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LEARNING OBJECTIVES:
After following this course, students should be able to:
• Apply the fundamentals of new product development to problems of innovation
management.
• Formulate and apply relevant strategies to address innovation issues faced by
companies.
• Formulate a relevant project topic in the area of innovation management and
apply suitable theories to carry out case analysis.
· Reflect on the complexities of innovation management.
Innovation management is a strategic competence essential for company profit,
competitiveness and sustainability. It is also a discipline of high complexity.
Developing new products contain many benefits if performed right but there exist
multiple barriers and pitfalls for organizations to handle. The aim of this course is to
give students insights into innovation management. It is expected that students will
be able to reflect on the complexities of new product development. The course
contains a common component which introduces an overview of innovation
management challenges and host on-line learning activities. The project component
of the course addresses group-selected topics in the field of innovation management.
Projects may address innovation topics as for example:
Topics are not limited to theses areas of innovation, but are placed here as
inspiration.
COURSE SUBJECT AREAS:
1. Innovation management and its challenges for companies.
2. Product development.
3. Best practices of product development.
4. Innovativeness.
5. Innovative orientation.
6. Learning and innovation.
7. Competences and new products.
One of the following courses:
· International management (4845)
· Theory of industrial organisations (2157)
· Organizational economics (2535)
· Theories of the firm (4205)
Kristina Risom Jespersen
Lectures on course curriculum during the first 3 weeks of course. In the second part
of the course, theoretical or empirical projects are carried out in groups of up to four
students. Lectures are replaced by regular group presentations of on-going project
work at three mandatory seminars as well as by on-line learning activities. Each
group is expected to collect and absorb additional literature depending on choice of
topic. A requirement for taking the exam is a written project report (approx. 15 pages
per group member).
English
LITERATURE:
The common course curriculum will be based on excerpts from the following articles:
Cooper, R. G. (2008). Perspective: The Stage-Gate Idea-to-launch process - Update,
what's new, and NexGen Systems. Journal of Product Innovation
Management, 25, 213-232.
Hauser, J., Tellis, G. J., & Griffin, A. (2006). Research on Innovation: A review and
agenda for Marketing Science. Marketing Science, 25(6), 687-717.
McNally, Regina C., Durmusoglu, Serda S., Calantone, Roger J. and Harmancioglu,
Nukhet (2009). Exploring New Product Portfolio Management Decisions: The
Role of Managers' Dispositional Traits. Industrial Marketing Management
38:127-143.
Page, Albert A. and Schirr, Gary R. (2008). Growth Adn Development of a Body of
Knowledge: 16 Years of New Product Development Research, 1989-2004.
Journal of Product Innovation Management 25:233-248.
Salomo, Sören, Talke, Katrin and Strecker, Nanja (2008). Innovation Field
Orientation and Its Effect on Innovativeness and Firm Performance. Journal of
Product Innovation Management 25:560-576.
Henard, D. H., & Szymanski, D. M. (2001). Why some new products are more
successful than others. Journal of Marketing Research, 38(August), 362-375.
Krishnan, V., & Ulrich, K. T. (2001). Product development: A review of the literature.
Management Science, 47(1(January)), 1-21.
March, J. G. (1991). Exploration and exploitation in organizational learning.
Organization Science, 2(1), 71-87.
Menon, A., & Varadarajan, P. R. (1992). A model of marketing knowledge use within
firms. Journal of Marketing, 56(October), 53-71.
Namwoo, K., & Pae, J. H. (2007). Utilization of new technologies: Organizational
adaptation to business environments. Journal of the Academy of Marketing
Science, 35, 259-269.
Wang, H., & Li, J. (2008). Untangling the effect of overexploitation and
overexploration on organizational performance: the moderating role of
environmental dynamism. Journal of Management, 34(5), 925-951.
Brockhoff, K. (2003). Customers' perspectives of involvement in new product
development. International Journal of Technology Management, 26(5), 464-
481.
Johnson, W. H. A. (2007). Managing uncertainty in innovation: The applicability of
both real options and path dependency theory. Creativity and Innovation
Management, 16(3), 274-281.
Atuahene-Gima, K. (2005). Resolving the capability-rigidity paradox in new product
development. Journal of Marketing, 69(October), 61-83.
In addition lecture notes, learning activities and other selected articles are part of
curriculum. Each project group is expected to select further literature based on the
topic chosen, which will consists of approximately 100 pages (shown in the
references of the project). Parts of the articles will not become part of the final course
curriculum for the exam, which will consist of approx. 400 pages.
Individual oral examination of 20 minute's duration based on project report and
course curriculum. Students are expected to appropriately present the completed
project both in writing and orally.
EXAMINATION AIDS ALLOWED: Project reports
