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    Innovation and Entrepreneurship


    Organizational Transformation in a Global World

    Follow-up / Interfaces:

    The Knowledge Dimension,
    Organizational Transformation and Change,
    Principles of Leadership




    Lecture, case studies, role plays, group tasks,
    plenum discussions


    Presentation & Term paper

    ECTS points:

    5 ECTS

    Total workload:

    125hrs (classroom 40hrs; class prep & wrap-up 30hrs,
    assignments 15hrs, exam prep & term papers 40hrs)


    Prof. Dr. Katrin Stefan & Thomas Graf, Ph.D.

    Aims and objectives:

    This module addresses one of the most relevant drivers of change in today’s world: innovation. For companies it is a matter not only of success but of survival to innovate. Speed of technological change is rising, markets are more and more volatile and forecasts increasingly unsecure. Disruption is often seen as a threat for entire markets. How to avoid myopic action and see the opportunities? Can organizations actually inspire entrepreneurship? How do you stimulate innovation? What is the role of the environment in order to support creativity and maximize the potential for innovation? What sort of organizational and leadership set up is required to enable new ideas to flourish? How to deal with resistance against innovative ideas? All these points will be considered.

    Intended learning outcomes:

    This module provides an in-depth understanding of innovation and (corporate) entrepreneurship.

    On successful completion of this module the learner will be able to:

    • describe the paradoxes and dilemmata of innovation management
    • recognize the importance and logics of Business Model Innovation
    • analyze the strengths and weaknesses of different Innovation Process Approaches: Stage-Gate-Model, Iteration, Agile Innovation Management
    • discuss the pros and cons of Open Innovation
    • apply different tools for Strategic Innovation Management

    Content of Innovation and Entrepreneurship: 

    The first section introduces into the topic and clarifies the WHAT and WHY of innovation. What is innovation, what types, intensities, and levels of innovation exist, and why should we care about innovation at all?

    The following sections focus on the HOW of innovation, particularly on stimulating, executing and harvesting it.

    • Stimulating innovation: How do you generate ideas and identify entrepreneurial talent in your firm? Which conditions foster or hinder innovation? Which role plays innovation leadership?
    • Executing innovation: Which metrics do you use to measure the success of innovation, particularly on the absence of (rather long-term) financial results? How do you manage risks of innovation? How do you manage internal or external stakeholders? How do you gain acceptance and support for your innovation projects in your firm?
    • Harvesting innovation: Innovators are not always those who capture the profits from innovation. What if your competitor imitates your innovation immediately and rolls it out in the market? This section is about tactics on how making sure that the returns are on your end.

    Course textbooks: 

    Osterwalder/Pigneur (2010). Business Model Generation. Wiley.

    Read, S., Sarasvathy, S., Dew, N., Wiltbank, R. (2017). Effectual Entrepreneurship. 2nd Edition. Published by Routledge.

    Recommended supplemental readings: 

    Adner (2013). The Wide Lens. New York.

    Allen, H. (2007). The Organization and Architecture of Innovation. London, New York.

    BCG (2016). Corporate Venturing Spreads Across the Business World as Its Toolkit Expands [online]. Boston Consulting Group. Available at: www.bcg.com/d/press/25april2016-corporate-venturing-shifts-gears-34737 [Accessed 12 Jan. 2017].

    Beck et al. (2001). The Agile Manifesto. https://www.agilealliance.org/agile101/the-agile-manifesto

    Blank/Dorf (2012). The Startup Owner‘s Manual: The Step-by-Step Guide for building a great company. Pescadero, CA.

    Brown (2009). Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. New York.

    Chesbrough, H.W. (2006). Open Innovation: Researching a New Paradigm. Oxford University Press, Oxford.

    Christensen (1997). The Innovator’s Dilemma: When new technologies cause great firms to fail. Boston.

    Grant (2015). Contemporary Strategy Analysis. 9th Ed. London.

    Johnson (2010). Where good ideas come from. London.

    Kelley/Littman (2005). The Ten Faces of Innovation: IDEO’s Strategies for Beating the Devil’s Advocate & Driving Creativity Through Your Organization. New York.

    Puccio/Cabra (2010). Organizational Creativity. In: Kaufmann/Sternberg (eds.): The Cambridge Handbook of Creativity, New York.

    Coleman, C., Graham, M., Mulhern, T. and Ramos, A. (2012). Framework for Innovation Spaces. [online] Gensler. Available at: www.gensler.com/research-insight/research/framework-for-innovation-spaces [Accessed 26 Jan. 2017].

    Cooper (2014). What‘s next: After Stage Gate.  ResearchTechnology Management January – February 2014, pp. 20 31.

    Gassmann, O.; Enkel, E. (2006). Open Innovation. Die Öffnung des Innovationsprozesses erhöht das Innovationspotential (PDF; 172 kB). In: zfo. 75. Jg., 3/2006, S. 132–138.

    Groves/Marlow (2016). Spaces for Innovation. Amsterdam.

    Gryszkiewicz, L.; Toivonen, T.; Lykourentzou, I. (2016). Innovation Labs: 10 Defining Features. [online] Stanford Social Innovation Review (SSIR). Available at: ssir.org/articles/entry/innovation_labs_10_defining_features [Accessed 26 Jan. 2017].

    Von Hippel (2005). Democratizing Innovation. MIT Press, Cambridge.

    Jackson (2011). What is an Innovation Ecosystem. National Science Foundation, Arlington, VA.

    Johnson, M.W. (2015). Disruption is not about Slying Giants but About Serving New Customers. In: Wall Street Journal, Jan23, 2015.

    Keeley et al. (2013). Ten Types of Innovation. Hoboken, New Jersey.

    Knight/Haslam (2010). The relative merits of Lean, Enriched, and Empowered Offices: An Experimental Examination of the Impact of Workspace ManagementStrategies on Well-Being and Productivity. In: Journal of Experimental Psychology: Applied,   2010, Vol. 16 No. 2, p  158-172.

    Osterwalder, Pigneur (2010). Business Model Generation. Frankfurt, New York.

    Schwaber, Sutherland (2016). The Definite Guide to Scrum – The rules of the Game.

    Williams (2009). The Creative Footprint: The Impact of Physical Space on Workplace Creativity. Proc. 7th Conference Creativity&Cognition, Berkeley.