Responsible Innovation and Entrepreneurship (MEN260)

The course will consist of 4-6 thematic all-day sessions where students will work on relevant issues. Active participation in the sessions is required to benefit from the course

Examples of themes are:

• social innovation
• life cycle analyzes
• how can different sustainability requirements be handled and balanced?
• how can changes in framework conditions both creation of new opportunities and change the sustainability of existing solutions?

A minimum of 5 registered students will be required for the course to be offered during the semester in question.

Note that not all elective courses will be offered every year.

Learning outcomes:

Knowledge:

• After completing the course, students are expected to have knowledge of what innovation and entrepreneurship are and how sustainability is constantly setting new requirements for what can be understood as sustainable innovations.
• Students are expected to acquire knowledge about different understandings of/perspectives on sustainability, and that, what is sustainable in an isolated setting is sometimes not sustainable in a larger perspective.
• Students will also develop a processual understanding of reality and how this understanding can be used to explore specific issues and solutions.

Skills:

• Students should be able to evaluate critically how different solutions can be understood in terms of sustainability.
• They should be able to assess the potential characteristics of sustainability that different innovations can bring.
• They should be able to develop practical strategies for how small and large organizations can contribute to sustainability through their activities.

General competence:

• The course will contribute to critical and reflexive thinking about what we develop from products, services and working methods, and what responsibility we have for the consequences of innovative solutions.
• Through the course, the students will develop relational and procedural understanding of innovation and entrepreneurship and be able to use these to analyze different solutions.

Ingen

Fagperson(er)

Course coordinator:

Eleni Damopoulou

Course teacher:

Anna Karin Elisabet Rylander Eklund

Group work, lectures, discussions and reflection assignments. In order to benefit from the course and to be able to complete the assignments, active participation in the sessions will be required.

Admission to Single Courses at UiS Business School

Admission to Single Courses at the Faculty of Science and Technology

Exchange programmes at UIS Business School

Exchange programmes at Faculty of Health Sciences

Exchange programme at Faculty of Social Sciences

Exchange programme at Faculty of Science and Technology

Student evaluation will be conducted in accordance with the faculty guidelines.

Obligatory reading1. Torfing J. Collaborative innovation in the public sector. Bd [17?]. Georgetown University Press; 2016.2. Sovacool BK. Contestation, contingency, and justice in the Nordic low-carbon energy transition. Energy Policy. 2017;102(C):569–582. doi:10.1016/j.enpol.2016.12.0453. Lester RK, Piore MJ. Conversation, communication and ambiguity. I: Innovation : the missing dimension / Richard K. Lester & Michael J. Piore. paperback edition, 2006. Harvard University Press; 2004:51–73.4. Garriga E, Melé D. Corporate Social Responsibility Theories: Mapping the Territory. Journal of Business Ethics. 2004;53(1):51–71. doi:10.1023/B:BUSI.0000039399.90587.345. Jenkins K, Mccauley D, Forman A. Energy justice: A policy approach. Energy Policy. 2017;105(C):631–634. doi:10.1016/j.enpol.2017.01.0526. Sørensen E, Torfing J. Enhancing Collaborative Innovation in the Public Sector. Administration & Society. 2011;43(8):842–868. doi:10.1177/00953997114187687. Norman DA, Verganti R. Incremental and Radical Innovation: Design Research vs. Technology and Meaning Change. Design Issues. 2014;30(1):78–96. doi:10.1162/DESI_a_002508. Raelin JA. Leadership-as-practice : theory and application. 1. utg. (Raelin JA, red.). Routledge; 2016. doi:10.4324/97813156841239. Lorino P. Pragmatism and organization studies. First edition. Oxford University Press; 2018. doi:10.1093/oso/9780198753216.001.000110. Simpson B. Pragmatism, Mead and the Practice Turn. Organization Studies. 2009;30(12):1329–1347. doi:10.1177/017084060934986111. Hutter M, Stark D. Pragmatist Perspectives on Valuation: An Introduction. I: Moments of Valuation. Oxford University Press; 2015.12. Buchan L, Simpson B. Projects-as-Practice: A Deweyan Perspective. Project Management Journal. 2020;51(1):38–48. doi:10.1177/875697281989127713. Cooper RG. Stage-gate systems: A new tool for managing new products. Business Horizons. 1990;33(3):44–54. doi:10.1016/0007-6813(90)90040-I14. Adams R, Overy P. Sustainability‐oriented Innovation: A Systematic Review. International Journal of Management Reviews. 2016;18(2):180–205. doi:10.1111/ijmr.1206815. Fuglsang L, Sørensen F. The balance between bricolage and innovation: management dilemmas in sustainable public innovation. The Service Industries Journal. 2011;31(4):581–595. doi:10.1080/02642069.2010.50430216. Simpson B, Buchan L, Sillince J. The performativity of leadership talk. Leadership. 2018;14(6):644–661. doi:10.1177/174271501771059117. Arjaliès DL, Lorino P. Understanding Organizational Creativity: Insights from Pragmatism. American Pragmatism and Organizaton. 2013;(July):131–145. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=228553418. Aldrich HE. Organizations evolving. 2nd ed. (Ruef M, red.). Sage Publications; 2006.19. Rylander Eklund A, Simpson B. The Duality of Design(ing) Successful Projects. Project management journal. 2020;51(1):11–23. doi:10.1177/875697281988811720. Cloutier C, Langley A. What Makes a Process Theoretical Contribution? Organization Theory. 2020;1(1):263178772090247–. doi:10.1177/263178772090247321. Robert Burgelman. Strategy is destiny. I: Strategy is destiny : how strategy-making shapes a company’s future. Free Press; 2002:XXI, 436 s.Supplerende litteratur (ikke obligatorisk)22. Hatcher G, Simpson B. Humour processes for creative engineering design. DS 84: Proceedings of the DESIGN 2016 14th International Design Conference. Published online 2016:1025–1034. https://www.designsociety.org/publication/38913/HUMOUR+PROCESSES+FOR+CREATIVE+ENGINEERING+DESIGN23. Raelin JA. Leadership-as-practice : theory and application. 1. utg. (Raelin JA, red.). Routledge; 2016. doi:10.4324/978131568412324. Garud R, Tsoukas H (red. . The emergence of novelty in organizations. First edition. (Tsoukas H, Langley A, Simpson B, Raghu G, red.). Oxford University Press; 2015.25. Stark D. The sense of dissonance : accounts of worth in economic life. (Lukács J, Girard M, Beunza D, red.). Princeton University Press; 2009.26. Cooper R. What’s Next? After Stage-Gate. Research-Technology Management. 2014;57(1):20–31. doi:10.5437/08956308X5606963

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