Management of innovation


PGE 3A - Entrepreneurship (ENT)
Stratégie et changement
Contact hours
15 H
Number of spots
Open to visitors

Pedagogical contribution of the course to the program

Développer un management à impact grâce aux connaissances et aux outils les plus récents dans les domaines du management

Evaluate sustainable managerial practices using managerial concepts and instruments as well as digital tools
Design solutions adapted to organizational problems by applying relevant methodologies
Developing a strategic and managerial vision in a complex, uncertain and changing environment

Développer des compétences managériales de niveau avancé se traduisant par un leadership responsable

Co-build a managerial and organizational culture through collaborations and team projects
Effectively argue his ideas orally and in writing with a professional posture

Mettre en place un management responsable par des pratiques reflétant les valeurs d’éthique, de diversité et de développement durable

Critically assess issues related to diversity, ethics and sustainability in the context of their professional practice


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.

Teaching methods


- Lectures
- E-learning

In group

- Oral presentations
- Case studies/texts


- Discussions/debates


No items in this list have been checked.

Learning objectives

Cognitive domain

Upon completion of this course, students should be able to
  • - (level 2) Recognize the importance of innovation management
  • - (level 3) Use methods and instrument through archetype of innovation perspective
  • - (level 3) Apply the main concepts of innovation in a perspective of Business Plan creation
  • - (level 4) diagnose internal and external factors in a context of innovation management
  • - (level 5) determine an innovation approach according to the company's strategic orientations

Affective domain

Upon completion of this course, students should be able to
None affective domain have been associated with this course yet


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

No prerequisite has been provided

Knowledge in / Key concepts to master

Basic economic concepts and strategy

Teaching material

Mandatory tools for the course

- Computer

Documents in all formats

- Newspaper articles
- Case studies/texts

Moodle platform

- Upload of class documents


No items in this list have been checked.

Additional electronic platforms

No items in this list have been checked.

Recommended reading

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.

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.

EM Research: Be sure to mobilize at least one resource

Textbooks, case studies, translated material, etc. can be entered
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.


List of assessment methods

Intermediate assessment / continuous assessment 1Other (date, pop quiz, etc.) : tba
Oral (20 Min.) / Group / English / Weight : 30 %
Details : Case study
This evaluation is used to measure ILO1.2-PGE, ILO2.1-PGE, ILO2.3-PGE
Intermediate assessment / continuous assessment 2Last class
Written (120 Min.) / Individual / English / Weight : 70 %
This evaluation is used to measure ILO1.1-PGE, ILO1.2-PGE, ILO3.1-PGE
No assessment methods have been attributed to this course yet.