The mission of this course, Developing Entrepreneurial Culture, is to cultivate an entrepreneurial mindset that enables individuals and organizations to continuously create value in uncertain, complex, and rapidly changing environments. Rather than focusing solely on new venture creation, this course emphasizes the cultural, behavioral, and cognitive foundations that support entrepreneurial action across diverse organizational contexts, including corporations, family businesses, public institutions, and social enterprises.

The course aims to help participants understand entrepreneurship as a collective and cultural phenomenon shaped by shared values, norms, leadership practices, and learning mechanisms. By exploring how entrepreneurial cultures emerge, evolve, and are sustained, students will develop the ability to foster environments that encourage opportunity recognition, experimentation, responsible risk-taking, and resilience.

Through case-based discussions, reflective exercises, and applied analysis, this course seeks to bridge theory and practice, enabling students to translate conceptual insights into concrete organizational actions. Ultimately, the mission of this course is to equip future leaders with the intellectual frameworks and practical tools necessary to intentionally design, nurture, and lead entrepreneurial cultures that contribute to sustainable growth and long-term societal impact.

In today’s business landscape, organizations face unprecedented levels of uncertainty driven by technological disruption, demographic shifts, geopolitical instability, and evolving societal expectations. Under such conditions, traditional managerial approaches that emphasize control, efficiency, and predictability are no longer sufficient. What distinguishes resilient and adaptive organizations is not only their strategies or resources, but the entrepreneurial culture that shapes how people think, decide, and act.

This course is important because it reframes entrepreneurship as a pervasive organizational capability rather than an individual trait or a one-time event. By focusing on entrepreneurial culture, the course highlights how values such as autonomy, learning from failure, collaboration, and long-term orientation influence innovation and strategic renewal. These cultural elements are particularly critical in established firms and family businesses, where structural inertia and path dependence often constrain change.

Moreover, the course provides students with a lens to understand entrepreneurship beyond startups, emphasizing its relevance to corporate innovation, intrapreneurship, social problem-solving, and public-sector reform. By developing an awareness of cultural drivers and barriers, students gain the ability to diagnose organizational challenges and design interventions that foster sustainable entrepreneurial behavior over time

Upon completion of this course, students are expected to achieve a deep conceptual and practical understanding of how entrepreneurial culture is formed, embedded, and leveraged within organizations. The primary goal is to enable students to move beyond viewing entrepreneurship as an individual activity and instead recognize it as a systemic and organizational phenomenon influenced by leadership, governance, incentives, and shared beliefs.

Students will aim to acquire the ability to critically analyze organizational cultures and identify elements that either support or hinder entrepreneurial behavior. This includes understanding how historical context, organizational identity, and stakeholder relationships shape cultural patterns. Another important achievement goal is to develop the capacity to compare different cultural configurations across organizational types, such as startups, family firms, multinational corporations, and social enterprises.
The course also seeks to strengthen students’ strategic thinking by encouraging them to design actionable initiatives that promote entrepreneurial learning and innovation within real organizational constraints. Ultimately, students should be able to articulate a coherent vision of entrepreneurial culture and demonstrate the competence to apply this vision in leadership, consulting, or managerial roles

*本学の教育ミッションを具現化する形で設定されています。

By the end of this course, students will be able to explain key theoretical perspectives related to entrepreneurial culture, including cultural cognition, organizational learning, and innovation-driven behavior. They will be capable of distinguishing entrepreneurial culture from related concepts such as organizational climate, corporate entrepreneurship, and innovation strategy, and clearly articulate the unique contribution of cultural factors.

Students will be able to analyze real-world cases to identify cultural mechanisms that influence opportunity recognition, risk perception, and decision-making under uncertainty. They will demonstrate the ability to assess how leadership styles, governance structures, and incentive systems interact with culture to shape entrepreneurial outcomes.
In addition, students will be able to propose practical interventions aimed at developing or transforming entrepreneurial culture within organizations. These proposals will be grounded in theory while remaining sensitive to contextual constraints. Finally, students will develop reflective skills that allow them to evaluate their own entrepreneurial mindset and understand their role in contributing to an entrepreneurial culture as future leaders and professionals.

教育手法 Teaching Method		% of Course Time
インプット型 Traditional		30 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	70 %
	フィールドメソッド Field Method	0 %
合計 Total		100 %

This course is conducted entirely using the case method, and students are required to actively engage in case preparation and discussion. Two cases are assigned per day, and for each case, students must submit a written case assignment report of at least 400 words. Each case assignment report is assessed at 5 points, for a total of 20 points.
The remaining 80 points are awarded based on class contribution, which includes the quality of case analysis, active participation in discussions, and constructive engagement with peers. Emphasis is placed on analytical depth, clarity of argument, and the ability to connect case insights to entrepreneurial culture concepts.

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。

講師用内規準拠 Method of Assessment	Weights
コールドコール Cold Call	0 %
授業内での挙手発言 Class Contribution	80 %
クラス貢献度合計 Class Contribution Total	80 %
予習レポート Preparation Report	20 %
小テスト Quizzes / Tests	0 %
シミュレーション成績 Simulation	0 %
ケース試験 Case Exam	0 %
最終レポート Final Report	0 %
期末試験 Final Exam	0 %
参加者による相互評価 Peer Assessment	0 %
合計 Total	100 %

評価の留意事項　Notes on Evaluation Criteria

• 配布資料

McGrath, R. G., & MacMillan, I. (2000). The Entrepreneurial Mindset. Harvard Business School Press.
Corporate Entrepreneurship and Innovation
Morris, M. H., Kuratko, D. F., & Covin, J. G. (2008). Corporate Entrepreneurship and Innovation. Cengage Learning.
Entrepreneurship
Hisrich, R. D., Peters, M. P., & Shepherd, D. A. (2017). Entrepreneurship (10th ed.). McGraw-Hill Education.
The Lean Startup
Ries, E. (2011). The Lean Startup. Crown Business.
Organizational Culture and Leadership
Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
Strategic Entrepreneurship
Hitt, M. A., Ireland, R. D., Sirmon, D. G., & Trahms, C. A. (2011). Strategic Entrepreneurship. Strategic Management Journal, 32(1), 57–78.

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（実務経験 Work experience）

Refereed Articles

• (2025) Assurance of learning under accreditation pressures: institutional struggles and lessons from AACSB. Quality Assurance in Education 1(17): 0968/4883
• (2025) Balancing research and education in the context of AACSB accreditation acquisition and maintenance. Journal of Applied Research in Higher Education 17(7): 2050-7003
• (2025) Transition of dynastic control: An empirical analysis of Japanese listed firms. Business Succession 14(1):
• (2024) Impact of AACSB Accreditation on Education Quality: Perception of Faculty in an Accredited School in Japan. International Journal of Educational Management
• (2016) Source of Economic Growth in Ethiopia: An Application of Vector Error Correction Model. Australian Academy of Business and Economics Review (AABER) 2(4):

Refereed Proceedings

• (2025). Consumer Animosity and Boycott Dynamics in Emerging Market: Evidence from Egypt and Implications for Global Business Strategies. IBIMA Conference Proceedings .44th IBIMA Conference in Glanada. 1. 2. Glanada, Spain