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2012/2013 BA-HA_E166 Systemic Innovation: Challenge to Business
| English Title | |
| Systemic Innovation: Challenge to Business |
Course information |
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| Language | English |
| Exam ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Bachelor |
| Duration | One Semester |
| Course period |
Autumn
Changes may occur. Thursday 11:40 to 14:15, week 36-41, 43-46. |
| Time Table | Please see course schedule at e-Campus |
| Max. participants | 60 |
| Study board |
Study Board for BSc in Economics and Business Administration
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Teachers: Lars Heide, Mette Mønsted and Susanne Justesen Administrative contact: Karina Ravn Nielsen, electives.lpf@cbs.dk or tel.: 3815 3782. |
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| Last updated on 03-05-2012 | |
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Innovation can provide business opportunities and more radical innovations provide greater chances and create more uncertainty during the innovative process. Systemic innovations require additional complementary innovationsto be realized. For example, sustainable energy systems, computers, mobile phones, and biological engineering are based on many technological, organizations, systemic innovations, technological, managerial, organizational, and economic. Many systemic innovations facilitate significant increases in overall productivity over the long term and involve different disciplines and types of organizations. But these may create switching or start-up costs for some participants and reduces or eliminates the role of others. The course will discuss systemic innovations in information and sustainable energy industries based on real cases and we will present several guest lecturers from these industries in the course. Information and sustainable energy industries are currently key growth industries across the world. Most companies approach systemic innovation as a purely technical issue. However, economics, management and organization have and can provide significant contributions to the management and organization of linking the different types of competence. We are going to discuss how to approach these exiting possibilities in a complex organizing of innovation. The course will introduce you to innovation practice and theory of innovation management in companies and how this is related to other companies, universities and government. The course will have three sections: First, we will illustrate main challenges of systemic innovation based on two cases of innovation of mainframe computers. Second, this is used to develop concepts and discuss how the system is developing and overcoming different barriers. The roles of the single actors are discussed in order to understand the role of firms, government institutions, and universities. Third, we will apply the course’s concepts to four cases on innovation in sustainable energy. |
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Lectures and discussions will introduce theories of innovation. Theoretically based concepts will be applied to real cases both where innovation failed and was successful. In the class, you will study conceptualising of critical elements in innovation in cases, either supplied by teachers or of your own choice. 2-3 students will write a synopsis of 3-5 pages, which will be used as a basis for oral examination (offered as group exams if legal in November 2012). The number of students is limited to 60, because more students would impede the course’s synopsis supervision. |
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Van de Ven, A.H. (1986) Central Problems in the Management of Innovaiton. Management Science 32 (5) May 590-607 Lundvall, B.Å. (1998) Why study National Systems and National Styles of Innovation? Technology Analysis & Strategic Management. 10 (4) p. 407-21 Dougherty, D. & C. Hardy (1996), Sustained Product Innovation in Large, Mature Organizations: Overcoming Innovation-to-Organization Problems. Academy of Management Journal. 39 (5) October 1120-53 Storey, J. (2000) The Management of Innovation Problem. International Journal of Innovation Management, 4 (3),September 347-69 Brown, J.S. & P. Duguid (1991) Organizational Learning and Communities of Practice: Toward a Unified View of Working, Learning, and Innovation. Organization Science 2(1), February 40-57 Boonstra, J.J. & Vink, M. 1996 Technological and Organizational Innovation: A dilemma of fundamental change and participation. European Journal of Work and Organizational Psychology. Vol. 5 (3) pp. 351-375 Mikkola, J.H. 2001 Portfolio Management of R&D Projects: Implications for Innovation Management. Technovation vol. 21 pp 423-435 von Hippel, E. (1976) The dominant role of users in the Scientific Instrument Innovation Process. Research Policy, 5 (3) July 213-39 Newell, S,, Robertson, M., Scarbrough, H.Swan, J. (20099) Managing Knowledge Work and Innovation. Palgrave Macmillan London. Chapter 9: Managing Knowledge for Innovation pp. 182-215 Sismondo, Sergio (2010). An Introduction to Science and Technology Studies: 81-92. Cases: Heide, case based upon Bruno Latour, ARAMIS or the love of technology, Harvard University Press, 1996, ca. 30p Heide, UNIVAC: Innovating the first mainframe computer, ca. 20p. Olegario, Rowena, IBM and the TWO Thomas J. Watsons, p.349-395 in Thomas K. McCraw, Creating Modern Capitalism, Harvard University Press, 1996 Hansson & Mønsted, the Metsofc case:. A small and Elitist collaboration for product Innovation. S. 38-44 SUCCESS report for workpackage 2. Rewritten case for fuel cells. approx10 pages Mønsted, GreenGo case, ca. 10p. Wind energy case, ca. 20p. Case on Dong and alliances, ca.20p. |
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Last updated on 03-05-2012