Corporate Entrepreneurship

STR454 Corporate Entrepreneurship

  • Topics


    Large companies dominate in most developed markets, and they are the strongest recruiter of business students. Yet, many of those employees who are eager to implement their new ideas may discover that enthusiasm alone is of little help in a well-established organization. Others may find themselves unknowledgeable and uncomfortable in dealing with entrepreneurial colleagues. After all, neither the creation of new business within existing firms nor the transformation of organizations through innovation is an easy task. Corporate entrepreneurship requires knowledge and skills from various fields, including innovation management, strategy, leadership, psychology, and marketing.

    This course combines recent research advancements with practical perspectives and is in a collaboration with Kogod School of Business at American University Washington, D.C. The presentation of relevant theories from various disciplines, guest lectures by practitioners, and practical exercises are the three core elements of the course. Students will carry out the main project work in mixed teams with students taking a corresponding course at Kogod School of Business who will be specifically selected for this course on a competitive basis. Marine Harvest will provide relevant real-life cases and will closely follow their development, offering advice and evaluating ideas. Students will work on cases in groups of 4-6 persons from both educational institutions. The casework will require an active use of digital communication tools, such as Skype, e-mails, and social media. The cooperation also includes the travel of eight AU students to Norway at the end of semester. The final evaluation of the case will involve not only the evaluation of the case quality, but also the evaluation of ideation skills, presentation skills, and cooperation skills.

    General themes of the course:

    • Innovating/venturing within established firms; strategic renewal
    • Overcoming resistance to change; advocacy of ideas
    • Leading creative and entrepreneurial employees
    • Building an entrepreneurial organization
    • Doing corporate entrepreneurship on a global scale

    Most lectures will consist of 3 parts: a theoretical introduction, a guest lecture, and a discussion between students, guest speakers, and teachers with the focus on making a link between theories and practices.

  • Learning outcome

    Learning outcome

    By the end of this course, participants will develop an understanding of:

    1. The importance of corporate entrepreneurship
    2. How to be a corporate entrepreneur
    3. How to deal with corporate entrepreneurs

    Specifically, participants will be able to:

    • apply the theoretical insights gained through the course to real-life projects
    • recognize the potential for innovation within established companies
    • identify and deal with the key challenges related to corporate entrepreneurship based on recent theories
    • present the results of their work to a corporate audience in a professional manner
    • identify and solve potential problems related to working in intercultural groups



  • Teaching


    Lectures, classroom participation, project work

  • Required prerequisites

    Required prerequisites


  • Requirements for course approval

    Requirements for course approval

    At least 80% attendance in course activities; active participation in a group work

  • Assessment


    The course uses standard grading (A-F scale).


    1. Oral presentation of the project work in team (weight 50% for NHH students; 50% for AU students)
    2. NHH students: individual three-hour exam (weight 50%); AU students: course paper (weight 50%)

  • Grading Scale

    Grading Scale

    Grading scale A - F.

  • Computer tools

    Computer tools

    Basic computer and communication tools

  • Semester


    Spring (first time spring 2017)

  • Literature


    Selected articles


ECTS Credits
Teaching language

Course responsible

Seidali Kurtmollaiev and Tor W. Andreassen, Department of Strategy and Management