University of Oulu

The role of a single project in business model innovation of a project-based organization

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Author: Wu, Zishi1
Organizations: 1University of Oulu, Faculty of Technology, Industrial Engineering and Management
Format: ebook
Version: published version
Access: open
Online Access: PDF Full Text (PDF, 0.9 MB)
Pages: 68
Persistent link: http://urn.fi/URN:NBN:fi:oulu-201908032740
Language: English
Published: Oulu : Z. Wu, 2019
Publish Date: 2019-08-13
Thesis type: Master's thesis (tech)
Tutor: Kujala, Jaakko
Pargar, Farzad
Reviewer: Kujala, Jaakko
Pargar, Farzad
Description:

Abstract

Purpose: Business model innovation is a rising trend as companies look for a competitive advantage to create and capture value for their stakeholders. Project is the primary unit on the value delivery of products or service. Understanding how a single project impacts the business model innovation may benefit company.

Design/methodology/approach: The research is built on the literature of project selection, project business, business model, and business models innovation. The thesis applies a qualitative approach, utilizing the case study method and in-depth interviews as research methods. The empirical part is carried out based on two separate research projects in a project-based organization-the Industrial Engineering and Management (IEM) unit at the University of Oulu.

Findings: The IEM unit has two types of offerings: degree program and research service. We summarize their business logics of operating these two offerings by elaborating nine business elements-value proposition, offerings, cost structure, revenue model, channel, key resources, key activities, value network, and customer. This thesis concludes that reconfiguration of value proposition and introduction of new value proposition and new activities drive the IEM unit to reconfigure its business model. In addition, a research project will reinforce and complement its core business-degree program by enriching teaching material.

Research Limitations: The number of case projects in this study is limited to two. Since the selected cases are on-going projects, this study shows potential impacts of the cases on reconfiguring the existing business model. In addition, project data collection was blocked off due to a non-disclosure agreement.

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Copyright information: © Zishi Wu, 2019. This publication is copyrighted. You may download, display and print it for your own personal use. Commercial use is prohibited.