Edited by Michael H. Morris and Eric Liguori
Chapter 10: New venture creation as a learning agenda: experiences, reflections and implications from running a venture creation programme
This chapter details the findings of a three year study tracking a single cohort on a venture creation degree programme. It examines programme design in relation to the philosophies and practices of experiential and action learning and considers the implications for programme management. Conceptual models are used to express programme design from different stakeholder perspectives, and the conclusion reflects upon how the interests of students, faculty and institution impact on the opportunities and risks of running venture creation degrees.
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