• Business Relationships and Networks (YLOM2100-3003),
         22.08.2022 – 06.11.2022,  5 cr  (YSV22S1, ...) — Face-to-face +-
    Learning outcomes of the course
    The student understands the opportunities and challenges of networking as a strategic solution of the organization and outlines the role of the organization in the international value network. He has the ability to identify market opportunities and agilely connect different players into a successful network.

    The student is able to develop co-operation between organizations and is able to promote individual-level co-operation and networking through his or her own activities and thus promote business development.
    Prerequisites and co-requisites
    Bachelor degree
    Course contents
    The main themes are
    - networks in business
    - the conditions, benefits and challenges of networking
    - cooperation between companies
    - cooperation and interaction between individuals
    - value creation and co - development
    Assessment criteria
    Assessment criteria, passed/failed
    You will understand the opportunities and challenges of networking as a strategic solution for your organization. You outline the role of an organization in a network. You understand the customer’s needs and identify market opportunities. You know how to design networks that wisely connect different actors. You know how to develop co-operation between organizations and you are able to promote co-operation between individuals through your own activities.
    Language of instruction

    Finnish

    Planned learning activities, teaching methods and guidance

    Teaching and learning methods used are lectures, discussions and working together as well as learning assignments in the form of individual and group works. The reflection and feedback are used to support the learning.

    Lecturer(s)

    Jukka Eerola

    Learning materials and recommended literature

    Hurmelinna-Laukkanen, Pia, and Nätti, Satu. 2018. ”Orchestrator types, roles and capabilities – A framework for innovation networks.” Industrial Marketing Management, 74, October 2018: 65-78.

    Håkansson, Håkan, and David Ford. 2002. How should companies interact in business networks? Journal of Business Research 55, no. 2 (February): 133-139.

    La Rocca, Antonella, and Ivan Snehota. 2014. “Relating in Business Networks: Innovation in Practice.” Industrial Marketing Management, Special Issue on Innovation in Networks - Per Freytag and Louise Young, 43 (3): 441–47.

    Liker, Jeffrey K, and Thomas Y Choi. 2004. Building deep supplier relationships. Harvard Business Review 82, no. 12 (December): 104-113.

    Pulles, Niels J., Jasper Veldman, and Holger Schiele. 2014. “Identifying Innovative Suppliers in Business Networks: An Empirical Study.” Industrial Marketing Management, Special Issue on Innovation in Networks - Per Freytag and Louise Young, 43 (3): 409–18.

    Valkokari, Katri, Salminen, Jaakko, Rajala, Anni, Koskela, Merja, Kaunisto, Kari ja Apilo, Tiina. Ekosysteemit ja verkostojen parviäly. 2014. VTT. Luvut 2 ja 5 (lisäksi myös luvut 3-4, jos haluatte)

    Vanhala, Mika, Puumalainen, Kaisu and Blomqvist, Kirsimarja. 2011. “Impersonal Trust: The Development of the Construct and the Scale.” Personnel Review 40 (4): 485–513.

    Lecturer(s)

    Jukka Eerola

    Working life cooperation

    Visiting lectures in contact days.

    Campus

    Main Campus

    Timing

    22.08.2022 - 06.11.2022

    Learning assignments and student workload

    Four contact days 20 h (2 face-to-face, 2 online)
    Group work 40 h
    Applied learning assignment 40 h
    Other independent study 35 h

    Enrollment

    01.08.2022 - 04.09.2022

    Content scheduling

    The course proceeds as follows:
    1st contact day, group work
    1st online contact day
    2nd online contact day, applied learning assignment
    2nd contact day

    Groups
    • YSV22S1
    • ZJAYSV22S1
    • YTV22S1
    • ZJAYTV22S1
    • ZJA22STVEJ
    Seats

    0 - 35

    Assessment methods

    In this course the network competence and business management competence are assessed. The tools for evaluating the learning process are the output and presentation of the group work with an emphasis on informational competence, a learning assignment with an emphasis on applied competence, and an assignment reflecting cooperation.

    Competence assessment is based on criteria and the assessment is done by the responsible teacher when all learning assignments have been completed. The evaluation decision is made on a scale of: accepted/failed. The assessment material consists of the learning assignments of the course.

    Degree Programme

    Master's Degree Programme in Business Network Management

    Mode of delivery

    Face-to-face

    Credits
    • 5 cr
    Unit

    School of Technology