Министерство экономического развития и торговли
Российской Федерации
Государственный университет Высшая школа экономики
Факультет менеджмента
Программа дисциплины
СОВРЕМЕННАЯ КОРПОРАЦИЯ:
механизмы управления и
устойчивое развитие
для направления 080500.68
«ПРЕДПРИНИМАТЕЛЬСТВО И ВЕНЧУРНЫЙ БИЗНЕС:
УПРАВЛЕНИЕ И КОНТРОЛЬ»
подготовки магистра
Автор: Сеттлз, Александр Меттью, Ph.D.
asettles@hse.ru
Рекомендована секцией УМС
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Председатель
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«_____» __________________ 2011 г.
Одобрена на заседании кафедры
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Зав. кафедрой
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«____»_____________________ 2011 г
Утверждена УС факультета
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Ученый секретарь
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« ____» ___________________2011 г.
Москва 2011©
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Тематический план учебной дисциплины
The elective Course “Entrepreneurship, New Venture Creation and Control Mechanisms” is part of the
second year of the masters program in the Department of Strategic and General Management.
The course is limited to students that have been selected to participate.
This course is an integrative course that combines material introduced to you in core courses and applies
it to the evaluation and design of new ventures and reengineering of existing corporation to become more
innovative. The purpose of this course is to explore the many dimensions of new venture creation and
growth and to foster innovation and new business formations in independent and corporate settings.
№
1.
2.
3.
Название темы
Всего часов по
дисциплине
New Venture Creation, New Venture
Strategy, Opportunity Development &
Screening
Entrepreneurship and Corporate
Entrepreneurship
Organizational Boundaries, Organization
Design, Organization Change
Итого:
Аудиторные часы
Лекции
Сем. и практ.
занятия
12
8
12
8
12
4
36
20
Самостоятельная
работа
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Базовый учебник или ридер
New Venture Creation, Jeffry A. Timmons and Stephen Spinelli (Irwin, McGraw Hill, Sixth Edition,
2003)
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Формы контроля:
Итоговая оценка по учебной дисциплине складывается из следующих элементов:
Final Exam (50%)
Referat / Research Report (50%)
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Основная литература
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R. H. Coase, (1937) The Nature of the Firm Economica, New Series, Vol. 4, No. 16 (Nov., 1937), pp.
386-405
Henri Fayol, General and Industrial Management, (Constance Storrs, Trans.). London: Pitman and Sons,
Ltd.,1949
Rensis Likert, New Patterns of Management (New York: McGraw-Hill, 1961)
Rensis Likert, The Human Organization (New York: McGraw-Hill, 1967),
Robert B. Duncan, Characteristics of Organizational Environments and Perceived Environmental
Uncertainty,” Administrative Science Quarterly, Sept. 1972, vol. 17, no. 3,
Henry Mintzberg, The Structuring of Organizations: A Synthesis of the Research. 1979,
Ricky W. Griffin, Task Design: An Integrative Framework (Glenview, IL: Scott, Foresman, 1982)
Michael H. Morris, P. Lewis, and Donald L. Sexton, “Reconceptualizing Entrepreneurship: An InputOutput Perspective,” SAM Advanced Management Journal 59, no.1 (Winter 1994)
Thomas Monroy and Robert Folger, “A Typology of Entrepreneurial Styles: Beyond Economic
Rationality,” Journal of Private Enterprise IX(2) (1993)
Hollister B. Sykes and Zenas Block, “Corporate Venturing Obstacles: Sources and Solutions,” Journal of
Business Venturing, winter 1989
Michael H. Morris, Donald F. Kuratko, and Jeffrey G. Covin, Corporate Entrepreneurship & Innovation
(Mason, OH, Thomson), 2008
Duane Ireland, Jeffery G. Covin, and Donald F. Kuratko, “Conceptualizing Corporate Entrepreneurship
Strategy,” Entrepreneurship Theory and Practice 33, no. 1
Jon Arild Johannessen, “A Systematic Approach to the Problem of Rooting a Vision in the Basic
Components of an Organization,” Entrepreneurship, Innovation, and Change (March 1994): 47
Rosabeth Moss Kanter, “Supporting Innovation and Venture Development in Established Companies,”
Journal of Business Venturing (winter 1985): 56–59
Harry S. Dent, Jr., “Growth through New Product Development,” Small Business Reports (November
1990): 36.
Deborah V. Brazeal, “Organizing for Internally Developed Corporate Ventures,” Journal of Business
Venturing (January 1993): 80.
Donald F. Kuratko, Jeffrey S. Hornsby, and Michael G. Goldsby, “Sustaining Corporate
Entrepreneurship: Modeling Perceived Implementation and Outcome Comparisons at Organizational and
Individual Levels,” International Journal of Entrepreneurship and Innovation 5(2) (May 2004): 79.
A. Bhide, “The Questions Every Entrepreneur Must Answer” , Harvard Business Review, NovemberDecember 1996, pp. 120-130.
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Zider, “How Venture Capital Works,” HBR (98611) Nov-Dec 1998
Sahlman, “How to write a great business plan,” Harvard Business Review
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Содержание программы
The themes included in this course integrate knowledge introduced in the bachelors program and first
year of the masters program in the fields of entrepreneurship, innovation, organizational design and
strategy to develop an applied view of new venture creation. The course focus on applied business
innovation that focuses on how to create value in firms, not only through new products or services, but
also through new technologies, business concepts, transaction mechanisms, distribution channels, etc.
Entrepreneurship is not about small business per se rather it addresses the art of wealth creation through
the initiation of ventures with high growth potential.
Theme 1. New Venture Creation, New Venture Strategy and Opportunity Development & Screening
Starting and operating a new business involves considerable risk and effort to overcome the inertia
against creating something new. In creating and growing a new venture, the entrepreneur assumes the
responsibility and risks for its development and survival and enjoys the corresponding rewards. The fact
that consumers, businesspeople, and government officials are interested in entrepreneurship is evident
from the increasing research on the subject, the large number of college courses and seminars on the
topic, the more than two million new enterprises started each year (despite a 70 percent failure rate), the
significant coverage and focus by the media, and the realization that this is an important topic for
industrialized, developing, and once-controlled economies.
This theme focuses on all the elements in the entrepreneurial process that are a part of creating a new
venture. After a discussion of creativity and obtaining the right business area, the legal issues—such as
intellectual property protection and product safety and liability—are addressed.
This theme will also focuses on one of the most difficult aspects of creating and establishing a new
venture. After a discussion of the alternative sources of capital, specific attention is given to three primary
financing mechanisms: informal risk capital, venture capital, and going public.
Theme 2. Entrepreneurship and Corporate Entrepreneurship
Entrepreneurship is a truly global phenomenon, and coupled with the Internet, is flattening and
democratizing the world. Entrepreneurs are the creators, the innovators, and the leaders who give back to
society as philanthropists, directors, and trustees, and who, more than any others, change how people live,
work, learn, play, and lead. Entrepreneurs create new technologies, products, processes, and services that
become the next wave of new industries, and these in turn drive the economy.
This theme introduces the entrepreneur and the entrepreneurial process from both an historical and a
research perspective. The role and nature of entrepreneurship as a mechanism for creating new ventures
and affecting economic development are presented, along with career aspects and the future direction of
entrepreneurship. The characteristics and background of entrepreneurs are discussed, as well as some
methods for individual self-assessment and various aspects of international entrepreneurship.
Particular attention is paid to developing an entrepreneurial strategy, establishing strategies for growth,
managing the new venture during growth, early operations, expansion, and accessing external resources
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for growth. Managerial skills that are important to the successful performance and growth of a new
venture are included in this section. This part also addresses going global—selecting and entering a
market outside the company’s national boundaries—as well as methods for ending the venture. Specific
topics examined include mergers and acquisitions, franchising, joint ventures, and human and financial
resources needed for growth.
Theme 3. Organizational Boundaries, Organization Design and Organization Change
The creation of new ventures depends heavily on the organization created. While organization is typically
discussed after a new venture has matured the organizational decisions made at birth matter and in this
theme we will reexamine organizational theory in context of new venture creation and entrepreneurship.
Concepts that will be covered include an overview of organizations of differing types and differing
objectives, normative and positive theories of organization, division of labor, specialization, productivity,
economies of scale and the problem of co-ordination (motivations/incentives and information), the role of
markets and organizations as alternative coordinating mechanisms and a review of market and
employment contracts (incentives, risk sharing and information assets).
Madhok A (1996) The organization of economic activity: Transaction costs, firm capabilities, and the
nature of governance, Organization Science, 7 (5) 577-590.
Leifer, R and G. P. Huber (1997) Relations Among Perceived Environmental Uncertainty, Organization
Structure, and Boundary-Spanning Behavior Administrative Science Quarterly, 22(2), 235-247.
SANTOS, F., & EISENHARDT, K. (2009, August). CONSTRUCTING MARKETS AND SHAPING
BOUNDARIES: ENTREPRENEURIAL POWER IN NASCENT FIELDS. Academy of Management
Journal, 52(4), 643-671.
Seminars
The course will include a series of opportunities to explore and test theories and best practices related to
new venture creation and entrepreneurial management. Company visits and visiting speakers will provide
the connection between lecture materials and real world practices. As part of the seminar a new venture
proposal will be required from each student as means to implement their knowledge.
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Тематика заданий по различным формам текущего контроля:


Контрольныхработ
The exam shall cover all of the material of the course.
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Вопросы для оценки качества освоения дисциплины
1.
2.
3.
4.
5.
6.
7.
What are organizational boundaries?
Explain the role of organization in creating value?
Describe a matrix organization structure and explain its positive and negative aspects?
What are characteristics of successful entrepreneurs?
What is creative destruction?
What are the sources for opportunities?
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Автор программы: _____________________________/ Ф.И.О./
Подпись обязательна.
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