Entrepreneurship can mean starting a business but it may also mean acting with the perspective of an owner of a business, whether you are managing it, advising it, or investing in it. For over 40 years we have produced graduates with a sense of ownership, a bias toward innovation, and who are comfortable with technology. Entrepreneurship addresses the issues faced by all general managers, the need to understand how organizations operate, and how specific management functions fit together.
Recent Research and Speakers
Strategic Management: Routes to Entrepreneurship Through Acquisition Four entrepreneurs discuss the idea of acquiring a small business as a route to entrepreneurship. The participants took different routes to Entrepreneurship Through Acquisition (ETA): search funds, a self-funded search, and a search sponsored by a private equity fund. Each entrepreneur shares his decision making on the right time to take the path of ETA. Participants: Moderator Peter Kelly; David Kennedy, Sean Callahan, Ciaran Power, and Michael Sanabria. Recorded: Oct. 5, 2009 as part of Strategic Management 543 course.
First Generation Entrepreneurs Build the Chinese Market Says Baidu's Wang China today is poised to become a global powerhouse but its entrepreneurs face major challenges as they chart their roadmaps to success without the network that exists in the United States, said Shawn Wang, CFO of the Chinese internet giant Baidu.
10 Ideas For Entrepreneurs Facing Personnel Issues How do you hire, fire, and figure out what to pay the employees of your new startup firm? Irv Grousbeck of the Business School’s Center for Entrepreneurial Studies has a list of 10 ideas. (May 2007)
Investor Intuition Is Right: Corporate Leadership and Management Turnover Directly Affect Startup Success Start-up companies with founding and senior management teams sporting greater diversity in experience and functions are more successful more quickly say researchers. It may be consistent with common wisdom, but the authors argue their study helps companies and investors understand just why this is the case. (May 2007)
When (Organizational) Change Hurts: Startups Need to “Think Employees” from the Get-Go A decade-long study of Silicon Valley (California) technology startups finds that companies were three times more likely to fail if at some point they altered the founder’s blueprint for employee relations than if they maintained their original employee model. (January 2007)
Summer Program Offers Grad Students a Mini-MBA The Business School’s new Summer Institute for Entrepreneurship draws on interdisciplinary strengths to give graduate students the basics of management education plus lessons in entrepreneurship and business growth. (October 2006)
Scholars, Practitioners Team Up to Teach Entrepreneurial Topics For a decade tenured professor Charles Holloway has been bringing together scholars and business practitioners to teach a string of classes that have helped MBA students understand what it’s really like to start a business. The scholar-practitioner approach has also stimulated research into issues surrounding entrepreneurship, says Holloway. (September 2006)
Startups Need a Special Learning Curve for Sales Before a young company can sell its product successfully, the entire organization needs to learn how customers will acquire and use the product. This requires a special learning curve for sales and marketing before the product is ready for a major push, say researchers Charles Holloway and Mark Leslie. (September 2006)