• The main objectives of this seminar are to explore the various conceptual frameworks of business models and recognize opportunities for business model innovation, also based on digitalization.
• Furthermore, this seminar considers the requirements and opportunities of sustainability in the context of business models.

Learning outcomes:

On successful completion of this course, the students will be able to:

• LO1: Identify the conceputal and scientific foundation of business models and related topics in general and in relation to sustainability and digitalization. [subject knowledge]
• LO2: Develop new business models based on conceptual frameworks. [transferable skills]
• LO3: Identify and explicate the logical relationships between elements of a business model. [cognitive/analytical]
• LO4: Analyze concepts related to business models and are able to discuss selected topics in detail. [cognitive/analytical]

1. Seminar paper (group assignment) – “Business Model Design Report” The written paper is worth a maximum of 60 points, with 30 points necessary for a passing grade.

The assessment is based on the logic underlying the business model and the supporting arguments based on scientific literature. Students are required to outline the innovative business model design and ground their findings in theory. Additionally, groups are required to reflect on the process and their experience during the conceptualization of their business model.

2. Final presentation (group effort) The final presentation is worth a maximum of 20 points, with 10 points necessary for a passing grade.

3. Individual seminar paper Students are required to write an individual seminar paper regarding two questions. Each question needs to be answered academically by not exceeding 6,000 characters (not including spaces). Students are required to include additional scientific sources not represented in the reading package.

Optional: Osterwalder, Alexander; Pigneur, Yves (2013): Business model generation. A handbook for visionaries, game changers, and challengers. Hoboken, N.J.: Wiley.

Ritter, Thomas; Lettl, Christopher (2018): The wider implications of business-model research. In Long Range Planning 51 (1), pp. 1–8. DOI: 10.1016/j.lrp.2017.07.005

Johnson, Mark W.; Christensen, Clayton M.; Kagermann, Henning (2008): Reinventing Your Business Model. In Harvard Business Review 86 (12), pp. 50–59.

Gassmann, Oliver: St. Galler Business Model Navigator_V.6. Working-Paper.

Wirtz, Bernd W.; Pistoia, Adriano; Ullrich, Sebastian; Göttel, Vincent (2016): Business Models. Origin, Development and Future Research Perspectives. In Long Range Planning 49 (1), pp. 36–54. DOI: 10.1016/j.lrp.2015.04.001.

Foss, Nicolai J.; Saebi, Tina (2017): Fifteen Years of Research on Business Model Innovation. In JManage 43 (1), pp. 200–227. DOI: 10.1177/0149206316675927

Foss, Nicolai J.; Saebi, Tina (2018): Business models and business model innovation. Between wicked and paradigmatic problems. In Long Range Planning 51 (1), pp. 9–21. DOI: 10.1016/j.lrp.2017.07.006.

Chesbrough, Henry (2007): Business model innovation. It's not just about technology anymore. In Strategy & Leadership 35 (6), pp. 12–17. DOI: 10.1108/10878570710833714

Chesbrough, Henry (2010): Business Model Innovation. Opportunities and Barriers. In Long Range Planning 43 (2–3), pp. 354–363. DOI: 10.1016/j.lrp.2009.07.010.

Sosna, Marc; Trevinyo-Rodríguez, Rosa Nelly; Velamuri, S. Ramakrishna (2010): Business Model Innovation through Trial-and-Error Learning. In Long Range Planning 43 (2-3), pp. 383–407. DOI: 10.1016/j.lrp.2010.02.003

Stahel, Walter R. (2016): The circular economy. In Nature 531 (7595), pp. 435–438. DOI: 10.1038/531435a.

Urbinati, Andrea; Chiaroni, Davide; Chiesa, Vittorio (2017): Towards a new taxonomy of circular economy business models. In Journal of Cleaner Production 168, pp. 487–498. DOI: 10.1016/j.jclepro.2017.09.047.

Other materials can be retrieved from Moodle and/or will be announced in class.