Description
In this particular illustration pertaining to entrepreneurship (msc) vu university amsterdam.
Entrepreneurship (MSc)
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 I
The joint VU-UvA MSc in Entrepreneurship provides academic and entrepreneurial skills, as well knowledge of and
insight into entrepreneurship. Accordingly, graduates are equipped to analyze theoretical and practical problems in the
field of entrepreneurship from a range of perspectives (social, societal, economic, ethical), and are able to be critical
about theoretical and practical solutions chosen. Students acquire knowledge of the academic literature in the field of
Entrepreneurship and are trained in methods and skills for applying this knowledge in empirical research and the
analysis of the policy and practice of entrepreneurship. The master's programme takes one year. The academic year
is divided into six teaching periods: four periods of eight weeks and two periods of four weeks. The programme's study
load is 60 credits. Credits are expressed in EC: European Credit. Each credit amounts to circa 28 hours studying.
Read the full description of the programme or use the schedule below for information on the individual courses in the
programme.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 II
Index
Master Entrepreneurship 1
ABRI Honours Programme 1
M ENT - Optional Courses 1
M ENT - Obligatory courses 1
M ENT - Specialization courses 2
Course: Behavioral Strategy (Period 5) 2
Course: Business Cases in New Technology (Period 5) 3
Course: Capita Selecta Entrepreneurship (Period 5) 5
Course: Cross Cultural Management (Period 5) 5
Course: Cultural Entrepreneurship (Period 4) 7
Course: E-Business Development (Period 5) 8
Course: Enterprising for a Better World (Period 2) 9
Course: Enterprising Skills (Period 5) 11
Course: Entrepreneurial Law and Finance (Period 4) 12
Course: Entrepreneurship in Science and Technology (Period 4) 13
Course: Entrepreneurship in the Service Industry (Period 4) 13
Course: Entrepreneurship Research Skills (Period 3) 14
Course: Entrepreneurship, Institutions and Corporations (Period 2) 15
Course: Entrepreneurship: Theory and Practice (Period 1) 17
Course: Management Consulting (Period 5) 18
Course: Managing Creativity (Period 5) 19
Course: New Venture Creation and Development (Period 2) 20
Course: Real Estate Management (Period 5) 21
Course: Services Marketing (Period 5) 22
Course: Social Dynamics in Entrepreneurship (Period 2) 24
Course: Thesis (Ac. Year (September)) 25
Course: Thesis (Ac. Year (September)) 26
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 III
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Master Entrepreneurship
Programme components:
ABRI Honours Programme
M ENT - Optional Courses
M ENT - Obligatory courses
M ENT - Specialization courses
ABRI Honours Programme
M ENT - Optional Courses
Courses:
M ENT - Obligatory courses
Courses:
Name Period Credits Code
Behavioral Strategy Period 5 6.0 E_BA_BS
Business Cases in New
Technology
Period 5 6.0 E_ENT_BCNT
Capita Selecta
Entrepreneurship
Period 5 6.0 E_BA_CSENT
Cross Cultural Management Period 5 6.0 E_BA_CCM
E-Business Development Period 5 6.0 E_BA_EBD
Enterprising Skills Period 5 6.0 E_ENT_ESK
Management Consulting Period 5 6.0 E_ENT_MCON
Managing Creativity Period 5 6.0 E_ENT_MC
Real Estate Management Period 5 6.0 E_BA_REM
Services Marketing Period 5 6.0 E_ENT_SMKT
Name Period Credits Code
Entrepreneurial Law and
Finance
Period 4 6.0 E_ENT_ELF
Entrepreneurship Research
Skills
Period 3 6.0 E_ENT_ERS
Entrepreneurship: Theory
and Practice
Period 1 12.0 E_ENT_ETP
Social Dynamics in
Entrepreneurship
Period 2 6.0 E_ENT_SDE
Thesis Ac. Year (September) 12.0 E_ENT_THS
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 1 of 26
M ENT - Specialization courses
Courses:
Behavioral Strategy
Course objective
This course is aimed at students who are interested to know how
individuals can contribute to change and success in their organization’s
strategy. The course is suitable for students willing to acquire
strategy skills and capabilities during their study. The course aims at
cultivating an engaged and responsible attitude among the students as
future organizational change agents.
Course content
The content combines insights from cutting-edge academic research with
attention to the personal development of the course participants. Master
students are thus encouraged to understand strategic management
challenges from the perspective of those who are responsible for these
decisions. The course consists of three main parts: lectures, workshops,
and computer-based fluency learning.
In the lectures, you will discuss advanced knowledge on strategic
Thesis Ac. Year (September) 12.0 E_ENT_THSU
Name Period Credits Code
Cultural Entrepreneurship Period 4 6.0 E_ENT_CE
Enterprising for a Better
World
Period 2 6.0 E_ENT_EBW
Entrepreneurship in Science
and Technology
Period 4 6.0 E_ENT_EST
Entrepreneurship in the
Service Industry
Period 4 6.0 E_ENT_ESI
Entrepreneurship,
Institutions and
Corporations
Period 2 6.0 E_ENT_EIC
New Venture Creation and
Development
Period 2 6.0 E_ENT_NVCD
Course code E_BA_BS ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.M. Rietdijk
Examinator dr. M.M. Rietdijk
Teaching staff dr. M.M. Rietdijk, dr. A.S. Alexiev
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 2 of 26
decision making, management team processes and principles of corporate
governance. In an open discussion format, the aim is to learn from the
experience of others, as it has been accumulated and systematized by
management researchers.
In the workshops, you will learn about practical applications of applied
behavior analysis in strategic management settings and about the
scientific principles governing these applications. The objective here
is to develop a mindset for behavioral change, both for oneself and with
regard to others. As an assignment, you will apply the principles of
Strategic Behavior Change to a company, a single case experiment.
During the computer based program, you will master the strategic
behavior change principles to fluency. It is an online open book test
that takes several days. You can proceed at home after studying the book
and attending the lectures. Fluency learning means that you will master
the content of the course to an A level. You can even start the course
before the course starts!
Form of tuition
- Lectures
- Workshops
- Computer-based Fluency Training
Type of assessment
- Exam
- Finishing the web-based fluency training
- Performance Improvement Plan Report, about 12 pages.
Course reading
Daniels, A.C. & J.S. Bailey (2014, 5e ed.)Performance Management.
Changing behavior that drives organizational effectiveness. Atlanta:
Performance Management Publications. (IPV de druk uit 2004).
Business Cases in New Technology
Course objective
Upon completion of this course students have:
- understanding of the important role of science and technological
research as a source of innovation;
- understanding of university knowledge transfer process;
the ability to analyse the role technology has in introducing business
innovations;
- understanding of and evaluate the business feasibility and
sustainability of new technology;
- the ability to to develop a business case for new technology.
Upon completion of the course students will have demonstrated knowledge
and understanding of the role of science and technological research as a
Course code E_ENT_BCNT ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 3 of 26
source of innovation, the role of technology in business innovations,
and be able to analyse, discuss and reflect and present their knowledge
Course content
The course focuses on Schumpeterian entrepreneurship; entrepreneurship
based on innovation; New Combinations leading to the creation of
innovative, new fast growing business that replaces existing businesses;
Creative Destruction that is based on innovation from scientific and
technological research.
Among the topics to be discussed in the course are: Schumpeterian
entrepreneurship, entrepreneurship as a method, university technology
transfer, cases in technology entrepreneurship, the role of technology
for business innovation.
Students are encouraged and expected to actively participate in
discussing the articles (discussion seminars), and presenting case
studies (students presentations).
The teaching, learning in the course consists of lectures, video
lectures by leading scholars and experts (MOOC), discussion seminars,
student’s presentations and guest lectures. All course sessions are
interactive requiring input from the students.
Form of tuition
Lectures, case study, self study, guest lecture and student
presentations.
Type of assessment
The final grade consists of:
individual: case study 1: assignment (30%);
case study 2: assignment, report and presentation (30%).
teamwork:business case: assignment,report and presentation (40%).
Conditions to pass the course:
the score for both assignments must be 5.5 or higher.
Resit:
- both the individual assignments can be retaken within the time frame
offered by the lecturer. All course assignments must be submitted before
the resit;
- results obtained for the group assignments will remain valid;
- the resit consists of an additional term paper on a subject to be
defined. The additional paper cannot be a redo of one that was already
submitted. All course assignments must be submitted before a student is
allowed to take the resit.
Additional information:
students who fail to come prepared or participate well might be required
to do an extra assignment.
Course reading
1Reference book: Byers, T., Dorf, R. and Nelson, A. (2010). Technology
Ventures: From Idea to Enterprise. Third edition, McGrawHill, ISBN 978-
0-07-338018-6;
2Case studies, articles, available on Blackboard athttps://blackboard.ic.uva.nl/
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 4 of 26
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Capita Selecta Entrepreneurship
Course objective
This optional course enables students to perform a research internship
(either as an integral part of their thesis, or as a standalone
project).
Course content
This course enables students to perform a research internship. This can
be an internship relevant for answering (part of) the research question
of their thesis, but does not necessarily have to be; it can also be a
standalone research internship. In both cases this should concerns an
internship of at least 1 month (full-time).
Students who want to integrate an internship in their thesis process
should announce this early on (to master thesis coordinator) ánd should
start arranging the internship early (i.e. already in Jan/Feb).
Form of tuition
Standalone research / thesis work, with the aid of a supervisor (which
can but does not necessarily have to be the thesis supervisor).
Type of assessment
Usually a paper
Course reading
To be decided by the Capita Selecta supervisor.
Remarks
In all cases, the grade will be determined by the supervisor.
Cross Cultural Management
Course code E_BA_CSENT (61452180)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. E. Masurel
Examinator prof. dr. E. Masurel
Level 400
Course code E_BA_CCM (61452100)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 5 of 26
Course objective
Knowledge:
- Increase awareness of students’ own cultural assumptions and
respect for other cultural and historical perspectives.
- Develop and expand knowledge and understanding about: the basic
(historical) drives behind national and organizational cultural
differences, the impact of cultural differences on cross cultural issues
in organizations, M&As, and methodology issues in cross cultural
research.
- Acquire an understanding of the importance and effectiveness of
integrating value differences as a key (international) leadership
strategy and capacity.
Skills:
- Diagnose the influence of cultural differences that play a role
in intercultural relationships and M&As.
- Apply a methodology to elicit, chart and reconcile cultural
dilemmas that occur in a business context.
- Clarify the cultural factors, influencing their project
assignments, by applying models used in cross-cultural research.
Course content
This course introduces students to integrated principles and models of
cross-cultural management. It aims to provide a new paradigm for looking
at business management practices in a global context and, thereby,
prepare students to act effectively in international business
environments. It demonstrates how cultural diversity, as opposed to
single cultural orientation is more effective at creating lasting
solutions to business challenges/dilemmas.
Course sub-theme
The recent economic crisis has unleashed a storm of critic and
reflection about the state of international business. From all corners
of the globe, there is growing call for a different kind of (corporate)
leadership: less selfish and bonus-oriented, and more concerned with the
sustainable wellbeing of company and society. This interest and
attention to rethinking the paradigms of leadership in a global context
has prompted the inclusion of a sub-theme within the course. In the
academic year of 2014-2015, the CCM course will pay special attention to
‘Servant-Leadership’ as principle and way of life that guides a leader’s
capacity to both direct the organization and its people while at the
same time work in their service. This theme will be explored in an
historical and cross-cultural perspective with reference to the
Thinkers50.com.
Form of tuition
The course consists of 6 lectures and additional seminars, which
includes the Servant-Leadership symposium as an integral part of the
Coordinator dr. S.G.M. van de Bunt
Examinator dr. S.G.M. van de Bunt
Teaching staff prof. dr. A.M.R. Trompenaars, dr. S.G.M. van de Bunt,
drs. B. Blokpoel
Teaching method(s) Lecture, Seminar
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 6 of 26
course. The lectures are meant to provide input for students to enable
them to apply their acquired knowledge in the seminars. A spiral
learning approach will be adopted whereby an approach to dealing with
culture and cultural differences will be constantly related to different
business topics throughout the lectures.
The sequence of lectures and seminars in 2014 will likely be as follows:
Lectures:
the first two lectures address the issue of culture, cultural models and
an approach to dealing with cultural difference. The focus will be on
outlining the scientific context of the cross-cultural management field
and explaining the relevance of culture in society and business. Several
cultural models, including the Trompenaars & Hampden-Turner culture
model, are introduced as tools for understanding national and corporate
cultural differences. Building on this knowledge, students will be
introduced to Dilemma Reconciliation Methodology as a means of
explaining how we can benefit from cultural differences for sustainable
company growth, e.g. how to deal and serve successfully in 21st C
business realities like international mergers and acquisitions (M&As).
The following two lectures will apply culture to the relevant business
topics of e.g. Marketing and Accountancy. The topic of cross-cultural
leadership will be addressed in the symposium ‘Servant-Leadership’. This
symposium will count as a combined lecture and seminar event, and is
followed by a final future oriented lecture on Culture and Innovation.
Type of assessment
Team assignment and individual exam
Cultural Entrepreneurship
Course objective
Upon having successfully passed this course, the student will have
attained:
- a (more) profound knowledge of the cultural industries;
- the ability to assess, produce, and develop innovative, viable, high-
quality ideas in the cultural industries.
- the knowledge required to – specifically within the cultural
industries – assess innovative ideas, to turn them into reality and to
sustainably, over a sustained duration of time, create value with them.
Course content
This course introduces and discusses such topics as the characteristics
and challenges of cultural entrepreneurship, the values of culture, how
to start cultural enterprises, ways of financing cultural enterprises
(in addition to what’s being taught in "Entrepreneurial Law and
Finance"), creative management and management of creativity, and best
Course code E_ENT_CE ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. mr. N.M. Wijnberg
Examinator prof. dr. mr. N.M. Wijnberg
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 7 of 26
practices of cultural entrepreneurship.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
E-Business Development
Course objective
After following this course, you:
- know the economic foundations of e-business: network economics and
information economics
- know current business models of e-business and e-commerce
- can develop a business model, business case and business plan for a
venture
- can present your business plan to potential investors
- understand the value of business networks to develop a venture
Course content
This course is a workshop for setting up new e-business initiatives. The
theory part of the course provides students with theories and models as
a basis to develop e-business initiatives and includes such topics as
network economics, funding and business planning. In the application
part of the course, students will develop a plan for starting up a new
e-business venture. In order to develop the necessary network for
starting up a company, students will be introduced to start-ups,
relevant business networks and funding partners.
Form of tuition
Lecture / project
Type of assessment
Course code E_BA_EBD (61452300)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. ir. J.W.M. Gerrits
Examinator prof. dr. ir. J.W.M. Gerrits
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 8 of 26
written interim examination: 60 percent of the final grade paper: 40
percent of the final grade. Exam should be 5.5 or higher
Course reading
- Águila-Obra, A.R. del, Padilla-Meléndez, A., Serarols-Tarrés, C.,
Value creation and new intermediaries on Internet. An exploratory
analysis of the online news industry and the web content aggregators,
International Journal of Information Management, Volume 27, Issue 3,
June 2007, 187-199
- Brousseau, E., & Penard, T. (2007). The Economics of Digital
Business Models: A Framework for Analyzing the Economics of Platforms.
Review of Network Economics, 6(2), 81-114.
- Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to
Business Models and onto Tactics. Long Range Planning, 43(2-3), 195-215.
- Economides, N. (1996). "The economics of networks", International
journal of industrial organization, 14(6), 673–699. Elsevier.
- Enders, A., Hungenberg, H., Denker, H., & S. (2008), The long
tail of social networking. Revenue models of social networking sites.
European Management Journal, 26(3), 199-211
- Fjeldstad, Ø. D., & Ketels, C. H. M. (2006). Competitive
Advantage and the Value Network Configuration. Long Range Planning, 39,
109-131.
- Freeman J, Engel J. Models of Innovation: Startup and Mature
Corporations. California Management Review. 2007;50(1):94.
- Osterwalder, A., (2010), Business model canvas,http://en.wikipedia.org/wiki/ Business_Model_Canvas
- Peppard, J., & Rylander, M. A. (2006). From Value Chain to Value
Network: Insights for Mobile Operators. European Management Journal, 24
(2-3), 128-141.
- Rich S, Gumpert D. How to write a winning business plan. Harvard
Business Review. 1985;3:3–8.
- Sahlman W., How to write a great business plan. Harvard Business
Press; 2008.
- Shafer, S., Smith, H., & Linder, J. (2005). The power of business
models. Business Horizons, 48(3), 199-207.
- Teece, D. J. (2010). Business Models , Business Strategy and
Innovation. Long Range Planning, 43, 172-194.
- Varian, Hal R.(2003), "Economics of Information Technology",
- Zider B. How Venture Capital Works. Harvard Business Review.
1998;28(2): 131-139.
Enterprising for a Better World
Course objective
The aim of this course is to gain insight into the different forms of
social entrepreneurship in different social, cultural and geographic
Course code E_ENT_EBW ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. C.M.J. Wickert
Examinator dr. C.M.J. Wickert
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 9 of 26
contexts (e.g. social entrepreneurship in developing countries and in
industrialized economies). More specifically, the learning objectives
are:
1. To attain profound knowledge of the nature of social and
environmental problems, locally and globally, that have fostered the
creation of social entrepreneurship, including the specific mechanisms
and challenges underlying this phenomenon. This knowledge will help to
evaluate similarities and differences between social and conventional
forms of entrepreneurship.
2. Gain profound academic knowledge of the background, nature, and
central concepts that are used in social entrepreneurship research, both
theoretically and methodologically. This knowledge will provide the
ability to design science-based practical solutions regarding
entrepreneurial initiatives directed towards solving societal problems.
3. Develop a practice-perspective on the phenomenon of social
entrepreneurship by visiting a social enterprise, interviewing social
entrepreneurs, and solving real-life problems. This knowledge will allow
to develop, manage and assess actual social entrepreneurial activities
and promote a "social entrepreneurial mindset" in terms of the ability
to recognize and creating opportunities to become a social entrepreneur.
4. Acquire skills in executing and writing academic research
(literature review, data collection, analysis and reporting) on the
topic of social entrepreneurship in different contexts and addressing
different social problems.
Practice ability to critically reflect and assess the economic,
business, social, environmental, and ethical dimensions and societal
implications of different forms of entrepreneurial behaviour, with a
focus on social entrepreneurship.
Course content
This course deals with the question how entrepreneurial activity can be
a vehicle for creating a better world, an idea often described under the
umbrella term "social entrepreneurship". Social entrepreneurship is a
form of entrepreneuring that aims at sustainably and innovatively
solving social, environmental and economic problems, and thus departs
from the classic understanding of entrepreneurship as merely oriented at
exploiting opportunities of profit-maximization. Social entrepreneurship
can be non-profit, for-profit or a hybrid form and represents a
phenomenon that has gained increased attention both in practice as well
as in academic research. The Netherlands in particular host plenty of
social enterprises that aim to address "local" social problems such as
homelessness or education, as well as social enterprises targeting
"global" problems such as climate change or even slavery.
The course gives in-depth insight into the changing social and
environmental conditions that gave rise to social entrepreneurship and
aims to acquaint students with such forms of entrepreneurship, and how
they are different from conventional entrepreneurship. In building on
research-based theoretical knowledge obtained throughout the course,
students will learn to analyse social entrepreneurship in real-life
settings and foster their ability to develop and assess actual ideas
following the spirit of social entrepreneurship. Guest-lectures of
social entrepreneurs from the Netherlands will allow students to better
understand current developments and challenges in the field. In general,
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 10 of 26
both theoretical perspectives as well as practical initiatives are
explored in this course.
Form of tuition
• Lectures, incl. active participation and discussion
• Group work (written assignments)
Type of assessment
• Individual preparation of lectures (essays based on literature)
• Case studies
• Final written assignment
• Participation in class
Course reading
Various academic articles provided by course instructor
Entry requirements
A basic knowledge of the central concepts pertaining to the research
domain of entrepreneurship
Recommended background knowledge
Prior experience with the topic of social entrepreneurship is an assess,
but not obligatory
Enterprising Skills
Course objective
The objectives for this course are:
a) To acquire knowledge with regard to enterprising skills
b) To gain insight into, and develop your own enterprising skills
c) To develop coaching and mentoring skills.
Course content
Enterprising Skills allows you to study as well as practice the so-
called soft skills underlying entrepreneurship, such as generating ideas
for opportunities, taking action, perseverance, teamwork, networking,
and influence. These skills are becoming ever more essential whether you
are an entrepreneur (by any definition), self-employment (or zzp’er),
freelancer, contract worker, or even as an employee. You will study the
research and theory with regard to these skills (or competencies), and
then practice these skills in the context of your own life. Moreover,
you’ll also develop coaching and mentoring skills which are also highly
relevant to any work in the entrepreneurial context. The level of
analysis in this course is the individual - this course is not about
enterprising firms but about enterprising people. Enterprising behavior
can be expressed in starting a new venture but also in a multitude of
Course code E_ENT_ESK ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.W. van Gelderen
Examinator dr. M.W. van Gelderen
Teaching method(s) Lecture
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 11 of 26
other endeavors. Still, while the unit of analysis in this course is the
individual, the competencies that are studied and practiced are highly
relevant in the case that someone starts or run her own venture.
Form of tuition
Lectures, experiential learning
Type of assessment
Assignments
Course reading
Articles to be found at www.enterprisingcompetencies.com
Additional literature TBA
Entrepreneurial Law and Finance
Course objective
Upon having successfully passed this course, the student will have
attained
- A profound knowledge of the theory and practice of the financing
of new entrepreneurial firms (social as well as commercial), and other
entrepreneurial initiatives (spin-offs etc.). In other words: students
will gain a basic understanding of various sources of finance (such as
venture capital, private equity, crowd funding, etc.).
- A basic understanding of legal aspects of setting up new
initiatives.
Furthermore, the students will have practiced the ability to apply this
knowledge through the preparation of a practical assignment.
Course content
There are many legal issues entrepreneurs face in setting up and running
a new business, or setting up other entrepreneurial initiatives, not in
the last place with regards to the financing of the venture/other
initiative. This course provides a broad knowledge base of the legal
issues as well as a more in-depth knowledge base of the financial issues
involved in turning opportunities into action.
Form of tuition
- Lectures
- Team feedback
Type of assessment
- Individual written exam (60%)
- Team paper based on the preparation of an assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
Course code E_ENT_ELF ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 12 of 26
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain, and a basic knowledge of financing &
accounting.
Entrepreneurship in Science and Technology
Course objective
Upon having successfully passed this course, the student will have
attained
- a (more) profound knowledge of spinoffs and their role in the economy;
- the ability to evaluate the business potential and feasibility of
innovations from scientific research, and for the developing of
innovative business models for new product or service venture based on
innovation from scientific research.
Course content
Research in science and technology is an important and ongoing source
for entrepreneurial opportunities. Some of these opportunities are
realized through university spinoffs. This course will discuss the
process and (economic) importance of spinoffs in general, and university
spinoffs in particular. Scientific and technological innovations can
lead to high-tech product offering or service oriented offering.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
Entrepreneurship in the Service Industry
Course code E_ENT_EST ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Course code E_ENT_ESI ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 13 of 26
Course objective
Upon having successfully passed this course, the student will have
attained
- a (more) profound knowledge of the services industry;
- the ability to assess, produce, and develop innovative, viable, high-
quality ideas in the services industry.
- the knowledge required to – specifically within the services industry
– assess innovative ideas, to turn them into reality and to sustainably,
over a sustained duration of time, create value with them.
Course content
This course introduces and discusses entrepreneurial opportunities
related to service innovation, including the competitive challenges for
service firms in collaborating with partners in open service innovation.
This course employs a broad definition of innovation including a variety
of forms of innovation and a diversity of organizational practices
pertaining to the innovation process, and aims at a deeper understanding
of various aspects of service innovation.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
Entrepreneurship Research Skills
Course objective
Upon having successfully passed this course, the student will have
attained
• A profound knowledge of the methodological consequences of the
specific nature, background, and central concepts pertaining to the
entrepreneurship domain.
• The knowledge required to assess which research method(s) should
be employed to answer a given research question / to meet a particular
Course code E_ENT_ERS ()
Period Period 3
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. ir. J.C. van Burg
Examinator dr. ir. J.C. van Burg
Teaching method(s) Lecture, Study Group
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 14 of 26
research aim.
• The ability to – based on this knowledge – set up, execute and
report about scientific research.
Course content
This course prepares students for their master thesis project. Building
on the knowledge acquired in the previous two periods, this course
provides students with the knowledge and skills required for applying
this knowledge in empirical research.
Form of tuition
- Lectures
- Work groups
- Group feedback
Type of assessment
- Exam (60%)
- Assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
- The knowledge and ability to recognize, utilize, and combine multiple
theoretical perspectives towards entrepreneurship, as well as a profound
academic knowledge of the background, nature, and central concepts
within the entrepreneurship research domain.
- A basic knowledge of research methodology.
Entrepreneurship, Institutions and Corporations
Course objective
• explain, summarize, and compare the practice, institutional, and
institutional entrepreneurship perspectives of intrapreneurship to
peers, colleagues and entrepreneurs (K1-K3);
• analyze, differentiate, and organize these multiple perspectives
of intrapreneurship into meaningful and related parts (K4);
• evaluate strengths and weaknesses of these multiple perspectives
of intrapreneurship (K5) and use these skills to design science-based
solutions to overcome common obstacles to intrapreneurship (SA2-SA7);
• apply multiple perspectives of intrapreneurship to solve case-
based problems and develop ideas for internal venturing projects in
specific institutional contexts (SE1);
• critically assess intrapreneurial ideas in terms of their
innovativeness, viability and quality, as well as how to turn them into
real business projects in larger institutional environments (K6, K7);
Course code E_ENT_EIC ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. N.A. Thompson
Examinator dr. N.A. Thompson
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 15 of 26
• develop the attitude to work independently on assignments,
reflect on his/her own work, on the work of his/her peers, and that span
multiple perspectives (A1-A4).
Course content
Entrepreneurs working within existing organizations (intrapreneurs) aim
to change and transform existing social structures to bring about new
economic, social, institutional, and cultural environments. This course
reviews, evaluates, and analyzes the elements that constrain and enable
intrapreneurship using practice theory, institutional theory, and
institutional entrepreneurship perspectives. Students will further apply
these perspectives to develop science-based venturing projects in
specific contexts.
Type of assessment
• Group assignment (40%)
• Individual assignments through period (60%)
Course reading
• Antoncic, B., & Hisrich, R. D. (2003). Clarifying the
intrapreneurship concept. Journal of Small Business and Enterprise
Development, 10(1), 7–24.
• Duncan, W. J., Ginter, P. M., Rucks, A. C., & Jacobs, T. D.
(1988). Intrapreneurship and the Reinvention of the Corporation.
Business Horizons.
• Morse, C. (1986). The delusion of intrapreneurship. Long Range
Planning, 19(6), 92–95.
• Menzel, H. C., Aaltio, I., & Ulijn, J. M. (2007). On the way to
creativity: Engineers as intrapreneurs in organizations. Technovation,
27(12), 732–743.
• Parker, S. C. (2011). Intrapreneurship or entrepreneurship?
Journal of Business Venturing, 26(1), 19–34.
doi:10.1016/j.jbusvent.2009.07.003
• Feldman, M. S., & Orlikowski, W. J. (2011). Theorizing Practice
and Practicing Theory. Organization Science, 22(5), 1240–1253.
• Rouse, J. (2006). Practice theory. In D. M. Gabbay, P. Thagard, &
J. Woods (Eds.), Handbook of the Philosophy of Science (Vol. 15).
Elsevier.
• Rindova, V., Barry, D., & Ketchen, D. J. (2009). Entrepreneuring
as Emancipation. Academy of Management Review.
doi:10.5465/AMR.2009.40632647
• Johannisson, B. (2011). Towards a practice theory of
entrepreneuring. Small Business Economics.
• Lepoutre, J., & Valente, M. (2012). Fools breaking out: the role
of symbolic and material immunity in explaining institutional
nonconformity. Academy of Management Journal, 55(2), 285–313.
• Voronov, M., De Clercq, D., & Hinings, C. (2013). Institutional
complexity and logic engagement: An investigation of Ontario fine wine.
Human Relations, 66(12), 1563–1596.
• Goodrick, E., & Salancik, G. G. . (1996). Organizational
discretion in responding to institutional practices: Hospitals and
cesarean births. Administrative Science Quarterly, 41(1), 1–28.
• Battilana, J., Leca, B. and Boxenbaum, E. (2009). 'How actors
change institutions: Towards a theory of institutional
entrepreneurship'. Academy of Management Annals, 3(1), 65–107.
• Rindova, V., Barry, D. and Ketchen, D.J. (2009). 'Entrepreneuring
as emancipation'. Academy of Management Review, 34, 477–491.
• Zimmerman, M. A., & Zeitz, G. J. (2002). Beyond survival:
Achieving new venture growth by building legitimacy. Academy of
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 16 of 26
Management Review, 27(3), 414–431.
Entrepreneurship: Theory and Practice
Course objective
Upon having successfully passed this course,
- The student will have gained insight into the background, nature, and
central concepts within the research domain of entrepreneurship;
- The student will have gained insight into the societal developments
that influence entrepreneurship as well as the societal and ethical
implications of the entrepreneurship phenomenon;
- The student will be able to demonstrate an academic knowledge base
that enables him/her to recognize, utilize, and combine multiple
theoretical perspectives towards entrepreneurship, in combination with
the knowledge of and insight in some of the mechanisms underlying
entrepreneurial processes, so as to be able to understand particular
entrepreneurial dilemmas;
- Will have worked on their ability to assess, produce, and develop
innovative, viable, high quality research-based entrepreneurial ideas in
various contexts;
- Will have worked on the development of an attitude where boundaries
between disciplines form no burden and where knowledge, concepts,
methods, and perspectives from a range of disciplines are employed to
generate new insights;
- Are able to find, analyze and critically assess scientific
information;
- Are able to systematically and creatively analyze and solve concrete
problems.
Course content
At the end of the course, students should have an overview
of the (research) domain and its inherent multi-disciplinarity (for
example economics, psychology, social sciences, and humanities). They
should know about the various approaches, topics, and the central
concepts associated with entrepreneurship, and be able
to apply these to a practical dilemma. The two assignments are directed
towards practical application.
Form of tuition
Lectures
Type of assessment
One individual assignment (25%), one group (pairs) assignment (25%),
exam (50%)
Course code E_ENT_ETP ()
Period Period 1
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.W. van Gelderen
Examinator dr. M.W. van Gelderen
Teaching method(s) Lecture, Study Group
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 17 of 26
Course reading
A range of journal articles will be specified by the lecturers and
communicated on Blackboard.
Management Consulting
Course objective
Upon completion of the course students have:
- an understanding of management consulting and its effects in and on
organisations;
- skills to deal creatively and systematically with management issues
and to work at the clarification or solution of a problem applying
relevant theoretical and methodological choices;
- understanding of the ethical considerations and requirements for
management consulting in modern times;
- skills in presenting results and advising organisations on the basis
of research;
- the ability to cooperate, communicate, and work in a team toward
achieving a joint goal;
- the ability to find, evaluate, and connect management consulting-
related scientific literature and apply this to practical questions and
in specific contexts.
Course content
Management consulting refers to the industry and practice of helping
organisations to improve their performance through the analysis of
existing business problems and the development of plans for further
improvement. The management consulting sector was a field largely
neglected by scholarly investigation; it is only in the 1990s that
academic interest in this sector and profession started to grow. Today,
the consulting market has grown worldwide significantly faster than
gross national products and has become one of the most dynamic service
industries in the world. The increasing internationalisation of markets
and the increasing number of organisational changes since the 1990s
prompt clients constantly to change organisational procedures,
structures, cultures and technology. As a consequence, companies buy in
external competency from consultants to help solve business problems
that the company does not feel able to solve internally. Consultants
thus deliver services based on up-to-date management practices and
market information, and the consultants' knowledge about analytical
procedures and organisational design and change help them offer a
variety of services and tasks that clients cannot perform on their own.
In this course we provide an overview of the specifics of the management
consultancy sector with an emphasis on the management of organisational
change. We discuss the skills that are needed, the methods that are
used, and the problems that consultants usually are faced with. We aim
for a balance between a theoretical overview and discussion of
consulting as a field of research and more practice-oriented exercises
and cases.
Course code E_ENT_MCON ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 18 of 26
Form of tuition
Interactive lectures: three hours per week over a period of six weeks.
Attendance is mandatory.
Type of assessment
The final grade consists of:
- individual: written examination (60%): open questions; two hours.
- teamwork-: assignment (40%): case study and presentation.
Resit:
- in the case of a resit only the individual assignment can be retaken;
- results obtained for the group assignment will remain valid.
Additional information:
- students who miss more than two classes might be required to do an
extra assignment.
Course reading
To be announced on blackboard athttps://blackboard.ic.uva.nl and/or
during the first lecture.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Managing Creativity
Course objective
Upon completion of this course students have:
- an understanding of creativity and its effects on organisational
performance;
- an understanding of how to manage creativity in organisations at the
individual and the group level;
- the ability to distil theory from academic papers and present findings
to an audience of peers;
- an understanding of how to design organisations that are conducive to
tapping creativity;
- the ability to apply the theory of managing creativity to management
practice;
- improved their experience in working in teams.
Course content
Creativity is about the creation of new and useful ideas. Creativity is
seen as a key precursor to innovation. Where creativity is about the
generation of new and useful ideas, innovation is about the successful
implementation of those creative ideas. If organisations want to be
Course code E_ENT_MC ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 19 of 26
successful in highly uncertain environments, they need to understand how
to build an organisational environment that optimally supports and taps
creativity. In this course students will gain an understanding of what
creativity is, and learn how to manage creativity at different levels
within organisations. Students will study creativity at three different
levels: the individual, the team, and the organisation. First,
individual level creativity is often linked to personality, expertise,
and motivation. Second, team level creativity generally tends to benefit
from particular forms of diversity of its individual members. Third,
organisational level creativity is linked to job design, reward
structures, control practices and leadership.
Form of tuition
The course consists of six weeks of three-hour interactive seminar style
classes in which different aspects of the management of creativity will
be highlighted. The course is mostly designed around group
presentations, class discussions and case assignments. This means that
students are expected to prepare for each class, and to positively and
pro-actively contribute to class discussions. Students will work in
small (around four people) groups to prepare and give class
presentations, and to solve case-based assignments in which they need to
apply and test the theories that they read as part of the compulsory
literature of this course. Attendance is mandatory.
Type of assessment
The final grade consists of:
- individual: examination (60%): written; 3 hours.
- teamwork-: assignment (30%): case study;
presentation (10%).
Resit:
- in the case of a resit only the individual examination can be retaken;
- results obtained for the group assignment will remain valid.
Additional information:
- students who miss more than two classes will not be allowed to take
the examination.
Course reading
Studymaterial is available on Blackboard athttps://blackboard.ic.uva.nl.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
New Venture Creation and Development
Course code E_ENT_NVCD ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 20 of 26
Course objective
Upon having successfully passed this course, the student will have
- attained profound knowledge of new venture creation and development,
including the specific mechanisms and challenges underlying this
phenomenon;
- attained profound knowledge of and the ability to assess particular
ideas in terms of their innovativeness, viability and quality, as well
as how to turn them into reality (in particular: the knowledge to
(systematically) explore new business opportunities, and to growing such
opportunities into successfully and sustainably launched ventures);
- further developed the ability to design science-based practical
solutions (literature review, data collection, designing and reporting)
regarding entrepreneurial initiatives.
Course content
This course examines the entrepreneurial process from the generation of
ideas, to the exploration of their feasibility, through to the creation
of an organization, and finally, the implementation of the idea, and the
growth of the venture.
Form of tuition
- Lectures
- Work groups
- Group feedback
Type of assessment
- Exam (60%)
- Assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
A profound knowledge of the central concepts and debates pertaining to
the research domain of entrepreneurship (ETP)
Real Estate Management
Coordinator prof. dr. E. Masurel
Examinator prof. dr. E. Masurel
Teaching method(s) Lecture, Study Group
Course code E_BA_REM (61452040)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. J. Rouwendal
Examinator prof. dr. J. Rouwendal
Teaching staff prof. dr. J. Rouwendal, dr. F. Hamelink
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 21 of 26
Course objective
The course provides an introduction to the understanding and the
analysis of real estate markets and the investment alternatives
available to both debt and equity investors. A large part of the focus
will be on residential real estate. We study both the owner occupied and
rental markets and pay particular attention to financial aspects, in
particular the mortgage market. The secondary market for mortgages,
where institutional investors invest in "pools" of mortgages, is
analyzed in detail, in particular in light of the recent financial
crisis. The last part of the course deals with other forms of real
estate that institutional investors may invests in. This part will cover
other property types (offices, commercial real estate, etc.) and
investment vehicles, such as REITS. Although the course takes an
international perspective, special attention is given to the Dutch
situation.
Course content
We study the characteristics of mortgage loans used by households to
finance the purchase of a house, the functioning of the Dutch housing
market including the role of policy interventions (notably mortgage
interest deductibility and spatial planning), and the role of housing
corporations. The 'secondary market' for debt related to this financing
is analyzed with a focus on the various instruments (such as CDO's and
CMO's) that have played on important role in the current financial
crisis. Finally, we also look at 'the other side' of the financing of
real estate, namely, we take the perspective from an (institutional)
investor, such as a pension fund, who considers real estate as one of
many available asset classes. We will study the main characteristics in
terms of risk and returns of the different forms of real estate
available to the investor (such as investing in mortgage pools,
investing in buildings, securitized real estate, etc), as well as by
property type (such as residential versus commercial real estate).
After following this course you should be able to understand:
- the main characteristics of the most popular types of mortgage loans
- the pros and cons of fixed rate and adjustable rate mortgages
- the impact of fiscal measures on mortgage payments
- the role of the housing corporations on the Dutch rental housing
market
- the importance of the secondary market in mortgages, as well as the
available instruments for institutional investors such as pension funds
- the risk and returns characteristics of the main investments vehicles
in real estate available to an institution investor.
Real Estate Management is a joint effort of the departments of Spatial
Economics and Finance and Financial Sector Management.
Type of assessment
written examination
Course reading
- Andrew E. Baum, David Hartzell, "Global Property Investment:
Strategies, Structures, Decisions", December 2011, Wiley-Blackwell,
ISBN: 978-1-4443-3528-6, Paperback, 576 pages.
- Additional course material will be provided on Blackboard
Services Marketing
Course code E_ENT_SMKT ()
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 22 of 26
Course objective
In this course, students will obtain:
- a more profound knowledge of services marketing in particular;
- a broader knowledge of the planning and evaluation of marketing-
related service strategies, as well as the competence to analyse,
measure and study firms and products with a service-oriented nature, and
to formulate a professional marketing policy
- insight into the recent and current developments in the field of
services marketing;
- the ability to supply relevant theories, models and other auxiliaries
to make service-related decisions within a strategic marketing concept
in services marketing;
- the ability to give a scientific basis to own viewpoints at an
academic level, and to formulate these views convincingly, both orally
(through presentations, debates) and in written form.
Course content
The course creates a marketing-specific framework in which students are
challenged to link the various marketing concepts, while looking at the
specific problems of services organisations. In order to be able to link
theory and practice, students have to tackle many case studies and
practice-related problems. In addition to a general introduction about
the services sector and services marketing, during the entire course the
focus will be on the central research question of how to create added
value in services.
Form of tuition
Combined lectures/seminars, three hours per week for a period of six
weeks. Attendance and participation are mandatory. Much intensive
teamwork is expected. Only students that are present at the first
lecture will be able to follow the course. At that moment groups will be
formed.
The course programme encompasses discussions of the mandatory articles,
the execution of case analyses, a team assignment, finalised by an
individual assignment and examination. During class, the focus will be
on the independent use of the literature and on its solutions for
practice-oriented situations (through case studies). The instructor’s
role, therefore, should be seen as that of a coach rather than a
storyteller. So, the student’s own input and his/her sound self-
reflection are leading issues.
Type of assessment
The final grade consists of:
individual:
- assignment (30%);
- examination (30%): written; open and multiple choice questions; two
hours.
teamwork-:
- assignments (40%): including presentations and participation.
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 23 of 26
Conditions to pass the course:
- the score for the examination must be 5.5 or higher.
Resit:
- in the case of a resit only the individual examination can be
retaken;
- results obtained for the assignments will remain valid.
Additional information:
- attendance and participation are mandatory. Students who miss lectures
or fail to come prepared may be required to do an extra assignment. In
case a student is unable to make it to class, the lecturer needs to be
informed beforehand;
- students who missed the first class without pre-notice may be rejected
to follow this course.
Course reading
A selection of articles from scientific journals will be used for this
course.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Social Dynamics in Entrepreneurship
Course objective
Upon having successfully passed this course,the student:
• will have gained profound academic knowledge of the background,
nature, and central concepts of the research of organizing processes,
both theoretically and methodologically.
• will have gained academic knowledge of and insight into the
social construction of the entrepreneurial identify and vice versa: the
societal implications of that construction process.
• will have gained academic knowledge of and insight into the basic
organizing processes underlying entrepreneurial processes.
• will have obtained the academic knowledge required to deconstruct
business ideas in terms of the underlying sensemaking processes.
• will have gained academic knowledge and insight (in combination
with an analytical toolbox) to assess which organizing processes are
required to turn business ideas into (social) reality and to create
sustainable value with them.
• will have acquired the ability to assess, produce, and develop
innovative, viable, high-quality research-based ideas in the field of
Course code E_ENT_SDE ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. P.J. Peverelli
Examinator dr. P.J. Peverelli
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 24 of 26
organizing entrepreneurship.
• will be able to reflect on economic, business, ethical and
societal dimensions and consequences of entrepreneurial behaviour from
an organizing perspective.
• Will have developed an attitude where boundaries between
disciplines form no burden and where knowledge, concepts, methods, and
perspectives from a range of disciplines are employed to generate new
insights.
• Will have learned sufficient meta-cognitive and meta-affective
skills to regulate the graduate’s own learning process, in terms of
self-development and interdisciplinary approach.
Course content
This course looks at entrepreneurship as a process (entrepreneuring) in
which it is ‘done’ by people with diverse backgrounds and goals in
relation to various societal, cultural and political contexts. In that
respect, entrepreneurship is regarded as embedded in, and similar in
nature to, the general processes of ongoing social interaction in which
people organize the entire society. The course is designed in the
paradigm of social constructionist organization theory, which regards
organizing as a continuous process of ongoing social interaction between
actors in their quest to make sense of the world. One consequence of
that process is the emergence of social groups of various degrees of
complexity. Members of a social group derive a social identiy from that
membership. As people are included in sereral social groups, each person
has a set of several indentities. Entrepreneuring provides the people
involved in it with an entrepreneurial identity, which needs to compete
with all their other identities. The course will show that the core
distinctive feature of the entrepreneurial identity is the skill to
organize, i.e awareness of organizing processes and how to employ them
to serve the personal goals of the entrepreneur. The objective of this
course is to teach students skills to observe and analyze organizing
processes and skills to translate that insight into strategies to align
those processes with a particular entrepreneurial process.
Form of tuition
6 lectures; 6 working lectures; 1 guest lecture
Type of assessment
Personal assignment + group assignment
Course reading
To be provided by the lecturer
Entry requirements
See program entry requirements (www.uva.nl/msc-entrepreneurship).
Recommended background knowledge
See program entry requirements (www.uva.nl/msc-entrepreneurship).
Thesis
Course code E_ENT_THS ()
Period Ac. Year (September)
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 25 of 26
Thesis
Coordinator dr. J.K. Verduijn
Examinator dr. J.K. Verduijn
Level 400
Course code E_ENT_THSU ()
Period Ac. Year (September)
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 26 of 26
doc_733079698.pdf
In this particular illustration pertaining to entrepreneurship (msc) vu university amsterdam.
Entrepreneurship (MSc)
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 I
The joint VU-UvA MSc in Entrepreneurship provides academic and entrepreneurial skills, as well knowledge of and
insight into entrepreneurship. Accordingly, graduates are equipped to analyze theoretical and practical problems in the
field of entrepreneurship from a range of perspectives (social, societal, economic, ethical), and are able to be critical
about theoretical and practical solutions chosen. Students acquire knowledge of the academic literature in the field of
Entrepreneurship and are trained in methods and skills for applying this knowledge in empirical research and the
analysis of the policy and practice of entrepreneurship. The master's programme takes one year. The academic year
is divided into six teaching periods: four periods of eight weeks and two periods of four weeks. The programme's study
load is 60 credits. Credits are expressed in EC: European Credit. Each credit amounts to circa 28 hours studying.
Read the full description of the programme or use the schedule below for information on the individual courses in the
programme.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 II
Index
Master Entrepreneurship 1
ABRI Honours Programme 1
M ENT - Optional Courses 1
M ENT - Obligatory courses 1
M ENT - Specialization courses 2
Course: Behavioral Strategy (Period 5) 2
Course: Business Cases in New Technology (Period 5) 3
Course: Capita Selecta Entrepreneurship (Period 5) 5
Course: Cross Cultural Management (Period 5) 5
Course: Cultural Entrepreneurship (Period 4) 7
Course: E-Business Development (Period 5) 8
Course: Enterprising for a Better World (Period 2) 9
Course: Enterprising Skills (Period 5) 11
Course: Entrepreneurial Law and Finance (Period 4) 12
Course: Entrepreneurship in Science and Technology (Period 4) 13
Course: Entrepreneurship in the Service Industry (Period 4) 13
Course: Entrepreneurship Research Skills (Period 3) 14
Course: Entrepreneurship, Institutions and Corporations (Period 2) 15
Course: Entrepreneurship: Theory and Practice (Period 1) 17
Course: Management Consulting (Period 5) 18
Course: Managing Creativity (Period 5) 19
Course: New Venture Creation and Development (Period 2) 20
Course: Real Estate Management (Period 5) 21
Course: Services Marketing (Period 5) 22
Course: Social Dynamics in Entrepreneurship (Period 2) 24
Course: Thesis (Ac. Year (September)) 25
Course: Thesis (Ac. Year (September)) 26
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 III
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Master Entrepreneurship
Programme components:
ABRI Honours Programme
M ENT - Optional Courses
M ENT - Obligatory courses
M ENT - Specialization courses
ABRI Honours Programme
M ENT - Optional Courses
Courses:
M ENT - Obligatory courses
Courses:
Name Period Credits Code
Behavioral Strategy Period 5 6.0 E_BA_BS
Business Cases in New
Technology
Period 5 6.0 E_ENT_BCNT
Capita Selecta
Entrepreneurship
Period 5 6.0 E_BA_CSENT
Cross Cultural Management Period 5 6.0 E_BA_CCM
E-Business Development Period 5 6.0 E_BA_EBD
Enterprising Skills Period 5 6.0 E_ENT_ESK
Management Consulting Period 5 6.0 E_ENT_MCON
Managing Creativity Period 5 6.0 E_ENT_MC
Real Estate Management Period 5 6.0 E_BA_REM
Services Marketing Period 5 6.0 E_ENT_SMKT
Name Period Credits Code
Entrepreneurial Law and
Finance
Period 4 6.0 E_ENT_ELF
Entrepreneurship Research
Skills
Period 3 6.0 E_ENT_ERS
Entrepreneurship: Theory
and Practice
Period 1 12.0 E_ENT_ETP
Social Dynamics in
Entrepreneurship
Period 2 6.0 E_ENT_SDE
Thesis Ac. Year (September) 12.0 E_ENT_THS
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 1 of 26
M ENT - Specialization courses
Courses:
Behavioral Strategy
Course objective
This course is aimed at students who are interested to know how
individuals can contribute to change and success in their organization’s
strategy. The course is suitable for students willing to acquire
strategy skills and capabilities during their study. The course aims at
cultivating an engaged and responsible attitude among the students as
future organizational change agents.
Course content
The content combines insights from cutting-edge academic research with
attention to the personal development of the course participants. Master
students are thus encouraged to understand strategic management
challenges from the perspective of those who are responsible for these
decisions. The course consists of three main parts: lectures, workshops,
and computer-based fluency learning.
In the lectures, you will discuss advanced knowledge on strategic
Thesis Ac. Year (September) 12.0 E_ENT_THSU
Name Period Credits Code
Cultural Entrepreneurship Period 4 6.0 E_ENT_CE
Enterprising for a Better
World
Period 2 6.0 E_ENT_EBW
Entrepreneurship in Science
and Technology
Period 4 6.0 E_ENT_EST
Entrepreneurship in the
Service Industry
Period 4 6.0 E_ENT_ESI
Entrepreneurship,
Institutions and
Corporations
Period 2 6.0 E_ENT_EIC
New Venture Creation and
Development
Period 2 6.0 E_ENT_NVCD
Course code E_BA_BS ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.M. Rietdijk
Examinator dr. M.M. Rietdijk
Teaching staff dr. M.M. Rietdijk, dr. A.S. Alexiev
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 2 of 26
decision making, management team processes and principles of corporate
governance. In an open discussion format, the aim is to learn from the
experience of others, as it has been accumulated and systematized by
management researchers.
In the workshops, you will learn about practical applications of applied
behavior analysis in strategic management settings and about the
scientific principles governing these applications. The objective here
is to develop a mindset for behavioral change, both for oneself and with
regard to others. As an assignment, you will apply the principles of
Strategic Behavior Change to a company, a single case experiment.
During the computer based program, you will master the strategic
behavior change principles to fluency. It is an online open book test
that takes several days. You can proceed at home after studying the book
and attending the lectures. Fluency learning means that you will master
the content of the course to an A level. You can even start the course
before the course starts!
Form of tuition
- Lectures
- Workshops
- Computer-based Fluency Training
Type of assessment
- Exam
- Finishing the web-based fluency training
- Performance Improvement Plan Report, about 12 pages.
Course reading
Daniels, A.C. & J.S. Bailey (2014, 5e ed.)Performance Management.
Changing behavior that drives organizational effectiveness. Atlanta:
Performance Management Publications. (IPV de druk uit 2004).
Business Cases in New Technology
Course objective
Upon completion of this course students have:
- understanding of the important role of science and technological
research as a source of innovation;
- understanding of university knowledge transfer process;
the ability to analyse the role technology has in introducing business
innovations;
- understanding of and evaluate the business feasibility and
sustainability of new technology;
- the ability to to develop a business case for new technology.
Upon completion of the course students will have demonstrated knowledge
and understanding of the role of science and technological research as a
Course code E_ENT_BCNT ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 3 of 26
source of innovation, the role of technology in business innovations,
and be able to analyse, discuss and reflect and present their knowledge
Course content
The course focuses on Schumpeterian entrepreneurship; entrepreneurship
based on innovation; New Combinations leading to the creation of
innovative, new fast growing business that replaces existing businesses;
Creative Destruction that is based on innovation from scientific and
technological research.
Among the topics to be discussed in the course are: Schumpeterian
entrepreneurship, entrepreneurship as a method, university technology
transfer, cases in technology entrepreneurship, the role of technology
for business innovation.
Students are encouraged and expected to actively participate in
discussing the articles (discussion seminars), and presenting case
studies (students presentations).
The teaching, learning in the course consists of lectures, video
lectures by leading scholars and experts (MOOC), discussion seminars,
student’s presentations and guest lectures. All course sessions are
interactive requiring input from the students.
Form of tuition
Lectures, case study, self study, guest lecture and student
presentations.
Type of assessment
The final grade consists of:
individual: case study 1: assignment (30%);
case study 2: assignment, report and presentation (30%).
teamwork:business case: assignment,report and presentation (40%).
Conditions to pass the course:
the score for both assignments must be 5.5 or higher.
Resit:
- both the individual assignments can be retaken within the time frame
offered by the lecturer. All course assignments must be submitted before
the resit;
- results obtained for the group assignments will remain valid;
- the resit consists of an additional term paper on a subject to be
defined. The additional paper cannot be a redo of one that was already
submitted. All course assignments must be submitted before a student is
allowed to take the resit.
Additional information:
students who fail to come prepared or participate well might be required
to do an extra assignment.
Course reading
1Reference book: Byers, T., Dorf, R. and Nelson, A. (2010). Technology
Ventures: From Idea to Enterprise. Third edition, McGrawHill, ISBN 978-
0-07-338018-6;
2Case studies, articles, available on Blackboard athttps://blackboard.ic.uva.nl/
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 4 of 26
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Capita Selecta Entrepreneurship
Course objective
This optional course enables students to perform a research internship
(either as an integral part of their thesis, or as a standalone
project).
Course content
This course enables students to perform a research internship. This can
be an internship relevant for answering (part of) the research question
of their thesis, but does not necessarily have to be; it can also be a
standalone research internship. In both cases this should concerns an
internship of at least 1 month (full-time).
Students who want to integrate an internship in their thesis process
should announce this early on (to master thesis coordinator) ánd should
start arranging the internship early (i.e. already in Jan/Feb).
Form of tuition
Standalone research / thesis work, with the aid of a supervisor (which
can but does not necessarily have to be the thesis supervisor).
Type of assessment
Usually a paper
Course reading
To be decided by the Capita Selecta supervisor.
Remarks
In all cases, the grade will be determined by the supervisor.
Cross Cultural Management
Course code E_BA_CSENT (61452180)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. E. Masurel
Examinator prof. dr. E. Masurel
Level 400
Course code E_BA_CCM (61452100)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 5 of 26
Course objective
Knowledge:
- Increase awareness of students’ own cultural assumptions and
respect for other cultural and historical perspectives.
- Develop and expand knowledge and understanding about: the basic
(historical) drives behind national and organizational cultural
differences, the impact of cultural differences on cross cultural issues
in organizations, M&As, and methodology issues in cross cultural
research.
- Acquire an understanding of the importance and effectiveness of
integrating value differences as a key (international) leadership
strategy and capacity.
Skills:
- Diagnose the influence of cultural differences that play a role
in intercultural relationships and M&As.
- Apply a methodology to elicit, chart and reconcile cultural
dilemmas that occur in a business context.
- Clarify the cultural factors, influencing their project
assignments, by applying models used in cross-cultural research.
Course content
This course introduces students to integrated principles and models of
cross-cultural management. It aims to provide a new paradigm for looking
at business management practices in a global context and, thereby,
prepare students to act effectively in international business
environments. It demonstrates how cultural diversity, as opposed to
single cultural orientation is more effective at creating lasting
solutions to business challenges/dilemmas.
Course sub-theme
The recent economic crisis has unleashed a storm of critic and
reflection about the state of international business. From all corners
of the globe, there is growing call for a different kind of (corporate)
leadership: less selfish and bonus-oriented, and more concerned with the
sustainable wellbeing of company and society. This interest and
attention to rethinking the paradigms of leadership in a global context
has prompted the inclusion of a sub-theme within the course. In the
academic year of 2014-2015, the CCM course will pay special attention to
‘Servant-Leadership’ as principle and way of life that guides a leader’s
capacity to both direct the organization and its people while at the
same time work in their service. This theme will be explored in an
historical and cross-cultural perspective with reference to the
Thinkers50.com.
Form of tuition
The course consists of 6 lectures and additional seminars, which
includes the Servant-Leadership symposium as an integral part of the
Coordinator dr. S.G.M. van de Bunt
Examinator dr. S.G.M. van de Bunt
Teaching staff prof. dr. A.M.R. Trompenaars, dr. S.G.M. van de Bunt,
drs. B. Blokpoel
Teaching method(s) Lecture, Seminar
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 6 of 26
course. The lectures are meant to provide input for students to enable
them to apply their acquired knowledge in the seminars. A spiral
learning approach will be adopted whereby an approach to dealing with
culture and cultural differences will be constantly related to different
business topics throughout the lectures.
The sequence of lectures and seminars in 2014 will likely be as follows:
Lectures:
the first two lectures address the issue of culture, cultural models and
an approach to dealing with cultural difference. The focus will be on
outlining the scientific context of the cross-cultural management field
and explaining the relevance of culture in society and business. Several
cultural models, including the Trompenaars & Hampden-Turner culture
model, are introduced as tools for understanding national and corporate
cultural differences. Building on this knowledge, students will be
introduced to Dilemma Reconciliation Methodology as a means of
explaining how we can benefit from cultural differences for sustainable
company growth, e.g. how to deal and serve successfully in 21st C
business realities like international mergers and acquisitions (M&As).
The following two lectures will apply culture to the relevant business
topics of e.g. Marketing and Accountancy. The topic of cross-cultural
leadership will be addressed in the symposium ‘Servant-Leadership’. This
symposium will count as a combined lecture and seminar event, and is
followed by a final future oriented lecture on Culture and Innovation.
Type of assessment
Team assignment and individual exam
Cultural Entrepreneurship
Course objective
Upon having successfully passed this course, the student will have
attained:
- a (more) profound knowledge of the cultural industries;
- the ability to assess, produce, and develop innovative, viable, high-
quality ideas in the cultural industries.
- the knowledge required to – specifically within the cultural
industries – assess innovative ideas, to turn them into reality and to
sustainably, over a sustained duration of time, create value with them.
Course content
This course introduces and discusses such topics as the characteristics
and challenges of cultural entrepreneurship, the values of culture, how
to start cultural enterprises, ways of financing cultural enterprises
(in addition to what’s being taught in "Entrepreneurial Law and
Finance"), creative management and management of creativity, and best
Course code E_ENT_CE ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. mr. N.M. Wijnberg
Examinator prof. dr. mr. N.M. Wijnberg
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 7 of 26
practices of cultural entrepreneurship.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
E-Business Development
Course objective
After following this course, you:
- know the economic foundations of e-business: network economics and
information economics
- know current business models of e-business and e-commerce
- can develop a business model, business case and business plan for a
venture
- can present your business plan to potential investors
- understand the value of business networks to develop a venture
Course content
This course is a workshop for setting up new e-business initiatives. The
theory part of the course provides students with theories and models as
a basis to develop e-business initiatives and includes such topics as
network economics, funding and business planning. In the application
part of the course, students will develop a plan for starting up a new
e-business venture. In order to develop the necessary network for
starting up a company, students will be introduced to start-ups,
relevant business networks and funding partners.
Form of tuition
Lecture / project
Type of assessment
Course code E_BA_EBD (61452300)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. ir. J.W.M. Gerrits
Examinator prof. dr. ir. J.W.M. Gerrits
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 8 of 26
written interim examination: 60 percent of the final grade paper: 40
percent of the final grade. Exam should be 5.5 or higher
Course reading
- Águila-Obra, A.R. del, Padilla-Meléndez, A., Serarols-Tarrés, C.,
Value creation and new intermediaries on Internet. An exploratory
analysis of the online news industry and the web content aggregators,
International Journal of Information Management, Volume 27, Issue 3,
June 2007, 187-199
- Brousseau, E., & Penard, T. (2007). The Economics of Digital
Business Models: A Framework for Analyzing the Economics of Platforms.
Review of Network Economics, 6(2), 81-114.
- Casadesus-Masanell, R., & Ricart, J. E. (2010). From Strategy to
Business Models and onto Tactics. Long Range Planning, 43(2-3), 195-215.
- Economides, N. (1996). "The economics of networks", International
journal of industrial organization, 14(6), 673–699. Elsevier.
- Enders, A., Hungenberg, H., Denker, H., & S. (2008), The long
tail of social networking. Revenue models of social networking sites.
European Management Journal, 26(3), 199-211
- Fjeldstad, Ø. D., & Ketels, C. H. M. (2006). Competitive
Advantage and the Value Network Configuration. Long Range Planning, 39,
109-131.
- Freeman J, Engel J. Models of Innovation: Startup and Mature
Corporations. California Management Review. 2007;50(1):94.
- Osterwalder, A., (2010), Business model canvas,http://en.wikipedia.org/wiki/ Business_Model_Canvas
- Peppard, J., & Rylander, M. A. (2006). From Value Chain to Value
Network: Insights for Mobile Operators. European Management Journal, 24
(2-3), 128-141.
- Rich S, Gumpert D. How to write a winning business plan. Harvard
Business Review. 1985;3:3–8.
- Sahlman W., How to write a great business plan. Harvard Business
Press; 2008.
- Shafer, S., Smith, H., & Linder, J. (2005). The power of business
models. Business Horizons, 48(3), 199-207.
- Teece, D. J. (2010). Business Models , Business Strategy and
Innovation. Long Range Planning, 43, 172-194.
- Varian, Hal R.(2003), "Economics of Information Technology",
- Zider B. How Venture Capital Works. Harvard Business Review.
1998;28(2): 131-139.
Enterprising for a Better World
Course objective
The aim of this course is to gain insight into the different forms of
social entrepreneurship in different social, cultural and geographic
Course code E_ENT_EBW ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. C.M.J. Wickert
Examinator dr. C.M.J. Wickert
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 9 of 26
contexts (e.g. social entrepreneurship in developing countries and in
industrialized economies). More specifically, the learning objectives
are:
1. To attain profound knowledge of the nature of social and
environmental problems, locally and globally, that have fostered the
creation of social entrepreneurship, including the specific mechanisms
and challenges underlying this phenomenon. This knowledge will help to
evaluate similarities and differences between social and conventional
forms of entrepreneurship.
2. Gain profound academic knowledge of the background, nature, and
central concepts that are used in social entrepreneurship research, both
theoretically and methodologically. This knowledge will provide the
ability to design science-based practical solutions regarding
entrepreneurial initiatives directed towards solving societal problems.
3. Develop a practice-perspective on the phenomenon of social
entrepreneurship by visiting a social enterprise, interviewing social
entrepreneurs, and solving real-life problems. This knowledge will allow
to develop, manage and assess actual social entrepreneurial activities
and promote a "social entrepreneurial mindset" in terms of the ability
to recognize and creating opportunities to become a social entrepreneur.
4. Acquire skills in executing and writing academic research
(literature review, data collection, analysis and reporting) on the
topic of social entrepreneurship in different contexts and addressing
different social problems.
Practice ability to critically reflect and assess the economic,
business, social, environmental, and ethical dimensions and societal
implications of different forms of entrepreneurial behaviour, with a
focus on social entrepreneurship.
Course content
This course deals with the question how entrepreneurial activity can be
a vehicle for creating a better world, an idea often described under the
umbrella term "social entrepreneurship". Social entrepreneurship is a
form of entrepreneuring that aims at sustainably and innovatively
solving social, environmental and economic problems, and thus departs
from the classic understanding of entrepreneurship as merely oriented at
exploiting opportunities of profit-maximization. Social entrepreneurship
can be non-profit, for-profit or a hybrid form and represents a
phenomenon that has gained increased attention both in practice as well
as in academic research. The Netherlands in particular host plenty of
social enterprises that aim to address "local" social problems such as
homelessness or education, as well as social enterprises targeting
"global" problems such as climate change or even slavery.
The course gives in-depth insight into the changing social and
environmental conditions that gave rise to social entrepreneurship and
aims to acquaint students with such forms of entrepreneurship, and how
they are different from conventional entrepreneurship. In building on
research-based theoretical knowledge obtained throughout the course,
students will learn to analyse social entrepreneurship in real-life
settings and foster their ability to develop and assess actual ideas
following the spirit of social entrepreneurship. Guest-lectures of
social entrepreneurs from the Netherlands will allow students to better
understand current developments and challenges in the field. In general,
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 10 of 26
both theoretical perspectives as well as practical initiatives are
explored in this course.
Form of tuition
• Lectures, incl. active participation and discussion
• Group work (written assignments)
Type of assessment
• Individual preparation of lectures (essays based on literature)
• Case studies
• Final written assignment
• Participation in class
Course reading
Various academic articles provided by course instructor
Entry requirements
A basic knowledge of the central concepts pertaining to the research
domain of entrepreneurship
Recommended background knowledge
Prior experience with the topic of social entrepreneurship is an assess,
but not obligatory
Enterprising Skills
Course objective
The objectives for this course are:
a) To acquire knowledge with regard to enterprising skills
b) To gain insight into, and develop your own enterprising skills
c) To develop coaching and mentoring skills.
Course content
Enterprising Skills allows you to study as well as practice the so-
called soft skills underlying entrepreneurship, such as generating ideas
for opportunities, taking action, perseverance, teamwork, networking,
and influence. These skills are becoming ever more essential whether you
are an entrepreneur (by any definition), self-employment (or zzp’er),
freelancer, contract worker, or even as an employee. You will study the
research and theory with regard to these skills (or competencies), and
then practice these skills in the context of your own life. Moreover,
you’ll also develop coaching and mentoring skills which are also highly
relevant to any work in the entrepreneurial context. The level of
analysis in this course is the individual - this course is not about
enterprising firms but about enterprising people. Enterprising behavior
can be expressed in starting a new venture but also in a multitude of
Course code E_ENT_ESK ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.W. van Gelderen
Examinator dr. M.W. van Gelderen
Teaching method(s) Lecture
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 11 of 26
other endeavors. Still, while the unit of analysis in this course is the
individual, the competencies that are studied and practiced are highly
relevant in the case that someone starts or run her own venture.
Form of tuition
Lectures, experiential learning
Type of assessment
Assignments
Course reading
Articles to be found at www.enterprisingcompetencies.com
Additional literature TBA
Entrepreneurial Law and Finance
Course objective
Upon having successfully passed this course, the student will have
attained
- A profound knowledge of the theory and practice of the financing
of new entrepreneurial firms (social as well as commercial), and other
entrepreneurial initiatives (spin-offs etc.). In other words: students
will gain a basic understanding of various sources of finance (such as
venture capital, private equity, crowd funding, etc.).
- A basic understanding of legal aspects of setting up new
initiatives.
Furthermore, the students will have practiced the ability to apply this
knowledge through the preparation of a practical assignment.
Course content
There are many legal issues entrepreneurs face in setting up and running
a new business, or setting up other entrepreneurial initiatives, not in
the last place with regards to the financing of the venture/other
initiative. This course provides a broad knowledge base of the legal
issues as well as a more in-depth knowledge base of the financial issues
involved in turning opportunities into action.
Form of tuition
- Lectures
- Team feedback
Type of assessment
- Individual written exam (60%)
- Team paper based on the preparation of an assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
Course code E_ENT_ELF ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 12 of 26
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain, and a basic knowledge of financing &
accounting.
Entrepreneurship in Science and Technology
Course objective
Upon having successfully passed this course, the student will have
attained
- a (more) profound knowledge of spinoffs and their role in the economy;
- the ability to evaluate the business potential and feasibility of
innovations from scientific research, and for the developing of
innovative business models for new product or service venture based on
innovation from scientific research.
Course content
Research in science and technology is an important and ongoing source
for entrepreneurial opportunities. Some of these opportunities are
realized through university spinoffs. This course will discuss the
process and (economic) importance of spinoffs in general, and university
spinoffs in particular. Scientific and technological innovations can
lead to high-tech product offering or service oriented offering.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
Entrepreneurship in the Service Industry
Course code E_ENT_EST ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Course code E_ENT_ESI ()
Period Period 4
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 13 of 26
Course objective
Upon having successfully passed this course, the student will have
attained
- a (more) profound knowledge of the services industry;
- the ability to assess, produce, and develop innovative, viable, high-
quality ideas in the services industry.
- the knowledge required to – specifically within the services industry
– assess innovative ideas, to turn them into reality and to sustainably,
over a sustained duration of time, create value with them.
Course content
This course introduces and discusses entrepreneurial opportunities
related to service innovation, including the competitive challenges for
service firms in collaborating with partners in open service innovation.
This course employs a broad definition of innovation including a variety
of forms of innovation and a diversity of organizational practices
pertaining to the innovation process, and aims at a deeper understanding
of various aspects of service innovation.
Form of tuition
- Lectures
- Work groups
Type of assessment
- Conducting a design or research assignment, and reporting about this
by means of a paper (80%)
- Presentation (20%)
Course reading
To be announced on Blackboard
Entry requirements
Knowledge of the background, nature, and central concepts within the
entrepreneurship research domain.
Entrepreneurship Research Skills
Course objective
Upon having successfully passed this course, the student will have
attained
• A profound knowledge of the methodological consequences of the
specific nature, background, and central concepts pertaining to the
entrepreneurship domain.
• The knowledge required to assess which research method(s) should
be employed to answer a given research question / to meet a particular
Course code E_ENT_ERS ()
Period Period 3
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. ir. J.C. van Burg
Examinator dr. ir. J.C. van Burg
Teaching method(s) Lecture, Study Group
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 14 of 26
research aim.
• The ability to – based on this knowledge – set up, execute and
report about scientific research.
Course content
This course prepares students for their master thesis project. Building
on the knowledge acquired in the previous two periods, this course
provides students with the knowledge and skills required for applying
this knowledge in empirical research.
Form of tuition
- Lectures
- Work groups
- Group feedback
Type of assessment
- Exam (60%)
- Assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
- The knowledge and ability to recognize, utilize, and combine multiple
theoretical perspectives towards entrepreneurship, as well as a profound
academic knowledge of the background, nature, and central concepts
within the entrepreneurship research domain.
- A basic knowledge of research methodology.
Entrepreneurship, Institutions and Corporations
Course objective
• explain, summarize, and compare the practice, institutional, and
institutional entrepreneurship perspectives of intrapreneurship to
peers, colleagues and entrepreneurs (K1-K3);
• analyze, differentiate, and organize these multiple perspectives
of intrapreneurship into meaningful and related parts (K4);
• evaluate strengths and weaknesses of these multiple perspectives
of intrapreneurship (K5) and use these skills to design science-based
solutions to overcome common obstacles to intrapreneurship (SA2-SA7);
• apply multiple perspectives of intrapreneurship to solve case-
based problems and develop ideas for internal venturing projects in
specific institutional contexts (SE1);
• critically assess intrapreneurial ideas in terms of their
innovativeness, viability and quality, as well as how to turn them into
real business projects in larger institutional environments (K6, K7);
Course code E_ENT_EIC ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. N.A. Thompson
Examinator dr. N.A. Thompson
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 15 of 26
• develop the attitude to work independently on assignments,
reflect on his/her own work, on the work of his/her peers, and that span
multiple perspectives (A1-A4).
Course content
Entrepreneurs working within existing organizations (intrapreneurs) aim
to change and transform existing social structures to bring about new
economic, social, institutional, and cultural environments. This course
reviews, evaluates, and analyzes the elements that constrain and enable
intrapreneurship using practice theory, institutional theory, and
institutional entrepreneurship perspectives. Students will further apply
these perspectives to develop science-based venturing projects in
specific contexts.
Type of assessment
• Group assignment (40%)
• Individual assignments through period (60%)
Course reading
• Antoncic, B., & Hisrich, R. D. (2003). Clarifying the
intrapreneurship concept. Journal of Small Business and Enterprise
Development, 10(1), 7–24.
• Duncan, W. J., Ginter, P. M., Rucks, A. C., & Jacobs, T. D.
(1988). Intrapreneurship and the Reinvention of the Corporation.
Business Horizons.
• Morse, C. (1986). The delusion of intrapreneurship. Long Range
Planning, 19(6), 92–95.
• Menzel, H. C., Aaltio, I., & Ulijn, J. M. (2007). On the way to
creativity: Engineers as intrapreneurs in organizations. Technovation,
27(12), 732–743.
• Parker, S. C. (2011). Intrapreneurship or entrepreneurship?
Journal of Business Venturing, 26(1), 19–34.
doi:10.1016/j.jbusvent.2009.07.003
• Feldman, M. S., & Orlikowski, W. J. (2011). Theorizing Practice
and Practicing Theory. Organization Science, 22(5), 1240–1253.
• Rouse, J. (2006). Practice theory. In D. M. Gabbay, P. Thagard, &
J. Woods (Eds.), Handbook of the Philosophy of Science (Vol. 15).
Elsevier.
• Rindova, V., Barry, D., & Ketchen, D. J. (2009). Entrepreneuring
as Emancipation. Academy of Management Review.
doi:10.5465/AMR.2009.40632647
• Johannisson, B. (2011). Towards a practice theory of
entrepreneuring. Small Business Economics.
• Lepoutre, J., & Valente, M. (2012). Fools breaking out: the role
of symbolic and material immunity in explaining institutional
nonconformity. Academy of Management Journal, 55(2), 285–313.
• Voronov, M., De Clercq, D., & Hinings, C. (2013). Institutional
complexity and logic engagement: An investigation of Ontario fine wine.
Human Relations, 66(12), 1563–1596.
• Goodrick, E., & Salancik, G. G. . (1996). Organizational
discretion in responding to institutional practices: Hospitals and
cesarean births. Administrative Science Quarterly, 41(1), 1–28.
• Battilana, J., Leca, B. and Boxenbaum, E. (2009). 'How actors
change institutions: Towards a theory of institutional
entrepreneurship'. Academy of Management Annals, 3(1), 65–107.
• Rindova, V., Barry, D. and Ketchen, D.J. (2009). 'Entrepreneuring
as emancipation'. Academy of Management Review, 34, 477–491.
• Zimmerman, M. A., & Zeitz, G. J. (2002). Beyond survival:
Achieving new venture growth by building legitimacy. Academy of
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 16 of 26
Management Review, 27(3), 414–431.
Entrepreneurship: Theory and Practice
Course objective
Upon having successfully passed this course,
- The student will have gained insight into the background, nature, and
central concepts within the research domain of entrepreneurship;
- The student will have gained insight into the societal developments
that influence entrepreneurship as well as the societal and ethical
implications of the entrepreneurship phenomenon;
- The student will be able to demonstrate an academic knowledge base
that enables him/her to recognize, utilize, and combine multiple
theoretical perspectives towards entrepreneurship, in combination with
the knowledge of and insight in some of the mechanisms underlying
entrepreneurial processes, so as to be able to understand particular
entrepreneurial dilemmas;
- Will have worked on their ability to assess, produce, and develop
innovative, viable, high quality research-based entrepreneurial ideas in
various contexts;
- Will have worked on the development of an attitude where boundaries
between disciplines form no burden and where knowledge, concepts,
methods, and perspectives from a range of disciplines are employed to
generate new insights;
- Are able to find, analyze and critically assess scientific
information;
- Are able to systematically and creatively analyze and solve concrete
problems.
Course content
At the end of the course, students should have an overview
of the (research) domain and its inherent multi-disciplinarity (for
example economics, psychology, social sciences, and humanities). They
should know about the various approaches, topics, and the central
concepts associated with entrepreneurship, and be able
to apply these to a practical dilemma. The two assignments are directed
towards practical application.
Form of tuition
Lectures
Type of assessment
One individual assignment (25%), one group (pairs) assignment (25%),
exam (50%)
Course code E_ENT_ETP ()
Period Period 1
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. M.W. van Gelderen
Examinator dr. M.W. van Gelderen
Teaching method(s) Lecture, Study Group
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 17 of 26
Course reading
A range of journal articles will be specified by the lecturers and
communicated on Blackboard.
Management Consulting
Course objective
Upon completion of the course students have:
- an understanding of management consulting and its effects in and on
organisations;
- skills to deal creatively and systematically with management issues
and to work at the clarification or solution of a problem applying
relevant theoretical and methodological choices;
- understanding of the ethical considerations and requirements for
management consulting in modern times;
- skills in presenting results and advising organisations on the basis
of research;
- the ability to cooperate, communicate, and work in a team toward
achieving a joint goal;
- the ability to find, evaluate, and connect management consulting-
related scientific literature and apply this to practical questions and
in specific contexts.
Course content
Management consulting refers to the industry and practice of helping
organisations to improve their performance through the analysis of
existing business problems and the development of plans for further
improvement. The management consulting sector was a field largely
neglected by scholarly investigation; it is only in the 1990s that
academic interest in this sector and profession started to grow. Today,
the consulting market has grown worldwide significantly faster than
gross national products and has become one of the most dynamic service
industries in the world. The increasing internationalisation of markets
and the increasing number of organisational changes since the 1990s
prompt clients constantly to change organisational procedures,
structures, cultures and technology. As a consequence, companies buy in
external competency from consultants to help solve business problems
that the company does not feel able to solve internally. Consultants
thus deliver services based on up-to-date management practices and
market information, and the consultants' knowledge about analytical
procedures and organisational design and change help them offer a
variety of services and tasks that clients cannot perform on their own.
In this course we provide an overview of the specifics of the management
consultancy sector with an emphasis on the management of organisational
change. We discuss the skills that are needed, the methods that are
used, and the problems that consultants usually are faced with. We aim
for a balance between a theoretical overview and discussion of
consulting as a field of research and more practice-oriented exercises
and cases.
Course code E_ENT_MCON ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 18 of 26
Form of tuition
Interactive lectures: three hours per week over a period of six weeks.
Attendance is mandatory.
Type of assessment
The final grade consists of:
- individual: written examination (60%): open questions; two hours.
- teamwork-: assignment (40%): case study and presentation.
Resit:
- in the case of a resit only the individual assignment can be retaken;
- results obtained for the group assignment will remain valid.
Additional information:
- students who miss more than two classes might be required to do an
extra assignment.
Course reading
To be announced on blackboard athttps://blackboard.ic.uva.nl and/or
during the first lecture.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Managing Creativity
Course objective
Upon completion of this course students have:
- an understanding of creativity and its effects on organisational
performance;
- an understanding of how to manage creativity in organisations at the
individual and the group level;
- the ability to distil theory from academic papers and present findings
to an audience of peers;
- an understanding of how to design organisations that are conducive to
tapping creativity;
- the ability to apply the theory of managing creativity to management
practice;
- improved their experience in working in teams.
Course content
Creativity is about the creation of new and useful ideas. Creativity is
seen as a key precursor to innovation. Where creativity is about the
generation of new and useful ideas, innovation is about the successful
implementation of those creative ideas. If organisations want to be
Course code E_ENT_MC ()
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 19 of 26
successful in highly uncertain environments, they need to understand how
to build an organisational environment that optimally supports and taps
creativity. In this course students will gain an understanding of what
creativity is, and learn how to manage creativity at different levels
within organisations. Students will study creativity at three different
levels: the individual, the team, and the organisation. First,
individual level creativity is often linked to personality, expertise,
and motivation. Second, team level creativity generally tends to benefit
from particular forms of diversity of its individual members. Third,
organisational level creativity is linked to job design, reward
structures, control practices and leadership.
Form of tuition
The course consists of six weeks of three-hour interactive seminar style
classes in which different aspects of the management of creativity will
be highlighted. The course is mostly designed around group
presentations, class discussions and case assignments. This means that
students are expected to prepare for each class, and to positively and
pro-actively contribute to class discussions. Students will work in
small (around four people) groups to prepare and give class
presentations, and to solve case-based assignments in which they need to
apply and test the theories that they read as part of the compulsory
literature of this course. Attendance is mandatory.
Type of assessment
The final grade consists of:
- individual: examination (60%): written; 3 hours.
- teamwork-: assignment (30%): case study;
presentation (10%).
Resit:
- in the case of a resit only the individual examination can be retaken;
- results obtained for the group assignment will remain valid.
Additional information:
- students who miss more than two classes will not be allowed to take
the examination.
Course reading
Studymaterial is available on Blackboard athttps://blackboard.ic.uva.nl.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
New Venture Creation and Development
Course code E_ENT_NVCD ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 20 of 26
Course objective
Upon having successfully passed this course, the student will have
- attained profound knowledge of new venture creation and development,
including the specific mechanisms and challenges underlying this
phenomenon;
- attained profound knowledge of and the ability to assess particular
ideas in terms of their innovativeness, viability and quality, as well
as how to turn them into reality (in particular: the knowledge to
(systematically) explore new business opportunities, and to growing such
opportunities into successfully and sustainably launched ventures);
- further developed the ability to design science-based practical
solutions (literature review, data collection, designing and reporting)
regarding entrepreneurial initiatives.
Course content
This course examines the entrepreneurial process from the generation of
ideas, to the exploration of their feasibility, through to the creation
of an organization, and finally, the implementation of the idea, and the
growth of the venture.
Form of tuition
- Lectures
- Work groups
- Group feedback
Type of assessment
- Exam (60%)
- Assignment (40%)
Course reading
To be announced on Blackboard
Entry requirements
A profound knowledge of the central concepts and debates pertaining to
the research domain of entrepreneurship (ETP)
Real Estate Management
Coordinator prof. dr. E. Masurel
Examinator prof. dr. E. Masurel
Teaching method(s) Lecture, Study Group
Course code E_BA_REM (61452040)
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator prof. dr. J. Rouwendal
Examinator prof. dr. J. Rouwendal
Teaching staff prof. dr. J. Rouwendal, dr. F. Hamelink
Teaching method(s) Lecture
Level 400
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 21 of 26
Course objective
The course provides an introduction to the understanding and the
analysis of real estate markets and the investment alternatives
available to both debt and equity investors. A large part of the focus
will be on residential real estate. We study both the owner occupied and
rental markets and pay particular attention to financial aspects, in
particular the mortgage market. The secondary market for mortgages,
where institutional investors invest in "pools" of mortgages, is
analyzed in detail, in particular in light of the recent financial
crisis. The last part of the course deals with other forms of real
estate that institutional investors may invests in. This part will cover
other property types (offices, commercial real estate, etc.) and
investment vehicles, such as REITS. Although the course takes an
international perspective, special attention is given to the Dutch
situation.
Course content
We study the characteristics of mortgage loans used by households to
finance the purchase of a house, the functioning of the Dutch housing
market including the role of policy interventions (notably mortgage
interest deductibility and spatial planning), and the role of housing
corporations. The 'secondary market' for debt related to this financing
is analyzed with a focus on the various instruments (such as CDO's and
CMO's) that have played on important role in the current financial
crisis. Finally, we also look at 'the other side' of the financing of
real estate, namely, we take the perspective from an (institutional)
investor, such as a pension fund, who considers real estate as one of
many available asset classes. We will study the main characteristics in
terms of risk and returns of the different forms of real estate
available to the investor (such as investing in mortgage pools,
investing in buildings, securitized real estate, etc), as well as by
property type (such as residential versus commercial real estate).
After following this course you should be able to understand:
- the main characteristics of the most popular types of mortgage loans
- the pros and cons of fixed rate and adjustable rate mortgages
- the impact of fiscal measures on mortgage payments
- the role of the housing corporations on the Dutch rental housing
market
- the importance of the secondary market in mortgages, as well as the
available instruments for institutional investors such as pension funds
- the risk and returns characteristics of the main investments vehicles
in real estate available to an institution investor.
Real Estate Management is a joint effort of the departments of Spatial
Economics and Finance and Financial Sector Management.
Type of assessment
written examination
Course reading
- Andrew E. Baum, David Hartzell, "Global Property Investment:
Strategies, Structures, Decisions", December 2011, Wiley-Blackwell,
ISBN: 978-1-4443-3528-6, Paperback, 576 pages.
- Additional course material will be provided on Blackboard
Services Marketing
Course code E_ENT_SMKT ()
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 22 of 26
Course objective
In this course, students will obtain:
- a more profound knowledge of services marketing in particular;
- a broader knowledge of the planning and evaluation of marketing-
related service strategies, as well as the competence to analyse,
measure and study firms and products with a service-oriented nature, and
to formulate a professional marketing policy
- insight into the recent and current developments in the field of
services marketing;
- the ability to supply relevant theories, models and other auxiliaries
to make service-related decisions within a strategic marketing concept
in services marketing;
- the ability to give a scientific basis to own viewpoints at an
academic level, and to formulate these views convincingly, both orally
(through presentations, debates) and in written form.
Course content
The course creates a marketing-specific framework in which students are
challenged to link the various marketing concepts, while looking at the
specific problems of services organisations. In order to be able to link
theory and practice, students have to tackle many case studies and
practice-related problems. In addition to a general introduction about
the services sector and services marketing, during the entire course the
focus will be on the central research question of how to create added
value in services.
Form of tuition
Combined lectures/seminars, three hours per week for a period of six
weeks. Attendance and participation are mandatory. Much intensive
teamwork is expected. Only students that are present at the first
lecture will be able to follow the course. At that moment groups will be
formed.
The course programme encompasses discussions of the mandatory articles,
the execution of case analyses, a team assignment, finalised by an
individual assignment and examination. During class, the focus will be
on the independent use of the literature and on its solutions for
practice-oriented situations (through case studies). The instructor’s
role, therefore, should be seen as that of a coach rather than a
storyteller. So, the student’s own input and his/her sound self-
reflection are leading issues.
Type of assessment
The final grade consists of:
individual:
- assignment (30%);
- examination (30%): written; open and multiple choice questions; two
hours.
teamwork-:
- assignments (40%): including presentations and participation.
Period Period 5
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 23 of 26
Conditions to pass the course:
- the score for the examination must be 5.5 or higher.
Resit:
- in the case of a resit only the individual examination can be
retaken;
- results obtained for the assignments will remain valid.
Additional information:
- attendance and participation are mandatory. Students who miss lectures
or fail to come prepared may be required to do an extra assignment. In
case a student is unable to make it to class, the lecturer needs to be
informed beforehand;
- students who missed the first class without pre-notice may be rejected
to follow this course.
Course reading
A selection of articles from scientific journals will be used for this
course.
Remarks
This course of the Master Entrepreneurship is only available for
students registered for this Master's programme. For quality reasons,
the course can not admit other students.
Social Dynamics in Entrepreneurship
Course objective
Upon having successfully passed this course,the student:
• will have gained profound academic knowledge of the background,
nature, and central concepts of the research of organizing processes,
both theoretically and methodologically.
• will have gained academic knowledge of and insight into the
social construction of the entrepreneurial identify and vice versa: the
societal implications of that construction process.
• will have gained academic knowledge of and insight into the basic
organizing processes underlying entrepreneurial processes.
• will have obtained the academic knowledge required to deconstruct
business ideas in terms of the underlying sensemaking processes.
• will have gained academic knowledge and insight (in combination
with an analytical toolbox) to assess which organizing processes are
required to turn business ideas into (social) reality and to create
sustainable value with them.
• will have acquired the ability to assess, produce, and develop
innovative, viable, high-quality research-based ideas in the field of
Course code E_ENT_SDE ()
Period Period 2
Credits 6.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
Coordinator dr. P.J. Peverelli
Examinator dr. P.J. Peverelli
Teaching method(s) Lecture, Study Group
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 24 of 26
organizing entrepreneurship.
• will be able to reflect on economic, business, ethical and
societal dimensions and consequences of entrepreneurial behaviour from
an organizing perspective.
• Will have developed an attitude where boundaries between
disciplines form no burden and where knowledge, concepts, methods, and
perspectives from a range of disciplines are employed to generate new
insights.
• Will have learned sufficient meta-cognitive and meta-affective
skills to regulate the graduate’s own learning process, in terms of
self-development and interdisciplinary approach.
Course content
This course looks at entrepreneurship as a process (entrepreneuring) in
which it is ‘done’ by people with diverse backgrounds and goals in
relation to various societal, cultural and political contexts. In that
respect, entrepreneurship is regarded as embedded in, and similar in
nature to, the general processes of ongoing social interaction in which
people organize the entire society. The course is designed in the
paradigm of social constructionist organization theory, which regards
organizing as a continuous process of ongoing social interaction between
actors in their quest to make sense of the world. One consequence of
that process is the emergence of social groups of various degrees of
complexity. Members of a social group derive a social identiy from that
membership. As people are included in sereral social groups, each person
has a set of several indentities. Entrepreneuring provides the people
involved in it with an entrepreneurial identity, which needs to compete
with all their other identities. The course will show that the core
distinctive feature of the entrepreneurial identity is the skill to
organize, i.e awareness of organizing processes and how to employ them
to serve the personal goals of the entrepreneur. The objective of this
course is to teach students skills to observe and analyze organizing
processes and skills to translate that insight into strategies to align
those processes with a particular entrepreneurial process.
Form of tuition
6 lectures; 6 working lectures; 1 guest lecture
Type of assessment
Personal assignment + group assignment
Course reading
To be provided by the lecturer
Entry requirements
See program entry requirements (www.uva.nl/msc-entrepreneurship).
Recommended background knowledge
See program entry requirements (www.uva.nl/msc-entrepreneurship).
Thesis
Course code E_ENT_THS ()
Period Ac. Year (September)
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 25 of 26
Thesis
Coordinator dr. J.K. Verduijn
Examinator dr. J.K. Verduijn
Level 400
Course code E_ENT_THSU ()
Period Ac. Year (September)
Credits 12.0
Language of tuition English
Faculty Fac. der Economische Wet. en Bedrijfsk.
VU University Amsterdam - Fac. der Economische Wet. en Bedrijfsk. - Entrepreneurship (joint degree) - 2014-2015 10-6-2015 - Page 26 of 26
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