Course syllabus

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Course PM Business Creation Lab 2024

Technology-based Entrepreneurship CIP018

Course is offered by the department of Technology Management and Economics

Contact details

  • Examiners: 
    Tomas Karlsson (CIP018), tomas.karlsson@chalmers.se

    Course Leader: 
    Tomas Karlsson, Associate professor, Business planning, Entrepreneurship education, entrepreneurial networks. tomas.karlsson@chalmers.se  

    Course Assistant: 
    Vacant: TBD 

    Course Administrator: 
    Carina Jogevik: carina.jogevik@chalmers.se
     

    Lecturers (not mentioned above): 
    •    Anders Isaksson, Chalmers, associate professor Entrepreneurial finance, anders.isaksson@chalmers.se
    •    Karen Williams Middleton: Chalmers, associate professor, New venture teams, karen.williams@chalmers.se
    •    André Kelkkanen: PhD Physics, innovation advisor, entrepreneur, CEO OptiGOT, kelkkanen@gmail.com
    •    Per Hulthén: Chalmers, PhD student, venture capital, per.hulthen@chalmers.se
    •    Christoffer Hermansson, Lecturer in Law, Legal expert, GU, Christoffer.hermansson@law.gu.se

    •    Gunnar Fernström, Innovationskapital, Senior investor, Guest lecturer. gunnar.fernstrom@innkap.se'
  • And potentially others

Course Aim and Fit in the Business Creation Lab

The purpose of the course is for students to gain perspectives, apply tools, and develop skills around sustainable technology-based entrepreneurship. Students acquire entrepreneurial learning through a simulated process of forming a new venture, based on high-tech inventions.

The course both precedes and succeeds, Intellectual Property Strategies (IPS) and Design of Technological Innovations and Markets (DTIM). It introduces students to the general area of entrepreneurship, and entrepreneurship education, as well as lets students show their application of skills and knowledge developed in Intellectual Property Strategies (IPS) and Design of Technological Innovations and Markets (DTIM), in entrepreneurial practice.

Schedule

TimeEdit

Week 1 and 2

Literature seminar 1: Entrepreneurship

  • Neck, H. M., & Greene, P. G. (2011). Entrepreneurship education: known worlds and new frontiers. Journal of Small Business Management, 49(1), 55-70.
  • Sarasvathy, S. D. (2001). What makes entrepreneurs entrepreneurial?.
  • Solymossy, E., & Masters, J. K. (2002). Ethics through an entrepreneurial lens: theory and observation. Journal of Business Ethics, 38(3), 227-240.

Optional readings

Portfolio

The portfolio readings are not compulsory, but it gives you a background to this form of examination. It might be the first time you come across it, and the articles provide more information about the pedagogical background for using this form of examination (in this form of education).

 

  • Biggs, J. (1999). What the student does: Teaching for enhanced learning. Higher education research & development, 18(1), 57-75.
  • Zubizarreta, J. (2009). The learning portfolio: Reflective practice for improving student learning. John Wiley & Sons.

Introduction to entrepreneurship and entrepreneurial learning

  • McMullen, J. S., & Shepherd, D. A. (2006). Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur. Academy of Management review, 31(1), 132-152.
  • Davidsson, P., Recker, J., & von Briel, F. (2021). COVID-19 as External Enabler of entrepreneurship practice and research. BRQ Business Research Quarterly, 23409444211008902. (https://www.youtube.com/watch?v=EM23U3s95fQ&feature=youtu.be (ca 30:30 to 38:20)
  • Shams, L., & Seitz, A. R. (2008). Benefits of multisensory learning. Trends in cognitive sciences, 12(11), 411-417.
  • Kolb, A. Y., & Kolb, D. A. (2005). Learning styles and learning spaces: Enhancing experiential learning in higher education. Academy of management learning & education, 4(2), 193-212.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Chapters 1 and 2

Start-up challenge

  • Shepherd, D. A. (2003). Learning from business failure: Propositions of grief recovery for the self-employed. Academy of management Review, 28(2), 318-328.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Page 40-49; 105-109

Venture finance

  • Kirilenko, A. A. (2001). Valuation and control in venture finance. The Journal of Finance, 56(2), 565-587.
  • Mollick, E. (2014). The dynamics of crowdfunding: An exploratory study. Journal of business venturing, 29(1), 1-16.
  • Bruns, V., Holland, D. V., Shepherd, D. A., & Wiklund, J. (2008). The role of human capital in loan officers’ decision policies. Entrepreneurship Theory and Practice, 32(3), 485-506.
  • Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Chapter 10

Week 3:

Literature seminar 2: Teams

  • Klotz, A. C., Hmieleski, K. M., Bradley, B. H., & Busenitz, L. W. (2014). New venture teams: A review of the literature and roadmap for future research. Journal of management, 40(1), 226-255.
  • Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative science quarterly, 256-282
  • .Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S., & Alliger, G. M. (2015). Team role experience and orientation: A measure and tests of construct validity. Group & Organization Management, 40(1), 6-34.

 

Teams

Knight, A. P., Greer, L. L., & De Jong, B. (2020). Start-up teams: A multidimensional conceptualization, integrative review of past research, and future research agenda. Academy of Management Annals, 14(1), 231-266.

Lazar, M., Miron-Spektor, E., Agarwal, R., Erez, M., Goldfarb, B., & Chen, G. (2020). Entrepreneurial team formation. Academy of Management Annals, 14(1), 29-59.

Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2012). Shared authentic leadership and new venture performance. Journal of Management, 38(5), 1476-1499.

Mathieu, J. E., Tannenbaum, S. I., Kukenberger, M. R., Donsbach, J. S., & Alliger, G. M. (2015). Team role experience and orientation: A measure and tests of construct validity. Group & Organization Management, 40(1), 6-34.

 

Optional team readings

  • Kozlowski, Steve WJ, and Bradford S. Bell. "Work groups and teams in organizations: Review update." (2013).
  • Bradley, Bret H., et al. "Reaping the benefits of task conflict in teams: the critical role of team psychological safety climate." Journal of Applied Psychology 97.1 (2012): 151.
  • Johnson, Alan R., et al. "Social influence interpretation of interpersonal processes and team performance over time using Bayesian model selection." Journal of Management 41.2 (2015): 574-606.
  • Dietz, Graham, and Deanne N. Den Hartog. "Measuring trust inside organisations." Personnel review 35.5 (2006): 557-588.
  • Goel, Sanjay, and Ranjan Karri. "Entrepreneurs, Effectual Logic, and Over‐Trust." Entrepreneurship theory and practice 30.4 (2006): 477-493.
  • Response: Sarasvathy, Saras, and Nicholas Dew. "Effectuation and Over‐Trust: Debating Goel and Karri." Entrepreneurship Theory and Practice 32.4 (2008): 727-737.
  • Gupta, Vipin, Ian C. MacMillan, and Gita Surie. "Entrepreneurial leadership: developing and measuring a cross-cultural construct." Journal of business venturing 19.2 (2004): 241-260.
  • Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & Organization Studies 2.4 (1977): 419-427.
  • Gersick, Connie JG. "Time and transition in work teams: Toward a new model of group development." Academy of Management journal 31.1 (1988): 9-41.
  • Wheelan, Susan A., Barbara Davidson, and Felice Tilin. "Group development across time: Reality or illusion?." Small group research 34.2 (2003): 223-245.
  • Morgeson, Frederick P., D. Scott DeRue, and Elizabeth P. Karam. "Leadership in teams: A functional approach to understanding leadership structures and processes." Journal of management 36.1 (2010): 5-39.

 

Week 4:

Literature seminar 3: Creativity

 

Ideation, and IP constraints

  • Mandel, G. N. (2011). To promote the creative process: Intellectual property law and the psychology of creativity.
  • Nijstad, B. A., De Dreu, C. K., Rietzschel, E. F., & Baas, M. (2010). The dual pathway to creativity model: Creative ideation as a function of flexibility and persistence. European Review of Social Psychology, 21(1), 34-77.
  • Rosso, B. D. (2014). Creativity and constraints: Exploring the role of constraints in the creative processes of research and development teams. Organization Studies, 35(4), 551-585.
  • Park, S., & Seung, E. (2008). Creativity in the science classroom. The Science Teacher, 75(6), 45.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Chapter 4, 5

From the 22nd of September until 27th of November there is a break from this course (TBE) and you will have the courses Intellectual Property Strategies (IPS) and
Design of Technological Innovations and Markets (DTIM).

 

After the break for IPS and DTIM, we start TBE again with: Week 5

Rhetoric

  • Clarke, J., & Cornelissen, J. (2011). Language, communication, and socially situated cognition in entrepreneurship. Academy of Management Review, 36(4), 776-778.
  • Braet, A. C. (1992). Ethos, pathos and logos in Aristotle's Rhetoric: A re-examination. Argumentation, 6(3), 307-320.
  • Clark, C. (2008). The impact of entrepreneurs' oral ‘pitch’presentation skills on business angels' initial screening investment decisions. Venture Capital, 10(3), 257-279.
  • Parhankangas, A., & Ehrlich, M. (2014). How entrepreneurs seduce business angels: An impression management approach. Journal of Business Venturing, 29(4), 543-564.
  • Clingingsmith, D., & Shane, S. (2018). Training aspiring entrepreneurs to pitch experienced investors: Evidence from a field experiment in the United States. Management Science, 64(11), 5164-5179.

Week 6:

Business Plans

  • Brinckmann, J., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of business Venturing, 25(1), 24-40.
  • Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic management journal, 24(12), 1165-1185.
  • Karlsson, T., & Honig, B. (2009). Judging a business by its cover: An institutional perspective on new ventures and the business plan. Journal of Business Venturing, 24(1), 27-45.
  • Mason, C., & Stark, M. (2004). What do investors look for in a business plan? A comparison of the investment criteria of bankers, venture capitalists and business angels. International small business journal, 22(3), 227-248.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Chapter 7-12 (cursory)

Optional readings

Ø  Kaplan, S. N., Sensoy, B. A., & Strömberg, P. (2009). Should investors bet on the jockey or the horse? Evidence from the evolution of firms from early business plans to public companies. The Journal of Finance, 64(1), 75-115.

Ø  Kirsch, D., Goldfarb, B., & Gera, A. (2009). Form or substance: the role of business plans in venture capital decision making. Strategic Management Journal, 30(5), 487-515.

https://en.wikipedia.org/wiki/Business_Model_Canvas

Optional readings

  • Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin.

Week 7:

Negotiation

  • Bottom, W. P., Holloway, J., Miller, G. J., Mislin, A., & Whitford, A. (2006). Building a pathway to cooperation: Negotiation and social exchange between principal and agent. Administrative Science Quarterly, 51(1), 29-58.
  • Thompson, L. L. (1991). Information exchange in negotiation. Journal of Experimental Social Psychology, 27(2), 161-179.
  • Hisrich, Peters and Shepherd (2013) Entrepreneurship, International student edition (ninth edition), McGraw-Hill. Chapter 6, 9, 12 (cursory)
  • Contracts
  • Sahlman, W. A. (1990). The structure and governance of venture-capital organizations. Journal of financial economics, 27(2), 473-521.

Week 7 and 8:

From January 2nd to January 12 there is dedicated time for writing your individual portfolio. 

Course design

Description of the course's learning activities; how they are implemented and how they are connected. This is the student's guide to navigating the course. Do not forget to give the student advice on how to learn as much as possible based on the pedagogy you have chosen. Often, you may need to emphasize concrete things like how often they should enter the learning space on the learning platform, how different issues are shared between supervisors, etc.

Provide a plan for

  • lectures
  • exervises
  • laboratory work
  • projects
  • supervision
  • feedback
  • seminars

Should contain a description of how the digital tools (Canvas and others) should be used and how they are organized, as well as how communication between teachers and students takes place (Canvas, e-mail, other).

Do not forget to describe any resources that students need to use, such as lab equipment, studios, workshops, physical or digital materials.

You should be clear how missed deadlines and revisions are handled.

Changes made since the last occasion

A summary of changes made since the last occasion.

Learning objectives and syllabus

Learning objectives:

1.    describe, apply and reflect on the knowledge associated with the main course themes, and to be able to relate it to relevant theory, ethics and sustainable development.
2.    apply knowledge of teamwork around a technology-based innovation and translate it to create effective projects.
3.    initiate and create entrepreneurial ideas, and use various tools for developing ideas, pitches, and business development.
4.    create commercialization strategies for technical ideas and an ability to communicate those ideas verbally and in writing to various actors.
5.    negotiate issues related to technical ideas and demonstrate skills in preparations, actual negotiations and reflective elements.
6.    understand and make use of legal tools relevant for new technology-based businesses.
7.    reflect on the knowledge, attitudes and experiences that are involved in each of the themes in the course and relate it to the relevant theory, ethics and sustainable development.

Link to the syllabus on Studieportalen.

Study plan

If the course is a joint course (Chalmers and Göteborgs Universitet) you should link to both syllabus (Chalmers and Göteborgs Universitet).

Examination form

Description of how the examination – written examinations and other – is executed and assessed.

Include:

  • what components are included, the purpose of these, and how they contribute to the learning objectives
  • how compulsory and/or voluntary components contribute to the final grade
  • grading limits and any other requirements for all forms of examination in order to pass the course (compulsory components)
  • examination form, e.g. if the examination is conducted as a digital examination
  • time and place of examination, both written exams and other exams such as project presentations
  • aids permitted during examinations, as well as which markings, indexes and notes in aids are permitted

Do not forget to be extra clear with project assignments; what is the problem, what should be done, what is the expected result, and how should this result be reported. Details such as templates for project reports, what happens at missed deadlines etc. are extra important to include.

Course summary:

Date Details Due