Business Administration: Entrepreneurship and International Strategy
SummaryOn completion of the course the students will have developed knowledge about entrepreneurial business in global environment. The focus of the course will be on some driving forces for internationalisation, like international business strategies and organisation of international activities.
General requirements for university studies.
credits 20% final grades 40% national university aptitude test 40%
Syllabus for students autumn 2017
- Course Code:
- EK181E revision 2
- Level of specialisation
- Main fields of study:
- Business Adminstration
- Date of ratification:
- 23 January 2017
- Decision-making body:
- Faculty of Culture and Society
- Enforcement date:
- 28 August 2017
General requirements for university studies.
Specialisation and progression relative to the degree regulations
The course is given as an independent course.
On completion of the course the students will have developed knowledge about entrepreneurial business in global environment. The focus of the course will be on some driving forces for internationalisation, like international business strategies and organisation of international activities.
Business companies are not bound to the domestic market any more. The competition is letting companies become global to be able to evolve, local has become global. It has become of paramount importance to understand different international markets condition to be able to formulate a suitable market strategy that fits the company and the market in global completion. Today, core competence is very important, especially for Small and medium-sized enterprises (SME´s) need to collaborate with other companies to be able to compete on the international market arena. Entrepreneurial thinking has become very important as SME`s enter international markets. It can be said that there are some important aspects that future companies need to take into consideration if they want to survive on the a market that could be characterized as much more competitive than before; to know what it means to be an entrepreneurial company; how to formulate international strategy; how to be international entrepreneur, and how to be creative in different aspects.
After completing this course students should have developed knowledge about international strategy and entrepreneurship enterprises in small and media-size businesses with focus on international driving forces, international business strategies, and how to organize international activities.
More specific students should be able to:
1. describe and discuss the presumption for entrepreneurship enterprises in small and media-size businesses and strategy in international settings
2. describe and discuss how globalization can be seen as a trigger for entrepreneurship
3. summarize and discuss the main contributions in the international literature
4. discuss the importance of creativity in entrepreneurial processes
5. apply theoretically based knowledge to analyse and develop solutions to problems connected to international entrepreneurship and small and media-size businesses
6. constructive contribute to discussions as well as project work
7. critically make a judgement about academic literature within the field of international strategy and entrepreneurship
8. critically make a judgement about possibilities and limitations for being international in different contexts
Lectures, project work in-group, and four individual case seminars.
- Individual written exam, 5 credits (A-E, U) (Learning outcomes: 1, 2, 3, 4)
- Project work in group (including oral and written presentation) 6 credits (UG) (Learning outcomes: 5, 6, 7, 8)
- Four case seminars (mandatory) were students have to hand in individual assignment to each of the seminars equal to 1 credit to each , total of 4 credits (A-E, U) (Learning outcomes: 5, 6, 7, 8)
Excellent (A), Very Good (B), Good (C), Satisfactory (D), Pass (E) or Fail (U).
Course literature and other teaching materials
- Barringer, B., R. & Ireland, R., D. (latest edition). Entrepreneurship: Successfully Launching New Ventures, 5/E. Prentice-Hall.
- Booth, W., Colomb, G. & Williams, J. (2008). The craft of research. University of Chicago Press.
- Carter, S. & Jones-Evans, D. (latest edition).Enterprise and Small Business. Pearson, Always learning.
- Drucker, P. (latest edition). Innovation and entrepreneurship 3rd edtion. Routledge.
- Johnson, G. & Scholes, K. (latest edition). Exploring Corporate Strategy, 10th Edition, Prentice-Hall.
- Normann, R. (2001). Reframing Business: When the Map Changes the Landscape, John Wiley & Sons, Ltd. England.
- Article compendium (supplied).
The University provides students who participate in or who have completed a course with the opportunity to make known their experiences and viewpoints with regards to the course by completing a course evaluation administered by the University. The University will compile and summarize the results of course evaluations as well as informing participants of the results and any decisions relating to measures initiated in response to the course evaluations. The results will be made available to the students (HF 1:14).
If a course is no longer offered or has undergone major changes, students will be offered two re-take sessions based on the syllabus in force at registration during a period of one year from the date of the implementation of the changes.