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2012/2013  KAN-CM_U129  Strategic Innovation Management and Execution: The Experience Economy

English Title
Strategic Innovation Management and Execution: The Experience Economy

Course information

Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period First Quarter, Second Quarter
Changes in course schedule may occur
Wednesday 13.30-16.05, week 36-41, 43-46
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Kristian Anders Hvass - Department of International Economics and Management
Administrator: Birgit Dahlgren - bgd.int@cbs.dk
Main Category of the Course
  • Management
  • Experience economy and service management
  • Corporate and Business Strategy
Last updated on 27-04-2012
Learning objectives
Upon course completion students should be able to:
  • Define and describe economic approaches in such a way that the students will be able to analyze industries within the experience economy
  • Identify, describe and analyze the functions, structure and issues in relevant industries locally, regionally and globally
  • Describe and analyze issues pertaining to relevant industries (e.g. mergers, competitiveness, vertical linkages, contracts, etc.)
  • Define and describe concepts, patterns and types of innovation within the relevant industries
  • Analyze innovation-related challenges in the relevant industries
  • Identify and describe ‘best practice’ in successful implementation of strategies and innovation within the relevant industries
  • Cooperate with fellow students and industry experts in identifying problems, use theory, apply research methods, and communicate the results to expert and general audiences
  • Analyze, interpret and apply relevant theories to real-life scenarios through the participation in the web-based hotel simulation
Mini project
Mini project:
Type of test Home Assignment
Marking scale 7-step scale
Second examiner No second examiner
Exam period Autumn Term and December/January
Aids Open Book, Written and Electronic Aid is permitted
Duration Please, see the detailed regulations below

Course content
The course familiarizes students with the structure of the relevant industries locally, regionally and globally. Moreover, it discusses key concepts in innovation and focuses on the innovation-related challenges in the relevant industries.
This course will introduce the student to a holistic perspective and incorporate facets from several important business elements (e.g. human resource management, product development, marketing, finance, competition etc.) that are underlying to strategy execution and innovation.
Although theories and models for innovation to a certain degree can be applied across industries, they cannot be viewed isolated and it requires management skills to gather, interpret and act on information from numerous internal and external sources. This is not a one-step process but iterative and success requires to skills to repeatedly process information and react accordingly.
To get a first-hand understanding and to experience the results of their decisions, students will implement their decisions in a simulated market, where the market forces will influence strategy execution as well as innovation.
Teaching methods
This course relies on traditional lectures, as well as, case discussions according to the Harvard-style. The content and course objectives are complemented by a web-based strategy simulation where students in pre-assigned, cross-cultural groups compete against each other as top-level managers of a hotel. The simulation is used as a learning tool to discuss and illustrate management decisions, strategy execution and innovation throughout the course. The students will be divided into groups of 4 and will have to manage a virtual hotel over 12 months in competition with 5-6 other hotels. During the simulation, the different topics, theories and models of the lectures will be included, thereby ensuring that the students will get a more practical approach to the education. Preparation time of 3-4 hours are required before each simulation round.
Expected literature
  • Schlegelmilch B. et al. 2003. Strategic Innovation: the construct, its drivers and its strategic outcomes. Journal of Strategic Marketing. Vol. 11 (2). Pg. 117-132
  • Antonio H and Albors J. Innovation management techniques and tools: a review from theory and practice. R&D Management. Vol. 38 (2). Pg. 113-127
  • Kaplan and Norton. Strategy Maps. 2004. Ch. 5: Innovation Processes, p. 135-156 and Ch. 11: Customizing your Strategy Map to your Strategy, p. 319-346.
  • Quezada L. et al. 2009. Method for identifying strategic objectives in strategy maps. International Journal of Production Economics. Vol. 122 (1) pg 492-500.
  • Lowe D, et al. 2011. The influence of strategy map communications and individual differences on multidimensional performance evaluations. Accounting and Business Research. Vol. 41 (4). Pg. 375-391
  • Robert G. Cooper, The Journal of Product  Innovation Management 25, 213-232. Perspective: The Stage-Gates Idea-to-Launch Process—Update, What’s New, and NexGen Systems
  • Hossain et. al., 2010. Innovation Process in Canadian and US Hotels.Global Journal of Business Research, Vol. 4 (3).
  • Judy A. Siguaw et. al., Cornell Hospitality Report, Vol. 9, No. 17, November 2009, Cases in Innovative Practices in Hospitality and Related Services
  • Marée G., 2011. Innovation Management in the Hospitality Industry: New Roads Towards Meaning and Corporate Culture. Trends and Issues in Global Tourism, Part 3. Pg. 135-132.
  • TBD: Strategy Mapping in the Airline Industry
  • Kim and Mauborgne. Blue Ocean Strategy, 2004. Ch. 4: Focus on the Big Picture, Not the Numbers, p. 81-99. Ch. 8: Build Execution into Strategy, p. 171-184. Ch. 9: Conclusion: The Sustainability and Renewal of Blue Ocean Strategy, p. 185-190
  • Schot J and Geels F, 2008. Strategic niche management and sustainable innovation journeys: theory, findings, research agenda, and plicy. Technology Analysis and Strategic Management. Vol. 20 (5). Pg. 537-554.
  • TBD: Successful innovation execution within amusement parks
  • Brian Hay and Ian Yeoman, Journal of Vacation Marketing 2005. Turning scenarios into a strategy map: Our ambition for Scottish tourism.
Last updated on 27-04-2012