Course leaders and examiners: Sofia Börjesson sofia dot borjesson at chalmers dot se and Maria Elmquist maria dot elmquist at chalmers dot se.

Course administration: Yvonne Olausson yvonne dot olausson at chalmers dot se

Here you can find Course Syllabus

Objectives and learning outcomes

The Innovation Management & Entrepreneurship course is an introductory course to the broad field of innovation management. It aims at providing a basic understanding of various perspectives of innovation and entrepreneurship from the managerial perspective.

After the course is completed the students should be familiar with the basic notions of innovation management and entrepreneurship research and be able to discuss different perspectives on innovation management. The course will also bring up how to do research on the managerial aspects of innovation.
 

Course outline
The course is divided into four sessions (2+2+2+1 day), scheduled Tuesdays and Wednesdays during spring 2011. Each session comprises a number of themes (see schedule). The final session (D) consists only of the examination seminar.

Examination
To pass this course the participants are required to actively participate in the lectures and contribute in the discussions. Notify the examiners and the lecturer before if you are unable to attend a session.

In preparation of each session, students are required to have read the articles and prepared reflections and comments to the material.  In each session there will also be a seminar (three in total) and as a preparation to these, a written reflection and some discussion questions should be handed in to the seminar leader the Friday before each session (more detailed instructions will be given prior to the course). The hand-in can be made either in pairs of two students or individually.

Participants will also write a final paper related to one of the topics of the course. The final papers should have the character of a conceptual research paper where key notions are elaborated upon, using the course literature but mainly build on additional texts. The final papers should be written individually and should normally be between 4-5,000 words plus references.

In the final session, all participants are to provide feedback on two other final papers in the final discussion seminar (September 6), acting as opponents to each other. The opposition is oral; no written material has to be handed in. The final paper should be submitted no later than August 30 to the examiners and your two opponents.

Lecturers
Joakim Björkdahl, PhD. Div of Innovation Management and Engineering, joakim dot bjorkdahl at chalmers dot se
Sofia Börjesson, Prof., Div of Innovation Management and Engineering, sofia dot borjesson at chalmers dot se 
Maria Elmquist, Associate Prof. Div of Innovation Management and Engineering, maria dot elmquist at chalmers dot se
Tobias Fredberg, Associate Prof., Div of MORE, tobias dot fredberg at chalmers dot se
Magnus Holmén, Associate Prof., Management of Economics and Innovation, magnus dot holmen at chalmers dot se
Mats Lundqvist, PhD., Div. of MORE mats dot lundqvist at chalmers dot se
Flemming Norrgren, Prof., Div of MORE, flemming dot norrgren at chalmers dot se
Susanne Ollila, PhD., Div. of MORE, susanne dot ollila at chalmers dot se
Sören Sjölander, Prof., Div of Innovation Management and Enginneering, soren dot sjolander at chalmers dot se

List of readings  (to be completed)
Please note that this list is both only preliminary and incomplete and will be subject to changes, but the list provides an overview of the type of literature that will be treated. A final course syllabus will be provided befor the course starts. Each theme will include 3-4 articles, with an additional 2-3 for the seminars.

Assink, M. (2006) The inhibitors of disruptive innovation capability: a conceptual model. European Journal of Innovation Management, 9(2), 215-233.

Balogun & Johnson (2005) From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking, Organization Studies, 26:11, p. 1573-1601.

Bass, B.M, (1990) From transactional to transformational leadership: learning to share the vision, Organizational Dynamics, 18(3), pp. 19-31.

Baumol, W. (1993). Formal Entrepreneurship Theory in Economics: Existence and Bounds, Journal of Business Venturing, Vol. 8, 197-210.

Beer & Eisenstat (2000) The Silent Killers of Strategy Implementation and Learning, Sloan Management Review, 41:4, p.29-40

Beer, Eisenstat, Spector (1990) Why change programs don't produce change, Harvard Business Review, 68:6, p. 158-166

Björkdahl, J (2009). Technology cross-fertilization and the business model: The case of integrating ICTs in mechanical engineering products, Research Policy, 38(9): 1478-1488.

Brown, T (2008) Design Thinking, Harvard Business Review, June 2008, pp. 84-92

Buchanan D.A. (2008) You Stab My Back, I'll Stab Yours: Management Experience and Perceptions of Organization Political Behaviour, British Journal of Management, Vol. 19 Iss: 1, pp. 49-64

Chesbrough, H (2009). Business Model Innovation: Opportunities and Barriers, Long Range Planning, 43(2-3), 354-363.

Colarelli O’Connor, G. (2008) Major innovation as a Dynamic Capability: A systems approach. Journal of Product Innovation Management, 25(3), 313-330.

Daneels A. (2010) Trying to become a different type of company: Dynamic Capability at Smith Corona, Strategic Management Journal, forthcoming (DOI: 10.1002/smj.863).

Frost, P.J and Egri C.P, (1993) "Influence of Political Action on Innovation: Part II", Leadership & Organization Development Journal, Vol. 11 Iss: 2, pp.4 - 1

Garcia, R. and Calantone, R. (2002): A critical look at technological innovation typology and innovativeness terminology: a literature review, Journal of Product Innovation Management, 19(2): 110-132.

Johnson, M, C. Christensen and H. Kagermann (2008). Reinventing your business model, Harvard Business Review, December: 51-59.

Kotter (1995) Leading Change: Why Transformation Efforts Fail, Harvard Business Review, 73:3.

Lepak, D. P., Smith, K. G., and Taylor, M. S. (2007) Value Creation and Value Capture: A Multilevel Perspective, Academy of Management Journal, Vol. 32, No. 1, pp. 180-194.

Lundqvist and Williams-Middleton (2010). Legitimizing entrepreneurial activity at the university, submitted to Research Policy.

Menger, C Principles of Economics. I.1-3, II.1, III.1, VI (http://mises.org/Books/Mengerprinciples.pdf)

Moore G. (1999) Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers.

Moran, P. and Ghoshal, S. (1999) Markets, Firms and the Process of Economic Development, Academy of Management Review, Vol. 24, No. 3, pp. 390-412.

Pettigrew, Woodman, Cameron (2001) Studying Organizational Change and Development: Challenges for Future Research, Academy of Management Journal, 44:4, p. 697-713

Reid, S.E. and de Brentani, U. (2004): The Fuzzy Front End of New Product Development for Discontinuous Innovations: A Theoretical Model, Journal of Product Innovation Management, 21(3):170-184.

Sarasvathy, S. D. (2001) Causation and Effectuation:  Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2): 243-288

Schön, D (1990) The Design Process, Varieties of Thinking, Essays from Harvard’s Philosophy of Education Centre, Chapter 7, Routledge, Chapman and Hall, New York.

Tidd, J., Bessant, J. and Pavitt, K. (2005): Managing innovation, Integrating technological, market and organizational change (3rd edition), John Wiley & Sons Ltd, Haddington, UK, Chapter 1.

Verganti, R (2006) Innovating Through Design, Harvard Business Review, December 2006.

Von Hippel. (1988) The Sources of Innovation.

Wiltbank, R Dew, N., Read, S., and. Sarasvathy, S. D. 2006. What to do next? The case for non- predictive strategy. Strategic Management Journal.

Zollo, M. and Winter, S.G. (2002) Deliberate learning and the Evolution of Dynamic Capabilities. Organization Science, 13(3), 339-351.

Zott, C., Amit, R, and Massa, L. (2010). The Business Model: Theoretical roots, recent developments, and future research. Working paper WP-862, IESE Business School.

 

Prerequisites and registration
The course is limited to 20 participants. All applicants should be enrolled as PhD students. Participants are required to have some basic knowledge from the fields of organization, management and innovation. If you are hesitating if you have the qualifications to participate, please contact the course leaders.

The deadline for applications is December 15, 2010 and all the applicants will receive notification of registration shortly thereafter. Please contact Yvonne Olausson, yvonne dot olausson at chalmers dot se in order to apply for the course.

If more than 20 persons apply for the course, participants will be selected on the basis of the date of application with priority given to PhD students from the Department of Technology Management and Economics at Chalmers.

 

Course schedule
Location: Seminar room 2456 (”I-sektionens seminarierum”), Chalmers

Session A (January 25-26)
January 25
09-12      Introduction to Innovation Management & Entrepreneurship (Sofia & Maria)
13-17     A Systemic Perspective on Entrepreneurship (Mats & Karen)
January 26
09-16    New Business Creation & Entrepreneurial Learning + Seminar A (Sören & Henrik)

Session B (March 22-23)
March 22
09-17     Innovation & Innovation Capabilities +Seminar B (Maria & Sofia)    
March 23
09-14 Value creation and Value Appropriation (Joakim & Magnus)
14-17     A Design Perspective on Innovation (Maria)

Session C (May 10-11)
May 10
09-17     Leadership, Creativity and Politics in Organizations + Seminar C
(Flemming & Susanne)
May 11
09-12     Organizational renewal and Strategic Change (Tobias)
13-16  Preparations for final papers, Conclusion (Maria & Sofia)

August 30 – Deadline final papers
See previous instructions!

Session D – (September 6)
10-17    Final presentations (Maria & Sofia)

Reading instructions (to be completed)
Please note that this list is both preliminary and incomplete and will be subject to changes, but the list provides an overview of the type of literature that will be treated. A final course syllabus will be provided befor the course starts. Each theme will include 3-4 articles, with an additional 2-3 for the seminars.
In preparation for each session, participants are expected to read the provided material listed below. A written reflection should also be handed-in as a preparation to each seminar (more detailed instructions will be provided in the beginning of January).

Session A (January 25-26)
1. Introduction to Innovation Management & Entrepreneurship
- Garcia and Calantone (1992), Reid and de Brentani (1992), Tidd et al. (2005)

2. A Systemic Perspective on Entrepreneurship
- Baumol (1993), Lundkvist and Williams-Middleton (2010)

3. New Business Creation & Entrepreneurial Learning - Seminar A
- Von Hippel (1988), Moore (1999), Sarasvathy (2001), Wiltbank et al. (2006)

Session B (March 22-23)
4. Innovation & Innovation Capabilities +Seminar B
- Assink (2006), Daneels (2010), O’Connor (2006), Zollo and Winter (2002)

5.  Value creation and Value Appropriation  
- Björkdahl (2009), Chesbrough (2009), Johnson et al., (2008), Menger, Moran and Ghoshal (1999), Lepak et al., (2007), Zott et al. (2010)

6. A Design Perspective on Innovation
- Brown (2008), Schön (1990), Verganti (2006)

Session C (May 10-11)
7. Leadership, Creativity and Politics in Organizations + Seminar C
- Bass (1990), Buchanan (2008), Frost and Egri (2003)

8. Organizational renewal and Strategic Change
- Balogun & Johnson (2005), Beer et al., (1990), Kotter (1995), Pettigrew et al. (2001).