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Course Plan

Program Master of Business Administration

Course Code & Name MBA 238: Entrepreneurship and Intrapreneurship

Trimester Second Trimester

Hours & Credits (1 Credit = 10 30 hours, 3 Credits

hours)
Course Anchor Prof. Tripti Arvind

Sirish C.V, Tripti Arvind, Dr. Amit Gupta, Milan

Course Facilitators at – Bangalore
- Central Campus Rakesh Prasad, Dr.Surendra L
Course Facilitators at – Bangalore
Dr. Ramnath H.R.
- Kengeri Campus
Course Facilitators at – Bangalore
Dr. Lakshmy Priya
- BGR Campus
Course Facilitators at – Delhi - Dr. Debora Dhanya
NCR Campus
Course Facilitators at – Pune –
LavasaCampus
Prof. Tripti Arvind
School of Business and Management, Bangalore
Course Anchor & Faculty Contact Central Campus,
information Christ (Deemed to be University), Hosur Main Road,
Bangalore 560029
Faculty Cabin No 296

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 Course Name: Entrepreneurship and Course Code: MBA 238
Intrapreneurship
Total number of hours: 30 Hrs Credits: 3
Course The purpose of this course is to sow the seeds to get started as an
Description
entrepreneur.  The students will learn how to be agile, quick thinker,
identifying problems and finding solutions.

While an MBA will give you the core management skills you need to progress
your career, specializing in entrepreneurship will teach you how to drive
innovation, whether that’s within a company or leading a start-up of your own.

The course will discuss the characteristics of the entrepreneurs and the
challenges they face and also the factors contributing to explore the
opportunities, advantages and challenges in the present environment for
women entrepreneurs. Further students will learn about the Lean Start-up
framework and effectuation concept which will allow them to successfully
initiate/improve business ideas. Knowing the overview of corporate
entrepreneurship and understanding how intrapreneurship is different from
start up entrepreneurship. The focus of this subject is to develop required
competencies to become an innovative, opportunity-driven, market-ready
entrepreneur. 

Course This course attempts to enable students to understand all perspectives of

Objectives
entrepreneurship and intrapreneurship and developing skills and competencies
which will empower to have a start-up or have an entrepreneurial mindset in a
corporate environment by applying various concepts, tools and other
frameworks.

Course Learning Outcomes: On having completed this course students should be able to:
CLO1   Analyse critical relationships involving entrepreneurship and economics 
CLO2    Discover various opportunities and challenges to become an entrepreneur 
CLO3   Appraise the entrepreneurial thinking and lean Startup concepts.
CLO4    Develop a basic knowledge of what is corporate entrepreneurship and how
entrepreneurship within a corporation is similar to or different from start-up
entrepreneurship. 

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CLO5    Develop an appreciation for how to apply the entrepreneurial process to the
operations of a department or a functional area within a large established organization.

Terminology** AACSB NBA

Program Learning Goals (PLGs) Program Outcomes (POs)
Program Learning Objective (PLO)
Course Learning Outcomes (CLO) Course Outcomes (COs)

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Progamme Learning Goals –Course Objective Matrix (AACSB)/ NBA

Sl.N CLO/CO RBT Unit CIA PLG PLO PO(Level)*

o
Analyse critical 2.2 PO7 (2)
relationships involving CIA1 PLG
1 4 1
entrepreneurship and 2
economic development
Discover various 2.2 PO6(3)
opportunities and PLG
2 4 2 CIA1
challenges to become an 2
entrepreneur 
Appraise the 2.3 PO2(2)
entrepreneurial thinking
3 5 3 CIA 2 PLG2
and lean Start up
concepts.
Assess the difference 2.3 PO2(2)
between corporate
4 entrepreneurship and 5 4 CIA2 PLG2
start-up
entrepreneurship.
Determine the 2.4 PO1(3)
application of
5 5 5 CIA 2 PLG2
entrepreneurial process
in functional arears.

● When the correlation between CO and PO is more, the level is HIGH (3)
● When the correlation between CO and PO is medium, the level is MEDIUM (2)
● When the correlation between CO and PO is low, the level is LOW (1)

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 Course Mapping

Unit Unit details Week CO-PO Exercises Hours Pedagogy Resource/ Reference
number (starting per week (teaching-learning details
and end methods used)/
dates) activities and or
class trips/ dates
for assessment
Unit I Introduction Week 1 CO1- 1.5 Lecture and Chapter 1:
PO7 (2) discussion and Entrepreneurship - Robert
6 Economics perspective on
classroom Hisrich, Manimala, Peters,
Hours the entrepreneurship, the discussions of few Shepherd- Chapter 1
entrepreneurial society. successful
A Perspective on
entrepreneurs
Entrepreneurship- article
from HBR

Economics perspective on Week 1 CO1- 1.5 Discussion Simulation- Food truck

Institutional changes PO7(2)

Entrepreneurial mindset- Week 2 CO1- 1.5 Case discussion A Perspective on

Fixed vs growth mindset.  PO7(2) Entrepreneurship- Case
study on Building the
entrepreneurship mindset –

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 the journey of Mr. Neo Kah
Kiat
Case Study Week 2 1.5 Case Discussion Case Continues

Unit II Entrepreneurship Week 3 CO2- 1.5 Lecture and Chapter 1:

opportunities                      PO6(3) discussion Entrepreneurship (9th
6
Entrepreneur edition)- - Robert Hisrich,
Hours
Characteristics, Manimala, Peters,
Shepherd- Chapter 1

CO2- Case discussion

Challenges faced by 1.5
PO6(3)
entrepreneurs Case Study - CENABAL

Opportunities for Women Week 3 CO2- 1.5 Case discussion Case study on Empowering
Entrepreneurs. PO6(3) India’s women
Opportunities through entrepreneurship – MeshO-
Innovations

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 Social Entrepreneurship Week 4 CO2- 1.5 Lecture and Chapter 1:
and International PO6(3) discussion Entrepreneurship (9th
Entrepreneurship edition)- - Robert Hisrich,
Manimala, Peters,
Shepherd- Chapter 5
Social Entrepreneurship

https://ssir.org/articles/
entry/
social_entrepreneurship_th
e_case_for_definition-
Stanford Social Innovation
Review.

International
Entrepreneurship , Past,
Present and Way Forward–
Article from Research gate

Unit III Effectuation and Lean Week 5 CO3- 1.5 Lecture and Duening, T., Shepherd, M.,
Start up                                                      PO2(2)
          discussion &
6
Entrepreneurship process,
Czaplewski, A. (2012).

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Hours Principles of effectuation, How
reasoning, effectuation
entrepreneurs think: Why
process.
effectuation and effectual
logic
may be the key to
successful enterprise
entrepreneurship. Internatio
nal
Journal of Innovation
Science, 4(4), 205-216.
Nature of Lean Start up, Week 5 CO3- 1.5 Case discussion
Changes created by Lean PO2(2) Case Study ---Freshworld:
Start up.
Marrying The Art of Street

Vending With The Science of

Modern Retail

Limitations of the Lean Week 6 CO3- 1.5 Case Discussion Continues..

Start up method PO2(2)

Customer Development Week 6 CO3- 1.5 Class activity CIA -2 Part 1

Model. PO2(2)

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Unit IV Introduction, overview and Week 7 CO4- 1.5 Lecture and Chapter 1:
definition of corporate PO2(2) discussion and a Entrepreneurship (9th
6
entrepreneurship video presentation edition)- - Robert Hisrich,
Hours
Manimala, Peters,
Shepherd- Chapter 2
Behavioral aspects of Week 7 CO4- 1.5 Class discussion Int. J. Entrepreneurial
corporate entrepreneurship, PO2(2) Venturing, Vol. 2, No. 2,
how to succeed as an 2010 Copyright © 2010
intrapreneur. Inderscience Enterprises
Ltd. Corporate
entrepreneurship and
intrapreneurship related to
innovation behaviour
among employees
understanding and Week 8 CO4- 1.5 Case Discussion Microsoft south africa:
managing of PO2(2) corporate entrepreneurship
entrepreneurship process, and innovation- Case study
what an intrapreneurial
programme looks like.
Case Study Week 8 1.5 Case Discussion Microsoft south africa:
corporate entrepreneurship
and innovation- Case study

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 Unit V Corporate Venturing – Week 9 CO5- 1.5 Case and discussion Corporate Venturing at Air
strategy and organization PO1(3) France KLM- case study
6
Hours

internal and external Week 9 CO5- 1.5 Case discussion Case discussion continues
corporate venturing PO1(3)

organizing and financing Week 10 CO5- 1.5 Case and discussion servicemandi™: corporate
corporate venturing - PO1(3) entrepreneurship at ashok
managing corporate Leyland- case study
entrepreneurial ecosystems

corporate entrepreneurial Week 10 CO5- 1.5 servicemandi™: corporate

climate - human resources PO1(3) entrepreneurship at ashok
for entrepreneurial Leyland- case study
thinking                                
                                              
                                       

Essential Reference:
1. Hisrich, R. D, Peters, M.P., Shepherd, D. A., and Sinha, S., (2020). Entrepreneurship (11e).  New Delhi: Tata-McGraw-Hill.
2. Morris, M.H., Kuratko,D.F., and Covin, J.G. (2011). Corporate Entrepreneurship and Innovation (3e). Cengage Learning.

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Recommended References:
1. Tabarrok, A. Entrepreneurial Economics: Bright Ideas from the Dismal Science, Oxford University Press.
2. Parker, S. (2018) The Economics of Entrepreneurship, Cambridge: Cambridge University Press.
3. McQuaid, R., Glancey, K. Entrepreneurial Economics, Palgrave McMillan.
4. Ries, E. (2011). The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radical Changes
5. Technology Entrepreneurship: Taking Innovation to the Marketplace by by Thomas N. Duening, Robert A. Hisrich, Michael A. Lechter, 
6. Create Radically Successful Businesses. Random House Digital, Inc.
7. Osterwalder, A & Pigneur, Y. (2010) Business Model Generation: A Handbook for Visionaries,
8. Effectuation: Elements of Entrepreneurial expertise, Saras D Sarasvathy, Edward Elgar Publishing Ltd (1 March 2009)

ASSESSMENT OUTLINE
Component Description Units Maximum Weightage Total
marks

CIA1 MCQ 1n2 50 50% 25

FINAL CIA Video Interview- 1 3 15 30
component
Assignment – 2nd
4, 5 15
component Unit 4 n 5—
Elevator Business Pitch
Class 10
Participation
ETE ALL 50 60% 30
Attendance 5

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 ASSESSMENT DESCRIPTION

CIA-I  MCQ – 25 marks

50 MCQ covering Unit 1 and 2 (RBT 4)

Submit it in Google form

Submission Deadline:

Final CIA 30 Marks

Components
FINAL CIA Video Interview- 1 component- Unit 3
Assignment – 2nd component
Unit 4 n 5- Elevator Business Pitch
                                           

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Final CIA Rubrics

Program Learning Goals PLG 2 -Functional Knowledge and Application

Program Learning PLO 2.3 (RBT5);
Objectives

Total Marks
15 Marks

Criteria / Weightage/PLO CO-PO Excellent(3) Good (2) Needs Improvement(1)

Identifying and CO3-PO2
incorporating the concepts
of effectuation and lean
start up
Analyse the background CO3-PO2
of entrepreneur and ask
appropriate questions
Identifies and understands
all the factors that are
required.
Identified all possible key
success factors that are
relevant
Moderately identifies and Identifies and understands
understands the factors. none of the factors.
Identified some (Above 50 Did not identify any
%) of the key success relevant key success factor.

Students appraise CO3-PO2 Recommendation should Recommendation covers a No issues identified, and an
recommendations on lean have all the key issues. reasonable number (Above Incomplete
start up 50 %) of the key issues. Recommendation.

Recommend customer CO3-PO2 Recommend the best fit Recommendation covers a Model doesn’t fit at all.
development model model reasonable number (Above
50 %) of the key issues

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 Presentation CO3- P02 Was able to answer all Was able to answer some of Was not able to answer any
questions confidently and the questions questions.
clearly

*Weightage (Levels) can vary depending on assignments

Program Learning
PLG 2 -Functional Knowledge and Application
Goals
Program Learning
Objectives PLO 2.3, 2.4 ( RBT 5)

Total Marks 15 Marks

Criteria / CO-PO Excellent (3) Good (2) Needs Improvement(1)
Weightage/PLO

Identified a creative C04 PO2 Provided an extremely Demonstrated relevance Minimal relevance and
and relevant idea relevant and creative idea creativity

Analyse the fit of the CO4-PO2 Identifies and understands all Moderately identifies and Identifies and understands
idea in the current the business factors understands the business none of the business factors
organizational setup factors

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Appraise the CO5-PO1 Recommendation cover all Recommendation cover a No issues identified, and an
advantages and the key issues with a method reasonable number (Above 50 incomplete recommendation
challenges of to protect the companies %) of the key issues with a to protect the companies
intrapreneurial idea position method to protect the position
companies position
Recommend the ways CO5-PO1 Provided a clear roadmap on Provided a basic idea of how Was not able to provide
to implement the idea how to implement the idea to implement the idea steps on how to implement
in the most effective the idea
manner
VIVA C04 PO2 Was able to answer all Was able to answer some of Was not able to answer any
questions confidently and the questions questions.
clearly

Prepared by
(Faculty in-charge) Reviewed by Dr. Ganesh L Approved by
Tripti Arvind HoD

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