MGT 308
Innovation Management
Overview
Innovation identification, capiralization, and industry dynamics in entrepreneurial and intrapreneurial contexts.
Text
No text required. Instead, we'll study several articles that available through the WKU library and also posted on Blackboard for your convenience.
Grading
40% Quizzes
10% Reality Checks
10% In-Class Exercises
20% Discussion Questions
20% Innovation Competition
Final course grades are based on a 10-point grading scale.
The following sections provide addiitonal information on each section mentioned under "grading."
Quizzes
Two quizzes count 20% each. Make-up quizzes are available only in extremely extenuating circumstances.
Reality Checks
Twice during the course, each team will briefly present three examples of the main points of the team's two assigned articles. Examples may include existing products or services, current corporate practices, or similar topics. No credit is available for presenting examples in the articles (you must come up with your own). Each of two presentations count 5% toward the final grade. Only participating team members receive credit. No late presentations are accepted for credit.
In-Class Exercises
In-Class Exercises vary by topic, but in general will provide hands-on experience with a session's main theme. You must be present and actively involved to receive credit.
Discussion Questions
Discussion questions for each article in the course schedule are due at the beginning of class. Please type all answers (there's a 10% deduction for papers that aren't typed). No late assignments are accepted. If you're going to miss class, please e-mail your assignments to scott.droege@wku.edu by the beginning of class to receive credit.
Innovation Competition
Teams will compete for simulated venture capital to fund an innovation the team designs. Specific grading criteria will be discussed in class.
Tentative Schedule
Session 1: Introduction to Innovation Management
No assigned readings
Session 2: Breaking Free From Conventional Thinking, Part 1
The Eureka Myth. 2005. Harold Evans. Harvard Business Review, June: pp. 18-20.
Strategic Innovation and the Science of Learning. 2004. Vijay Govindarajan & Chris Trimble. MIT Sloan Management Review, Winter: 67-75.
Session 3: Breaking Free From Conventional Thinking, Part 2
Wierd Ideas that Spark Innovation. 2002. Robert I. Sutton. MIT Sloan Management Review, Winter: 83-87.
Finding Your Innovation Sweet Spot. 2003. Jacob Goldenburg, Roni Horowitz, Amnon Levav & David Mazursky. Harvard Business Review, March: pp. 120-129.
Session 4: Innovation and Product Life Cycles
The Half-Truth of First-Mover Advantage. 2005. Fernando Saurez and Gianvito Lanzolla. Harvard Business Review, April: pp. 121-127.
Break Free From the Product Life Cycle. 2005. Youngme Moon. Harvard Business Review, May: pp. 87-94.
Session 5: Quiz 1
Session 6: Matching Strategy with Industry to Pace Innovation
Are You Sure You Have a Strategy? 2001. Donald C. Hambrick and James W. Fredrickson. Academy of Management Executive, November: pp. 48-59.
How Industries Change. 2004. Anita McGahan. Harvard Business Review, October: pp. 87-94.
Session 7: Disruptive Innovation
Foundations for Growth: How to Identify and Build Disruptive New Businesses. 2002. Clayton M. Christensen, Mark W. Johnson & Darrell K. Rigby. MIT Sloan Management Review, Spring: 22-32.
The Disruption Opportunity. 2003. CLark Gilbert. MIT Sloan Management Review, Summer: 27-32.
Session 8: Modularity and Value Innovation
Skate to Where the Money Will Be. 2001. Clayton M. Christensen, Micheal Raynor and Matt Verlinden. Harvard Business Review, November: pp. 73-81.
Blue Ocean Stratagy. 2004. W. Chan Kim & Reneé Mauborgne. Harvard Business Review, October: pp. 76-84.
Session 9: Team Innovation Presentations
Session 10: Quiz 2
Session 11: Overcoming Challenges to Innovation
Boundary-Setting Strategies for Escaping Innovation Traps. 2005. Liisa Valikangas & Micheal GIbbert. MIT Sloan Management Review, Spring: 58-65.
Building Breakthrough Businesses within Extablished Organizations. 2005. Vijay Govindarajan & Chris Trimble. Harvard Business Review, May: pp. 58-68.
Session 12: Competing Against Innovation
Confronting Low-End Competition. 2004. Don Potter. MIT Sloan Management Review, Summer: 73-78.
Responses to Disruptive Strategic Innovation. 2003. Constantinos D. Charitou & Constantinos C. Markides. MIT Sloan Management Review, Winter: 55-63.
Session 13: Protecting Intellectual Property
Strategic Management of Intellectual Property. 2004. Markus Reitzig. MIT Sloan Management Review, Spring: 34-40.
How Market Smarts Can Protect Intellectual Property Rights. 2004. Bharat Anand and Alexander Galetovic. Harvard Business Review, December: pp. 73-79.