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Обычная версия сайта
2020/2021

Разработка цифрового продукта

Статус: Маго-лего
Когда читается: 4 модуль
Преподаватели: Белоусова Вероника Юрьевна, Мышалов Дмитрий Маркович, Назаренко Анастасия Андреевна
Язык: английский
Кредиты: 3

Course Syllabus

Abstract

In the modern knowledge economies, some service industries are very innovative and highly dependent on information and knowledge. These industries significantly contribute to the economic growth. They are usually classified as knowledge intensive business services (KIBS). The course introduces the concept of KIBS with a particular attention to innovation activities and digitalization of these industries. The course focuses on the basic approaches for assessing viable business models for digital products. During the course, the students will discuss how to organize and manage the digital product team and which skills and competences are crucial to make this team high-performing. The course also includes the review of approaches for analyzing the level of technology adoption as well as to the identification of technological and consumer trends. During the seminars, the student will apply the concept of design thinking to initiate digital products. build their own minimum viable projects and test relevant product hypothesis in diversified teams.
Learning Objectives

Learning Objectives

  • Students will have insights on trends in knowledge-intensive business services, consumer and technological trends related to digitalization.
  • Students will be competent in analyzing business models for digital companies.
  • Students will know how to assess the level of technology diffusion and design a digital product.
  • Students will be experienced in creating multicultural, multidisciplinary, cross-functional teams for providing project deliverables.
  • Students will know how to create and defend a minimum viable project in the digital era.
Expected Learning Outcomes

Expected Learning Outcomes

  • Classify industries into knowledge-intensive business services and recognize drivers for innovation and digitalization in industries
  • Explain the relationship among business model elements
  • Describe the tools and techniques used in team composition and management
  • Compare technology adoption theories and apply a relevant one to assess the level of technology acceptance by digital product consumers
  • Analyze consumer and technological trends for designing a digital product
  • Apply the concept of design thinking to building a minimum viable project in the digital era
Course Contents

Course Contents

  • Knowledge Intensive Business Services
     Knowledge intensive business services (KIBS): definition and typology;  KIBS roles in the economy and innovation systems;  Drivers for innovation in KIBS;  Value co-creation in KIBS;  Digitalization in KIBS.
  • Digital Product Team
    Team composition and critical roles;  Digital skills and competencies;  Team management.
  • Business Models
     Business model: definition & main elements;  Historical evolution of business model concept;  Checklist for constructing viable business model;  Business models in the digital era.
  • Technology adoption
    Technology adoption vs. user experience vs. usability;  Technology Acceptance Model (TAM) and its extensions;  Innovation diffusion theory;  Unified Theory of Acceptance and Use of Technology (UTAUT).
  • Product Design – Design Thinking
     Identifying consumer and technological trends and opportunities;  Different approaches to innovative product design and data driven product design;  Testing and prototyping digital products: story mapping, MVP;  Product lifecycle.
  • Project Ideas / Business Model Assessment
  • Minimal Viable Product (MVP)
  • Final Presentation of Project Business Model
Assessment Elements

Assessment Elements

  • non-blocking Team presentation on generating a project idea
  • non-blocking Team presentation on defending a MVP
  • non-blocking Team presentation on defending a project business model
  • non-blocking Team presentation on generating a project idea
  • non-blocking Team presentation on defending a MVP
  • non-blocking Team presentation on defending a project business model
Interim Assessment

Interim Assessment

  • Interim assessment (4 module)
    0.5 * Team presentation on defending a project business model + 0.25 * Team presentation on generating a project idea + 0.25 * Team presentation on defending a MVP
Bibliography

Bibliography

Recommended Core Bibliography

  • Christoph Zott, & Raphael Amit. (2006). Exploring the fit between business strategy and business model: Implications for firm performance. Working paper. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.FF466C
  • Davis, F. D. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13(3), 319–340. https://doi.org/10.2307/249008
  • Everett M. Rogers. (2010). Diffusion of Innovations, 4th Edition. [N.p.]: Free Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1976305
  • Handbook of antisocial behavior, Stoff D. M., 1997
  • 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
  • Richard Shearmur, & David Doloreux. (2019). KIBS as both innovators and knowledge intermediaries in the innovation process: Intermediation as a contingent role. Papers in Regional Science, (1), 191. https://doi.org/10.1111/pirs.12354
  • Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User Acceptance of Information Technology: Toward a Unified View. MIS Quarterly, 27(3), 425–478. https://doi.org/10.2307/30036540

Recommended Additional Bibliography

  • Anna Cabigiosu, & Diego Campagnolo. (2019). Innovation and growth in KIBS: the role of clients’ collaboration and service customisation. Industry and Innovation, (5), 592. https://doi.org/10.1080/13662716.2018.1483823
  • Brown, T. (2009). Change by design : how design thinking can transforms organizations and inspires innovation / Tim Brown with Barry Katz. New York: Harper Collins. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.308063775
  • da Costa Aleixo Monteiro Melhorado Baptista, G. (2017). Mobile banking and mobile payment acceptance. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.58F041D3
  • Kotarba Marcin. (2018). Digital Transformation of Business Models. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.BF63B999
  • LIEDTKA, J. (2018). Why Design Thinking Works. Harvard Business Review, 96(5), 72–79. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=131356794
  • Martin, R. L. (2009). Design of Business : Why Design Thinking Is the Next Competitive Advantage (Vol. First ebook edition). Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=674950
  • Tullis, T., & Albert, B. (2013). Measuring the User Experience : Collecting, Analyzing, and Presenting Usability Metrics. Amsterdam: Morgan Kaufmann. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=486121