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)

Credits: 3. Contact Hours: Lecture 3.

Prereq: ENTSP 3100
Designed to complement the required curriculum in the Entrepreneurship (ENTSP) major. Explores a rotating selection of cutting edge and timely topics in the areas of new venture creation, social entrepreneurship, and intrapreneurship, with an emphasis on the application of entrepreneurial knowledge and skills to the challenges facing today’s organizations and new ventures. Develops an awareness and understanding of the range, scope, and complexity of issues related to entrepreneurial mindsets and the creation of new ventures in different contexts and in our post-pandemic world. Opportunities to apply introduced knowledge, skills, and tools through class projects and exercises.

(Cross-listed with MKT 4600X).
Credits: 3. Contact Hours: Lecture 3.

Go-to-market practices with focus on franchising. Connecting franchising with other sister disciplines (entrepreneurship, marketing, and retailing). Developing and managing a franchise from a franchisor’s standpoint and understanding franchising from a franchisee’s standpoint. (Typically Offered: Spring)

(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 5200).
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.

Prereq: Graduate Standing or Permission of Instructor
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.

Credits: 3.

Prereq: Enrolled in the Master of Entrepreneurship (MEP) Program
Independent study that facilitates the exploration of new venture ideas and/or the development of a particular startup idea over the course of a semester or summer session. Students will work with a faculty mentor to pursue new venture ambitions by exploring, assessing, and developing new venture ideas. (Typically Offered: Fall, Spring, Summer)

Credits: 3.

Prereq: Enrolled in the Master of Entrepreneurship (MEP) Program
Opportunity to build entrepreneurial experience and develop entrepreneurial skills through participation in a Pappajohn Center or Graduate Career Services internship with a startup or small business. (Typically Offered: Fall, Spring, Summer)

Credits: 6.

Prereq: Enrolled in the Master of Entrepreneurship (MEP) Program
Involvement in the CYstarters program will help students assess and develop a new venture idea through partnership with Pappajohn Center staff and entrepreneurs-in-residence in this 11-week summer program. Explore and advance a startup idea, aided by the many resources provided by the Ames entrepreneurial ecosystem. (Typically Offered: Summer)

Credits: 3.

Prereq: Enrolled in the Master of Entrepreneurship (MEP) Program
Independent study to facilitate the exploration, assessment, and development of a startup idea. Students will work with an ISU faculty member to advance a new venture idea and build towards important entrepreneurial milestones. (Typically Offered: Fall, Spring, Summer)

Credits: 6. Contact Hours: Lecture 6.

Prereq: Enrolled in the Master of Entrepreneurship (MEP) Program
Involvement in the ISU Startup Factory Program will help students examine, validate, and develop new venture ideas. Receive training, resources, guidance, and access to a large network of mentors, alumni, and advisors in this 16-week startup incubator program.

(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: 3. Contact Hours: Lecture 3.

Semil readings that canvas the theoretical perspectives and historical roots of entrepreneurship research. A broad variety of core foundational theories, perspectives, and approaches discussed. Topics include the domain of entrepreneurship, foundations and theories of entrepreneurship, the role of opportunities and resources in the entrepreneurial process, the entrepreneur and new venture emergence, cultural and environmental influences on entrepreneurship, family business, corporate entrepreneurship, entrepreneurial orientation, social capital, entrepreneurial learning, and venture financing. Offered even-numbered years. (Typically Offered: Fall)

(Cross-listed with MGMT 6120).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Ivy College of Business PhD student or instructor permission
Foundation in micro research including domains of organizational behavior (OB) and human resource management (HR). Discuss classic micro topics (e.g., job performance), as well as topics that exemplify recent advances within the OB/HR literatures (e.g., big data). Multiple levels of analysis and consider how micro topics complement other areas of management research (i.e., entrepreneurship and macro topics). Theory and empirical research within the applied context of the OB/HR environment. Emphasize a systematic and scientific approach to deepening collective knowledge and understanding of topics. (Typically Offered: Fall)

(Cross-listed with MGMT 6140X).
Credits: 3. Contact Hours: Lecture 3.
Repeatable, maximum of 6 credits.

Prereq: Ivy College of Business PhD student or instructor permission
Introduces the fundamental building blocks of writing and develops habits that support the process of writing. Emphasizes storytelling techniques to enhance academic writing ability in the organizational sciences. Develops baseline writing skills relevant to creating and revising a variety of academic texts with a focus on producing high-quality scholarly work. (Typically Offered: Summer)

Credits: 1. Contact Hours: Lecture 3.

Provide students with a deeper content knowledge of innovation. Analysis of classic and recent readings in Strategic Management of Innovation. Topics include an introduction to the main theories of innovation, technology strategy, types and measurement of innovation, ambidexterity, the influence of strategic leadership on innovation, and innovation challenges in established firms. Multiple levels of analysis and consideration of how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Theory and empirical research embedded within the applied context of the strategic management innovation field. Emphasis on systematic and scientific approach to deepening our knowledge and understanding of topics. (Typically Offered: Spring)

Credits: 1. Contact Hours: Lecture 3.

Provides deeper content knowledge of entrepreneur well-being. Covers the broad goals of entrepreneur well-being research and examines differences between two critical types of well-being: hedonic and eudaimonic. Addresses why entrepreneurs can achieve and entrepreneur working environments can produce well-being outcomes distinct from those seen by non-entrepreneurs in more traditional waged work environments. Addresses the different coping behaviors used by entrepreneurs, as well as the complex relationship between well-being and venture performance. Approaches course topics from multiple levels of analysis and considers how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Fall)

Credits: 1. Contact Hours: Lecture 3.

Provide content knowledge regarding the importance of self-regulation to entrepreneurs. Explore existing research from a number of domains (primarily psychology and entrepreneurship) that has explored various aspects of self-regulation. Understand connections between various self-regulatory mechanisms and how those individual capabilities potentially relate to a host of entrepreneurial behaviors and outcomes. Examine course topics from multiple levels of analysis and consider how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Blend of theory and empirical research within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Fall)

(Cross-listed with MGMT 6200DX).
Credits: 1. Contact Hours: Lecture 3.

Role as a scholar is more than publishing research. The purpose of scholarship is to add to usable knowledge - which means knowledge that can be used to solve real - world problems. To publish an article, students need to convince other scholars of the quality of their research. To create usable knowledge, you need to solve a problem that managers face and communicate that solution to managers. Most managers do not read academic journals, so the publication of an article does not guarantee that anyone who needs the knowledge will find it. Introduction an ideal form of scholarship that Andy Van de Ven calls 'engaged scholarship.' This form of scholarship requires the rigorous theory and methods by adds the additional component of connecting research to practitioners throughout the research process. (Typically Offered: Spring)

(Cross-listed with MGMT 6200EX).
Credits: 1. Contact Hours: Lecture 3.

Provide skills and training necessary to navigate the professional landscape of the management and entrepreneurship fields. Discussion of effective academic writing, focusing on the discipline of management (but certainly applicable beyond this field). Blend of theory, research and practice focused on understanding one's role as a scholar, the implications of scholarly work, and successful advancement through career stages. (Typically Offered: Spring)

(Cross-listed with MGMT 6200FX).
Credits: 1. Contact Hours: Lecture 3.
Repeatable, maximum of 2 times.

Provide skills and training necessary to navigate the professional landscape of the management/entrepreneurship fields. Includes topics such as research collaborations and networking, the peer review process, ethics, scholarly writing, presenting scholarly work, developing a research identity, understanding the research process, receiving and utilizing feedback, and navigating career milestones. Blend of theory, research, and practice focused on understanding one's role as a scholar, the implications of scholarly work, and successful advancement through career stages. (Typically Offered: Fall)

(Cross-listed with MGMT 6200GX).
Credits: 1. Contact Hours: Lecture 3.

Provides a deeper understanding of research methodology. Introduces the fundamental concepts of Bayesian statistics as an advanced methodology to empirically investigate entrepreneurship and management phenome. Analytical topics include Bayes theorem, prior specification, likelihood functions, Markov Chain Monte Carlo simulations, analysis diagnostics, and posterior distributions. Application topics include Bayesian point estimates, intervals, predictions and hypothesis tests. Contrasts Bayesian approaches with frequentist paradigms such as statistical null-hypothesis significance tests. Designed to complement knowledge of MGMT 6090 Organizational Research Methods. Focus on exercises and discussions regarding how to collect, analyze and interpret empirical data to develop and advance micro- and macro-level theories in management and entrepreneurship. (Typically Offered: Fall)

(Cross-listed with MGMT 6200HX).
Credits: 1. Contact Hours: Lecture 3.

Provide a deeper content knowledge of social networks in organizational contexts. Cover conceptual foundations of the social network perspective, including how it fundamentally differs from other research perspectives. Explore important implications of various social network attributes and processes in the context of contemporary organizational scholarship. Discuss research design and empirical considerations associated with this perspective. Consider course topics from multiple levels of analysis and consider how these topics emerge across different areas (i.e., micro and macro) of management and entrepreneurship research. Blend of theory and empirical research within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. . (Typically Offered: Spring)

(Cross-listed with MGMT 6200IX).
Credits: 1. Contact Hours: Lecture 3.

Provide a deeper content knowledge of mergers and acquisitions (M&As). Cover various M&A topics (premiums, deal completion, CEO characteristics, post-merger integration, acquisition performance, etc.), theoretical frameworks, as well as relevant findings of M&A research. Consider course topics from multiple levels of analysis and consider how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Blend of theory and empirical research within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: Spring)

(Cross-listed with MGMT 6200JX).
Credits: 1. Contact Hours: Lecture 3.
Repeatable, maximum of 2 times.

Provide a deeper understanding of research methodology implications of artificial intelligence, machine learning and big data for management and entrepreneurship scholars. Introduce students to the fundamental concepts and emerging capabilities of artificial intelligence and machine learning and investigate their applications in the context of data collection, data analysis and communication of research findings. Explore broader implications of these technologies for the objects of management research: organizations and their members. Designed to complement knowledge students can gain in MGMT 6090 Organizational Methods and ENTSP/MGMT 6200GX Bayesian Alysis in management and Entrepreneurship Research. (Typically Offered: Fall, Spring, Summer)

(Cross-listed with MGMT 6200KX).
Credits: 1. Contact Hours: Lecture 3.

Prereq: Enrollment in Business and Technology PhD Program, Entrepreneurship Program Focus
Provide skills and training necessary to navigate the professional landscape of the management and entrepreneurship fields. Explore how to successfully manage the R&R (revise and resubmit process) at scholarly journals. Discussion of the purpose and stages of the peer review process. Blend of theory, research, and practice focused on understanding one's role as a scholar, the review process and implications of reviewing, and successful advancement through career stages. (Typically Offered: Spring)

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)

(Cross-listed with MGMT 6200MX).
Credits: 1. Contact Hours: Lecture 3.

Provides content knowledge of business ethics, especially the variety of behavioral ethics. Offers an exposure to business ethics literature, experiments with blending different methodology with substantive content and develops interesting research questions related to business ethics & values. Evaluate course topics from multiple levels of analysis and consider how these topics emerge across different areas of management (micro and macro) and entrepreneurship research. Blend of theory and empirical research within the applied context of the management field. Emphasis on a systematic and scientific approach to deepening knowledge and understanding of topics. (Typically Offered: 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)

(Cross-listed with ENGR 6250).
Credits: 3. Contact Hours: Lecture 3.

Prereq: Ivy College of Business PhD student or instructor permission
Venture creation for technical innovation in the deep technology sector. Evaluating market opportunities, assessing technical feasibility, developing commercialization strategies, and preparing for future funding opportunities. Engineering PhD students collaborate with MBA and MEP students to tackle both the technical and business challenges of launching deep tech ventures. The course serves as a springboard for teams interested in pursuing NSF I-Corps funding and participating in the ISU Startup Factory.