Ecosystem & Business Model Innovation

Department
  • Master's program International Business & Management
Course unit code
  • IBaM-M-3-M_10-EBM-ILV-O
Number of ECTS credits allocated
  • 4.0
Name of lecturer(s)
  • FH-Prof. Dr. Som Oliver, FH-Prof. Dr. Schneider Sabrina
Mode of delivery
  • blended learning
Recommended optional program components
  • none
Recommended or required reading
  • Adner, R. (2006). Match your innovation strategy to your Innovation Ecosystem. Harvard Business Review, April, 98-107.
    Adner, R. (2013). The wide lens: What successful innovators see that others miss. Portfolio/Penguin.
    Adner, R., & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31, 306-333.
    Amit, R. & Zott, C. (2012). Creating value through business model innovation, MIT Sloan Management Review, 53(3), 41-49.
    Besharov, M.L. & Smith, W.K. (2014). Multiple institutional logics in organizations: Explaining their varied nature and implications. The Academy of Management Annals, 8(1), 397-441.
    Casadesus-Masanell, R., & Tarziján, J. (2012). When one business model isn't enough. Harvard Business Review, Jan-Feb 2012, 132-137.
    Foss & Saebi (2017). Fifteen Years of Research on Business Model Innovation. Journal of Management, 43(1), 200-227.
    Foss, N.J., & Saebi, T. (2018). Business models and business model innovation: Between wicked and paradigmatic problems. Long Range Planning, 51, 9-21.
    Frankenberger, K., Weiblen, T., Csik, M. & Gassmann, O. (2013). The 4I-framework of business model innovation: A structured view on process phases and challenges. International Journal of Product Development, 18, 249-273.
    Futterer, F., Schmidt, J. Heichenreich, S. (2018). Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behavior on business model innovation and venture performance. Long Range Planning, 51, 64-81.
    Laasch, O. (2018). Beyond the purely commercial business model: Organizational value logics and the heterogeneity of sustainability business models, Long Range Planning, 51(1), 158-183.
    Markides, C. & Charitou, C.D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3), 22-36.
    Martins, L.L., Rindova, V.P. & Greenbaum, B.E. (2015). Unlocking the hidden value of concepts: A cognitive approach to business model innovation, Strategic Entrepreneurship Journal, 9(1), 99-117.
    Schneider, S. (2017). How to approach business model innovation: the role of opportunities in times of (no) exogenous change. R&D Management, 49(4), 399-420.
    Snihur, Y. & Tarzijan, J. (2018). Managing complexity in a multi-business-model organization. Long Range Planning, 51, 50-63.
Assessment methods and criteria
  • Exam
Level of course unit
  • Master
Year of study
  • Fall 2025
Semester when the course unit is delivered
  • 3
Language of instruction
  • English
Learning outcomes of the course unit
  • The course “Ecosystem & Business Model Innovation” focuses on a focal firm’s business model as the unit of analysis for innovation. We discuss the particularities of business model innovation in contrast to product or process innovations and analyse the particularities of the business model innovation process. We thereby emphasize a variety of specific business model types (such as hybrid, multiple or platform business models). Furthermore, we introduce and apply a variety of opportunity development techniques for business model innovation (such as effectuation or cognitive approaches). We also look beyond the focal firm’s boundaries and discuss the interdependencies of a firm’s business model innovation activities and its innovation ecosystem. Furthermore, we explore how firms can leverage and expand their external network as a source of business model innovation ideas.
Course contents
  • • Business model as unit of analysis for innovation
    • Business model innovation process
    • Hybrid business models
    • Multiple business models
    • Platform business models
    • Effectuation
    • Cognitive approaches to business model innovation
    • Innovation ecosystems
    • Crowdsourcing
Planned learning activities and teaching methods
  • The course comprises an interactive mix of lectures, discussions and individual and group work.
Work placement(s)
  • none

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