STMGT306-19T (HAM)

Entrepreneurial Ecosystems

15 Points

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Division of Management
School of Management and Marketing

Staff

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Convenor(s)

Lecturer(s)

Administrator(s)

: fmostafa@waikato.ac.nz
: helena.wang@waikato.ac.nz
: lori.jervis@waikato.ac.nz

Placement Coordinator(s)

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Lab Technician(s)

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: nat.enright@waikato.ac.nz

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Paper Description

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Students will examine ecosystems as they relate to business. This paper will identify and evaluate the components of ecosystems, particularly entrepreneurial ecosystems, to provide a structure for analysing the complex contextual factors involved in economic growth and social development. In depth case studies and experiential exercises will be used to identify and practice analysis of the specific factors involved in each component. The paper will focus on the development of skills to analyse and map entrepreneurial ecosystems, assess entrepreneurial cultures and develop means to assess entrepreneurial growth and innovation. The inter-connections between levels of analysis (macro, industry, firm) and the key players involved in entrepreneurial growth will be explored.

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Paper Structure

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This paper will be taught in class. Workshops will be integrated into the lecture times allocated
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Learning Outcomes

    Students who successfully complete this course should be able to:

    1. Demonstrate an understanding and competence in identifying a business ecosystem and its component parts

    2. Synthesize theoretical concepts associated with ecosystems and case study/secondary data to write a report

    3. Demonstrate the ability to work as a team to achieve the in-class and assessments requirements of this paper

    4. Demonstrate the abiltiy to think laterally and creatively in problem solving

    Linked to the following assessments:
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Assessment

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See Moodle for full information (in PDF format) on the instructions and grading criteria for each assessment
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 100:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 100:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Essay: Ecosystems
11 Dec 2019
5:00 PM
40
  • Online: Submit through Moodle
2. Participation Acitivity
18 Dec 2019
5:00 PM
20
  • In Class: In Lecture
3. Presentation: Ecosystems
20 Dec 2019
5:00 PM
10
  • Online: Submit through Moodle
4. Report: Ecosystems
20 Dec 2019
5:00 PM
30
  • Online: Submit through Moodle
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Week 1:

Shipilov, A., & Gawer, A. (2019). Integrating Research on Inter-Organizational Networks and Ecosystems. Academy of Management Annals (in press).

Adner, R. (2012). The Wide Lens. Chapter 4. Mapping the Ecosystem: Identifying Pieces and Places. pp. 83-114. Penguin Books Ltd, England.

Week 2:

Hannah, D.P., & Eisenhardt, K.M (2018). How firms navigate cooperation and competition

in nascent ecosystems. Strategic Management Journal, 39, pp. 3163–3192.

Ross, J.W., Beach, C.M., & Mocker, M. (2019). Designed for Digital. Chapter 4. Building a Digital Platform pp. 57-76. Building a Digital Platform. MIT: USA.

Week 3:

Malecki, E.J. (2018). Entrepreneurship and entrepreneurial ecosystems

Geography Compass. https://doi.org/10.1111/gec3.12359

Spigel, B. (2017). The Relational Organization of Entrepreneurial Ecosystems. Entrepreneurship Theory & Practice. https://doi.org/10.1111/etap.1216

Week 4:

Walgrave, B., Talmar, M, Podoynitsnaa, K.S. Romme, A. G., & Verbong, G.P. (2018). A multi-level perspective on innovation ecosystems for path-breaking innovation, Technological Forecasting and Social Change. 136, 103-113.

Week 5:

Roundy, P. T. (2017). Social entrepreneurship and entrepreneurial ecosystems: complementary or disjointed phenomena? International Journal of Social Economics, 44, 9. 1-18

Soumaya, B. L., Edvardsson, B., & Tronvaoll, B. (2016). The role of social platforms in transforming service ecosystems. Journal of Business Research, 69,5. pp. 1933-1938.

Week 6:

Zahra, S.A., & Nambisan, S. (2011). Entrepreneurship in global innovation ecosystems

Academy of Marketing Science, 1, 4–17.

Simatupang, T.M., Schwab, A., & Lantu, D. C. (2015). Building Sustainable Entrepreneurship Ecosystems. International Journal of Entrepreneurship and Small Business, 26, 4. pp. 389-398.

Walkse, J. (2019). Burning Man: Moving From a For-Profit to a Nonprofit, the Ultimate Act of Gifting. Sage Business Cases: Berkeley Haas.

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Online Support

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Students will be able to access the lecture notes and class readings via Moodle
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Workload

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It is anticipated that students will spend approximately 150 hours on this 15 point paper.
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Linkages to Other Papers

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Prerequisite(s)

Prerequisite papers: STMG191 or STMGT101

Corequisite(s)

Equivalent(s)

Restriction(s)

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