706.

Greve, Arent, and Janet W. Salaff. "Social networks and entrepreneurship." Entrepreneurship Theory and Practice 28.1 (2003): 1-22.

Ireland, R. Duane, Michael A. Hitt, and David G. Sirmon. "A model of strategic entrepreneurship: The construct and its dimensions." Journal of Management 29.6 (2003): 963-989.

Lounsbury, Michael, and Mary Ann Glynn. "Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources." Strategic Management Journal 22.6-7 (2001): 545-564.

Osterwalder, Alexander; Pigneur, Yves (2010): Business Model Generation. A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Online: : http://businessmodelgeneration.com/canvas/bmc

Oviatt, Benjamin M., and Patricia P. McDougall. "Defining international entrepreneurship and modeling the speed of internationalization." Entrepreneurship Theory and Practice 29.5 (2005): 537-554.

Milgrom, P. & Roberts, J. (1992): Economics, Organization and Management. Chapter 5: Bounded rationality and private information.

Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), 179-191.

Porter, M. E. (1979). How competitive forces shape strategy. (pp. 21-38). Harvard Business Review, 21-38.

Porter, Michael E. "The contributions of industrial organization to strategic management." Academy of Management Review 6.4 (1981): 609-620.

Sarasvathy, Saras D. "Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency." Academy of Management Review 26.2 (2001): 243-263. Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.

Tirole, Jean. "Cognition and incomplete contracts." The American Economic Review 99.1 (2009): 265-294.

Venkataraman, S., Sarasvathy, S. D., Dew, N., & Forster, W. R. (2012). Reflections on the 2010 AMR decade award: Whither the promise? Moving forward with entrepreneurship as a science of the artificial. Academy of Management Review, 37(1), 21-33.

Additional reading material will be provided in moodle and during class!