興業家精神與全球企業競賽

The Entrepreneurship and Venture Capital Management focuses on the tasks and skills needed to exercise general manager responsibilities as an entrepreneur. The course aims to teach the vision entrepreneurs use in identifying market opportunity and creating new business ventures; the analytic skills that are needed to practice this vision and execution; and the domain knowledge and managerial skills that are necessary for dealing with the recurring issues involved in starting-up, growing, and harnessing the value of new ventures. The cases used in the course are scheduled according to a venture's organizational life cycle in venturing team set-ups, market entry, product launch, resource networking buildup, value creation, crisis management, corporate governance, and global expansion. Course Format: The course is taught using a combination of lectures, case analysis, book chapter reading, class discussion, and international project competition. The textbook will give students a broad picture of what a new business venture is all about. To enhance students’ grasp of various business management problems venture capitalist face, in-class case analyses and Harvard Business School cases are scheduled. All in-class case analyses, case presentation, and books reading will be conducted by student groups. Eight teams will be formed. Each team will be made up of a number of students, and will work as a unit throughout the semester. Case Discussion: Experience is the best teacher -- and this GMBA course provides the most divergent and colorful knowledge into every hour of learning among our executive students. In case analysis, students are introduced to the reality of decision making -- including incomplete information, time constraints, and conflicting goals -- giving students first-hand experience in analyzing new venture business situations. The exercises seek to provide not only a more in-depth understanding of specific entrepreneurship issues, but also to improve students interpersonal, leadership, and presentation skills. Students’ participation in these exercises is vital to individual success and the success of the class. Thus, absences will work detriment in class in the same way they do in the workplace. Please ensure that the case presentation, homework and case discussion (1) is a team effort and (2) is of professional quality. The first condition requires that (a) all questions be answered and (b) all members understand and contribute to the answer to each of the questions (so that any member is comfortable with answering or explaining any part of any question). The second condition requires (a) early and thorough proofreading for grammar, spelling, style, relevant content, supportable logic, and citation of sources, (b) appropriate dress and mannerisms to be used during the oral presentation, (c) knowing your material so well that you DO NOT READ YOUR PRESENTATION, and (d) e-mailing me your case summary homework (MS Word file) and case presentation (PowerPoint slides) one day prior to our scheduled case discussion date. Each case homework is to be no more than 3 pages, double-spaced, 12 point font, with one inch margins. Depending on the complexity of the case, each case presentation is expected to finish within 30 minutes. Academic Integrity The University's Code of Academic Integrity is designed to ensure that the principles of academic honesty and integrity are upheld. All students are expected to adhere to this Code. Violations include: plagiarism* and exam misconduct. The NCTU Management School does not tolerate academic dishonesty. On each assignment you will be asked to write out and sign by all your team members the following pledge. "I pledge on my honor that I have not given or received any unauthorized assistance on this exam/assignment." *Note: Make sure not to plagiarize anyone else’s work either intentionally or unintentionally. Plagiarism is defined as using someone else's words

Financial Management (preferable)

Everyone should attend business plan competition(s) at least once. ‧ For a student team invited/selected for final contest presentation, the air-ticket will be fully subsided while accommodation, depending on the host country’s (in Europe or US) condition or university level’s compensation, will be fully or partially subsided. Assignments (case, homework, etc.) 20% Individual contribution on group discussion 15% Business plan proposal 30% Business plan competition performance 20% Classroom participation 15% Total 100%

1. Harvard Business School and Babson College Cases 2. Optional reference textbooks: a. W.D. Bygrave and, A. Zacharakis, Entrepreneurship, 2nd Edition, J. Wiley, 2011 b. D. Jeffrey H.,B. Gregersen, and Clayton M. Christensen. The Innovator's DNA: Mastering the Five Skills of Disruptive Innovators. Boston, Mass.: Harvard Business Press, 2011 c. Christensen C. M., S.D. Anthony, and E.A Roth. Seeing What's Next: Using the Theories of Innovation to Predict Industry Change. Boston: Harvard Business School Publishing, 2004. 3. Online Sources: Stanford – Center for Entrepreneurial Studies (http://www.gsb.stanford.edu/ces/resources)

聯絡方式

Appointment upon request