Course coordinator
Associate Professor Anna Jenkins
Course overview
- Study period
- Semester 2, 2025 (28/07/2025 - 22/11/2025)
- Study level
- Undergraduate
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course sits as a foundation course within the Innovation and Entrepreneurship majors. The course investigates how evolutionary economics, cognitive and social psychology, behavioural theory, theory of the firm, network, finance and dynamic capability theories have shaped our understanding and interpretation of innovation and entrepreneurship. As such the course provide an introduction to the development (past), current research trends (present) and future direction of innovation and entrepreneurship theories. Students will also gain insight into the economic, social and environmental importance of innovation and entrepreneurship and best public policy practice.
Students will develop a sound understanding of entrepreneurial strategy with opportunities to apply their evolving skill set to decision scenarios faced by start-ups and innovative firms. Students are encouraged to familiarize themselves with Google's recent reverse-acquihire of Windsurf's senior leadership team followed by Cognition's purchase of Windsurf. We will draw on this case across the semester as we discuss entrepreneurial strategy from different perspectives.
Sustainable Development Goals - UQ Business School is a proud supporter and Advanced Signatory of the United Nations Principles for Responsible Management Education (UN PRME). As part of the largest global collaboration between business schools and the UN, the school emphasises its role in empowering students to drive societal transformation through the Sustainable Development Goals. The SDGs highlight that a thriving economy relies on a healthy environment, aiming to balance economic growth, social well-being, and environmental protection for a sustainable future.
Course requirements
Assumed background
Foundations of Entrepreneurship (TIMS1301)
Recommended companion or co-requisite courses
We recommend completing the following courses at the same time:
TIMS1301
Course contact
Course staff
Lecturer
Associate Professor Anna Jenkins
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff doﾠnotﾠhave access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full name
- Student ID
- Course Code
Aims and outcomes
This course aims to equip students with a comprehensive understanding of strategic management and entrepreneurship by bridging foundational organisational theories with contemporary innovation frameworks. Students will develop the analytical skills necessary to navigate the complex strategic challenges facing modern entrepreneurs and innovators in dynamic business environments.
ﾠ
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Understand the theorical underpinnings of Innovation and Entrepreneurship as academic topics.
LO2.
Evaluate strategic decision-making options for entrepreneurs and innovative firms by integrating multiple theoretical approaches to assess resource allocation, capability development, and organisational design choices.
LO3.
Analyse case studies and business scenarios to identify sources of competitive advantage, assess venture performance, and recommend strategic actions for startups and growth companies.
LO4.
Critically assess the limitations and applications of different theoretical approaches in and demonstrate awareness of when and how to adapt theoretical frameworks to specific situations.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Quiz |
Quizzes
|
20% |
Week 2 Mon - Week 12 Mon
During Class |
| Paper/ Report/ Annotation |
Case Analysis
|
40% |
13/10/2025 2:00 pm |
| Examination |
Examination
|
40% |
End of Semester Exam Period 8/11/2025 - 22/11/2025 |
Assessment details
Quizzes
- Identity Verified
- In-person
- Mode
- Written
- Category
- Quiz
- Weight
- 20%
- Due date
Week 2 Mon - Week 12 Mon
During Class
- Other conditions
- Time limited, Secure.
- Learning outcomes
- L01
Task description
Please see Blackboard for full details. There are eight quizzes in total spread across different weeks in the semester. The results from the best four quizzes count towards the final grade. The Quizzes take place at the start of the seminar in Weeks 2, 3, 4, 6, 7, 8, 9, 12. They are based on the assigned reading for that week of the course.
AI Statement
The quizzes are completed in class. The use of AI is not permitted when answering each Quiz.
Submission guidelines
The Quizzes are completed in class and to given to the course facilitator for marking.
Deferral or extension
You cannot defer or apply for an extension for this assessment.
The best of four quizzes out of eight possible are counted towards the final grade.
Late submission
You will receive a mark of 0 if this assessment is submitted late.
The best of four quizzes out of eight possible are counted towards the final grade.
Case Analysis
- Identity Verified
- Team or group-based
- In-person
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 40%
- Due date
13/10/2025 2:00 pm
- Other conditions
- Time limited, Peer assessed, Secure.
- Learning outcomes
- L01, L02, L03, L04
Task description
The case analysis is to be conducted in teams in class. It requires students to apply the theoretical concepts covered in the course to analyse the case. Students are provided a structured worksheet to complete to support the analysis of the case before providing their final answer to the question posed. Students are permitted to bring one sheet of paper each to class with notes on the different theories and concepts covered in class. A formative case analysis is done in week 5 of the course to support students' preparation for this assessment.
AI Statement
Artificial Intelligence (AI) and Machine Translation (MT) are emerging tools that may support students in preparing for this assessment. Students may not use AI and/or MT in completing this assessment task.
A failure to reference generative AI or MT use may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
Students will hand in their answers to either the course facilitator or the course coordinator at the end of the seminar.
Deferral or extension
You may be able to apply for an extension.
The maximum extension allowed is 14 days. Extensions are given in multiples of 24 hours.
Late submission
You will receive a mark of 0 if this assessment is submitted late.
This assignment is completed in the seminar.
Examination
- Identity Verified
- In-person
- Mode
- Written
- Category
- Examination
- Weight
- 40%
- Due date
End of Semester Exam Period
8/11/2025 - 22/11/2025
- Other conditions
- Time limited, Secure.
- Learning outcomes
- L01, L02, L03, L04
Task description
The examination consists of multichoice questions, short answer and an analysis of a case.
AI Statement
This assessment task is to be completed in-person. The use of generative Artificial Intelligence (AI) or Machine Translation (MT) tools will not be permitted. Any attempted use of AI or MT may constitute student misconduct under the Student Code of Conduct.
Exam details
| Planning time | 10 minutes |
|---|---|
| Duration | 120 minutes |
| Calculator options | No calculators permitted |
| Open/closed book | Closed book examination - no written materials permitted |
| Exam platform | Paper based |
| Invigilation | Invigilated in person |
Submission guidelines
Deferral or extension
You may be able to defer this exam.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Library resources are available on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Seminar |
Course Introduction This seminar is an online recording. It is located under week 1 on learning resources on Blackboard. The aims and expectations for the course are outlined. An overview of the assessment is provided. Students are expected to watch the recording before attending the seminar in week 2. Learning outcomes: L01 |
Week 2 |
Seminar |
Resource Based Theory of the Firm: Building and sustaining a competitive advantage Discover how companies build lasting competitive advantages through their unique resources and capabilities. We'll explore the Resource-Based Theory of the firm through engaging business cases and real-world decision scenarios, then examine how this foundational theory guides strategic thinking in our AI-driven economy. A number of case examples with be covered including Google's reverse-acquihire of Windsurf's senior leadership team followed by Cognition's purchase of Windsurf. Students are expected to familiarise themselves about this recent case by reading media articles about it. To prepare for the seminar, please read: Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. Quiz 1 is based on this assigned reading Learning outcomes: L01, L02, L03, L04 |
Week 3 |
Seminar |
Dynamic Capabilities: Organising for competitive advantage Discover how companies reconfigure their resources and capabilities and the skillsets needed to be successful in achieving this. We will unpack dynamic capabilities, what they are and why they are important to have in a rapidly evolving competitive landscape. To prepare for the seminar, please read: Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350. Quiz 2 is based on this article Learning outcomes: L01, L02, L03, L04 |
Week 4 |
Seminar |
Transaction Cost Economics - The make or buy decision Should a company make or buy an asset? What should be outsourced and what should be done inhouse? Drawing on Transaction Cost Economics, the strategic decision about which activities a firm should perform and which ones they should outsource is discussed. We will apply the principles from Transaction Costs to a number of strategic decision scenarios to understand the boundary of the firm. The discussion of the Windsurf case will be continued from a Transaction Cost Economics perspective. To prepare for the seminar, please read: Reading: Teece, D. J. (2010). A tribute to Oliver Williamson: Williamson's impact on the theory and practice of management. California Management Review, 52(2), 167-176. Quiz 3 is based on this reading. Learning outcomes: L01, L02, L03, L04 |
Week 5 |
Seminar |
Case Analysis The three perspectives covered so far in the course will be applied to develop a strategy for Vireo Biotech (note Vireo Biotech is a fictional case based on a typical strategic decision faced by early-stage biotech companies). Students have the opportunity to work in their assessment teams to practice analysing the case under the same conditions as the summative assessment later in the semester. Formative team-based case analysis: Vireo Biotech Scaling Strategy in the Genomic Revolution Learning outcomes: L01, L02, L03, L04 |
Week 6 |
Seminar |
Open Innovation: Sourcing from the market When innovation isn't about building walls—it's about what you can access and orchestrate. Instead of building competitive moats through proprietary R&D and tightly controlled internal capabilities, companies now compete on their ability to tap into distributed innovation networks. This means your competitive advantage increasingly comes from being the best at identifying, integrating, and commercializing external innovations rather than just generating them internally. We will continue the class discussion on Windsurf from an open innovation perspective. To prepare for the seminar, please read: Chesbrough, H. W., & Appleyard, M. M. (2007). Open Innovation and Strategy. California Management Review, 50(1), 57-76. https://doi.org/10.2307/41166416 (Original work published 2007). Quiz 4 is based on this article. Learning outcomes: L01, L02, L03, L04 |
Week 7 |
Seminar |
Business Models: Creating, delivering and capturing value Drawing on business model theory, this seminar cracks the code of value creation and competitive advantage. We will dissect how innovative companies and design their business models and how competitive advantage can be created through model design. We will continue the class discussion on Windsurf from a business model perspective. To prepare for the seminar, please read: Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194. Quiz 5 is based on this article Learning outcomes: L01, L02, L03, L04 |
Week 8 |
Seminar |
Bricolage & Effectuation, Real Options reasoning: Doing more with less How do companies leverage the resources they have on hand? What are the best strategies to make the most of the resources that easily accessible? We will unpack how companies get started by using what is in front of them To prepare for this seminar read: Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366. Quiz 6 is based on this article. Learning outcomes: L01, L02, L03, L04 |
Week 9 |
Seminar |
A psychological perspective: Cognitive biases and strategic decision making What cognitive biases are innovators and entrepreneurs susceptible to? How does this influence their decision making? To prepare for this seminar read: Thomas, O. (2018). Two decades of cognitive bias research in entrepreneurship: what do we know and where do we go from here?. Management Review Quarterly, 68(2), 107-143. Quiz 7 is based on this reading. Learning outcomes: L01, L02, L03, L04 |
Mid Sem break |
Seminar |
Mid-Semester break |
Week 10 |
Seminar |
King's Birthday Public Holiday There is no formal class this week due to the public holiday. Students should use this week to do additional preparation for the case assessment in week 11. Learning outcomes: L01, L02, L03, L04 |
Week 11 |
Seminar |
In Class Assessment: team-based case analysis The case analysis is to be conducted in teams in class. It requires students to apply the theoretical concepts covered in the course to analyse the case. Students are provided a structured worksheet to complete to support the analysis of the case before providing their final answer to the question posed. Students are permitted to bring one sheet of paper each to class with notes on the different theories and concepts covered in class. A formative case analysis is done in week 5 of the course to support students' preparation for this assessment. Learning outcomes: L01, L02, L03, L04 |
Week 12 |
Seminar |
Failure & Setbacks: Sustaining motivation How do entrepreneurs and innovators maintain motivation when they face obstacles and setbacks? The seminar will focus on understanding these strategies and to adopt them. To prepare for this seminar read: Markman, G. D., Baron, R. A., & Balkin, D. B. (2005). Are perseverance and self‐efficacy costless? Assessing entrepreneurs' regretful thinking. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 26(1), 1-19. Quiz 8 is based on this reading. Learning outcomes: L01, L02, L03, L04 |
Week 13 |
Seminar |
Course review: Building and maintaining a competitive advantage, integrating pespectives The final seminar will provide an overview of the different perspectives discussed in the course for achieving and maintaining competitive advantage. Learning outcomes: L01, L02, L03, L04 |
Additional learning activity information
Sustainable Development Goals
This course integrates the following Sustainable Development Goals (SDGs) through lectures and assessment.
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments for Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.