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15.389A Global Entrepreneurship Lab: Asia-Pacific (MIT) 15.389A Global Entrepreneurship Lab: Asia-Pacific (MIT)

Description

15.389A Global Entrepreneurship Lab: Asia-Pacific enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on the Asia-Pacific region. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world. 15.389A Global Entrepreneurship Lab: Asia-Pacific enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on the Asia-Pacific region. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world.

Subjects

entrepreneurship | entrepreneurship | developing markets | developing markets | corruption | corruption | entrepreneurial | entrepreneurial | internationalization | internationalization | entrepreneurial finance | entrepreneurial finance | entrepreneur | entrepreneur | venture capital | venture capital | commercialization | commercialization | organizational development | organizational development | Asia-Pacific | Asia-Pacific

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa (MIT) 15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa (MIT)

Description

15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on Latin America, the Middle East, and Africa. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world. 15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on Latin America, the Middle East, and Africa. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world.

Subjects

entrepreneurship | entrepreneurship | developing markets | developing markets | corruption | corruption | entrepreneurial | entrepreneurial | internationalization | internationalization | entrepreneurial finance | entrepreneurial finance | entrepreneur | entrepreneur | commercialization | commercialization | venture capital | venture capital | organizational development | organizational development | Latin America | Latin America | Africa | Africa | the Middle East | the Middle East

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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Future Proofing Business: Beyond CSR

Description

Pamela Hartigan, Director, Skoll Centre for Social Entrepreneurship, Sad Business School, discusses some emerging models of entrepreneurial ventures that have a social and/or environmental mission at their core. Pamela Hartigan reviews the sources of capital available for these types of organizations, given that their aim is PURPOSE maximization rather than PROFIT maximization. She examines how these new ventures are similar but different to charities and mainstream business. She examines emerging trends in the commercial sector that will allow entrepreneurs to pivot their models to ensure their operations aggressively promote positive social and environmental value. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

entrepreneurial ventures | business | Environment | skoll centre | entrepreneurial ventures | business | Environment | skoll centre | 2014-02-18

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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15.389A Global Entrepreneurship Lab: Asia-Pacific (MIT)

Description

15.389A Global Entrepreneurship Lab: Asia-Pacific enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on the Asia-Pacific region. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world.

Subjects

entrepreneurship | developing markets | corruption | entrepreneurial | internationalization | entrepreneurial finance | entrepreneur | venture capital | commercialization | organizational development | Asia-Pacific

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa (MIT)

Description

15.389B Global Entrepreneurship Lab: Latin America, the Middle East, and Africa enables teams of students to work with the top management of global start-ups and gain experience in running, and consulting to, a new enterprise outside the United States. The focus is on start-ups operating in emerging markets throughout the world, with a special focus on Latin America, the Middle East, and Africa. The course combines an internship in a growing firm with in-class discussions of the issues and policies that affect the climate for innovation and start-up success around the world.

Subjects

entrepreneurship | developing markets | corruption | entrepreneurial | internationalization | entrepreneurial finance | entrepreneur | commercialization | venture capital | organizational development | Latin America | Africa | the Middle East

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.431 Entrepreneurial Finance (MIT) 15.431 Entrepreneurial Finance (MIT)

Description

15.431 Entrepreneurial Finance examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how should funding, employment contracts and exit decisions be structured. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In addition, the course includes an in-depth analysis of the structure of the private equity industry. 15.431 Entrepreneurial Finance examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how should funding, employment contracts and exit decisions be structured. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In addition, the course includes an in-depth analysis of the structure of the private equity industry.

Subjects

entrepreneurship | entrepreneurship | entrepreneurial finance | entrepreneurial finance | venture capital | venture capital | discounted cash flow | discounted cash flow | real option valuation | real option valuation | initial public offering | initial public offering | deal structure | deal structure | angels | angels | private equity | private equity

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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Humanitarian Innovation Project: launch event

Description

Special seminar by Dr Alexander Betts, Louise Bloom and Dr Naohiko Omata (University College Dublin) recorded on 15 November 2012 at the Oxford Department of International Development, University of Oxford. HIP is a new project based at the Refugee Studies Centre, researching the role of technology, markets and the private sector to identify new and sustainable humanitarian solutions. The launch event consisted of a panel discussion on the following topics: Humanitarian innovation and refugee protection, Dr Alexander Betts;Building a humanitarian innovation database, Louise Bloom; Refugee livelihoods and private sector engagement in Uganda, Naohiko Omata. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

entrepreneurialism | business | technology | innovation | relief | humanitarianism | aid | privatesector | refugees | entrepreneurialism | business | technology | innovation | relief | humanitarianism | aid | privatesector | refugees

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 6

Description

Dave Fletcher, Founder and Managing Director of White October summarises the lecture with final remarks on customer discovery. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | Building a business | economics | entrepreneurialism | business | Building a business | economics | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 5

Description

Dave Fletcher, Founder and Managing Director of White October explains how to test the solutions in customer discovery. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | Building a business | economics | entrepreneurialism | business | Building a business | economics | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 4

Description

Dave Fletcher, Founder and Managing Director of White October presents the ideas on how to test the problem in customer discovery. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | Building a business | economics | entrepreneurialism | business | Building a business | economics | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 3

Description

Dave Fletcher, Founder and Managing Director of White October summarises the main issues regarding the customer development theory. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | Building a business | economics | entrepreneurialism | business | Building a business | economics | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 2

Description

Dave Fletcher, Founder and Managing Director of White October explains the preparation process for customer discovery. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | economics | Building a business | entrepreneurialism | business | economics | Building a business | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Can I Know If My Idea Is Good? - Chapter 1

Description

Dave Fletcher, Founder and Managing Director of White October explains what is customer development. This lecture took place at the Sad Business School, University of Oxford on November 11th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | Building a business | economics | entrepreneurialism | business | Building a business | economics | entrepreneurialism | 2014-11-11

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Do I Market My Business And Sell Products? - Chapter 5

Description

AJ Leon, Founder and Artistic Director of Misfit Incorporated and Twitgift presents the effective pitching an sales techniques. This lecture took place at the Sad Business School, University of Oxford on November 4th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | entrepreneurialism | economics | business | entrepreneurialism | economics | 2014-11-04

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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How Do I Market My Business And Sell Products? - Chapter 3

Description

AJ Leon, Founder and Artistic Director of Misfit Incorporated and Twitgift presents the basics of content marketing. This lecture took place at the Sad Business School, University of Oxford on November 4th, 2014. Wales; http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

Subjects

business | economics | entrepreneurialism | business | economics | entrepreneurialism | 2014-11-04

License

http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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4.S33 Unmanageability: Pathless Realities and Approaches (MIT) 4.S33 Unmanageability: Pathless Realities and Approaches (MIT)

Description

Over the last 40 years, new managerial technologies in Western democratic societies have emerged to dominate our perceived and lived reality. Demands for autonomy and a creative life, which have been the touchstones for artistic endeavors, have been readily absorbed into management philosophies, becoming normative values for self-management and entrepreneurial innovation. Is this art's triumph or demise? Can we imagine other worlds beyond our managed reality and propose forms of living not yet captured by the rationality of network capitalism? We will explore the "creative" figure and how it can shape renewed critical expressions in fields such as technology, design, science, philosophy, etc. Over the last 40 years, new managerial technologies in Western democratic societies have emerged to dominate our perceived and lived reality. Demands for autonomy and a creative life, which have been the touchstones for artistic endeavors, have been readily absorbed into management philosophies, becoming normative values for self-management and entrepreneurial innovation. Is this art's triumph or demise? Can we imagine other worlds beyond our managed reality and propose forms of living not yet captured by the rationality of network capitalism? We will explore the "creative" figure and how it can shape renewed critical expressions in fields such as technology, design, science, philosophy, etc.

Subjects

creativity | creativity | art | art | management philosophies | management philosophies | self-management | self-management | entrepreneurial | entrepreneurial | innovation | innovation | capitalism | capitalism | technology | technology | design | design | science | science | philosophy | philosophy | cultural theory | cultural theory

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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15.394 Designing and Leading the Entrepreneurial Organization (MIT) 15.394 Designing and Leading the Entrepreneurial Organization (MIT)

Description

This subject is about building, running, and growing an organization. Subject has four central themes: How to think analytically about designing organizational systems How leaders, especially founders, play a critical role in shaping an organization's culture What really needs to be done to build a successful organization for the long-term and What one can do to improve the likelihood of personal success. Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and orga This subject is about building, running, and growing an organization. Subject has four central themes: How to think analytically about designing organizational systems How leaders, especially founders, play a critical role in shaping an organization's culture What really needs to be done to build a successful organization for the long-term and What one can do to improve the likelihood of personal success. Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and orga

Subjects

building | running | and growing an organization | building | running | and growing an organization | organizational architecture | organizational architecture | group behavior and performance | group behavior and performance | interpersonal influence | interpersonal influence | leadership and motivation in entrepreneurial settings | leadership and motivation in entrepreneurial settings

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see http://ocw.mit.edu/terms/index.htm

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4.S33 Unmanageability: Pathless Realities and Approaches (MIT)

Description

Over the last 40 years, new managerial technologies in Western democratic societies have emerged to dominate our perceived and lived reality. Demands for autonomy and a creative life, which have been the touchstones for artistic endeavors, have been readily absorbed into management philosophies, becoming normative values for self-management and entrepreneurial innovation. Is this art's triumph or demise? Can we imagine other worlds beyond our managed reality and propose forms of living not yet captured by the rationality of network capitalism? We will explore the "creative" figure and how it can shape renewed critical expressions in fields such as technology, design, science, philosophy, etc.

Subjects

creativity | art | management philosophies | self-management | entrepreneurial | innovation | capitalism | technology | design | science | philosophy | cultural theory

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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Entrepreneurial behaviour

Description

Have you ever wanted to start your own business? This unit will give you the opportunity to consider and reflect on the personal aspects involved in transforming an innovative idea into an entrepreneurial product. You will also learn how to identify the requirements for building an appropriate entrepreneurial team.

Subjects

business and management | entrepreneur | entrepreneurial | entrepreneurship | innovative_idea | Education | X000

License

Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales Attribution-Noncommercial-Share Alike 2.0 UK: England & Wales http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ http://creativecommons.org/licenses/by-nc-sa/2.0/uk/

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15.431 Entrepreneurial Finance (MIT)

Description

15.431 Entrepreneurial Finance examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of the company; and how should funding, employment contracts and exit decisions be structured. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In addition, the course includes an in-depth analysis of the structure of the private equity industry.

Subjects

entrepreneurship | entrepreneurial finance | venture capital | discounted cash flow | real option valuation | initial public offering | deal structure | angels | private equity

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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15.394 Designing and Leading the Entrepreneurial Organization (MIT)

Description

This subject is about building, running, and growing an organization. Subject has four central themes: How to think analytically about designing organizational systems How leaders, especially founders, play a critical role in shaping an organization's culture What really needs to be done to build a successful organization for the long-term and What one can do to improve the likelihood of personal success. Not a survey of entrepreneurship or leadership; subject addresses the principles of organizational architecture, group behavior and performance, interpersonal influence, leadership and motivation in entrepreneurial settings. Through a series of cases, lectures, readings and exercises students develop competencies in organizational design, human resources management, leadership and orga

Subjects

building | running | and growing an organization | organizational architecture | group behavior and performance | interpersonal influence | leadership and motivation in entrepreneurial settings

License

Content within individual OCW courses is (c) by the individual authors unless otherwise noted. MIT OpenCourseWare materials are licensed by the Massachusetts Institute of Technology under a Creative Commons License (Attribution-NonCommercial-ShareAlike). For further information see https://ocw.mit.edu/terms/index.htm

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