Online Course Guide of WHU –

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Please use the filters below to select the term (spring or fall) as well as the respective program (BSc, MSc, MBA, Exchange, Doctoral) of your choice for an overview of all modules offered at WHU. The courses are listed under the modules. Please click on a module to see which courses are part of it. If you would like to find out more about a certain course, click on the name of the course to see detail information. The location of the lecture will be reveiled after your course registration on myWHUstudies.

Spring term counts from January - August, fall term counts from September - December.

Important for Exchange Students: As the Full-Time and Part-Time MBA Programs utilize a modular course structure, the dates on which students begin and end the exchange are flexible. Please find here a chronological overview of the preliminary course offering for Spring and Fall.

Spring 2019  ›  Bachelor of Science  ›  Bachelor of Science - 4th Semester  ›  Agile Business Model Development and Entrepreneurial Organizations

Entrepreneurial Transformation in Corporations

Course Code:
EAI451
Lecturers:
Prof. Dr. Dries Faems
Course Type:
BSc Course
Week Hours:
2,0
Term:
Spring 2019
Language:
Englisch
Credits:
3.0
(Please note that exchange students obtain a higher number of credits in the BSc-program at WHU than listed here. For further information please contact directly the International Relations Office.)
This course aims to provide students an in-depth understanding of the theoretical and practical challenges of entrepreneurial transformation in corporations. During the course, the students will be introduced to several strategies that corporates can use to engage in entrepreneurial transformation. By means of assignments, the students will be challenged to apply this knowledge.
Date
Time
Friday, 08/03/2019
08:00 AM till 11:15 AM
Wednesday, 13/03/2019
08:00 AM till 11:15 AM
Wednesday, 20/03/2019
08:00 AM till 11:15 AM
Wednesday, 27/03/2019
08:00 AM till 11:15 AM
Wednesday, 03/04/2019
08:00 AM till 11:15 AM
Wednesday, 10/04/2019
08:00 AM till 11:15 AM
In-depth knowledge on core strategies (e.g. corporate venturing, alliances, acquisitions) that corporates can apply to realize entrepreneurial transformation

Ability to apply these insights in real life setting to address particular challenges

Module 1: Introduction (March 8, 2019).

This module provides an introduction to why companies are forced to become more entrepreneurial than ever, and what prevents them from doing so. In this first session, the different assignments for this course (i.e. individual and group assignment) will also be introduced and described.


Module 2: Intrapreneurship and Corporate venture capital + Workshop on identifying transformational challenges (March 13, 2019)

In this module, we examine a variety of strategies, processes and practices by which companies can foster entrepreneurship within their organizations. In addition, a workshop will be conducted on how to identify transformational challenges for the individual assignment.

Reading material

 Scott, A. 2012. The New Corporate Garage. Harvard Business Review, September, 2012: 44-53
 Lerner, J. 2013. Corporate Venturing. Harvard Business Review, 91(10): 86-94


Module 3: Alliances with and acquisitions of entrepreneurial firms + Workshop on identifying corporate transformation programs (March 20, 2019)

Alliances with and acquisitions of entrepreneurial firms are viable strategies for corporates to develop new capabilities, identify new business opportunities and access new technologies. In this module, we examine these strategies and discuss the challenges when implementing these strategies in corporates. In addition, a workshop will be conducted on how to identify corporate transformation programs for the individual assignment.


Reading material

 Faems, D.; Janssens, M.; Van Looy, B. (2010) Managing the competition cooperation dilemma in R&D alliances: A multiple case-study in the advanced materials industry. Creativity and Innovation Management, 19: 3-22.
 Kale, P., Singh, H., and Raman, A.P. 2009. Don’t Integrate Your Acquisitions, Partner with Them. Harvard Business Review, 87(12): 109-115.

Module 4: Novel corporate transformation programs part I (March 27, 2019)

In this module, we discuss three novel corporate transformation programs: Innovation outposts, corporate hackatons and innovation labs.

Reading material

- How corporate headquarters can get more from innovation outposts.
https://hbr.org/2017/05/how-corporate-hq-can-get-more-from-innovation-outposts
- Magadley, W. & Birdi, K. 2009. Innovation Labs: An Examination into
the Use of Physical Spaces to Enhance Organizational Creativity. Journal of Creativity and Innovation Management. DOI: 10.1111/j.1467-8691.2009.00540.x
- Briscoe, G & Mulligan, C. Digital Innovation: The Hackathon Phenomenon


Module 5: Novel corporate transformation programs part II (April 3, 2019) + Workshop on recommendation for individual assignment.

In this module, we discuss two additional novel corporate transformation programs: Corporate accelerators and Open Innovation Contests. In addition, a workshop will be conducted on how to identify managerial recommendations for the individual assignment.

Reading material

- Mahmoud-Jouini, S.B., Duvert, C., & Esquirol, M. (2018). Key Factors in Building a Corporate Accelerator Capability. Research-Technology Management, 61(4), 26-34. doi: 10.1080/08956308.2018.1471274
- King, A. & Lakhani, K.R. (2013) Using Open Innovation to Identify the Best Ideas. MIT Sloan Management Review

Module 6: Implementing corporate transformation programs

In this section, we discuss the general challenges of implement corporate transformation programs.

Lecture, Cases
Individual assignment (80%); group assignment (20%)
There are no prerequisites.
90