Shawn M. Clark

Color portrait of Shawn M. Clark

Clinical Professor of Innovation and Entrepreneurship, Michael J. Farrell Endowed Professor for Entrepreneurship, Program Chair, Committee for Centers and Institutes, MBA CIENT Options Planning Team, Director of Farrell Center for Corporate Innovation and Entrepreneurship, Program Coordinator, Faculty Liaison - Smeal Board of Visitors Innovation Subcommittee

Department Management and Organization
Office Address 451C Business Building
Phone Number 814-865-4449
Email Address smc9@psu.edu

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Expertise

Business Architecture Modeling
Corporate Innovation and Entrepreneurship
Global Prescience
Strategic Alignment
TMT Sensemaking

Education

Ph D, Business Administration (Management and Organization), The Pennsylvania State University, 1999

Master of Organizational Behavior, Marriott Graduate School of Management, 1989

BS, Biological Sciences (English), Brigham Young University, 1986

Courses Taught

MBADM 531 – CORP INNOV & ENTR (3)
Understanding, exploring, and applying innovation-related concepts, principles, and practices to corporate environments involved with new venture creation and other contexts.

MGMT 453 – Creativity and Innov (3)
Analysis of the process of innovation in organzations and of how creativity and other variables influence the process. MGMT 453 Creativity and Innovation (3) Creativity and Innovation analyzes the process of innovation in modern business organizations and the variables that influence the process. The relationship between creativity and innovation is investigated and individual, organizational and environmental influences on both the creative and innovation processes are examined. Special attention is given to organizational architectures that are conducive to innovation. A major objective of the course is to help students develop the competencies necessary for managing innovative organizations.

MGMT 480 – BUS TRNSFRM CNSULT (3)
This course provides key issues, concepts, and methodologies associated with business transformation and management consulting. Students will explore the professional services industry, industry best practices, and a variety of client contexts where advisory services are needed. Additionally, students will learn common consulting methods and how to apply them in client organizations. A consulting-oriented solution development lifecycle is used as the organizing framework of the course. The primary phases of this framework include: client qualification/validation, problem identification, data gathering, requirements definition, project planning, solution design, solution development, solution implementation, and client relationship management. Students will learn to how to identify and define organization problems, highlight pain points, map work flows, explore business models, investigate strategic alignment, develop recommendations, present business cases, and prototype solutions. The course will also enable students to learn how to advise clients and present key points and recommendations in a direct, clear, and compelling manner. Course objectives are to provide students with consultative methods, skills, and tools essential to facilitating organizational change. The course is designed around real-world problems and projects involving organizational assessment, solution development, and implementation planning. In this course, each student will be assigned to a consulting team. Each consulting team will be assigned to work with a corporate client to address a real-world business problem. Students will learn how to work proactively with key stakeholders to identify and understand the choices, risks, and benefits of particular solution alternatives, prepare project proposals, develop a plan to support the needed changes, and assess the effectiveness of business transformation efforts. Depending on the project, the recommended solution may be prototyped or fully developed during the course.

ENTR 830 – ENTR PLAN & STRAT (3)
This course is designed to allow students to integrate, synthesize, and apply what they have learned in prior courses, and gain further insight into two major drivers of business success, innovation and entrepreneurship. As such, this course will serve as a culminating experience in innovation and entrepreneurship learning. The strategic implications of innovation are examined, including an emphasis on how to be critically aware of factors which may inhibit or facilitate innovation in an organization or team. Students will gain insight into how to write a business case to clearly and effectively outline the pros and cons of taking a specific course of action. Business case development will also rely on how to perform cost-benefit analysis. The course will also teach students the key issues, elements, and approaches associated with translating a sound business model into a compelling business plan (preferably for a new venture). The key elements of a formal business plan will be explored in-depth, including how to write an executive summary, product description, market assessment, team formation plan, pricing models, sales forecasting, financial planning, and implementation planning. The course will emphasize the context and issues associated with developing a formal business plan, developing and understanding business models, and using the planning process to formulate and execute implementation strategies. Various implementation approaches will be compared and contrasted. The course will also enable students to construct business models and plans that present key points in a direct, clear, and appealing way.

ENTR 500 – Innv and Entr (1)
Practical and theortical insights into analyzing a new business opportunity that you have created. ENTR 500 Innovation and Entrepreneurship (1-3)In this course, you will explore the individual, group, organizational, and inter-organizational levels of analysis. You will gain both practical and theoretical insights from the course as well as creativity, innovation, and entrepreneurship by focusing on the initial identification and quantification of an innovative opportunity and presentation to stakeholders.

ENTR 502 – NEW VENTURE CREATE (2)
ENTR 502 focuses on the process of launching a new venture, in a corporate setting or as a new startup, including identifying a problem or market opportunity, developing business models, forming a team, financing, analyzing markets, assessing the competitive environment, and planning to acquire leadership talent. A business model canvas framework is used as the primary tool for describing, analyzing, and designing business models. In essence, this course identifies and defines the key components necessary to develop a formal business plan. Concepts and techniques explore new venture creation business strategies, including different approaches for business model development. Students will gain insight into how to translate new ideas into viable projects and business ventures. Students will learn the importance of understanding markets, customer segments, and the competitive landscape, as well as how to obtain funding for new ventures. Lastly, the issue of how to acquire leadership and human resource talent to make a new venture viable over time is investigated.

MGMT 880 – BUS TRANS CONSULT (2)
This course provides an understanding of key issues, concepts, and methodologies associated with business transformation and management consulting. It introduces students to the professional services industry, industry best practices, and a variety of client contexts where advisory services are needed. Additionally, students will learn common consulting methods and how to apply them in client organizations. A consulting-oriented solution development lifecycle is used as the organizing framework of the course. The primary phases of this framework include: client qualification/validation, problem identification, data gathering, requirements definition, project planning, solution design, solution development, solution implementation, and client relationship management. Students will learn to how to identify and define organization problems, highlight pain points, map work flows, explore business models, investigate strategic alignment, develop recommendations, present business cases, and prototype solutions. The course will also enable students to learn how to advise clients and present key points and recommendations in a direct, clear, and compelling manner. The course objective is to provide students with consultative methods, skills, and tools essential to facilitating organizational change. It is designed around real-world problems and projects involving organizational assessment, solution development, and implementation planning. Students will be assigned to a consulting team. Each consulting team will be assigned to work with a corporate client to address a real-world business problem. Students will learn how to work proactively with key stakeholders to identify and understand the choices, risks, and benefits of particular solution alternatives, prepare project proposals, develop a plan to support the needed changes, and assess the effectiveness of business transformation efforts. Depending on the project, the recommended solution may be prototyped or fully developed during the course.

ENGR 425 – New Venture (3)
Via problem-based learning, teams define new business ventures to meet current market needs, develop business plans, and present to investors. ENGR 425ENGR (MGMT/IST/ENTR) 425 Introduction to Entrepreneurship (3) The goal of ENGR (MGMT/IST/ENTR) 425 is to better prepare undergraduate students to be business leaders in adaptive, globally-minded, technology-savvy companies. The course is structured so students develop skills that are of high value in any workplace: they develop improved leadership skills, higher self-efficacy, creativity and the ability to deal with ambiguity. On course completion, students will have a working knowledge of traditional and non-traditional ways for identifying a new product or business opportunity, quantifying the potential, understanding the key competitive factors, researching the audience and producing a convincing executive summary for internal or external financing and launch. Students who want to augment the skills and knowledge from their major with the ability to refine a new product/service process in an interdisciplinary team will find ENGR (MGMT/IST/ENTR) 425 a valuable course.This is a novel problem-based learning (PBL) course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active learning happens in this course because students develop ownership in their new business venture concept and are fully responsible for the genesis of the idea. The course leverages the on-line course management system (ANGEL) to define weekly learning objectives, support electronic delivery of assignments, robust video content with entrepreneurs is provided on CD-ROM or via ANGEL, providing additional insights into entrepreneurship. The technology or business segment focus of the class is easily adapted by using different case studies and course mentors.This will be one of two courses in the new two-course sequence for business students in entrepreneurship. This course will be accepted as a supporting course in the Engineering Entrepreneurship Minor (E-SHIP) and in the Engineering Leadership Development Minor (ELDM). ENGR (MGMT/IST/ENTR) 425 can be used as a technical elective in many of the engineering departments. It will be accepted as a Support of Option course for the Information Sciences and Technology (IST) major.This course will be offered each Fall and Spring semester with two sections each semester. Class enrollment per section will be set at 60 total.

IST 425 – New Venture (3)
Via problem-based learning, teams define new business ventures to meet current market needs, develop business plans, and present to investors. ENGR 425ENGR (MGMT/IST/ENTR) 425 Introduction to Entrepreneurship (3) The goal of ENGR (MGMT/IST/ENTR) 425 is to better prepare undergraduate students to be business leaders in adaptive, globally-minded, technology-savvy companies. The course is structured so students develop skills that are of high value in any workplace: they develop improved leadership skills, higher self-efficacy, creativity and the ability to deal with ambiguity. On course completion, students will have a working knowledge of traditional and non-traditional ways for identifying a new product or business opportunity, quantifying the potential, understanding the key competitive factors, researching the audience and producing a convincing executive summary for internal or external financing and launch. Students who want to augment the skills and knowledge from their major with the ability to refine a new product/service process in an interdisciplinary team will find ENGR (MGMT/IST/ENTR) 425 a valuable course.This is a novel problem-based learning (PBL) course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active learning happens in this course because students develop ownership in their new business venture concept and are fully responsible for the genesis of the idea. The course leverages the on-line course management system (ANGEL) to define weekly learning objectives, support electronic delivery of assignments, robust video content with entrepreneurs is provided on CD-ROM or via ANGEL, providing additional insights into entrepreneurship. The technology or business segment focus of the class is easily adapted by using different case studies and course mentors.This will be one of two courses in the new two-course sequence for business students in entrepreneurship. This course will be accepted as a supporting course in the Engineering Entrepreneurship Minor (E-SHIP) and in the Engineering Leadership Development Minor (ELDM). ENGR (MGMT/IST/ENTR) 425 can be used as a technical elective in many of the engineering departments. It will be accepted as a Support of Option course for the Information Sciences and Technology (IST) major.This course will be offered each Fall and Spring semester with two sections each semester. Class enrollment per section will be set at 60 total.

MGMT 425 – New Venture (3)
Via problem-based learning, teams define new business ventures to meet current market needs, develop business plans, and present to investors. ENGR 425ENGR (MGMT/IST/ENTR) 425 Introduction to Entrepreneurship (3) The goal of ENGR (MGMT/IST/ENTR) 425 is to better prepare undergraduate students to be business leaders in adaptive, globally-minded, technology-savvy companies. The course is structured so students develop skills that are of high value in any workplace: they develop improved leadership skills, higher self-efficacy, creativity and the ability to deal with ambiguity. On course completion, students will have a working knowledge of traditional and non-traditional ways for identifying a new product or business opportunity, quantifying the potential, understanding the key competitive factors, researching the audience and producing a convincing executive summary for internal or external financing and launch. Students who want to augment the skills and knowledge from their major with the ability to refine a new product/service process in an interdisciplinary team will find ENGR (MGMT/IST/ENTR) 425 a valuable course.This is a novel problem-based learning (PBL) course, where the learning is student-centered, with faculty acting primarily in the role of facilitators. Active learning happens in this course because students develop ownership in their new business venture concept and are fully responsible for the genesis of the idea. The course leverages the on-line course management system (ANGEL) to define weekly learning objectives, support electronic delivery of assignments, robust video content with entrepreneurs is provided on CD-ROM or via ANGEL, providing additional insights into entrepreneurship. The technology or business segment focus of the class is easily adapted by using different case studies and course mentors.This will be one of two courses in the new two-course sequence for business students in entrepreneurship. This course will be accepted as a supporting course in the Engineering Entrepreneurship Minor (E-SHIP) and in the Engineering Leadership Development Minor (ELDM). ENGR (MGMT/IST/ENTR) 425 can be used as a technical elective in many of the engineering departments. It will be accepted as a Support of Option course for the Information Sciences and Technology (IST) major.This course will be offered each Fall and Spring semester with two sections each semester. Class enrollment per section will be set at 60 total.

MGMT 397 – Special Topics (Variable)
Formal courses given infrequently to explore, in depth, a comparatively narrow subject which may be topical or of special interest.

BA 596 – Individual Studies (2)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.

ENTR 504 – Business Plan (2)
Create a concise and coherent business plan for a start-up or a new corporate initiative.

MGMT 597 – Special Topics (2)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.

EA 873 – Enterprise Modeling (3)
Theoretical foundations and practice of enterprise modeling.

IST 440W – Information Sciences and Technology Integration and Problem Solving (3)
Problem-based approach to technology integration by focusing on real-life problems faced by an organization.

EA 875 – Enterprise Architecture Leadership (3)
Develops additional capabilities for leading, communicating, andimplementing Enterprise Architecture.

IST 594 – Research Topics (Variable)
Supervised student activities on research projects identified on an indivdual or small group basis.

IST 302 – IT Project Management (3)
Exploration and application of the basic concepts, methodologies, and tools ofproject management in the field of information sciences and technology.

IST 424 – Architectural Modeling of Organizations (3)
Theoretical foundations and practice of enterprise modeling.

IST 496 – Independent Studies (Variable)
Creative projects, including research and design, that are supervised on an individual basis and that fall outside the scope of formal courses.

IST 444 – Advanced IT Professional Services (3)
Explores advanced IT professional services topics, and the unique application of consulting methods in various industry sectors.

IST 443 – IT Professional Services Theory and Practice (3)
Explores and applies the basic concepts, methodologies, tools, and techniques of consulting and professional service organizations in information sciences and technology.

MGMT 326 – Organizational Behavior and Design (3)
Concepts, theories, and methods of managing people and designing organizations.

MGMT 471 – Strategic Management (3)
Issues that influence the competitive performance of the firm are identified and examined.

IST 296 – Independent Studies (variable)
Creative projects, including research and design, that are supervised on an individual basis and that fall outside the scope of formal courses.

IST 110 – Information, People and Technology (4)
Introduction to information systems, including social implications, and the creation, organization, analysis, storage, retrieval, and communication of information.

Selected Publications

Clark S. M., "Business Process Portfolio Management: A Strategic Alignment Perspective." 2012
Clark S. M., Gioia D. A., Ketchen D., Thomas J. B., "Transitional Identity as a Facilitator of Organizational Identity Change during a Merger." vol. 55, 2010, pp. 397-438

Research Impact and Media Mentions

"Made-to-order education: Saxbys Coffee cafe looks to offer real-world business experience", Collegian, Newspaper
"Online Corporate Innovation and Entrepreneurship program tackles industry needs", Penn State News, Web
"Saxbys, Smeal Partner for Unique Learning Opportunity", Pennsylvania Ag Connection, Web
"Saxbys, Penn State Smeal partner for unique experiential learning opportunity", Penn State News, Web
"Penn State Launches Online Course in Innovation and Entrepreneurship", The Business Journal, Journal or Magazine
"A strange(r) way to start a business?", telegraphherald.com, Web
"Penn State Smeal Exposes Scientists to Business, Entrepreneurship Expertise", The Student Entrepreneurs, Web
"4 Essential Tips for Grads Starting a Business Despite Student Debt", NerdWallet.com, Web
"4 Tips for New Grads Starting a Business Despite Student Debt", Huffington Post, Web
"The Best Place to Start a Business Might Not Be Where You Think", nbcnews.com, Web
"Hello stranger! Let's start a business together", Manitowoc Herald, Web
"Hello stranger! Let's start a business together", PressReader - Houston Chronicle Sunday, Web
"Hello stranger! Let's start a business together", apnews.com, Web
"Hello stranger! Let's start a business together", billingsgazette.com, Web