Entrepreneurial Transformation in Corporations

This course aims to provide students an in-depth understanding of the theoretical and practical challenges of entrepreneurial transformation in corporations. During the course, the students will be introduced to several strategies that corporates can use to engage in entrepreneurial transformation. By means of assignments, the students will be challenged to apply this knowledge.

In-depth knowledge on core strategies (e.g. corporate venturing, alliances, acquisitions) that corporates can apply to realize entrepreneurial transformation

Ability to apply these insights in real life setting to address particular challenges

Module 1: Introduction (March 8, 2019). This module provides an introduction to why companies are forced to become more entrepreneurial than ever, and what prevents them from doing so. In this first session, the different assignments for this course (i.e. individual and group assignment) will also be introduced and described.Module 2: Intrapreneurship and Corporate venture capital + Workshop on identifying transformational challenges (March 13, 2019)In this module, we examine a variety of strategies, processes and practices by which companies can foster entrepreneurship within their organizations. In addition, a workshop will be conducted on how to identify transformational challenges for the individual assignment.Reading material Scott, A. 2012. The New Corporate Garage. Harvard Business Review, September, 2012: 44-53 Lerner, J. 2013. Corporate Venturing. Harvard Business Review, 91(10): 86-94Module 3: Alliances with and acquisitions of entrepreneurial firms + Workshop on identifying corporate transformation programs (March 20, 2019)Alliances with and acquisitions of entrepreneurial firms are viable strategies for corporates to develop new capabilities, identify new business opportunities and access new technologies. In this module, we examine these strategies and discuss the challenges when implementing these strategies in corporates. In addition, a workshop will be conducted on how to identify corporate transformation programs for the individual assignment.Reading material Faems, D.; Janssens, M.; Van Looy, B. (2010) Managing the competition cooperation dilemma in R&D alliances: A multiple case-study in the advanced materials industry. Creativity and Innovation Management, 19: 3-22. Kale, P., Singh, H., and Raman, A.P. 2009. Don’t Integrate Your Acquisitions, Partner with Them. Harvard Business Review, 87(12): 109-115.Module 4: Novel corporate transformation programs part I (March 27, 2019)In this module, we discuss three novel corporate transformation programs: Innovation outposts, corporate hackatons and innovation labs.Reading material- How corporate headquarters can get more from innovation outposts.https://hbr.org/2017/05/how-corporate-hq-can-get-more-from-innovation-outposts- Magadley, W. & Birdi, K. 2009. Innovation Labs: An Examination intothe Use of Physical Spaces to Enhance Organizational Creativity. Journal of Creativity and Innovation Management. DOI: 10.1111/j.1467-8691.2009.00540.x- Briscoe, G & Mulligan, C. Digital Innovation: The Hackathon PhenomenonModule 5: Novel corporate transformation programs part II (April 3, 2019) + Workshop on recommendation for individual assignment.In this module, we discuss two additional novel corporate transformation programs: Corporate accelerators and Open Innovation Contests. In addition, a workshop will be conducted on how to identify managerial recommendations for the individual assignment.Reading material- Mahmoud-Jouini, S.B., Duvert, C., & Esquirol, M. (2018). Key Factors in Building a Corporate Accelerator Capability. Research-Technology Management, 61(4), 26-34. doi: 10.1080/08956308.2018.1471274- King, A. & Lakhani, K.R. (2013) Using Open Innovation to Identify the Best Ideas. MIT Sloan Management ReviewModule 6: Implementing corporate transformation programsIn this section, we discuss the general challenges of implement corporate transformation programs.

Lecture, Cases

Individual assignment (80%); group assignment (20%)

There are no prerequisites.

90