The course is included in these curricula and study modules

<a href="/en/curricula/301000/2021-2022/255">Free electives - Cultural business</a>


Extension studies

Teaching language


Type of course

Free Elective

Recommended year of study


Total number of ECTS

5 cr

Competency aims

The aim of the course is to deepen the student's knowledge in
value creation and management logic of culture organisations.

Learning outcomes

At the end of the course the student is expected to understand
what kind of management methods culture organisations can use
in creating value for themselves within culture industrial networks.

Course contents

The course comprises lectures and independent studies, in
which the student learns to apply theories of earlier research in
business- and value network studies, relationship marketing,
customer relationship management, customer asset
management, intellectual capital management as well as culture
studies to a culture organisation context.

Prerequisites and co-requisites

None but students with credits from Culture Business 1 are
prioritised in enrollment

Previous course names


Additional information

The course is particularly suitable for students who write their
theses on a business economic topic within the culture industry
or on a business economic topic by using an approach derived
from culture studies.

Recommended or required reading

The compulsory literature comprise:

Value, value chains, value networks

Rintamäki, Timo; Kanto, Antti; Kuusela, Hannu and Spence,
Mark T. 2006: Decomposing the value of department store
shopping into utilitarian, hedonic and social dimensions &#8211;
Evidence from Finland. International Journal of Retail &
Distribution Management, Vol. 34, No. 1, pp. 6-24

Hearn, Greg & Pace, Cassandra 2006: Value-creating ecologies
&#8211; understanding next generation business systems. Foresight,
Vol. 8, No. 1, pp. 55-65.

Allee, Verna 2000: Reconfiguring the value network. Journal of
Business Strategy, Vol. 21, No. 4, July-August 2000, pp. 36 &#8211;
39. (also as open source)

Ehret, Michael 2004: Managing the trade-off between
relationships and value networks. Towards a value-based
approach of customer relationship management in business-to-
business markets. Industrial Marketing Management, Vol. 33,
2004, pp. 465 &#8211; 473.

Håkansson, Håkan and Ford, David 2001: How should
companies interact in business networks? Journal of Business
Research, Vol. 55, Iss. 2, pp. 133 &#8211; 139.

Service management, customer relationship management

Grönroos, Christian 1994: From scientific management to
service management &#8211; A management perspective for the age of
service competition. International Journal of Service Industry
management, Vol. 5, No. 1, pp. 5-20.

Storbacka, Kaj, Strandvik Tore, and Grönroos Christian. 1994:
Managing Customer Relationships for Profit: The Dynamic of
Relationship Quality. International Journal of Service Industry
Management, Vol. 5, No. 5, pp. 21 &#8211; 38.

Ulaga, Wolfgang and Eggert, Andreas 2006: Relationship value
and relationship quality. European Journal of Marketing, Vol. 40
No. 3/4, pp. 311 &#8211; 327.

Zineldin, Mozad & Philipson, Sarah 2007: Kotler and Borden are
not dead: myth of relationship marketing and truth of the 4Ps.
Journal of Consumer Marketing, Vol. 24, Iss. 4; pp. 229 &#8211; 241.

Customer asset management, intellectual capital management

Storbacka, Kaj 2004: Create your future by investing in
customers. Velocity, 6/1, pp. 19-25. (see course&#8217;s home page
for further instructions)

Malthouse, E. C., & Blattberg, R. C. 2005): Can we predict
customer lifetime value? Journal of Interactive Marketing, 19
(Winter), pp. 2-16.

Green, Annie 2007: Intangible assets in plain business
language. The Journal of Information and Knowledge
Management Systems, Vol. 37, No. 3, pp. 238-248.

Marr, Bernard and Adams, Chris 2004: The balanced scorecard
and intangible assets: similar ideas, unaligned concepts.
Measuring Business Excellence, Vol. 8, No. 3, pp. 18-27.

Low, Jonathan 2000: The value creation index. Journal of
Intellectual Capital, Vol. 1, No. 3, pp. 252-262

Brand management and sponsorship

Krishnan, Balaji C. & Hartline, Michael D. 2001: Brand equity: is
it more important in services? Journal of Services Marketing;
Volume: 15 Issue: 5; pp. 328 &#8211; 342.

Payne Adrian; Storbacka Kaj; Frow, Pennie; Knox Simon 2009:
Co-creating brands: diagnosing and designing the relationship
experience. Journal of Business Research; Vol. 62, Iss. 3; pp.
379. (see course&#8217;s home page for further instructions)

Mitchell, Colin 2002: Selling the Brand Inside &#8211; You tell
customers what makes you great. Do your employees know?
Tool Kit, January 2002, pp. 99 &#8211; 105. External link

Roy, Donald P. & Cornwell T. Bettina 2003: Brand equity&#8217;s
influence on responses to event sponsorships. Journal of
Product & Brand Management; Volume: 12 Issue: 6; 2003 377 &#8211;

Andriopoulos, Constantine & Gotsi, Manto 2000: Benchmarking
brand management in the creative industry. Benchmarking: An
International Journal; Vol. 7, No. 5; pp. 360-372.

Powell, Shaun / Dodd, Chris 2007: Managing vision and the
brand within the creative industries. Corporate
Communications: An International Journal; Vol. 12, No. 4; pp.

Creativity management

Powell, Shaun 2008: The management and consumption of
organisational creativity. Journal of Consumer Marketing, Vol.
25, No. 3, pp. 158-166.

Lundin, Rolf A. 2008: The beauty and the beast &#8211; on the
creativity/project management encounter. International Journal
of Managing Projects in Business, Vol. 1, No. 2, pp. 206-215.

Andriopoulos, Constantine 2001: Determinants of
organisational creativity - literature review. Management
Decision, Vol. 39, Iss 10, pp. 834-840.

Juniper, Dean 1996: Human resource and creativity. Work
Study, Vol. 45, No. 7, pp. 15-22.

Azadegan, Arash; Bush, David and Dooley, Kevin J. 2008:
Design creativity &#8211; static or dynamic capability? International
Journal of Operation & Production Management, Vol. 28, No. 7,
pp 636-662.

Study activities

  • Lectures - 15 hours
  • Tuition managed by students but supervised by the teacher - 8 hours
  • Individual studies - 110 hours


  • Total workload of the course: 133 hours
  • Of which autonomous studies: 110 hours
  • Of which scheduled studies: 23 hours

Mode of Delivery

Multiform education

Assessment methods

  • Demonstrations and presentations
  • Reports and productions
  • Essays

Assessment requirements

To pass the course the student should pass the following
Examination 1 Lecture/literature notes (30%)
Examination 2 Term paper (60%)
Examination 3 Presentation of term paper (10%)


Tuulikki Haaranen


Haaranen Tuulikki

Group size

No limit

Assignments valid until

Until date 2010-05-31

The timetable of the course

Culture Business 1 and 2 will be run as two consecutive
intensive courses between 22.3.- 28.5.2010. The term paper
deadline in both the courses is 24.5.2010 and the oral
presentations of papers will be held 27.5. - 28.5.2010.
Students participating only in CB1 are asked to write a term
paper of 8 - 12 pages on a topic corresponding to CB1 themes.
Students participating in CB1 and CB2 are asked to write a term
paper of 16 - 20 pages on a topic corresponding to CB1 and
CB2 themes. In addition, students in both the courses are
required to write lecture notes (3-4 pages per lecture)
comprising an analysis of three lectures' literature and the
lectures itself. The deadline for the CB1 lecture notes is
16.4.2010. The deadline for the CB2 lecture notes is 14.5.2010.
The lecture notes are individual assignments. The term papers
can be written in pairs or as an individual assignment.

L1 19.4.2010, 16.15-19.00
L2 26.4.2010, 16.15-19.00
L3 3.5.2010, 16.15-19.00
L4 6.5.2010, 16.15-19.00
L5 10.5.2010, 16.15-19.00
P1 27.5.2010, 16.15-20.00 (shared with CB1 students)
P2 28.5.2010, 16.15-20.00 (shared with CB1 students)

Assessment methods

  • 2010-05-27 - Demonstrations and presentations
  • 2010-05-14 - Reports and productions
  • 2010-05-24 - Essays

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