Entrepreneurship (ENTSP)

Credits: 3. Contact Hours: Lecture 3.

Prereq: Sophomore classification
Introduction to the entrepreneurial process, from the creation and discovery of entrepreneurial opportunities to starting viable business ventures. Develops core entrepreneurial and innovation skills instrumental for business startups as well as for established businesses, and fosters fundamental understanding of how to organize, structure, finance, market and launch new ventures. Opportunities to apply introduced skills, tools and frameworks through class projects and exercises. (Typically Offered: Fall, Spring)

Credits: 3. Contact Hours: Lecture 3.

Prereq: ENTSP 3100
Focuses on the knowledge and practical skills required for developing an idea for a new business venture, researching potential markets, analyzing competition, conducting formal feasibility analyses, and considering business plan implications. Includes discussion of basic business functions in terms of their application to conducting feasibility analyses and to exploiting related business opportunities. (Typically Offered: Fall, Spring)

(Cross-listed with MGMT 3200).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Sophomore classification
Introduces entrepreneurial approaches aimed at the identification, development and exploitation of technical and organizational innovations, the management of new product or process developments, and the effective management of new ventures. Focuses on mid-size to large corporations, especially in the manufacturing and service industries. Develops an awareness and understanding of the range, scope, and complexity of issues related to the creation of a corporate environment that is supportive of entrepreneurial endeavors as well as the effective implementation of technological and organizational innovations in corporate settings. (Typically Offered: Fall, Spring)

Credits: 3. Contact Hours: Lecture 3.

Prereq: Sophomore classification
Introduces the essentials of two key components of international entrepreneurship: operating an entrepreneurial firm in an international environment, and starting and developing a new venture in an international market. Topics include choosing and entering an international market, organizing international ventures, and other issues related to managing the business and employees in an international context. Offers students the opportunity to create an international business plan for their own business idea or an existing company. Meets International Perspectives Requirement. (Typically Offered: Fall, Spring, Summer)

(Cross-listed with MGMT 3810).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Sophomore classification
Introduction to the important role family businesses play in the domestic and global economies as well as the complex and unique challenges and opportunities encountered by such businesses and their family members and other employees. Explores best practices for successfully managing family businesses.

Credits: 3. Contact Hours: Lecture 3.

Prereq: Sophomore classification
Introduces the role of entrepreneurship in helping to solve social issues and societal problems, and the idea of social entrepreneurs as pursuers of the public good and as change agents in the social sector. Emphasis on how entrepreneurial topics such as innovation and opportunity recognition can be leveraged to address social problems, as well as on the planning and launch of new non-profit or not-for-profit ventures. (Typically Offered: Fall, Spring)

(Cross-listed with FIN 4310).
Credits: 3. Contact Hours: Lecture 3.

Prereq: FIN 3100 or [(ENSTP 3130 or MGMT 3130) and FIN 3010]
Exploration of the foundations of financing entrepreneurial companies. Emphasis on the roles of the entrepreneurs, venture capitalists, and limited partners in the full financing cycle of early-stage ventures, including pitching and raising capital, deal sourcing and due diligence, deal structuring, and post-investment management. Extensive use of case studies and interactive presentations to a mock investor-based board of directors to illustrate the key concepts and processes involved in start-up financing. (Typically Offered: Spring)

(Cross-listed with MKT 4540).
Credits: 3. Contact Hours: Lecture 3.

Prereq: MKT 3400
Basic understanding of marketing for those interested in creating or working for a start-up or an innovation-oriented company or consultancy. Relevant to marketing roles in entrepreneurial firms across both B2B and B2C markets. Integrates theory and practice, and provides insight into how entrepreneurs take both strategic and tactical marketing decisions in uncertain business environments. For hands-on perspective, incorporates projects involving real-world marketing problems confronting start-ups, and guest talks from entrepreneurs and frequent case analyses. (Typically Offered: Fall)

(Dual-listed with ACCT 5610). (Cross-listed with ACCT 4610).
Credits: 3. Contact Hours: Lecture 3.

Accounting information recording, dissemination, and use by entrepreneurs. Introduces pro forma financials, venture capital, private equity, and state and federal regulations for business creation and formation. Other topics include intrapreneurship, intellectual property, information privacy, cybersecurity, and internal controls, including managing the risk of embezzlement.

Credits: 3. Contact Hours: Lecture 3.

Prereq: ENTSP 3100; ENTSP 3130; or currently enrolled in the Master of Entrepreneurship (MEP) Program
Focuses on application-oriented and experiential learning of best practices for starting and advising new business ventures. Students identify, propose and attempt to execute an experiential learning project, such as developing and presenting a business model for a new venture, launching a new venture, or similar entrepreneurial experience. Requires extensive work outside the classroom.

Credits: 3. Contact Hours: Lecture 3.

Prereq: ENTSP 3100
A broad examination of historical, literary, and business perspectives on entrepreneurship. The entrepreneurial process is studied by examining the role of individuals, new ventures, and established organizations in the discovery, evaluation, and exploitation of economic opportunities. Emphasis is placed on tracing the evolution of entrepreneurship theories over time, as well as analyzing current trends related to the study of entrepreneurship. (Typically Offered: Fall, Spring, Summer)

(Cross-listed with MGMT 5200X).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Graduate classification
Management of venture creation and innovation at large and established organizations. New ideas, concepts, and techniques on how to stimulate and exploit innovative activities to make established firms not only more responsive and flexible, but also more proactive and opportunity-creating. Related approaches combine activities targeted at the individual, team, organization, industry, regional, national and global level. Introduction to how today's large and established corporations (1) identify, develop and exploit innovative opportunities, (2) manage product development processes, and (3) create, spin-in, spin-off and manage new innovative ventures. This case-based course introduces emerging, non-traditional, evidence-based approaches, such as agile product development, design-thinking, entrepreneurial leadership, entrepreneurial ecosystems, open innovation and blue-ocean strategies. (Typically Offered: Fall, Spring, Summer)

Credits: 3. Contact Hours: Lecture 3.

Prereq: Graduate classification or Permission of Instructor
The essentials of starting and operating a new business. Topics include current research on entrepreneurial perspective, starting and developing a new business, financing the venture, managing the growing firm, and special issues. (Typically Offered: Fall, Spring, Summer)

Credits: 3. Contact Hours: Lecture 3.

Prereq: Graduate classification or Permission of Instructor
Essentials of operating international ventures. Topics include identifying and evaluating international business opportunities, choosing among international markets and modes of international entry, building an international organization, managing across cultures, financing international ventures, and recognizing the major issues related to starting a venture in a non-US context. International entry plan for an international new venture or an existing business. (Typically Offered: Fall, Spring, Summer)

Credits: 3.

Designed to aid students who are actively pursuing a venture that has progressed beyond the ideation stage of development – and is possibly launched or launch-imminent. Addresses operational challenges in launching a new venture in its very formative stage. Attention is devoted to business formation, risk management, recordkeeping, go-to-market strategy. Examines how start-up and small/medium-size companies reach the marketplace and sustain their businesses, within highly-competitive industries. Recognition is given to the need of management to operate flexibly in these environments. (Typically Offered: Spring)

(Cross-listed with MGMT 5830).
Credits: 3. Contact Hours: Lecture 3.

Prereq: MGMT 5040 or permission of instructor
Key strategies, models, and tools to foster and drive organizational innovation. Analysis of industry dynamics, sources and types of innovations, timing of entry; formulation of innovation strategies; developing innovation portfolios and collaboration strategies, protecting innovation; implementing technological innovation strategy, including new product development and deployment strategy. Essential traits of innovative strategic leaders. Critical analysis and discussion of cases focused on entrepreneurship and innovation and project requiring hands-on practical application of course concepts.

(Cross-listed with MGMT 6050).
Credits: 3. Contact Hours: Lecture 3.

Critical review of theory and research in the field of strategic management. Introduction to representative conceptual and empirical research. Review theories that provide the foundation for management research, and review current research in associate research streams. The review will cover fundamental questions in strategy. Offered odd-numbered years. (Typically Offered: Fall)

(Cross-listed with MGMT 6060).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Enrollment in MGMT PhD program
Seminal readings, theoretical perspectives, and historical roots of Entrepreneurship research. A broad variety of core foundational theories, perspectives, and approaches are discussed.

(Cross-listed with MGMT 6070).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Enrollment in MGMT PhD program
Current theoretical perspectives and methodological approaches in entrepreneurship research. Current entrepreneurship research is inherently interdisciplinary such that we will draw on insight from scholars across a range of disciplines. Offered even-numbered years. (Typically Offered: Spring)

(Cross-listed with MGMT 6090).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Enrollment in ENTSP or MGMT PhD program or permission of instructor.
Solid methodological foundation that will prepare you to be a productive producer and educated consumer of scientific research in the field of Management, Entrepreneurship, and other related disciplines. Introduction to numerous concepts and techniques with relevance to your future scholarship in this domain. Conceptual underpinnings necessary to appreciate the strengths and limitations of various approaches used in these fields and the interplay between theoretical advancement and rigorous empirical investigation. (Typically Offered: Fall)

Credits: 1. Contact Hours: Lecture 3.

Provide content knowledge of stakeholder theory as it applies to entrepreneurship research. Gain a better understanding of the current research in stakeholder theory and build new insights in entrepreneurship research. Understand how entrepreneurship creates value for customers, suppliers, employees, communities, financiers, and the environment in general. Blend of theory and empirical research within the applied context of the entrepreneurship field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Fall, Spring)

Credits: 1. Contact Hours: Lecture 3.

Provide content knowledge of family business. Family businesses are uniquely complex enterprises—that range from small to large corporations and that are characterized by involving the dominant family logic into the management and governance of the firm. Examine current and future research directions of family-owned businesses. Learn (1) the strategic advantages of family businesses and (2) how leaders navigate the challenges posed by these organizations. Blend of theory and empirical research within the applied context of the entrepreneurship field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Fall, Spring)

Credits: 1. Contact Hours: Lecture 3.

Provide content knowledge of entrepreneurial characteristics. Examine the qualities associated with entrepreneurs. Explore how different characteristics influence entrepreneurial outcomes. Blend of theory and empirical research within the applied context of the entrepreneurship field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Fall, Spring)