Visualisation plan de cours
2026 / 2027
EM093MBE
Basics in Entrepreneurship
Programme
PGE PGE3
Semestre
A
Coefficient
3
Volume horaire
Face à face : 27 H
Travail personnel indicatif : 54 H
Discipline
Entrepreneurship
Nombre de places
30
Cours ouvert aux étudiants visitants
Oui
Langue d'enseignement
Anglais
Responsable
DJURICIC
Liste des intervenants
| Intervenant(s) | Volume horaire | ||
|---|---|---|---|
| Ksenija DJURICIC | ksenija.djuricic@em-strasbourg.eu | 27 h CM |
Discipline
Entrepreneurship
Descriptif
This course introduces the foundational principles of entrepreneurship through an interdisciplinary lens, drawing upon theoretical perspectives from philosophy, sociology, cognitive science, economics, and management. Rather than viewing entrepreneurship through a purely transactional scope, the module explores entrepreneurial action within complex socio-economic systems and dynamic contextual environments.At the heart of the course is the concept of the entrepreneurial opportunity. Students will examine how opportunities are not merely objective phenomena waiting to be discovered, but rather co-constructed through continuous interaction between the entrepreneur and the external environment. Special emphasis is placed on the nature of uncertainty, analyzing how entrepreneurs reason, adapt, and acquire specific forms of knowledge to navigate different degrees of ambiguity throughout the stages of venture creation. Furthermore, the course critically examines the historical role of entrepreneurship as a driver of profound social and structural change within Western societies.
Entrepreneuriat / Innovation
Ce cours intègre des contenus relatifs à l'entrepreneuriat et/ou à l'innovation (création d'activité, intrapreneuriat, innovation managériale, technologique ou sociale)
MAC
Mettre en oeuvre des solutions managériales pour un objectif durable/Implement managerial solutions to achieve sustainab
6 ECTS
Organisation pédagogique
Face-to-face
- Lectures- Other : Mandatory readings
In group
- Exercises- Projects
- Case studies/texts
- Other : Mandatory readings | Internet search
Interaction
- Discussions/debatesObjectifs pédagogiques - COGNITIVE DOMAIN
A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
- identify the historical social changes and key theoretical perspectives that have shaped modern Western views on entrepreneurship
- explain how entrepreneurial opportunities are co-constructed through ongoing interactions within complex time-space contexts rather than existing as tangible, pre-existing entities.
- differentiate between various types of uncertainty to determine the specific knowledge required across entrepreneurial contexts.
- use relevant managerial tools to gain rapid insights into entrepreneurial contexts and to design iterative experiments during the venture creation process.
- analyze how entrepreneurial artefacts have shaped society and examine their implications for our broader socio-economic system.
Objectifs pédagogiques — Objectifs de développement durable (ODD)
ODD portés par la politique RSO de l'EM.
Plan / Sommaire
The course explores five primary pillars of entrepreneurial activity across 27 contact hours:
Uncertainty — The fundamental operating environment of entrepreneurship; acting without complete knowledge.
Knowledge — Types of knowledge and how knowledge gaps define the nature of uncertainty faced.
Entrepreneurial Tools — Tools used in nascent entrepreneurship and established corporate environments (intrapreneurship).
Time, Temporality & Anticipation — Time horizons, temporalities of customer desire, future studies, and strategic foresight.
Novelty & Creation — How entrepreneurs introduce genuine innovation into socio-economic systems.
Uncertainty — The fundamental operating environment of entrepreneurship; acting without complete knowledge.
Knowledge — Types of knowledge and how knowledge gaps define the nature of uncertainty faced.
Entrepreneurial Tools — Tools used in nascent entrepreneurship and established corporate environments (intrapreneurship).
Time, Temporality & Anticipation — Time horizons, temporalities of customer desire, future studies, and strategic foresight.
Novelty & Creation — How entrepreneurs introduce genuine innovation into socio-economic systems.
Prérequis nécessaires
Connaissances en / Notions clés à maîtriser
A proficient command of English is required for this course. Students are expected to have a solid knowledge base in the fundamental concepts of management science, with sufficient proficiency in English to understand and apply these concepts. Students who do not have the required background are expected to acquire and master the necessary knowledge independently before or during the course. THE USE OF COMPUTERS, MOBILE PHONES, TABLETS, OR ANY OTHER DIGITAL DEVICES IS STRICTLY PROHIBITED DURING CLASS. STUDENTS ARE EXPECTED TO BRING PENS AND NOTEBOOKS FOR TAKING NOTES.Supports pédagogiques
Mandatory tools for the course
- Other : notebook(s) and pen(s)Documents in all formats
- Case studies/texts- Syllabus
Moodle platform
- Upload of class documents- Interface to submit coursework
Adossement à la recherche
Ce cours est adossé à la recherche.
- Research-led (par les contenus)Le cours mobilise des connaissances issues de la recherche académique récente.
Bibliographie/références académiques
Berglund, H., Bousfiha, M., & Mansoori, Y. (2020). Opportunities as artifacts and entrepreneurship as design. Academy of Management Review, 45(4), 825–846. Davidsson, P. (2015). Entrepreneurial opportunities and the entrepreneurship nexus: A re-conceptualization. Journal of Business Venturing, 30(5), 674–695. Dimov, D. (2020). Opportunities, language, and time. Academy of Management Perspectives, 34(3), 333–351. Vogel, P. (2017). From venture idea to venture opportunity. Entrepreneurship Theory and Practice, 41(6), 943–971. Erikson, T., & Korsgaard, S. (2016). Knowledge as the source of opportunity. Journal of Business Venturing Insights, 6, 47–50. Knight, F. H. (1921). Risk, Uncertainty and Profit. Houghton Mifflin. McKelvie, A., Haynie, J. M., & Gustavsson, V. (2011). Unpacking the uncertainty construct: Implications for entrepreneurial action. Journal of Business Venturing, 26(3), 273–292. McMullen, J. S., & Shepherd, D. A. (2006). Entrepreneurial action and the role of uncertainty in the theory of the entrepreneur. Academy of Management Review, 31(1), 132–152. Packard, M. D., Clark, B. B., & Klein, P. G. (2017). Uncertainty types and transitions in the entrepreneurial process. Organization Science, 28(5), 840–856. Townsend, D. M., Hunt, R. A., McMullen, J. S., & Sarasvathy, S. D. (2018). Uncertainty, knowledge problems, and entrepreneurial action. Academy of Management Annals, 12(2), 659–687. Cunha, M. P. E. (2004). Time traveling: Organizational foresight as temporal reflexivity. In H. Tsoukas & J. Shepherd (Eds.), Managing the Future: Foresight in the Knowledge Economy (pp. 133–150). Blackwell Publishing. Dufva, M., & Ahlqvist, T. (2015). Knowledge creation dynamics in foresight: A knowledge typology and exploratory method to analyse foresight workshops. Technological Forecasting and Social Change, 94, 251–268. Fontela, E., Guzmán, J., Pérez, M., & Santos, F. J. (2006). The art of entrepreneurial foresight. Foresight, 8(6), 3–13.Travaux de recherche de l'EM
Journal Article (TFSC): Djuricic, K., & Bootz, J.-P. (2019). Effectuation and foresight – An exploratory study of the implicit links between the two concepts. Technological Forecasting and Social Change, 140, 115–128. https://doi.org/10.1016/j.techfore.2018.06.048 Doctoral Dissertation: Djuricic, K. (2022). Entrepreneurial Foresight as Entrepreneurs' Transformative Power: Inducing Contextual Change Through Opportunity Formation (Annales Universitatis Turkuensis, Ser. E, Tom. 94) [Doctoral dissertation, University of Turku & University of Strasbourg]. Turun Yliopisto / University of Turku.Modalités d'évaluation
Liste des modalités d'évaluation
Evaluation intermédiaire / contrôle continu 1
Séance n° 9
Modalités de feedback
Oral feedback
Compétence mesurée
ILO1.1-PGE, ILO1.2-PGE, ILO1.3-PGE, ILO2.1-PGE, ILO2.2-PGE, ILO2.3-PGE, ILO2.4-PGE, ILO3.1-PGE
Evaluation intermédiaire / contrôle continu 2
Séance n° 7
Modalités de feedback
Written feedback
Compétence mesurée
ILO1.2-PGE, ILO2.3-PGE
Evaluation intermédiaire / contrôle continu 3
Séance n° 8
Modalités de feedback
Written feedback
Compétence mesurée
ILO1.2-PGE, ILO2.3-PGE, ILO3.1-PGE
Evaluation intermédiaire / contrôle continu 4
Séance n° 9
Modalités de feedback
Oral feedback
Compétence mesurée
ILO1.1-PGE, ILO1.2-PGE, ILO1.3-PGE, ILO2.1-PGE, ILO2.2-PGE, ILO2.3-PGE, ILO3.1-PGE