Updated A.Y. 2021-2022
BUSINESS MODELS INNOVATION (BMI) in English
A.A. 2021-22 online course
Prof. Andrea APPOLLONI – andrea.appolloni@uniroma2.it
Office hours: to be arranged by email
Office location: Dep. of Management and Law
Building B – Room 65 – First Floor Tel. +39.06 7259 5826
TEACHING STAFF:
Prof. Daniele Binci email. daniele.binci@uniroma2.it
Dr. Wenjuan Cheng email: ada.wenjuancheng@gmail.com
Dr. Giorgia Masili email: giorgia.masili@uniroma2.it
Dr. Valentina Niutta email: niutta.valentina@gmail.com
ABOUT THIS COURSE
Innovation goes beyond technology, products and processes. The new competitive landscape requires another, more holistic and strategic perspective, based on the concept of business models. Sustainable business model is important in driving and implementing corporate innovation for sustainability. It can help embed sustainability into business strategy and processes, and serve as a key driver of competitive advantage. This course gives you access to the new BMI approach, a pioneering framework that will help you invent or reinvent business models. This course is designed to introduce students to the subject of Innovation and sustainability from operations management perspective.
KNOWLEDGE AND UNDERSTANDING
Develop a basic understanding of Business Models Innovation through the lens of sustainability and Operations Management. Develop a sound knowledge on the key drivers of sustainable innovation processes and models with respect to operations and supply chain management, their inter-relationships with the overall strategy.
TEACHING METHODS
A combination of traditional lectures, discussions, case studies, testimonial companies, and role-play exercises. The course will be online, we will inform the students about the link on Zoom.
There is no prescribed textbook for this course. However, the following book is recommended to support the material presented during lectures. The oral test will be based on all online materials (Ppts, Report, Case, and more) including the presentation from companies.
AS ADDITIONAL REQUIRED COURSE READINGS:
The students can receive and discuss more articles/cases during the course.
The course will be built on academic classes based on slides, articles, plus case studies.
ATTENDANCE
Important: Because of the concentrated nature of the MScBA program, attendance in class is very important, in particular during the testimonials from the companies ( IBM, Amazon, KPMG, FAO, WFP, Loro Piana, Consip, and others). Indeed, a significant part of the learning from the course is derived from the testimonial companies and their experience, in that case, it is important to join especially the meetings whit the companies.
The students who will be attending not less than 75% of the classes will be eligible to be considered as regularly attending the classes, (considering the standard program and the opportunity to take the pre-exam). Conversely, the students who cannot regularly follow the course must include in the standard program more materials suggested by the teacher, and they cannot take the pre-exam in this case.
EXAM
The oral test only and online. The oral test is made of 2 or 3 specific questions on the different parts of the course including the testimonial companies.
THE MAIN CONCEPTS IN SUMMARY.
Module 1:
Sustainability driven business model innovation - Sustainability and Business Model Innovation
Main Contents:
Business Model Innovation for Sustainability: definitions and understanding
The driving forces of social-, economic-, and environmental-related change
Sustainable Development Goals（SDGs）and corporate strategy
Sustainable business thinking and value creation
The difference between business model innovation driven by sustainable development and traditional business model innovation
How dose sustainability drive business model innovation
Main Contents:
Linking business models to sustainable innovation
Sustainable entrepreneurship startup
Digital technology innovation derives sustainable business model innovation
Endogenous Sustainability Business Model Innovation driven by Organizational Paradigm Innovation
The design-implementation gap in sustainable business model innovation
Drivers and barriers to sustainable innovation in Corporates (Especially SEMs): Internal factors (enterprise capability, strategy, organizational development, etc.)/external factors (institutional impacts, industrial characteristics and environment, etc.)
Sustainable business model
Main Contents:
Sustainable business model adoption
Circular Business Model
Low carbon Strategy
Social business model / Corporate social responsibility
Tools support the sustainable business model innovation process
Module 2:
Business Model Innovation Course (Module: Open Innovation as a Driver for BMI)
Open innovation as a framework for Business Model Innovation
Main Contents:
Open innovation: a paradigm for business model innovation (BMI)
The Open Innovation business model vs traditional business model
How Open Innovation can support BMI
Open Innovation Business Models: Use case (1)
Open innovation technological drivers for Business model Innovation
Main Contents:
Main open innovation blocks: platform and processes
The platform for open innovation business model
The processes: inbound and outbound processes
Open Innovation Business Models: Use case (2)
Open innovation soft drivers for Business model Innovation
Main Contents:
Main open innovation blocks: people and culture
People: crowdsourcing business model
Culture: NIHs and other setbacks for open-innovation oriented BMI
Open Innovation Business Models: Use case (3)
Module 3:
Digital Technologies Driven Business Model Innovation
Emerging technologies and disruption: an overview
Main Contents:
Technologies as enabler of Digital Transformation
Incumbent vs digital native
BMI influencing factors: a focus on digital technologies
Main Contents:
Technologies inspiring new business models
Challenges and success factor related to digital technologies’ implementation
The value of digital platform
Main Contents:
Platform Business Model vs Pipelines: distinctive features
The impact of digital technologies on platforms
Please send an email to me in case you have a problem and more questions.
Enjoy the course
Andrea Appolloni
General recommended reading list (optional):
França, C. L., Broman, G., Robert, K. H., Basile, G., & Trygg, L. (2017). An approach to business model innovation and design for strategic sustainable development. Journal of Cleaner Production, 140, 155-166.
Geissdoerfer, M., Morioka, S. N., de Carvalho, M. M., & Evans, S. (2018). Business models and supply chains for the circular economy. Journal of cleaner production, 190, 712-721.
Guldmann, E., & Huulgaard, R. D. (2020). Barriers to circular business model innovation: A multiple-case study. Journal of Cleaner Production, 243, 118160.
Knackstedt, R., Bräuer, S., & Schoormann, T. (2019). Tool Support for Designing Innovative Sustainable Business Models. In The art of structuring (pp. 87-100). Springer, Cham.
Accenture Technology Vision (2019), The Post-Digital Era is Upon Us ARE YOU READY FOR WHAT’S NEXT?
Accenture (2018), DIGITAL PLATFORMS will define the winners and losers in the new economy (Survey)
BMI Lab (2021), How to explore the full potential of digital transformation through innovative business models https://bmilab.com/blog/2021/3/30/how-to-explore-the-full-potential-of-digital-transformation-through-innovative-business-models
Bouncken, Ricarda B., Sascha Kraus, and Norat Roig-Tierno. "Knowledge-and innovation-based business models for future growth: Digitalized business models and portfolio considerations." Review of Managerial Science 15.1 (2021): 1-14.
Coskun-Setirek, Abide, and Zuhal Tanrikulu. "Digital innovations-driven business model regeneration: A process model." Technology in Society 64 (2021): 101461.
Gambardella, Alfonso, and Anita M. McGahan (2010) "Business-model innovation: General purpose technologies and their implications for industry structure." Long range planning 43.2-3 (2010): 262-271.
IBM 2019, TARGETING THE FULL VALUE OF DIGITAL DISRUPTION
Latilla, Vito Maria Manfredi, et al. "Organizational re-design for business model innovation while exploiting digital technologies: a single case study of an energy company." International journal of innovation and technology management 18.02 (2021): 2040002.
Parida, V., Sjödin, D. and Reim, W., 2019. Reviewing literature on digitalization, business model innovation, and sustainable industry: Past achievements and future promises. Sustainability, 11(2), p.391.
Rachinger et al (2018) - Digitalization and its influence on business model innovation, Journal of Manufacturing Technology Management, Vol. 30 No. 8, 2019, pp. 1143-1160
Updated A.Y. 2021-2022
BUSINESS MODELS INNOVATION (BMI) in English
A.A. 2021-22 online course
Prof. Andrea APPOLLONI – andrea.appolloni@uniroma2.it
Office hours: to be arranged by email
Office location: Dep. of Management and Law
Building B – Room 65 – First Floor Tel. +39.06 7259 5826
TEACHING STAFF:
Prof. Daniele Binci email. daniele.binci@uniroma2.it
Dr. Wenjuan Cheng email: ada.wenjuancheng@gmail.com
Dr. Giorgia Masili email: giorgia.masili@uniroma2.it
Dr. Valentina Niutta email: niutta.valentina@gmail.com
ABOUT THIS COURSE
Innovation goes beyond technology, products and processes. The new competitive landscape requires another, more holistic and strategic perspective, based on the concept of business models. Sustainable business model is important in driving and implementing corporate innovation for sustainability. It can help embed sustainability into business strategy and processes, and serve as a key driver of competitive advantage. This course gives you access to the new BMI approach, a pioneering framework that will help you invent or reinvent business models. This course is designed to introduce students to the subject of Innovation and sustainability from operations management perspective.
KNOWLEDGE AND UNDERSTANDING
Develop a basic understanding of Business Models Innovation through the lens of sustainability and Operations Management. Develop a sound knowledge on the key drivers of sustainable innovation processes and models with respect to operations and supply chain management, their inter-relationships with the overall strategy.
TEACHING METHODS
A combination of traditional lectures, discussions, case studies, testimonial companies, and role-play exercises. The course will be online, we will inform the students about the link on Zoom.
There is no prescribed textbook for this course. However, the following book is recommended to support the material presented during lectures. The oral test will be based on all online materials (Ppts, Report, Case, and more) including the presentation from companies.
AS ADDITIONAL REQUIRED COURSE READINGS:
The students can receive and discuss more articles/cases during the course.
The course will be built on academic classes based on slides, articles, plus case studies.
ATTENDANCE
Important: Because of the concentrated nature of the MScBA program, attendance in class is very important, in particular during the testimonials from the companies ( IBM, Amazon, KPMG, FAO, WFP, Loro Piana, Consip, and others). Indeed, a significant part of the learning from the course is derived from the testimonial companies and their experience, in that case, it is important to join especially the meetings whit the companies.
The students who will be attending not less than 75% of the classes will be eligible to be considered as regularly attending the classes, (considering the standard program and the opportunity to take the pre-exam). Conversely, the students who cannot regularly follow the course must include in the standard program more materials suggested by the teacher, and they cannot take the pre-exam in this case.
EXAM
The oral test only and online. The oral test is made of 2 or 3 specific questions on the different parts of the course including the testimonial companies.
THE MAIN CONCEPTS IN SUMMARY.
Module 1:
Sustainability driven business model innovation - Sustainability and Business Model Innovation
Main Contents:
Business Model Innovation for Sustainability: definitions and understanding
The driving forces of social-, economic-, and environmental-related change
Sustainable Development Goals（SDGs）and corporate strategy
Sustainable business thinking and value creation
The difference between business model innovation driven by sustainable development and traditional business model innovation
How dose sustainability drive business model innovation
Main Contents:
Linking business models to sustainable innovation
Sustainable entrepreneurship startup
Digital technology innovation derives sustainable business model innovation
Endogenous Sustainability Business Model Innovation driven by Organizational Paradigm Innovation
The design-implementation gap in sustainable business model innovation
Drivers and barriers to sustainable innovation in Corporates (Especially SEMs): Internal factors (enterprise capability, strategy, organizational development, etc.)/external factors (institutional impacts, industrial characteristics and environment, etc.)
Sustainable business model
Main Contents:
Sustainable business model adoption
Circular Business Model
Low carbon Strategy
Social business model / Corporate social responsibility
Tools support the sustainable business model innovation process
Module 2:
Business Model Innovation Course (Module: Open Innovation as a Driver for BMI)
Open innovation as a framework for Business Model Innovation
Main Contents:
Open innovation: a paradigm for business model innovation (BMI)
The Open Innovation business model vs traditional business model
How Open Innovation can support BMI
Open Innovation Business Models: Use case (1)
Open innovation technological drivers for Business model Innovation
Main Contents:
Main open innovation blocks: platform and processes
The platform for open innovation business model
The processes: inbound and outbound processes
Open Innovation Business Models: Use case (2)
Open innovation soft drivers for Business model Innovation
Main Contents:
Main open innovation blocks: people and culture
People: crowdsourcing business model
Culture: NIHs and other setbacks for open-innovation oriented BMI
Open Innovation Business Models: Use case (3)
Module 3:
Digital Technologies Driven Business Model Innovation
Emerging technologies and disruption: an overview
Main Contents:
Technologies as enabler of Digital Transformation
Incumbent vs digital native
BMI influencing factors: a focus on digital technologies
Main Contents:
Technologies inspiring new business models
Challenges and success factor related to digital technologies’ implementation
The value of digital platform
Main Contents:
Platform Business Model vs Pipelines: distinctive features
The impact of digital technologies on platforms
Please send an email to me in case you have a problem and more questions.
EXAM (only online and oral)
The oral test is made of 2 or 3 specific questions on the different parts of the course including the testimonial companies.
Enjoy the course
Andrea Appolloni
General recommended reading list (optional):
França, C. L., Broman, G., Robert, K. H., Basile, G., & Trygg, L. (2017). An approach to business model innovation and design for strategic sustainable development. Journal of Cleaner Production, 140, 155-166.
Geissdoerfer, M., Morioka, S. N., de Carvalho, M. M., & Evans, S. (2018). Business models and supply chains for the circular economy. Journal of cleaner production, 190, 712-721.
Guldmann, E., & Huulgaard, R. D. (2020). Barriers to circular business model innovation: A multiple-case study. Journal of Cleaner Production, 243, 118160.
Knackstedt, R., Bräuer, S., & Schoormann, T. (2019). Tool Support for Designing Innovative Sustainable Business Models. In The art of structuring (pp. 87-100). Springer, Cham.
Accenture Technology Vision (2019), The Post-Digital Era is Upon Us ARE YOU READY FOR WHAT’S NEXT?
Accenture (2018), DIGITAL PLATFORMS will define the winners and losers in the new economy (Survey)
BMI Lab (2021), How to explore the full potential of digital transformation through innovative business models https://bmilab.com/blog/2021/3/30/how-to-explore-the-full-potential-of-digital-transformation-through-innovative-business-models
Bouncken, Ricarda B., Sascha Kraus, and Norat Roig-Tierno. "Knowledge-and innovation-based business models for future growth: Digitalized business models and portfolio considerations." Review of Managerial Science 15.1 (2021): 1-14.
Coskun-Setirek, Abide, and Zuhal Tanrikulu. "Digital innovations-driven business model regeneration: A process model." Technology in Society 64 (2021): 101461.
Gambardella, Alfonso, and Anita M. McGahan (2010) "Business-model innovation: General purpose technologies and their implications for industry structure." Long range planning 43.2-3 (2010): 262-271.
IBM 2019, TARGETING THE FULL VALUE OF DIGITAL DISRUPTION
Latilla, Vito Maria Manfredi, et al. "Organizational re-design for business model innovation while exploiting digital technologies: a single case study of an energy company." International journal of innovation and technology management 18.02 (2021): 2040002.
Parida, V., Sjödin, D. and Reim, W., 2019. Reviewing literature on digitalization, business model innovation, and sustainable industry: Past achievements and future promises. Sustainability, 11(2), p.391.
Rachinger et al (2018) - Digitalization and its influence on business model innovation, Journal of Manufacturing Technology Management, Vol. 30 No. 8, 2019, pp. 1143-1160
