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2012/2013  KAN-OI07  Innovation and Management co-arranged with Entrepreneuship

English Title
Innovation and Management co-arranged with Entrepreneuship

Course information
Language English
Exam ECTS 15 ECTS
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
  • Entrepreneurship
    Sigvald Harryson - Department of Management, Politics and Philosophy
  • Innovation and Management
    Stine Haakonsson - Department for Business and Politics
Main Category of the Course
  • Innovation and entrepreneurship
  • Management of Information and Knowledge Management
Last updated on 17-07-2012
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.
Prerequisite
The exam is a joint exam for Innovation and Management and Entrepreneurship
Examination
Oral exam based on a mini-project
Oral exam based on a mini-project:
Type of test Oral with Written Assignment
Marking scale 7-step scale
Second examiner External examiner
Exam period Autumn Term
Aids Without preparation
Duration 20 Minutes

The mini-project should address the following questions and include the following parts:

What is your business plan/concept about and what made you focus on this concept? (1½ -3 page)
How does your concept/business plan address a blue ocean? (1½ -3 page)
Who are your main-competitors and how do you differ from them? (2½ -5 pages)
How do you/or can you make sure that you reach the majority within your target segments (as opposed to only reaching the early adopters)? (2½ -5 pages)
Which theories/models from the syllabus of the course “Innovation Management” and “(Know-who) Entrepreneurship” (from the syllabus and others) help you to enhance the chances of succeeding with your concept/business and how do these theories/models help you? (7-24 pages)
These five areas (listed above) should be covered on maximum 40 pages (15 pages if someone writes on his/her own). The mini-project should also include:


References (the list of references is not counted within the 40 (15) pages)
Appendix with your Business Plan (printed with two slides per page. These pages do not count within the maximum mini project length of 40 (15) pages)The individual oral exam will cover the topic of the mini-project as well as the syllabus of “Innovation Management” and “Entrepreneurship”.
Examination
The exam is an individual oral examination based on a mini-project. The mini-project must be written in groups of max.5 students (max. 40 pages) or individually (max.15)The mini-project will be integrated in the assessment.

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:

  • 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.
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.
Expected literature

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”
Last updated on 17-07-2012