Upon successful completion of this course, students will be able to:
1. Research
- Explain the importance for firms to innovate their business model and demonstrate dynamic capabilities and strategic forecasting methods for internationally-operating businesses from a resource-based view.
- Critically reflect on conceptual and empirical contributions to the aforementioned literature in the field;
- Analyse and explain why some firms struggle with business model innovation in practice whilst others seem better equipped in preparing for the future through dynamic capabilities.
2. Design
- Address business model innovation challenges through scenario analysis and develop approaches for transformation. scenario analyses for international businesses. .
- Apply design criteria for assessing developed approaches needed for responsible change of business models and routines through the use of dynamic capabilities and reasoned scenario choice.
3. Organize
- Take responsibility for effective group work through leadership and proper division of work to arrive at results.
- Propose concrete implementation advice for practitioners at senior level about how to transform business models from the present to the future.
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This course adopts a resource-based viewon business model innovation. It draws on the concepts of dynamic capabilities (a RBV construct) and strategic forecasting to understand how internationally-operating firms sustain their business, making it future proof. Through successive stages, students will learn how to assess the viability and coherence of a current business model and level of existing dynamic capabilities in comparison to the future scenarios faced by a firm operating in international markets. The latter requires a systematic adoption of responsible strategic forecasting tools that students will learn to use and draw useful insights and recommendations. The key concepts in this course are: RBV, dynamic capabilities, value creation from a service dominant logic, international entry strategies, strategic alignment and responsible forecasting strategies with a flavour of strategy as practice and routine dynamics theory. A favourable learning atmosphere is needed to acquire the learning goals. Therefore, this course strives to work with real life challenges and cases offered by internationally-operating firms. Students will work on the challenges/cases of a company and apply the concepts learned, explore solultions through critical assessment and peer discussions (with these firms) and finally come up with realistic recommendations for the firm(s).
The learning goals are to be achieved through following a combination of lectures, work sessions, teamwork in non-contact hours, engagement with practice and reading material.
Please Note:
For students from the Master Industrial Engineering and Management programme, you can participate in this course only if you follow the specialisation: Technology Venturing and Innovation Management. Please contact the course coordinator for enrolment.
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The final mark is based on a group assignment (40%) and a research paper (60%). A minimum mark of 5.5 is required for both assesments. The final mark on the course is awarded when the student has completed the two assessments
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