Course Syllabus for students Autumn 2023

On completion of the course the students will be able to:

1. understand and critically discuss the impact of technological innovation on organizations and society
2. explain different perspectives on the strategic management of technological innovation
3. describe the types and patterns of technology innovations and the formulations of technology strategies

4. identify organizational core competencies and dynamic capabilities for technology change
5. identify tools for designing and implementing technology strategies,
6. design strategy projects for technological innovation

7. explain the impact of technologies on companies’ innovation activities and the strategic management of this.
8. evaluate organizational transformation needs due to innovation, technology, business developments.

This course provides students an understanding of Strategic Management of Technological Innovation. The course approaches the subject of innovation management as a strategic process, and is organized to mirror the strategic management process by assessing the competitive dynamics of a situation, strategy formulation and strategy implementation. Frameworks, models and concepts in strategic management, production and innovation are introduced. A more general overview is followed by analysis of a firm’s internal and external environment, the strategic choices, implementation and production & innovation management.

Connection to Research and Practice

The course is focused on Strategic Management of Technological Innovation and connects to research in this area by doing the following:
Connecting students with internal and external faculty who are research focused on the area of strategic management and technological innovation through lectures and seminars where the researchers own research in strategic management and technological innovation is used as teaching material. The practical connections brought into the course are lectures from company executives on their challenges with the strategic management of technological innovation and live problem-solving cases on these topics.

Lectures, seminars, project work.

The teaching is conducted in English.

30 credits in Business Administration or Economics including Marketing 7.5 credits, Organization theory 7.5 credits and Finance 7.5 credits (or the equivalent).

The course is graded A, B, C, D, E, FX or F.

Individual written assignments (ILOs: 1, 2, 3, 4, 5, 6, 7 & 8), representing 4 credits.

Group project assignment (ILOs: 5, 6, 7 & 8), representing 3,5 credits.

Name of the Test	Value	Grading
Individual written assignments1	4 credits	A/B/C/D/E/FX/F
Group project assignment1	3.5 credits	A/B/C/D/E/FX/F

¹ 1 All parts of compulsory examination in the course must be passed with a passing grade (A-E) or Pass, before a final grade can be set. The final grade is set on the grading scale A, B, C, D, E, F. The final grade of the course is determined by the sum total of points for all parts of examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, evaluators must be identified (elected) among the students. The course evaluation is carried out continuously as well as at the end of the course. On the completion of the course the course evaluators and course examiner discuss the course evaluation and possible improvements. A summary report is created and archived. The reports are followed up by program directors and discussed in program groups and with relevant others (depending on issue e.g. Associate Dean of Education, Associate Dean of faculty, Director of PhD Candidates, Dean and Director of Studies). The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluation.

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.
Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarizing. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarizing called the Interactive Anti-Plagiarism Guide.
Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

Whittington, R., Regnér, P., Angwin, D., Johnson, G., & Scholes, K. (2020). Fundamentals of strategy. Pearson Higher Ed. ISBN: 9781292351377

A list of additional articles will be supplied at the course introduction