Эволюция структур и практик предпринимательства

Магистратура 2019/2020

Статус: Курс по выбору (Управление в сфере науки, технологий и инноваций)

Направление: 38.04.02. Менеджмент

Кто читает: Департамент образовательных программ

Где читается: Институт статистических исследований и экономики знаний

Когда читается: 1-й курс, 4 модуль

Формат изучения: без онлайн-курса

Преподаватели: Рябов Борис Александрович

Прогр. обучения: Управление в сфере науки, технологий и инноваций

Язык: английский

Кредиты: 3

Контактные часы: 32

Full Syllabus

Abstract

Business Model Innovation is a topic rarely taught at universities. Companies are often confronted with the challenge to adjust their business model to changing environments but lack a pro-found understanding what they should change and to which extend. The course thus provides insights to students how companies can change their business model, identify opportunities for business model innovation and how such innovation and changes should be implemented in the organization. The course is designed for master students and represents an upper level course. It discusses business model innovation as one of the most important forms of innovation and stresses the need for organizations to adjust to changing environments and to adapt their business models. The course length is 114 academic hours in total of which 32 hours are class room hours and 82 are devoted to self study.

Learning Objectives

main features of business innovation models
key factors for successfully designing and implementing business model innovation
the management of different local business models under the umbrella of multinational companies

Expected Learning Outcomes

Classify change resulting from business model innovation
Describe or evaluate risk inherent in business model implementing change

Course Contents

The meaning of business model innovation
Business models and Business model innovation (BMI) are relatively new notions for economists and management practitioners and they are still hotly debated. Nevertheless, the significance of BMI in modern corporate strategy and competition is broadly accepted. Putting BMI in the adequate conceptual context, understanding key factors driving its growing importance in the current business environment becomes very timely task from both theoretical and practical perspectives
Main areas of change in business model innovation
There could be a huge number of changes in the course of BMI process but it would be important to define the key directions of these changes that have already proved to be a success in the global and national context. Another significant issue relates to the scale of these changes and their potential influence on the specific industry structure and market organization. One of the key recent trends covers disruptive business model innovation leading to major industry transformations and establishment of new standard industry business modules.
The implementation challenges of BMI in large corporations: The role of culture for innovation
BMI poses challenges for established companies, once they are dealing with changing market conditions, qualitatively changing the environment for the companies. This unpacks changes in routines, behavioral patterns and most importantly corporate culture. Organizationally, integration and/or coexistence are most widely deployed strategies. BMI in new venture creation has a different angle of seeding the right culture from the onset of the company. The balance between growing a substantially rigid structure and keeping flexibility is a tricky one. BMI goes beyond the purely commercial focus, as the concept is suitable for social business and non-for-profit as well, including very loose networks.
Business models for markets – multinationals with diverging local business models
Market conditions differ horizontally between the national markets and/or segments, as well as vertically between the value chain segments and partners. Balancing between centralized and custom policies and guidance is a dynamic process, much dependent on industry and market specifics but as well processes layout and communication culture. The concept of corporation is a model as well and needs to be evaluated within the framework of BMI.

Assessment Elements

Final exam
Case study

Interim Assessment

Interim assessment (4 module)
0.3 * Case study + 0.7 * Final exam

Bibliography

Recommended Core Bibliography

Afuah, A. (2018). Business Model Innovation : Concepts, Analysis, and Cases. New York, NY: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1907925
Kaplan, S. (2012). The Business Model Innovation Factory : How to Stay Relevant When The World Is Changing. Hoboken, N.J.: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=443110
Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80(5), 86–92. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=6623782
Muehlhausen, J. (2013). Business Models For Dummies. Hoboken, N.J.: For Dummies. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=588015
Osterwalder, A., Clark, T., & Pigneur, Y. (2010). Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=335366
Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, (3), 199. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.bushor.v48y2005i3p199.207

Recommended Additional Bibliography

Creating and capturing sustainable value through business model and service innovation. (2018). Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B1E3C646

Course Syllabus