Question: BMAN 62042: Case Studies in Technology Strategy and Innovation Management

22 Apr 2023,12:37 PM

 

BMAN 62042: Case Studies in Technology Strategy and Innovation Management

Reading

A suitable introduction to the themes of the course is provided by:

 

• Dodgson, M, Gann, D and Salter, A (2008) The Management of Technological Innovation: Strategy and Practice, Oxford University Press: Oxford

 

This is available in the Eddie Davis Library

 

• Tidd, J and Bessant, J (2013) Managing Innovation, Fifth Edition, John Wiley & Sons: Chichester

 

Session 1:   

2^nd February

 

BUSINESS MODELS AND BUSINESS MODEL INNOVATION

 

This session will review some key concepts and definitions related to innovation and innovation strategy and introduce the structure of the elective and the assessment process. The second half of the session will consider what we mean by business models and business model innovation.

 

Reading on this topic:

• Amit, R. & Zott, C. (2010). Business model innovation: Creating value in times of change. Working Paper WP870, IESE Business School.
• Bock, A. J., Opsahl, T., George, G. & Gann, D. M. (2012). The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49(2), p. 279-305.
• Chesbrough, H and Rosenbloom, RS (2002) “The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies”, Industrial & Corporate Change, 11 (3): 529-555.

 

• Chesbrough, H. (2007). Business model innovation: it's not just about technology anymore. Strategy & Leadership, 35(6), p. 12-17.
• Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43(2), p. 354-363.
• Conforto, E. C., Rebentisch, E. & Amaral, D. (2016). Learning the art of business improvisation. MIT Sloan Management Review, 57(3), p. 8.
• Osterwalder, A. & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. NJ Canada: John Wiley & Sons.
• Ovans, A. (2015). What is a business model. Harvard Business Review, 23.
• Sund, K. J., Bogers, M., Fernandez, J. A. V. & Foss, N. J. (2016). Managing organizational tensions during business model exploration. MIT Sloan Management Review, 57(4).
• Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2), p. 172-194.
• Zott, C., Amit, R. & Massa, L. (2011). The business model: recent developments and future research. Journal of Management, 37(4), p. 1019-1042.

 

 

Session 2:

9^th February        

 

GENERATING BUSINESS BENEFIT FROM NEW IDEAS: INNOVATION “COLONISERS” VERSUS “CONSOLIDATORS”

 

This session will consider the nature of the innovation process and why innovation is about more than idea generation. The session will consider how a business can best position itself to profit from technological innovation and why “colonisers” (technology leaders) can sometimes find themselves losing out to “consolidators” (followers) with (sometimes) technologically inferior products or services. 

 

Preparation before the class:

Read the case study “EMI and the CT Scanner (B)”

 

Reading on this topic:

• Geroski, PA and Markides, CC (2005). Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate Markets. John Wiley & Sons: Chichester (especially Chapter 4: Colonists and Consolidators and Chapter 5: From Colonization to Consolidation)
• Teece, D (1986). “Profiting from technological innovation: implications for integration, collaboration, licensing and public policy”, Research Policy, 15: 285-305

 

 

Session 3:

16^th February

 

INNOVATION LEADERS AND INNOVATION MANAGERS

 

This session will consider the notion of personal “leadership” style and consider whether a special form of leadership style is necessary for successful innovation. We will then consider the leadership requirements of different types of innovation strategy and the role of innovation managers.

 

 

Preparation before the class:

 

• Read the case “We’ve got rhythm! Medtronic Corporation’s cardiac pacemaker business” and consider the following questions:        

 

• • How do you think Mike Stevens was perceived by his staff? Who do you think liked him & who may have resented him? 
  • Was Mike Stevens an innovation leader? Why?             

 

Reading on this topic:

 

• Chapter 2 (“What’s special about innovation leaders?”) in Jean-Philippe DESCHAMPS (2008) Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation, Chichester: John Wiley.

• Chapters 6-10 in Jean-Philippe DESCHAMPS (2008) Innovation Leaders: How Senior Executives Stimulate, Steer and Sustain Innovation, Chichester: John Wiley.
• Chapter 4 (“Innovation strategy”) in Dodgson, M, Gann, D and Salter, A (2008) The Management of Technological Innovation: Strategy and Practice, Oxford University Press: Oxford.
• De Jong, JPJ and Den Hartog, DN (2007) “How leaders influence employees’ innovative behaviour”, European Journal of Innovation Management, 10 (1): 41-64.
• Dutton, JE and Ashford, SJ (1993) “Selling issues to top management”, Academy of Management Review, 18 (3): 397-428.
• Kanter, RM (1982) “The middle manager as innovator”, Harvard Business Review, 60 (4), July-August: 95-105.
• Nadler, D and Tushman, M (1990) “Beyond the charismatic leader: leadership and organizational change”, California Management Review, 32 (2): 77-97.
• Yukl, G (2006)) Leadership in Organizations, 6^th Edition.

 

Session 4

23^rd February

 

GUEST SPEAKER

 

Jonathan Patterson “THE FUTURE OF PROFESSIONAL SERVICES: DIGITALISATION AND LEGAL SERVICES”

 

Jonathan is Managing Director of DWF Innovation & Ventures. A pioneer in the business of law with particular expertise in change and innovation, as Managing Director at DWF Innovation & Ventures he is responsible for generating new ideas,  delivering R&D priorities and supporting early growth services.

 

Read Jonathan’s profile at https://www.linkedin.com/in/jpcontact/

 

 

Preparation before the class:

• Read     McGinnis, JO and Pearce, RG (2014), The Great Disruption: How Machine Intelligence Will Transform the Role of Lawyers in the Delivery of Legal Services, 82 Fordham Law Review. 3041 (2014).

Available at: http://ir.lawnet.fordham.edu/flr/vol82/iss6/16

 

 

Reading on this topic:

• Susskind, R and Susskind, D (2015) The Future of the Professions: How Technology Will Transform the Work of Human Experts, Oxford University Press: Oxford  (especially Chapter 2)
• Remus, D and Levy, FS., Can Robots Be Lawyers? Computers, Lawyers, and the Practice of Law (November 27, 2016). Available at SSRN: https://ssrn.com/abstract=2701092 or http://dx.doi.org/10.2139/ssrn.2701092
• Frey, CB and Osborne, MA (2013) The Future of Employment: How Susceptible are Jobs to Computerisation? Available at https://www.oxfordmartin.ox.ac.uk/downloads/academic/The_Future_of_Employment.pdf

 

Session 5:

2^nd March

 

GUEST SPEAKER

 

Dr Paul Ewing, Managing Partner, Ewing Innovation

“RESPONDING TO DISRUPTIVE INNOVATION: THE INCUMBENT’S PERSPECTIVE”

 

Paul is Managing Partner, Ewing Innovation and former Vice President for Strategy & R&D, Fujifilm Imaging Colorants. He has an MBA from Alliance Manchester Business School (class of 2008).

 

Read Paul’s full profile at http://uk.linkedin.com/pub/paul-ewing/4/148/b12

 

 

Preparation before the class:

 

Read the case study Fujifilm: a second foundation

 

Reading on this topic:

• Christensen, CM, Anthony, SD and Roth, EA (2004). Seeing What’s Next, Harvard Business School Press: Cambridge, MA (especially Chapter 1: The Signals of Change; Chapter 2: Competitive Battles; and Chapter 3: Strategic Choices).
• Anthony, SD, Eyring, M and Gibson, L (2006) “Mapping your innovation strategy”, Harvard Business Review, May: 104-113.
• Bower, JL and Christensen, CM (1995) “Disruptive technologies - catching the wave”, Harvard Business Review, 73 (1), Jan-Feb: pp.43-53.
• Utterback, JM (1996) Mastering the Dynamics of Innovation, Harvard Business School Press: Cambridge, MA (especially Chapter 2: “Dominant designs and the survival of firms” and Chapter 7: “Invasion of a stable business by radical innovation”
• Christensen, CM (1997) The Innovator’s Dilemma, HarperCollins.

 

Some critical reflections on disruptive innovation:

• Adner, R (2002) “When are technologies disruptive? A demand-based view of the emergence of competition”, Strategic Management Journal, 23: 667-688.
• Danneels, E (2004) “Disruptive technology reconsidered: a critique and research agenda”, The Journal of Product Innovation Management, 21: 246-258.
• Govindarajan, V and Kopalle, PK (2006) “The usefulness of measuring disruptiveness of innovations ex post in making ex ante predictions”, The Journal of Product Innovation Management, 23: 12-18.

 

 

SESSION 6:

9^th March

 

GUEST SPEAKER

 

James Baker, CEO Graphene@Manchester at the University of Manchester:

“COMMERCIALISING A NEW SCIENTIFIC DISCOVERY: THE CHALLENGE OF GRAPHENE”

 

Read James’ full profile at https://www.linkedin.com/in/james-baker-ceng-fiet-frsa-225ab049/

 

 

Preparation before the class:

 

Research graphene starting with http://www.graphene.manchester.ac.uk/

 

Reading on this topic:

• Jolly, V.K., 1997. Commercializing new technologies: getting from mind to market. Harvard Business Press.
• Rogers, E.M., 2010. Diffusion of Innovations. Simon and Schuster.

• Teece, D (1986). “Profiting from technological innovation: implications for integration, collaboration, licensing and public policy”, Research Policy, 15: 285-305

• Chapter 4 (“Innovation strategy”) and Chapter 9 (“Delivering value from innovation”) in Dodgson, M, Gann, D and Salter, A (2008) The Management of Technological Innovation: Strategy and Practice, Oxford University Press: Oxford

 

Session 7:

16^th March

 

GUEST SPEAKER:

 

Brendan Fatchett “From start up to scale up: managing a growing health technology business”

 

Brendan Fatchett is Co-founder and Chief Executive Officer of 365 Response and Non-Executive Director of a number of other fast growing healthcare businesses.

 

Read Brendan’s full profile at: https://www.linkedin.com/in/brendan-fatchett-371a8b6/

 

 

Preparation before the class:

 

Read about 365 Response at https://365response.org/   

 

Read the executive summary of The Scale-Up Report on UK Economic Growth

https://www.scaleupinstitute.org.uk/wp-content/uploads/2019/12/scaleup-report_2014.pdf

 

 

Reading on this topic:

• Chapter 3 (Building the innovative organization) and Chapter 8 (building the innovation case) in Tidd,J and Bessant, J (2013) Managing Innovation, Fifth Edition, John Wiley & Sons: Chichester
• Greiner, L. (1972). Evolution and revolution as organizations grow. Harvard Business Review. Available at: https://hbr.org/1998/05/evolution-and-revolution-as-organizations-grow
• Hambrick, D. and Crozier, L. (1985). Stumblers and stars in the management of rapid growth. Journal of Business Venturing, 1(1), pp.31-45.
• Kazanjian, R. (1988). Relation of dominant problems to stages of growth in technology-based new ventures. Academy of Management Journal, 31(2), pp.257-279.
• Kazanjian, R. and Drazin, R. (1990). A stage-contingent model of design and growth for technology based new ventures. Journal of Business Venturing, 5(3), pp.137-150.
• Lewis, V. L. and Churchill, N. C. (1983). The Five Stages of Small Business Growth. Harvard Business Review, 61(3), pp. 30-50.
• Macpherson, A. (2005). Learning how to grow: resolving the crisis of knowing. Technovation, 25(10), pp.1129-1140.
• Parker, S., Storey, D. and van Witteloostuijn, A. (2010). What happens to gazelles? The importance of dynamic management strategy. Small Business Economics, 35(2), pp.203-226.

 

SESSION 8:

23^rd March

 

 

INNOVATION IN EMERGING ECONOMIES:

FRUGAL INNOVATION & REVERSE INNOVATION

 

This session will investigate “frugal innovation” targeted at the needs of emerging markets and “reverse innovation”. The session will investigate the main features of frugal innovation and reverse innovation and consider whether it presents a threat or opportunity to emerging economies and Western companies. The session will also consider the debate over marketing to the so-called “bottom of the pyramid”

 

Preparation before the class:

Read the case study “Tata Nano: The People’s Car” and consider the following questions:

• What are the main features of frugal innovation?
• What can Western companies learn from the Tata Nano?
• What opportunities does frugal innovation present to emerging economy companies?

 

Reading on this topic:

• Agnihotri, A (2015) “Low cost innovation in emerging markets”, Journal of Strategic Marketing, 23 (5): 399-411.
• Govindarajan, V and Ramamurti, R (2011) “Reverse innovation, emerging markets and global strategy”, Global Strategy Journal, 1 (3-4): 191-205
• Immelt, JR, Govindarajan, V and Trimble, C (2009) “How GE is disrupting itself”, Harvard Business Review, October: 87 (10): pp.56-65.
• The Economist “Special Report on Innovation in Emerging Markets”, 17^th April 2010 and especially “The world turned upside down”; “First break all the rules”; and “New masters of management”. This is available at: http://www.economist.com/node/15879369
• Wagstyl, S (2011) “Innovation: replicators no more”, Financial Times, 5 January 2011. This available at: http://www.ft.com/cms/s/0/97a67340-1904-11e0-9c12-00144feab49a.html#axzz1D0NsKuqb
• Zeschky, M, Widenmayer, B and Gassmann, O (2011) “Frugal innovation in emerging markets”, Research Technology Management, 54 (4): 38-45

 

 

On marketing to “the Bottom of the Pyramid”:

 

• Prahalad, CK and Hammond, A (2002) “Serving the world’s poor, profitability”, Harvard Business Review, September: 48-57.
• Karnani, A (2007) “The mirage of marketing to the bottom of the pyramid”, California Management Review, 49 (4): 90-111.

Session 9:   

20^th April

 

MANAGING THE GLOBALIZATION OF RESEARCH AND TECHNOLOGY

 

This session will examine the opportunities and challenges presented by the globalisation of corporate research and technology. Particular attention will be paid to Multi-National Companies in China: why they have chosen to locate in China; what challenges they have faced; and what the future may hold.

 

 

Preparation before the class:

Read the case study: ICI’s China Research Centre

 

 

 

Reading on this topic:

• Gerybadze, A. and Guido, R. (1999), “Globalization of R&D: recent changes in the management of innovation in transnational corporations”, Research Policy, 28, pp. 251-274.
• Howells, J. (2000) “International coordination of technology flows and knowledge activity in innovation” International Journal of Technology Management 19 (7-8), 806-819.
• Birkinshaw, J. (2002), “Managing internal R&D networks in global firms – What sort of knowledge is required?”, Long Range Planning 35, pp. 245-267.
• Gassmann, O and von Zedwitz, M (1999) “New concepts and trends in international R&D organization”, Research Policy, 28, pp.231-250.
• Patel, P. (1995) “Localised production of technology for global markets” Cambridge Journal of Economics 19, 141-153.
• Dunning, J. H. (1994) “Multinational enterprises and the globalization of innovatory capacity” Research Policy 23, 67-88.
• Argyres, N.S. and Silverman, B. (2004), “R&D, organization structure, and the development of corporate technological knowledge”, Strategic Management Journal 25, pp. 929-958.
• Malik, K. (2004), ‘Intra-Firm Technological Knowledge Transfer: A Capabilities Perspective’, Int. J. Technology Transfer and Commercialisation, Vol. 3, No. 4, pp. 470-480.