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2020/2021  BA-BHAAI1084U  Business Model Management in the Digital Age

English Title
Business Model Management in the Digital Age

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 120
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Sven Bislev - Department of Management, Society and Communication (MSC)
For academic questions related to the course, please contact instructor Sung-Eui Cho, Professor, College of Business, Gyeongsang National University, S. Korea at dcrsmk10@gnu.ac.kr.
Other academic questions: contact Sven Bislev at sb.msc@cbs.dk
Main academic disciplines
  • Entrepreneurship
  • Management
Teaching methods
  • Online teaching
Last updated on 21/01/2021

Relevant links

Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Understand the roles of entrepreneurship and business model in economic history, evolution, and economic paradigm shift.
  • Understand business model characteristics in the digital and intelligent economy.
  • Has the wisdom and skills to recognize rising business opportunities and generate new business ideas.
  • Use and apply the business model concept, components, and design templates to realize business ideas, including design, planning, and launching.
  • Analyze and explain the business model characteristics of case companies.
  • Has the capabilities to utilize business model, strategy, and operations together and manage portfolios for old, present, and future business models in the management process.
  • Understand the ways to write a business plan based on a designed business model.
Course prerequisites
Familiarity with basic managerial economics and organization/management
Examination
Business Model Management in the Digital Age:
Exam ECTS 7.5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: Home Assignment: 22 June-30 July 2021. Please note that exam will start on the first teaching day and will run in parallel with the course.
Retake exam: Home Assignment: 72-hour home assignment: 27-30 September 2021 – for all ISUP courses simultaneously
3rd attempt (2nd retake) exam: 72-hour home assignment: 23–26 November 2020 – for all ISUP courses simultaneously
Exam schedules available on https:/​/​www.cbs.dk/​uddannelse/​international-summer-university-programme-isup/​courses-and-exams
Make-up exam/re-exam
Same examination form as the ordinary exam
Retake exam: 72-hour home project assignment, max. 10 pages, NEW EXAM QUESTION. Exam form for 3rd attempt (2nd retake): 72-hour home project assignment, max. 10 pages, NEW EXAM QUESTION.
Course content, structure and pedagogical approach

Course content:

This course aims to provide university students with an understanding of business
model management in the digital and intelligent economy with the concepts of
economic paradigm, ecosystem, frame, business model, based on an understanding
of economic history and industry structure change.

 

This course includes three major parts. The first part introduces the entrepreneurship
and business model roles in the economic paradigm shift, industry structure change,
and business innovation from the economic history perspective. This part includes
from chapter 1 to chapter 3 below.

 

The second part deals with the business model issues, including idea generation,
recognizing opportunities, concept, components, design, evaluation, experimentation,
and case analyses. Emerging business models in the digital and intelligent economy
are also dealt with in this part, including platform, sharing, personalization, new media, and social sector models. This part mainly focuses on motivating creative approaches in developing business models to respond to the economic transforming age. Five chapters from chapter 4 to chapter 8 below are included in this part.

 

The third part deals with business model implementation and managing growth,
including the relationship between business model and strategy, business plan
writing, and entrepreneurs and entrepreneurship characteristics. Three chapters from
chapter 9 to chapter 11 belong to this part.

 

Course structure:
Preliminary assignment: Before the first class, read the articles in the reading list by Govindarajan and Trimble (2011), and Teece (2018), consider the business model roles in the modern economy, your own preference for certain business models, and prepare to discuss the subject in the first class.

 

Class 1: Economic history and evolution
Class 2: Digital and intelligent economy
Class 3: Business model in the digital age
Class 4: Idea generation
Class 5: Concepts and components
Class 6: Design, experimentation, evaluation

 

Feedback activity: Student project research questions/problem
formulations will be reviewed and approved by instructor.

 

Class 7: Exploring cases: Platform, sharing, personalization, new
media, etc.
Class 8: New opportunities in the social sector
Class 9: Business model and strategy
Class 10: Business plan writing
Class 11: Entrepreneurs and entrepreneurship

Description of the teaching methods
This year all courses are taught digitally over the Internet. Instructors will apply direct/live teaching through a link (like Skype, Team, Zoom). In some courses, pre-recorded material will also be used.
Feedback during the teaching period
Feedback activity: Feedback includes comments and discussions on home assignment progresses. Students can choose topics for their assignments on a team or individual basis and confirm them with the instructor’s approval. In the feedback, comments on the composition of the table of contents, direction of further development, and study methodologies are given. Additional information will be noticed on Canvas.
Student workload
Preliminary assignment 20 hours
Classroom attendance 33 hours
Preparation 126 hours
Feedback activity 7 hours
Examination 20 hours
Further Information

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

 

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

 

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams in March 2021.

 

Expected literature

Mandatory readings:

Govindarajan, V. and Trimble, C.(2011), The CEO s role in business model reinvention, Harvard Business Review, Jan.-Feb., pp. 1-8.

 

Teece, D. (2018), Business models and dynamic capabilities, Long Range Planning, 51, pp. 40-49.

 

Brown, T. (2008), Design thinking, Harvard Business Review, Jun., pp. 85-92.

 

Bojovic, N., Genet, C., Sabatier, V. (2018), Learning, signaling, and convincing: The role of experimentation in the business modeling process, Long Range Planning, 51(1), pp. 141-157.

 

Van Alstyne., R. L., Parker, G. G., and Choudary, S. P. (2016), Pipelines, platforms, and the new rules of strategy, Harvard Business Review, Apr., pp.54-62.

 

Morris, M., Schindehutte, M., and Allen, J.(2005), The entrepreneur s business model: toward a unified perspective, Journal of Business Research, 58, pp. 726-735.

 

Reeves et al. (2016), The biology of corporate survival, Harvard Business Review, Jan.-Feb., pp. 47-55.

 

Additional relevant readings:

Kelly, T. and Kelly, D. (2012), Reclaim your creative confidence, Harvard Business Review, Dec., pp. 115-118.

 

Jeffrey, H. D., Gregersen, H. B., and Christensen, C. M. (2009), The innovator s DNA, Harvard Business Review, Dec., pp. 61-67.

 

DaSilva, M. and Trkman, P. (2014), Business model: What it is and what it is not, Long Range Planning, 47, pp. 379-389.

 

Thomke, S. and Manzi, J. (2014), The discipline of business experimentation, Harvard Business Review, Dec., pp. 70-79.

 

Teece, D. J. (2010), Business models, business strategy and innovation, Long Range Planning, 43(2-3), pp. 172-194.

 

Eyring, M. J., Johnson, M. W., and Nair, H.(2011), New business models in emerging markets, Harvard Business Review, Jan.-Feb., pp. 89-95.

 

Chan et al.(2016), Western firms' successful and unsuccessful business models in China, Journal of Business Research, 69, pp. 4150-4160.

 

Devang et al. (2017), The next wave of business models in Asia, Sloan Management Review, 58(2), pp. 34-39.

 

Blank, S., (2013), Why the lean start-up changes everything, Harvard Business Review, May, pp. 65-72.

 

 
Last updated on 21/01/2021