| 授業名 | Innovation Management |
|---|---|
| Course Title | Innovation Management |
| 担当教員 Instructor Name | Stettner Uriel |
| コード Couse Code | GLP203_G20N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | MSc in Management |
| 開講情報 Terms / Location | 2020 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
How can firms bring new business models, products or services to the market? What are the conditions that determine the propensity of success for any particular approach? When should firms choose one innovation methodology over another in attempt to achieve a sustainable competitive advantage? Innovation is the engine that drives the creation of new value propositions and the capturing of markets. Increasing competitive pressures and environmental challenges motivate firms to engage in strategic innovation–the reconceptualization of business models, the reshaping of existing markets and the changing of the nature of competition. Innovation is a central element of competitive dynamics requiring firms to create new business models, utilize new value chain architectures, and engage or conceive new markets in attempt to create value for stakeholders. Strategic innovation management concentrates on the entire business model, its ecosystem, and value network moving beyond a focus on technology improvement or new product development. In this interdisciplinary course, we will adopt different perspectives on innovation and uncover the intricacies of alternative conceptualizations and models. We will rely on strategic management concepts as we consider alternatives routes to facing uncertainties that characterize contemporary business contexts.
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
LG2 Diversity Awareness
LG4 Effective Communication
LG5 Executive Leadership (EMBA)
受講後得られる具体的スキルや知識 Learning Outcomes
By the end of the course, you will be able to:
Analyze business situations involving innovation in products, processes, and business model. This course focuses on recognizing contexts for innovation as to gain a sustainable competitive advantage and achieve superior firm performance.
Distinguish between different types of innovation across a broad spectrum of business models, technologies, and products.
Apply different perspectives and frameworks designed to more effectively formulate innovation strategies
Analyze business situations involving innovation in products, processes, and business model. This course focuses on recognizing contexts for innovation as to gain a sustainable competitive advantage and achieve superior firm performance.
Distinguish between different types of innovation across a broad spectrum of business models, technologies, and products.
Apply different perspectives and frameworks designed to more effectively formulate innovation strategies
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 40 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 60 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
This course will rely on the case method, in class discussions, and interactive teaching methods put in place when introducing a concept or framework. Throughout the course, we will analyze business cases, discuss the business context, seek to develop insights, and make recommendations. In so doing, we will build on readings from book chapters and articles, which provide the theoretical and conceptual basis for, class discussions. I expect you to study the readings and apply your insights from the readings to your class contribution.
Prerequisites: This course presumes that you have had fundamental courses in strategic management and organization theory.
Prerequisites: This course presumes that you have had fundamental courses in strategic management and organization theory.
授業スケジュール Course Schedule
第1日（Day1）
The shapes and forms of innovation Introduction (10 min)
Interactive topic discussions (95 min)
Break (45 min)
Case 1: RoboTech: Storming into the U.S. Market Christopher (75 min)
Break (15 min)
Interactive topic discussions (90 min)
Break (15 min)
Case 2: Dudley, Dentists and Design: A 3D Disruption Dilemma (75 min)
第2日（Day2）
Facing the known and creating the unknown Interactive topic discussions (105 min)
Break (45 min)
Case 3: A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses (75 min)
Break (15 min)
Case 4: Exercise for Market Creation in a Highly Competitive Industry (90 min)
Break (15 min)
Case 5: OurCrowd: Growing a Crowdfunding Platform in a VC World (75 min)
第3日（Day3）
Value creation, appropriation, and protection Interactive topic discussions (105 min)
Break (45 min)
Case 6: Merck & Co., Inc. (75 min)
Break (15 min)
Case 7: Carrot or Stick? Getting Paid for Innovation at Tessera (75)
Break (15 min)
Review, Q&A (90 min)
第4日（Day4）
Staying within your core or span your boundaries Interactive topic discussions (105 min)
Break (45 min)
Case 8: KTM--Ready to Race (75 min)
Review, Q&A (15 min)
Course Wrap up (5 min)
Break (25 min)
Final comprehensive, closed-book Exam (consisting of multiple choice and open-ended, written questions). 15:00-17:30
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
The final comprehensive, in-class exam consists of written and multiple choice questions. The exam will cover all materials, subjects, and cases discussed during the course. Some of the questions will refer to the last case in this course, which you will independently analyze. The exam questions will be distribute at the beginning of the exam. Answers should demonstrate correct use of theoretical concepts and relevant analytic frameworks as well as provide convincing arguments supported by data. Your answers should be based on your own analysis and reflect your original, individual, and independent thinking.
Please bring a clean copy of Case 9: One Game to Rule Them All: Lord of the Rings Online and the MMO Market Hanna Halaburda, William Collis, Rob McKeon, Ivan Nausieda Pub Date: Oct 18, 2011 Product #: 712434-PDF-ENG
Exam Duration: (150 min) Exam questions will be distributed at the beginning of the exam
Class Participation: Effective Participant Centered Learning as well as interactive topic discussions dependent on effective, constructive, and informative intellectual contributions. Thus, the class participation grade will dependent on the quality of your contribution.
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 30 % |
| クラス貢献度合計 Class Contribution Total | 30 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 70 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Final examThe final comprehensive, in-class exam consists of written and multiple choice questions. The exam will cover all materials, subjects, and cases discussed during the course. Some of the questions will refer to the last case in this course, which you will independently analyze. The exam questions will be distribute at the beginning of the exam. Answers should demonstrate correct use of theoretical concepts and relevant analytic frameworks as well as provide convincing arguments supported by data. Your answers should be based on your own analysis and reflect your original, individual, and independent thinking.
Please bring a clean copy of Case 9: One Game to Rule Them All: Lord of the Rings Online and the MMO Market Hanna Halaburda, William Collis, Rob McKeon, Ivan Nausieda Pub Date: Oct 18, 2011 Product #: 712434-PDF-ENG
Exam Duration: (150 min) Exam questions will be distributed at the beginning of the exam
Class Participation: Effective Participant Centered Learning as well as interactive topic discussions dependent on effective, constructive, and informative intellectual contributions. Thus, the class participation grade will dependent on the quality of your contribution.
教科書 Textbook
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参考文献・資料 Additional Readings and Resource
Cases (Required)
1. RoboTech: Storming into the U.S. Market Christopher A. Bartlett, Rachel Gordon, John Lafkas, 918501-PDF-ENG
2. Dudley, Dentists and Design: A 3D Disruption Dilemma, W15233-PDF-ENG
3. A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses, W. Chan Kim, Renee Mauborgne, Mi Ji, IN1380-PDF-ENG
4. Exercise for Market Creation in a Highly Competitive Industry, W. Chan Kim, Renee Mauborgne, Oh Young Koo, IN1479-PDF-ENG
5. OurCrowd: Growing a Crowdfunding Platform in a VC World KEL922-PDF-ENG
6. Merck & Co., Inc., Frank T. Rothaermel, MH0035-PDF-ENG
7. Carrot or Stick? Getting Paid for Innovation at Tessera Technologies, Willy Shih,
610085-PDF-ENG
8. KTM-Ready to Race, Charlene Zietsma; Richard Wong; Rob Wong, 905M36-PDF-ENG
9. One Game to Rule Them All: Lord of the Rings Online and the MMO Market, Hanna Halaburda, William Collis, Rob McKeon, Ivan Nausieda, 712434-PDF-ENG
Book Chapters and Articles (Required)
1. How Strategy Shapes Structure, W. Chan Kim; Renee Mauborgne 2009 R0909H-PDF-ENG
2. Impact of a Stronger IP on the Business Model, Henry Chesbrough 2006, HBS Press 2214BC-PDF-ENG
3. Innovating Across the Business Model, Peter Skarzynski, Rowan Gibson, HBS Press 2008 5112BC-PDF-ENG
4. Strategies for Two-Sided Markets Thomas R. Eisenmann, Geoffrey Parker, Marshall W. Van Alstyne 2006
5. Types of Innovation: Several Types on Many Fronts, HBS Press; 2003 7195BC-PDF-ENG
Course Textbook: None
Books, Book Chapters, and Articles (Optional)
1. Robert Burgelman, Clayton Christenson, and Steven Wheelwright. Strategic Management of Technological Innovation, 4th Edition, 2008,
2. Melissa Schilling, Strategic Management of Technological Innovation, 5th Ed, Mc Graw Hill, 2016
3. James Utterback, Mastering the Dynamics of Innovation, Harvard Business School Press, 1996, ISBN-13: 978-0875847405
4. Vijay Govindarajan, Chris Trimble, and Indra Nooyi, Reverse Innovation, HBR Press, 2012
5. Robert Grant, Contemporary Strategy Analysis: Text and Cases Edition 9th Edition, 2016
6. Richard Daft, Organization Theory and Design 12 Edition 2015
1. RoboTech: Storming into the U.S. Market Christopher A. Bartlett, Rachel Gordon, John Lafkas, 918501-PDF-ENG
2. Dudley, Dentists and Design: A 3D Disruption Dilemma, W15233-PDF-ENG
3. A Maestro without Borders: How André Rieu Created the Classical Music Market for the Masses, W. Chan Kim, Renee Mauborgne, Mi Ji, IN1380-PDF-ENG
4. Exercise for Market Creation in a Highly Competitive Industry, W. Chan Kim, Renee Mauborgne, Oh Young Koo, IN1479-PDF-ENG
5. OurCrowd: Growing a Crowdfunding Platform in a VC World KEL922-PDF-ENG
6. Merck & Co., Inc., Frank T. Rothaermel, MH0035-PDF-ENG
7. Carrot or Stick? Getting Paid for Innovation at Tessera Technologies, Willy Shih,
610085-PDF-ENG
8. KTM-Ready to Race, Charlene Zietsma; Richard Wong; Rob Wong, 905M36-PDF-ENG
9. One Game to Rule Them All: Lord of the Rings Online and the MMO Market, Hanna Halaburda, William Collis, Rob McKeon, Ivan Nausieda, 712434-PDF-ENG
Book Chapters and Articles (Required)
1. How Strategy Shapes Structure, W. Chan Kim; Renee Mauborgne 2009 R0909H-PDF-ENG
2. Impact of a Stronger IP on the Business Model, Henry Chesbrough 2006, HBS Press 2214BC-PDF-ENG
3. Innovating Across the Business Model, Peter Skarzynski, Rowan Gibson, HBS Press 2008 5112BC-PDF-ENG
4. Strategies for Two-Sided Markets Thomas R. Eisenmann, Geoffrey Parker, Marshall W. Van Alstyne 2006
5. Types of Innovation: Several Types on Many Fronts, HBS Press; 2003 7195BC-PDF-ENG
Course Textbook: None
Books, Book Chapters, and Articles (Optional)
1. Robert Burgelman, Clayton Christenson, and Steven Wheelwright. Strategic Management of Technological Innovation, 4th Edition, 2008,
2. Melissa Schilling, Strategic Management of Technological Innovation, 5th Ed, Mc Graw Hill, 2016
3. James Utterback, Mastering the Dynamics of Innovation, Harvard Business School Press, 1996, ISBN-13: 978-0875847405
4. Vijay Govindarajan, Chris Trimble, and Indra Nooyi, Reverse Innovation, HBR Press, 2012
5. Robert Grant, Contemporary Strategy Analysis: Text and Cases Edition 9th Edition, 2016
6. Richard Daft, Organization Theory and Design 12 Edition 2015
授業調査に対するコメント Comment on Course Evaluation
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担当教員のプロフィール About the Instructor
Professor Uriel Stettner is an Associate Professor of Strategy, Innovation, and Entrepreneurship. His research interests in strategic management include the performance implications of organizational knowledge creation and appropriation within the broader context of strategic and technological innovation. He is an Associate Editor at the European Management Journal and a member of the Editorial review Board of the Strategic Entrepreneurship Journal (SEJ). He also frequently reviews for Strategic Management Journal, Organization Science, Strategic Entrepreneurship Journal, Journal of Management Studies, California Management Review, Journal of Business Venturing, Organization Studies, and Research Policy.
Refereed Articles
- (2019) Making a difference: Thoughts on management scholarship from the editorial team. European Management Journal 37(3):
- (2019) What drives exploration? Convergence and divergence of exploration tendencies among alliance partners and competitors. Academy of Management Journal
- (2017) Following the Code: Spillovers and Knowledge Transfer. Review of Network Economics 16(3):
- (2017) Is oprah contagious? the depth of diffusion of demand shocks in a product network. MIS Quarterly 41(1): 0276-7783
- (2016) Network dynamics and knowledge transfer in virtual organisations. International Journal of Industrial Organization 48 0167-7187