| Learning objectives |
After having followed the course, the students
will be able to evaluate and design strategies, activities and
techniques applied by companies pursuing global innovation and
technology. Specifically, they should be able to:
- Identify opportunities and benefits from global R&D,
technology, and innovation
- Identify and mitigate the challenges and risks from engaging in
transnational innovation in the context of MNC strategy formulation
and implementation
- Develop global innovation and technology strategies for
internationally operating firms
- Assess effectiveness of high-level operational plans for
leading dispersed innovation efforts and projects globally
- Incorporate general IB and strategy skills into the management
of global innovation
|
| Prerequisites for registering for the exam
(activities during the teaching period) |
|
Number of compulsory
activities which must be approved (see section 13 of the Programme
Regulations): 1
Compulsory home
assignments
1) Completion of a group assignment, supported by three moderated
workshops/exercises, to be submitted before the final class
(pass/fail of a PPT presentation of about 10-15 slides).
2) Submission of two (out of five) individual class preparation
assignments (3-4 Word.doc pages each, alternatively 6-7 PPT slides,
pass/fail).
|
| Examination |
|
Global
Strategy, Technology and Innovation:
|
| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Written assignment |
| Duration |
4 hours |
| Grading scale |
7-point grading scale |
| Examiner(s) |
Internal examiner and external examiner |
| Exam period |
Summer and Summer |
| Aids |
Limited aids, see the list below:
The student is allowed to bring - USB key for uploading of notes, books and compendiums in a
non-executable format (no applications, application fragments, IT
tools etc.)
- In Paper format: Books (including translation dictionaries),
compendiums and notes
The student will have access to - Basic IT application package
|
| Make-up exam/re-exam |
Same examination form as the ordinary exam
The number of registered candidates for the make-up
examination/re-take examination may warrant that it most
appropriately be held as an oral examination. The programme office
will inform the students if the make-up examination/re-take
examination instead is held as an oral examination including a
second examiner or external
examiner.
|
|
| Course content, structure and pedagogical
approach |
|
Course Content, Structure and Pedagogical
Approach
|
|
This course focuses on strategic aspects of managing global
innovation, technology and R&D. We will address this from four
internal perspectives:
- Corporate level: How do firms steer global R&D and
innovation across the entire organization, in response to global
trends in technologies and markets?
- Business level: How do individual business and R&D units
optimize their innovation performance in the context of their
parent MNC?
- Team level: How do teams form, perform, and deliver innovation
when geographically dispersed across different time zones,
cultures, and organizations?
- Individual level: How do individual innovation managers,
entrepreneurs, and professionals contribute to global innovation
and knowledge sharing, while driving and supporting MNC innovation
strategy forward?
In addition, we will also address the following MNC-external
themes:
- Open and cooperative innovation: How to reach beyond internal
resources and engage with competitors, collaborators, customers,
and universities in transnational R&D and innovation.
- Location decisions: Determining where and why to establish an
R&D and innovation presence in certain markets and
geographies.
- Digitalization: How to leverage the full force of information
and communication technology for global innovation.
- Organizational maturity: How to grow small local R&D
efforts into globally leading innovation centers.
- Reverse innovation: How to leverage creativity and
entrepreneurship in emerging and developing countries and reverse
the flow of technology and innovation.
- Frugal innovation: Learning from super-efficient innovators in
the East to reorganize and reposition how we innovate
globally.
We will address these interwoven themes and perspectives through
a series of interactive lectures, case discussions, and
workshops.
|
|
| Research-based teaching |
|
CBS’ programmes and teaching are research-based. The following
types of research-based knowledge and research-like activities are
included in this course:
Research-based knowledge
- Classic and basic theory
- New theory
- Teacher’s own research
- Models
Research-like activities
- Data collection
- Analysis
- Discussion, critical reflection, modelling
- Students conduct independent research-like activities under
supervision
|
| Description of the teaching methods |
The teaching is based on a combination of
lectures, groupwork and exercises. The lectures focus on the
introduction of relevant terminology, concepts, case studies and
theory. They will offer overviews, examples, clarifications and
elaborations of selected areas, as well as an opportunity to
address student questions. On-the-spot exercises provide the
opportunity to deepen the understanding of new conceptual
knowledge. Students actively work in groups on specific
assignments, which will help develop competences to link theory
with empirical observations, apply analytical rigor and confidently
engage in the discourse about global strategy and innovation. The
tutorials prepare the students for their examination.
The course will also make significant use of online elements:
external videos, online teaching (as necessary), Internet research,
and online team interaction. In particular, we will make use of the
online platform Peergrade for peer-to-peer feedback |
| Feedback during the teaching period |
| Students receive feedback during the exercises
and their groupwork on their assignments by the teachers. In
addition, we practice feedback from peers through direct responses
to other students’ work either during the exercises or by using the
online platform Peergrade. Teachers offer further feedback in
response to questions by groups of students or individual students.
Please take advantage of the ‘office hours’ offered by the course
coordinator, although these are not intended to be a substitute for
participation in lectures and classes. |
| Student workload |
| Class |
33 hours |
| Workshop |
9 hours |
| Exam |
72 hours |
| Preparation |
130 hours |
|
| Expected literature |
- Boutellier, R.; Gassmann, O.; von Zedtwitz, M. (2008):
Managing Global Innovation - Uncovering the Secrets of Future
Competitiveness. 3rd fully revised edition. Springer:
Heidelberg. 807 pages.
- Ghemawat, P. (2001). Distance Still Matters. The Hard Reality
of Global Expansion. Harvard Business Review
79(8): 137-147.
- Weyrauch & Herstatt (2016). What is frugal innovation?
Three defining criteria. Journal of Frugal
Innovation 2, 1: 1-17.
- Hadengue, M.; de Marcellis-Warin., N.; von Zedtwitz, M.; Warin,
T. (2017): Avoiding the Pitfalls of Reverse Innovation.
Research-Technology Management 60, 3, 40-47.
- Lee, K.; Song, J.; & Kwak, J. (2015): An Exploratory Study
on the Transition from OEM to OBM: Case Studies of SMEs in Korea.
Industry and Innovation, 22, 5, 423-442.
- Demirbag, M., Glaister, K. (2010). Factors Determining Offshore
Location Choice for R&D Projects: A Comparative Study of
Developed and Emerging Regions. Journal of Management
Studies 47, 8, 1534-1560.
- Kuemmerle, W. (1997). Building Effective R&D Capabilities
Abroad. Harvard Business Review 75, 2: 61-70.
- Gassmann, O., von Zedtwitz, M. (2003). Trends and Determinants
of Managing Virtual R&D Teams. R&D
Management, 33, 3, 243-262.
- Schleimer, S.; Riege A. (2009) Knowledge transfer between
globally dispersed units at BMW. Journal of Knowledge
Management 13, 1, 27-41.
- Hansen, M.; Chesbrough, H.; Nohria, N.; Sull, D. (2000):
Networked Incubators: Hothouses of the New Economy. Harvard
Business Review, Sep-Oct 2000, 75-83.
- Marion, T.; Fixson, S.K. (2021): The Transformation of the
Innovation Process: How Digital Tools are Changing Work,
Collaboration, and Organizations in New Product Development.
Journal of Product Innovation Management 38, 1,
192-215.
- Vanhaverbeke, W.; Du, J.; von Zedtwitz, M. (2013). Managing
Open Innovation in Multinational Enterprises: Combining Open
Innovation and R&D Globalization Literature. In: Tidd, J. (ed):
Open Innovation Research, Management and Practice.
London: Imperial College Press, 213-233.
- Saridakis, G.; Idris, B.; Hansen, J.M.; Dana, L.P. (2019):
SMEs’ internationalization: When does innovation matter?
Journal of Business Research 96 250-263.
- Oberholzer-Gee, F. & Fisher, W. (2004). Strategic
Management of Intellectual Property. An Integrated Approach.
California Management Review 55(4): 157-184.
- Papanastassiou, M., Pearce, R., Zanfei, A., 2020. Changing
perspectives on the internationalization of R&D and innovation
by multinational enterprises: A review of the literature.
Journal of International Business Studies 51,
623–664.
Please note: these reading materials are only tentative and
changes may occur. Final literature lists will be uploaded on
Canvas before the begining of the
course.
|
|
Permalink