Design for Social Business

Introduction into strategic planning. Strategic Planning for Social Business. Industry Analysis and Social Business Analysis: Porter’s five forces and value chain analysis. Developing internal capabilities and the resource based view. New Trends in Strategic Management as well as Climate Change and the Environment management, Sustainability Analysis. Learning Objectives After completing this course, students will be able to: • Develop strategy for social business case • Manage issues as they arise in an Social Business Plan/Case • Strategically trade off the time demands of business, self, and family • Document the personal social business aspirations which grows out of a design solution • Write a business plan/case • Build networks of relationships to support social business • Evaluate business opportunities • Analyse and compare as well as model social business impact (environment, social, etc) Bibliography: Muhammad Yunus, Creating a World Without Poverty: Social Business and the Future of Capitalism, PublicAffairs; First Edition edition, 2008 Building Social Business: The New Kind of Capitalism That Serves Humanity's Most Pressing Needs by Muhammad Yunus , Public Affairs, May 11, 2010 Lee Burke and Jeanne M. Logsdon, How corporate social responsibility pays off Available online 26 February 1999 Archie B. Carroll, Corporate Social Responsibility, Evolution of a Definitional Construct Peng, Mike, Business Strategies in transition economies, London: Sage, 2000 Meyer, Klaus and M.W. Peng (2005), “Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions” Journal of International Business Studies 36, 600-621 Robert E. Hoskisson, Lorraine Eden, Chung Ming Lau and Mike Wright (2000), “Strategy in Emerging Economies.” Pp. 249-267, in Academy of Management Journal, vol. 43, no. 3 Arnold, D., and Quelch, “New strategies in emerging markets”, Sloan Management Review, Vol 40 no 1, Fall 1998 John Child & David Faulkner (1998). Strategies of cooperation: managing alliances, networks, and joint ventures, Oxford: Oxford University Press, 1998 Prahalad, C.K., The Fortune at the Bottom of the Pyramid, Eradicating Poverty Through Profits, Upper Saddle River, NJ : Wharton School Publishing, 2005 Hart, Stuart L., Capitalism at the Crossroads : The Unlimited Business Opportunities in Solving the World's Most Difficult Problems, New Jersey : Pearson Higher Education, 2005.

Creativity and innovation are the key drivers of success for many of today’s leading companies but as well as for social business. A culture of creativity and innovation is commonly recognized as the only sustainable competitive advantage. An important element of a creative culture is the use of design thinking. Design represents a powerful alternative to the dominant management approaches of the last few decades and is an important perspective for innovators to embrace. This module provides many opportunities to apply these new ways of thinking through class exercises and a course project, where you will develop creative concepts for an assigned topic. The project will follow the phases conducted by an innovation, consulting firm to synthesize real-­‐time research, and approach ideation and investigation on parallel tracks. Teams will present their work at the end of three project phases and vote on each other’s presentations. Learning Objectives After completing this course, students will be able to: -Understand the nature of innovation – identified by Michael Porter as one of the two most important business processes (with marketing) – and be able to identify the potential for innovation within an organization and/or network. - Apply appropriate design thinking to all processes within an organization as well as to know how to collect appropriate (quantitative and qualitative) data on the performance - design for social business cases - be familiar with the key tools and techniques for managing innovation, know where to find information on leading edge approaches, and have the ability to critically select and apply these in actual social business situations. - Understand the people issues in managing innovation: where there can be political, cognitive and other barriers to overcome. Bibliography: Michael E. Porter, The Five Competitive Forces That Shape Strategy, Harvard Business Review, January 2008 Michael E. Porter, "What is Strategy? Harvard Business Review, November-December 1996. Barras, R. (1984). "Towards a theory of innovation in services". Research Policy 15: 161–73. doi:10.1016/0048-7333(86)90012-0. Chakravorti, Bhaskar (2003). The Slow Pace of Fast Change: Bringing Innovations to Market in a Connected World. Boston, MA: Harvard Business School Press. Christensen, Clayton M. (2002). "The Rules of Innovation". Technology Review 105 (5): 32–38. Mckeown, Max (2008). "The Truth About Innovation". London: Prentice Hall. ISBN 978-0273719120. Ettlie, John E. (2006). Managing Innovation (2nd ed.). Butterworth-Heineman, an imprint of Elsevier. ISBN 0-7506-7895-X. Miles, Ian (2004). "Innovation in Services". In Fagerberg, Jan, David C. Mowery and Richard R. Nelson. The Oxford Handbook of Innovations. Oxford University Press. pp. 433–458. ISBN 0–19–926455–4. Nelson, Richard; Winter, S (1977). "In search of a useful theory of Innovation". Research Policy 6 (1): 36–76. doi:10.1016/0048-7333(77)90029-4. Schumpeter, Joseph (1934). "The Theory of Economic Development". Cambridge, MA: Harvard University Press. Stein, Morris (1974). "Stimulating creativity". New York: Academic Press. Wolpert, John (2002). "Breaking Out of the Innovation Box". Harvard Business Review August.

We have a lot of experience in designing and design thinking for the top tear products and services, as well as a lot of research tools to understand stakeholder as well as the user. User centeredness is getting a standard approach for products in the top tear of the social pyramid. But many design approaches have shown is limits when it comes down to approach problems of the bottom of the pyramid. New research approaches need to be established to understand and grasp stakeholders and their problems in the lower tear to develop products and solutions, which are affordable and sustainable. During this module we will evaluate and test various designing approaches within the BOP environment including participatory design strategies. Learning objectives: After completing this course, students will be able to: On successful completion of this module the student will be able to: Differentiate between design process for the top and bottom tear of the pyramide Execute research and handle research methods for the various users Evaluate research and designing methods after projects are completed Develop research methods for the bottom tear Handle successfully co-design strategies Understand BoP problems within their environments Understand limits of designing and system understanding and handling Bibliography: Erik Simanis and Stuart Hart, "The Base of the Pyramid Protocol: Toward Next Generation. BoP Strategy", Second Edition, Cornell University Dr. M.R.M. Crul and Mr. J.C. Diehl Delft University of Technology, The Netherlands Faculty of Industrial Design Engineering Design for Sustainability "A practical approach for Developing Economies" Edan Weis, "Design for Social Wellbeing. A Case Study of Normative Design Thinking in Industrial Design", PhD Confirmation report, January 2010

Design methods are very much connected with the adjacent models we have developed or we unconsciously use. Therefore it is a necessity to understand the theoretical models we use and we apply within our designing processes. Connected design research, research into design and research as a practice based approach will give as a set of possibilities and make us as designers more successful within designing for social business or designing social business. Learning objectives: On successful completion of this module the student will be able to: have an overview of design research methods and their possible application know how to research stakeholder environments and work user centered know design models and their advantages and limits have the ability to create models of own design process and reflect these models within existing context have an general overview of design theory Bibliography: David Crow, Visible Signs: An Introduction to Semiotic, AVA Publishing (26 April 2007) Mihai Nadin, anticipation, http://www.anticipation.info/ last visited Jan, 15th 2011 Daniel Chandler, semiotics, the basics, Routledge 2001 Krippendorff, the sematic turn, CRC press 2005 Introduction to Systems Theory by Niklas Luhmann, Polity, May 2011 Vilem Flusser, Towards a Philosophy of Photography, Reaction books, 2000 Vilem Flusser and Martin Pawley The Shape of Things: A Philosophy of Design, Reaction books 1999 Bonsiepe, Interface - An Approach to Design, Jan Van Eyck Akademie,Netherlands (July 1999)

How to write a business plan for the social business environment? What is the difference to a traditional profit maximization business plan. Managing for creativity and managing change accompanies the development of a social business around the value chain: Inbound and outbound logistics, product and service strategy, entrepreneur finance and marketing, social business delivery, sales and Entrepreneur leadership will be studied through case evaluations and case developments. Learning objectives: On successful completion of this module the student will be able to: know the social business planning process well know how to apply designing process to social business cases know how to manage creativity within the need to good social business products and cases understand the value chain of business and social business write a social business plan Bibliography: Dahmen, E. 1984. Schumpeterian Dynamics. Some Methodological Notes. Journal of Economic Behavior and Organization, 5(1): 25-34. Kirzner, I. 1997. Entrepreneurial discovery and the competitive market process: An Austrian approach. Journal of Economic Literature, 35:60-85. Schumpeter, J.A. 1935. The Analysis of Economic Change. The Review of Economics and Statistics, 17(4): 2-10. Knight, F. 1964. Risk, uncertainty, and profit. New York. Augustus Kelley, pp. 269-275. Baumol, W.J. 1993. Formal entrepreneurship theory in economics: Existence and bounds. Journal of Business Venturing. 8: 197-210. Granovetter, M.S. 1973. The strength of weak ties. American Journal of Sociology. 78: 1360-1380. Johannisson, B. and Mønsted, M. (1998) Contextualizing Entrepreneurial Networking. International Studies of Management & Organization, 27(3): 109-136. Alvarez, S.A. and Barney, J.B. (2007) Discovery and Creation: Alternative Theories of Entrepreneurial Action. Strategic Entrepreneurship Journal, 1(1): 11-26. Cooper, A. 2003. Entrepreneurship: The Past, the Present, the Future. In Acs, Z.J. and Audretsch D.B. (eds) Handbook of Entrepreneurship Research. Dordrecht: Kluwer Academic Publishers. 21- 34. Davis, M. S. 1971. That's Interesting! Towards a Phenomenology of Sociology and a Sociology of Phenomenology. Philosophy of the Social Science. 1(2): 309-344. Eckhardt, J.T. and Shane, S.A. (2003) Opportunities and Entrepreneurship. Journal of Management, 29(3): 333-349. Gartner, W.B. 2001. Is There an Elephant in Entrepreneurship? Blind Assumptions in Theory Development. Entrepreneurship Theory & Practice, 25(4): 27-39. Landström, H. and Johannisson, B. 2001. Theoretical Foundations for Swedish Entrepreneurship and Small Business Research. Scandinavian Journal of Management, 17(2): 225-248. Low, M. 2001. The Adolescence of Entrepreneurship Research: Specification of Purpose. Entrepreneurship Theory & Practice, 25(4): 17-25. March, J. 1991. Exploration and Exploitation in organizational learning. Organization Science. 2: 71-87. Shane, S., and Venkataraman, S. 2000. The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1): 217-226. Whetten, D. 1989. What constitutes a theoretical contribution. Academy of Management Review, 14(4): 490-495

A master's graduate must possess the essential skills needed to select and investigate a significant theme and to be able to work independently with new results and innovative knowledge. The Master's Thesis is proof that the student is in a position to tackle a complex designing task in a methodical and carefully thought out way. In doing so, the Master's Thesis must be shown to be application-oriented taking the corresponding research background into account. What is required is an adequate, self-directed solution for problems through questioning, using scientific methods and incorporating relevant theories and knowledge of design and the supporting sciences and science related disciplines. So the ability to develop problem solutions within the context of interdisciplinarity and cross references is the criteria of assessment. The objective of the Master's thesis is the creation of a social business solution with the underpinning of scientific knowledge on a relevant and preferably current theme and execute a design project relevant to the chosen theme. The work involved is expected to contain new results or insights. Principally, it must meet the requirements, which are necessary to publish the accompanied work in a suitable journal in short form. The project can be developed over the second semester and can be linked to a side visit and may also have co-designing and co-creating elements included.