Online Course Guide of WHU –

Find all modules and courses of our degree programs.

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 revealed 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 Fall and Spring.

Spring 2022  ›  Bachelor of Science  ›  Bachelor of Science - 4th Semester  ›  Agile Business Model Development and Entrepreneurial Organizations

Entrepreneurial Transformation in Corporations

Course Code:
EAI451
Lecturers:
Juniorprof. Dr. Priscilla Sarai Kraft
Course Type:
BSc Course
Week Hours:
2,0
Term:
Spring 2022
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.
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


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 essay and group assignment) will also be introduced and described.

Module 2: Mimicking startups: Stimulating intrapreneurship
+ Introduction to Group Assignment 1


In this module, we discuss potential structures (i.e. structural and contextual ambidexterity) that companies can use to successfully organize for entrepreneurial transformation.

Reading material


 O’Reilly, C.A. & Tushman, L.T. (2004) The ambidextrous organization. Harvard Business Review, April 2004.

Module 3: Investing in startups: Corporate venturing + Group Assignment 2

In this module, we focus on how corporates can successfully invest in startups to stimulate entrepreneurial transformation.

Reading material

 Lerner, J. 2013. Corporate Venturing. Harvard Business Review, 91(10): 86-94

Module 4: Collaborating with startups: Alliances + Group assignment 3

Alliances are primary vehicles for develop new capabilities, identifying new business opportunities and accessing new technologies. In this module, we examine how corporates can successfully engage in collaboration with startups.

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.

Module 5: Buying startups: Acquiring
+ Group assignment 4

In this module, we explore acquisitions of start-ups as growth instruments. Specific topics will include deal sourcing, target selection, deal structuring, valuation, implementation and post-acquisition integration.

Reading material

 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 6: Introduction to individual assignment

Lecture, Cases
Individual essay (50%), Group project (40%), Class participation (10%)
There are no prerequisites.
90