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Regular version of the site
Bachelor 2022/2023

Technologies and Innovations: permissive changes management

Type: Elective course (Business Administration)
Area of studies: Management
When: 4 year, 1 module
Mode of studies: distance learning
Online hours: 10
Open to: students of all HSE University campuses
Instructors: Zeljko Tekic
Language: English
ECTS credits: 3
Contact hours: 30

Course Syllabus

Abstract

The rise of technologies such as artificial intelligence, cloud computing, 3D printing and the Internet of Things accelerated our ability to experiment with business models, opening up new opportunities, in virtually every industry, for changing how value is created, delivered and captured. In other words, advanced technologies (dominantly digital, but others as well) combined with novel business models make fertile ground for disruption, intensifying competition and creating immense ambiguity and unease. Thus, successful management of technology and technological innovation is critical to the survival and competitiveness of emerging and existing organizations. To prepare students for this context, the Technology and Innovation: Managing Disruptive Change course covers the fundamentals of innovation management, aiming to help students understand the knowledge and skills required to manage innovation.
Learning Objectives

Learning Objectives

  • The course is designed to help students learn basic innovation management concepts – theories, frameworks and tools – and develop creativity. To achieve that, the course is conceptualized as a combination of lectures and interactive exercises. The course Technology and Innovation: Managing Disruptive Change is framed by the position-path-processes framework (developed by David Teece and colleagues as a part of the dynamic capabilities theory) and focuses on discussion, tools and tasks around three key elements of corporate innovation strategy: (1) competitive positions (current endowment of technology and intellectual property); (2) technological paths (the strategic alternatives available to the firm, and the attractiveness of the opportunities which lie ahead); and (3) organizational and managerial processes (the way innovation-related things are done in the firm, or what might be referred to as its ‘routines’, or patterns of current practice and learning).
  • Using a multidimensional approach, we show how product, process and organizational innovations can create and destroy markets as well as how innovation can be used to create and sustain a powerful competitive advantage and drive sustainable development. To produce a holistic view of innovation management within commercial organizations, the course examines innovation management from two different perspectives – from the perspective of high-growth potential firms (startups) and from the perspective of established (larger and medium) firms. Taking into consideration different perspectives and approaches, the course highlights the skills, tools and systems required to maintain innovation within different organizations and markets. The material covered in the course is research and theory-based, but the course is practice-oriented with much of the time spent on mini cases, ad-hoc challenges and project work, in order to equip students with knowledge, skills and attitudes involved in managing innovation at both strategic and operational levels.
Expected Learning Outcomes

Expected Learning Outcomes

  • Productively work in groups
  • Analyze and synthetize companies’ innovation strategies
  • Effectively communicate innovative initiatives in oral and in written form
  • Understand and analyze how companies profit from innovation
  • Understand and explain concept of disruption and its relationship to technology and business model
  • Understand and explain main value appropriation mechanisms
  • Understand basics of intellectual property rights
  • Understand, explain and apply fundamental innovation theories and concepts
Course Contents

Course Contents

  • What is innovation and why does it matter?
  • Innovation as a process and it models
  • The position-path-processes framework: building an Innovation Strategy
  • Managing technology for Innovation
  • Value appropriation mechanisms and IP rights
  • Business model and innovation
  • Disruptive innovation
  • How technology is commercialized
  • Technology entrepreneurship, startups and big companies
Assessment Elements

Assessment Elements

  • non-blocking In-Class Discussions and Engagement
    This class requires a high level of motivation and active participation in class. This is not simply lectures attendance, it is ENGAGEMENT and PARTICIPATION in the lectures, with deep preparation, timely and relevant comments and discussion, comments linked to the previous lectures, personal experience or other courses; opinion based on evidence, thinking, responding to the lecturer’s questions.
  • non-blocking Mid-term team presentation
    Individual contribution to team project is going to be peer-evaluated
  • non-blocking Individual final report
    Time allowed: 120 minutes Candidates should answer all FOUR questions. Each question is worth 12.5 points. The maximum length for the answer to a question should be 500 words.
Interim Assessment

Interim Assessment

  • 2022/2023 1st module
    0.5 * Individual final report + 0.25 * Mid-term team presentation + 0.25 * In-Class Discussions and Engagement
Bibliography

Bibliography

Recommended Core Bibliography

  • Christensen, C. M., RAYNOR, M., & MCDONALD, R. (2015). What Is Disruptive Innovation? Harvard Business Review, 93(12), 44–53.
  • Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal (John Wiley & Sons, Inc.), 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
  • Tidd, J., Bessant, J. R., & Pavitt, K. (2012). Managing innovation : integrating technological, market and organizational change. Chichester [Etc.].
  • Tushman, M. L., & O’Reilly III, C. A. (1996). Ambidextrous Organizations: MANAGING EVOLUTIONARY AND REVOLUTIONARY CHANGE. California Management Review, 38(4), 8–30. https://doi.org/10.2307/41165852

Recommended Additional Bibliography

  • 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
  • Chesbrough, H. W. (2003). The Era of Open Innovation. MIT Sloan Management Review, 44(3), 35–41.
  • Christensen, C. M. (2013). The Innovator’s Dilemma : When New Technologies Cause Great Firms to Fail. Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=nlebk&AN=675240
  • Jade Coston, Fifth Edition, & Everett M. Rogers. (2006). The Diffusion of Innovations. Http://Tactics.Fsu.Edu/Pdf/HandoutPDFs/TaCTICSHandouts/NaturalEnvironments/DEC_Poster.Pdf.
  • Roberts, E. B. (2007). Managing Invention and Innovation. Research Technology Management, 50(1), 35–54. https://doi.org/10.1080/08956308.2007.11657418