SOL22 Fundamentals of Innovation and Technology Management
The topic of innovation points to new solutions that address either previously unmet needs or those that allow for more efficient ways to implement already available solutions. It also encompasses tools, strategies, and competences to design, implement, protect, and profit from these innovation efforts. More importantly, there is a growing emphasis on innovations that are rooted in sustainability.
The aim of this course on Fundamentals of Innovation and Technology Management is to provide students with a holistic understanding of Innovation, and build their knowledge, skills, and competences to apply these in addressing complex real-world challenges. This is done by offering a strong theoretical foundation on innovation and strategy, combined with opportunities to apply these to real-world settings. This is achieved by adopting a hands-on, student-centric pedagogical model where there is an emphasis on case study and workshop-based learning. The students are also encouraged to identify practical examples of the theoretical concepts that they learn from this course, from their everyday life.
This course can serve as a building block to several Masters courses at NHH, such as - STR460 Managing Change and Innovation, NBD407 Business Model Innovation in the Digital Era, NBD406 Strategic Entrepreneurship, MBM431 Commercialization of Innovations, MBM428 Product Development and Design, NBD413 Technology Adoption and Consumer Psychology
Topic 1: Introduction to Innovation
Topic 2: Types of Innovation
Topic 3: Internal Sources of Innovation
Topic 4: External Sources of Innovation
Topic 5: Business Model Innovation
Topic 6: Organizing for Innovation
Topic 7: Implementation & Diffusion of Innovation
Topic 8: Value Capture from Innovation
Topic 9: Innovation & Sustainability
Last week: Catching up, queries about group presentation or exam, and feedback
Note: Each topic will have 2 sessions
Knowledge -upon successful completion the student
- understands the fundamental concepts around innovation and potential strategies that can be applied to innovation;
- has knowledge of the various business models and entrepreneurial activities associated with innovation; and
- can decipher sustainability capabilities associated with new and existing innovations.
Skills -upon successful completion the student
- has acquired skills in applying theories, knowledge, and tools relevant within innovation and strategizing for innovation;
- can associate real-world examples with concepts learnt during the course; and
- can synthesize concepts to apply frameworks during activity-based learning.
General Competence -upon successful completion the student
- performing and learning in a case-study based context;
- is able to function in a team and build on peers’ complementary skills;
- can exchange viewpoints and experiences with others based on the theories and concepts within innovation and strategies for innovation; and
- ability to self-reflect on his/her learning curve and progress within a course.
This will be a hands-on course with an aim to activate and engage students through several modes of learning. This includes but is not limited to: face-to-face lectures (including guest lectures), case study workshops, serious game exercises, and on-site visits.
This course has resticted access to 50 students. Thiese courses has an earlier application deadline than other courses. For more information about courses with resticted access follow this link: https://www.nhh.no/en/for-students/master-level-restricted-access-courses/(copy URL)
Interest in the topic of innovation, general curiosity and teamwork will help. Basic knowledge on organization and strategy is considered helpful, but not required.
This is a highly participatory and hands-on course and requires the students to be actively involved in the class sessions, whether in-class or external. All activities are deigned to provide practical contexts for students to better understanding the topics and themes covered during lectures. Therefore, there is a high emphasis on activity-based learning.
Consequently, compulsory activities (work requirements) is based on the following:
- active participation in team-based sessions (based on engagement)
- participation in serious game session (based on engagement)
- participation in session at local incubator/enterprise (based on attendance)
- handing in a 1-page self-reflection note on session chosen by the teacher (Pass/Fail Evaluation: Pass is required for course approval; with an opportunity to revise & resubmit, if needed)
- handing in a 2-page short written report on a topic chosen by the teacher (Pass/Fail Evaluation: Pass is required for course approval; with an opportunity to revise & resubmit, if needed)
Note: The main purpose of self-reflection and 2-page reports is to give you feedback on your progress and address probable topics of concern, allowing you to self-reflect on your understanding and performance.These Pass grades will not count towards your final assessment.
The main purpose of these assessments is to gauge your understanding of the topics and your ability to apply these to real-world examples, based on intended learning outcomes. There will be two components to your assessment -an individual written exam, and a group presentation. Both these will count towards your final grade for this module.
Written School Exam (40%): A 2 hour written exam with a focus on practical applications of the topics. Written in english.
Group Presentation (60%): A group presentation (in english) on a topic agreed with the teacher, followed by questions & answers
Note: Passing both components of assessment is required.
Grades will be on a scale of A-F.
Basic computer literacy is expected from the students, as there will be a serious game session that requires working on a computer, in-class.
Recommended Mandatory Textbook:
Strategic Innovation Management, Joe Tidd and John Bessant, Wiley Publications 2014
Journal Articles: TBD
- ECTS Credits
- Teaching language
Autumn. Offered Autumn 2022.
Assistant Professor, Vidya Oruganti, Department of Strategy and management