Report

1 - Written assignment (including essay) - 100

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<ul><li>Independent versus corporate entrepreneurship </li><li>Strategic imperatives driving corporate entrepreneurship </li><li>Organisational challenges in corporate entrepreneurship  </li><li>Variety of corporate entrepreneurship models (internal-external, focused-dispersed) </li><li>Creating organisations conducive to entrepreneurship </li><li>Sustaining corporate entrepreneurship in organisations  </li><li>Sustainable corporate entrepreneurship. </li></ul>

Feedback is provided in a number of ways throughout your module. This includes feedback you receive during teaching from both peers and lecturers and that provided for formative assessment. Following an assessment, you will be given your marks and feedback in line with the assessment regulations and policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. <a href='https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations'>https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations</a>

This module will support the development of all the graduate attributes. Your module leader will provide you with information about how your learning, teaching and assessment activities support your development of these attributes. The graduate attributes are: - Always learning - Engaged in the world - Technical and digital - Connected Professional - Creating Impact

Self-directed - 

Directed Asynchronous - 

In-Person - 

Academy of Management Perspectives, 27(4): 324-338.

Organizational ambidexterity: Past, present, and future.

Business Strategy and the Environment, 26(4): 521-535.

Sustainable corporate entrepreneurship: Performance and strategies toward innovation. 

Corporate venturing.

Journal of Business Venturing, 34(5): 105886.

Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators 

 Corporate Entrepreneurship and Innovation

Managing internal corporate venturing cycles.

What is disruptive innovation?

Corporate Entrepreneurship and Innovation: Entrepreneurial Development Within Organizations 

SMM296 - Corporate Entrepreneurship

SMM296-PRD3-PER-ALV1

This module will include: lectures, case analysis, readings, a business simulation and presentations from guest speakers.

Contact hours are designed to be flexible and are delivered using a variety of methods to help you learn in the most effective way. A proportion of the core content may be delivered online and additional support materials and content will also be made available through Moodle.

Corporate Entrepreneurship

Apply relevant theories, frameworks and models as well as empirical evidence to the management of corporate venturing processes.  

Knowledge

Take account of the moral and ethical implications of leading entrepreneurial initiatives in corporations, particularly in respect of environmental sustainability and the needs of diverse stakeholders inside and outside the corporation. 

Values and attitudes

Identify key points of divergence and convergence between entrepreneurship in independent and corporate settings. 

On the basis of your diagnosis, present workable solutions drawn from models and frameworks covered in the module. 

Skills

Appreciate the importance of thinking strategically and sustainably about the role of corporate entrepreneurship in firm performance.

Critically appraise the role of corporate entrepreneurship to a firm’s strategy and performance. 

Assess the various modalities through which a corporation might engage in entrepreneurship, and critically evaluate the advantages and disadvantages of each.   

Be open-minded about the ability of people in established corporations to solve problems in creative, innovative and responsible ways. 

Demonstrate a theoretically-grounded grasp of key organisational challenges to the emergence, longevity and success of entrepreneurship in established companies. 

Demonstrate the application of relevant theories, frameworks and models to developing an organisational environment conducive to entrepreneurship.  

Apply critical thinking skills to diagnose the status of entrepreneurship in an established firm.  

Recognise the importance of behaviours and mindsets in both enabling and constraining entrepreneurship in established companies. 