创新管理

創新管理
Innovation Management
EMBA, Graduate Institute of Technology Management,
National University of Tainan,
Spring, 2010
Time: Thu. - 19:00-21:30; Office: 榮譽校區 E-201-1 Classroom: 榮譽校區 ZE-201 Office Hours:Wed. 14:00-16:00 Instructor:Dr. Hsien-Che Lai E-mail: hclai@.tw
Learning Materials z Recommended books:
Afuah, A. (2003) Innovation Management, 2th ed. Oxford Press. (華泰書局代理)
Schilling, M. (2008). Strategic Management of Technological Innovation, 2nd, McGraw Hill. (華泰書局代理)
z Cases: We will a number of cases in this course. The majority of these are from Harvard Business School and TMCC case inventory.
z Lecture Notes and assigned readings: These materials will be delivered to you before each session begins.
z Course Requirements
1. Active and Meaningful Participation: This course is based on the premise that the bulk of your learning will take place as you prepare for each class, attend the class, and participate in the ensuing group and class discussions. As such, attendance is mandatory. Because learning takes place in class, you must be prepared for each class. As a result, this is a very intense and demanding course. Active participation, both in the class and in the group, is an essential element of learning experience. Meaningful participation means making a contribution to the intellectual conversation. Our interest is not “right” or “wrong”, it is whether you have made a contribution to the development of the issues under study by the class (group), and whether you have moved the class (group) forward. Much of the professional activities of managers involve speaking about one’s analysis of issues in front of other managers.
Communication skills, such as these, should prove useful in whatever career
you choose.
2. Case and Write-ups: You are required to read and turn in case write-ups
for each session. The case write-ups have to be word-processed, with
reasonable line space and fonts, and signed by team members before turning
in. Since report length will not necessarily reflect its quality, please limit your
write-ups within TWO pages each, excluding necessary appendices. Finally
and most importantly, all assignments are due by the date of case discussion.
There will be no credit provided for overdue Write-ups. Please see the
appendix for the introduction of case study.
3. Assigned Reading and Presentation: To enhance your reading and
presentation skills, we assign a number of readings. Every group is
responsible for make a presentation to introduce the content and essence of
the readings. Please prepare your handout or slides to every student.
Grading Policy z Cases and Readings Write-Ups 45 %
z Book Presentation 15 %
z Discussion and Participation
30 % Schedule and Design : Lecture;★: Book Presentation
S1 Course Introduction
2/25 Course Orienta ion Group Building, and Introduction t ,
What is “Innovation Management”?
S2 Constructing Project Teams
3/4
Part II: Managing Innovation Fundamentals
S3 The Underpinnings of Profits: Competences & Endowments
3/11
S4 Internal Sources of Innovation
3/18
S5 External Sources of Innovation
3/25
S6 Spring Vocation: No Class
4/1
Part II: Strategizing Innovation Strategy
Innovation Sources from Co-opetitors
Potential
Identifying
S7
4/8
Execution
S8
4/15
★執行力
Exam
S9
Mid-term
4/22
S10 Choosing a Profit Site: Dynamic Competitive Analysis
4/29
S11 Sharing Innovation Article in HBR
5/6
★ Each group prepares one innovation article in HBR Part III: Formulating Innovative Business Models
S12 Managing across Operational Boundaries
5/13
S13 Managing across Operational Boundaries
5/20
S14 Managing across Operational Boundaries
5/27
S15 Brand Merger & Acquisition for Business Growth
6/3
S16 Managing Technology-based Corporate
6/10
S17 Lecture on Innovation
6/17 待安排
S18 Final-Exam
6/24
Reading List
1. “你的Google策略是什麼？”哈佛商業評論, (2009), 4月: 72-81.
2. “綠色創新力”哈佛商業評論, (2009), 9月: 39-48.
3. “策略新藍海”哈佛商業評論, (2009), 9月: 83-92.
4. “打手品牌策略”哈佛商業評論, (2009), 10月: 48-61.
5. “開放式創新五大行動”哈佛商業評論, (2009), 12月: 70-84.
6. “邁向價值創新”哈佛商業評論, (2010), 1月: 129-142.
7. “創新障礙賽”哈佛商業評論, (2006), 11月: 48-62.
8. “商業模式再創新”哈佛商業評論, (2006), 11月: 117-127.。