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|
| Language |
English |
| Exam ECTS |
7.5 ECTS |
| Type |
Elective |
| Level |
Bachelor |
| Duration |
One Semester |
| Course period |
Autumn
Changes in course schedule may occur
Wednesday 15.20-17.55 week 36-41, 43-48 |
| Time Table |
Please see course schedule at e-Campus |
| Study board |
Study Board for BSc in Economics and Business
Administration
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| Course
coordinator |
- Christoph Grimpe - Department of Innovation and Organizational
Economics (INO)
|
| Administration: Mie
Maahr Hegelund, mmh.ino@cbs.dk |
| Main academic
disciplines |
- Innovation and entrepreneurship
- Management
- Corporate and Business Strategy
- Economics, macro economics and managerial
economics
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|
Last updated on
05-07-2013
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| Learning objectives |
The course aims at developing the
core strengths needed to manage innovation from its early stages to
the introduction of products or services in the market and the
strategic positioning of the firm within its industry based on its
innovative portfolio. After having participated in this course
students should be able to:
- Know basic concepts of innovation and the management of
innovation.
- Know basic fields/subjects touching the area of innovation and
innovation management (as, e.g. entrepreneurship, economics,
marketing, organization, industry development).
- Apply these theories/concepts and their specific tools in case
studies.
- Identify sources for creative ideas for companies, both
company-internally and company-externally. They are able to do so
theoretically (on the basis of the literature provided in the
course) and also practically (in a case).
- Evaluate the business ideas identified, using specific
characteristics derived from the literature provided in the course
(e.g. realizability, value, novelty, etc.).
- Analyze and evaluate the causes and effects of the introduction
of an innovation.
- Reflect on (literature about) innovation management,
entrepreneurship, economics, marketing, and organization.
- Compare different streams of research/theory with regards to
the topics mentioned, to understand and use the tools provided in
the literature and to connect the literature to their specific
case/project.
- Apply the overall knowledge developed in the course in a
specific case and to work together with the course teachers on a
specific project, identifying, evaluating and developing creative
ideas.
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| Course prerequisites |
| This course is open to all bachelor
students. However it still requires that students have acquired
basic knowledge in management and business economics in order to
follow the more specific focus on the management of innovation in
this course. |
| Examination |
|
4 hour written
sit-in exam:
|
| Examination form |
Written sit-in exam |
| Individual or group exam |
Individual |
| Assignment type |
Written assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Winter Term |
| Aids allowed to bring to the exam |
Open book: all written and electronic aids,
including internet access |
| Make-up exam/re-exam |
Another examination form
The re-take exam will take place
using the exact same conditions as for the ordinary exam, unless
the number of students for the re-take is such that it can be held
as an oral exam. The exam would then be a 20 minute oral exam
without preparation time. The different exam forms for the re-takes
will be uploaded to the exam plan on
e-campus.
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|
| Course content and
structure |
|
Innovation is a cornerstone of competitive advantage and firm
growth. In this course, we will focus on how firms can
strategically leverage different types of innovation to compete on
the global market place. Special emphasis is placed on
technological innovation which is at the core of successful
companies like Apple or Samsung.
This introductory course to the strategic management of innovation
and technology will discuss theories, models and tools that are
central to managing the identification, development and
commercialization of innovations, plus the consequences of doing so
in a competitive environment. Core topics with regards to
innovation management are for instance, knowledge about the various
types and characteristics of an innovation and innovative
activities, how to search for novel ideas, what tools to use inside
and outside of the firm to evaluate promising ideas efficiently and
accurately, as well as various forms to develop innovations inside
and outside of the firm.
In addition to the basics of innovation strategy, the course will
introduce insights and tools from fields such as entrepreneurship
(e.g. how and why individuals identify promising opportunities
while others do not), economics (e.g. the roles and powers of
different players within an industry and the effect of various
market forms), marketing (e.g. how the transfer from early, small
market segments to broad market segments can be managed),
organization (e.g. how organizations change when introducing
important new products and services), and management (e.g. how new
business models in the area of open and distributed innovation can
look like).
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| Teaching methods |
Structure
The course follows the structure of a three hour per week, lecture
style class. Shorter case studies are an integral part of the
classes. During the first half of the course, students will receive
a basic introduction to innovation and the management of
innovation. Following, the students will be introduced to the
management of innovative processes. In the last session, the
students will work on a specific case and apply the theories and
tools/models learned in a specific situation, preparing them for
the final exam.
Teaching
Teaching includes lecture-style classes, in-class workshops with
students presenting and actively participating in discussions and
guest lecturers from innovative companies. The specific of this
course is furthermore that INO will integrate various teachers in
this course, each bringing in their respective special
expertise. |
| Expected literature |
|
Core reading:
Schilling, Melissa A. (2013). Strategic management of
technological innovation (4th edition), McGraw-Hill, New York.
Additional literature:
Bower, Joseph L. and Clayton M. Christensen (1995). Disruptive
technologies: catching the wave. Harvard Business Review:
January-February 1995, 43-53.
Chesbrough, Henry W. (2007). Business model innovation: it’s not
just about technology anymore. Strategy & Leadership: 35 (6),
12-17.
Chesbrough, Henry W. (2003). The era of open innovation. MIT
Sloan Management Review: 44 (3), 35-41.
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