Course

Applied Innovation Management (MSB416)

Innovation is increasingly important for the development and competitiveness of firms and to delivering social as well as economic values for societies. Today’s most successful firms compete mainly through innovation, whether in the form of continuous development of new products, improvement of processes or organizational forms, or identification of new markets. In order to survive in the knowledge economy, firms need strategies for what kind of innovations to pursue and how to promote innovation by designing the necessary preconditions. In this context, knowledge and understanding of innovation is an important asset. Additionally, innovations increasingly should contribute with generating social and environmental values, addressing Grand Social Challenges. Through this course, students will develop a critical perspective of the firm strategies for the management of the innovation process. Through investigation of the innovation processes in the real private or public organization during the course, students will acquire the skills to assist in managing the firm innovation process in a responsible way. Students enrolled to this course have the opportunity to work closely with InGenious cases, alternatively to cases found in their own network.

InGenious is a collaborative project of the Stavanger University with local firms that is designed in collaboration with the European Consortium of Innovative Universities (ECIU). Thus, students will get opportunity to work in close collaboration with companies in the region of Stavanger.


Course description for study year 2021-2022. Please note that changes may occur.

See course description and exam/assesment information for this semester (2024-2025)

Semesters

Facts

Course code

MSB416

Credits (ECTS)

10

Semester tution start

Spring

Language of instruction

English

Number of semesters

1

Exam semester

Spring

Time table

View course schedule

Literature

The syllabus can be found in Leganto

Content

The course will take up the following topics:
  • Disruptive innovation
  • Exploring innovation space
  • Innovation as a process
  • Sources of innovation
  • Dynamic capabilities
  • Innovation strategy
  • Lean for innovation
  • Innovation in public organizations
  • Sustainability-oriented innovation
  • Stage-gate process, agile model of innovation
  • Open innovation

Learning outcome

Knowledge

Through the course, students will develop a solid understanding of the scholarly debate on innovation in the management sciences, including:

  • The importance of innovation to firms
  • Identifying strategic capabilities
  • Sources and the process of innovation
  • Strategies for innovation
  • Sustainability-oriented innovation

Skills

Students will be able to: 

  • Present and critically assess different scholarly theories and hypotheses, as well as strategy and/or policy statements, related to innovation
  • Conduct an analysis of the drivers and/or outcomes of innovation in real firms
  • Discuss different strategies for promoting innovation in a firm
  • Contribute to the management of a firm’s innovation process

Required prerequisite knowledge

None

Exam

Coursework requirements

There are four mandatory requirements for this course:

 

1. Participation on 70% of all lectures (regular and guest lectures) and seminars.

2. Students will prepare a seminar presentation (individual/group) in the middle and at the end of the course. This presentation is based on the assignment of analyzing how firm manages innovation process. Students must upload their presentation to Canvas at least three days before the seminar.

3. Students (individual/group) will act as a discussant for each other during the seminar. The discussant provides comment or feedback on the assigned presentation.

4 . Students will write a report based on their assignment. The report should consist of minimum 4800 words for individual work and 6000 words for group work.

Course teacher(s)

Study Program Director:

Ingeborg Foldøy Solli

Course coordinator:

Tatiana Aleksandrovna Iakovleva

Method of work

The sessions will be organized as a combination of lectures, guest lectures, group discussions, and seminars. Before each session, students are expected to go through the required literature or video materials. Active participation during class sessions is expected. Between sessions, students should work independently with assignments or other deliverables agreed with the lecturers. It is desirable that students work together in groups of 2 or 3 students for the assignment. The assignment is based on practicing and applying innovation tools in real-life situation. Based on this assignment, students will present their work in the middle and at the end of the course. The final deliverable will be a written report at the end of the course. Students will have the opportunity to submit a draft report to get feedback prior to the final submission.

Expected workload: 250-300 hours

Lectures: 60 hours

Self-study: 100 hours

Assignments - including contact with firms: 120 hours

Open for

The course is open to all Master's students within the University of Stavanger.

Course assessment

Students will have the opportunity to give feedback on the course first in an early dialogue, and then in a written course evaluation at the end of the course.

Literature

Book

Managing innovation : integrating technological, market and organizational change Tidd, Joseph, Tidd, Joseph; Bessant, John, Hoboken, NJ, Wiley, XIX, 594, I1-10 sider, [2021], isbn:9781119713302,

Book

Strategic innovation management Tidd, Joseph, Bessant, John, Chichester, Wiley, XVIII, 417 s., cop. 2014, isbn:978-1-118-45723-8,

Book Chapter

An overview of innovation Kline, S. J., & Rosenberg, N, Landau, Ralph.; Rosenberg, Nathan,, An overview of innovation, Washington, D.C. :, National Academy Press, 1 online resource (656 p.), 1986., 275-304, isbn:1-280-22206-9; 9786610222063; 0-309-56798-X,

Article

Perspectives on innovation processes Garud, R., Tuertscher, P., & Van de Ven, A. H., Academy of Management Annals, 1, 7, 2013, 775-819,

Article

You need an innovation strategy Pisano, G. P., Harvard Business Review, 6, 93, 2015, 44-54,

Article

Users as innovators: a review, critique, and future research directions Bogers, M., Afuah, A., & Bastian, B., Journal of Management, 4, 36, 2010, 857-875,

Article

Orchestrating innovation networks Dhanaraj, C., & Parkhe, A., Academy of Management Review, 3, 31, 2006, 659-669,

Article

Leveraging external sources of innovation: a review of research on open innovation West, J., & Bogers, M., Journal of product innovation management, 4, 31, 2014, 814-831,

Article

Value creation and capture mechanisms in innovation ecosystems: a comparative case study. Ritala, P., Agouridas, V., Assimakopoulos, D., & Gies, O., International Journal of Technology Management, 3-4, 63, 2013, 244-267,

Article

The stage‐gate® idea‐to‐launch process—update, what's new, and nexgen systems Cooper, R. G., Journal of product innovation management, 3, 25, 2008, 213-232,

Article

Sustainability‐oriented innovation: A systematic review Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P., International Journal of Management Reviews, 2, 18, 2016, 180-205,

Article

Perspectives on innovation in organizations Slappendel, C., Organization Studies, 1, 17, 1996, 107-129,

Book Chapter

Innovation processes Pavitt, K. (2005), Fagerberg, Jan; Mowery, David C.,; Nelson, Richard R.,; Asheim, Bjørn Terje,; Bruland, Kristine; Grodal, Stine,, Innovation processes, Oxford, Oxford University Press, XVIII, 656 s., 2005, 86-114, isbn:0199264554; 9780199264551; 0199286809; 9780199286805,

Article

In search of complementarity in innovation strategy: Internal R&D and external knowledge acquisition Cassiman, B., & Veugelers, R., Management Science, 1, 52, 2006, 68-82,

Article

Dynamic capabilities: what are they? Eisenhardt, K. M., & Martin, J. A., Strategic Management Journal, 10-11, 21, 2000, 1105-1121,

Article

The core competence of the corporation Hamel, G., & Prahalad, C. K., Harvard Business Review, 3, 68, 1990, 79-91,

Article

Getting unusual suspects to solve R&D puzzles Lakhani, K. R., & Jeppesen, L. B., Harvard Business Review, 5, 85, 2007, 30-32,

Article

Reframing the search space for radical innovation Nicholas, J., Ledwith, A., & Bessant, J., Research-Technology Management, 2, 56, 2013, 27-35,

Article

Winning combinations: search strategies and innovativeness in the UK Criscuolo, P., Laursen, K., Reichstein, T., & Salter, A., Industry and Innovation, 2, 25, 2018, 115-143,

Article

Business models for open innovation: Matching heterogeneous open innovation strategies with business model dimensions Saebi, T., & Foss, N. J., European Management Journal, 3, 33, 2015, 201-213,

Book Chapter

A classification of open innovation and open business models Vanhaverbeke, W., & Chesbrough, H., Chesbrough, Chesbrough, Henry William; Chesbrough, Henry William; Vanhaverbeke, Wim; Vanhaverbeke, Wim; West, Joel; West, Joel, A classification of open innovation and open business models, Oxford :, Oxford University Press, 1 online resource :, 2014., 50-68, isbn:0-19-176289-X, https://oxford-universitypressscholarship-com.ezproxy.uis.no/view/10.1093/acprof:oso/9780199682461.001.0001/acprof-9780199682461-chapter-3View online

Article

A critical assessment of business model research Massa, L., Tucci, C. L., & Afuah, A., Academy of Management Annals, 1, 11, 2017, 73-104,

Book Chapter

Business model innovation Massa, L., & Tucci, C. L., Business model innovation, Oxford, Oxford University Press, 2013, 420-441, https://core.ac.uk/reader/148006943View online

Book Chapter

The diffusion of new technology Stoneman, P., & Battisti, G., The diffusion of new technology, Amsterdam, North Holland, X, s. 734-1256, 62 s., 2, 2010, 733-760, isbn:9780444536099,

Article

Benchmarking the firm's critical success factors in new product development Cooper, R. G., & Kleinschmidt, E. J., Journal of Product Innovation Management, 5, 12, 1995, 374-391,

Article

Understanding the failure to understand New Product Development failures: Mitigating the uncertainty associated with innovating new products by combining scenario planning and forecasting Derbyshire, J., & Giovannetti, E., Technological Forecasting and Social Change, 125, 2017, 334-344,

Article

Orchestrating for lead user involvement in innovation networks Hurmelinna-Laukkanen, P., Nätti, S., & Pikkarainen, M., Technovation, 108, 2021, 102326

Article

Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology Powell, W. W., Koput, K. W., & Smith-Doerr, L., Administrative Science Quarterly, 1, 41, 1996, 116-145,

Book Chapter

Responsible innovation as a catalyst of the firm innovation process Iakovleva, T., Oftedal, E. M., & Bessant, J., Iakovleva, Tatiana,; Oftedal, Elin,; Bessant, J. R.,, Responsible innovation as a catalyst of the firm innovation process, Northampton, MA :, Edward Elgar Pub, 1 online resource (xv, 258 pages)., 2019., 9-22, isbn:1-78897-506-5,

Book Chapter

A framework for responsible innovation in the business context: Lessons from responsible-, social-and sustainable innovation Lubberink, R., Blok, V., van Ophem, J., & Omta, O., Asveld, Lotte.; van Dam-Mieras, Rietje.; Swierstra, Tsjalling.; Lavrijssen, Saskia.; Linse, Kees.; van den Hoven, Jeroen., A framework for responsible innovation in the business context: Lessons from responsible-, social-and sustainable innovation, Cham :, Springer International Publishing ; Imprint Springer, 1 online resource (VI, 253 p. 15 illus., 11 illus. in color.), 2017., 181-207, isbn:9783319648347; 9783319648330,

Contact

Study Program Director:

Ingeborg Foldøy Solli

Course coordinator:

Tatiana Aleksandrovna Iakovleva

Offered by

UiS Business School

UiS School of Business and Law

The course description is retrieved from FS (Felles studentsystem). Version 1