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Lehrende: Dr. Matthew Phillip Johnson
Veranstaltungsart:
Seminar
Anzeige im Stundenplan:
Sust. Bus. Dev.
Semesterwochenstunden:
2
Credits:
6,0
Unterrichtssprache:
Englisch
Min. | Max. Teilnehmerzahl:
- | 31
Kommentare/ Inhalte:
In this seminar offered as both lectures (5 sessions) and blocked workshops (3), the challenges of forming and continually developing a company’s business model will be portrayed as business model innovation, especially in the context of environmental, social, and economic sustainability.
The goals of this seminar are to innovate an existing business or even create a business model for a sustainability-oriented start-up (I strongly encourage this!). It also focuses a the creative, yet focused approach to the following problem/question:
How can creative and innovative thinking in new business models create positive environmental and social value above and beyond financial success?
We will not be writing business plans, but using well-developed entrepreneurial concepts, including the business model canvas (Osterwealder & Pignuer, 2011), business model patterns (e.g., Clinton & Whisnant, 2014; Gassmann et al., 2014) as well as the concept of effectuation (Sarasvathy, 2001; 2008).
Finally, you will have to read several articles before several lectures – see the articles marked with asterisks (*) below.
Lernziel:
1. To learn the theoretical basics of social and sustainable entrepreneurship;
2. To learn theoretical and conceptual basics of business model innovation;
3. To learn how to develop values-based and sustainable business models; and
4. To train and strengthen solution-focused thinking in practical contexts.
Vorgehen:
There are two parts to the course – Fundamentals and Practical Application.
In the first part, Fundamentals, the students will deal with the phenomenon of sustainable entrepreneurship and its description in the theoretical literature. Furthermore, you will learn about the business model as a management and innovation concept as well as various techniques of business modeling. These basics are contained in scientific and practical literature on sustainable entrepreneurship and business models, in particular in the intersection on topics of entrepreneurial sustainability management and sustainable social development. These entrepreneurial and societal per- spectives are supplemented by a network perspective from which different actors work together to tackle entrepreneurial and social challenges.
The Fundamentals part of the course will be covered in five sessions from 08.04. until 06.05.2024. It is my intention to hold these lectures in the classroom and not in a hybrid form…that is, no Zoom.
In the second part, Practical Application, the students will work on real-life challenges in a particular industry of choice, for instance energy, circular economy, or base-of-the-pyramid enterprises. Students are required to form working groups (approximately five students per group), which will be organized and moderated by the students themselves. These groups will take up real-life problems and solve them from a “market-orientation” perspective supplemented with taught business modeling techniques. Topics could include, for instance, the development of virtual power plants at the regional level, the provision of disadvantaged families with access to clean drinking water and facilities, etc. These solutions can tackle a particular Sustainable Development Goal (e.g., SDG 7 Clean and Affordable Energy), or think beyond, i.e. developing a concept for circularity or biodiversity.
For the Practical Application part of the course, students will be able to choose these cases themselves (latest by 06.05.24), which will include cases from the literature/online search.
The practical application will be covered during two sessions on 31.05.2024 and 7.06.2024 (both on Fridays) in the form of group workshops. Additionally, you must organize and work as groups outside of these scheduled sessions. Again, it is my intention to hold these workshops in the classroom setting for close interaction within and between groups, so no hybrid form is anticipated.
The final session, scheduled for Friday, 21.06.2024, is to be used for the final presentations, which will be graded.
Literatur:
(* to read before the lecture on 15.04.2024; ** to read before the lecture on 29.04.2024)
Introduction to social and sustainable entrepreneurship
- *Johnson, M. P., & Schaltegger, S. (2020). Entrepreneurship for sustainable development: A review and multilevel causal mechanism framework. Entrepreneurship Theory and Practice, 44(6), 1141-1173.
- *Schaltegger, S. & Wagner, M. (2011): Sustainable entrepreneurship and sustainability innovation: categories and interactions, Business Strategy and the Environment, Vol. 20, No. 4, 222–237.
- *Zeyen, A., Beckmann, M., & Akhavan, R. (2014): Social entrepreneurship business models: Managing innovation for social and economic value creation. In Managementperspektiven für die Zivilgesellschaft des 21. Jahrhunderts (pp. 107-132). Springer Gabler, Wiesbaden.
Introduction to effectuation and caustation
- Sarasvathy, S. D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of management Review, 26(2), 243-263.
- Reymen, I. M., Andries, P., Berends, H., Mauer, R., Stephan, U., & Van Burg, E. (2015). Understanding dynamics of strategic decision making in venture creation: a process study of effectuation and causation. Strategic entrepreneurship journal, 9(4), 351-379
Introduction to business models:
- Gassmann, O.; Frankenberger, K. & Csik, M. (2014): The business model navigator. 55 models that will revolutionise your business. Pearson Education Limited.
- Osterwalder, A. & Pigneur, Y. (2010): Business model generation. A handbook for vi- sionaries, game changers, and challengers. Hoboken, NJ:
Introduction to sustainable business models
- **Boons, F. & Lüdeke-Freund, F. (2013): Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda, Journal of Cleaner Production, Vol. 45, 9-19.
- **Bocken, N.; Short, S.; Rana, P. & Evans, S. (2014): A literature and practice review to develop sustainable business model archetypes, Journal of Cleaner Production, Vol. 65, 42–56.
- Clinton, L. & Whisnant, R. (2014): Model Behavior – 20 Business Model Innovations for Sustainability. London: SustainAbility.
- Schaltegger, S.; Hansen, E. & Lüdeke-Freund, F. (2016): Business Models for Sustainability: Origins, Present Research, and Future Avenues (Editorial), Organization & Envi ronment, Vol. 29, No. 1, 3-10.
Introduction to (sustainability-oriented) business modelling tools
- Upward, A. & Jones, P. (2016): An Ontology for Strongly Sustainable Business Models: Defining an Enterprise Framework Compatible With Natural and Social Science, Organization & Environment, Vol. 29, No. 1, 97–123.
- Joyce, A. & Paquin, R. (2016): The triple layered business model canvas: A tool to design more sustainable business models, Journal of Cleaner Production, Vol. 135, 1474–1486.
- Breuer, H., Fichter, K., Lüdeke-Freund, F., & Tiemann, I. (2018). Sustainability-oriented business model development: Principles, criteria and tools. International Journal of Entrepreneurial Venturing, 10(2), 256-286.
Zusätzliche Hinweise zu Prüfungen:
Student groups have to present their results (40% of grading) on the final block seminar date (21.06.2024) as well as submit a seminar paper detailing certain aspects of their presentation (60% of grading). The seminar paper has to build on theory and describe the practical business model solution for the group’s case challenge. As a group, you have to submit 25 pages (text) + appendix (‘market research’, photos, further materials). The seminar paper's deadline is slated for August 30, 2024.
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