Service Innovation and Entrepreneurship, 10 cr - BUS3PO315
Course unit language
English
Upcoming implementations
No upcoming implementations yet.
Current implementations
No ongoing implementations yet.
Past implementations
Service Innovation and Entrepreneurship BUS3PO315-3005 16.01.2023-19.05.2023 10 op(PO5, ...)+-
Campus
Porvoo Campus
Teaching language
English
Timing
16.01.2023 - 19.05.2023
Enrollment
02.01.2023 - 13.01.2023
Groups
PO5
VIRTUAL
EXCH
Teachers
Juhana Isohanni
Seats
15 - 40
Degree Programme
SAMPO Degree Programme in International Sales and Marketing
R&D proportion
10.00 cr
Virtual proportion
10.00 cr
Evaluation scale
H-5
Learning objectives
S/he understands how new ventures and venture teams can be created. S/he is able to apply entrepreneurship and innovation theories to real-world challenges. S/he is able to develop and manage complex projects and work in teams with colleagues from different backgrounds. S/he is able to develop new products, services and concepts within a start-up. S/he able to apply best-practice approaches to designing, developing, and running innovation-driven, often globally orientated, business. S/he understands the concept of entrepreneurial ecosystems and knows several supporting mechanisms for new ventures.
Contents
Service innovation and entrepreneurship module combines theory and practice covering the process from generating new business ideas, developing and refining ideas, and designing the infrastructure right through to launching the business.
Organisation culture and innovation
The service dominant logic
Service innovation & design
New service development (NSD) and customer experience
Entrepreneurship theories
Supporting mechanisms for new ventures (incubators, accelerators etc.)
Execution methods
Virtual learning methods with e-lectures, company visits, visiting lecturers and excursions,
individual, pair and team assignments and independent studies
Learning materials
These articles are examples of recommended learning materials:
Chandler, J. D., & Lusch, R. F. (2015). Service systems: A broadened framework and research agenda on value propositions, engagement, and service experience. Journal of Service Research, 18(1), 6-22.
doi:10.1177/1094670514537709
Fisher, G. (2012). Effectuation, causation, and bricolage: A behavioral comparison of emerging theories in entrepreneurship research. Entrepreneurship Theory and Practice, 36(5), 1019-1051.
Liedtka, J. (2015). Perspective: Linking design thinking with innovation outcomes through cognitive bias reduction. Journal of Product Innovation Management, 32(6), 925-938.
Lusch, R. , & Nambisan, S. (2015). Service innovation: A service-dominant logic perspective. Mis Quarterly, 39(1), 155-175.
Pauwels, C., Clarysse, B., Wright, M. & Van Hove, J. (2016). Understanding a new generation incubation model: The accelerator. Technovation, 50, 13-24.
Spigel, B. & Harrison, R., 2018. Toward a process theory of entrepreneurial ecosystems. Strategic Entrepreneurship Journal, 12(1) , 151-168.
Storey, C., Cankurtaran, P., Papastathopoulou, P., & Hultink, E. (2016). Success factors for service innovation: A meta?analysis. Journal of Product Innovation Management, 33(5), 527-548.
Tötterman, H. and Sten, J. (2005). Start-ups: Business incubation and social capital. International small business journal, 23(5), 487-511.
Vargo, S., Wieland, H., & Akaka, M. (2015). Innovation through institutionalization: A service ecosystems perspective. Industrial Marketing Management, 44, 63-72.
Starting level and linkage with other courses
The student has successfully completed the Basic Studies.
Assessment criteria
Assessment criteria - grade 1
S/he knows how new ventures and venture teams can be created. S/he is familiar with entrepreneurship and innovation theories and is able to apply them to some extent and with guidance to real-world challenges. S/he is able to be part of complex projects and work in teams with colleagues from different backgrounds. With support and as a member of a team s/he is able to develop new products, services and concepts within a start-up. S/he is poorly able to apply best-practice approaches to designing, developing, and running your own innovation-driven, often globally orientated, business. S/he is familiar with entrepreneurial ecosystems and knows supporting mechanisms for new ventures.
Assessment criteria - grade 3
S/he knows well how new ventures and venture teams can be created. S/he is knows well entrepreneurship and innovation theories and is able to apply them to real-world challenges. S/he is able to develop and manage complex projects and work in teams with colleagues from different backgrounds. S/he is able to develop new products, services and concepts within a start-up. S/he able to apply best-practice approaches to designing, developing, and running your own innovation-driven, often globally orientated, business. S/he is well familiar with entrepreneurial ecosystems and knows supporting mechanisms for new ventures.
Assessment criteria - grade 5
S/he knows very well how new ventures and venture teams can be created. S/he commands entrepreneurship and innovation theories in an excellent manner and is able to apply them to real-world challenges. S/he is able to develop, manage and lead complex projects and work in teams with colleagues from different backgrounds. S/he is able to develop new products, services and concepts within a start-up. S/he excellent in applying best-practice approaches to designing, developing, and running your own innovation-driven, often globally orientated, business. S/he is very familiar with entrepreneurial ecosystems and knows supporting mechanisms for new ventures.