Innovation and Management:
The course will focus on organizational and managerial challenges
concerning innovative processes in organizations. For innovative
processes to take place a variety of knowledge, technologies and
competencies need to be present. In this setting, managerial
challenges concerning how to foster heterogeneity, guide creative
processes and manage the autonomous processes of innovation become
apparent.
Additionally, as the needed variety of knowledge does not always
exist inside a single organization, it is essential that the
innovative organization open its borders and provide for an inflow
and outflow of knowledge. This results in the configuration of a
number of new organizational forms that are to be designed and
managed properly. Throughout the course, we will examine the more
traditional ways of organizing for innovation; i.e., either as an
internal process inside the firm (hierarchy) or as a process where
the needed knowledge is searched for externally (in the market).
But more importantly, we will look at a range of hybrid forms of
organizing for innovation.
The students will be introduced to contemporary literature on
innovation management, focusing on the processes of knowledge
search, selection, strategy implementation and capturing the value
of innovation.
Entrepreneurship :
This course introduces the students to innovation &
entrepreneurship as a phenomenon in society and economy and the
evolution of entrepreneurship as practice. It partly includes the
launch of new innovations by MNCs such as Porsche and Bombardier,
partly brings students straight into the entrepreneurial starting
up of companies based on recent examples, and partly deals with
social entrepreneurship. In addition, the students will be
introduced to the history of innovation and entrepreneurship as
academic disciplines: main theorists, schools of thought and state
of the art. Of particular interest are openings towards know-who
based innovation, leadership for entrepreneurship, creativity,
capturing and protection of IP, and the transition from creation to
commercialization of a new business. In this context, emerging
entrepreneurial forms of industry-university collaboration,
strategic intelligence and business model innovation will be
explored, analyzed and explained. The purpose of those openings is
to lay the foundation for further knowledge creation and learning
within these fields as part of coming courses within the program.
Interactive class assignments with high practical relevance will be
used in the course and provide students with the ability to apply
their new learning in practice, as well as to reflect upon the
context-independent nature of this knowledge and how it is
applicable in novel contexts. The learning objectives are to
develop an ability to combine and relate fundamental theories to
practical tools and examples within the domains of individual
entrepreneurship (and its reliance on network theory),
organizational entrepreneurship (and its reliance on management-
and organization studies), and regional entrepreneurship (and its
reliance on strategic intelligence and industry-university
collaboration for growth through innovation). Empirical cases that
will help students relate theory to practice include:
- Cleantech Innovation and Ecopreneurship: Windpower; Electric
Vehicles; new power transmission technologies and test-sites
bringing these technologies together into the first Clean Urban
Mobility solutions – such as Kolding Design City
- Born Globals in Scandinavia: Anoto in Sweden and Bang &
Olufsen ICEpower in Denmark
- Automotive Entre-/Intra-preneurship: Tesla Motors from the USA,
Porsche, Mercedes and BMW from Germany and Volvo from Sweden
- Classis Corporate Innovation and Intrapreneurship: Cleantech
innovation at Bombardier; Packaging Innovation at Tetra Pak and
Combiblock; Functional Food at Nestlé.
The aim of the course innovation Management is to enable
students to:
• get acquainted with the key concepts and dimensions of the
innovation process, the different types of innovation, and the
tools to manage them.
• identify, analyze and apply appropriate business models
(such as open innovation model, stage-gate model, user driven
innovation, etc.) for developing and managing innovations;
• critically analyze and evaluate the strengths and
weaknesses of different organizational forms and models for
innovation management, in particular intellectual property rights;
• understand specific challenges related to management of
innovation in a global and highly uncertain business environment;
• Acknowledge the importance of organizational and
institutional frameworks for the management of innovation.
The aim of the course Entrepreneuship is to enable students
to: • identify and build the most critical relationships to
drive innovation leadership within and across small and large
organizations
• discuss and analyze theories, models, and perspectives on
innovation, networking and knowledge creation, which are essential
for know-who based entrepreneurial processes to happen and succeed
• develop the ability to combine and relate fundamental
innovation and entrepreneurship theories to practical tools and
examples within the domains of individual intrapreneurship and
entrepreneurship – and its reliance on network theory
• learn new forms of organizational innovation and
entrepreneurship – and their reliance on business model innovation,
blue ocean strategies, alliances, strategic intelligence and
industry-university collaboration.
• acquire mastery in identifying, combining and developing
new forms of networking and knowledge networks to support the
co-creation of innovation
• learn how to drive exploitation of innovation within and
across organizations – while balancing the need for trust versus
control in collaboration |
Innovation and Management:
Please note that the litterature is guiding.
The text book is Tidd, Joe and Bessant, John (2009): Managing
Innovation. Chichester: Wiley, 4th edition.
www.wiley.com/go/innovation
Frederick M. Abbott et al. (eds)., International Intellectual
Property in an Integrated World Economy (Wolters Kluwer 2007),
Chapter 5 Section I. The International System for the Protection of
Industrial Design pp. 559-575.
Chesbrough, Henry. 2003. ‘The Era of Open Innovation’. MIT
Sloan Management Review, Spring issue: 35-41.
Dodgson, M., Gann, D. & Salter, S. 2006. ‘The role of
technology in the shift towards open innovation: the case of
Procter & Gamble’ R&D Management 36(3): 333-46.
European Court of Justice, Opel car company (2007)
Opel Car Company, ECJ 2007.mht
Freeman, Christopher (1995) “The National System of Innovation in
Historical Perspective” in Cambridge Journal of Economics vol 19
pp. 5-24.
Hart, David M. (2009): Accounting for change in national systems
of innovation: A friendly critique based on the U.S. case in
Research Policy 38 (2009) 647–654.
Helen Golias, "Strategies for Converting Intellectual
Property into Profit," APBN Vol. 9 No. 16 (2005), pp. 804-812.
Jensen, Morten Berg; Björn Johnson; Edward Lorenz and Bengt Åke
Lundvall (2007): “Forms of knowledge and modes of innovation” in
Research PolicyVol 36, issue 5, Pages 680-693.
Jeppesen, Lars Bo & Molin, Måns J. 2003. ‘Consumers as
co-developers: Learning and Innovation Outside the Firm’
Technology Analysis & Strategic Management 15(3):
363-83.
David A. Latham, “International Considerations in Intellectual
Property Licensing,” The Licensing Journal (March 2008), pp. 1-6.
Petty, Ross D. (2008). “Naming names: Trademark strategy and
beyond: Part one—Selecting a brand name,” Journal of Brand
Management, Feb. 2008, Vol. 15 Issue 3, p190-197.
Petty, Ross D. (2008). “Naming names: Trademark strategy and
beyond: Part two—Dealing with rival brand names,” Journal of
Brand Management, Apr. 2008, Vol. 15 Issue 4, p232-238.
Ray August, et al.(eds.), International Business Law Text,
Cases and Readings (Pearson Education International 2009),
Chapter 9 Intellectual Property, Section A
Ray August, et al.(eds.), International Business Law Text,
Cases and Readings (Pearson Education International 2009),
Chapter 9 Intellectual Property, Sections D, E and F on transfer of
property and licensing.
Thomke, S. & von Hippel, E. 2002. ‘Customers as innovators. A
New Way to Create Value’. Harvard Business Review. April
2002: 74-81.
Entrepreneurship:
Afuah, A. (2004) Business models: a strategic management approach,
McGraw-Hill/Irwin, Boston; New York, pp. 2-107 + 153-170.
Alvarez, S. and Barney, J. (2007) ‘Discovery and creation:
alternative theories of entrepreneurial action’, Strategic
Entrepreneurship Journal, Vol. 1, Is. 1-2, pp. 11–26.
Chesbrough, H. (2007) ‘Business model innovation: it's not
just about technology anymore’, Strategy & Leadership, Vol. 35
Issue 6, pp. 12-17. Chesbrough, H. (2010) Business Model
Innovation: Opportunities and Barriers, Long Range Planning, vol
43, pp. 354-363.
Chesbrough, H. (2010) Business Model Innovation: Opportunities and
Barriers, Long Range Planning, vol 43, pp. 354-363.
Chesbrough, H. and Schwartz, K. (2007): ‘Innovating Business
Models with Co-development Partnerships.’ Research – Technology
Management, January-February 2007, pp. 55-59.
Govindarajan & Trimble (2005) “Building Breakthrough
Businesses Within the Established Organization,” Harvard Business
Review, (May).
Harryson, S. (2008) Know-who Based Entrepreneurship: From
Knowledge Creation to Business Implementation, Edward Elgar, 2nd
edition.
Harryson, S. (2008) ‘Entrepreneurship Through Relationships –
Navigating from Creativity to Commercialisation’, R&D
Management, Vol. 38, No. 3, pp. 290-310.
Harryson, S., Dudkowski, R. and Stern, A. (2008) ‘Transformation
Networks in Innovation Alliances - the Development of Volvo C70’,
Journal of Management Studies, Vol. 45, No. 4 June 2008, pp.
731-58.
Johnson, M. W., Christensen, C. M., and Kagermann, H. (2008):
‘Reinventing Your Business Model’. Harvard Business Review,
December 2008, pp. 51-59.
Kim, W. C. & Mauborgne, R. (2005) ‘Blue Ocean Strategy: From
Theory to Practice’. California Management Review Spring, vol. 47,
no. 3, pp. 105-121
Kim, W. C. & Mauborgne, R. (2009) ‘How Strategy shapes
Structure’. Harvard Business Review, September, pp. 72-80
Knight, G.A., Cavusgil, S.T. (2004) ‘Innovation, Organizational
Capabilities, and the Born Global Firm’. Journal of International
Business Studies, Vol. 35, Issue 2 (March 2004), pp. 124-141.
Markides and Geroski (2004) ‘Racing to be 2nd’, Business Strategy
Review, Winter 2004, pp. 25-31.
Teece, D. J. (2010): ‘Business Models, Business Strategy and
Innovation’. Long Range Planning, Vol. 43, 2010, pp. 172-194.
Tidd, Joe and Bessant, John (2009): Managing Innovation.
Chichester: Wiley, 4th edition.
Teaching Cases used in the Course:
“Anoto: Born Global Entrepreneurship Through Relationships –
Navigating from Creativity to Commercialization”
“Give Me a Brake” – How Porsche Built Innovation Alliances to
Commercialize a Breakthrough in Brakes”
“Licensing and Pricing Strategies to Capture the Premium of
Innovation – Experience from Tesla Motors, Porsche and Tetra Pak”
“A Mobile Case of Know-Who Based Concept Creation – Experience
from Finland”
“How Anoto, B&O, Gambro and Porsche Drive Entrepreneurship
Through University Collaboration”
“The Development of Volvo C70 – Managing the Transformation from
Concept to Commercialization”
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