Teacher: Dr. Ronit Yitshaki
Office hours by appointment
Entrepreneurship is a crucial engine for economic development, however, it is known for its complexity. The course focuses on entrepreneurship theory from economic, sociological and psychological points of view. During the course we will seek to get some answers to the following questions:
- What explains entrepreneurs’ intentions and actions?
- What distinguishes ideas from real opportunities? What are the differences between opportunity identification/recognition, examination and exploitation?
- What is the role of entrepreneurial passion and identities in establishing and managing new ventures?
- How entrepreneurs affect and psychological characteristics influence their intentions and actions?
- How do entrepreneurs make decisions to start ventures? What are the determinants of entrepreneurial persistence?
- What are the criteria for external investors? How do venture capital investments make a difference?
- How can we explain entrepreneurial failures?
- What are the key differences between business and social entrepreneurship?
The course will be based on multiple teaching methods. Beside theoretical presentations the course will use discussions of readings from academic and management journals, simulations, movies and guests lecturers. As part of the session in creativity and innovation, each student will be able to examine his/her entrepreneurial orientation, regulatory focus and entrepreneurial intentions.
- Participation and contribution to class discussions. Students are required to appear to at least 80% of the sessions.
- Presentation of a selected paper in class.
- Writing a final paper based on case study analysis of an entrepreneurial firm (instruction will be delivered by the middle of the semester).
|Oral presentation in class||A presentation of a recent paper about dilemmas in entrepreneurship (from a provided paper list)||20%|
|Final paper||The final paper will be based on a case analysis or interviews with entrepreneurs. Instructions for the final assignment will be submitted during the course||80%|
- Bygrave, W., & Zacharakis, A. (2011), Entrepreneurship, Second Edition, Hoboken, NJ: John Wiley and Sons.
- Senor, D., & Singer S. (2009). Start-up nation: The story of Israel’s economic miracle. NY: Twelve.
- Baron, R.A. (2012). Entrepreneurship: An evidence-based guide. UK: Edward Elgar Publishing.
|Sessions 1-2||Entrepreneurship as an economic and social phenomenon|
|Alvarez, S.A., Barney, J.B., McBride, R., & Wuebker, R. (2014). Realism in the study of entrepreneurship. Academy of Management Review, 39(2), 227-231. Bhide, A. (1996). The questions every entrepreneur must answer. Harvard Business Review, November-December, 120-130. Gartner, W.B. (1985). A conceptual framework for describing the phenomenon of new venture creation. Academy of Management Review, 10, 696-706. Lumpkin, G.T., & Dess, G.G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21, 135-172. Westhead, P., & Wright, M. (2015). The habitual entrepreneur phenomenon. International small business journal, 1-16.|
|Session 3||New opportunities identification – From intentions to actions|
|Carsrud, A., & Brannback, M. (2011). Entrepreneurial motivations: What do we still need to know?. Journal of Small Business Management, 39(1), 9-26. Grégoire, D. A., Barr, P. S., & Shepherd, D. A. (2010). Cognitive processes of opportunity recognition: The role of structural alignment. Organization Science, 21(2), 413-431. Sarasvathy, S. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263. Shane, S., Locke E.A., & Collins, C. J. (2003). Entrepreneurial motivation. Human Resource Management Review 13, 257–279.|
|Session 4||Entrepreneurs’ passion and identities|
|Cardon, M.S., Zietsma, C., Saparito, P., Matherne, B.P., & Davis C. (2005). A tale of passion: New insights into entrepreneurship from a parenthood metaphor. Journal of Business Venturing, 20, 23-45. Hoang, H., & Gimeno, J. (2010). Becoming a founder: How founder role identity affects entrepreneurial transitions and persistence in founding. Journal of Business Venturing, 25(1), 41-53. Murnieks, C.Y., Mosakowski, E., & Cardon, M.S. (2012). Pathways of passion: Identity centrality, passion, and behavior among entrepreneurs. Journal of Management, 0149206311433855. Shepherd, D., & Haynie, M.J. (2009). ‘Birds of a feather don’t always flock together: Identity management in entrepreneurship’, Journal of Business Venturing 24(2): 316-337. Yitshaki, R. and Kropp, F. (2015). Entrepreneurial Passions and Identities in Different Contexts: A Comparison between High-Tech and Social Entrepreneurs. Entrepreneurship & Regional Development. Special Issue on entrepreneurial identities. Forthcoming.|
|Session 5-6||VC Relations and Founder’s Psychology|
|Arthurs, J.D., Hoskisson, R.E., Busenitz, L.W., & Johnson, R.A. (2008). Managerial agents watching over other agents: Multiple agency conflicts regarding underpricing in IPO firms. Academy of Management Journal, 51(2), 277-294. Cable, D.M., &Shane, S. (1997). A prisoner’s dilemma approach to entrepreneur-venture capitalist relationships. Academy of Management Review, 22, 142–176. De Clercq, D., & Sapienza, H.J. (2006). Effects of relational capital and commitment on venture capitalists’ perception of portfolio company performance. Journal of Business Venturing, 21(3), 326-347. Petkova, A.P., Wadhwa, A., Yao, X., & Jain, S. (2014). Reputation and decision making under ambiguity: A study of US venture capital firms’ investments in the emerging clean energy sector. Academy of Management Journal, 57(2), 422-448. Wasserman, N. (2012). The founder’s dilemmas: Anticipating and avoiding the pitfalls that can sink a startup. Princeton, NJ: Princeton University Press. Wasserman, N. (2008). The founder’s dilemma. Harvard Business Review, 86(2), 102-109. Wasserman, N. (2006). Stewards, agents, and the founder discount: Executive compensation in new ventures. Academy of Management Journal, 49(5), 960-976.|
|Session 7-8||Startup managerial dilemmas|
|Baron, R.A. (2008). The role of affect in the entrepreneurial process. Academy of Management Review, 33(2), 328-340. Baron, R. A., Hmieleski, K. M., & Henry, R.A. (2012). Entrepreneurs’ dispositional positive affect: The potential benefits–and potential costs–of being “up”. Journal of Business Venturing, 27(3), 310-324. Hayward, L.M.A., Shepherd, D.A., & Griffin, D. (2006). A hubris theory of entrepreneurship, Management Science, 52(2), 160-172. Khan, S.A., Tang, J., & Joshi, K. (2014). Disengagement of nascent entrepreneurs from the start‐up process. Journal of Small Business Management, 52(1), 39-58. McMullen, J.S., & Shepherd, D.A. (2006). Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur. Academy of Management Review, 31(1), 132-152.|
|Session 9||Creativity and innovation|
|Kahneman, D. (2011). Thinking, fast and slow. Macmillan. Pink, D.H. (2006). A whole new mind. NY: Riverhead books.|
|Session 10||Entrepreneurship and social capital|
|Stam, W., Arzlanian, S., & Elfring, T. (2014). Social capital of entrepreneurs and small firm performance: A meta-analysis of contextual and methodological moderators. Journal of Business Venturing, 29(1), 152-173. Stuart, T. E., & Sorenson, O. (2007). Strategic networks and entrepreneurial ventures. Strategic Entrepreneurship Journal, 1(3‐4), 211-227. Vissa, B., & Bhagavatula, S. (2012). The causes and consequences of churn in entrepreneurs’ personal networks. Strategic Entrepreneurship Journal, 6(3), 273-289.|
|Session 11||Entrepreneurial teams|
|Cooney, T. (2005). What is an entrepreneurial team? International Small Business Journal, 23(3), 226-235. Klotz, A. C., Hmieleski, K. M., Bradley, B. H., & Busenitz, L. W. (2014). New venture teams a review of the literature and roadmap for future research. Journal of Management, 40(1), 226-255. Schjoedt, L., Monsen, E., Pearson, A., Barnett, T., & Chrisman, J. J. (2013). New venture and family business teams: understanding team formation, composition, behaviors, and performance. Entrepreneurship Theory and Practice, 37(1), 1-15. West, G. P. (2007). Collective cognition: When entrepreneurial teams, not individuals, make decisions. Entrepreneurship Theory and Practice, 31(1), 77-102.|
|Session 12||Social entrepreneurship|
|Di Domenico, M., Haugh, H., & Tracey, P. (2010). Social bricolage: Theorizing social value creation in social enterprises, Entrepreneurship Theory and Practice, 34(4), 681–703. Zahra, S.A., Gedajlovic, E., Neubaum, D.E., & Shulman, J.E. (2009). A typology of social entrepreneurs: Motives, search processes and ethical challenges. Journal of Business Venturing, 24, 519–532. Yitshaki, R., & Kropp, F. (2014). Motivations and opportunity recognition of social entrepreneurs. Journal of Small Business Management, Forthcoming.|
|Session 13||Entrepreneurial exit|
|Shepherd, D. A., & Cardon, M. S. 2009. Negative emotional reaction to project failure and self-compassion to learn from the experience. Journal of Management Studies, 46(6): 923-949. Shepherd, D. A., Covin, J. G., & Kuratko, D. F. 2009. Project failure from corporate entrepreneurship: Managing the grief process. Journal of Business Venturing, 24(6): 588-600. Shepherd, D. A., Wiklund, J., & Haynie, J. M. (2009). Moving forward: Balancing the financial and emotional costs of business failure. Journal of Business Venturing, 24(2): 134-148.|