• The student demonstrates a high level of command of the syllabus
• The student Is able to apply theories, models, and concepts from the syllabus in a systematic and thorough manner when analyzing and discussing problems and cases
• The student is able to analyze a problem or case from the field of innovation management using multiple perspectives
• The student is able to analyze a case or problem in a comprehensive manner by combining different theories, concepts and model from syllabus
• The student is able to discuss and reflect on the applied theories, models, and concepts in a structured and comprehensive manner

During the course students will be introduced to a number of models and approaches to innovation management within established companies. The course will also focus on key challenges involved in managing innovation within established firms ( Intrapreneurship or Corporate Entrepreneurship). Throughout the course special emphasis will be given to two specific challenges in innovation management. First, the managerial challenges involved in applying the contingency perspective when practicing innovation management. The contingency perspective implies that there is no one best way to manage innovation as the optimal management approach will depend particular situation faced by the firm. Second, the managerial challenges of handling key dilemmas in innovation management, e.g., balancing the organizational processes of exploration and exploitation within the company.

The course will include topics such as:

o Managing the innovation process

o Different types of innovation and their implications for businesses

o Knowledge management and innovation

o Strategic management of innovation

o User driven innovation

o Innovation in a globalized and networked world

o Innovation in Services and in Creative industries

Each of these topics will shed light on different aspects of and challenges involved in managing innovation.

This course will complement the mandatory BSc courses by addressing two different issues.

Firstly, the course will focus on the concrete managerial tasks, processes, and challenges in connection with the management of innovation within the established firm – adopting a firm level perspective on the management of innovation.

Secondly, the course will in some situations seek to challenge and discuss the dominant rational and analytical management models being taught in many mandatory BSc courses. The management of innovation will in some situations require that the rational methods for analysis are supplemented by other means in order to deal with the high levels of uncertainty characterising the earliest phases in the life-cycle of an innovation.

Finally, the course will also incorporate discussions and reflections on the methodological challenges and problems involved in studying innovation management. During the course it will be attempted to encourage discussion of the foundations of innovation management as a scientific discipline which draw on and combine insights from many different scientific disciplines.

The literature-base of the course will consist of a mix between selected chapters from books and textbooks on innovation management as well as scientific papers.

Examples of texts in the curriculum can be found the list below. The list does not represent the complete curriculum for the course:

Selected chapters from:

Christensen, C.M., Anthony, S.D. & Roth, E.A (2004). Seeing What’s Next – Using the Theories of Innovation to Predict Industry Change, Harvard Business School Press.

Dodgson, M., Gann, D. & Salter, A. (2005). Think, Play, Do; Technology, Innovation, and Organization, Oxford University Press.

Hargadon, A. (2003): How Breakthroughs Happen; The Surprising Truth About How Companies Innovate, Harvard Business School Press

Tidd, Joe, John Bessant and Keith Pavitt (2009): Managing innovation, integrating technological, market and organizational change, 4. ed. John Wiley and Sons Ltd, Chichester

Van de Ven. A.H., Polley, D.E., Garud, R. & Venkataraman, S. (1999): The Innovation Journey, Oxford University Press

Examples of Scientific papers:

Berry, L.L., Shankar, V., Parish, J.T., Cadwallader, S. & Dotzel, J. (2006); Creating New Markets Through Service Innovation, Sloan Management Review, Winter 2006, pp.: 56-63

Christensen, C.M.; Kaufman, S.P. & Shih, W.C. (2008): Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things, Harvard Business Review, January 2008, pp. 98-105.

Day, G.S. & Schoemaker P.J.H. (2008): Are You a “Vigilant Leader”, MIT Sloan Management Review, vol. 49, no. 3, pp. 43-51

Kim, W.C. & Mauborgne, R. (2005); Blue Ocean Strategy: From Theory to Practice, California Management Review, Spring 2005, Vol. 47.No.3. pp 105-121.

Von Zedtwitz, M., Gassmann, O. & Boutellier, R. (2004); Organizing Global R&D: Challenges and Dilemmas, Journal of International Management, Vol. 10, No. 1, pp.: 21-49