Courses
Courses primarily for undergraduates:
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, Summer)
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)
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)
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)
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.
Credits: 3. Contact Hours: Lecture 3.
Prereq: (ENTSP 3100 and ENTSP 3130) or (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.
(Typically Offered: Fall, Spring)
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)
Courses primarily for graduate students, open to qualified undergraduates:
(Cross-listed with MGMT 5200).
Credits: 3. Contact Hours: Lecture 3.
Prereq: Graduate Standing
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)
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.
Courses for graduate students:
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)
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.
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.
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.
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.
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.
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.
Credits: 3. Contact Hours: Lecture 3.
Repeatable, maximum of 3 credits.
Prereq: Instructor Permission for Course
Venture creation methodologies applied to corporate innovation in the deep technology sector. Evaluating market opportunities, assessing technical feasibility, developing commercialization strategies, and building internal business cases for investment. Corporate technology professionals collaborate with Ivy College master's students to tackle both the technical and business challenges of advancing emerging technologies within established organizations. Project work centers on a technology commercialization challenge defined by the sponsoring organization, with all proprietary information and deliverables kept confidential within the project team.
(Typically Offered: Fall)