Management of Innovation
A.Y. 2022/2023
Learning objectives
Although scientific and technological breakthroughs are offering unprecedented opportunities, innovation remains a tricky issue at global, industrial and firm level. At global level, firms in the markets and public institutions do often complement each other, so that the relative position of each nation in the innovation race can rapidly change, making specific settings more suitable for new ideas. At industrial level, innovations can be so disruptive to threaten large firms, not able to change their business models. At firm level, previous success and in-use technologies might limit the ability to adapt to changing environments. By using these three interconnected dimensions, the course offers student a broad and practical portfolio of concepts and tools to understand the innovation puzzle.Students will learn how to interpret the dynamic of innovative markets, the dilemmas incumbents and new companies face in making critical decisions, as well as the managerial challenges they both face.
Expected learning outcomes
Participants in this course will learn how to manage innovation challenges. They will know how to assess the impact of innovation on existing businesses and the potential of new ones. They also will learn how multifaceted the diffusion processes is and what kind of open innovation-based strategies can be put in place to control for risks and maximize opportunities. These take-aways do represent a useful platform to assess the feasibility of entrepreneurial initiatives in new as well in established companies. Together with the new start-up course, students will apply knowledge and understanding to the identification and exploitation of new opportunities.
Lesson period: Second trimester
Assessment methods: Esame
Assessment result: voto verbalizzato in trentesimi
Single course
This course cannot be attended as a single course. Please check our list of single courses to find the ones available for enrolment.
Course syllabus and organization
Single session
Responsible
Lesson period
Second trimester
Course syllabus
COURSE DESCRIPTION
In the first section, we focus on drivers of innovative processes (Where does innovation come from?), its effects at economic level (how has Israel become one of the leading countries in ICT if at the beginning of the '70's was only known for exporting bananas?) and its implications from a managerial perspective.
In the second section we focus on the management of innovation, discussing how to lead new product development processes and teams
MAIN TOPICS
Sources and types of innovation- Entrepreneurship and economic theory-Technological cycles-Knowledge as a resource and its origin- State and innovation - Times of entry- Innovation vs imitation - Dominant design and the diffusion dilemma - Protecting innovation- Intellectual propery rights and the market for patents - Business models- NPD management
In the first section, we focus on drivers of innovative processes (Where does innovation come from?), its effects at economic level (how has Israel become one of the leading countries in ICT if at the beginning of the '70's was only known for exporting bananas?) and its implications from a managerial perspective.
In the second section we focus on the management of innovation, discussing how to lead new product development processes and teams
MAIN TOPICS
Sources and types of innovation- Entrepreneurship and economic theory-Technological cycles-Knowledge as a resource and its origin- State and innovation - Times of entry- Innovation vs imitation - Dominant design and the diffusion dilemma - Protecting innovation- Intellectual propery rights and the market for patents - Business models- NPD management
Prerequisites for admission
Preliminary knowledge of Management and Organizations
Teaching methods
The course will combine traditional face-to-face lectures, small group activities, case studies discussions and guest speaker's talks
Teaching Resources
- Book and Core readings
· Schilling M., (2017) Strategic management of technological innovation. Mc Graw-Hill, International Edition (ALL CHAPTERS)
· M. Mazzuccato (2011) "The Entreprenurial State", London, Demo, Chapters
· Henderson R. and Clark, K. (1990) "Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms", Administrative Science Quarterly 35:9-30
· David P. (1985) Clio and the Economics of QWERTY The American Economic Review, Vol. 75, No. 2
· Chesbrough H.W. (2003) The Era of Open Innovation. MIT Sloan Management Review, Spring 35-41.
· Magretta, J. (2002) Why Business Models Matter, Harvard Business Review
· Bharadwaj, S. and Menon, A., 2000. Making innovation happen in organizations: individual creativity mechanisms, organizational creativity mechanisms or both?, Journal of product innovation management, 17(6), pp.424-434.
· Isaksen and Tidd (2006). Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter: 5, 7, 11
· Gulati, R., Puranam, P., Tushman, M. (2012) Meta-organization design: Rethinking design in inter-organizational and community contexts. Strategic Management Journal, 33 (6): 571-586
· Segars, A. H., (2019). Creating a tribal approach for innovation in organizations, Business Horizons,, vol. 62(3): 409-418.
· Lam, A. (2011). Innovative Organizations: Structure, Learning and Adaptation. In
· Innovation. Perspectives for the 21st Century: BBVA
· Dunbar, R., & Starbuck, W. (2006). Learning to Design Organizations and Learning from Designing Them. Organization Science, 17(2), 171-178.
· Kornberger M. (2017) The visible hand and the crowd: Analyzing organization design in distributed innovation systems. Strategic Organization, 15(2):174-193
· Oke, A., Munshi, N., & Walumbwa, F. O. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics, 38(1), 64-72.
· Berthon, P.R., Pitt, L.F., McCarthy, I. and Kates, S.M., (2007). When customers get clever: Managerial approaches to dealing with creative consumers. Business Horizons, 50(1), pp.39-47.
· Kremer, H., Villamor, I. & Aguinis, H. 2019. "Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing," Business Horizons, 62(1), pages 65-74.
· Carsten K. W. De Dreu (2002) Team innovation and team effectiveness: The importance of minority dissent and reflexivity, European Journal of Work and Organizational Psychology, 11:3, 285-298,
· Bassett-Jones, N. (2005), The Paradox of Diversity Management, Creativity and Innovation. Creativity and Innovation Management, 14: 169-175.
· Schilling M., (2017) Strategic management of technological innovation. Mc Graw-Hill, International Edition (ALL CHAPTERS)
· M. Mazzuccato (2011) "The Entreprenurial State", London, Demo, Chapters
· Henderson R. and Clark, K. (1990) "Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms", Administrative Science Quarterly 35:9-30
· David P. (1985) Clio and the Economics of QWERTY The American Economic Review, Vol. 75, No. 2
· Chesbrough H.W. (2003) The Era of Open Innovation. MIT Sloan Management Review, Spring 35-41.
· Magretta, J. (2002) Why Business Models Matter, Harvard Business Review
· Bharadwaj, S. and Menon, A., 2000. Making innovation happen in organizations: individual creativity mechanisms, organizational creativity mechanisms or both?, Journal of product innovation management, 17(6), pp.424-434.
· Isaksen and Tidd (2006). Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter: 5, 7, 11
· Gulati, R., Puranam, P., Tushman, M. (2012) Meta-organization design: Rethinking design in inter-organizational and community contexts. Strategic Management Journal, 33 (6): 571-586
· Segars, A. H., (2019). Creating a tribal approach for innovation in organizations, Business Horizons,, vol. 62(3): 409-418.
· Lam, A. (2011). Innovative Organizations: Structure, Learning and Adaptation. In
· Innovation. Perspectives for the 21st Century: BBVA
· Dunbar, R., & Starbuck, W. (2006). Learning to Design Organizations and Learning from Designing Them. Organization Science, 17(2), 171-178.
· Kornberger M. (2017) The visible hand and the crowd: Analyzing organization design in distributed innovation systems. Strategic Organization, 15(2):174-193
· Oke, A., Munshi, N., & Walumbwa, F. O. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics, 38(1), 64-72.
· Berthon, P.R., Pitt, L.F., McCarthy, I. and Kates, S.M., (2007). When customers get clever: Managerial approaches to dealing with creative consumers. Business Horizons, 50(1), pp.39-47.
· Kremer, H., Villamor, I. & Aguinis, H. 2019. "Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing," Business Horizons, 62(1), pages 65-74.
· Carsten K. W. De Dreu (2002) Team innovation and team effectiveness: The importance of minority dissent and reflexivity, European Journal of Work and Organizational Psychology, 11:3, 285-298,
· Bassett-Jones, N. (2005), The Paradox of Diversity Management, Creativity and Innovation. Creativity and Innovation Management, 14: 169-175.
Assessment methods and Criteria
ASSESSMENT
Attending students:
-final exam (75%)
-presentation (25%)
Not-attending students
-Final exam (100%)
Attending students:
-final exam (75%)
-presentation (25%)
Not-attending students
-Final exam (100%)
SECS-P/08 - MANAGEMENT - University credits: 9
Lessons: 60 hours
Professors:
Genta Davide, Toraldo Maria Laura
Professor(s)
Reception:
Friday 10:30 to 13:30. Please write a meeting request email.
Department of Economics, Management and Quantitative Methods. Room 12- second floor