Course Title: Entrepreneurship and New Venture Creation

Part A: Course Overview

Course Title: Entrepreneurship and New Venture Creation

Credit Points: 12.00


Course Code




Learning Mode

Teaching Period(s)


City Campus


660H Graduate School of Business and Law


Sem 2 2006,
Sem 1 2007,
Sem 2 2007,
Sem 1 2008,
Sem 2 2008,
Sem 1 2009,
Sem 2 2009,
Sem 1 2010,
Sem 2 2010,
Sem 2 2011,
Sem 2 2012,
Sem 2 2013,


RMIT University Vietnam


660H Graduate School of Business and Law


Viet1 2007,
Viet2 2007,
Viet3 2007,
Viet1 2008,
Viet2 2008,
Viet3 2008,
Viet1 2009,
Viet3 2009,
Viet1 2010,
Viet2 2010,
Viet3 2010,
Viet1 2011,
Viet3 2011,
Viet1 2012,
Viet2 2012,
Viet1 2013,
Viet3 2013,
Viet3 2014,
Viet3 2015


RMIT Vietnam Hanoi Campus


660H Graduate School of Business and Law


Viet1 2007,
Viet1 2008,
Viet2 2009,
Viet1 2011,
Viet2 2012


Open Learning Australia

Non Award

660H Graduate School of Business and Law

Distance / Correspondence


Course Coordinator: Dr Tim O'Shannassy

Course Coordinator Phone: 03 9925 0111

Course Coordinator Email:

Pre-requisite Courses and Assumed Knowledge and Capabilities

Design Thinking for Business (Executive)

Course Description

New business ventures and entrepreneurship are exciting challenges in business practice. Your developmental and research work for new business ventures can be quite complex before the effective commercialisation of new products. You are encouraged to develop “the entrepreneurial mindset”. You will deal with the issues which arise in the transformation, production and commercialisation of new business ventures. You will draw from perspectives derived from innovation and entrepreneurial development, link technology, products and markets in practical terms, and reflect and analyse critically your strategic business decisions and plans.

Specific topics include: entrepreneurship, innovation, new venture creation, information sources, advisory services, using consultants, the role of government, preparing the business plan, financial issues in new venture creation, legal issues in new venture creation, acquiring an existing business, deal structure, and managing the growth enterprise.

Objectives/Learning Outcomes/Capability Development

Each of the MBA Executive Program Learning Objectives is addressed in this course:


PLO 1. Knowledge

Synthesise and apply contemporary business knowledge, which is culturally, socially and politically sensitive, with interpersonal skills, accepting the importance of ongoing continuous learning.

PLO 2. Problem Solving

Apply design thinking to complex problems and opportunities, so as to develop creative solutions.

PLO 3. Analytical

Design a set of desirable forward thinking solutions to complex globally integrated problems and opportunities that are client focused.

PLO 4. Communication

Select, communicate and advocate desirable solutions that will address complex problems and opportunities.

PLO 5. Leadership

Lead people and organisations in an ethical sustainable manner and design solutions that add value to the organisation and the communities they serve.

PLO 6. Work Integrated Learning
Apply and integrate professional theory with practice in authentic Work Integrated Learning (WIL) contexts, professional contexts and industry settings.

PLO 7. Research

Apply research principles and methods to design innovative options and solutions for, and make reasoned judgments about, problems and issues in contemporary business practice.



Upon successful completion of this course you will be able to:


CLO1: Build and apply entrepreneurship knowledge in an industry or social setting to create an effective strategy for a sustainable business.

CLO2: Use design thinking to develop new product and/or service opportunities for an entrepreneurial venture.

CLO3: Critically engage with and resolve ethical challenges of entrepreneurship and new venture creation.

CLO4: Understand the international entrepreneurship scene and the resources available to help entrepreneurs succeed

Overview of Learning Activities

You will be allocated to collaborative learning networks (CLN) to facilitate and enhance interactive and participatory learning. Through directed readings, case studies, research, presentations and reports you will further develop your critical appreciation of the challenges of entrepreneurship and new venture creation. Coaching and learning priorities include the ability to blend theory, practice and reflection in developing a business plan for new venture proposal and an entrepreneurial “pitch” for this business.

Overview of Learning Resources

Recommended Text

Frederick, H., O’Connor, A. and Kuratko, D. 2019, Entrepreneurship: Theory, Process and Practice, 5th Edition, Cengage Learning, South Melbourne, Victoria.


In the course material folder, students find the teaching materials that belong to each unit. During the delivery of the course, new materials will be added that contribute to business strategy knowledge. You will be expected to utilise library and electronic resources (as well as any other appropriate resources) to engage in professional reading of relevant strategy literature.

Highly Recommended Reference:

Roberts, M.J., Stevenson, H.H., Sahlman, W.A., Marshall, P.W. and Hamermesh, R.G. 2007, New Business Ventures and the Entrepreneur, McGraw-Hill, Singapore.

Overview of Assessment

Assessment may include individual business reports and essays, group projects and presentations, assignments, class participation, case study analyses, online discussions and activities, in-class quizzes, and tests.


All assignments must be submitted to myRMIT/Canvas and TurnItIn by midnight on the Friday evening of the week they are due. You will be assessed on how well you meet the course’s learning outcomes and on your development against the graduate capabilities.


Feedback will be provided throughout the semester by your teachers and peers in class, through individual and/or group feedback on practical exercises and through feedback on individual assignments.


Assessment Task 1: Individual Theory and Practice Presentation and Report

Weighting: 25% Paper, 15% Presentation


Assessment Task 2: Class Participation

Weighting: 10%


Assessment Task 3: Business Plan and “Pitch”

Weighting: 40% Business Plan, 10% “Pitch”


The assessment alignment table below identifies the assessment tasks against the learning outcomes they develop.


Task 1 assesses: CLO 1, 3 and 4

Task 2 assesses: CLO 1, 3 and 4

Task 3 assesses: CLO 1, 2, 3 and 4