Faculty
Jonas Hedman, associate professor

Course Coordinator
CAICT

Since, the course is given in English a good understanding of English is a prerequisite. In addition a basic understanding of organizational and managerial theories is essential.

1. Perspectives on business models (4 lectures): The course starts of by reviewing the emergence of the concept business models and how it has been used in academia and practice. Furthermore a generic business model is introduced that will be used to discuss and relate other business model proposals.

2. Business model analysis (4 lectures): The second part of the course focuses on analyzing different business situations, such as entire businesses, products and services, and resources, based on the business model concept. The will not only focus on private organizations, but also on governmental agencies and none-profit organizations.

3. Business model design (4 lectures): The final part of the course focuses on how the business model concept might be used as a tool to develop and change business.

The student shall after completion of the course have attained the following learning outcomes:

· Demonstrate knowledge and understanding of business models, its concepts and underlying theories.

· Demonstrate skills and capabilities in applying the business model concept in different contexts.

· Demonstrate insights in the limitations of the business models concept and being able to evaluate different business.

The business model concept has emerged over the past ten years and become a part of day to day business vocabulary. It is central for future business leaders to have knowledge and understanding, the skills and capabilities, and insights into new business concept. This means not just to apply, but also be able to reflect upon these new concepts that shape business society.

The examination comprises of a written mini project in English. The title of the mini project must be approved by the lecturer well before hand in. Each student writes a home assignment (= mini-project) of 12 pages according to specified scientific template. The details on the mini project are stated in the study material. If the mini-project is handed in by 2 or 3 (max.) students together, each contribution must be individualized so the grading can be individually. The mini project counts for 100% of the final mark and there is no oral presentation or defence.

Exam aids: The exam is a written home project. Primary and secondary readings and curriculum, presentations from the lectures, further scientific papers and text books, electronic sources, media etc. are to be applied.

(indicative, the full and final curriculum is listed in the study material):

Chesbrough, H., & Rosenbloom, R. S. (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, 11 (3), 529-555.

Hedman, J., & Kalling, T. (2002). IT and Business Models: Concepts and Theories Malmö: Liber Abstrakt.

Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80 (5), 86-92.

Malone, T. W., Weill, P., Lai, R. K., D'Urso, V. T., Herman, G., Apel, T. G., et al. (2006). Do some Business Models Perform Better than Others? Boston, MA: MIT Sloan School of management

Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 79 (3), 62-78.

Rappa, M. A. (2004). The Utility Business Model and the Future of Computing Services. IBM Systems Journal, 43 (1), 32-42.

Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The Power of the Business Models. Business Horizons, 48, 199-207.

Stabell, C. B., & Fjeldstad, Ø. D. (1998). Configuring Value for Competitive Advantage: On Chains, Shops, and Networks. Strategic Management Journal, 19 (5), 413-437.