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Innovative Entrepreneurship (TEIO06)
Course information 2015
Welcome to the course Innovative Entrepreneurship! This course is intended primarily for
students who foresee a career in technology/product/business development in new or
established companies. It introduces you to the academic topic of Entrepreneurship and is
designed to allow you to develop knowledge and skills related to the identification and
qualification of entrepreneurial opportunities, through a mix of academic and experiential
learning activities.
Students from previous years have noted that two things in particular distinguish this course
from most other courses in your programmes:
a)
You will not be asked to analyze already existing projects, processes, organizations or
companies from the outside, but to create and develop something new by yourselves – an
entrepreneurial idea.
b) You are required to connect knowledge from a number of fields, for example, organization
theory, marketing and investment analysis just to mention a few, into an integrated whole.
Depending on your background, you might already possess some of this knowledge,
whereas other knowledge is new to you. Understanding the interdependency between
different parts is a key part of the course curriculum.
Course Team and Contact Information
The course team consists of teachers from the division of Projects, Innovation and
Entrepreneurship (PIE) (see table below). You can contact us directly in lectures and seminars or
via Lisam.
The fastest and most convenient way to contact the course team is through “Newsfeed” of Lisam.
The course leader checks Lisam’s newsfeed and questions regularly, but this is not always
possible due to meetings, conferences etc. If you want to communicate with a specific person,
Use @ person’s name and surname (for example @Solmaz Filiz Karabag) at the Lisam system (so
s/he can get mail about your questions and act quickly). If you do not get answer your question
in 3 working days, send e-mail. All e‐mail communication should feature the course code TEIO06
in the beginning of the subject line in order to be prioritized in the daily pile of e‐mails. The
contact information of the core team of the course is:
NAME
Solmaz Filiz Karabag
Anna Bergek
Carina Ekhager
Mohammad Eslami
Behbood Borghei
Charlotte Norrman
ROLE(S)
E-MAIL ADDRESS
Project couch
[email protected]
Course coordinator, lecturer, seminar
leader, examination.
Course administrator
[email protected]
[email protected]
Leturer, seminar leader & Project coach [email protected]
Seminar leader
Lecturer, seminar leader
[email protected]
[email protected]
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Magnus Klofsten
Seminar leader
[email protected]
Course content and organization
The course focuses on two themes, where the latter is the main one:
a)
b)
Innovative entrepreneurship. What is entrepreneurship? What characterizes innovative
ventures and the contexts in which they appear? What are the particular requirements on
new, innovative ventures (in particular ventures based on new products and services) and
how can such ventures be organized in new and established companies?
Idea qualification and business planning for innovative entrepreneurship
The idea qualification process and the business plan. To perform a feasibility analysis. To
write and present a preliminary business plan. Within this theme, students work in
groups with a feasibility analysis for an innovative venture.
The course is organized in terms of lectures and seminars. Group assignments and individual
assignments support learning.
Intended learning outcomes
The overall purpose of the course is for students to acquire knowledge and abilities within the
general areas of entrepreneurship and innovation, with particular focus on business planning
for new, innovative ventures. After the course, students should be able to:
•
•
•
•
•
•
describe, compare and take a position on different theoretical perspectives on
entrepreneurship and innovation and relate them to their own technology areas;
account for, compare and critically review different theories on innovative ventures;
describe and discuss what it takes to start up and organize innovative ventures;
describe and critically discuss how and in what contexts a business plan may be used;
describe the information and analyses needed to do a feasibility analysis or a business plan for
an innovative venture and have the ability to collect and analyze relevant information for that
purpose; and
communicate a feasibility analysis/business plan orally and in writing.
Course administration via LISAM
The course is administrated via LiU’s learning platform: Lisam. All students who have been
admitted to the course should be able to access the course room at Lisam. Please contact us if
you have problems with this!
All information you need is available in the course room at Lisam: course plan and literature list,
schedule (or Time Edit), the latest version of this course information document, assignment
instructions and submission, lecture slides, cases and other materials.
Announcements related to the course (e.g. schedule changes or specific instructions) will be
made at Lisam as well, i.e. e-mails will not be used to send out information. Please note that we
will use the Newsfeed function in this course. This implies that you should post your questions at
Newsfeed and you will be answered there. If you do not get answer in 3 days send your
questions and comments directly to the relevant person via e-mail.
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Please note that the Lisam system is constantly developing. Some functions might not work
properly at some time, but we will solve them as soon as possible. So if you face any problem such as
submission let us know. Please do not hesitate to ask if you have questions about Lisam, but we
might have to forward your questions to the specialists at LiU IT.
Learning activities and student activity
The course is based on a combination of ‘academic’ and ‘experiential’ learning. Some of the
knowledge you are expected to gain from participating in the course is of a more theoretical
nature and can be learnt by reading literature, listening to lectures, discussing with other
students, writing academic essays etc. However, other types of knowledge and abilities can only
be acquired through learning‐by‐doing, i.e. by actually doing what you are supposed to learn how
to do. For example, reading about how to do a market analysis is usually not enough to acquire
the ability to actually perform such an analysis.
The course is, therefore, designed as a mix of different types of learning activities:
 lectures in which teachers give an overview of relevant concepts, theoretical frameworks or
analyses;
 student­driven seminars, in which you discuss certain concepts or parts of the literature to
gain a deeper understanding of them;
 Learning Log in which you will get opportunity to reflect on the issues, concepts and
topics of the course, your learning experiences, what and how you learn.
 a group project, in which you learn by experiencing an idea qualification and business
planning process in order both to get a better understanding of the process as such and to
improve your abilities to manage it in practice.
Since Innovative Entrepreneurship (TEIO06) is an advance course, it requires a high level of
student‐driven activity to function properly. Student activity and “drive” is also important from the
point of view of the course topic itself: Entrepreneurship research clearly emphasizes the
importance of individual driving force for successful entrepreneurial processes. In line with this, we
expect you to be an active participant in the course and take responsibility for your own learning
process. This implies that we expect you to:
 actively search for the information you need;
 prepare for lectures and seminars;
 take active part in lectures and seminars and contribute to an open and stimulating
discussion climate in the course;
 follow up on lectures and seminars; and
 take active part in the group project.
Please note that 6 ECTS credits correspond to a work load of about 160 hours, including lectures,
seminars, literature studies and assignments.
Examination
General information
The role of the examination is to assess to what extent you have achieved the learning objectives.
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To pass the course (grade: 3), you have to achieve all learning objectives. In order to get a higher
grade, you need to demonstrate knowledge and abilities beyond the level outlined in the
learning objectives.
The course results are reported in three parts:
Parts
Content
Grade scale
Credits
UPG1
Assignments (individual and in groups) about
Fail, 3, 4, 5
2 hp
UPG2
Assignments (individual and in groups) about
Fail, 3, 4, 5
4 hp
entrepreneurship and innovative ventures
business planning with written and oral
Course grade
presentation
Overall assessment of all assignments
Fail, 3, 4, 5
The grades on UPG1 and UPG2 are based on an overall assessment of all the assignments related
to each part (see below). The course grade is based on an overall assessment of all course
assignments.
These grades are based on an overall assessment of your grades on the assignments related to
each part. International students will also receive an ECTS grade (fail=0-49.5; 3=50-66.5; 4=6783.5; 5=84-100). The course grade is based on an overall assessment of all your assignments. The
individual assignments are particularly important in this assessment.
For all assignments, a revision grade will be given in the first round of assessments instead of a
fail grade. This implies that you will get one chance to revise the assignment to get a pass grade
within the frame of the course. The maximum grade on a revision is 3.
In order to receive a pass grade on UPG1, UPG2 and the course as a whole,
you need to get a pass grade on all the assignments related to each part.
You also need to participate in compulsory lectures and seminars (see the
course schedule, the have star- colored (this blue).
An assignment that is handed in after the deadline will be treated as a
revision, i.e. no higher grade than 3 will be awarded and you will not be able
to revise the assignment within this year’s course if you receive a fail grade.
It is not allowed to revise a passed assignment to get a higher grade.
Compulsory sessions
Your attendance is required in some lectures and seminars (see the schedule). These are sessions
that provide a unique learning opportunity that would be difficult to achieve effectively in other
ways or that for practical reasons require your attendance. If you fail to attend a compulsory
session, you may have to do an extra assignment in order to compensate for missed learning
opportunities.
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Assignments (overview)
Detailed instructions for each assignment are available on Lisam (Course
DocumentsAssignment) . Please read them carefully!
UPG1 Assignments about entrepreneurship and innovative ventures (fail, 3, 4, 5), 2 hp
 Literature review (individual) (fail, 3, 4, 5)
What is entrepreneurship? Seminar preparation + attendance (individual) (pass, fail)
UPG2 Assignments about business planning (fail, 3, 4, 5), 4 hp
 Why business planning? Seminar preparation + attendance (individual) (pass, fail)
 Written and oral presentation of business plan (group) (fail, 3, 4, 5)
 Written and oral presentation of business idea and concept statement (group) (pass, fail)
 Learning Log (individual) (fail, 3, 4, 5)
Collaboration and plagiarism
Please note that collaboration is not allowed on individual assignments, unless this is clearly
specified in the assignment instructions. Collaboration includes any type of interaction between
students related to the assignment (i.e. also sharing your solutions with other students).
Plagiarism and academic dishonesty are also not allowed. Plagiarism is about not making clear
that your work build on other people’s work. This implies, among other things, that you should
use your own words rather than “copy‐and‐paste” from the literature or other sources, and that you
should always provide proper references to the sources of information you use in your
assignments. You are not allowed to use assignments completed by other students in this course
or other similar courses. Re‐using your own previous work can sometimes also be considered
plagiarism – ask your teacher if you are uncertain if this applies to you! For more information
about plagiarism, see the University Library’s page on plagiarism
http://www.bibl.liu.se/forskservice/plagiat/plagiat?l=en). If you are unsure about what is
allowed and not in this course, please ask!
We use the Urkund system (www.urkund.se) to control for unauthorized collaboration and
plagiarism.
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Schedule
(The part after Week 13 has not been formally scheduled yet and that part of this schedule is
very preliminary)
The compulsory lectures and seminars have stars and this blue.
Submissions are highlighted in RED
Week
Day
W.4
Wed
21/01
Time
Place
Lecture/Seminar & Topic
Who
13-15
S26
Lecture1 : Course introduction
SFK
Preparations:
W.5
Follow-up:
• Read the course information, explore the Lisam
site & get the literature
-Read assignment handouts carefully and plan
your works both in the group and as an individual.
Wed
28/01
12:00
Lisam
Wed
28/01
13-17
A30
Submissions --> What is
entrepreneurship?
* Seminar 1 (compulsory): “What is
entrepreneurship?”
Preparations:
• Complete the TEIO06 What is
entrepreneurship preparation document 2015.
Bring it with you to the seminar.
Follow-up:
Read Shane & Venkataraman and Gartner
Fri
Lisam
30/01
Fri
30/01
Submissions Which group assignment
will you do?
If you would like do your own idea, let us
know your team members’ names and
LiU ID. We will discuss your ideas at
Gate 1 and Gate 2.

If you would like do
established company idea, let us
know so we can match you and
others who wants to do this
assignment. So you can start your
assignment as soon as possible.
Seminar 2: What is Literature Review
12:00
13-15
S26
SFK
BB
Preparations:
This seminar is voluntary! However in
order to participate in this seminar you
need to do preparation. See
LisamCourse Documents Preparation
for Literature Review Seminar
Follow-up:
Work on your literature review!
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W.6
Wed
04/02
13-15
T2
Preparations:
• Read Barringer 2 and 3, Reilly & Milkin,
Sahlman
Wed
04/02
15-17
Fri
06/02
13-15
Hörnan
(2A:80
7) in A
buildin
g
S41
Preparations:
• Read business platform cases and other
information (see Lisamcourse documents
Preparation for Business Platform Cases and its
Documents)
* Lecture 2 (compulsory): Idea
feasibility analysis & project intro
SFK
Follow-up:
• Read the project instructions carefully and plan your
work in the group.
Office hours for questions regarding the
literature review
BB
Lecture & Seminar 3: Business platform
& case discussion
MK
Follow-up:
• Read Klofsten (2002/2009) and compare with Scott,
M. & Bruce, R. (1987) and Baron et al. 2001
Magnus Kofsten (MK) is professor (Innovation & Entrepreneurship) and founding
director of CIE (Centre for Innovation and Entrepreneurship) at LiU. One of his
leading theories is business platform.
W.7
Mon
09/02
13-15
S15
Preparations:
your project ideas
Wed
11/02
11/02
ME
Follow-up:
Continue to work on your business idea and start to write
concept statement & Presentation of idea memo
15-17
A301
Preparations:
your project ideas
Wed
* Seminar 4 (compulsory)
Stage 1: Idea generation &
Gate 1: Prel. Selection of ideas
Group 1,2,3,4,5,6
* Seminar 4 (compulsory)
Stage 1: Idea generation &
Gate 1: Prel. Selection of ideas
Group 7,8,9,10,11,12
ME
Follow-up:
Continue to work on your business idea and start to write
concept statement & Presentation of idea memo
17-19
A301
* Seminar 4 (compulsory)
Stage 1: Idea generation &
Gate 1: Prel. Selection of ideas
ME
In case we have more than 12 groups this time slot will be
used.
Preparations:
Bring your project ideas
Fri
13/02
Preparations:
Follow-up:
Continue to work on your business idea and start to write
concept statement & Presentation of idea memo
13-15
S26
Lecture 4 : Realizing the opportunity 1:
Organizing for entrepreneurship
SFK
Follow-up:
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• Read Barringer (2013): Management team
and company structure
W.8
Mon
16-02
10-12
A35
Preparations:
• Read Certo & Miller
Tue
17/02
Wed
18/02
Lecture 5: Social Entrepreneurship
EG
Follow-up:
• Self-reflection on similarities and differences between
‘social’ and ‘economic’ e-ship.
Ewa Groppfeldt (EG) has great experience developing her own
businesses. Lately she has involved in developing social
entrepreneurship.
Submission of Concept Statement
12:00 Lisam
LisamSubmissions menu
13-17 S41
* Seminar 5 (compulsory):Gate 2:
SFK/
Presentation of idea memo
ME/AB
Preparations:
Prepare poster and idea pitch your concept
statement
W.9
• Start to think what kinds of organization is needed
for your business
Follow-up:
• If your idea concept statement is approved, continue
to work otherwise revise it!
Thu
19/02
9-10
Hörnan
(2A:80
7) in A
buildin
g
Office hours for questions regarding
literature review
Wed
Wed
23/02
23/02
12:00
10-12
Lisam
A301
Wed
25/02
15-17
A301
Submissions Why Business plan?
* Seminar 6 (compulsory) Why business
Plan?
Group A
* Seminar 6 (compulsory) Why business
Plan?
Group B
Preparations:
BB
ME
ME
Follow-up:
‐ Literature: Delmar & Shane, 2003; Gruber,
2007;Honig & Karlsson, 2003); Lange et al.,
2007.
Work on your group work
The guidelines of this seminar will be uploaded
on lisam (after knowing the number of
students).
Fri
W.10
27/02
13-15
A33
Lecture: Industry and competitor analysis
Preparations:
• Read Porter and Barringer 5 (Industry
Analysis)
Follow-up:
• Start working on the industry and competitor analysis
for your project.
Tue
Upload your business plan material to
Lisam Coaching session 1
&
Book your coaching time with Anna
Bergek ([email protected])
Follow-up:
• Continue working on your project.
03/03
till 18:00
SFK
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Wed
04/03
13-15
S41
Lecture: Market analysis and planning
Preparations:
• Read Fennell & Allenby and Kubr et al.
Barringer 6 (Market analysis) & 7 (Market plan)
Follow-up:
• Start working on the market analysis and market plan
for your project.
Thu
Submissions Literature review
(individual assignment)
05/03
12:00
Lisam
SFK
Very important: An assignment that is submitted after the deadline will be treated as a revision, i.e. no higher grade than 3 will be
awarded and you will not be able to revise the assignment within this year’s course if you receive a fail grade.
Fri
06/03
13-15
A33
Lecture: Realizing the opportunity 2:
OB
Lecture Intellectual Property Rights (IRP)
Ole Bokinge (OB) works for one of the leading patent firm and advises clients in
patent strategy matters and deals with all sorts of patent-related issues. See more
information at http://www.awapatent.com/en/employees/bokinge-ole/
Preparations:
• Read the USPTO “basic facts about patents”
:http://www.uspto.gov/main/patents.htm
W11
Mon
09/03
10-12
Wed
11/03
Book
your
time
Fri
13/03
Book
your
time
A30
Seminar: Realizing the opportunity 2:
OB
Lecture Intellectual Property Rights (IRP)
Part 2
317:868 Seminar 7: Project coaching 1 (half of the AB
in A
groups)
buildin
g
317:868 Seminar 7: Project coaching 1 (half of the AB
in A
groups)
buildin
g
Preparations:
• Upload your material to Lisam Coaching
session 1 until 18:00 on the 3rd of March, 2015
Follow-up:
• Continue working on your project.
Exams!!!! (No Lectures)
W. 12
W 13
Follow-up:
• Read Ernst (2003) and reflect on for what purposes
patents may be used by technology-based firms and in
your project.
Mon
23/03
10-12
X
Lecture: Profitability and cash flow
analysis
Preparations:
• Read Morris et al.; Kubr et al. and
Barringer (chapter Financial Projections).
Follow-up:
• Start working on financial issue, the profitability and
cash flow analysis for your project
Wed
Seminar 9: Profitability and cash flow
analysis
25/03
13-15
X
ME
ME
Preparations:
Follow-up:
• Start working on the profitability and cash flow
• Read Morris et al.; Kubr et al. and
Barringer (Financial Projections).
analysis for your project
Extra seminar and preparation documents will be
uploaded on Lisam by Mohammad
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Fri
W 14
27/03
13-15
X
Lecture Financing and NTBF support
systems
Preparations:
• Read Brush et al., Klofsten, Winborg &
Landström and Bergek & Norrman,.
Follow-up:
• Reflect on the importance of various types of
resources for new ventures and the strategies that may
be used to obtain these resources.
Mon
30/03
10-12
X
Wed
01/04
13-15
X
Lecture: Business model: (supply chain
organization and value creation)
Seminar 8: Case discussion about
Business Model
Preparations:
Study Business Model Canvas of Osterwalder,
A. & Pigneur, Y. (2010).
The case will be provided in the class.
CN
SFK
SFK
Follow-up:
• Continue working on the business model for your
project.
W 15
We do not have lecture this week. Work on your group work.
W 16
We do not have lecture this week. Work on your group work.
Send your group assignment to your coach. At least 3 working days before your coaching
session. Book your coaching time!
Contact information of Mohammad Eslami: [email protected]
W 17
Wed
W 18
22/04
317:868 Seminar 10: Project Coaching 2
in A
buildin
g
Preparations:
Follow-up:
Do not forget to send your group
Continue to work on your assignment.
assignment’s draft to
[email protected]
Fri
24/04
Book 317:868 Seminar 10: Project Coaching 2
your
in A
time
buidlin
g
Preparations:
Follow-up:
Do not forget to send your group
Continue to work on your assignment.
assignment’s draft to
[email protected]
ME
Wed
CN
29/04
Book
your
time
10-12
X
Preparations: Read Barringer : (Presenting
the plan with confidence)
Lecture: Idea Pitching & presentation
exercise
ME
• Start working on your idea pitch and project
presentation.
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W 19
Mon
04/05
12:00
Lisam
Wed
06/05
13-17
X
Upload it Collaborative workspace Prefinal draft of group assignments
*Seminar (compulsory) 11 Gate 3:
MK/
Project Presentation
AB&SF
K, ME
Preparations:
Prepare your presentation and display. Select
one or two other group assignments and read.
Reflect on their qualities!
Follow-up:
Improve your assignment in the light of discussion in
the class Read your assignment one more time, prepare
the presentation and be sure both report and
presentations are well done!
Use the check list, provided in the assignment hand out,
and see if you properly performed the relevant parts.
Fri
Submissions Group Assignment
08/05
15:00
Lisam
Very important: An assignment that is submitted after the deadline will be treated as a revision, i.e. no higher grade
than 3 will be awarded and you will not be able to revise the assignment within this year’s course if you receive a fail
grade.
W20
Preparations: Read your assignment
one more time and be sure you
submit on time!
Follow-up: If you plan to write the
6th entry in your log, follow the
course web and finish your learning
log!
Wed
Submission Learning Log
13/05
12:00
Lisam
Very important: A learning Log that is submitted after the deadline will be treated as revisions, i.e. no higher grade
than 3 will be awarded and you will not be able to revise your log within this year’s course if you receive a fail grade.
Preparations: Have you done your minimum
entries in your Learning Log? Be sure that you
made at least 3 entries in your learning log.
W21&22&23&24
Week, day, and time will be announced on
Lisam
Preparations: Read the review which is written
on your assignment and be sure that you address
all of the suggestions or concerns!
Follow-up:
Observe Lisam
(Re-submission): If you get revision for
your Group Assignment or Learning Log
Follow-up:
Observe Lisam
Enjoy your summer holiday!
SFK= Filiz Karabag, ME= Mohammed Eslami, AB= Anna Bergek, CH= Charlotte Norrman, MK=
Magnus Klofsten, OB= Ole Bokinge, EG= Ewa Groppfeldt, BB = Behbood (Benny) Borghei
Course literature
Literature on innovative ventures and entrepreneurship
All articles could be used as a basis for the individual literature review. For more information, see
assignment instructions.
Ardichvili, A., Cardozob, R. & Ray, S. (2003): A theory of entrepreneurial opportunity
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identification and development, Journal of Business Venturing, 18: 105–123.
Bergek, A. & Norrman, C. (2008): Incubator best practice: A framework, Technovation,
28 (1-2): 20-28.
Brush, C. G., Green, P. G. & Hart, M. M. (2001): From initial idea to unique advantage: The
entrepreneurial challenge of constructing a resource base, Academy of Management
Executive, 15 (1): 64‐78.
Certo, S. T. & Miller, T. (2008): Social entrepreneurship: Key issues and concepts, Business
Horizons, 51: 267‐271.
Ebben, J. & Johnson, A. (2006): Bootstrapping in small firms: An empirical analysis of change
over time, Journal of Business Venturing, 21, 851‐865.
Gartner, W. B. (1988): ‘Who is an Entrepreneur?’ Is the Wrong Question, American Journal of
Small Business, 12 (4): 11‐32.
Hay, M. & Kamshad, K. (1994): Small Firm Growth: Intentions, Implementation and
Impediments, Business Strategy Review, 5 (3): 49‐68.
Davidsson & Klofsten (2003), “The Business Platform: Developing an Instrument to Gauge and to
Assist the Development of Young Firms”, Journal of Small Business Management, 41(1), pp.
1–26 [OR Klofsten, M. (2010): The Business Platform: Entrepreneurship & management in the
early stages of a firm’s development (3rd edition), Technology Innovation International,
Luxembourg. A Swedish version can be bought at Bokakademin: Klofsten, M. (2009):
Affärsplattformen. Entreprenören och företagets första år), SNS Förlag, Stockholm. ]
Scott, M. & Bruce, R. (1987): Five stages of growth in small business, Long Ranges Planning, 20
(3): 45‐52.
Shane, S. & Venkataraman, S. (2000): The Promise of Enterpreneurship as a Field of Research,
The Academy of Management Review, 25 (1): 217‐226.
Business planning literature
Two of the articles under the first heading should be used for the Why business planning
assignment and seminar (see separate list). All other literature here should be seen as resources for
you to use in your business planning project. You can choose the sources you find interesting, useful
and relevant. You are also welcome to use other relevant literature.
Literature for the Why business planning? seminar and assignment
Delmar, F. & Shane, S. (2003): Does business planning facilitate the development of new
ventures? Strategic Management Journal, 24 (12): 1165‐1185. (available on Lisam).
Gruber, M. (2007): Uncovering the value of planning in new venture creation: A process and
contingency perspective, Journal of Business Venturing, 22 (6): 782‐807.
Honig, B. & Karlsson, T. (2003): Institutitonal forces and the written business plan, Journal of
Management, 30 (1): 29‐48.
Lange, J.E., Mollov, A., Pearlmutter, M., Singh, S. & Bygrave, W.D. (2007): Pre‐start‐up formal
business plans and post‐start‐up performance: A study of 116 new ventures, Venture
Capital, 9 (4): 237‐256.
Handbooks etc.
Barringer, B. R. (2009?): Preparing Effective Business Plans. An Entrepreneurial Approach
(international edition). Pearson Education International, Upper Saddle River. (Available at
Bokakademin.)
Kubr, T., Marchesi H., Ilar, D., Kienhuis, H. (1998): Starting up: Achieving success with professional
business planning, McKinsey & Company, The Netherlands. This business planning handbook
is available in English and Swedish (available on Lisam).
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Version 1 (2015-01-19)
Osterwalder, A. & Pigneur, Y. (2010): Business Model Generation. Modderman Drukwerk,
Amsterdam. A preview of this book is available at www.businessmodelgeneration.com. The
complete book is available in electronic format via the LiU library catalog (with some
restrictions). A paperback book is available in Swedish from Studentlitteratur.
Articles etc. on specific topics
D’Aveni, R.A. (2007): Mapping your Competitive Position, Harvard Business Review, November:
111‐120.
Ernst, H. (2003): Patent information for strategic technology management, World Patent
Information, 25: 233-242.
Fennell, G. & Allenby, G. M. (2004): An Integrated Approach: Market Definition, Market
Segmentation and Brand Positioning Create A Powerful Combination, Marketing Research,
16 (4): 28‐34 (available on Lisam).
McGrath, R.G., Keil, T. (2007): The Value Captor's Process, Harvard Business Review, 85 (5): 128‐
136.
Morris, M., Schindehutte, M. & Allen, J. (2005): The entrepreneur’s business model: toward a
unified perspective, Journal of Business Research, 58: 726‐735.
Porter, M. E. (2008): The five competitive forces that shape strategy, Harvard Business Review,
86(1):78‐93.
Reilly, M. D. & Milkin, N. L. (2005): Starting a Small Business: The Feasibility Analysis (available on
Lisam).
Sahlman, W. A. (1997): How to Write a Great Business Plan, Harvard Business Review, 75 (4): 98‐
108.
Winborg, J. & Landström, H. (2000): Financial bootstrapping in small business: examining
small business managers’ resource aquisition behaviors, Journal of Business
Venturing, 16: 235-254.
Others :
Amit, R., MacCrimmon, K., Zietsma, C. & Oesch, J. M. (2000): Does money matter? Wealth
attainment as the motive for initiating growth-oriented technology ventures,
Journal of Business Venturing, 16: 119-143.
Baron, J., Hannan, M. T. & Burton, M. D. (2001): Labor Pains: Change in Organizational
Models and Employee Turnover in Young, High-Tech Firms, American Journal of
Sociology, 106 (4): 960-1012.
Conway, H. A. & McGuinness, N. W. (1986): Idea Generation in Technology-Based Firms,
Journal of Product Innovation Management, 3 (4): 276-291.
Schjoedt, L. & Kraus, S. (2009): Entrepreneurial teams: definitions and performance
factors, Management Research News, 32 (6): 513-524.
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