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2022/2023  KAN-CCMVV1762U  Open Innovation and Branding

English Title
Open Innovation and Branding

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Second Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 80
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Richard Jones - Department of Marketing (Marketing)
  • Stefan Markovic - Department of Marketing (Marketing)
Main academic disciplines
  • Communication
  • Management
  • Marketing
Teaching methods
  • Blended learning
Last updated on 11-02-2022

Relevant links

Learning objectives
  • Describe the primary limits of closed innovation and the critical factors challenging this innovation management approach.
  • Outline the principles of open innovation and how this approach contributes to innovation performance.
  • Understand different open innovation mechanisms (e.g., crowdsourcing, partnership) and how to select the right mechanism.
  • Outline the organizational capabilities and internal organization required for successful open innovation.
  • Understand and describe different crowdsourcing approaches and what factors drive selecting the right approach.
  • Understand and describe the role and nature of branding in driving open innovation.
  • Analyse the association between open innovation and branding, as well as the drivers that might align these two processes.
  • Propose ways to make stakeholders engaged, or more engaged, in a company’s entrepreneurial initiatives and innovation processes.
Examination
Open Innovation and Branding:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 10 pages
Assignment type Case based assignment
Duration 72 hours to prepare
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Description of the exam procedure

The exam is a series of questions where students are asked to relate core concepts and models from the course to a self-chosen case. The case may be the same case that students have been working with in groups throughout the course.

Course content, structure and pedagogical approach

Driving and successfully implementing entrepreneurship and innovation does not depend solely on the organization, its managers, or its entrepreneurial founder or corporate chief executive. Rather, the most important contributors and co-creators of new insights, ideas, and innovations are to be found among the networks of co-operating stakeholders, customers, and end-users. A central thesis underpinning this minor, reflecting insights from current literature, is that open innovation and stakeholder engagement in innovation processes demand particular considerations, processes, and capabilities. Therefore, this course focuses on the role and meaning of branding for establishing and successfully managing stakeholder relationships, in an era and context in which open innovation represents the primary path for innovation. The open innovation and stakeholder co-creation research that informs this course highlights the essential determinants of open innovation strategies, as well as the challenges and issues involved in engaging multiple stakeholders in an innovation process. Accordingly, open innovation may take different forms, in terms of collaborative ties and the intensity of collaboration; the form or level of this openness also is governed by various factors and circumstances across the firm and its external environment. Both innovation and company performance depend on these levels of openness, so this course encourages students to gain a clearer understanding of the effects, using real case analyses. To develop their understanding of the obstacles to open innovation, students will consider case companies that either represent best cases or have not yet embraced this logic in their business models.

 

In particular, the course content will emphasise a main obstacle and challenge identified in prior literature: stakeholder relationship management. Organizations must start by finding and engaging the right stakeholders for co-creation (e.g., customers, resellers, suppliers, non-governmental organizations), whether organizations or individuals, who offer novel insights and experience but also are motivated and able to reveal their ideas and beliefs through communication with the firm (online or offline). The complexity of open innovation implies that engaging customers demands very different considerations and processes than does engaging resellers, universities, or non-profits. Therefore, a second objective of the course is to encourage understanding of the meaning of branding when open innovation is a central feature of companies’ innovation efforts. Combining these teaching objectives, this course will integrate insights from contemporary literature dealing with complex and dynamic contexts in which stakeholders call for transparency and authenticity, along with analyses of a set of companies in which the integration of open innovation and branding is apparent. A central question will govern the analysis of the literature and cases: What are the key issues, processes, and capabilities associated with brand management when openness has become the primary mode for a company’s innovation?  

Description of the teaching methods
This courses uses blended learning in the form of pre-recorded and live online sessions and in-class workshops. Experiential learning is the primary pedagogical approach followed in class sessions and workshops.
Feedback during the teaching period
During the entire course students will receive feedback on their performance and progress when working on the course assignments and when participating in dialogues and discussions in class.
Student workload
Preparation 123 hours
Teaching 33 hours
Examination 50 hours
Further Information

This course is part of the Minor in Marketing and Innovation, but can also be taken independently. 

Expected literature

Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range planning, 43(2-3), 354-363.

 

Hautz, J., Seidl, D., and Whittington, R. (2017), Open Strategy: Dimensions, Dilemmas, Dynamics. Long Range Planning, 298-309

Felin, T. and Zenger, T. R. (2014). Closed or open innovation? Problem solving and the governance choice Research Policy 43, 914–925. 
 

Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort. Journal of Product Innovation Management, 27(1), 33-48. 

 

Merz, M. A., He, Y., & Vargo, S. L. (2009). The evolving brand logic: a service-dominant logic perspective. Journal of the Academy of Marketing Science, 37(3), 328-344.

 

Mäläskä, M., Saraniemi, S., & Tähtinen, J. (2011). Network actors' participation in B2B SME branding. Industrial Marketing Management, 40(7), 1144-1152.

 

Hatch, M. J., & Schultz, M. (2010). Toward a theory of brand co-creation with implications for brand governance. Journal of Brand Management, 17(8), 590-604. 

 

Harmeling, C.M., Moffett, J.W., Arnold, M.J. et al. J. of the Acad. Mark. Sci. (2017). Toward a theory of customer engagement marketing. 45: 312. 

 

Hajli, N., Shanmugam, M., Papagiannidis, S., Zahay, D., & Richard, M. O. (2017). Branding co-creation with members of online brand communities. Journal of Business Research70, 136-144.

 

O’Riordan, L. & Fairbrass, J. J Bus Ethics (2014). Managing CSR Stakeholder Engagement: A New Conceptual Framework. 125: 121.

 

Kazadi, K., Lievens, A., and Mahr, D. (2016). Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders. Journal of Business Research, 69 (2), 525-540

 

Watson, R., Wilson, H. N., Smart, P., & Macdonald, E. K. (2018). Harnessing Difference: A Capability‐Based Framework for Stakeholder Engagement in Environmental Innovation. Journal of Product Innovation Management, 35(2), 254-279.

 

Brodie, R. J., Benson-Rea, M., & Medlin, C. J. (2017). Branding as a dynamic capability: Strategic advantage from integrating meanings with identification. Marketing Theory, 17(2), 183-199.

 

Bessant, J., Öberg, C., & Trifilova, A. (2014). Framing problems in radical innovation. Industrial Marketing Management, 43(8), 1284-1292.

 

Brexendorf, T. O., Bayus, B., & Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions. Journal of the Academy of Marketing Science, 43(5), 548-557.

 

Balmer, J. M., & Burghausen, M. (2015). Explicating corporate heritage, corporate heritage brands and organisational heritage. Journal of Brand Management, 22(5), 364-384.

 

Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the hidden value of concepts: a cognitive approach to business model innovation. Strategic Entrepreneurship Journal, 9(1), 99-117.

 

Nedergaard, N., & Gyrd-Jones, R. (2013). Sustainable brand-based innovation: The role of corporate brands in driving sustainable innovation. Journal of Brand Management, 20(9), 762-778.

 

Jones, R. (2010). Corporate branding: the role of vision in implementing the corporate brand. Innovative Marketing, 6(1), 44-57.

 

Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), 742-761. 

 

Bogers, M., Chesbrough, H., & Strand, R. (2020). Sustainable open innovation to address a grand challenge: Lessons from Carlsberg and the Green Fiber Bottle. British Food Journal.

 

Markovic, S., Bagherzadeh, M., Dubiel, A., Cheng, J., & Vanhaverbeke, W. (2020). Do not miss the boat to outside-in open innovation: Enable your employees. Industrial Marketing Management, 91, 152-161 

Last updated on 11-02-2022