Module Code: H06BE
Long Title Business Entrepreneurship
Title Business Entrepreneurship
Module Level: LEVEL 6
EQF Level: 5
EHEA Level: Short Cycle
Credits: 5
Module Coordinator: RON ELLIOTT
Module Author: RON ELLIOTT
Departments: School of Computing
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Describe the role of strategic management in entrepreneurial firms.
LO2 Discuss the principles of developing business plans for new businesses.
LO3 Identify the different operational challenges facing entrepreneurs and the strategies that can be employed to overcome these obstacles.
LO4 Recognise entrepreneurial opportunities using the recommended methods.
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).

No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements  

Module Content & Assessment

Indicative Content
The entrepreneurial firms impact
• Emerging trends • Trends in research and education • Internet and e-commerce • The evolution of entrepreneurship • The myths of entrepreneurship • The corridor principle.
• The Commercialisation Process • Intellectual Property • Invention Disclosure • Licencing opportunities • Debt v Equity • Funding – Criteria for evaluation
Corporate entrepreneurship
• Defining the concept. • The need. • Obstacles in corporate venturing. • Reengineering corporate thinking. • Innovative philosophy. • The interactive model of corporate entrepreneurship.
Individual perspective
• Who are entrepreneurs • Sources of research • The dark side of entrepreneurship • Entrepreneurial stress
Entrepreneurial motivation
• Innovation • Creativity • Idea stoppers • Developing creativity • Sources of innovation
Ethical and social responsibility
• Managerial ethics. • Main themes of ethics. • Social responsibility.
The business plan
• What is a business plan? • Benefits of a business plan • Developing a business plan • Elements of a business plan • The feasibility study • Pitfalls
Evaluation of entrepreneurial opportunities
• Critical factors • External problems • Internal problems
Legal structures of business
• Self-employed • Partnerships • Corporations • Limited Liability companies • Franchising
Strategic planning
• Strategic management model • Environmental scanning • The five forces model • Competitive analysis • Fatal visions in strategic planning • The entrepreneurial edge
Global opportunities
• The international environment • Government support for entrepreneurs • Succession planning for entrepreneurs
Assessment Breakdown%
End of Module Assessment70.00%


Full Time

Assessment Type: Assignment % of total: 30
Assessment Date: n/a Outcome addressed: 1,2,3,4
Non-Marked: No
Assessment Description:
Sample Assessment:(1) Workshops where students analyse Business Case Studies aimed at assessing the strategic well-being of entrepreneurial firms (2)Group preparation and presentation of a Business Plan for a new business venture to potential investors. The students will present their proposals to a panel of experts who will act as prospective investors; the panel will grade the presentations and business plans based on their viability and the teams’ deliverance.
End of Module Assessment
Assessment Type: Terminal Exam % of total: 70
Assessment Date: End-of-Semester Outcome addressed: 1,2,3,4
Non-Marked: No
Assessment Description:
End-of-Semester Final Examination
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.

NCIRL reserves the right to alter the nature and timings of assessment


Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 2 Every Week 2.00
Lecture No Description 1 Every Week 1.00
Independent Learning No Description 7.5 Every Week 7.50
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 2 Every Week 2.00
Tutorial No Description 1 Every Week 1.00
Independent Learning No Description 7.5 Every Week 7.50
Total Weekly Contact Hours 3.00

Module Resources

Recommended Book Resources
  • Allen, K.. (2012), Launching New Ventures: An Entrepreneurial Approach, 6th. South-Western, Cengage Learning.
  • Kuratko, D.F.. (2014), An Introduction to Entrepreneurship, 9th. South-Western, Cengage Learning..
  • Petty, W.J.. (2012), Managing Small Business, An Entrepreneurial Emphasis, 16th. South-Western, Cengage Learning..
Supplementary Book Resources
  • Tiernan, S.; Morley, M. and Foley, E.. (2013), Modern Management, Theory and Practice for Students in Ireland, 4th. Gill and Macmillan.
  • Draft, R.. (2013), Management, 11th. South-Western, Cengage Learning..
  • Spinelli, S, Jr. McGowan, H.. (2013), Disrupt Together: How Teams Consistently Innovate, Pearson Education.
This module does not have any article/paper resources
This module does not have any other resources
Discussion Note: