Indian Institute of Management Nagpur

MBA Program (MBA) – 2022-24

Course Name: Developing an Entrepreneurial Mindset

Program Name: MBA Course Code: DEM

Academic Area: Strategy & Entrepreneurship Academic Year: 2022-23

Type of Course: Core / Elective / Workshop Term: (I / II / III / II

IV/V/VI)

Credits / Hours: 3 (30 hours) Internal / Visiting: Internal and Visiting

Instructor Internal Faculty Email Telephone Student

Name (I)/ Block/ Consultation
Visiting Room Hours
(V) No.

Som Sekhar I 129 som@iimnagpur.ac.in 0503 2:30 to 3:30

Bhattacharyya pm on the
(Sec A & B) days of the
classes

Prof. Shantam V - shantamshukla@iimnagpur.ac.in - -

Shukla
(Sec C & D)

Course Introduction / Description:

This foundational course will introduce you to the different concepts and principles underlying the
phenomenon of entrepreneurship. The course focuses on developing an entrepreneurial mindset

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which is applicable in your future roles as founder and/or manager. It will equip you with tools that
are needed to convert an idea into a business opportunity that is scalable and sustainable while also
engaging with the notions of ethics, profit with a purpose, and environmental and societal
sustainability. The course, through its sessions, will emphasise the different contexts in which
entrepreneurship operates such as for-profit, social, and corporate. It also introduces the dark side
of entrepreneurship and mechanisms to cope with its psychological stresses.

Course Learning Outcomes:

After completing this course, the participants should be able to:

1. Understand and explore the concepts, opportunities, and challenges of entrepreneurship.
2. Analyse appropriateness of business and management models in specific and sustainability
contexts and adapt knowledge of the critical elements of the venture creation process in
diverse contexts.
3. Apply knowledge of the forces within the regulatory, industry, and community environment to
assess the viability of a business.
4. Apply core concepts underpinning entrepreneurship to support continuous personal and
professional development.
5. Demonstrate communication and team building skills to present independent and creative
ideas in a variety of professional contexts.

Pre-requisites (prior conditions to register for the course, if any):

None

Pedagogy:

Your learning will occur through a variety of experiences which include lectures, in-class activities,
independent study, case analysis and discussion, presentations, videos and opportunities for
formative feedback. The course emphasises continuous assessment both individually and in-group.
You will be expected to make a commitment to actively and constructively participate in class-room
discussions and other activities in addition to weekly reading and careful planning of assessment
tasks.

Text Book:
New Venture Creation by Kathleen R. Allen (CENGAGE Learning)
[Latest available edition]

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Supplementary readings: None

Software/other requirements (if any): None

Attendance Policy: The students are strongly advised to attend all sessions. PGP
attendance policy applies.

Mapping the Course to the Learning Objectives (LO’s) of the Program:

LO Code Course Learning Program LO Name Level to be Assessment Tool*

Outcome Achieved ^

1 2 3

LO1 1, 2, 3 Domain Knowledge • 1, 2, 3

LO2 2, 3 Critical thinking & Innovative • 1, 2, 4

Problem Solving

LO3 4, 5 Leadership & Collaborative • 1, 2

Mindset

LO4 5 Effective Communication • 1, 2

LO5 International Exposure &

Cross-Cultural Understanding

LO6 2, 3 Social Responsibility & Ethics • 2

(^ Level 1 – Introduction; Level 2 – Reinforcement; Level 3 – Mastery) Please tick ☑ accordingly

* Sl. No. s from the “Evaluation Criteria” table

Module / Session Plan:

Session Topic & Objective Study Material (Text Book Chapter / Readings / Cases)
Module 1: Introduction & Ideation Processes
Learning Outcomes: 1, 2, 3

1 Introduction to Reading(s):
• Hisrich, R. D. (2014). Entrepreneurship - A Historical

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 Session Topic & Objective
Entrepreneurship
2 Setting the context
3 Ideation
4 Lean Start-Up &
Elements of Design
Thinking
Module 2: Business Model Canvas (BMC)
Learning Outcomes: 1, 2, 3
5 Introduction to BMC
MBA
Study Material (Text Book Chapter / Readings / Cases)
Perspective In Hisrich, R.D., Advanced Introduction to
Entrepreneurship (pp. 3-23)
• Kuemmerle, W. (2002, May). A test for the faint-hearted.
Harvard Business Review.
Case Title: WeWork: Tech Comes to Commercial Real Estate
By: Gur Huberman, Lisa Shaforostova
Product Code: CU211-PDF-ENG
Reading(s):
• Isenberg, D. (May, 2014). What an Entrepreneurship
Ecosystem Actually Is. Harvard Business Review
• Isenberg, D. Scale Up Ecosystems for Growth
Entrepreneurship (Accessed at http://entrepreneurial-
revolution.com/lessons/)
• Sarasvathy, S (2005, rev. 2018). What makes entrepreneurs
entrepreneurial. Darden Business Publishing
Reading(s):
· "Bouquet, C., Barsoux, J-L., & Wade, M. (November-
December 2018). Bring your breakthrough ideas to life.
Harvard Busines Review
· Hisrich, R. D. (2014). Identifying Opportunity In Hisrich, R.D.,
Advanced Introduction to Entrepreneurship (pp. 98-114).
Cases:-
· Cold Opportunity (A): The Nils Bergqvist Story By: Saras Sarasvathy
Product #: UV2032-PDF-ENG
· Cold Opportunity (B): The ICEHOTEL Story By: Saras
Sarasvathy Product Number: UV2034-PDF-ENG
· Cold Opportunity (C): The Absolut ICEBARS Story By: Saras
Sarasvathy Product Number: UV2035-PDF-ENG
Reading(s):
• Liedtka, J. (September-October, 2018). Why design thinking
works. Harvard Business Review
• Blank, S. (May, 2013). Why the lean start-up changes
everything. Harvard Business Review
Reading(s):
• Magretta, J. (May, 2002). Why business models matter.
Harvard Business Review
Case:
Business Models and Fashion Models: Covetella Plans for
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 Session Topic & Objective
6 Desirability
7 Desirability (contd.)
8 Feasibility
Study Material (Text Book Chapter / Readings / Cases)
Growth, By: Jeremy B. Dann; Jacqueline Orr . (Product
Number: SCG541-PDF-ENG)
Reading(s):
• "Taneja, H., & Chenault, K. (July, 2019). Building a start-up
that will last. Harvard Business Review
• Fjeld, J. (Winter, 2018). How to test your assumptions. MIT
Sloan Management Review
• Simester, D. (Spring, 2016). Why great new products fail.
MIT Sloan Management Review
Reading(s):
(same as above)
Reading(s):
• Sull, D. N. (Fall, 2004). Disciplined entrepreneurship, MIT
Sloan Management Review

9 Feasibility (contd.) Reading(s):

(same as above)
10 Viability Reading(s):
• Wasserman, N. (February, 2008). The founder's dilemma.
Harvard Business Review
• de Jong, M. & van Dijk, M. (July, 2015). Disrupting beliefs: A
new approach to business-model innovation. McKinsey
Quarterly
11 Bringing it all together Case(s):
• Zipcar – Refining the Business Model by Myra M. Hart,
Michael J. Roberts, Julia D. Stevens
Product #: 803096-PDF-ENG
Video: https://hbsp.harvard.edu/tu/be2e442b
Video: https://hbsp.harvard.edu/tu/60141b77

Module 3: Stages in Entrepreneurial Journey

Learning Outcomes: 1, 2

12 How to pitch? Reading(s):

• Cornelissen, J. (May-June, 2019). When you pitch an idea,
gestures matter more than words. Harvard Business Review
• Idea Watch (May-June, 2019). How Venture Capitalists really
assess a pitch. Harvard Business Review

13 Scaling an enterprise Reading(s):

• Hisrich, R. D. (2014). Growing the venture. In Hisrich, R.D.,

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 Session Topic & Objective Study Material (Text Book Chapter / Readings / Cases)
Advanced Introduction to Entrepreneurship (pp. 234-254)
14 Entrepreneurial Exit Reading(s):
• Hisrich, R. D. (2014). Building a lasting company and ending
the venture In Hisrich, R.D., Advanced Introduction to
Entrepreneurship (pp. 255-274)
Case(s):
Unicommerce eSolutions: The Exit Decision By: Nilesh Gupta,
Shantam Shukla (Product Code: W19230-PDF-ENG)
Module 4: Types of Entrepreneurship, Psychology of Entrepreneurship and Pitch Presentations

Learning Outcomes: 1, 4, 5

15 Social Entrepreneurship Reading(s):

• Thompson, J.D. & MacMillan, I.C. (September, 2010). Making
social ventures work. Harvard Business Review
• Addy, C., Chorengel, M., Collins, M., & Etzel, M. (January-
February 2019). Calculating the value of impact investing.
Harvard Business Review
16 Intrapreneurship / Reading(s):
Corporate • Pisano, G.P. (January-February, 2019). The hard truth about
Entrepreneurship innovative cultures. Harvard Business Review
Case:
· Intrapreneurship at Alcatel-Lucent By: Simon Parker, Chandra
Sekhar Ramasastry, Product #: W14642-PDF-ENG

17 Psychology of Reading(s):
Entrepreneurship • Chen, S. (September-October, 2018). Give yourself a break:
The power of self-compassion. Harvard Business Review
• Isenberg, D. (April, 2011). Entrepreneurs and the cult of
failure. Harvard Business Review
18 Group Project Student Presentations
Presentations

19 Guest Lecture Entrepreneur’s practice insights

20 Guest lecture Entrepreneur’s practice insights

Note: Guest speaker(s) would be invited for 2 sessions in the course. The details would be
announced by the instructors at an appropriate time.

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Evaluation Criteria:

Sr. No. Component Individual / Group Weightage

1 Individual student reports Individual 20 %

2 Group project & presentations Group 20%

3 Quizzes Individual 30%

4 End-term Exam Individual 30%

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