13 July 2018
on course website
Entrepreneurship is usually associated with the start-up of new ventures but it is also relevant to larger corporations. In this course we will investigate the intersection between ‘traditional’ strategic management and entrepreneurship. Entrepreneurship can be used as a strategic tool in order to infuse large and established organizations with the flexibility and innovation that is usually associated with small organizations.
In this course we will investigate the intersection between ‘traditional’ strategic management and entrepreneurship. Strategic management is usually long time oriented and seeks to create long term competitive advantages through the creation of sustainable positions within a particular industry or through the acquisition of valuable resources. Entrepreneurship, on the other hand, focusses on the exploitation of opportunities . Strategic Entrepreneurship seeks use the element of adaptation and opportunity exploitation as a strategic tool. Special attention will be paid to how managers can implement strategic entrepreneurship in their organization by analyzing complex business cases.
Entrepreneurship is usually associated with the startup of new ventures. Entrepreneurship can, however, be used as a strategic tool in order to infuse large and established organizations with the flexibility and innovation that is usually associated with small organizations. Entrepreneurship in large and established organizations is also called strategic entrepreneur or corporate entrepreneurship.
Strategic Entrepreneurship seeks use the element of adaptation and opportunity exploitation as a strategic managerial tool. Special attention will be paid to how managers can implement strategic entrepreneurship in their organization and how bottom-up entrepreneurial initiatives by employees can be stimulated. These two views combined deliver an overall view on how organizations can become more entrepreneurial and innovative.
Some basic knowledge on entrepreneurship, innovation or (strategic) management is an advantage. The course itself will be a combination of lectures, workshops, business case analysis, an assignment and presentations. During the business cases analysis, students will work in groups and feedback will be provided on a regular basis. Given the interactive nature of the course, active student participation and class discussions are an important element of the course. Students have to prepare a number of homework assignments during the course. We look forward to seeing you this summer!
This course is the fourth course of the track "Entrepreneurial Side of Business" (1. Entrepreneurship: Theory and Practice - 2. Entrepreneurial Marketing - 3. Social Entrepreneurship - 4. Strategic Entrepreneurship)
dr. Coen Rigtering
Any student who is interested in entrepreneurship in a corporate setting or who is interested to find out if large companies can still be entrepreneurial.
The course is in English and interactive by nature. Therefore students are expected to have a good proficiency in oral and written communication.
The course aims to provide students with a basic understanding of strategic management and corporate entrepreneurship. At the end of the course students will be able to analyse complex business cases and to provide a company management with recommendations on how the make the organisation more entrepreneurial.
Certificate of Attendance
Four hours a day (at least). The course starts at 10AM and there will be a break at 12AM. After class students are expected to prepare the assignments for the next days.
The lectures are interactive by nature and students are expected to prepare homework assignments after class.
EUR 695: Course + course materials + housing
EUR 495: Course + course materials
Utrecht Summer School doesn't offer scholarships for this course.Register for this course
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