最新糖心Vlog

Course Coordinator and Facilitator: Glen B. Wheatley

In addition to co-teaching "Corporate Responsibility for Global Business" and teaching the course "Entreprenuerial Leadership" for the Entrepreneurship, Commercialisation and Innovation Centre (ECIC), Glen runs the boutique strategy advisory firm Best Solutions International.

Glen has experience in both manufacturing and services. He worked with various types of organisations: from sole traders to some of the largest global companies.His career has taken him on project and long-term assignments in Europe, Australasia, and the Americas, including Greater China, Germany and Mexico.

His entrepreneurship and innovation experience is extensive, having co-founded an angel-financed start-up in Germany, and been involved in various start-ups as advisor, board member and angel investor.

As any given moment, Glen is involved in a number of startup projects as founder, board advisor and angel investor, applying the concept of iteration and effectuation to find his way forward, co-creating with other self-selected stakeholders.

Glen is a Fellow of the 最新糖心Vlogn Institute of Company Directors and holds a BA (最新糖心Vlog of Michigan); MBA (Thunderbird School of Global Management); Graduate Certificate in Science and Technology Commercialisation, and a Master of Applied Innovation and Entrepreneurship (最新糖心Vlog of Adelaide).

As a curious and passionate learner, he has also completed coursework at Harvard Business School, namely “Disruptive Strategy”, “Leading with Finance”, “Negotiation Mastery”, and "Sustainable Business Strategy".

Coursework commences on 24. May 20121 via the online learning management system Canvas (MyUni).

Week	Module(s)	Theme
1	M0 - Introductions & M1 - Understanding Entrepreneurship
2	M2 - The Entrepreneur	Course Introduction; Effectuation: Heuristics of Expert Entrepreneurs (M2)
3	M3 - Finding and Evaluating Entrepreneurial Opportunities
4		Lean Startup Methodology, Business Model Canvas(M3)
5	M4 - Risk, Uncertainty and the Entrepreneur
6		Risk, Uncertainty & Making Decisions (M4)
7	M5 - Creativity, Innovation and Entrepreneurship
8	M6 - Globalisation and International Entrepreneurship	Creativity & Innovation (M5); International Entrepreneurship (M6)
9	M7 – Entrepreneurship and Teams
10	M8 – Structures for Venture Control & Transitioning	Venture Scaling & Transitioning (M8)
11	M9- Social Entrepreneurship
12		Social Entrepreneurship (M9)
13

On successful completion of this course, students will be able to:

1	Describe the economic importance and concepts of international entrepreneurship in theory and practice, and how entrepreneurship relates to innovation in a globalised environment.
2	Identify the attitudes, values, characteristics, behaviours, and processes associated with successful international entrepreneurship and describe the role of the entrepreneur in creating value with international activity.
3	Describe and analyse the ways in which entrepreneurs identify opportunity internationally, communicate value, manage risk and access funding.
4	Evaluate challenges in application of international entrepreneurial activities arising from domestic and international legal, social, political, economic, ethical, and cultural issues and design appropriate responses to these challenges for entrepreneurial value creation.
5	Identify new international business opportunities for value creation.
6	Design ways to acquire knowledge, partnerships, and networks and build alliances for creating value internationally.

The majority of course content (text, video and discussions) is delivered via Canvas (MyUni), the learning management system. All students are required to work through Modules 1 to 9, completing quizzes and answering dialogue questions.

In-depth readings will supplement the course content (text, video and discussions) delivered online via Canvas and a linked reading list will be made available via Module 0 in Canvas shortly after course commencement. Optional readings are a good resource for students seeking additional information. 

Although no text book is required, the following text is highly recommended: Read, S, Sarasvathy, S, Dew, N & Wiltbank, R, 2017, Effectual Entrepreneurship, second edition, London, Routledge.

Tentative Reading List

Amabile, TM 1998, 'How to kill creativity', Harvard Business Review, vol. 76, no. 5, September-October 1998, p. 11.

Amabile, TMK, Mukti 2008, 'Creativity and the role of the leader', Harvard Business Review, vol. 86, no. 10, October 2008, p. 10.

Anonymous 1997, 'Risk management at the heart of good corporate governance', Management Accounting (British), vol. 75, no. 1, p. 24.

Chandler, GN, Detienne, DR, McKelvie, A & Mumford, TV 2011, 'Causation and effectuation processes: A validation study', Journal of Business Venturing, vol. 26, no. 3, pp. 375-390.

Chesbrough, H 2010, 'Business Model Innovation: Opportunities and Barriers', Long Range Planning, vol. 43, no. 2/3, pp. 354-363.

Chowdhury, S 2005, 'Demographic diversity for building an effective entrepreneurial team: is it important?', Journal of Business Venturing, vol. 20, no. 6, pp. 727-746.

Churchill, NC & Lewis, VL 1983, 'The five stages of small business growth', Harvard Business Review, vol. 61, p. 30.

Dimitratos, P, Johnson, J, Slow, J & Young, S 2003, 'Micromultinationals:: New Types of Firms for the Global Competitive Landscape', European Management Journal, vol. 21, no. 2, pp. 164-174.

Frederick, HHa 2016, Entrepreneurship : theory, process, practice, Edition 4 / Howard Frederick, Allan O' Connor & Donald F. Kuratko. edn, eds Aa Connor & DFa Kuratko, South Melbourne, Victoria : Cengage Learning.

Harper, DA 2008, 'Towards a theory of entrepreneurial teams', Journal of Business Venturing, vol. 23, no. 6, pp. 613-626.

Levitt, T 1963, 'Creativity is Not Enough', Harvard Business Review, vol. 41, no. 3, p. 72.

Liesch, P, Welch, L & Buckley, P 2011, 'Risk and Uncertainty in Internationalisation and International Entrepreneurship Studies', Manag Int Rev, vol. 51, no. 6, pp. 851-873.

Ma, H 1999, 'Creation and preemption for competitive advantage', Management Decision, vol. 37, no. 3, pp. 259-267.

Martin, R 2007, 'How successful leaders think', Harvard Business Review, vol. 85, no. 6, p. 60.

Martin, RL 2010, 'The execution trap. Drawing a line between strategy and execution almost guarantees failure', Harvard Business Review, vol. 88, no. 7-8, p. 64.

Mauzy, JH 2006, 'Managing Personal Creativity', Design Management Review, vol. 17, no. 3, pp. 64-72.

McDougall, P, Oviatt, B & Shrader, R 2003, 'A Comparison of International and Domestic New Ventures', Journal of International Entrepreneurship, vol. 1, no. 1, pp. 59-82.

Muzychenko, O & Liesch, PW 2015, 'International opportunity identification in the internationalisation of the firm', Journal of World Business, vol. 50, no. 4, pp. 704-717.

Norbäck, PJ & Persson, L 2014, 'Born to be Global and the Globalisation Process', World Economy, vol. 37, no. 5, pp. 672-689.

O'Connor, AY, Shahid 2011, 'Innovation and entrepreneurship: managing the paradox of purpose in business model innovation', Int. J. of Learning and Intellectual Capital, vol. 8, no. 3.

Read, S, Sarasvathy, S, Dew, N & Wiltbank, R, 2017, Effectual Entrepreneurship, second edition, London, Routledge.

Reed, R, Storrud-Barnes, S & Jessup, L 2012, 'How open innovation affects the drivers of competitive advantage; Trading the benefits of IP creation and ownership for free invention', Management Decision, vol. 50, no. 1, pp. 58-73.

Riccò, R & Guerci, M 2014, 'Diversity challenge: An integrated process to bridge the ‘implementation gap’', Business Horizons, vol. 57, no. 2, pp. 235-245.

Sarasvathy, SD 2005, 'What makes entrepreneurs entrepreneurial?', 最新糖心Vlog of Virginia Darden School Foundation, Charlottesville, Virginia.

Slater, SF, Weigand, RA & Zwirlein, TJ 2008, 'The business case for commitment to diversity', Business Horizons, vol. 51, no. 3, pp. 201-209.

Sosna, M, Trevinyo-Rodríguez, RN & Velamuri, SR 2010, 'Business Model Innovation through Trial-and- Error Learning: The Naturhouse Case', Long Range Planning, vol. 43, no. 2, pp. 383-407.

Stanford-Design-School 2013, 'Bootcamp Bootleg', Stanford Design School, <https://dschool.stanford.edu/resources/the-bootcamp-bootleg >.

Taplin, R & Nowak, AZ 2010, Intellectual property, innovation and management in emerging economies / edited by Ruth Taplin and Alojzy Z. Nowak, London ; New York : Routledge, London ; New York.

Teece, DJ 2010, 'Business Models, Business Strategy and Innovation', Long Range Planning, vol. 43, no. 2/3, pp. 172-194.

Canvas, the Learning Management System, is the center of online learning for this course. The course content (text, video and discussions) includes links to relevant online resources outside of Canvas.

The vast majority of content will be delivered asynchronously online (Canvas) through an engaging blend of text, video and discussions.

Concepts will be applied and deepened through interactive and experiential sessions (Six intensive sessions 6 hours a day each).

The 最新糖心Vlog expects full-time students (i.e. those taking 12 units per semester) to devote a total of 48 hours per week to their
studies. This means that you are expected to commit approximately 9 hours for a three-unit course or 13 hours for a four-unit course, of private study outside of your regular classes.

Assessment Task	Weighting	Mode
Individual Project "Effectual Learning Plan"	50%	Individual
Discussion Board	20%	MyUni
Group In-Class Case Studies and Exercises	20%	Intensives
Module Quizzes	10%	MyUni
Total	100%

For specific due dates please see the .

Group exercises will take place during intensive sessions and are designed to deepen topic knowledge through interaction with fellow students. Group results will be submitted via Canvas and marked.

Detailed instructions on the individual project will be made available upon course commencement.

Case studies discussed in small groups during intensive sessions will apply theoretical knowledge to real-life situations. Group results will be submitted via Canvas and marked.

A quiz will be completed at the end of each online module and are intended to ensure adequate understanding of the material presented in preparation for intensive sessions and ensuing course material.

Individual participation (both in intensive sessions and in the online modules) is key to a rich learning experience for all students.

All text based assignments must be submitted via the online course site. Please submit documents in a PDF format.All text based assignments must be submitted via MyUni. Please refer to step by step instructions: http://www.adelaide.edu.au/myuni/tutorials/