Permalink
2011/2012 KAN-OI07 Innovation and Management co-arranged with Entrepreneuship
| English Title | |
| Innovation and Management co-arranged with Entrepreneuship |
Course Information | |
| Language | English |
| Point | 15 ECTS (450 SAT) |
| Type | Mandatory |
| Level | Full Degree Master |
| Duration | One Semester |
| Course Period | Autumn |
| Time Table | Please see course schedule at e-Campus |
| Study Board |
Study Board for MSc of Social Science |
| Course Coordinator | |
| |
| Main Category of the Course | |
| |
| Last updated on 29 maj 2012 | |
| Learning Objectives | |||||||||||||||||
|
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. | |||||||||||||||||
| Examination | |||||||||||||||||
| The exam is a joint exam for Innovation and Management and Entrepreneurship | |||||||||||||||||
| |||||||||||||||||
| Examination | |||||||||||||||||
|
The exam is an individual oral examination (20 minutes per student including votation) based on a mini-project. The mini-project must be written in groups of max.5 students (max. 40 pages) or individually (max.15) If a student is ill during the regular exam he/she will be able to re-use the mini-project at the make-up exam. If the student was ill during the writing of the mini-project and did not contribute to the mini-project, the make-up exam can be written individually or in groups (provided that other students are taking the make-up exam). If the student did not pass the regular exam, he/she must revise the mini-project (confer advice from the examiner) and hand it in on a new deadline specified by the secretariat. | |||||||||||||||||
| Prerequisites for Attending the Exam | |||||||||||||||||
|
In order to achieve the grade of 12, the student must fulfill the following criteria: • Demonstrate knowledge of key concepts and dimensions of innovation processes and innovation management • Identify, analyze and apply appropriate business models presented in class for developing and managing innovations • Evaluate the strengths and weaknesses of different innovation management models • Critically analyze and employ methods for dealing with innovation in or between organizations • Analyze specific challenges related to management of innovation in highly uncertain business environment . | |||||||||||||||||
| Course Content | |||||||||||||||||
|
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:
| |||||||||||||||||
| Teaching Methods | |||||||||||||||||
|
Innovation and Management: Lectures, case analyses etc. Entrepreneuship: Interactive class assigments 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. | |||||||||||||||||
| Literature | |||||||||||||||||
Innovation and Management: | |||||||||||||||||