The course offers a case-based learning context that centers around central and applicable innovation management concepts.

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.

Participants will be able to analyze and navigate innovation-related business challenges.

*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。

By the end of the course, you will be able to:

 Analyze business situations involving innovation in products, processes, and business models. This course focuses on recognizing contexts for innovation 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		% of Course Time
インプット型 Traditional		0 %
参加者中心型 Participant-Centered Learning	ケースメソッド Case Method	40 %
	フィールドメソッド Field Method	60 %
合計 Total		100 %

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.

*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。

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 exam

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 distributed 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 use a clean copy of Case 9: Innovating Singapore's Chicken Rice, Pascale Crama, Chon Phung Lim, Cintia Kulzer Sacilotto, Jovina Ang, SMU931-PDF-ENG

Exam Duration: (150 min) Exam questions will be distributed at the beginning of the exam

Class Participation: Effective Participant-Centered Learning and interactive topic discussions depend on effective, constructive, and informative intellectual contributions. Thus, the class participation grade will depend on the quality of your contribution.

• 配布資料

[OPTIONAL]

Book Chapters and Articles
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

Books, Book Chapters, and Articles
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

2020 course evaluation: [4.47/5.0]

Conducting an online Innovation Management course can be at times more demanding and time-consuming compared to an on-campus teaching experience. I will do my best to ensure that all participants will be active participants.

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