Strategic Technology and Innovation Management - (B-E-BA-M) - Q3

Participation Prerequisites

This class complements other classes in the Master of Science program such as Strategic Intellectual Capital Management, New Product Development and Corporate Entrepreneurship. Some fundamental knowledge on innovation management is required in this class. Some basic and relevant innovation management content is reviewed and discussed in sessions 1 and 2.

Course Content

In detail, the course will cover the following aspects: technology, innovation and competitive advantage, disruptive technologies, linking business and R&D/innovation strategy, defining and implementing R&D and innovation strategies, technology and innovation portfolio management, R&D investment decisions, assessing and measuring R&D productivity, inbound and outbound open innovation strategies, strategic R&D alliances, technology-driven Mergers and Acquisitions (M&A), external technology commercialization strategies, globalizing innovation, management of international R&D locations and global R&D networks, management of basic research (# development) as a major engine of breakthrough innovations, frugal innovations, reverse innovation, patent analytics and key success factors of technology-based innovations. The course will also cover new and important technology trends such as Artificial Intelligence (AI), Big Data and Analytics and their use for technology and innovation management.

Intended Learning Outcomes and Competencies

The main objective of this course is to get across the most critical aspects of the strategic management of technology-based innovations and firms at a sufficient level of depth to the students. Students will learn and apply essential management concepts and tools that help them to increase the strategic and financial returns from investments in technology-based innovations. The course strongly emphasizes what it takes to successfully convert investments in technology-based innovations into long-lasting competitive advantage and superior corporate performance. The key learnings from this course apply to all major industries. The course has a strong focus on applying the learned technology and innovation management tools and concepts into practice.

Instruction Type

Presence

Form of Examination

Literature

In the following, you can find some exemplary course readings (the final course readings will be communicated in the course syllabus):

Ernst, H. (2003): Patent information for strategic technology management, World Patent Information, Vol. 25 (3): pp. 233-242.

Bower, J. L., Christensen, C. M. (1995): Disruptive technologies: Catching the wave, 
 Harvard Business Review, Vol. 73 (1), pp. 43-53.

Fountaine, T., McCarthy, B., Saleh, T. (2019): Building the AI-Powered Organization. HBR (July-August 2019).

Iansiti, M., Lakhani, K. (2020): Competing in the Age of AI. HBR (January-February 2020).

Ernst, H., Omland, N. (2011): The Patent Asset Index – A New Approach to Benchmark Patent Portfolios, World Patent Information, Vol. 33: pp. 34-41.

Weiblen, T., Chesbrough, H. W. (2015): Engaging with startups to enhance corporate innovation. California Management Review, 57(2), 66-90. (skim)

Dubiel, A., & Ernst, H. (2012a): Industrial R&D Centers in Emerging Markets: Motivations, Barriers and Success Factors. In T. Pedersen, L. Bals, & P. Ø. Jensen (Eds.), The Offshoring Challenge: Strategic Design and Innovation for Tomorrow’s Organization. Springer: Heidelberg, pp. 191-209. (skim)

Dubiel, A., & Ernst, H. (2012b): Success Factors of New Product Development for Emerging Markets. In K. Kahn, S. E. Kay, G. Gibson, & S. Urban (Eds.), PDMA Handbook of New Product Development, 3rd Edition, Hoboken, NJ: John Wiley & Sons, pp. 100-114. (skim)