Language of instruction : English |
Exam contract: not possible |
Sequentiality
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No sequentiality
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| Degree programme | | Study hours | Credits | P1 SBU | P1 SP | 2nd Chance Exam1 | Tolerance2 | Final grade3 | |
| Master of Management: Strategy and Innovation Management | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
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| Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit) | - EC
| The holder of the degree actively monitors developments in business science and business practice. (Self-direction and entrepreneurial spirit)
| - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication)
| - EC
| The holder of the degree shows autonomy in conducting a literature review. (Research skills)
| - EC
| The holder of the degree shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - EC
| The holder of the degree integrates the perspective of stakeholders when making decisions in an organizational context. (Stakeholder awareness) | - EC
| The holder of the degree is able to address complex management issues from a strategic and conceptual perspective by adapting and applying management paradigms in general, and in particular paradigms from their specialization. (Problem solving capacity) | - EC
| The holder of the degree is able to substantiate the strategic policy choices of an organization in an evidence-based way by applying management theories in general, and in particular theories from their specialization. (Problem solving abilities) |
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| EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
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Digital transformation involves a radical rethinking of how an organization uses technology in pursuit of new revenue streams or new business models. And it also requires cross-departmental collaboration in pairing business-focused philosophies with rapid application development models. This can include the creation of new digital business units or digital acquisitions. Sometimes the new business models can lead to ventures in adjacent markets or new industries. Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
We will examine in detail digital platforms model as one specific type of digital transformation that is disrupting several businesses nowadays. We will focus on networks as the underlying power of platforms, their architecture, how they disrupt and transform traditional industries, the way companies can monetize on platforms, the need for openness, and the governance and strategy to make a platform successful. All platforms have an ecosystem with the same basic structure, comprising four types of players. The owners of platforms control their intellectual property and governance. Providers serve as the platforms interface with users. Producers create their offerings, and consumers use those offerings.
Profitability in traditional businesses is determined by the five forces model developed by Michael porter. However, the five forces model doesnt factor in digital platforms. The five forces model regards external forces as something to combat by building barriers against them. In digital platforms external forces can add value to the platform business. Thus the power of suppliers and customers may be viewed as an asset on platforms. Therefore, understanding when external forces either add or extract value in an ecosystem is central to platform strategy.
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Period 1 Credits 6,00
Evaluation method | |
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Written evaluaton during teaching periode | 20 % |
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Oral evaluation during teaching period | 20 % |
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Other | Participation in the class room |
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Use of study material during evaluation | ✔ |
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Explanation (English) | The oral exam (60%) is an openbook exam. |
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Second examination period
Evaluation second examination opportunity different from first examination opprt | |
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Prerequisites |
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There are no prerequisites for this course. Students are however expected to have a good understanding of business and corporate strategy, business model analysis, and innovation management. |
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Compulsory textbooks (bookshop) |
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No compulsory textbooks for this course |
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Compulsory coursebooks (printed by bookshop) |
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No compulsory course books |
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Compulsory course material |
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The course outline will be summarized into a syllabus which will be available on Blackboard.
Cases and readings will also be available on Blackboard. |
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Recommended reading |
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- Platform revolution,Parker, Van Alstybe, Choudary,W.W. Norton @ Company,9780393249132
- Driving digital strategy,Sunil Gupta,Harvard Business School Publishing,9781633692688
- The digital transformation playbook,Rogers,Columbia University Press,9780231175449,Available as e-book: https://ebookcentral.proquest.com/lib/ubhasselt/detail.action?docID=4398619&pq-origsite=summon
- Leading digital,Westerman, Bonnet & McAfee,harvard Business Review Press,9781625272478
- Digital to the core,Raskino & Waller,Gartner,9781629560731,Available as e-book: https://www.taylorfrancis.com/books/mono/10.4324/9781315230412/digital-core-mark-raskino-graham-waller
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Recommended course material |
|
Cases, extra reading material (both articles and online readings) will be available on Blackboard
Extra Recommended literature:
•Adner R. (2012). The Wide Lens: A New Strategy for Innovation. London, UK: Penguin.
•Adner R. (2017). Ecosystem as structure: An actionable construct for strategy. Journal of Management, 43(1): 39–58.
•Furr, N., & Shipilov, A. (2018). Building the right ecosystem for innovation. MIT Sloan Management Review, 59(4), 59-64.
•Jacobides, M., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39, 2255-2276.
•Jacobides, M. (2019). In the ecosystem economy: What is your strategy?, Harvard Business Review, September-October.
•Kapoor, R. (2018). Ecosystems: Broadening the locus of value creation, Journal of Organization Design, 7(1), 1-16.
•Shipilov, A. & Gawer, A. (2020). Integrating Research on Inter-Organizational Networks and Ecosystems, Academy of Management Annals.
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| Exchange Programme Business Economics | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
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|
Digital transformation involves a radical rethinking of how an organization uses technology in pursuit of new revenue streams or new business models. And it also requires cross-departmental collaboration in pairing business-focused philosophies with rapid application development models. This can include the creation of new digital business units or digital acquisitions. Sometimes the new business models can lead to ventures in adjacent markets or new industries. Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
We will examine in detail digital platforms model as one specific type of digital transformation that is disrupting several businesses nowadays. We will focus on networks as the underlying power of platforms, their architecture, how they disrupt and transform traditional industries, the way companies can monetize on platforms, the need for openness, and the governance and strategy to make a platform successful. All platforms have an ecosystem with the same basic structure, comprising four types of players. The owners of platforms control their intellectual property and governance. Providers serve as the platforms interface with users. Producers create their offerings, and consumers use those offerings.
Profitability in traditional businesses is determined by the five forces model developed by Michael porter. However, the five forces model doesnt factor in digital platforms. The five forces model regards external forces as something to combat by building barriers against them. In digital platforms external forces can add value to the platform business. Thus the power of suppliers and customers may be viewed as an asset on platforms. Therefore, understanding when external forces either add or extract value in an ecosystem is central to platform strategy.
|
|
|
Period 1 Credits 6,00
Evaluation method | |
|
Written evaluaton during teaching periode | 20 % |
|
|
|
|
|
Oral evaluation during teaching period | 20 % |
|
|
Other | Participation in the class room |
|
|
|
|
|
|
Use of study material during evaluation | ✔ |
|
Explanation (English) | The oral exam (60%) is an openbook exam. |
|
|
|
Second examination period
Evaluation second examination opportunity different from first examination opprt | |
|
|
 
|
Prerequisites |
|
There are no prerequisites for this course. Students are however expected to have a good understanding of business and corporate strategy, business model analysis, and innovation management. |
|
 
|
Compulsory textbooks (bookshop) |
|
No compulsory textbooks for this course |
|
 
|
Compulsory coursebooks (printed by bookshop) |
|
No compulsory course books |
|
 
|
Compulsory course material |
|
The course outline will be summarized into a syllabus which will be available on Blackboard.
Cases and readings will also be available on Blackboard. |
|
 
|
Recommended reading |
|
- Platform revolution,Parker, Van Alstybe, Choudary,W.W. Norton @ Company,9780393249132
- Driving digital strategy,Sunil Gupta,Harvard Business School Publishing,9781633692688
- The digital transformation playbook,Rogers,Columbia University Press,9780231175449,Available as e-book: https://ebookcentral.proquest.com/lib/ubhasselt/detail.action?docID=4398619&pq-origsite=summon
- Leading digital,Westerman, Bonnet & McAfee,harvard Business Review Press,9781625272478
- Digital to the core,Raskino & Waller,Gartner,9781629560731,Available as e-book: https://www.taylorfrancis.com/books/mono/10.4324/9781315230412/digital-core-mark-raskino-graham-waller
|
|
 
|
Recommended course material |
|
Cases, extra reading material (both articles and online readings) will be available on Blackboard
Extra Recommended literature:
•Adner R. (2012). The Wide Lens: A New Strategy for Innovation. London, UK: Penguin.
•Adner R. (2017). Ecosystem as structure: An actionable construct for strategy. Journal of Management, 43(1): 39–58.
•Furr, N., & Shipilov, A. (2018). Building the right ecosystem for innovation. MIT Sloan Management Review, 59(4), 59-64.
•Jacobides, M., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39, 2255-2276.
•Jacobides, M. (2019). In the ecosystem economy: What is your strategy?, Harvard Business Review, September-October.
•Kapoor, R. (2018). Ecosystems: Broadening the locus of value creation, Journal of Organization Design, 7(1), 1-16.
•Shipilov, A. & Gawer, A. (2020). Integrating Research on Inter-Organizational Networks and Ecosystems, Academy of Management Annals.
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1 examination regulations art.1.3, section 4. |
2 examination regulations art.4.7, section 2. |
3 examination regulations art.2.2, section 3.
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Legend |
SBU : course load | SP : ECTS | N : Dutch | E : English |
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