Government of the Russian Federation
Saint Petersburg State University
Graduate School of Management
WORKING PROGRAM
OF AN ACADEMIC DISCIPLINE
ENTREPRENEURSHIP
ПРЕДПРИНИМАТЕЛЬСТВО
Study language: English
Workload: 6 credits
Working program registration number:
Faculty or other
Approval year
Index number or
structural
code
cipher
department code
/
/
B3.3.52
Saint Petersburg – 2014
Part 1. Characteristics, structure and content of academic studies
1.1.
Goals and results of academic studies.
Entrepreneurship course is an introductory course intended to provide students with a solid
foundation in terms of the vital role played by entrepreneurs and entrepreneurship in the 21st
century global economy.
During the course, we will assess, explore, critique, and celebrate the phenomenon of
entrepreneurship. Entrepreneurship is approached as a way of thinking and acting, as an attitude
and a behavior. Our emphasis is on entrepreneurship as a manageable process that can be applied
in virtually any organizational setting. Moreover, our interest is in sustainable entrepreneurship,
or entrepreneurship over the life cycles of people’s careers, the life cycles of organizations as
they evolve from start-up enterprise to sizeable corporation, and the developmental cycles of
societies as they move from undeveloped to post-industrial. However, our principal focus will be
on the creation of new ventures, the ways that they come into being, and factors associated with
their success. This is a course of many ideas and questions, and students will be encouraged to
develop and defend their own set of conclusions regarding each of these issues. It is also a course
that integrates a number of different disciplines, ranging from sociology and psychology to
economics, finance, marketing, and human resource management. Further, it is a course that
mixes theory with practice, and students will be challenged to apply principles, concepts and
frameworks to real world situations.
1.2. Requirements to a student`s preparedness for mastering the content of
academic studies (prerequisites)
Strategic Management, Business Planning
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-7
Ability to use the knowledge of modern science and education discoveries for
solving educational and professional problems
Ability to make organizational and managerial decisions and evaluate their
consequences
Ability of public professional and research communications
PC-1
Professional competences (PC)
Ability to manage organizations, departments, teams, projects and networks
GC-6
PC-4
PC-1.4
PC-7
Ability to develop programs for organizational development and changes and
ensure their implementation
Ability to develop programs of organizational development of emerging Russian
and international companies
Ability to use methods of strategic analysis
2
COMPETENCES DEVELOPED WITHIN CONCENTRATIONS
Competence description
Concentration: International Management
Professional competences developed within concentration (PC)
PC-1.1
Ability to manage organizations, departments, teams, projects and networks in
emerging Russian and international companies in the global context
PC-1.4
Ability to develop programs of organizational development of emerging Russian
and international companies
1.4. Knowledge, skills and acquirements got by a student.
The course is built around a number of core objectives. By the end of the semester, students
should be able to:
• Recognize the entrepreneurial potential within themselves and others in their environment;
• Appreciate the role of entrepreneurship within society, at the level of the organization, and in
the personal life;
• Grasp the fundamental importance of key values in explaining entrepreneurial success;
• Understand the process nature of entrepreneurship, and ways to manage the process;
• Identify the many ways in which entrepreneurship manifests itself, including start-up contexts,
corporate contexts, social contexts, public sector contexts, and others;
• Develop an appreciation for opportunity, how to recognize it, and how to evaluate it;
• Appraise the nature of creative new business concepts and business models that can be turned
into sustainable business ventures.
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 group project. 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.
Workload
Interim attestation
Current control
Using methodological
materials
With presence of teacher
Interim attestation
Current control
Colloquia
Tests
Lab exercises
Practical exercises
Consulatations
Seminars
Lectures
Modul
e code
Under guidance of teacher
Out of class workload,
hours
In-class workload, hours
Volume of Active and interactive
academic classes forms
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)
3
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
1
7
Study forms
Total:
43
0
16
0
0
0
0
2
0
0
0
0
0
0
29
6
43
0
16
0
0
0
0
2
0
0
0
0
0
0
29
6
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 exam
To be announced
later
1.7. Structure and content of academic studies
This set of sessions is taught using a combination of case analyses, class discussion, and lecture
elements. The readings will give you an understanding of the main issues concerning the
development of new business ideas/start-ups.
Session 1: Introduction. Entrepreneurship Framework
Session 2. “Who” is an entrepreneur?
Session 3. Understanding the nature of an opportunity
Session 4. Developing a Business Concept and Business Model
Session 5: Feasibility analysis and ecosystem analysis
Session 6: Getting to Plan B: Breaking through to a Better Business Model
Session 7: Growing the Venture
Session 8: Students’ presentations of the business model
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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 (final test,
50%)
• Active participation in class, 20%
• The quality of the project work and presentation, 30%
Final exam includes 10 open questions based on the content of the course and entrepreneurship
project. Exam takes place in class at the last day of the first week. The duration of the exam is 90
min.
The final Pitch Book Report evaluation is composed of the following performance elements:
Requirement of handing in report in time, 10%
The quality of the report, 50%
Pitch presentation (Business concept + business model), 40%
At the first class students should develop a team of 4-6 people for development group
entrepreneurship project.
At the beginning of the course the students get information concerning the details of evaluation
system. If a student misses an assignment because of the illness, he/she may be allowed to
prepare an additional assignment. If the reason for missing the class is not appropriate, a student
gets 0. Additional assignment may include development of the business model based on
entrepreneurial idea.
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 professors;
- 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
5
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
Bruce R. Barringer and R. Duane Ireland, Pearson Prentice Hall. Entrepreneurship: Successfully
Launching New Ventures, (2011)
2.4.2. Supplementary literature list
1. Blank S. The Four Steps to the Epiphany: Successful Strategies for Products that Win,
2007, Cafepress.com.
2. Blank S., Dorf B. The Startup Owner's Manual: The Step-By-Step Guide for Building a
Great Company, 2010.
3. Mullins J., Komisar R. Getting to Plan B: Breaking Through to a Better Business Model,
2009. Harvard Business Press.
4. Osterwalder A., Pigneur Y. Business Model Generation: A Handbook for Visionaries,
Game Changers, and Challengers, 2010. New Jersey: John Wiley & Sons, Inc.
5. Read S., Sarasvathy S., Dew N., Witbank R., Ohlsson A-V. Effectual Entrepreneurship,
2011, Routledge.
6. Reis E. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to
Create Radically Successful Businesses, 2011. New York: Crown Publishing Group.
2.4.3. Other information sources list
Cases:
1.
Shirokova G., Sklyar T. ONA Clinic: Entrepreneurship in Healthcare // International
Journal for Case Method Research and Application, 2012, XXIV(1), p. 38-47.
2.
Shirokova G., Vega G. The Untsiya Company: Business Development in Russia //
The Case Journal, 2009, Vol. 6, No. 1, pp. 57-79.
3.
Shirokova G., Coyle W., Shatalov A. Dve Palochki: A Non-Japanese Restaurant of
Japanese Cuisine, The European Case Clearing House (ECCH). – 2009. – № 309-261-1.
6
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
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
7