OUR ACADEMIC DEPARTEMENTS |
Lesson details
MANAGING INNOVATION IN THE DIGITAL ERA (Old Title: CONTINUOUS INNOVATION) | |||
2018-2019 | EnIESEG School of Management
(
IÉSEG
)
| ||
Class code : | 1819-IÉSEG-M1S1-MIS-MA-EI44UE | MANAGEMENT OF INFORMATION SYSTEMS |
Level | Year | Period | Language of instruction |
---|---|---|---|
Master | 1 | S1 | EnEnglish |
Academic responsibility | E.WHELAN |
---|---|
Lecturer(s) | E.WHELAN |
- This class exists in these courses :
- IÉSEG > IESEG Degree - Programme Grande École > Semester 1 > 2,00 ECTS
Prerequisites
An interest in digital technology and innovation and would be useful. Critical thinking and group presentation skills are expected.
Learning outcomes
At the end of the course the student should be able to :
1. Determine how innovation happens in organizations and what management can do to facilitate it.
2. Evaluate how a disruptive innovation threatens a successful business model.
3. Prepare an effective response to a disruptive digital innovation.
4. Assemble a business case for an open innovation initiative.
5.Ascertain how the use of digital technology influences creativity.
Course description
For almost all organizations, continuous innovation is the key to long-term success and sustainability. The purpose of this course is to examine how managers can facilitate organizational innovation. A specific emphasis is placed on discussing how digital technology can disrupt, enhance, and even stifle innovation activities. To gain a deeper understanding of how management can respond to disruptive innovations, a number of case studies will be presented and critiqued. Emerging innovation management concepts such as ‘open innovation’ and ‘user innovation communities’ will be assessed along with the potential for emerging digital technologies within these paradigms.
Class type
Class structure
Type of course | Numbers of hours | Comments | |
---|---|---|---|
Independent work | |||
Research | 4,00 | ||
Reference manual 's readings | 6,00 | ||
Independent study | |||
Estimated personal workload | 6,00 | ||
Group Project | 6,00 | ||
Face to face | |||
Interactive class | 16,00 | ||
Total student workload | 38,00 |
Teaching methods
- Case study
- Interactive class
- Presentation
- Project work
- Research
- Seminar
Assessment
The student earns a mark based on his/her participation in the sessions, the presentation he/she has to do during the sessions, and the soundness of his/her findings in the final examination.
Team Project -> 20%
Participation -> 20%
Written final exam -> 60%
Type of control | Duration | Number | Percentage break-down |
---|---|---|---|
Continuous assessment | |||
Participation | 0,00 | 0 | 20,00 |
Oral presentation | 0,25 | 0 | 20,00 |
Final Exam | |||
Written exam | 2,00 | 1 | 60,00 |
TOTAL | 100,00 |
Recommended reading
- Lucas, H.C and Goh, J.M. (2009). Disruptive technology: How Kodak missed the digital photography revolution. 18. Pp. 46-55. -
- Birkinshaw, J. and Sheenan, T. (2002). Managing the knowledge lifecycle. Fall. Pp. 75-83. -
- Whelan, E. Parise, S., De Valk, J., Aalbers, R. (2011) 'Creating employee networks that deliver open innovation'. Sloan Management Review, Fall (53/1) pp. 37-44. -
* This information is non-binding and can be subject to change