Management of innovation

EM145M44

Semestre
B
Discipline
Strategy
Volume horaire
15 H
Nombre de places
45
Ouvert aux visitants
Oui
Langue
EN
Responsable
Eric SCHENK

Liste des intervenants

Intervenant(s) Email Volume horaire CM
Eric SCHENK eric.schenk@insa-strasbourg.fr 15 h

Contribution pédagogique du cours au programme

Aucune contribution pédagogique associé à ce cours pour ce programme.

Descriptif

Innovations are generally regarded as prerequisites for the long-term survival of companies. This assumption, however, is not a new phenomenon but has been present since the dawn of economic activity. In the framework of innovation research, the past decades have offered a number of insights regarding successful innovation management. Nevertheless, many companies fail in practice. The main problem lies in the unpredictability of the future. The main goal of this lecture is to present methods and instruments through a strategic innovation perspective, which would enable a company to prepare better for and face the unknown and ambiguous future. First of all, the interplay of innovation (in the sense of new products or new services) and an appropriate strategy increases the probability of future success. Thus, innovations can be compatible with the existing strategy and, at the same time, bring about a new strategy. If strategy is considered a starting point for innovations, employing strategic innovation (in other words, an innovative strategy) makes it also possible to reach new markets with already existing products and services.

Organisation pédagogique

Face-to-face

- Lectures
- E-learning

In group


- Oral presentations
- Case studies/texts

Interaction

- Discussions/debates

Others

Aucun élément de cette liste n'a été coché.

Objectifs pédagogiques

Cognitive domain

A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
  • - (niv. 2) Recognize the importance of innovation management
  • - (niv. 3) Use methods and instrument through archetype of innovation perspective
  • - (niv. 3) Prepare an innovative strategy . innovations are generally regarded as prerequisites for the long-term survival of companies
  • - (niv. 3) Apply the main concepts of innovation in a perspective of Business Plan creation

Affective domain

A l'issue du cours, l'étudiant(e) devrait être capable de / d'...
Aucun affective domain n'a pour le moment été associé à ce cours.

Objectifs de développement durable abordés

Aucun objectif de développement durable n'a été coché.

Plan / Sommaire

Introduction Innovation in a knowledge-based economy Chapter 1 Understanding innovation and its determinants Chapter 2 Organizing the innovation process Chapter 3 Innovation and strategy Chapter 4 Managing creativity

Prérequis nécessaires

Connaissances en / Notions clés à maîtriser

Basic economic concepts and strategy
None

Supports pédagogiques

Mandatory tools for the course

- Computer

Documents in all formats


- Newspaper articles
- Case studies/texts

Moodle platform

- Upload of class documents

Software

Aucun élément de cette liste n'a été coché.

Additional electronic platforms

Aucun élément de cette liste n'a été coché.

Bibliographie recommandée

Ouvrages principaux

Afuah A. (2003), Innovation Management, Oxford University Press. Tidd J., Bessant J. et Pavitt K. (1997), Managing innovation: integrating technological market and organizational change, john Wiley and sons. Teece D., (2000), Managing intellectual capital, Oxford University Press. Chesbrough (2003), Open innovation: The new imperative for creating and profiting from technology, Harvard Business School Press, Boston. Christensen C. M. (1997), The innovator’s dilemma, Harvard business school press. Cusumano A., Gawer M. A. (2002), Platform Leadership, MacGraw Hill. Gawer A. (2010), Platforms, markets and innovation, Elgar Ed. Loilier T. et Tellier A. (1999), Gestion de l’innovation : Décider, mettre en œuvre, Diffuser, ed. Management société. Rogers E. (1983), Diffusion of Innovations. New York: Free Press.

Littérature complémentaire

Cohen W. M., Levinthal D. A. (1990), « Absorptive capacity: A new perspective on learning and innovation », Administrative Science Quarterly, p 128-152. Hamel G. (1999), « Bringing the Silicon Valley inside », Harvard Business Review, p; 70- 94. Jaffe A. (2000), « The US Patent System in Transition: Policy Innovation and the Innovation Process », Research Policy, Vol. 29, p. 531-557. Freeman C. (1991), « Networks of innovators: A synthesis of research issue », Research Policy, vol. 20, p 449-514. Prahalad C. et Hamel G. (1990), « The core competence of the corporation », Harvard business review. Teece D. (1986), “Profiting from technological innovation: implications for integration, collaboration, licensing and public policy”, Research policy 15, 285-305.

Travaux de recherche de l'EM : Veillez à mobiliser au moins une ressource

Peuvent être renseignés les manuels coordonnés, les traductions de manuel, les études de cas traduites etc…
Barbaroux P., Attour A., Schenk E. (2016), Knowledge Management and Innovation: Interaction, Collaboration, Openness, ISTE Editions Schenk E., Guittard C. (2011), « Towards a characterization of crowdsourcing practices », Journal of Innovation Economics and Management, vol. 7(1), p. 93-107. Schenk E., Guittard C., Pénin J. (2019), « Open or proprietary? Choosing the right crowdsourcing platform for innovation», Technological Forecasting and Social Change, vol. 144, p. 303-310. Schenk E., Schaeffer V., Pénin J. (2020), « Blockchain and the Future of Open Innovation Intermediaries: The Case of Crowdsourcing Platforms », in P.-J. Barlatier and A.-L. Mention (Eds.), Managing digital open innovation, World Scientific, p. 401-430.

Modalités d'évaluation

Liste des modalités d'évaluation

Evaluation finaleDernière séance
Ecrite et orale (20 min) / en groupe / Anglais / pondération : 100 %
Précisions : Case study
Cette évaluation sert à mesurer LO1.1, LO1.2, LO1.3, LO4.1
Aucune modalité d'évaluation n'a pour le moment été attribuée à ce cours.