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Veranstaltungsbeschreibung

147230a Business Models

Zuletzt geändert:10.12.2023 / Wittenzellner
EDV-Nr:147230a
Studiengänge: Digital Design (Master, 3 Semester, Zulassung ab Wintersemester 2023/2024), Prüfungsleistung im Modul Business Models in Semester 2
Häufigkeit: S24
Dozent: Heiko Hammer
Sprache: Deutsch
Art: -
Umfang: 2 SWS
ECTS-Punkte: 5
Workload: 15 Termine zu je 2 SWS = 22,5 Zeitstunden
Vor- und Nachbereitung der Vorlesung:
15 Termine zu je 1,5 Zeitstunden = 22,5 Zeitstunden

Vorbereitung und Erbringung des Leistungsnachweises = 15 Zeitstunden

Gesamter Zeitaufwand (Workload) = 60 Zeitstunden
Prüfungsform:
Beschreibung:
    Die Master-Studierenden arbeiten eng mit Gründerteams (z.B. aus dem HdM-Generator) zusammen, um Einblicke in die Dynamik des Gründungsprozesses zu gewinnen. Das Designteam selbst profitiert davon, dass die Startups in Spe oder in Gründung bei der iterativen Definition von Elementen des Geschäftsmodells (Wertversprechen, Wertschöpfung, Wertsicherung) helfen.
      Die Master-Studierenden nutzen das Reallabor und können im Vergleich mit der Basisliteratur gleichzeitig das empirische Phänomen der "Business Models" im Vergleich zu den theoretischen Business-Model-Archetypen und deren Media Readyness Level empirisch untersuchen.
        Der Digital Design Masterkurs dient als Prototyp eines Realkonzepts für ein Business Model Design Lab. Dieses bietet auch Kooperationsmöglichkeiten für Intrapreneure in Unternehmen, d.h. transformationsorientierte Projekte mit dem Ziel der Geschäftsmodellinnovation (Fokus: Digitales Entrepreneurship, KI, transformative Nachhaltigkeit) und KMU-nahen Modellierungsoptionen SBSC, SBMC, SPB.
          Die DD3-Studierenden können Ihre Vorerfahrungen an Mock-ups, Designstudien oder funktionalem Prototyping in das Business-Model-Design nach dem IKIGAI-Prinzip oder der ValuePyramid von BAIN integrieren. Sie können ausprobieren, experimentieren, entdecken und entwickeln.
            Das Business Model Design Lab Konzept fördert somit die Vernetzung von gekorenen Freelancern und Gründungsinteressierten untereinander.
          English Title: 147230a Business Models
          English Abstract:
            Master's students work closely with start-up teams (e.g. from the HdM Generator) to gain insights into the dynamics of the start-up process. The design team itself benefits from the fact that the startups in spe or in foundation help with the iterative definition of elements of the business model (value proposition, value creation, value preservation).
              Master's students use the real-world laboratory and can at the same time empirically investigate the empirical phenomenon of "business models" in comparison with the theoretical business model archetypes and their media readiness levels in comparison with the basic literature.
                The Digital Design Masterclass serves as a prototype of a real-world concept for a Business Model Design Lab. This also offers cooperation opportunities for intrapreneurs in companies, i.e. transformation-oriented projects with the aim of business model innovation (focus: digital entrepreneurship, AI, transformative sustainability) and SME-related modeling options SBSC, SBMC, SPB.
                  DD3 students can integrate their previous experience of mock-ups, design studies or functional prototyping into the business model design according to the IKIGAI principle or BAIN's ValuePyramid.
                    They can research, try and experiment according to the lecturer´s 4D-Innovation-Process-Model "Discover, Design, Develop and Deliver."
                      The Business Model Design Lab concept thus promotes the networking of designated freelancers and those participants who are interested in founding a company with (each) other(s).
                    Literatur:
                      Aldrich, H. E., & Martinez, M. (2003). Entrepreneurship as social construction: a multi-level evolutionary approach. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of Entrepreneurship Research, Heidelberg, New York, NY, etc.: Springer, pp. 359-399.
                      Alvarez, Sharon A.; Barney, Jay B., and Young, Susan L. (2003): Debates in Entrepreneurship: Opportunity Formation and lmplications for the Field of Entrepreneurs hip. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of Entrepreneurship Research. New York etc.: Springer Science, pp. 23-45.
                      Blank, Steve (2013): Why the Lean Start-Up Changes Everything. Harvard Business Review, Vol. 93(5), 64-72.
                      Bruyat, C. & Julien, P.-A. (2004). Defining the Field of Research in Entrepreneurship. Journal of Business Venturing, Vol. 8(4), 587-598.
                      Eckhardt, Jonathan T. & Shane, Scott (2003): An Update to the lndividual-Opportunity Nexus. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of Entrepreneurship Research. New York etc.: Springer Science, pp. 47-76.
                      Gartner, William B. (1985): A Conceptual Framework for Describing the Phenomenon of New Venture Creation. Academy of Management Review, Vol. l 0(4), 696-706.
                      Gilbert, C. G. & Eyring, M. J., (2010): "Beating the Odds when you Launch a New Venture." Harvard Business Review, Vol. 88(5), 92-98.
                      Gruber, M. & Tal, S. (2017). Where to play. FT Publishing International.
                      Kirn, W. Chan, & Mauborgne, Renee (2009). How strategy shapes structure. Harvard Business Review, 87(9), pp. 72-80.
                      Knyphausen-Aufseß, Dodo zu/ Bickhoff, Nils/ Bieger, Thomas (2006): Understanding and Breaking the Rules of Business: Toward a Systematic Four-Step Process. Business Horizon, Vol. 49, 369-377.
                      Korsgaard, S., & Sassmannshausen, S. P. (201 7). Beyond Discovery. In: Research Handbook on Opportunity Formation. Edward Elgar Publishing, lncorporated.
                      McGee, J. E., Peterson, M., Mueller, S. L., & Sequeira, J. M. (2009). Entrepreneurial self-efficacy: refining the measure. Entrepreneurship Theory and Practice, 33(4), 965-988.
                      Nicolai, A. & Wallner, R. (2019): Heureka! Harvard Business Manager, März 2019, S. 2-8.
                      Porter, Michael E. (2008): The Five Competitive Forces that Shape Strategy. Harvard Business Review, Vol. 86(1), pp. 78-93.
                      Rauch, A., & Hulsink, W. (201 5). Putting entrepreneurship education where the intention to act lies: An investigation into the impact of entrepreneurship education on entrepreneurial behavior. Academy of Management Learning & Education, 14(2), 1 87-204.
                      Sarasvathy, S. D. (2001a). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243- 263.
                      Sarasvathy, Saras D. / Dew, Nicholas / Velamuri, S. R. / Venkataraman, S. (2003): Three Views of Entrepreneurial Opportunity. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of Entrepreneurship Research. New York etc.: Springer Science, pp. 141-160.
                      Shane, Scott & Venkataraman, S. (2000): The Promise of Entrepreneurship as a Field of Research. Academy of Management Review, Vol. 25, pp. 217-226.
                      Shaver, Kelly G. (2003): The Social Psychology of Entrepreneurial Behavior. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of Entrepreneurship Research. New York etc.: Springer Science, pp. 359-385.


                    Weitere Literatur finden Sie in der HdM-Bibliothek.