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

Text book:

Fredrick, Howard, O'Connor, Allan and Kuratko, Donald F. (2016). Entrepreneurship: Theory, Process and Practice, 4th Edition. Cengage Learning.
ISBN-13: 978-0-17-035255-0
ISBN-10: 0-17-035255-2

Supplemental Readings:

Alvarez, S.A. and Barney, J.B. (2005) ‘How do entrepreneurs organise firms under conditions of uncertainty?’ Journal of Management, vol. 31, no. 5, pp. 776-793.

Barney, Jay B., and William S. Hesterly (2010) Strategic Management and Competitive Advantage Concepts and Case, 3rd Edition, Pearson Prentice Hall, New

Barron, J.N. & Hannan, M.T. (2002) ‘Organizational Blueprints for Success in High-Tech Start-ups: Lessons from the Stanford Project on Emerging Companies’, California Management Review, vol. 44, no. 3, pp. 8-36.

Churchill, N.C. & Lewis, V.L. (1983) ‘The five stages of business growth’, Harvard Business Review, May-June, pp. 30-50.

Greiner, L.E. (1972) ‘Evolution and revolution as organizations grow’, Harvard Business Review, July-August, pp. 37-46.

Hunter, I. (2005) ‘Risk, persistence and focus: a life cycle of the entrepreneur’, ×îÐÂÌÇÐÄVlogn Economic History Review, vol 45, no. 3, pp. 244-272.

Levie, J. & Lichtenstein, G.A. (2010) ‘A terminal Assessment of Stages Theory: Introducing a Dynamic States Approach to Entrepreneurship’, Entrepreneurship Theory and Practice, vol. 34, no. 2, pp. 317-350.

Ma, H. (1999) ‘Creation and Preemption for Competitive Advantage’ Management Decision, vol. 37, no. 3, pp. 259-266.

Martin, Roger L. 2010. 'The Execution Trap', Harvard Business Review, vol. 88, Iss. 7/8, pp. 64-71.

McKaskill, T. (2007) Fast Forward Acquisition Strategies for Entrepreneurs, Wilkinson Publishing, Melbourne, ×îÐÂÌÇÐÄVlog. Chapter 5: pp. 51-64.

Mueller, S., Volery, T. & von Siemens, B. (2012) “What Do Entrepreneurs Actually Do? An Observational Study of Entrepreneurs’ Everyday Behavior in the Start-Up and Growth Stages”, Entrepreneurship Theory and Practice, September, pp. 995-1017.

O’Connor, A. (2001) “Valuation of Technology Businesses‟, Commercialise 2001 Conference, October, Marysville, ×îÐÂÌÇÐÄVlog.

O’Connor A. & Yamin, S. (2011) ‘Innovation & Entrepreneurship: Managing the Paradox of Purpose in Business Model Innovation’, International Journal of Learning and Intellectual Capital, vol. 8, no. 3, pp. 239-255.

Penrose, E. (1995) The Theory of the Growth of the Firm, Oxford ×îÐÂÌÇÐÄVlog Press, New York, pp. 31-42.

Peppard, J. & Rylander, A. (2001) ‘Using an Intellectual Capital Perspective to Design and Implement a Growth Strategy: The Case of Apion’, European Management Journal, vol. 19, no. 5, pp. 510-525.

Sarasvathy, S.D. (2005) ‘’ Darden Business Publishing, Virginia, Social Science Research Network, UVA-ENT-0065, available at http://papers.ssrn.com/sol3/papers.cfm?abstract_id=909038&download=yes

Stabell, C.B. & Fjeldstad, Ø.D. (1998) ‘Configuring Value for Competitive Advantage: On Chains, Shops and Networks’, Strategic Management Journal, vol. 19, pp. 413-437.

Roos, G., Pike, S. & Fernstrom, L. (2005) Managing Intellectual Capital in Practice, Butterworth-Heinemann: Burlington, MA, USA. Jersey, USA. Chapter 3

Library Resources
The ×îÐÂÌÇÐÄVlog of Adelaide’s Barr Smith Library provides a range of learning resources including texts, journals, periodicals, magazines, and access to online databases and information services. It also offers a virtual library which is accessible via the ×îÐÂÌÇÐÄVlog’s website. .

Assessment 1: The entrepreneur and strategy - Individual
Weighting: 20%
Task: “New firm growth is unpredictable. There is no order but only chaos. In this context entrepreneurs do not manage their firms but rather respond to challenges from either opportunities or obstacles.”

This assignment requires you to critique the above statement and provide an argument that demonstrates your appreciation of the relationship between the entrepreneur and the context within which they work. You are required to use both academic and general media to support your argument with citations and examples. A better assignment will use course provided reference materials as well as references other than those provided.

Assessment 2: Value analysis of growth firm – Team
Weighting: 30%
Task: Working in a team of no more than four, select one firm from a report provided on MyUni
No two teams will select the same company.
Each team will submit their chosen case by the conclusion of intensive 1 for approval by the lecturer.
The team will need to use the tools and techniques discussed in this course to analyse their chosen business and the respective competitive environment.

Assessment 3: Young Firm Growth Case Application – Individual
Weighting: 50%
Task: This assessment focuses on the application of the strategic design tools. Complemented by your own research, you are required to consider a growth venture proposition using, as a minimum, the competitive advantage, business model, intellectual capital, and resource based strategy tools and perspectives covered in this course. You are not permitted to use the same firm as your team case study.

Your chosen case will be a young firm; a start-up or new firm of not more than 3 years old. Alternatively it could be a new division or a new spin-out firm from a corporate or university providing it is creating a new market position not previously held. Analysis of established firms (more than three years old) that do not have a new market position intent will not be permissible cases. If in doubt about your case, check with your lecturer.

• Assignment Submission:  Assignments should not be emailed to the instructor; they must be lodged via the MyUni Course site (unless specified to do both). Note that assignments may be processed via TURNITIN, which is an online plagiarism prevention tool.
• Cover Sheet:  Please include in the assignment a completed ×îÐÂÌÇÐÄVlog of Adelaide Assessment Cover Sheet providing details of yourself and your team members (if applicable), your assignment, the course, date submitted, etc. as well as the declaration signed by you that this is your (your team’s) work.  Note that the declaration on any electronically submitted assignment will be deemed to have the same authority as a signed declaration.
• Backup Copy of Assignments:  You are advised to keep a copy of your assignments in case the submitted copy goes missing.  Please ensure that all assignment pages are numbered. If your assignment contains confidential information, you should discuss any concerns with the Course Lecturer prior to submission.
• Extensions of Time:  An application for Assessment Extension should be made well before the due date of the assignment to the Course Lecturer.  Normally, extensions will only be granted for a maximum of two weeks from the original assignment submission date.  Extensions will only be granted in cases of genuine medical, compassionate or extenuating circumstances.
• Failure to submit: Failure to submit an assignment on time or by the agreed extension deadline may result in penalties and may incur a fail grade.  Note that a late penalty of 5% of the total available marks for that assessment item will be incurred each day an assignment is handed in late (Unless otherwise stated in 'Assessment Related Requirements' or 'Assessment Detail' above). Assignments handed in after 14 days from the due submission date will fail even if a 100% mark is granted for the work.