Upon successful completion of this course, students will be able to:
- 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.
- 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.
- 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.
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.
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.
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