Management of innovation
A.A. 2023/2024
Obiettivi formativi
The course of "Management of Innovation" aims to provide students with a thorough understanding of innovation as a concept and its significance in contemporary business environments, emphasizing its role in enhancing competitiveness and sustainability. Students will learn to identify and explore diverse sources of innovation, encompassing technological, market, and organizational dimensions. The course will introduce the principles of design thinking, emphasizing user-centric problem-solving and iterative design processes. Students will gain the knowledge to analyze, create, and modify business models, emphasizing strategies for value creation, capture, and delivery. Various patterns of innovation, including product, process, service, and disruptive innovation, will be examined, allowing students to understand their implications for industry dynamics. Additionally, the course will delve into the timing and pacing of innovation, encompassing the adoption and diffusion of new technologies and strategic timing considerations. Students will engage in critical debates concerning innovation, considering ethical, social, and environmental dimensions. The course will equip students with the tools to implement innovation control mechanisms for effective management of innovation processes within organizations. Upon completion, students will have the expertise to drive innovation across diverse organizational contexts.
Risultati apprendimento attesi
Upon successful completion of the course, students will be proficient in defining and discerning various forms of innovation and their applicability to different industries and sectors. They will demonstrate the ability to identify and evaluate sources of innovation both within organizational boundaries and in the broader external environment. Applying the principles of design thinking, students will exhibit aptitude in tackling complex issues and generating innovative solutions, emphasizing user-centricity and iterative design. They will develop and analyze business models, showcasing their capacity to foster innovation, drive value creation, and establish competitive advantages. Recognizing patterns of innovation and discerning their strategic implications for business, students will be able to develop sound business strategies. Students will also demonstrate their understanding of the timing and pace of innovation, applying strategic approaches to effectively manage innovation. Engaging in critical debates surrounding innovation, they will consider ethical, social, and environmental facets associated with innovation. Lastly, students will design and implement mechanisms for controlling innovation, revealing their proficiency in managing innovation processes and outcomes within organizations. This comprehensive course will equip students with the knowledge and skills required to facilitate innovation across various organizational contexts and to address the evolving challenges in the field of innovation management.
Periodo: Secondo trimestre
Modalità di valutazione: Esame
Giudizio di valutazione: voto verbalizzato in trentesimi
Corso singolo
Questo insegnamento può essere seguito come corso singolo.
Programma e organizzazione didattica
Edizione unica
Responsabile
Periodo
Secondo trimestre
Programma
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
Prerequisiti
Preliminary knowledge of Management. Basic knowledge of Organizational Behaviour is recommended
Metodi didattici
The course will combine traditional face-to-face lectures, small group activities, case studies discussions and guest speaker's talks
Materiale di riferimento
Book and Core readings
· Schilling M., (2017) Strategic management of technological innovation. Mc Graw-Hill, International Edition (ALL CHAPTERS)
· KLINE, S.J. and ROSENBERG, N. (2009). An Overview of Innovation. Studies on Science and the Innovation Process, [online] pp.173-203. https://doi.org/10.1142/9789814273596_0009
· Fischer, M.M. (2001). Innovation, knowledge creation and systems of innovation. The Annals of Regional Science, 35(2), pp.199-216. https://doi.org/10.1007/s001680000034
· Dietrich, A. (2004). The cognitive neuroscience of creativity. Psychonomic Bulletin & Review, 11(6), pp.1011-1026 https://doi.org/10.3758/BF03196731
· Micheli, P., Wilner, S.J.S., Bhatti, S.H., Mura, M. and Beverland, M.B. (2019). Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda. Journal of Product Innovation Management, 36(2), pp.124-148. https://doi.org/10.1111/jpim.12466.
· Li, F. (2020). The Digital Transformation of Business Models in the Creative industries: a Holistic Framework and Emerging Trends. Technovation, 92-93(2), p.102012. https://doi.org/10.1016/j.technovation.2017.12.004.
· Bonazzi, F.L.Z. and Zilber, M.A. (2014). Innovation and Business Model: a case study about integration of Innovation Funnel and Business Model Canvas. Revista Brasileira de Gestão de Negócios, [online] 16, pp.616-637. https://doi.org/10.7819/rbgn.v16i52.1812.
· Belloc, F. (2011). CORPORATE GOVERNANCE AND INNOVATION: A SURVEY. Journal of Economic Surveys, 26(5), pp.835-864.https://doi.org/10.1111/j.1467-6419.2011.00681.x.
· Si, S. and Chen, H. (2020). A literature review of disruptive innovation: What it is, how it works and where it goes. Journal of Engineering and Technology Management, [online] 56(56), p.101568. https://doi.org/10.1016/j.jengtecman.2020.101568.
· Ugur, M. and Vivarelli, M. (2020). Innovation, firm survival and productivity: the state of the art. Economics of Innovation and New Technology, pp.1-35. https://doi.org/10.1080/10438599.2020.1828509.
· Alzoubi, H.M. and Aziz, R. (2021). Does Emotional Intelligence Contribute to Quality of Strategic Decisions? The Mediating Role of Open Innovation. Journal of Open Innovation: Technology, Market, and Complexity, [online] 7(2), p.130 https://doi.org/10.3390/joitmc7020130.
· Coluccia, D., Dabić, M., Del Giudice, M., Fontana, S. and Solimene, S. (2020). R&D innovation indicator and its effects on the market. An empirical assessment from a financial perspective. Journal of Business Research, 119, pp.259-271. https://doi.org/10.1016/j.jbusres.2019.04.015.
· Hofstra, B., Kulkarni, V.V., Galvez, S.M.-N., He, B., Jurafsky, D. and McFarland, D.A. (2020). The Diversity-Innovation Paradox in Science. Proceedings of the National Academy of Sciences, [online] 117(17), pp.9284-9291.https://doi.org/10.1073/pnas.1915378117.
· 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.
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 11
· 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.
· Martins, E.C. and Martins, N. 2002. An organisational culture model to promote creativity and innovation. SA Journal of Industrial Psychology 28(4)
· Mol, M., Birkinshaw, J. 2014. The Role of External Involvement in the Creation of Management Innovations, Organization Studies 35(9): 1287-1312
· 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.
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 5
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 7
· Barnett RC, Weidenfeller NK. 2016. Shared Leadership and Team Performance. Advances in Developing Human Resources, 18(3):334-351. doi:10.1177/1523422316645885
· Eseryel UY, Crowston K, Heckman R. 2021. Functional and Visionary Leadership in Self-Managing Virtual Teams. Group & Organization Management, 46(2):424-460
· 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,
· Schilling M., (2017) Strategic management of technological innovation. Mc Graw-Hill, International Edition (ALL CHAPTERS)
· KLINE, S.J. and ROSENBERG, N. (2009). An Overview of Innovation. Studies on Science and the Innovation Process, [online] pp.173-203. https://doi.org/10.1142/9789814273596_0009
· Fischer, M.M. (2001). Innovation, knowledge creation and systems of innovation. The Annals of Regional Science, 35(2), pp.199-216. https://doi.org/10.1007/s001680000034
· Dietrich, A. (2004). The cognitive neuroscience of creativity. Psychonomic Bulletin & Review, 11(6), pp.1011-1026 https://doi.org/10.3758/BF03196731
· Micheli, P., Wilner, S.J.S., Bhatti, S.H., Mura, M. and Beverland, M.B. (2019). Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda. Journal of Product Innovation Management, 36(2), pp.124-148. https://doi.org/10.1111/jpim.12466.
· Li, F. (2020). The Digital Transformation of Business Models in the Creative industries: a Holistic Framework and Emerging Trends. Technovation, 92-93(2), p.102012. https://doi.org/10.1016/j.technovation.2017.12.004.
· Bonazzi, F.L.Z. and Zilber, M.A. (2014). Innovation and Business Model: a case study about integration of Innovation Funnel and Business Model Canvas. Revista Brasileira de Gestão de Negócios, [online] 16, pp.616-637. https://doi.org/10.7819/rbgn.v16i52.1812.
· Belloc, F. (2011). CORPORATE GOVERNANCE AND INNOVATION: A SURVEY. Journal of Economic Surveys, 26(5), pp.835-864.https://doi.org/10.1111/j.1467-6419.2011.00681.x.
· Si, S. and Chen, H. (2020). A literature review of disruptive innovation: What it is, how it works and where it goes. Journal of Engineering and Technology Management, [online] 56(56), p.101568. https://doi.org/10.1016/j.jengtecman.2020.101568.
· Ugur, M. and Vivarelli, M. (2020). Innovation, firm survival and productivity: the state of the art. Economics of Innovation and New Technology, pp.1-35. https://doi.org/10.1080/10438599.2020.1828509.
· Alzoubi, H.M. and Aziz, R. (2021). Does Emotional Intelligence Contribute to Quality of Strategic Decisions? The Mediating Role of Open Innovation. Journal of Open Innovation: Technology, Market, and Complexity, [online] 7(2), p.130 https://doi.org/10.3390/joitmc7020130.
· Coluccia, D., Dabić, M., Del Giudice, M., Fontana, S. and Solimene, S. (2020). R&D innovation indicator and its effects on the market. An empirical assessment from a financial perspective. Journal of Business Research, 119, pp.259-271. https://doi.org/10.1016/j.jbusres.2019.04.015.
· Hofstra, B., Kulkarni, V.V., Galvez, S.M.-N., He, B., Jurafsky, D. and McFarland, D.A. (2020). The Diversity-Innovation Paradox in Science. Proceedings of the National Academy of Sciences, [online] 117(17), pp.9284-9291.https://doi.org/10.1073/pnas.1915378117.
· 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.
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 11
· 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.
· Martins, E.C. and Martins, N. 2002. An organisational culture model to promote creativity and innovation. SA Journal of Industrial Psychology 28(4)
· Mol, M., Birkinshaw, J. 2014. The Role of External Involvement in the Creation of Management Innovations, Organization Studies 35(9): 1287-1312
· 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.
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 5
· Isaksen and Tidd. 2006. Meeting the Innovation Challenge: Leadership for Transformation and Growth. Chapter 7
· Barnett RC, Weidenfeller NK. 2016. Shared Leadership and Team Performance. Advances in Developing Human Resources, 18(3):334-351. doi:10.1177/1523422316645885
· Eseryel UY, Crowston K, Heckman R. 2021. Functional and Visionary Leadership in Self-Managing Virtual Teams. Group & Organization Management, 46(2):424-460
· 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,
Modalità di verifica dell’apprendimento e criteri di valutazione
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 - ECONOMIA E GESTIONE DELLE IMPRESE - CFU: 9
Lezioni: 60 ore
Docenti:
Genta Davide, Toraldo Maria Laura
Siti didattici
Docente/i
Ricevimento:
Martedì dalle 10:30 alle 13:30. Mandare una email alla docente per prenotarsi
Dipartimento di Economia, Management e Metodi Quantitativi. Stanza 22 - secondo piano