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2022/2023 KAN-CBUSV2038U Foundations of Digital Ventures (B)
| English Title | |
| Foundations of Digital Ventures (B) |
Course information |
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| Language | English |
| Course ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Full Degree Master |
| Duration | One Semester |
| Start time of the course | Autumn |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Max. participants | 75 |
| Study board |
BUS Study Board for BSc/MSc in Business Administration and
Information Systems, MSc
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| Teaching methods | |
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| Last updated on 01-02-2022 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||||
To achieve the grade 12, students are expected to
fulfil the following learning objectives with no or only minor
mistakes or omissions:
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| Prerequisites for registering for the exam (activities during the teaching period) | ||||||||||||||||||||||||
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Number of compulsory
activities which must be approved (see section 13 of the Programme
Regulations): 1
Compulsory home
assignments
There will be two mandatory activities. 1 of 2 mandatory activities has to be approved to qualify for the exam. Feedback will be provided on both mandatory activities. 1) Extended Abstract: The mandatory activity is an individual written assignment consisting of a 1-page extended abstract. Students are expected to motivate a research project by answering key questions that frame the final exam paper. 2) Draft Research proposal: The mandatory activity is an individual written assignment consisting of a max. 3-page draft research proposal. In the proposal the students should outline a topic chosen for the final exam paper, highlight the tentative literature they expect to cover, and articulate a concept, problem, or idea they propose studying. There will not be any extra attempts provided to the students before the ordinary exam. If a student cannot participate due to documented illness, or if a student does not have the activity approved in spite of making a real attempt, then the student will be given one extra attempt on the second (2) mandatory activity before the re-exam. |
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| Course content, structure and pedagogical approach | ||||||||||||||||||||||||
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Digital technology is rapidly becoming the foundation upon which new entrepreneurial organizations design products and services, relate to customers, and engage the competition. Such new ventures use the transformational potential of digital technology to create offerings that explore novel directions of creating, delivering, and capturing value.
Against this backdrop, this course surveys current academic work on digital ventures: The course addresses structure, process, and outcome of initiatives within and beyond traditional firm boundaries that rest on the substantial use of digital technologies. Such activity has attracted significant scholarly interest at the intersection of digital technology innovation, new product development, and management. This offers students the opportunity to learn about the unique attributes of digital technologies and how the fuel the emergence of new ventures. The lectures will cover areas such as digital-enabled entrepreneurship, intrapreneurship, designing and innovating new digital offerings, venture ideation, -creation, and -operation. Upon completion, students will have the intellectual tools necessary to understand the phenomenon of digital ventures. |
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| Description of the teaching methods | ||||||||||||||||||||||||
| The course comprises of online lecture elements
and interactive research workshops. Each online session will cover
selected works on a specific aspect of recent research on digital
ventures. Students are expected to cover the online material at
their own pace as well as actively participate in discussions and
in-class activity. Intermittent weeks will offer the opportunity to
engage in online learning activities with other students (described
below).
Online Lecture Elements: The online lecture elements will cover published work on central concepts, ideas, and debates for each week. Students will have access to videos as well as complementary sources to study material at their own pace. Blended learning activity: Students will have the opportunity to engage in blended learning through the following activities: First, students are expected to share drafts of their research proposals online so that others can comment (e.g., google docs). In addition, students can share and retrieve literature from a collaborative reading list as well as a literature repository that the class will create together. |
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| Feedback during the teaching period | ||||||||||||||||||||||||
| Continuous Assessment and Feedback:
The course offers the following feedback mechanisms: First, students will have the opportunity to read and present recent research papers in interactive seminars. Such presentations will form the basis for in-class discussions. Second, students will have time to interact with teaching staff throughout the course. Third, students will have the opportunity to give and receive peer feedback by sharing drafts of the research proposals. In addition, during the seminars, students will have the chance to work on their individual assignments and receive feedback from lecturers. |
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| Expected literature | ||||||||||||||||||||||||
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The literature can be changed before the semester starts. Students are advised to find the final literature on Canvas before buying any material.
Indicative Literature
Research Articles
Eiteneyer, N., Bendig, D., & Brettel, M. (2019). Social capital and the digital crowd: Involving backers to promote new product innovativeness. Research Policy, 48(8), 103744.
Huang, J., Henfridsson, O., Liu, M. J., & Newell, S. (2017). Growing on Steroids: Rapidly Scaling the User Base of Digital Ventures Through Digital Innovation. MIS Quarterly, 41(1), 301–314.
McDonald, R., & Gao, C. (2019). Pivoting Isn’t Enough? Managing Strategic Reorientation in New Ventures. Organization Science.
Marion, T. J., Friar, J. H., & Simpson, T. W. (2012). New product development practices and early-stage firms: Two in-depth case studies. Journal of Product Innovation Management, 29(4), 639–654.
Nambisan, S. (2017). Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship. Entrepreneurship Theory and Practice, 41(6), 1029-1055.
Nambisan, S. (2002). Complementary Product Integration by High-Technology New Ventures: The Role of Initial Technology Strategy. Management Science, 48(3), 382–398.
Kiss, A. N., & Barr, P. S. (2017). New Product Development Strategy Implementation Duration and New Venture Performance: A Contingency-Based Perspective. Journal of Management, 43(4), 1185–1210.
von Briel, F., Recker, J., & Davidsson, P. (2018). Not all digital venture ideas are created equal: Implications for venture creation processes. Journal of Strategic Information Systems, 27(4), 278–290 |
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