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2010/1 Module Catalogue
Module Provider: School of Management Short Name: MBA12
Level: M Module Co-ordinator:
Number of credits: 15 Number of ECTS credits: 7.5
Module Availability

Autumn and Spring

Assessment Pattern

Unit(s) of Assessment

Weighting Towards Module Mark (%)

Business Plan


Oral Presentation


Module Overview

In order to compete, Governments around the world are concerned, increasingly, to create entrepreneurial cultures, people and organisations Entrepreneurship, with its emphasis on innovation, is seen to be the means by which both business and economics achieve sustained competitive advantage. Accordingly, this module introduces the student to the concept of entrepreneurship and shows him/her how it is possible not only to develop more personal entrepreneurial capability but how enterprise cultures can be created within both economies and regions. The module is based on a sound understanding of theory.



Module Aims

The aim of this module is to introduce participants to the theory and practice of entrepreneurship. Specifically the objectives are to enable participants to:

  • Evaluate the various theories of entrepreneurship
  • Analyse the economic and social role of entrepreneurship
  • Evaluate the factors affecting the development of entrepreneurship in society
  • Critically evaluate the types of support that can stimulate entrepreneurship and an enterprise culture
  • Analyse the nature and characteristics of the entrepreneur
  • Critically assess and explore the processes involv ed in developing their own entrepreneurial capability and in creating an entrepreneurial venture.
  • Understand what constitutes an entrepreneurial organisation and how it might be created and managed.
Learning Outcomes

On successful completion of this module the students will be able to:

  • Understand the theory of Entrepreneurship
  • Appreciate the role of Entrepreneurship in Economy and Society
  • Identify the factors that influence Entrepreneurship development in society, people and organisations
  • Recognise an enterprise culture and what needs to be done to create one
  • Identify entrepreneurial characteristics and behaviour and begin to develop their own entrepreneurial capability
  • Appreciate the differences between entrepreneurial and traditional management
  • Acquire the knowledge and skills to create and manage an entrepreneurial venture
  • Work in teams to resolve problems
  • Present their ideas orally and in writing
Module Content

The module is divided into 3 sections

  • Entrepreneurship and the Environment
  • Entrepreneurship and the Person
  • Entrepreneurship and the Organisation
Methods of Teaching/Learning

The teaching and learning strategy is designed to benefit passive as well as active learners. Apart from catering for the needs of both types of learner, and, therefore providing a teaching and learning strategy that is fairer and does not disadvantage either group, it is intended to promote sound understanding of theory and how it may be applied in practice. Whilst, in Honey and Mumford's terms, the pragmatist and activist learners are given the opportunity  to experience the theorist and reflector learning styles, the theorists and reflectors are able to learn by doing, thereby helping develop in them the attributes of activist and pragmatist. This is seen as important in aprogramme that is intended to educate students "for" entrepreneurship rather than simply educating them "about" it. Hence it carries more weight in the assessment process.

The teaching and learning methods include:

  • interactive lectures
  • guest lectures (role models)
  • case analysis
  • group projects
  • discussion groups
  • presentations
Selected Texts/Journals

Core Texts

Kirby, D (2003)  Entrepreneurship  McGraw Hill  ISBN 0077098587

Recommended Readings

Barrow, C., Burke, G. Molian, D and Brown, R. (2005) Enterprise Development: The Challenges of Starting, Growing and Selling Businessess. London: Thomson

Bolton, B., and Thompson, J., (2003), The Entrepreneur in Focus: achieve your potential. London: Thomson.

Bragg, A and Bragg M (2005) Developing New Ideas: A step-by-step guide to creating new business ideas worth backing. Harlow: Prentice Hall

Bjerke, B (2001), Business Leadership and Culture: National Management Styles in the Global Economy. Cheltenham: Edward Elgar

Burns, P (2005) Corporate Entrepreneurship: Building an Entrepreneurial Organisation. Basingstoke: Palgrave

Spinder, Dhaliwal (2008), Making a Fortune: Learning from the Asian Phenomenon, Chichester, Capstone

Supporting Readings

OECD (1998), Fostering Entrepreneurship. Paris: Organisation for Economic Co-operation and Development

Harper, D.A. (2003), Foundations of Entrepreneurship and Economic Development. Abingdon: Routledge.

Shane, S. (2004) A General Theory of Entrepreneurship: The Individual-opportunity Nexus. Cheltenham: Edward Elgar

Westhead P. and Wright, M (2000), Advances in Entrepreneurship ( Vols. 1-111). Cheltenham: Edward Elgar

Other Indicative Reading

Enterprise and Innovation Management Studies
Entrepreneurship and Regional Development
Entrepreneurship Theory and Practice
Industry and Innovation
International Entrepreneurship and Management Journal
International Journal of Enterprise and Innovation
International Journal of Entrepreneurial Behaviour and Research
International Journal of Innovation Management
International Small Business Journal
Journal of Business Venturing
Journal of Organisation Change Management
Journal of small Business and Enterprise Development
Leadership and Organisation Development Journal
Leadership Quarterly
Small Business Economics

Last Updated

19th October 2009