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OIM3525 Enterprise 2.0: Building Social Networks to Improve Business Performance
4 Advanced Management Credits
Students who took this as MIS3525 cannot take this course
Enterprise 2.0 is the term to describe organizations that use social media technologies (e.g., Facebook, Twitter, YouTube), strategies, and business practices that enable emergent collaboration. Many organizations are now interested in capturing, distributing and applying the knowledge of their employees for business benefit. Also, companies need to keep track of knowledge outside of their corporate walls, for example, understanding market trends and being aware of what customers are saying about their products. Ultimately, the goal of Enterprise 2.0 is to break down traditional information silos and allow employees and managers to tap into the right people and expertise when they need it.
In this course we will discuss the current state of the Enterprise 2.0 movement. We will also explore how social collaboration tools (often referred to as social media and Web 2.0) are being used by organizations to leverage the "wisdom of the crowds." Organizations are increasingly using tools such as blogs, wikis, social tagging, and social networking tools to achieve emergent collaboration and to break down information silos. Knowledge workers are also using social technologies to build their personal brand and personal network.
Student projects will emphasize a "hands-on" approach to understanding the latest social technologies. We will use social network analysis (SNA) software, a methodology to analyze the structure of social networks, or the people-to-people connections in organizations. SNA is an increasingly popular application used by both management consultants and internal organizational practices (e.g., knowledge management, IS, HR, R&D) to understand information flows and "influencers" inside and outside a company. Another project will have students create a social media campaign for an organization, including providing metrics on how to evaluate the success of the campaign. We will also experiment with mobile applications, such as location-based services (e.g., Foursquare, SCVNGR) on smartphones.
Prerequisites: FME1000 & FME1001
OIM7515 Enterprise 2.0 Building Social Networks to Improve Business Performance
If you took and passed MBA7515, you cannot register for OIM7515, as these two courses are equivalent
Enterprise 2.0 is the term to describe organizations that use social platforms and technologies that enable emergent collaboration. Organizations must now capture, distribute and apply the knowledge of their employees for business benefit. Also, companies need to keep track of knowledge outside of their corporate walls, for example, understanding market trends and being aware of what customers are saying about their products. Ultimately, the goal of Enterprise 2.0 is to break down traditional information silos and allow employees and managers to tap into the right people and expertise when they need it.
In this course we will discuss the current state of the Enterprise 2.0 movement including how it pertains the current reality of hybrid work. The goal is to go "beyond the hype" and provide a science and methodology to measure the value of these social platforms, including Facebook, Twitter, Instagram, YouTube, the Metaverse, Microsoft Teams, and Slack. We will explore how social collaboration tools are being used by organizations to identify subject-matter experts, find unstructured knowledge when they need it and to leverage the "wisdom of the crowds" for experimentation and learning.
Student projects will emphasize a "hands-on" approach to understanding the latest social platforms. We will use organizational network analysis (ONA) software, a methodology to analyze the structure of social networks, or the people-to-people connections in organizations. ONA is an increasingly popular application used by both management consultants and internal organizational practices to understand information flows and "influencers" inside and outside a company. We will also explore personal network analysis (PNA) using EgoNet software and social listening platforms, such as NUVI, to understand customer influencers.
ECN6111 Entrepreneurial Economics
(MSEL Core Course)
This course applies economic theory to decisions faced by entrepreneurs such as pricing, investment, data usage, and ethics. A primary focus of this course will be on using data to improve strategic decision making. Students will be encouraged to think about the strategic implications of decisions and to use both theory and data to support, validate, and revise decisions as needed. Entrepreneurial leaders are challenged in the global marketplace to effectively communicate not only the results of analysis but the rationale for decisions. Through both individual and group work, students will conduct market analysis and present the results while also interacting with their peers to provide constructive practical critiques.
EPS3551 Entrepreneurial Families
(Formerly Family Entrepreneurship Amplifier)
4 General Elective CreditsIf you come from a family business or have an interest in starting a business with a family member or members, this course is designed for you. The course is like no other offered at Babson or elsewhere in the world. In this course, you will work directly with your family as part of the learning process. Together you will learn about how and why families are responsible for over 75% of global entrepreneurial activity and how your family can be more successful in its entrepreneurial efforts. You will learn about succession, ownership structures, family business strategy, family and business governance, conflict management and communication. You will strengthen your ability to work with your family, build your confidence and increase your family's understanding of the value you can bring to the business. You will also learn from your peers and their families establishing relationships that will endure long after you graduate. If you know that you want to lead the family business, this course will provide a foundation for your future. If you are uncertain about joining the family business, this course will help provide clarity for your decision. If you have no desire to join the family business and prefer creating your own venture or opportunity, this course will help you to leverage the knowledge and resources within your family in order to increase the likelihood of your success.
Prerequisites: FME or equivalent
EPS3553 Entrepreneurial Families Project
(Formerly Family Entrepreneurship Amplifier)
2 Free Elective Credits
This is a practice-oriented course that has two primary foci: 1) helping students from family businesses integrate their learning at Babson with specific needs of the family and to facilitate entrepreneurial activity, dialogue and relationship building between the student and their families as part of their experience at Babson. 2) creating hands on learning opportunities for these students that will better prepare them for their future with the family business including engaging with guest speakers, mentors, company visits etc.
EPS3552 Entrepreneurial Families Project
(Formerly Family Entrepreneurship Amplifier Class)
2 Free Elective Credits
This class is designed for seniors who have completed the sophomore/junior Family Entrepreneurship Amplifier course EPS 1215/1216 (focused on understanding your family) and Peer Forum (focused on understanding yourself through sharing with and learning from peers).
In this full year class, you will work directly with your family to launch a new entrepreneurial opportunity that creates economic and/or social value. Projects can include opportunities within your current family business or a new venture / social impact initiative. Students will meet as a class three times a semester. The majority of the work will be done outside of the classroom, working with your family, getting input from peers, and in monthly meetings with your faculty advisor. This action-oriented class is a culmination of your Amplifier experience, where you take what you have learned, and put it into practice to launch your entrepreneurship opportunity with your family.
EPS1217 runs in the fall and the companion part of the course, EPS1218 is in the spring semesters, 2 credits per semester, for a total of 4 credits.
Prerequisites: Junior or Senior status
EPS4510 Entrepreneurial Finance
4 General CreditsHow much money should I raise? Who should I raise it from and how? What do I do with the money once I have it? This course focuses on the various aspects of funding and managing entrepreneurial ventures through the various stages of business growth. The class will utilize videos, cases, simulation and experiential learning techniques to explain how to finance the entrepreneurial firm, investment analysis and decision making, and managing company finances through growth, crisis and harvesting. Frequent guests ranging from entrepreneurs, venture capitalists, banking and legal professionals will bring the entrepreneurial experience to life in this course which utilizes the "flipped classroom" methodology of teaching.
Prerequisites: (SME2001 and SME2002 and SME2011 and SME2012 and SME2021 and SME2031) or (ACC2002 and OIM2001 and MKT2000 and OIM2000 and FIN2000 and ECN2002)
MOB6600 Entrepreneurial Leadership
1.5 Credits (MSAEL Core)This course focuses on how to develop and deploy an entrepreneurial mindset as an organizational leader. It will examine key entrepreneurial leadership competencies, including how to mobilize and enlist others to get things done; how to develop emotional intelligence for leader effectiveness; how to cultivate positive work relationships; and, how to diagnose organizational dynamics and processes. There will be opportunity for practicing entrepreneurial leader behaviors including self-assessment and reflection, influencing and relationship building inside and outside the organization, organizational analysis, action planning, and peer coaching. Students will be exposed to a wide range of leaders and organizational contexts throughout the course and will be challenged to consider how to advance their own entrepreneurial leadership.
MBA7507 Leading Enterprise Change: Entrepreneurial Leadership and Innovation
This course will go deep into the principles of innovation - disruptive, product (Agile), process (Lean), customer experience (Design Thinking), and business model innovations. Participants will learn how key tools like Agile, Lean and Design Thinking become the corner stone of innovation projects and processes that help teams to become more effective and help executives to build an innovation culture. Today, even the most conservative of industries are being pushed to transform themselves towards digital excellence. We will see several examples of firms that have gone through this transformation. Strategy, Innovation, and Culture are inseparable and they are the three key weapons of every entrepreneurial leader confronting ever increasing VUCA (volatile, uncertain, complex, ambiguous) environments. This course provides the participants a set of strong principles and common language for leading their teams and their enterprises through uncharted terrains. When this course is offered exclusively for firms in the healthcare industry, the case studies and the assignments will be chosen appropriately.
EPS1220 Entrepreneurial Leadership Field Studies
4 Free Elective Credits
This course is designed specifically for Arthur M. Blank School of Entrepreneurial Leadership Scholars (AMBSEL Scholars) and for other Scholars (e.g., Weisman, Presidential, Posse, etc.) by instructor consent.
Entrepreneurial leadership theories and frameworks, considered to be distinct from other forms of leadership, are still at the nascent stage of development. Babson Professor Scott Taylor and his colleagues are currently developing an entrepreneurial leadership model that includes the following constructs: "leader internal clarity", "leader opportunity seeking behavior", "leader outward focus", "follower motivation effect", and "recognizing and exploiting entrepreneurial opportunities". Each of these constructs will be explored by students through discussions of assigned readings and qualitative research in the form of entrepreneur interviews and a case research project which includes a written case and teaching note. Students will develop qualitative research skills (e.g., interview techniques) through in class lectures and asynchronous videos that have already been produced by Professor Shay. The learning-focused activities and assignments, especially the field-based entrepreneur interview and case research project, are designed to enhance student (and the field's) understanding of the unique nature of entrepreneurial leadership and to develop the student's own entrepreneurial leadership skills. Student course deliverables (entrepreneur interview and case study) will provide insights to advance our understanding of entrepreneurial leadership as well as teaching materials for classroom use. The entrepreneur interviews and case studies will be submitted for inclusion in Babson's case resources and possibly for publication in peer-reviewed journals such as Case Research Journal.