企业科学管理的实践、过程和方法

Introduction to the Science of Entrepreneurship

Matthew Grimes

剑桥大学Judge商学院终身教授

(1)剑桥大学商学院创业中心联合主任

(2)曾获第13届社会企业家年度会议最佳论文奖

(3)曾获Academy of Management Journal最佳评审奖

(4)曾任加拿大企业社会责任中心研究员

课题背景
创业是创业者对自己拥有的资源或通过努力对能够拥有的资源进行优化整合，从而创造出更大经济或社会价值的过程。创业是一种需要创业者组织经营管理、运用服务、技术、器物作业的思考、推理和判断的行为。创业是以点滴成就点滴喜悦致力于理解创造新事物（新产品，新市场，新生产过程或原材料，组织现有技术的新方法）的机会，如何出现并被特定个体发现或创造，这些人如何运用各种方法去利用和开发它们，然后产生各种成果。

课题内容
本课程分为两部分。第一部分是了解企业家如何将科学方法实践于创业过程，以提高他们的新企业的生存能力。这一部分将帮助你更好地理解成功创业的实践、过程和方法。这些实践包括提出新的想法和业务模型假设，设计测试来评估市场的可行性，并分析结果以最合适的方式转变业务模型。第二部分是撰写一篇关于创业的社会科学研究论文，包括: 确定一个研究主题，构建理论动机，回顾和评价现有的文献，设计研究方法，收集和分析数据，讨论你建立的研究的影响。

适合人群
 对商业管理、商业分析以及金融投资专业感兴趣的高中生，本科生
 修读金融学、管理学、商业分析等专业，以及未来希望在创业（孵化器项目）、融资投资等领域从业的学生
 具备基础金融学，以及基础数学知识的学生优先

教授介绍

Matthew Grimes

剑桥大学Judge商学院终身教授

(1)剑桥大学商学院创业中心联合主任

(2)曾获第13届社会企业家年度会议最佳论文奖

(3)曾获Academy of Management Journal最佳评审奖

(4)曾任加拿大企业社会责任中心研究员

任职学校
剑桥大学（英文名称：University of Cambridge），是一所世界著名的公立研究型大学，采用书院联邦制，坐落于英国剑桥。   其与牛津大学、伦敦大学学院、帝国理工学院、伦敦政治经济学院同属“G5超级精英大学”。 剑桥大学是英语世界中第二古老的大学，前身是一个于1209年成立的学者协会。剑桥大学在许多领域拥有崇高的学术地位及广泛的影响力，被公认为当今世界最顶尖的高等教育机构之一。剑桥大学是英国罗素大学集团、金三角名校及剑桥大学医疗伙伴联盟的一员，衍育了科技聚集地“硅沼(Silicon Fen)”。学校共设八座文理博物馆，并有馆藏逾1500万册的图书馆系统及全球最古老的出版社——剑桥大学出版社。

课程安排与收获
• 8周在线小组科研（总课时78小时）
• 网申推荐信
• 学术评估报告
• 项目成绩单
• 论文成果

课纲 
 

Introduction to the Science of Entrepreneurship

Matthew Grimes

m.grimes@jbs.cam.ac.uk https://www.jbs.cam.ac.uk/faculty-research/faculty-a-z/matthew-grimes/

July 2020

Goals: What is this course about?

This class is split into two parts. The first part is about understanding how entrepreneurs can apply the scientific method to the process of entrepreneurship in order to increase the viability of their new ventures. This part of the course will help you to better understand  the practices, process, and methods for successful entrepreneurship. These practices  include the surfacing of new ideas and business model hypotheses, designing tests to evaluate the viability of the market, and analyzing results in order to best adapt or “pivot” the business model. The second part is focused on writing a social scientific research paper on entrepreneurship, including: identifying a research topic, framing the theoretical motivation, reviewing and evaluating the existing literature, designing your research methods, gathering and analyzing data, and discussing the implications of your research.

Student learning outcomes: What will I be able to do at the end of this course?

1.      Evaluate the quality of entrepreneurial ideas

2.      Reduce the risk associated with pursuing a new entrepreneurial idea

3.      Summarize the body of scholarly research on different entrepreneurship-related topics

4.      Critically evaluate an entrepreneurship-related research article

5.      Discuss the qualities and weaknesses associated with different research methods

6.      Design a new research study

7.      Present and discuss your research ideas

In the first part of the course, the professor will lecture on the science of entrepreneurship, exposing you to the processes, practices, and tools for becoming a successful entrepreneur. These lectures will be coupled with exercises designed to help you apply these insights to your own entrepreneurial ideas.

In the second part of the course, there will be regular presentations and discussions of published research on the topic of entrepreneurship. Each day you should come prepared to summarize and discuss the research focus, methods, and insights from these published articles. For these presentations, you will be able to choose from published articles that the professor has suggested or from articles that relate to your own research interests. As you summarize your insights from these articles, you should think about how you might be able to extend or contribute the scholarly topic. For instance, could this question be studied in a different context? Is there a particular related relationship that the article has ignored? These presentations will help you to become more familiar with existing research but also gain confidence in your ability to contribute to this work.

Preparation: How should I prepare for class each day?

For the first part of the course, the following book is suggested reading: Business Model Generation (Chinese edition)

•      Paperback: 284 pages

•      Publisher: China Machine Press (August 15, 2011)

•      Language: Chinese

•     ISBN-10: 7111352211

•     ISBN-13: 978-7111352211

For the second part of the course, the assigned readings will be drawn from the included list of seminal papers in entrepreneurship theory (See Appendix A). As you do the assigned readings for each day, consider not only what the author did wrong, but also what he/she did right. What are the interesting ideas in the paper? If you disagree with an argument, what would it take to convince you? What are the scope conditions - under what circumstances is the argument meant to apply (e.g., only to U.S. entrepreneurs, only to small businesses in China, etc.)? Are there critical differences between this author's arguments and those of others we have read? Can these differences be resolved through empirical tests? What would such a study look like?

In order to prepare to present your assigned readings, you should take notes on the following issues for each article:

•      What is the research question or central issue the author is investigating?

•      What theory or framework is presented?

•      What are the interesting ideas in the paper?

•      What are the key concepts in the paper?

•      What are some ways it could have been strengthened?

Assignments: What deliverables will I produce?

For your two final assignments you will be working in teams of 5 students.

Possible research topics for completing these assignments have been identified in Appendix

B. You also have the option of choosing a different research topic.

The first assignment is to prepare a 20-minute presentation with slides to provide an overview of your research project. This should include a discussion of the following information: (1) the title of their paper, (2) the hook (i.e., the practical/theoretical puzzle or tension that readers will consider interesting), (3) the research question(s) of the paper, (4)  a discussion of the primary literature to which you intend to contribute, (5 – if applicable) the secondary literature(s) from which you are drawing, (6) the anticipated contributions (i.e., Why is it important to study this question now?), (7) the anticipated structure (sections and subsections) of their paper, (8) any preliminary data or findings, and (9) your plan for completing the paper (i.e., What must be done?; Where will you look for information?; Etc.).

The second deliverable is a (10 page maximum) preliminary research paper. The paper should have an Introduction, Literature Review/Theoretical Background, and Research Methods sections. If you have gathered and analysed data for your study, your paper can also include a Findings and Discussion sections.

Appendix A – Existing Research on Entrepreneurship

Shane, S. 2000. Prior knowledge and the discovery of entrepreneurial opportunities.

Organization Science, 11: 448-469.

Zhao, H., & Seibert, S. E. 2006. The big five personality dimensions and entrepreneurial status: a meta-analytical review. Journal of Applied Psychology, 91(2): 259-271.

Shane, S., & Venkataraman, S. 2000. The promise of entrepreneurship as a field of research.

Academy of Management Review, 25(1): 217- 226.

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.

Sarasvathy, S.D. 2001. Causation and Effectuation: Towards a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, 26(2): 243-88.

Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366.

Cardon, M.S., Wincent, J., Singh, J and Drnovesek, M. 2009. The nature and experience of entrepreneurial passion. Academy of Management Review, 34(3): 511-532.

Fauchart, E., & Gruber, M. 2011. Darwinians, communitarians, and missionaries: The role of founder identity in entrepreneurship. Academy of management journal, 54(5): 935-957.

Grimes, M. G. 2018. The Pivot: How Founders Respond to Feedback through Idea and Identity Work. Academy of Management Journal, 61(5): 1692–1717.

Navis, C., & Ozbek, O.V. 2016. The right people in the wrong places: The paradox of entrepreneurial entry and successful opportunity realization. Academy of Management Review, 41(1), 109-129.

Huang, L., & Knight, A.P. 2017. Resources and relationships in entrepreneurship: an exchange theory of the development and effects of the entrepreneur-investor relationship. Academy of Management Review, 42(1), 80-102.

Grimes, M. G., McMullen, J. S., Vogus, T. J., & Miller, T. L. 2013. Studying the Origins of Social Entrepreneurship: Compassion and the Role of Embedded Agency. Academy of Management Review, 38(3): 460–463.

McDonald, R., & Eisenhardt, K. M. forthcoming. Parallel Play: Startups, Nascent Markets, and Effectively Designing a Business Model. Administrative Science Quarterly, 62.

Lee, C.-K., & Hung, S.-C. 2014. Institutional Entrepreneurship in the Informal Economy:

China’s Shan-Zhai Mobile Phones. Strategic Entrepreneurship Journal, 8(1): 16–36.

Amezcua, A. S., Grimes, M. G., Bradley, S. W., & Wiklund, J. 2013. Organizational Sponsorship and Founding Environments: A Contingency View on the Survival of Business- Incubated Firms, 1994–2007. Academy of Management Journal, 56(6): 1628–1654.

Cohen, S. L., Bingham, C. B., & Hallen, B. L. 2019. The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures. Administrative Science Quarterly, 4(64): 810–854.

Eggers, J. P., & Lin Song. 2015. Dealing with Failure: Serial Entrepreneurs and the Costs of Changing Industries Between Ventures. Academy of Management Journal, 58(6): 1785– 1803.

Tan, J. 2001. Innovation and risk-taking in a transitional economy: A comparative study of chinese managers and entrepreneurs. Journal of Business Venturing, 16(4): 359–376.

Busenitz, L. W., Gómez, C., & Spencer, J. W. 2000. Country Institutional Profiles: Unlocking Entrepreneurial Phenomena. The Academy of Management Journal, 43(5): 994–1003.

Desantola, A., & Gulati, R. 2017. Scaling: Organizing and Growth in Entrepreneurial Ventures. Academy of Management Annals, 11(2): 640–668.

Lazar, M., Miron-Spektor, E., Agarwal, R., Erez, M., Goldfarb, B., et al. 2020. Entrepreneurial Team Formation. Academy of Management Annals, 14(1): 29–59.

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.

Appendix B – Research Topic Ideas

How does culture affect entrepreneurial persistence and adaptation?

How does early customer feedback positively and negatively effect entrepreneurial persistence? Or new venture growth?

What factors explain entrepreneurial resilience to external crises (e.g., Covid-19)? Why are some Chinese regions more successful at encouraging entrepreneurship?