Prof Harry Barkema NAB4.24

This course is available on the MSc in Management and MSc in Management, Organisations and Governance. This course is available with permission as an outside option to students on other programmes where regulations permit.

Week 1: The broader context: Open Innovation as part of Business Model Innovation
Week 2: The broader context II: Open Innovation as part of Business Model Innovation
Week 3: Open Innovation: Tools, Theory and Practice
Week 4: Open Innovation: Networked Innovation
Week 5: Implementing Business Model Innovation including Open Innovation
Week 6: Workshop on methodology and design
Week 7: Workshop on methodology and design
Week 8: Workshop on methodology and design
Week 9: Dress rehearsal (presentations)
Week 10: Final presentation

Innovation - in products, processes, and business models - is one of the most important topics for companies today and will likely be even more important in the future. This course focuses on an important trend: Open Innovation, i.e., strategies to tap new product ideas, technologies, and so on, from outside the company. For instance, using technology acquisitions, alliances, client-supplier relationships, crowd sourcing, open corporate campus, innovation ecosystems. The first part of this course reviews the recent literature. The second part focuses on group projects where students apply their insights to a "live" case in a real company. Each group analyzes their case, and makes recommendations for an improved Open innovation strategy. The group's analysis and recommendations are presented on the last day of the course.

30 hours of lectures in the LT.

Ten 3-hour lecture/seminars in Lent Term.

Students will synthesize, critically analyze and present their views in class on relevant literature fields such as related to technology acquisitions, alliances, client- supplier relationships, crowd sourcing, open corporate campus, innovation ecosystems.

Feedback will be provided in seminars ahead of the submission of their assessed project.

Student teams will work closely with Innovation Partners to conduct research and apply theoretical concepts in the field.

Cohen, W, & Levinthal, D, 1990, Absorptive capacity, A new perspective on Learning and Innovation, Administrative Science Quarterly, 35, 128-152; Kogut, B. & Zander, U, 1992, Knowledge of the firm, combinative capabilities, and the replication of technology, Organization Science, 3, 383-397; Huston, L, & Sakkab, N, 2006, Teece, D.J. 2010. Business Models, Business Strategy and Innovation, Long Range Planning. 43(2) 172-194 Schenk, E. & Guittard, C. 2011.Towards a characterisation of crowdsourcing practices. Journal of Innovation Economics.; Powell, W., Koput, K., Smith-Doerr, L, 1996, Interorganizational collaboration and the location of innovation, Administrative Science Quarterly, 116-145; Von Hippel, E., 1988, Lead users: A source of novel product concepts, Management Science, 7, 791-805; Prahalad, C.K., & Ramaswami, 2003, Sieg J. H., Wallin M. W., and von Krogh G. 2010. Managerial challenges in open innovation: a study of innovation intermediation in the chemical industry. R&D Management, Innovation Intermediaries: Why internet market places for technology have not yet met the expectations, Creativity and Innovation Management, 1, 14-25.

Essay (45%, 2000 words), project (50%, 5000 words) and class participation (5%) in the LT.