Learning objectives |
At the end of the course, students should be able
to:
- Explain main theories and models within innovation management
and entrepreneurship research.
- Apply theories and models from innovation management and
entrepreneurship research to studies of businesses in the maritime
domain.
- Discuss the role of entrepreneurship and innovation in the
maritime domain and assess their impact on the development on
businesses within the domain.
- Write and critically assess an innovation project within an
existing company or a business plan for a start-up in the maritime
domain.
|
Examination |
Oral
examination based on an essay:
|
Exam
ECTS |
7,5 |
Examination form |
Oral exam based on written product
In order to participate in the oral exam, the written product
must be handed in before the oral exam; by the set deadline. The
grade is based on an overall assessment of the written product and
the individual oral performance. |
Individual or group exam |
Individual |
Size of written product |
Max. 10 pages |
Assignment type |
Written assignment |
Duration |
Written product to be submitted on specified date and
time.
20 min. per student, including examiners' discussion of grade,
and informing plus explaining the grade |
Grading scale |
7-step scale |
Examiner(s) |
Internal examiner and second internal
examiner |
Exam period |
December/January |
Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
Course content and structure |
Innovation and entrepreneurship are key drivers
of industrial change and economic growth, and research in the two
related fields is rapidly developing. The course introduces
students to some of the newest research in the two fields and gives
a broad overview of the business challenges and opportunities faced
by entrepreneurs in setting up new ventures and by existing
organizations in identifying and implementing innovation projects.
The course presents the key issues of innovation management and
entrepreneurship in the context of the maritime domain, which
includes global shipping and the related businesses of
shipbuilding, marine equipment manufacturing, maritime service
providers and the offshore wind and oil/gas sectors.
Businesses in shipping and the broader maritime domain are
generally considered to be capital intensive, have highly volatile
profits, use mature technologies, and have high entry barriers and
low R&D intensity. Nevertheless, innovation and
entrepreneurship provide impetus for major changes in maritime
businesses, and the course will focus on how this takes place.
Key questions addressed in the course:
- What is the role of innovation and entrepreneurship in shaping
maritime businesses?
- What are the drivers of innovation in the maritime domain and
how do they influence maritime business opportunities?
- Who are maritime entrepreneurs and what are the requirements
for successful start-ups in the maritime domain?
- What are the challenges faced by maritime companies in their
attempts to identify, prioritize and implement innovation
projects?
The course presents several business cases on innovation management
and entrepreneurship from the maritime domain, and as such provides
a close integration between theory and practice.
The course will provide students with tools for writing and
critically assessing innovation projects in shipping companies and
other maritime businesses. Moreover it will enable students to
write and critically assess business plans for start-ups in the
maritime domain.
Course plan
A. INTRODUCTION TO THE FIELD
1. Innovation theory
2. Entrepreneurship theory
3. Maritime economics
B. MARITIME INNOVATIONS
4. Drivers of innovation
5. Process innovation
6. Product innovation - and open innovation
7. Service innovation - and business model
innovation
C. MARITIME ENTREPRENEURS
8. Opportunity recognition and business plan
9. Entrepreneurship in offshore wind sector
10. Guest lecture.
D. CLOSING THEMES
11. Performance effect of innovation and entrepreneurship
12. Wrap up: Is the maritime domain unique? |
Teaching methods |
The teaching of this course will be based on a
variety of learning methods, such as lectures, group and class
discussions as well as case studies. Guest lectures by
representatives from maritime companies will also be included in
the course.
30 hours (3 x 45 minutes class for 12 weeks).
Readings: Approximately 1,000 pages. |
Further Information |
Changes in course schedule may occur
Friday 13.30-16.05, week 36-41, 43-47 |
Expected literature |
Literature
Reference books
- Goffin, K. & R. Mitchell, 2010. Innovation Management:
Strategy and Implementation using the Pentathlon Framework,
Palgrave Macmillan, Basingstoke, 2nd edition
- Talley, W. (ed.), 2012. The Blackwell Companion to Maritime
Economics, Blackwell Publishing.
- Wijnolst, N.& T. Wergeland, 2009. Shipping
Innovation, IOS Press, Amsterdam
https://wwww-dawsonera-com.esc-web.lib.cbs.dk:8443/abstract/9786000012571
Articles
- Baron, R.A., 2006. ' Opportunity Recognition as Pattern
Recognition: How entrepreneurs " Connect the Dots" to
Identify New Business Opprtunities', Academy og Management
Perspectives, 20 (1), pp. 104 -19.
http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=82673ee6-5b5c-49b4-9396-195ac32ec34d%40sessionmgr11&vid=2&hid=21
- Birkenshaw, J., C. Bouquet & J.-L. Barsoux, 2011. ' The
5 Myths of Innovation', MIT Sloan Management Review: Top 10
Lessons on the New Business of Innovation, pp. 1-8.
http://sloanreview.mit.edu/article/the-5-myths-of-innovation/
- Chesbrough, H., 2011. ' Why Companies Should Have Open
Business Models', MIT Sloan Management review: Top 10
Lessons on the New Business of Innovation, pp. 68-74.
http://sloanreview.mit.edu.esc-web.lib.cbs.dk/article/why-should-companies-have-open-business-models/
- Dahl, M.S. & T. Reichstein, 2007. ' Are You
Experienced? - Prior Experience of Managers and the Survival of New
Organization', Industry and Innovation, 14 (5), pp.
497-511.
http://www.tandfonline.com/doi/pdf/10.1080/13662710701711414
- Jenssen, J.I. & T. Randøy, 2006. ' The Performance
effect of innovation in shipping companies', Maritime
Policy and Management, 33:4, PP. 327-343.
http://tandfonline.com/doi/abs/10.1080/03088830600895485
- Jenssen, J.I., 2002. ' factors that promote innovation in
shipping', Maritime Policy and management, 29:2, pp.
119-133.
http://tandfonline.com/doi/abs/10.1080/03088830110078346
- Lorange, P. & Ø.D. Fjeldstad, 2012. ' New Business
Models and Strategies in Shipping'. Talley, W. (ed.), The
Blackwell Companion to Maritime Economics, pp. 263-80.
Blackwell Publishing.
http://site.ebrary.com/lib/kbhnhh/docDetail.action?decID=10521381
- Sahlman, W., 1997. 'How to Write a Great Business
Plan', Harvard Business Review, July-August,
pp.98-108.
hhtp://web.ebscohost.com/ehost/detail?vid=3&sid=53aa5d6a-6c7f-415b-9496-24f5c9f32017%40sessionmgr13&hid=21bdata=JnNpdGU9ZWhvc3QtbGI2ZSZzY29wZT1zaXRI#db=bth&AN=9706292953
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