Corporate Entrepreneurship and Growth

The course consists of two parts. Part I focus on models and concepts in corporate entrepreneurship, including:

– The corporate entrepreneurship process

– Growth models of the firm

– Creativity and the corporate entrepreneur

– Identifying and evaluating business opportunities

– Building an opportunity portfolio

– Individual and organizational barriers for corporate entrepreneurship

– Leading and planning corporate entrepreneurship projects

– Organizing and controlling the venture

– Corporate entrepreneurship strategies

Part II consists of a case project in which the student has to solve problems related to corporate entrepreneurship. The cases are selected in order to cover central themes in Part I of the course.

The objectives are to provide the student with theoretical knowledge as well as techniques regarding corporate entrepreneurship in established companies. Furthermore, the objective is to apply theoretical concepts and models to cases in which the student should develop his/her ability to identify, analyse and find solutions to corporate entrepreneurship problems.

This course will focus on entrepreneurial activities within established companies, what we can call “corporate entrepreneurship”. The objectives are to provide the student with theoretical knowledge as well as techniques regarding corporate entrepreneurship in established companies.

Chinese Entrepreneurship and Societal Embedment in Southeast Asia

The course aims at introducing students to a variety of ways in which entrepreneurs utilise economic, political, ethnic and cultural resources to create and maintain different advantages in terms of societal positioning that is both local, regional and global oriented. It is furthermore discussed how, when and if Southeast Asian entrepreneurs of Chinese descent use the ‘China card’ when dealing with questions of business strategies and social integration in their respective Southeast Asian home countries.

Level: Graduate
Institution: Copenhagen Business School

The course aims at introducing students to a variety of ways in which entrepreneurs utilise economic, political, ethnic and cultural resources to create and maintain different advantages in terms of societal positioning that is both local, regional and global oriented.

Certificate in Entrepreneurial Leadership

Certificate in Entrepreneurial Leadership, is a 5-month executive program for corporate managers and specialists engaged in or to be engaged in business building. The program requires a participation of minimum 2 and maximum 4 people from each company, that are to work on a company team. 

The program integrates the creation of new business, innovation, and growth leadership, rooted in business opportunities brought into the program by the participants. The program blends teaching, coaching and execution in a unique format producing business opportunities ready for corporate funding and people ready to develop and build them. The majority of the sessions will be undertaken by leading international experts in corporate entrepreneurship.

CBS Full-time MBA

CBS Full-time MBA

 

The full-time MBA Program approach entrepreneurship from different perspectives, helping you to understand how to make it into a skill, developing your ability to explore, frame and turn ideas into actions.

The one-year full-time MBA at CBS provides a strong business perspective combining active real-life cases with a critical approach to theories, concepts and methods applied to managerial decision-making.

Three main courses focusing on entrepreneurship: The Entrepreneurial Mindset – how to help CEOs think like entrepreneurs, the A-Board – an advisory board program where students sit on boards of start-up- and growth companies, and Business development – which focuses on preparing and starting a business.

 

Business Strategies for Sustainable Innovation

The urgent need for new technologies, products and processes that are environmentally sustainable (“greentech”) will fundamentally alter competitive positions in existing industries and at the same time create new commercial opportunities and entirely new markets and industries.

When considering appropriate strategies for innovation and the theoretical frameworks one might apply to develop them, the question naturally arises: What is special about greentech innovations? How do they differ from other types of innovations? What theoretical frameworks can point to appropriate innovation strategies? This course is about developing corporate and business innovation strategies, i.e., the successful development and commercialization, of greentech technologies at the strategic level. 

Pre-approval & credit transfer 
Exam: Oral miniproject exam 

Level: Graduate
Institution: Copenhagen Business School 
Institute: INO 
Language of instruction: English 

Biotechnology, from Idea to Product

Level: Graduate
Institution: University

The course aims at teaching the students how an idea within the field of biotech is developed into a product which can be marketed.

Exam: Final examination.Written examination and oral examination. All aids allowed.Description of Examination: The project report (group report) is evaluated and the students are examined individually in the report during an oral examination. Articles and patents selected from the journal clubs are included in the oral examination. The student draws one of the articles during the oral examination.
Weight: Report and oral examination are weighted equally. The final grade also includes an overall assessment.

The students will learn how an idea within the field of biotech develops from idea to product. The course covers areas such as: processes for optimum project selection, definition of product, technical development, patent applications, market analysis, production and financing.

Asian high technology industry and collaboration forms

Level: Graduate
Institution: Copenhagen Business School

The content is structured into four main parts; Macroeconomics of the main countries in the Asian region, Review of industrial and technology policies and investments in the main countries in the region, Established Asian multinationals and Review of dominant information management methodologies and cultural adaptations, including governance, intellectual property, etc. Plus  a project work.

Asian high technology entrepreneurship and collaboration

Level: Graduate
Institution: Copenhagen Business School

The students should discover, position, and analyze the major processes and opportunities whereby Asian based companies and organizations can collaborate beyond just sales / representation processes. This includes collaborative R&D, sharing of operational assets (including manufacturing), joint selective sourcing, pools of intellectual property rights, joint off-shore R&D or marketing offices.

This goal may specially be of interest to students with interest in general management, organizational management, marketing, as well as in information management.

 

Advanced Innovation and Intellectual Property Rights in Biotechnology

The course is mainly theoretical and is based on selected scientific papers and patent applications. The course is taught through a series of lectures with parallel case studies and journal clubs. Patenting and use of patent literature is also taught in computer exercises.The following topics are covered in the first six weeks of the course: 1) Innovation and intellectual property rights, 2) Bioremediation, 3) Biotechnology in food and feed stuff, 4) Genomics and Bioinformatics, 5) Biomedicine and 6) Bioreactors. Innovation and intellectual property rights are taught thoughout the course whereas the other topics are concentrated in 1-2 weeks modules. The two final weeks of the course will include preparation of an individual report on a biotechnolgical topic selected by the student.

Social Entrepreneurship: Creating Social Change Using the Power of Entrepreneurship

Basic knowledge of business policy and strategic management are advantageous.

Course content

The domain of social change is no longer reserved to students of political sciences and development studies. Increasingly business students are recognized as possessing important skills that can drive social change. This new discipline is often referred to as Social Entrepreneurship (S-ENT). S-ENT describes the discovery and sustainable exploitation of opportunities to create public goods. This is usually done through the generation of disequilibria in market and non-market envi­ronments. The S-ENT process can in some cases lead to the creation of social enterprises. These social ventures are hybrid organizations exhi­biting characteristics of both the for-profit and not-for profit sector. Individuals engaging in S-ENT are usually referred to as social entrepreneurs, a term that describes resourceful individuals working to create social innovation. They do not only have to identify (or create) opportunities for social change (that so far have been unexploited), they must also muster the resources necessary to turn these opportunities into reality. A typical example is Prof. Muhammad Yunus, founder of the Grameen Bank (Bangladesh) and recipient of the Nobel Peace price in recognition of his contribution to poverty alleviation through the invention and popularization of Micro­finance. Other examples include fair trade or car-sharing. Today many foundations aim to identify and promote social entrepreneurs. Two pro­minent examples are Ashoka and the Skoll Foundation. So called venture philanthropists adopt methods from the domain of venture capital, for example, encouraging social entrepreneurs to provide detailed business plans and to measure and report systematically on their social performance. Social Return on Investment (S-ROI) analysis is an example, for an emerging tool aiming to describe the social impact of S-ENT in dollar terms, relative to the philanthropic investment made.

Entrepreneurial management and development university