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Course Syllabus

Master 2021/2022

Strategic Innovation Management

Type: Compulsory course (Business Informatics: Digital Enterprise and Information Systems Management)
Area of studies: Business Informatics
Delivered by: Department of Strategic and International Management
Where: Graduate School of Business
When: 1 year, 2, 3 module
Mode of studies: distance learning
Open to: students of one campus
Instructors: Mikhail Antropov
Master’s programme: Business Informatics: Digital Enterprise and Information Systems Management
Language: English
ECTS credits: 3
Contact hours: 24

Course Syllabus

Full Syllabus

Abstract

The discipline Strategic and innovation management is aimed at development of the necessary amount of fundamental and applied knowledge for students for a successful strategic and innovation analysis of the enterprise in a high dynamics and environmental uncertainty. The course includes a combination of theoretical and practical exercises. Practical classes are aimed at developing skills and abilities to use strategic and innovation analysis in the process of developing strategic and innovation decisions and innovative development organization. In the process of studying the discipline, the method of analysis of cases and other interactive methods. The discipline program provides for homework. All the workshops are focusing on relevant and practically relevant issues strategic and innovation management. Homework with using actual material will allow the student to refine knowledge theoretical models and concepts of strategic and innovation management, master skills use of strategic and innovation analysis tools.
Learning Objectives

Learning Objectives

  • Training in Strategic Innovation Management techniques in corporate and startup environment
  • Understanding the role of innovation strategic management in creation of successful future of a company
  • Study business model creation as a quintessence of company's performance
  • Learing agile and lean techniques in innovation creation
Expected Learning Outcomes

Expected Learning Outcomes

  • Know how to create innovation business models
  • Learn about innovation flows and processes, role of innovation in company's activity, on creation of competitive advantages
  • Learn how to create relationship with the stakeholders: work in network structures, develop ecosystem and other types of partnetship.
  • Learn how to move (reinvent) a business model
  • Learn how to use agile framework to elaboration of innovation
  • Study and systematize knowledge on progressive approaches to innovation management in companies
  • Study how to use strategic management approaches and tools in innovation performance
  • Study innovation business model frameworks
  • Study innovation strategies: types, environment and formulation process.
  • Understanding traditional vs. agile management approach to management of innovation
Course Contents

Course Contents

  • Innovation: definitions, theories, and approaches
  • Strategy and innovation
  • Business models innovation
  • Agile and lean approaches in strategic innovation management
Assessment Elements

Assessment Elements

  • non-blocking Individual and group participation in seminars and lectures
  • blocking Quiz
    The exam is taken in written form (single or multiple choice questions, open questions) on Startexam platform. No possibilities of handouts use
Interim Assessment

Interim Assessment

  • 2021/2022 3rd module
    0.6 * Individual and group participation in seminars and lectures + 0.4 * Quiz
Bibliography

Bibliography

Recommended Core Bibliography

  • Bernd Wirtz, Vincent Göttel, & Peter Daiser. (2016). Business Model Innovation: Development, Concept and Future Research Directions. https://doi.org/10.5278/ojs.jbm.v4i1.1621
  • Bower, J. L., & Christensen, C. M. (1995). Disruptive Technologies: Catching the Wave. Harvard Business Review, 73(1), 43–53. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=9501303527
  • Chesbrough, H. W. (2006). Open Business Models : How To Thrive In The New Innovation Landscape. Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=674922
  • Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies. https://doi.org/10.1093/icc/11.3.529
  • Christensen, C. M. (2016). The Innovator’s Dilemma : When New Technologies Cause Great Firms to Fail (Vol. [Third edition?]). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1917647
  • Cornelius de Kluyver, & John A. Pearce. (2015). Strategic Management : An Executive Perspective: Vol. First edition. Business Expert Press.
  • Daniela Andreini, & Cristina Bettinelli. (2017). Business Model Innovation : From Systematic Literature Review to Future Research Directions. Springer.
  • Dekkers, R. (2018). Innovation Management and New Product Development for Engineers, Volume I : Basic Concepts. Momentum Press.
  • Foss, N. J., & Saebi, T. (2017). Fifteen Years of Research on Business Model Innovation. Journal of Management, 43(1), 200–227. https://doi.org/10.1177/0149206316675927
  • Girotra, K., & Netessine, S. (2014). four paths to business model innovation. Harvard Business Review, 92(7/8), 96–103.
  • Harvard Business Review, Clayton M. Christensen, Mark W. Johnson, Rita Gunther McGrath, & Steve Blank. (2019). HBR’s 10 Must Reads on Business Model Innovation (with Featured Article “Reinventing Your Business Model” by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1855536
  • Holbeche, L. (2018). The Agile Organization : How to Build an Engaged, Innovative and Resilient Business: Vol. 2 edition. Kogan Page.
  • Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing Your Business Model. (cover story). Harvard Business Review, 86(12), 50–59. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=35386627
  • Kannan, V. R. (2013). Strategic Management in the 21st Century [3 Volumes]. Santa Barbara, Calif: Praeger. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=658612
  • Mary M. Crossan, & Marina Apaydin. (2010). A Multi Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature.
  • Nicolai J Foss, & Tina Saebi. (2015). Business Model Innovation : The Organizational Dimension: Vol. First edition. OUP Oxford.
  • PISANO, G. P. (2015). You Need an Innovation Strategy. Harvard Business Review, 93(6), 44–54.
  • Stellman, A., & Greene, J. (2014). Learning Agile : Understanding Scrum, XP, Lean, and Kanban: Vol. First edition. O’Reilly Media.
  • Steve Blank, & Bob Dorf. (2020). The Startup Owner’s Manual : The Step-By-Step Guide for Building a Great Company. Wiley.
  • Trott, P. (2016). Innovation Management and New Product Development. Pearson.

Recommended Additional Bibliography

  • Appleyard, M. M., & Chesbrough, H. W. (2017). The Dynamics of Open Strategy: From Adoption to Reversion. https://doi.org/10.1016/j.lrp.2016.07.004
  • Blank, S. (2013). Why the Lean Start-Up Changes Everything. Harvard Business Review, 91(5), 63–72. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=87039866
  • BLANK, S. (2015). The Repeatable Path to Startup Success. Business Innovation Factory Storyteller Archive, 18–19. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=115487527
  • Blank, S. (2019). Why Companies Do “Innovation Theater” Instead of Actual Innovation. Harvard Business Review Digital Articles, 2–5. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=139155080
  • Bogers, M., Chesbrough, H., & Moedas, C. (2018). Open Innovation: Research, Practices, and Policies. California Management Review, 60(2), 5–16. https://doi.org/10.1177/0008125617745086
  • Bogers, M., Chesbrough, H., Heaton, S., & Teece, D. J. (2019). Strategic Management of Open Innovation: A Dynamic Capabilities Perspective. California Management Review, 62(1), 77–94. https://doi.org/10.1177/0008125619885150
  • Chesbrough, H. (2020). To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective. https://doi.org/10.1016/j.indmarman.2020.04.010
  • Chesbrough, H., Lettl, C., & Ritter, T. (2018). Value Creation and Value Capture in Open Innovation. Journal of Product Innovation Management, 35(6), 930–938. https://doi.org/10.1111/jpim.12471
  • Chesbrough, H., Sohyeong Kim, & Agogino, A. (2014). Chez Panisse: BUILDING AN OPEN INNOVATION ECOSYSTEM. California Management Review, 56(4), 144–171. https://doi.org/10.1525/cmr.2014.56.4.144
  • Gawer, A., & Cusumano, M. A. (2014). Industry Platforms and Ecosystem Innovation. Journal of Product Innovation Management, 31(3), 417–433. https://doi.org/10.1111/jpim.12105
  • Holbeche, L. (2015). The Agile Organization : How to Build an Innovative, Sustainable and Resilient Business. Kogan Page.
  • Moran, A. (2015). Managing Agile : Strategy, Implementation, Organisation and People. Cham: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=969008
  • Porter, M. E. (2015). What is strategy? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C0E62A3B
  • Ron Adner, & Rahul Kapoor. (2010). Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 3, 306. https://doi.org/10.1002/smj.821
  • Wise, T. P., & Daniel, R. (2015). Agile Readiness : Four Spheres of Lean and Agile Transformation. Routledge.