| 授業名 | Innovation Management |
|---|---|
| Course Title | Innovation Management |
| 担当教員 Instructor Name | Ricardo Lim |
| コード Couse Code | NUC422_N21A |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | Live Virtual |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2021 UG Nisshin Term2 |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
This supports NUCB's key missions of innovation and frontier spirit. Innovation is a necessary activity for exploration.
授業の目的（意義） / Importance of this course
Innovation is discovery and forward movement. In business discovery and movement apply not only to small, “wanabee” start-ups but also to large “Unicorns” like Google and Netflix, who must continuously defend against inertia. Future student managers will learn different lenses to sense innovation drivers, apply innovation processes and building blocks, and macro strategies of innovation. We will provoke critical thinking about the connections between various frameworks, and their connections to the real world.
到達目標 / Achievement Goal
N/A
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
LG3 Ethical Decision Making
LG4 Effective Communication
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
受講後得られる具体的スキルや知識 Learning Outcomes
1. View innovation problems from the view of customers
2. Articulate value from economic and emotional perspectives
3. Use various Innovation tactics and frameworks to reconfigure customer value propositions
4. Identify barriers to innovation in organizations
2. Articulate value from economic and emotional perspectives
3. Use various Innovation tactics and frameworks to reconfigure customer value propositions
4. Identify barriers to innovation in organizations
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 4 質の高い教育をみんなに（Quality Education）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 30 % | |
| 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 | 10 % | 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
○ Students should expect to do three hours per week to read and analyze one Harvard Business School case and 2-3 accompanying readings to process each case. Professor will give guide questions ahead of the case, but students are welcome to push new agendas beyond the questions.
○ Students should expect to do at least TWO group WACS: A midterm and a final WAC.
○ I will give mid-course evaluations on class participation.
○ Students should expect to do at least TWO group WACS: A midterm and a final WAC.
○ I will give mid-course evaluations on class participation.
授業スケジュール Course Schedule
第1日（Day1）
Read about Fuji Film’s transition from a camera-film company to make-up (see Readings). Also, what Kodak did or did not do. For the class, think like an entrepreneur. For both web research and personal thinking (sit down, think hard!)List ten existing innovations as a result of: COVID 19 (e.g. Zoom) and think of ten more possible innovations. Why?
●使用するケース
1. http://www.incrementalinnovation.com/innovation-management-development/7-sources-innovative-opportunity2. Read about Fuji Film’s transformation (and Kodak’s near death) in
a. Fuji’s transition from Film to Make up: https://www.nippon.com/en/features/c00511/
b. https://petapixel.com/2016/04/08/film-makeup-fuji-made-ultimate-pivot-business-dried/
c. https://petapixel.com/2018/10/19/why-kodak-died-and-fujifilm-thrived-a-tale-of-two-film-companies/
第2日（Day2）
Prepare to discuss Yourfit: A Fusion of Korean Beauty and Technology HBSP NTU 222 (2018)●使用するケース
Case: Yourfit: A Fusion of Korean Beauty and Technology HBSP NTU 222 (2018)Read:
1. https://www.nngroup.com/articles/empathy-mapping/
2. https://www.nngroup.com/articles/journey-mapping-101/
第3日（Day3）
Empathy walk Exercise. Problem set to be distributed.●使用するケース
Read1. https://medium.com/southcoast/value-proposition-design-jobs-pains-gains-with-mark-lowenstein-b70b24ec806e
第4日（Day4）
Prepare Ojek: Regulating Motorcycle Taxis in Indonesia HBSP KS1311 (2020)●使用するケース
Case: Ojek: Regulating Motorcycle Taxis in Indonesia HBSP KS1311 (2020)Read: 1. https://www.christenseninstitute.org/disruptive-innovations/
第5日（Day5）
Prepare: Park24 - Reinventing the Parking Industry in Japan IN1512 (2018)●使用するケース
Case: Strategic Innovation: Park24 - Reinventing the Parking Industry in Japan IN1512 (2018)Read:
1. The ten Types of Innovation (Summary)
2. https://www.ideatovalue.com/inno/nickskillicorn/2019/07/ten-types-of-innovation-30-new-case-studies-for-2019/
3. https://egyptinnovate.com/en/innovation-tool/scamper-method
4. https://www.blueoceanstrategy.com/tools/errc-grid/
5. https://lippincott.com/insight/experience-innovation/
第6日（Day6）
Prepare Innovation and Agility at Tencent's WeChat LBS220 (2019)●使用するケース
Case : Innovation and Agility at Tencent's WeChat LBS220 (2019)Read:
1. https://platformbusinessmodel.com/platform-business-model-meaning/
2. https://globalnpsolutions.com/2019/02/4-roles-of-psychological-safety-in-innovation/
第7日（Day7）
Prepare Telefonica: A Lean Elephant HBSP B5863 (2016)●使用するケース
Case: Prepare Telefonica: A Lean Elephant HBSP B5863 (2016)Read:
1. The Lean Startup summary (Free PDF downloadable from https://www.authentic.com.au/the-lean-startup-eric-ries-free-pdf-ebook-summary/
2. The Business Model Canvas: https://expertprogrammanagement.com/2018/10/business-model-canvas-explained/
3. https://dschool.stanford.edu/news-events/positive-disruption
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。
○ Group Written Analysis of Case (WAC)
■ Midterm Group WAC 20%
■ Final Group WAC 30%
○ Peer Assessment 0%, but used as a basis for bonus individual scores
○ Total 100%
*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 | 50 % |
| クラス貢献度合計 Class Contribution Total | 50 % |
| 予習レポート Preparation Report | 20 % |
| 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 | 30 % |
| 期末試験 Final Exam | 0 % |
| 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
○ Individual Class Participation 50%: I value both quantity and quality of participation. I want to hear your voices, your stories, your opinions, your concerns. Questions are welcome as participation, if they help illuminate difficult concepts for the class. I want to see how critically you can think and how you process your decisions.○ Group Written Analysis of Case (WAC)
■ Midterm Group WAC 20%
■ Final Group WAC 30%
○ Peer Assessment 0%, but used as a basis for bonus individual scores
○ Total 100%
教科書 Textbook
- N/A「N/A」N/A（N/A）
参考文献・資料 Additional Readings and Resource
See day-to-day links to web articles.
授業調査に対するコメント Comment on Course Evaluation
N/A
担当教員のプロフィール About the Instructor
Ricardo A. Lim, Ph.D. is a professor at the NUCB Business School and visiting professor at Ritsumeikan APU, Beppu, Japan. He was a former Dean of AIM, former President of the Association of Asia Pacific Business Schools (a consortium of 80 Asian B-schools), founding member of the Global Network to Advance Management at Yale Business School, and Asia-Pacirfic Advisory Council of AACSB. He teaches information systems, statistics, analytics, and design thinking x lean x agile concepts. He has published in the MIS Quarterly and the Journal of Management Information Systems, and serves as Associate Editor for the International Journal of Business and Economics, Taiwan. He currently consults for education and financial services sectors. Before joining academe he was a senior consultant for the Computer Sciences Corporation in Boston and Siemens Computing in Manila. He has a Ph.D. from the U. of Southern California, an MBA from the U. of Virginia, and a B.Com. from McGill University.
Refereed Articles
- (2023) Determinants of Conspicuous Consumption in Smartphones. Asia Pacific Journal of Information Systems 33(3): 2288-5404
- (2023) A Study of Satisfaction and Loyalty for Continuance Intention of Mobile Wallet in India. International Journal of E-Adoption (IJEA) 15(1): 1937-9633
- (2021) Developing and Testing a Smartphone Dependency Scale Assessing Addiction Risk. International Journal of Risk and Contingency Management 10(4): 2160-9624
- (2021) Business Model Innovation: A Study of Empowering Leadership. Creativity and Innovation Management 1467-8691
- (2021) The Effect of Reciprocity on Mobile Wallet Intention: A Study of Filipino Consumers. International Journal of Asian Business and Information Management 12(2): 1947-9638