Government of the Russian Federation
Saint Petersburg State University
Graduate School of Management
WORKING PROGRAM
OF AN ACADEMIC DISCIPLINE
Entrepreneurship, Organizational Change and Open Innovation
Предпринимательство, организационные изменения и открытые
инновации
Study language English
Workload 6 credits
Working program registration number:
Faculty or other
Approval year
Index number or
structural
code
cipher
department code
/
/
Saint Petersburg – 2012
Part 1. Characteristics, structure and content of academic studies
1.1.
2.
Goals and results of academic studies.
The aim of the International Summer School is to provide students with an insight of the
most relevant topics when trying to develop new business ideas, as well as a profound
understanding of the opportunities and challenges managers face in context of
entrepreneurial decision making processes, and/or change management. We will integrate
perspectives of international companies operating in both developed and developing
markets.
1.2. Requirements to a student`s preparedness for mastering the content of
academic studies (prerequisites)
Strategic Management
1.3. The list of competences developed (study results).
Competence
code
GC-1
GC-2
Competence description
Competences in the field of general culture (GC)
Ability to increase own cultural and intelligence level
GC-5
Ability to use the knowledge of modern science and education discoveries for solving educational
and professional problems
Ability to work with professional texts in English and Russian
GC-6
Ability to make organizational and managerial decisions and evaluate their consequences
PC-1
Professional competences (PC)
Ability to manage organizations, departments, teams, projects and networks
PC-4
PC-1.4
Ability to develop programs for organizational development and changes and ensure their
implementation
Ability to depelop programs of organizational development of emerging Russian and international
companies
1.4. Knowledge, skills and acquirements got by a student.
Through participating in the seminar the students will:
 learn to understand the basic approaches in entrepreneurship in various business contexts,
how to create an entrepreneurial business, enrich business ideas and negotiate with
professional investors;
 gain a better understanding of innovation strategies and decision making processes in
new business development;
 understand contemporary theories and approaches to change management, learning the
main sources of the resistance to change and tools to manage that resistance
 validate and enrich the knowledge gained in a real-life group project.
1.5. The list and volume of active and interactive forms of academic studies.
The course integrates various teaching methods such as theory lectures, case studies, discussions,
and a real-life group project with a multinational company. Substantial classroom discussion is
encouraged and expected. All students are required to work on the group project during the
course.
1.6. Academic studies organization.
1.6.1. Workload, volumes of academic work and fill rate of students
groups
(Workload and academic work volumes distribution is shown along with the
recommended limits of groups fill rate in modules and types of academic work in
the table)
Workload
6
0
101
0
0
29
6
Practical exercises
Lab exercises
Tests
3
4
5
6
7
M2.212
15
27
2
0
0
0
0
3
2
0
Total:
15
27
2
0
0
0
0
3
2
0
Interim attestation
Consulatations
15
Seminars
14
Lectures
Interim attestation
29
Current control
0
Using methodological
materials
0
With presence of teacher
101
Under guidance of teacher
0
13
2
Current control
17
12
1
Colloquia
16
11
Modul
e code
8
9
10
Study forms
Volume of Active and interactive
academic classes forms
Out of class workload,
hours
In-class workload, hours
1.6.2. Types, forms and dates of the current academic progress control
and interim attestation.
(Types, forms and dates of the current academic progress control and
interim attestation are shown in modules within a discipline and in forms of study)
Code of module
Interim attestation
Current control
within a
Types
Dates
Forms
Dates
discipline
Full-time study format
Written
assignments
Group
project
Will be
specified
according to the
schedule of the
classes
Will be
specified
according to the
schedule of the
classes
Written in-class exam
1.7. Structure and content of academic studies
Organizational Change
To be announced later
Faculty: Prof. Galina Shirokova
DESCRIPTION
Three-day session on Organizational Change Management is designed to present to the student a pattern
of contemporary theories and approaches to change management, to explain what are the main sources of
the resistance to change and give them tools to manage that resistance. Within this session, students
discuss opportunities and challenges of Russian entrepreneurial companies and implementing change
management practices in Russian business.
Session 1: Tuesday, September 4
Organizational life cycle
In this session we will learn how to define the stage of organizational life cycle; what are the
main problems of each stage and how to overcome these problems. In particular the main focus
will be on:
- Adizes’ model of organizational lifecycle and main problems at the different stages
- Normal and abnormal problems of organization. How to overcome the problems at the
different stages of organizational life cycle.
- How to rejuvenate the aging company. Corporate governance and OLS.
Cases and videos involving organizational life cycle model will be discussed during the session:
 Video “Go-Go company”, “How to rejuvenate an aging company”
 Case “The Untsiya company: Business development in Russia”.
The session is organized with a mix of lectures, case studies, exercises, videos.
Associated readings and cases:
 Adizes I. Organizational passages – diagnosing and treating lifecycle problems of
organizations. Organizational Dynamics. 8 (1), 1979: 3-25.
Case:
 G. Shirokova, G. Vega. The Untsiya company: Business development in Russia.
Session 2: Wednesday, September 5
Transition from entrepreneurship to professional management
In this session we will learn how to make transition from entrepreneurship to professional
management in entrepreneurial company. In particular the main focus will be on:
- Transition from entrepreneurship to professional management
- Pyramid of organizational development. Stages of organizational growth by E.
Flamholtz.
- Comparison of professional management and entrepreneurial management.
- The ten most common organizational growing pains. Steps of transition to professional
management.
- Management and mismanagement styles. What is a good manager?
Cases and videos involving transition from entrepreneurship to professional management will be
discussed during the session:
 Video “Transition from entrepreneurship to professional management”
 Case “DiPaul, Inc.: Transitioning in Measured Steps». Class discussion.
The session is organized with a mix of lectures, case studies, exercises, videos.
Associated readings and cases:
 Flamholtz E., Hua W. Strategic Organizational Development, Growing Pains and
Corporate Financial Performance: An Empirical Test. European Management Journal.
2002. 20 (5); 527-536.
Case:
 G. Shirokova, T. Kozyreva, G. Vega. DiPaul, Inc.: Transitioning in Measured Steps.
Session 3: Thursday, September 6
Nature of Organizational Change
In this session we will discuss approaches to organizational change and how to make design
choice according to organizational change context. In particular the focus will be on:
- Models of and approaches to organizational change. The change kaleidoscope
- Design choices. Organizational change context. Three change states
- Reasons for resistance to change. How to overcome the resistance to change?
- Lewin’s force field analysis. Theories E and O of change.
Case and videos involving change management models will be discussed during the session:
- Case “Laboratory of Management: The Transfomation of Lubimy Kray
Confectionery Company».
- Video “What does it mean to manage well?”
- Video “How to Manage People through Continuous Change”
The Corporate Entrepreneurship Lab
Faculty
Professor Christopher Lettl, Professor Galina Shirokova, Thomas Funke, Stefan
Perkmann Berger
Introduction and Pre-Works: Monday, September 3
Workshop 1: Friday, September 7
Introduction to the topic of business ethnography
Description:
In the first part of the class students will receive input about business ethnography. In the second
part of the class students have the chance to experience the method business ethnography on the
basis of a field-study.
Session 2: Saturday, September 8
Exploring customer needs related to the topic of intermodality
Description:
Students will go out and will observe and understand customers of public transportation and try
to explore market gaps. Based on the insights gained by students they will develop first business
ideas addressing the identified market gaps.
Assignment Questions:
1. Develop more than 5 different business ideas on how to address the identified customer needs
in the market.
Session 3: Sunday, September 9
Individual coaching and framing of the business ideas
Description:
Students will present their business ideas to the project partner and receive feedback helping
them to select the best ideas to further work on.
Assignment:
1. Prepare a pitch presentation based on the framework of the corporate entrepreneurship lab
(introduced to students in the kick-off session)
Session 4: Monday, September 10
Introduction to the ecosystem analysis – part I: learning from analogies & antilogies
Assignment:
1. Prepare a pitch presentation about the main analogies & antilogies and the learnings for the
respective business idea.
Session 5: Tuesday, September 11
Introduction to the ecosystem analysis – part II: getting an understanding of the market and
strategic positioning on the value chain
Assignment:
1. Prepare a pitch presentation about the main characteristics of the market in which you are
operating and your position on the value chain.
Session 6: Wednesday, September 12
Development of an innovative business model
Assignment:
1. Prepare a pitch presentation about the main fields of your business model. The focus should be
on the customer value proposition and on different revenue models.
Session 7: Thursday, September 13
Learn how to successfully pitch a business idea to investors or promoters.
Assignment:
1. Prepare a pitch presentation for the closing event with the project partner. The pitch
presentation should include the main points of interest for an investor, i.e. customer
problem/need, solution/product, customer benefits, market and business model.
Session 8: Friday, September 14 (Final Presentations)
Teams will make an oral presentation of their projects to the Top Management of the
partner company.
Part 2. Academic discipline support
2.1. Methodological support
2.1.1. In-class work methodological support
Core literature, slides, cases, hand-outs
2.1.2. Out of class work methodological support
Core literature, slides, cases, hand-outs
2.1.3. Methodology for the control of current academic progress, interim
attestation and assessment criteria
After the course students will be assessed based on their:
 Ability to understand the strategic issues related to new business development and
change management.
 Performance in the exam
 Active participation in class
 The quality of the project work and presentation - by quality in this context we mean the
clarity and persuasiveness of each bit of the work.
 Peer review, i.e., ability to work in teams. Students failing to participate in their teams
will lose the mark for that piece of work.
Grading of the Entrepreneurship and Organizational Change course will be divided into two
parts according to two topics:
Assessment
 Kapsch Entrepreneurship Project
 Organizational Change Part
70%
30%
ASSESSMENT of Organizational Change part
The student assessment is composed of the following performance elements:
- Analysis and solutions to the three cases account totally for 30% (3 cases x 10%);
- Final test at the end of the third day accounts for the 70% of the grade.
ASSESSMENT of Kapsch Entrepreneurship Project
The student assessment is composed of the following performance elements:
- In class: 4x pitch-presentations & 4x written reports (pitch-book) = max 60 points (60
%)
- Each submission (pitch-book) = max 15 points (60%)
- Final pitch-presentation & final pitch-book = max 40 points (40%)
Individual up-/and down-grading based on
 Individual In-Class participation
 Peer ratings
At the beginning of the course the students get information concerning the details
of evaluation system. At the last class the students get the final evaluation grade for
work during semester.
If a student misses an assignment because of the illness, he may be allowed to
prepare an additional assignment. If the reason for missing the class is not
appropriate, a student gets 0.
2.1.4. Methodological materials for the current academic progress control
and interim attestation (monitoring and test materials)
To carry out monitoring and interim evaluation are used:
— Handouts prepared by the professor.
— Suggested literature
2.2. Staff acquisition
2.2.1. Requirements for the education level and (or) qualification of regular
lecturers and other people allowed to teach a discipline.
Degree and professional competence in the field of strategic management
and entrepreneurship.
2.2.2. Requirements for the availability of auxiliary educational and (or)
other staff
2.2.3. Methodological materials for the assessment of the study process
content and quality by students
2.3. Material and technical support
2.3.1. Requirements for auditoria (rooms, seats)
Lectures are held in classrooms equipped with projectors and document
cameras.
2.3.2. Requirements for auditorium equipment including general computer
equipment and public domain software
The software of general use MS Word, Excel, PowerPoint.
2.3.3. Requirements for specialized equipment
2.3.4. Requirements for application software
2.3.5. Requirements for the list and volume of consumable materials
2.4. Information support
2.4.1. Compulsory literature list
1. Balogun J., V. Hope Hailey “Exploring Strategic Change”. Pearson Education Limited, 2010.
Ch. 1-3.
2. Timmons J., Spinelli S. New venture creation: Entrepreneurship for 21st centure. 2009. Ch. 3,
5, 6, 8.
2.4.2. Supplementary literature list
Adizes I. Organizational passages – diagnosing and treating lifecycle problems of
organizations. Organizational Dynamics. 8 (1), 1979: 3-25.
Balogun J., V. Hope Hailey “Exploring Strategic Change”. Pearson Education Limited,
2008. Ch. 1-3.
Beer M., Nohria N. Cracking the Code of Change. Harvard Business Review. May-June
2000: 133-141.
Flamholtz E., Hua W. Strategic Organizational Development, Growing Pains and Corporate
Financial Performance: An Empirical Test. European Management Journal. 2002. 20 (5);
527-536.
Lodish, L.M.; Morgan, H.L., Archambeau, S. (2007). Marketing that works: How
entrepreneurial marketing can add sustainable value to any sized company, Wharton School
Publishing.
Ogawa, S. and Piller, F. T. (2006) Reducing the risks of new product development. MIT
Sloan Management Review, 47 (2), pp. 65-71.
Von Hippel, E., Thomke, S. and Sonnack, M. (2000). Creating Breakthroughs at 3M.
Harvard Business Review 77 (5): 47-57.
Lilien, G.L., Morrison, P.D., Searls, K., Sonnack, M. and von Hippel, E. (2002).
Performance assessment of the lead user idea-generation process for new product
development. Management Science, 48 (8): 1042-1059.
Luethje, C. and Herstatt, C. (2004). The Lead User method: an outline of empirical findings
and issues for future research. R&D Management, 34 (5): 553-568.
Lettl, C., Herstatt, C., Gemuenden, H. G., 2006. Users' contributions to radical innovation:
evidence from four cases in the field of medical equipment technology. R&D Management
36, 251-272.
2.4.3. Other information sources list
Cases:
Shirokova, G. Vega. The Untsiya company: Business development in Russia.
Chaika V., Shirokova G. Laboratory of Management: The Transfomation of Lubimy Kray
Confectionery Company.
Shirokova, G., Kozyreva, T., Vega, G. DiPaul, Inc.: Transitioning in Measured Steps.
Part 3. Procedure of development and approval of the discipline working
program
Developer (s) of the discipline working program
Name
Degree
Status
Position
Contact information
Doctor
Degree in
Economics
Professor
Shirokova G.V.
Graduate School of
Management, SPbU
shirokova@gsom.pu.ru, +7
812 323 84 53
Lettl Ch.
Ph.D.
Professor
Vienna University
of Economics and
Business
christopher.lettl@wu.ac.at;
Tel.: +43-1-31336-4585
In accordance with the procedure of external and internal expertise of
educational programs defined by the order of the first vice rector on teaching and
research signed on 18.02.2009, № 195/1, a 2-level procedure was conducted:
1st level
(assessment of the content and methods used in the program)
Department
Date of meeting
Minutes number
2nd level
(correspondence to the goals and study plan of educational program)
The 2nd level expertise is conducted in accordance with the order
Order
Executive person
Date of the order
number
Number of
Date of the document
the
issue
Executive department
document
Other documents on assessment of the discipline working program
Quality assessment
Number of the
Date of the document issue
document
document
Approval of the discipline working program
Number of the
Approved by
Date of approval
document
Introduction of changes in a discipline working program
Number of the
Approved by
Date of approval
document