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2024/2025  KAN-CCMVV2444U  Technology Strategies

English Title
Technology Strategies

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for cand.merc. and GMA (CM)
Course coordinator
  • Shibo Zhou - Department of Strategy and Innovation (SI)
Main academic disciplines
  • Innovation
  • Management
  • Strategy
Teaching methods
  • Face-to-face teaching
Last updated on 13-02-2024

Relevant links

Learning objectives
At the end of the course, students should be able to:
  • Know the common approaches to profit from innovations and technologies.
  • Identify and evaluate the key activities, resources, and players that are necessary to develop different technology strategies.
  • Understand the impact of technology strategies on sustainable competitive advantages.
  • Choose the right strategies for profiting from technology in different environments.
  • Apply the analytic framework to craft technology strategies for specific incumbent firms and startups.
  • Understand the limitations to technology strategies and practices.
  • Summarize 3-5 most cited academic literature about innovation management, entrepreneurship, economics, and organization.
Technology Strategies:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Essay
Release of assignment An assigned subject is released in class
Duration Written product to be submitted on specified date and time.
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Autumn and Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
If the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Course content, structure and pedagogical approach

Just like financial and human resources, technology has critical importance in organizations, and the management of technology is a basic business function. Just as we need financial or human resource strategies, organizations need to develop a technology strategy, which serves as a basis for the overall company strategy.

In this course, technology strategy will be studied by analyzing the economic and strategic factors that guide - or should guide - firms' decisions regarding the generation, commercialization, protection, and adoption of technological innovations. The emphasis is on the development and application of economic and strategy tools which are critical for insightful long-term planning when deciding the sources of innovation (internal vs. external), how much to invest in internal R&D, whether to seek intellectual property protection, whether to develop and commercialize an invention in-house or sell it through arm's-length licensing contracts, or other cooperative strategies such as joint ventures or the sale of a technology-based firm's equity. Topics including platforms and digitalisation, economies of agglomeration, AI tools, university-industry collaborations will also be discussed.

Technology markets are analyzed from both a seller's and buyer's perspective. Internal technology commercialization may entail the exploitation of first-mover advantages or specialized downstream capabilities. Other topics covered include the analysis of situations, increasingly observed in several high-tech industries, where firms create and accumulate technological innovations without exploiting them directly, using them instead for technological negotiations with other firms or for preempting potential rivals from entering an industry.

Description of the teaching methods
The course follows the structure of a lecture-style class. Shorter case studies are an integral part of the classes. During the first half of each session, students will receive a basic lecture-style introduction to the strategic management of innovation. Following that, the second half intends to combine a very high-level student discussion. As preparation for most classes, students will receive a reading list to support their discussion for that class. They will then read 2-3 academic papers or book chapters and prepare 1 of these in depth for class. Guest speakers may be invited for some of the sessions
Feedback during the teaching period
During classes, feedback is provided during case discussions, Q&A time in class, and office hours.
Student workload
Teaching 30 hours
Preparation and exam 176 hours
Expected literature

Core reading:

Kuratko, DF, & Hoskinson, S. (2016). Technological innovation: Generating economic results . Emerald Group Publishing. (eBook available on CBS library)

Schilling, Melissa A. (2019). Strategic Management of technological innovation (6th edition), McGraw-Hill, New York.

 Additional literature:

Arora, A., & Ceccagnoli, M. (2006). Patent protection, complementary assets, and firms' incentives for technology licensing. Management science , 52(2), 293-308.

Boudreau, KJ, & Hagiu, A. (2009). Platform rules: Multi-sided platforms as regulators. Platforms, markets and innovation, 1, 163-191.

Fisher III, WW, & Oberholzer-Gee, F. (2013). Strategic management of intellectual property: an integrated approach. California management review , 55(4), 157-183.

Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&d Management , 40(3), 213-221.

Gawer, A., & Cusumano, MA (2014). Industry platforms and ecosystem innovation . Journal of product innovation management , 31(3), 417-433.

Gompers, P., & Lerner, J. (2001). The venture capital revolution. Journal of economic perspectives, 15(2), 145-168.

Graebner, ME, Eisenhardt, KM, & Roundy, PT (2010). Success and failure in technology acquisitions: Lessons for buyers and sellers. Academy of management perspectives , 24(3), 73-92.

Hagiu, A., & Wright, J. (2015). Multi-sided platforms. International Journal of Industrial Organization , 43, 162-174.

McIntyre, DP, & Srinivasan, A. (2017). Networks, platforms, and strategy: Emerging views and next steps. Strategic management journal , 38(1), 141-160.

Pisano, GP (2015). You need an innovation strategy. Harvard business review , 93(6), 44-54..

Teece, DJ (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research policy , 15(6), 285-305.


For the purpose of in-class discussion, other readings, such as cases, press articles, and short exercises will be indicated before and during the course.

Last updated on 13-02-2024