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| Detailinformationen |
| Anmeldevoraussetzungen |
(*)SE BC2: Induction: Team development UND SE BC1: Foundations of management UND KS BC3: Foundations of management science
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| Quellcurriculum |
Masterstudium Leadership and Innovation in Organizations 2024W |
| Ziele |
(*)- Analyze Digital Market Dynamics: Students will critically analyze digital markets' dynamics, focusing on technological advancements, competitive landscapes, and evolving market trends to understand their impact on digital product strategies.
- Formulate Market Entry and Positioning Strategies: Students will formulate detailed market entry and product positioning strategies that efficiently utilize digital channels. This involves identifying target customer segments, creating compelling value propositions, and leveraging digital tools for strategic advantages.
- Evaluate Cultural and Industry Legitimacy: Students will evaluate the importance of cultural positioning and industry legitimacy, learning to assess cultural nuances, consumer behaviors, and stakeholder expectations to effectively align digital products with cultural values and industry norms.
- Apply Strategic Tools in Practical Scenarios: Students will apply strategic tools and frameworks to real-world scenarios, demonstrating their ability to critically think through the challenges and opportunities of market entry with digital products/services.
- Develop Effective Digital Market Leadership: Students will develop the skills necessary for effective leadership in the digital market, including the necessary skills to present a market-entry strategy to critical stakeholders
Learning Outcomes
On successful completion of this course/seminar, the students will be able to:
- LO1: Analyze Market Dynamics and Competitive Landscapes: Demonstrate the ability to critically analyze digital market dynamics, including technological advancements and competitive landscapes, to inform strategic decisions for digital product introduction.
- LO2: Formulate and Present Market Entry Strategies: Formulate comprehensive market entry and positioning strategies for digital products/services and effectively present these strategies to stakeholders, utilizing digital channels for strategic advantage.
- LO3: Evaluate Cultural Nuances and Industry Standards: Evaluate the impact of cultural nuances and industry standards on consumer behavior and product acceptance, applying this understanding to align digital products with cultural values and expectations.
- LO4: Apply Strategic Frameworks in Practical Settings: Apply theoretical knowledge and strategic frameworks to practical scenarios, demonstrating critical thinking and problem-solving skills in developing and executing digital market strategies.
- LO5: Develop Leadership Skills for Digital Market Success: Cultivate leadership skills that emphasize ethical considerations, strategic thinking, and effective communication, preparing students to lead digital market initiatives and navigate the challenges of introducing new products and services.
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| Lehrinhalte |
(*)This course is designed to equip students with the strategic tools and insights needed to successfully introduce a digital product into the market. Through a blend of theoretical knowledge and practical exercises, students will explore the multifaceted aspects of digital market strategy, focusing on two key elements.
First, participants will delve into the strategic considerations necessary for entering a market with a digital product/service. This includes understanding market dynamics, identifying target customer segments, analyzing competitive landscapes, and developing go-to-market strategies that leverage digital channels effectively. Students will engage in a exercise that challenge them to think critically about market entry, product positioning, and leveraging digital technologies for competitive advantage.
Second, the course emphasizes the importance of cultural positioning and industry legitimacy in the success of new products and services. Students will learn how cultural nuances influence consumer behavior and preferences and assessment of various stakeholders. Through case studies and discussions, the course will explore strategies for building legitimacy for one’s product service, industry legitimacy. In short, the students learn about how to align digital products with cultural values and expectations.
By the end of the course, students will have a comprehensive understanding of how to strategically approach the digital marketplace, taking into consideration both market entry strategies and the cultural positioning necessary for gaining legitimacy and driving the success of digital products and services. This course aims to build the foundation for future digital market leaders, equipping them with the insights and skills needed to navigate the digital landscape effectively and ethically.
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| Beurteilungskriterien |
(*)The course uses following grading system:
| Points | Grade |
|---|
| 100 – 87 | 1 |
| 86 – 75 | 2 |
| 74 – 63 | 3 |
| 62 – 50 | 4 |
| 49 – 0 | 5 |
This seminar builds on proactive participation in the classroom. 50 % of the grade is based on the presentation (exercise) where you need to prepare a market-entry strategy of a digital product. The other 50 % of the grade is based on prepration and discussion of assigned readings.
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| Lehrmethoden |
(*)This course uses following methods:
- Lectures
- Guest lectures with practitioners
- Exercise based on readings
- Discussions
- Student discussions and memos of selected papers
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| Abhaltungssprache |
Englisch |
| Literatur |
(*)We provide a list of selected readings here. How we assign the readings will be announced in the first class.
- Etter, M., Ravasi, D., & Colleoni, E. (2019). Social media and the formation of organizational reputation. Academy of Management Review, 44(1), 28–52.
- Fisher, G., Kuratko, D. F., Bloodgood, J. M., & Hornsby, J. S. (2017). Legitimate to whom? The challenge of audience diversity and new venture legitimacy. Journal of Business Venturing, 32(1), 52–71.
- Gegenhuber, T., & Naderer, S. (2018). When the petting zoo spawns into monsters: Open dialogue and a venture’ s legitimacy quest in crowdfunding. Innovation: Organization and Management, 21(1), 151–
- Golant, B. D., & Sillince, J. A. A. (2007). The constitution of organizational legitimacy: A narrative perspec- tive. Organization Studies, 28, 1149–1167.
- Lounsbury, M., & Glynn, M. A. (2001). Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22, 545–564.
- Lounsbury, M., & Glynn, M. A. (2019). Cultural entrepreneurship: A new agenda for the study of entrepreneurial processes and possibilities. Cambridge University Press.
- Martens, M., Jennings, J., & Jennings, P. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. Academy of Management Journal, 50, 1107–1132.
- Soublière, J.-F., & Gehman, J. (2019). The legitimacy threshold revisited: How prior successes and failures spill over to other endeavors on Kickstarter. Academy of Management Journal, (March): amj.2017.1103.
- Überbacher, F. (2014). Legitimation of new ventures: A review and research programme. Journal of Management Studies, 51, 667–698.
- van Werven, R., Bouwmeester, O., & Cornelissen, J. P. (2015). The power of arguments: How entrepreneurs convince stakeholders of the legitimate distinctiveness of their ventures. Journal of Business Venturing, 30, 616–631.
- Wry, T., Lounsbury, M., & Glynn, M. A. (2011). Legitimating nascent collective identities: Coordinating cultural entrepreneurship. Organization Science, 22, 449–463.
- Zott, C., & Huy, Q. (2007). How entrepreneurs use symbolic management to acquire resources. Administrative Science Quarterly, 52, 70–105.
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| Lehrinhalte wechselnd? |
Nein |
| Sonstige Informationen |
(*)Infos and Timeline of the session: see moodle
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| Äquivalenzen |
(*)986CAINCI2S19: SE CI2: Innovation and new markets (3 ECTS)
986CAINCIKK21: KS CI2: Digital market strategy
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