Service Innovation and Entrepreneurship - BUS3PO315 - Opinto-opas

Service Innovation and Entrepreneurship, 10 cr - BUS3PO315

Upcoming implementations

No upcoming implementations yet.

Current 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 cr

Virtual proportion

10 cr

Evaluation scale

H-5

Past implementations

Service Innovation and Entrepreneurship BUS3PO315-3004 17.01.2022-20.05.2022 10 op (PO5, ...) +-
Campus

Porvoo Campus

Teaching language

English

Timing

17.01.2022 - 20.05.2022

Enrollment

03.01.2022 - 14.01.2022
Groups
- PO5
- VIRTUAL
- EXCH
Teachers

Anette Kairikko, Juhana Isohanni

Seats

15 - 40

Degree Programme

SAMPO Degree Programme in International Sales and Marketing

R&D proportion

10 cr

Virtual proportion

10 cr

Evaluation scale

H-5

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.

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.)

Virtual learning methods with e-lectures, company visits, visiting lecturers and excursions,
individual, pair and team assignments and independent studies

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.

The student has successfully completed the Basic Studies.

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.

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.

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.