Termine
| Einzeltermin | Di, 12.05.2026, 14:15 - Di, 12.05.2026, 15:45 | C 40.501 Seminarraum |
| Einzeltermin | Do, 28.05.2026, 10:15 - Do, 28.05.2026, 13:45 | C 40.601 Seminarraum |
| wöchentlich | Donnerstag | 10:15 - 13:45 | 04.06.2026 - 18.06.2026 | C 14.006 Seminarraum |
| Einzeltermin | Do, 02.07.2026, 10:15 - Do, 02.07.2026, 13:45 | C 14.006 Seminarraum |
| Einzeltermin | Do, 09.07.2026, 07:00 - Do, 09.07.2026, 20:00 | extern | full-day excursion |
Studienplankontext
Free-of-choice essay: This essay is a free of choice piece of work related to the literature and topics of this course (35%)
Test: The test will cover all topics of the course in a 60 min. test, including the lectures, the background readings, and the guest lectures (35%)
Wiederholungstermin: Zu dieser Prüfung wird kein Wiederholungstermin angeboten, da sie didaktisch untrennbar mit einer der zugeordneten Lehrveranstaltungen verbunden ist. Die Wiederholung der Prüfungsleistung ist somit erst bei erneutem Modulangebot möglich.
Organisatorisches
Anmeldung
Die Anmeldung endete am 07.4.2026 um 23:59 Uhr
Personen
Inhaltliches
What does it take to craft entrepreneurial strategies that are not only innovative but also resilient, adaptive, and societally relevant? This course offers a rigorous exploration of the strategic challenges faced by entrepreneurs and entrepreneurial leaders in both new ventures and established organizations. Central themes include the design and transformation of business models, the orchestration of corporate venturing processes, and the governance of entrepreneurial ecosystems in an increasingly platform-based and digital economy. We examine how entrepreneurial strategy operates at the intersection of market dynamics, institutional pressures, and technological change — and how it shapes, and is shaped by, broader socio-economic trends such as sustainability, datafication, and distributed innovation. Through scholarly readings, critical debates, and a case study with an external partner, students will engage with contemporary research on platform strategies, strategic entrepreneurship, competitive dynamics, and strategic responses to digital capitalism. The course enables students to develop a deep and reflexive understanding of how entrepreneurial strategy can create value not only for firms, but also for society at large in times of profound transformation.
The didactic structure of the course combines pre-recorded lectures—which you are expected to watch in advance—with highly interactive in-class sessions and group work on a case study with an external partner. Rather than repeating lecture content, class time will focus directly on discussions, practical application to the case study, and addressing open questions. Student groups will deliver presentations on key topics of the case study, applying theoretical insights to a real-world case. To enrich our understanding, the external partner – an entrepreneur and manager of a German platform – is invited to share his first-hand experiences managing digital transformation and concrete strategic initiatives on which the students will work. Active and engaged participation during class sessions is essential to the learning experience.
Evaluation
Weitere Informationen zur Lehrevaluation: https://www.leuphana.de/lehre/qualitaetsmanagement/evaluation-feedback.html