INNOVATION MANAGEMENT

Educational Objectives

1. Knowledge and Understanding. This course introduces you to the disciplines of the management of innovation. Outlining the general framework, the course focuses on the management of innovation issues by proposing the top ideas of modern management thinking. In addition it is aimed at the acquisition of strategic analysis models to understand and support the paths to enterprise development and to analyze their competitive advantage related to the management of innovation.
2. Applying Knowledge and Understanding. The acquired knowledge will be applied to analyze strategic business decisions related to the management of innovation. In order to develop these skills the teacher gives in-class lectures in an interactive way with the use of multimedia courseware. The student is required to complete term papers and reports in preparation for assessments related to strategic analysis of case studies.
3. Decision-making. The student will be able to make business decisions supported by the application of the strategic analysis model related to the management of innovcation. Students will achieve this through lessons in the classroom and term paper preparation; students will be constantly required to evaluate strategic decisions based information related to the context in which they operate and their available resources. In this way the student will be trained to search for information, then evaluate and select what is most useful to achieve their goal based on the implications of the choices they made.
4. Communication skills. The student should be able to illustrate concepts and models while drawing conclusions with a command of language and a logical thought structure by identifying the strengths and weaknesses of the models and methods of analysis. Both written and oral communication skills will be developed through term papers and short reports on testimony in the classroom. In addition there will be in class group presentations ion specific topics in order to cultivate teamwork and allow everyone to equally develop public speaking skills.
5. Learning skills. Learning skills and teaching are linked, following a gradual path including several steps. At first the course will focus on the definition of concepts through the use of bibliographic research. In the second step we will analyze theoretical models which will be applied to business cases from the “specialist press”. Finally, the ability to apply studied concepts and interpreted models will be aimed at analyzing businesses created in the classroom. Both individual and group work will receive personal feedback from the professor to continue to facilitate the learning process. 

Face-to-face teaching and laboratory activities are dedicated to the application of strategic analysis models for innovation management in real-world business cases that will be the focus of the course. Additionally, company visits are planned, which will lead to the development of group projects on the topics discussed in the classroom and will be the subject of the First mode (*) of examination.

(*) Refer to the section dedicated to examination methods.

If the teaching is delivered in a mixed or remote mode, necessary adjustments may be introduced compared to what was previously stated, in order to adhere to the program outlined in the syllabus.

None.

The course requires meticulous study of the provided materials, and the course structure is designed to ensure the development of the knowledge and competencies outlined in the preceding sections.

PART I: Dynamics of Technological Innovation

PROGRAM DESCRIPTION: In-depth exploration of the foundational conceptual categories of the course through reference theories in management studies. This part of the program aims to provide students with a comprehensive understanding and knowledge of the conceptual categories that inform the field of innovation management. Additionally, in this initial segment, we will analyze the nature and sources of competitive advantage from both external (Five Forces Model) and internal (Resources and Capabilities) perspectives with the goal of identifying the sources that drive a company's innovation capacity and the selection of a competitive strategy that can explain the dynamics of technological innovation. We will delve into the analysis of innovation sources, forms, and models, carefully considering the impact of time on the process of acquiring, managing, and maintaining a company's innovative differential. Furthermore, we will explore theoretical perspectives that explain the relationship between innovation management and entrepreneurship.

REFERENCE TEXTS:

Schilling M., Izzo F., (2022), Innovation Management, 5th edition, McGraw-Hill Education, Milan.

Chapters 1-2-3-4-5

Supplementary material provided during the course and available on STUDIUM.

PART II: Development of a Technological Innovation Strategy

PROGRAM DESCRIPTION: In this segment, we address the strategic choices underlying the development of a technological innovation strategy. Specifically, we explore the selection of innovation projects, collaboration strategies, and innovation protection mechanisms. The models and tools for strategic analysis pertain to models studied in the basic course of economics and business management, focusing on the analysis of the external and internal environments. Of particular relevance in this part of the course is the study and practical exploration of economic evaluation that precedes the selection of innovation projects.

REFERENCE TEXTS:

Schilling M., Izzo F., (2022), Innovation Management, 5th edition, McGraw-Hill Education, Milan.

Chapters 6-7-8-9

Supplementary material provided during the course and available on STUDIUM.

PART III: Implementation of a Technological Innovation Strategy

PROGRAM DESCRIPTION: The third part of the program aims to analyze the processes involved in the implementation of a technological innovation strategy. Therefore, the focus is on aspects related to the organization of innovation processes, team management for new product development, and process management. Several laboratory activities with industry experts will be conducted, providing students with the opportunity to experience Business Theater as an innovative method for harnessing individual talents within organizations. 

REFERENCE TEXTS:

Schilling M., Izzo F., (2022), Innovation Management, 5th edition, McGraw-Hill Education, Milan.

Chapters 10-11-12-13-14

Supplementary material provided during the course and available on STUDIUM.

Schilling M., Izzo F., (2022), Gestione dell'innovazione, 5 edizione, McGraw-Hill Education, Milano. 

Coursepack availlable on STUDIUM (ask the Professor)

Exam may be taken in two modes.

First mode: Individual oral examination covering the entire syllabus + Group Report + Presentation of the group work. In groups, students prepare a report on a company which will be discussed in class for analysis. Guidelines on the report format can be found on Studium. Access to this mode is contingent upon participation in classroom exercises and group activities assigned by the instructor during the course. The report will be presented by the group at the end of the course.

Second mode: The student takes a comprehensive written exam in the regular exam sessions and undergoes an oral examination. The oral exam can only be taken if students have achieved a passing grade in the written exam. The student must pass both parts of the exam (written and oral) to pass the course.

N.B.: During the course, students will be asked to prepare brief written reports at home and to actively contribute to in-class activities (case discussions, exercises, educational simulations, business plans). The instructor will take these works and contributions into account when determining the grade, which will be finalized by the first exam session of the summer term.

N.B.: Assessment of learning may also be conducted remotely, if conditions necessitate it.