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Summary Strategic Innovation Management
- Établissement
- Katholieke Universiteit Leuven (KU Leuven)
Summary of the course strategic innovation management
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Strategic Innovation Management1
,1 Chapter 1 Innovation management: an introduction ................................................... 4
2 Chapter 2 National systems of innovation and entrepreneurship............................... 12
3 Chapter 12 Market adoption and technology diffusion .............................................. 16
4 Chapter 4 Managing innovation within firms ............................................................ 23
5 Chapter 5 Operations and process innovation ........................................................... 29
6 Chapter 6 Managing intellectual property ................................................................. 36
7 Chapter 7 Managing organisationsal knowledge ...................................................... 42
8 Chapter 9 Research and development ....................................................................... 47
9 Chapter 10 Open innovation and technology transfer ............................................... 53
2
,Course overview & instructions
During class
PART 1: Innovation Management
L1: 5/10
- Chapter 1: Innovation management: an introduction
- Chapter 2: National systems of innovation and entrepreneurship
L2: 12/10 Test + Case study
- Chapter 12: Market adoption and technology diffustion
- Chapter 4: Managing innovation within firms
L3: 19/10
- Chapter 5: Operations & Process innovation
- Chapter 6: Managing IP
PART 2: Turning technology into business
L4: 26/10 Test + Case study
- Chapter 7: Managing organizational knowledge
- Chapter 10: Open innovation and technology transfer
L5: 9/11
- Chapter 8: Strategic alliances and networks
- Chapter 9: Research and development
L6: 16/11 Integrated exam
L7: 23/11 Resit exam
L8: 8/12 Case study
- Chapter 11: Business Models
- Guest lecture entrepreneurship and innovation
L9: 30/11 or 7/12 or 14/12 Presentation final case
Permanent evaluation: with focus on knowledge and application of knowledge (& attention to broader
skills)
- Individual: at the end of first-class hour lecture 2 and 4 (25% of mark– mainly multiple choice
questions) + Integrated case exercise lecture 6 (25% of mark - group) + Reflection on guest
lecture 8
- Group work: second class hour – handing in at the end of the day of the class: 25% of final mark
- Final group work: case study (content: 80% - presentation/reporting: 20%) => central topic 2022-
23 = innovation management in times of crisis: 25% of final mark (last lecture)
To pass the course you need min 8/20 for each part and 10/20 on average.
In case of non-legitimate absence or failure: retake exam (= re-sit exam!): with written preparation with
possibility of oral follow-up – entire course material (closed book)
3
, Part 1: Innovation management
1 Chapter 1 Innovation management: an introduction
1.1 Definition of innovation
Innovation = theoretical conception + technical invention + commercial exploitation
Management : The organization and coordination of the activities of a business in
order to achieve defined objectives. Management is often included as a factor of
production along with machines, materials, and money. The basic task of
management includes both marketing and innovation. Management consists of the
interlocking functions of creating corporate policy and organizing, planning,
controlling, and directing an organization's resources in order to achieve the
objectives of that policy. (Peter Drucker)
“Innovation is not a single action but a total process of interrelated sub processes. It is not just the
conception of a new idea, nor the invention of a new device, nor the development of a new market. The
process is all these things acting in an integrated fashion…” Myers and Marquis (1969)
Innovation is about bringing an idea successful to the market.
1.1.1 A typology of innovations
Type of innovation Example
Product innovation The development of a new or improved product
Process innovation The development of a new manufacturing process such as
Pilkington’s float glass process
Organisational innovation A new venture division; a new internal communication system;
introduction of a new accounting procedure
Management innovation TQM systems; BRP; introduction of SAPR3
Production innovation Quality circles: just-in-time manufacturing system, new
production planning software
Commercial/ marketing innovation New financing arrangements; new sales approach
Service innovation Internet-based financial services
The types of innovation are not mutually exclusive: 1 innovation can contain more types
4
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