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Innovation Management

2021/2022
Учебный год
ENG
Обучение ведется на английском языке
3
Кредиты
Статус:
Курс обязательный
Когда читается:
4-й курс, 2 модуль

Преподаватели

Course Syllabus

Abstract

The course is devoted to strategic management of innovation. General purpose of this course is students’ acquaintance with fundamentals of Management of Innovation and studying its toolkit. The course is aimed mostly at corporate level of Management of Innovation, though other fields of this very important part of economic and social life are also considered.
Learning Objectives

Learning Objectives

  • Defining types and patterns of innovation.
  • Search of the sources of innovation and ideas generating.
  • Defining innovation-related strategic decisions within organizations.
  • Managing the processes of new product development.
  • Developing the paths of cooperation for innovation-based projects.
Expected Learning Outcomes

Expected Learning Outcomes

  • Learn to analyse, synthesize and critically use various indicators of technical change and innovation
  • Understand major patterns of dynamics of technical change and evaluate ongoing structural changes within that context
  • Learn major strategic issues involved in technology management at organisational level including in open and collaborative innovation
  • Understand the major models of technology diffusion and factors involved in their design
  • Be able to critically assess various types of analyses in the area of innovation and actively take part in independent analysis
  • Acquire experience of working in team on analysis in the areas of technology management and policy
Course Contents

Course Contents

  • The Theoretic Foundations of Innovation
    Shumpeterian Theory. Conceptual Framework of Innovation. Linear Models of Innovation. Development of Innovation Model. Technology Innovation. 4 Types of Innovation. 4P Approach. Disruptive Innovation. Strategy of Innovation. Management of Innovation. Organization of Innovation. Impact on Society.
  • Patterns of innovation
    Typologies of innovation – Radical and incremental innovation – Models of innovation – Linear models – Coupling models- Interactive models of innovation – Innovation life cycle – The product life cycle – Measuring innovation: R&D, patent data, mapping science
  • Market Adoption
    Technology S-Curves. Discontinuous Innovation. Tushman and Rosenkopf’s Technology Cycle. Why Dominant Design Are Selected. Diffusion of Innovation and Adopter Categories. Multiple Dimensions of Value. Are Winner-Take-All Markets Good for Consumers?
  • Managing Innovation within Firms
    Assessing the Firm’s Current Position. External Analysis: Porter’s Five-Force Model, Stakeholder Analysis. Internal Analysis. Identifying Core Competencies and Capabilities.
  • Managing organizational knowledge
    Source of innovation - Creativity-Translating creativity into innovation – Managing creativity in research
  • Protecting Intellectual property
    Formal and informal methods of protection - Patents - Patents in practice – Trade secrets – Trademarks - Licensing
  • Networks and collaboration strategies
    Types of collaborating arrangements – Network models - Open and in-house innovation – The paradox of openness - Strategic alliances- Forms of strategic alliances – Risks and limitations with strategic alliances- Technology transfer- Models of technology transfer – Limitations and barriers technology transfer – Absorptive capacity - Triple-Helix model
Assessment Elements

Assessment Elements

  • non-blocking Case study
  • non-blocking Group Project
  • non-blocking Research based essay
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.3 * Case study + 0.3 * Group Project + 0.4 * Research based essay
Bibliography

Bibliography

Recommended Core Bibliography

  • • Dodgson, M, et al. (2008) The Management of Technological Innovation : Strategy and Practice, Oxford University Press, Incorporated
  • Trott, P. (2017). Innovation Management and New Product Development (Vol. Sixth edition). Harlow, Enlgand: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1419855

Recommended Additional Bibliography

  • Daniel Marco-Stefan Kleber. (2018). Design Thinking for Creating an Increased Value Proposition to Improve Customer Experience. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B1673540
  • Schoemaker, P. J. H., Heaton, S., & Teece, D. (2018). Innovation, Dynamic Capabilities, and Leadership. California Management Review, 61(1), 15–42. https://doi.org/10.1177/0008125618790246
  • The Oxford handbook of group creativity and innovation. (2019). Oxford University Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsnar&AN=edsnar.oai.pure.rug.nl.publications.c911f8c4.a6e2.428b.b7fa.81051607f066