• Class Number 8475
  • Term Code 3060
  • Class Info
  • Unit Value 6 units
  • Topic MBA
  • Mode of Delivery In Person
    • Anton Pemmer
    • Anton Pemmer
  • Class Dates
  • Class Start Date 27/07/2020
  • Class End Date 30/10/2020
  • Census Date 31/08/2020
  • Last Date to Enrol 03/08/2020
SELT Survey Results

This course introduces participants to the conceptual foundations, behaviors and mindsets of entrepreneurship and innovation. The course provides the theoretical foundations and contexts within which innovations and new ventures contribute to economic activity and an introduction to the tools and frameworks used to identify new venture opportunities and potential innovations. It also provides an opportunity for participants to consider how entrepreneurship and innovation processes may impact their future careers. The course is delivered in the form of seminars supported by readings, cases, exercises and individual and team assignments.

Learning Outcomes

Upon successful completion, students will have the knowledge and skills to:

After completion of the course, students should be able to:

  1. Describe basic concepts underlying the domain of Entrepreneurship and Innovation
  2. Identify problems, challenges, needs, opportunities for the use of innovation in existing organisations and in new ventures
  3. Critique the tools and frameworks used in innovations and new ventures
  4. Evaluate ideas, relationships, resources and networks by engaging E&I 
  5. Integrate concepts and theories with real cases of E&I 
  6. Reflect on the personal significance of E&I in their future careers

Research-Led Teaching

The course provides students with a framework to investigate Entrepreneurship and Innovation that has been developed over many years by entrepreneurs, practitioners and academics.

Field Trips

There are no field trips in this course.

Additional Course Costs

There are no additional class costs expected in this course.

Examination Material or equipment

There are no examinations run by ANU Examinations in this course. There are in-class tests, further details of which are in the relevant assessment task description and will also be communicated to students by the course convenor in at least two weeks prior to due date.

Required Resources

There are no required resources expected in this course.

Will be made available on Wattle in Week 1 and each week as necessary.

Staff Feedback

Students will be given feedback in the following forms in this course:
  • Written comments
  • Verbal comments
  • Feedback to the whole class, to groups, to individuals, focus groups

Student Feedback

ANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.

Class Schedule

Week/Session Summary of Activities Assessment
1 MODULE 1: INNOVATION Seminar 1: Introduction In this seminar we introduce the course and review why and how Innovation and Entrepreneurship are important aspects of a competitive economy.
2 Seminar 2: History, types and sources of innovation In this seminar we review the history, drivers and types of innovation. We explore various aspects of novelty and then move on to understanding key aspects of innovation management. Weekly In-class Task
3 Seminar 3: Innovation agents, champions and ecosystems In this seminar we review factors influencing the rate of adoption of innovations and explore concepts around innovation agents, champions and the various innovation ecosystems. Weekly In-class Task
4 Seminar 4: Innovation management and reducing risk In this seminar we review the impact of risk, ambiguity, uncertainty and learn how some are better at predicting how innovation processes will play out. Weekly In-class Task
5 Seminar 5: Capturing value from inside and out In this seminar we review how organisations capture value from innovation. We look at how leaders of innovation read signals and are boundary spanning both inside and out. We expand on concepts like open innovation in our discussion. Weekly In-class Task
6 Seminar 6: A thriving innovative organisation - AND - In-class short answer test (reflecting on Module 1) This seminar rounds off the Innovation Module with a review of organisational learning, the ambidextrous organisation and how organisations build the capability for continuous innovation. IN-CLASS TEST: In the second half of this class, course participants take a short-answer test covering the content of Weeks 1-5. The test scores help you gauge your learning of the course content in Module 1. The Test compromises 20% of overall marks.
7 MODULE 2: ENTREPRENEURSHIP Seminar 7: Opportunities (new ventures, entrepreneurs and spin-offs) In this seminar we review how opportunities are identified, discovered or created, and what triggers the creation of new ventures. We further review concepts like Schumpeter Mark 1 and Mark 2. Weekly In-class Task
8 Seminar 8: Stakeholders, relationships, networks and resources In this seminar we review who the key players are in the creation of new ventures - both in-house and independent start-ups. We look at the roles of networks, relationships and knowledge-flow and how entrepreneurial ecosystems function. Weekly In-class Task
9 Seminar 9: Tools, processes, the Business Model Canvas In this seminar we review design-thinking and new venture concept development processes, including customer engagement, shared value and the Business Model Canvas as a holistic venture design tool. Weekly In-class Task The 2500 word assignment is due on Thursday at 3pm. It is worth 35% of total course assessment.
10 Seminar 10: Building and communicating the case In this seminar we review processes for assessing the feasibility of a new venture, for planning and negotiating access to resources, and different approaches to building the case for implementation of a new venture - either in-house or as an independent start-up. Weekly In-class Task
11 Seminar 11: Start-ups and early growth of the firm In this seminar we review how new ventures develop over time. We look at what drives the growth and development of new ventures and how their growth trajectories unfold over time.
12 Seminar 12: Future directions in Entrepreneurship and Innovation AND - In-class Final Exam This seminar rounds off the course with a review of Australia's present policies and the future of Entrepreneurship and Innovation. Course participants also reflect on how aspects of Entrepreneurship and Innovation may play out through their future careers. The final assessment task is due on Friday at 5pm and is worth 25% of total course assessment.

Tutorial Registration

Further details about the structure and teaching activities for this course will be available on the course Wattle site at the start of Week 1.

Assessment Summary

Assessment task Value Due Date Return of assessment Learning Outcomes
Weekly In-class Tasks (20%) 20 % * * 2,3,4,5
Short Answer In-class Test (20%) 20 % 31/08/2020 12/09/2020 2,3,4,5
Project Innovation Report (35%) 35 % 08/10/2020 22/10/2020 1,2,3,4,5
Case Analysis and Reflective Appraisal (25%) 25 % 30/10/2020 03/12/2020 1,2,5,6

* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details


ANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:

Assessment Requirements

The ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.

Moderation of Assessment

Marks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.


Students are expected to attend all classes and attempt all assessments.


There are no examinations run by ANU Examinations in this course. There are in-class tests, further details of which are in the relevant assessment task description and will also be communicated to students by the course convenor in at least two weeks prior to due date.

Assessment Task 1

Value: 20 %
Learning Outcomes: 2,3,4,5

Weekly In-class Tasks (20%)

As a participant in this course, you will be required to prepare pre-class reading responses and engage in in-class learning activities and exercises throughout the semester. The performance will be evaluated and feedback provided regularly. These readings will be read prior to the seminar and will help focus our thinking and discussions. Your final written reviews will be submitted after the respective seminar and relevant reading discussion. Reviews and reflections will cover topics from seminar 2, 3, 4 and 5 and seminar 7, 8, 9 and 10 (8 in total, worth 2.5% each). These on-going assessments include individually completed tasks which provide feedback on your learning.

Before each week’s seminar, course participants need to read the article/s for the week and prepare a preliminary response of up to 200 words. This word or pdf document should be loaded into the 'Weekly in-class task' submission on Turnitin before the class starts. Class and group discussions of the article will provide further evidence for input into your weekly edited final response submitted before end of class. This final response will be the one the lecturer reviews and marks. Late submissions will incur penalties.

Due: Preliminary response before each week's seminar for weeks 3-10 (8 total), with the edited final response submitted before end of class. If further changes to this timing is required due to change in circumstances, the convenor will consult with students about alternative submission times.

Feedback: within two weeks for each response

All students will receive feedback on this assessment by the end of week 6.

Assessment Task 2

Value: 20 %
Due Date: 31/08/2020
Return of Assessment: 12/09/2020
Learning Outcomes: 2,3,4,5

Short Answer In-class Test (20%)

This will be a short-answer test of sixty minutes duration conducted Online during class. It will be open book and will include all the material learnt in week 1 to 6. Answers will be submitted via Watttle.

Due: During the seminar time in week 6

Feedback: 12 Sept 2020

Assessment Task 3

Value: 35 %
Due Date: 08/10/2020
Return of Assessment: 22/10/2020
Learning Outcomes: 1,2,3,4,5

Project Innovation Report (35%)

In this course, participants are expected to apply the principles of Evidence-Based Management. For this assessment item, you will assess the impact of COVID-19 around an actual enterprise (preferably your own) and deliver a major project innovation report and brief to the Board and C Suite level executives.

The enterprise has identified you as a potential champion of innovation (COI) or innovation champion (IC). If you do not think you conform to such an innovation agent you can align yourself to a person who does (theoretically) and work on the project as a team (maximum 2 people). You will be using the 90-day innovation engine model as part of the process (details provided in class). The aim is to undertake a project innovation around an important job-to-be-done that you have identified. Notably, you will plan out the process and identify how you will get your project from inception to outcome. The project innovation needs to be relatively transformational (for the enterprise) and built around an idea that you believe will have a sizable impact on the organisation. This means identifying and framing your idea, testing and pivoting where necessary, and then selling and executing the project innovation up through the system. An important part of the project is how you will manage potential positive and negative agents and impacts. 

As part of the assignment, you need to write a report about the innovation, the process was undertaken and potential outcomes. Execution and an explanation of the implementation strategy are crucial. Packaging, selling and taking the idea forward needs proper explanation. Relevant theory and evidence should be incorporated to highlight and substantiate any claims.  

Late submissions will be penalised. If you are unable to submit on time you should apply for an extension in advance.

Due: Week 9, Thursday 3:00 pm via Turnitin

Feedback: within two weeks

Report brief will be 2,500 words and is in a style suitable for reporting to a CEO or Board. 

Assessment Task 4

Value: 25 %
Due Date: 30/10/2020
Return of Assessment: 03/12/2020
Learning Outcomes: 1,2,5,6

Case Analysis and Reflective Appraisal (25%)

The Case Analysis will cover content from module 1 and 2 of the Entrepreneurship and Innovation course. The case requires an analysis of theory and practice as it applies to a real-world challenge. A series of questions will be asked of the case to identify how students would now address this type of challenge.

The reflective appraisal relates directly to the Project Innovation Report from Assessment Task 3. As part of the reflection, it will be important to diarise various steps around the AIM-R Action Research Framework (discussed in Week 1). Analysing the evidence and rigour as well as lessons learnt, and then critiquing the quality of your report, will be important elements in this assessment.

Due: Week 12, Friday 5:00 pm via Turnitin

Feedback: after the release of results

Academic Integrity

Academic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.

Online Submission

The ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.

Hardcopy Submission

For some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.

Late Submission

Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.

All requests for extensions to assessment in RSM courses must be submitted to the RSM School Office with a completed application form and supporting documentation. The RSM Extension Application Form and further information on this process can be found at https://www.rsm.anu.edu.au/education/education-programs/notices-for-students/extension-application-procedure/

Referencing Requirements

Accepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.

Returning Assignments

All assignments will be marked and where appropriate feedback will be provided either: in class, or in person by appointment with the course lecturer, or via the course Wattle site.

Extensions and Penalties

Extensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.

Resubmission of Assignments

You are allowed to resubmit your assignments before the specific deadlines where specified for each assessment item.

Privacy Notice

The ANU has made a number of third party, online, databases available for students to use. Use of each online database is conditional on student end users first agreeing to the database licensor’s terms of service and/or privacy policy. Students should read these carefully. In some cases student end users will be required to register an account with the database licensor and submit personal information, including their: first name; last name; ANU email address; and other information. In cases where student end users are asked to submit ‘content’ to a database, such as an assignment or short answers, the database licensor may only use the student’s ‘content’ in accordance with the terms of service — including any (copyright) licence the student grants to the database licensor. Any personal information or content a student submits may be stored by the licensor, potentially offshore, and will be used to process the database service in accordance with the licensors terms of service and/or privacy policy. If any student chooses not to agree to the database licensor’s terms of service or privacy policy, the student will not be able to access and use the database. In these circumstances students should contact their lecturer to enquire about alternative arrangements that are available.

Distribution of grades policy

Academic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.

Support for students

The University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).
Anton Pemmer

Research Interests

Specialises in Business Development and innovation management (innovation champion level) with particular emphasis on changing outcomes for enterprise, clusters and regions. Techniques used include action research and/or learning to alter these complex adaptive systems. Anton has been instrumental in intervening in such systems to improve outcomes. Also has extensive expertise in international trade marketing/business with a unique understanding of markets like ASEAN and the global supply chain.

Anton Pemmer

By Appointment
By Appointment
Anton Pemmer

Research Interests

Anton Pemmer

By Appointment
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