All programmes > Innovation Management and Strategy

Innovation Management and Strategy (B-KUL-D0H36A)

6 ECTSEnglish39 First termCannot be taken as part of an examination contract
Van Looy Bart
OC Toegepaste economische wetenschappen FEB Campus Leuven

Aims

Upon completion of this course, the student is able to:

• Define, clarify and understand major concepts and topics which constitute the specific nature of innovation dynamics/innovation systems.
• Define and clarify concepts  and models (rationale, ingredients, implications) relevant for defining  and implementing an innovation strategy (on the level of the firm)
• Define and clarify concepts and models (rationale, ingredients, implications) relevant for organising new product development efforts (project level)

Previous knowledge

No specific prerequisites.

Is included in these courses of study

Activities

6 ects. Innovation Management and Strategy (B-KUL-D0H36a)

6 ECTSEnglishFormat: Lecture39 First term
Van Looy Bart
OC Toegepaste economische wetenschappen FEB Campus Leuven

Content

Part 1: Technology and innovation dynamics/systems: Key concepts and Insights
Part 2: Defining and implementing an innovation strategy (at the level of the firm)
Part 3: Management of New Product Development processes (Project level)

Each part provides the students with a grounded and scientific approach towards important aspects of the innovation process. As a consequence, major scientific as well as application-oriented articles are provided as reading materials for each module.

The first part highlights the disciplinary roots or origins of the innovation process. More specifically, we highlight economic studies of the innovation process. These studies delve deeper into the work and insights of Joseph Schumpeter on the role of entrepreneurs and established companies and market pull and technology push dynamics. In addition we will elaborate insights on the level of innovation systems including the relevancy of (support) policies (e.g. patent systems) as well as the role of research centers and universities within such systems.

The second part develops models of the innovation process and examines the strategic management of technology and innovation on the level of the firm. Both defining an innovation strategy and implementing the innovation strategy by means of concepts and practices such as the development of technology portfolios (including selection criteria for innovation projects and programs) and technology roadmaps will be discussed. Major issues in organising the effective implementation of innovation strategies will be introduced (e.g. Organisational Ambidexterity, Venturing,.. .). We will also look at the nature and relevance of alliances and cooperation for the innovative performance of the firm.

The third part discusses the management of day-to-day operations in innovation environments. We discuss the following themes: (1) organising innovation activities and new product development projects, (2) critical success factors in managing innovation projects, (3) the concept of project performance in innovative settings, (4) techniques and approaches to support project management in innovative environments, and (5) the management of innovative teams and professionals.

Course material

Used Course Material
Handbook: Innovation Management and Strategy, Van Looy. McGraw Hill, 2016. (ISBN: 9781308882987)
Articles and literature
Slides, transparencies, courseware

Toledo
* Toledo is used for this learning activity to share readings, lecture slides, etc.

Format: more information

Students acquire in-depth insights in the management of innovation and technology in a course that combines traditional lectures and a group assignment.

For the group assignment students write a paper and give a poster presentation. Students demonstrate their ability to analyse and understand innovation dynamics. Given the scope of the course, topics can be situated at 3 different levels: innovation systems and policies, innovation strategies of firms and innovative products/projects (including business models).

Evaluation

Evaluation: Innovation Management and Strategy (B-KUL-D2H36a)

Type : Partial or continuous assessment with (final) exam during the examination period
Description of evaluation : Written, Paper/Project, Presentation
Type of questions : Open questions
Learning material : None

Explanation


Features of the evaluation

* The written closed book exam assesses the extent to which the student has internalised the insights from the readings and lectures and is able to diagnose innovation dynamics, develop relevant arguments and understands consequences and implications of proposed actions.

* The paper and presentation should reflect that the student is able to analyse and understand the specific nature of their topic, to compare/situate the topic within the relevant (scientific) literature and to arrive at an assessment in terms of appropriateness. This is a group assignment.

* The paper and presentation are group assignments in teams of 4-6 people.

* For the paper the term of deliverance and deadline will be determined by the lecturer and communicated via Toledo. The deadline will be situated before the start of the examination period at the end of the semester.

* The final presentation date will be set by the lecturer and communicated via Toledo. The presentations will take place before the start of the examination period; at the end of the semester.

Determination of final grades

* The grades are determined by the lecturer as communicated via Toledo and stated in the examination schedule. The result is calculated and communicated as a number on a scale of 20.

* The final grade is a weighted score and consists of the following components: 60% on a written closed book exam; 40% on the written paper and presentation

* The grade for the paper is only taken into account if the student succeeds in the final exam.

* If the student does not participate in the written exam, the final grade of the course will be NA (not taken) for the whole course.

* If the set deadline for the paper was not respected, the grade for that respective part will be a 0-grade, unless agreed otherwise by the lecturer. Changes in deadlines can only be considered in case of unexpected, severe, circumstances.

* If the student did not participate in the elaboration of the paper, the grades for the paper and presentation will be a 0-grade.

Second examination opportunity

* The features of the evaluation and determination of grades are similar to those of the first examination opportunity, as described above.

* The student retakes that part of the evaluation (written closed book exam and/or paper and  presentation) for which he did not pass. The grade obtained at the first exam opportunity for the part the student did pass, will be transferred to the second exam opportunity.

* If students did not pass for the paper and presentation (and did not pass overall), a tailor made trajectory (individual) for the paper can be considered/allowed.