2023/2024

Стратегическое управление инновациями

Статус: Маго-лего

Кто читает: Департамент стратегического и международного менеджмента

Когда читается: 2 модуль

Охват аудитории: для своего кампуса

Преподаватели: Титов Сергей Анатольевич

Язык: английский

Кредиты: 3

Контактные часы: 24

Course Syllabus

Abstract

The discipline of Strategic Management of Innovation is aimed to deliver fundamental and applied knowledge, up-to-date analytical frameworks, and contemporary practical tools neccessary and sufficient for sustainably successful innovations in the corporate context within high dynamics and environmental uncertainty. The course includes a combination of theoretical concepts, views, and approaches as well as analytical tools and practical instruments for strategic management of technological innovations. The course covers such topics as dynamics of innovations and technology markets, frameworks of external and internal strategic analysis, generic and innovative strategies, transforming companies for innovation strategy implementation. Seminars are aimed at developing skills and abilities to apply analytical frameworks and develop practical instincts of strategic management. Seminars are based primarily on the cases and their analysis. Lectures also include case observations, though the focus is primarily on theories, concepts, terminalogy, and general approaches to strategic management. Due to the limits of class hours reading and homework is the integral part of the course. Students are expected to pre-read the theoretical materials and cases to fully participate in discussion and successfully perform practical exercises which take plase both on lectures and seminars. Recommended reading is the absolutely neccessary for completion of the course. Additional reading is needed to rich the higher grades. Students are also encouraged to watch videos provided in the syllabus. As a part of self-study several test and case-based excercises are offered for students. The qualification grade is normalized according to a 10-point scale, which intervals correspond to the following results: from 0 to 3 points - "unsatisfactory", 4 - 5 points - "satisfactory", 6 - 7 points - "good", 8 - 10 points - "excellent". Grades of "Excellent", "Good", "Satisfactory" are considered as positive ones. Grades "9" and "10" can be applied by the instructor, if the student performs tasks of advanced difficulty and / or demonstrates learning outcomes that exceed those provided for by the discipline program (additional methods and / or models are correctly used; methods and /or models applied in their extended versions, solutions are presented in several correct versions with comparative analysis, etc.). Course debt is treated as regular academic debt.

Learning Objectives

• To study and master frameworks of strategic analysis applicable for innovation management
• To study and master tools and techniques for strategy elaboration for innovative companies

Expected Learning Outcomes

• Know models and frameworks of strategic analysis and their applicability to innovative context.
• Know the concepts of key strategic management approaches (position-based, resource-based, knowledge-based, dynamic).
• Analize external environment of a company and identify threats and opportunities.
• Analize internal resources and capabilities of a firm and identify strengths and weakness.
• Apply generic and innovative strategies.
• Elaborate key elements of a strategy.
• Identify key features of strategic approach to innovations
• Analize mission, vision, values, and strategic intent.
• Identify specific features of strategic management in innovation context
• Analyze technology industry dynamics with S-curves and other frameworks
• Analyze the dynamica of market parameters and external change drivers
• Analyze market dynamics with 5+1 forces analysis
• Analyze competition landscape with strategic group map
• Investigate close/ distant competition interaction with strategy profile
• Analyze internal functions with value chain model
• Analyze competitive advantages with VRIO-framework
• Integrate results of strategic analysis with SWOT-framework
• Identify benefits and limitations of generic strategies
• Apply blue ocean strategy framework to analyze and design strategic behavior
• Elaborate innovative strategies for business model transformation
• Apply basis corporate strategies to innovation contexts
• Apply portfolio models to analyze and design corporate strategy
• Identify opportunities and limitations of different organizational designs of innovation activities
• Apply general principles of new product development process design

Course Contents

• 1. Basics of strategic management of innovation
• 2. Technology market dynamics
• 3. External strategic analysis
• 4. Internal strategic analysis. SWOT
• 5. Generic and innovative business strategies
• 6. Corporate strategy
• 7. Organizing for innovation

Assessment Elements

• Lectures’ activity
  Maximum grade is 10. Calculated with the formula: (Number of earned working points) * 10/8. For two academic hours of a lecture, a student can receive one working point accrued if the student attended the lecture and performed excrecises (tests, comments, ...) in the form and scope established by the instructor no later than 2 hours after lecture’s completion (if other suggestions haven't announced during a lecture). If during the face-to-face attendance check it is discovered that comments were made without the student actually attending the lecture, no work points will be awarded and all work points for (all) lectures can be canceled. The working points are accruing according to the schedule of lectures. Total points are calculated at the end of the modules. Resit is not possible. Compensation with another tasks is not possible. It is not a blocking assessment.
• Team assignment 1
  As part of the course, students work in small teams to prepare for each (out of 2) seminar day several case based exercises based on the knowledge from previous lectures. This team assignment is for seminar day 1. The students should perform some analytical tasks, prepare and present the results within broad discussion during the seminar.
• Midcourse testing
  Maximum grade is 10. Conducted in the middle of the course. Implemented as online testing with limited time as part of the self-study of students. Resit is not possible. It is not blocking. Evaluation criterion: The percentage of correctly answered questions, taking into account their weight (difficulty).
• Final test
  Maximum grade is 10. Conducted at the end of the second module of the discipline. Implemented as part of online testing with limited time as part of the self-study of students. Resit is possible. It is not blocking. Evaluation criterion: The percentage of correctly answered questions, taking into account their weight (difficulty).
• Individual assignment
  Maximum grade is 10. Conducted closer to the end of the course. Based on the case (and accompanied sources) published by the instructor within the current implementation of the discipline. The results are provided by students in the form of a single (or several) file, prepared in accordance with the requirements for written work of the National Research University Higher School of Economics, at the time and form set by the instructor. At the discretion of the instructor, the assessment of the task can be implemented as cross-assessment (in this case, instructions for its implementation are issued in advance).
• Team assignment 2
  As part of the course, students work in small teams to prepare for each (out of 2) seminar day several case based exercises based on the knowledge from previous lectures. This team assignment is for seminar day 2. The students should perform some analytical tasks, prepare and present the results within broad discussion during the seminar.

Interim Assessment

• 2023/2024 2nd module
  0.35 * Final test + 0.2 * Individual assignment + 0.1 * Lectures’ activity + 0.15 * Midcourse testing + 0.1 * Team assignment 1 + 0.1 * Team assignment 2

Bibliography

Recommended Core Bibliography

• Anup Maheshwari. (2019). Digital Transformation : Building Intelligent Enterprises. Wiley.
• Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643. https://doi.org/10.1177/014920630102700602
• Blue ocean strategy : how to create uncontested market space and make the competition irrelevant, Kim, W. C., 2015
• Business model generation : a handbook for visionaries, game changers, and challengers, Osterwalder, A., 2010
• Contemporary strategy analysis : text and cases, Grant, R. M., 2013
• Davies, M. (2011). Concept mapping, mind mapping and argument mapping: what are the differences and do they matter? Higher Education (00181560), 62(3), 279–301. https://doi.org/10.1007/s10734-010-9387-6
• Luciano, M. M., Nahrgang, J. D., & Shropshire, C. (2020). Strategic Leadership Systems: Viewing Top Management Teams and Boards of Directors from A Multiteam Systems Perspective. Academy of Management Review, 45(3), 675–701. https://doi.org/10.5465/amr.2017.0485
• Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=3867673
• Strategic management : Concepts and Cases, 9th ed., 1035 p., Thompson, A. A., Strickland, A. J., 1996
• Teece, D. J. (2009). Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth. New York: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=265018

Recommended Additional Bibliography

• Bala BK, Arshad FM, Noh KM. System dynamics. Springer Texts in Business and Economics. 2017.
• Beretta Zanoni, A. (2012). Strategic Analysis : Processes and Tools. Routledge.
• Charitou, C. D., & Markides, C. C. (2003). Responses to Disruptive Strategic Innovation. MIT Sloan Management Review, 44(2), 55–63.
• Fuzzy Swot Analysis for Selection of Bankruptcy Risk Factors Innovation Materials and Manufacturing Technologies, Economic Aspects in Enterprises Trans Tech Publications, Limited, 2013.
• Graham, T. (2019). Knowledge Management: Progress, Trends and Challenges. Nova.
• Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.