|
|
| Language |
English |
| Exam ECTS |
7.5 ECTS |
| Type |
Elective |
| Level |
Full Degree Master |
| Duration |
One Quarter |
| Course period |
Second Quarter, Third Quarter
Changes in course schedule may occur
Tuesday 12.35-16.05, week 5-11
Tuesday 12.25-17.00, week 12 |
| Time Table |
Please see course schedule at e-Campus |
| Max. participants |
60 |
| Study board |
Study Board for MSc in Economics and Business
Administration
|
| Course
coordinator |
- Jawwad Raja - Department of Operations Management
(OM)
|
| Main academic
disciplines |
- Innovation and entrepreneurship
- Management
- Organization
- Corporate and Business Strategy
|
|
Last updated on
23-10-2013
|
| Learning objectives |
By the end of this course you should
be able to:
- Understand the notion of business model as an integrating
concept.
- Demonstrate an understanding of the challenges and tensions
that are likely to be encountered and how these can be
overcome.
- Comparatively (across contexts) understand and identify the
conditions that influence the successful implementation of
strategies in support of new business models.
- Explain strategies for supporting organizational capability
development for new business models.
- Understand how the emerging concept of the business model can
inform operations management.
- Explain the human resource management policies and practices
for organisations and individuals that result from a shift to new
business models.
- Develop written work that relies upon theory and evidence,
offer a reasoned and critical argument in classes, participate in
group discussions and debates and employ both quantitative and
qualitative evidence in an argument.
|
| Examination |
|
New Business
Models in Production and Services:
|
| Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
| Individual or group exam |
Individual |
|
The exam form is ‘individual oral exam’ based on
a mini project (individual or group). The mini-project must be
submitted two weeks before the date of the exam. The teacher will
be the examiner and a second examiner (internal staff at CBS) will
be appointed as censor at the oral exam.
Mini-project requirements:
• Maximum 4 students per group |
| Size of written product |
Max. 5 pages |
|
Length: 10 pages (excluding cover page,
references and appendix), A4, 1.5 line spacing, 12 pt. Times New
Roman |
| Assignment type |
Synopsis |
| Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
December/January |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
|
Description of the exam
procedure
The exam form is ‘individual oral exam’
based on a mini project (individual or group). The mini-project
must be submitted two weeks before the date of the exam. The
teacher will be the examiner and a second examiner (internal staff
at CBS) will be appointed as censor at the oral exam.
Mini-project requirements:
- Maximum 4 students per group
- Length: 10 pages (excluding cover page, references and
appendix), A4, 1.5 line spacing, 12 pt. Times New
Roman
|
|
| Course content and
structure |
The course is concerned with the way
in which new business models are conceptualized and enacted, how
they affect operating routines, and changes in organizational
design that result from change. The course will address the
significant changes taking place across a range of sectors to
examine the supposed shift from operating on the basis of goods to
being service-led. Particular attention will be given to the
emerging concepts of integrated solutions, product-service systems
and servitization. The following areas will be covered in relation
to these concepts:
- Value creation
- network structure
- capabilities
- procuring complex performance
- organizational structure
- incentives
- human resource management
- modularity
|
| Teaching methods |
| The course will consist of lectures,
case discussions and workshops. Active preparation and
participation are expected from the students. |
| Expected literature |
Chesbrough, H. and Rosenbloom, R.
(2002), “The role of the business model in capturing value from
innovation: evidence from Xerox Corporation’s technology spin-off
companies”, Industrial and corporate Change, Vol. 11 No.
3, pp. 529-55.
Davies, A. (2004), “Moving base into high-value integrated
solutions: a value stream approach”, Industrial and Corporate
Change, Vol. 13 No. 5, pp. 727-56.
Oliva, R. and Kallenberg, R. (2003), “Managing the transition from
products to services”, International Journal of Service
Industry Management, Vol. 14 No. 2, pp. 160-72.
Wise, R. and Baumgartner, P. (1999), “Go downstream – the new
profit imperative in manufacturing”, Harvard Business
Review, Vol. 77 No. 5, pp. 133-41.
Zott, C. and Amit, R. (2008), “The fit between product market
strategy and business model: implications for firm performance”,
Strategic Management Journal, Vol. 29 No. 1. Pp.
1-26. |
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