...Innovation and Entrepreneurship Part 1: The Entrepreneurial Manager Spring, 2011 授課教師： 郭瑞祥 Andy Guo (台大工商管理學系/商研所教授) Room：Room 813, building 2, Management school Email ： rsguo@ntu.edu.tw Website：guo.ba.ntu.edu.tw Course Descriptions This course is about The Entrepreneurial Manager (TEM), and it is designed to focus on the Entrepreneur as a manager and the processes and techniques he or she uses to manage. In practice this means that in every case there is a person who must make some decisions and take the necessary actions to implement those decisions. There is a very important role in the course for analytical tools and conceptual frameworks, but they are to be applied only to the extent that they help the manager make good decisions and develop realistic action plans that can be implemented and communicated to employees and investors. The Entrepreneurial Manager Course is structured in three modules: • • • Introduction: What is an entrepreneurial manager? Fundamentals for the entrepreneurial manager Managing the growing venture Reference Book • 「Finding Fertile Ground」 ，by Scott Shane，Wharton School Publishing Grading Policy • • • Class participation 22% Case reports and group presentation 48% Mid-term exam 30% 1 Course Topics Overview Date Subject Innovation and Entrepreneurship Entrepreneurial manager + guest speech Opportunity identification Business model and strategy Access source of financing +guest speech Entrepreneurial team and management (1)...
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...2013/2014 Course Manual Business Innovation Block Period 5 Code: EBC2068 © Maastricht University 2014 ------------------------------------------------- COORDINATOR Dr. Wilko Letterie Department of Organization & Strategy Secretaries’ office (pigeon holes), room A2.16 Email: w.letterie@maastrichtuniversity.nl ------------------------------------------------- COURSE OBJECTIVES The topics covered in this course are Open Innovation and Management of Technology and Innovation. The objectives of the course are: 1) to understand a number of crucial theoretical, empirical and managerial issues in business innovation; 2) to develop the ability to apply theory to real world cases; 3) to develop the ability to critically assess the usefulness of competing or complementary theories. ------------------------------------------------- STUDY MATERIAL Books Burgelman, R.A., Christensen, C.M. and Wheelwright, S.C. (2009). Strategic Management of Technology and Innovation, 5th Edition, McGraw-Hill International Edition, ISBN 978-007-126329-0. In this course manual the abbreviation BCW refers to this book. Chesbrough, H. (2006). Open Innovation, The New Imperative for Creating and Profiting from Technology, Harvard Business School Publishing Corporation: ISBN 1-4221-0283-1. Articles ...
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...Chapter 20 “Principles Of Innovations” enlightens me the most for several reasons. Firstly, although the chapter was first published in 1985, Drucker’s concept on how to innovate can still be applied today. Secondly, the concept introduced in this chapter will be incredibly beneficial for me to build my career, and to be a better individual, later on. And thirdly, the chapter topic “The Dos” really helps me to acknowledge the things that have to be done to be a performer in innovation. Coming from Indonesia that still struggles with poverty and unemployment, I fully realized the need to be innovative, however, I always questions the on how to innovate and this chapter really improved my knowledge to identify the source of innovations and what to do with it. 27-years after the chapter was published, Drucker principles of innovation can still be applied on today’s business environment. Drucker’s explanation on the sources of innovation gave me a different point of view on how to innovate. Prior to reading this chapter, I thought some people, like Steve Jobs, are born with the innovation DNA because I have not understand on how they do it. However, Drucker explains that aside from the “flash of genius”, the purposeful innovation resulting from analysis, system, and hardwork is all that can be discussed and presented as the practice of innovation (Drucker, 1985). The main key to success is not just inspiration, but the practice of systematic innovation within the company. Besides...
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...|[pic] |Syllabus | | |College of Information Systems & Technology | | |CMGT/445 Version 4 | | |Application Implementation | Copyright © 2012, 2009, 2008, 2006 by University of Phoenix. All rights reserved. Course Description This course will cover the process and issues associated with the implementation of a computer application information system. Topics will include the processes associated with sponsor and stakeholder approvals, end user training, technical staff training, conversion from existing application(s) and integration into the information system production environment. This course will also examine the use of development and testing environments and the testing procedures related to the implementation of a computer application information system. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view...
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... |Syllabus | | |School of Business | | |OI/361 Version 2 | | |Innovation, Design, and Creativity for a | | |Competitive Advantage | Copyright © 2012, 2008 by University of Phoenix. All rights reserved. Course Description This course will provide students with a solid foundation in innovation, design, and creativity. Additionally, students will be prepared to apply relevant principles, tools, and techniques to promote and sustain organizational innovation for competitive advantage. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies...
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...Instructor: Dr. Darrel A. (Del) Mank dmank@scu.edu Cell Phone: 408-605-3983 Office Hours: By appointment Office: Room 321W Lucas Hall Class Days: TTh Class Period: 5:45pm—7:00pm Class Room: 310 Lucas Hall Text: Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of ISTs. • To develop an understanding of the “state of the art” of the strategic management of IST and IST innovation. • To develop a conceptual framework for assessing IST capabilities. • To develop insight concerning the skills necessary to be effective as an IST manager. • To offer some practice in defining and working out strategic management problems related IST innovation and implementation. Course Description/Perspective: The course focuses on the strategic management and deployment of information systems and technologies (ISTs) to improve business competitiveness. The role of IST strategy in enabling companies to effectively manage in the turbulent and dynamic business...
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...To be able to make imaginative and constructive decisions based on the analysis of the organisation. Required: The analysis and interpretation of a company’s financial performance and position would first require the use of financial ratios to examine the various financial aspects of the company. A comparison of the financial ratios over time would enable the management to take appropriate actions in dealing with the issues and challenges of the business. Select a public listed company in Singapore from company’s website (under the investor relations heading) and obtain the most recent set of its annual report within the previous twelve months. You should also take into account any other relevant information from a variety of sources, including journal, textbook and publication. 1. Analyse the selected company profile, history and development. (10 marks) 2. Critically assess its macro and micro environment challenges that the company faces that impact on its financial situation....
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...session. Course Credits: 3 credits Course Prerequisites: Sophomore Level COURSE DESCRIPTION: INS301A Creativity follows a problem-based learning approach to help students use critical thinking and creativity to examine issues in the business world. This course focuses on three core areas: (a) the elements of creativity, (b) creative problem solving, and (c) innovation for entrepreneurship and business growth. Students will develop their own creative competencies through a combination of case analyses and kinesthetic activities designed to encourage innovative solutions to modern business problems. TEXTBOOK No textbook is required. Other required materials are specified in the course schedule. USEFUL WEBSITES You must know how to access the Keuka College library resources (using your Keuka username and password). Introduction to the library for international students: http://libguides.keuka.edu/international http://libguides.keuka.edu/cat.php?cid=35791 Business and Management library guides: http://libguides.keuka.edu/business REQUIRED ARTICLES Adams, K. (2006). The sources of innovation and creativity. National Center on Education and the Economy....
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...1:30pm Office Hours: By appointment (PP) Course Overview This course focuses on strategic management and strategic decision making and examines issues central to the long-term and short-term competitive position of the company or division / business unit. Students are placed in the role of key decision-makers or their advisors and asked to solve problems related to the development or maintenance of the competitive advantage of the firm. We start the course by looking at strategy at the level of the business unit, which is the fundamental level for competitive analysis. The perspective taken is of a manager in a given unit with particular assets, capabilities and competitive challenges. We look at industry analysis, examine the sources of competitive advantage, and explore generic strategies: How can we analyze the competitive environment, and what are the basic options for business-unit level strategy? What are the bases of competitive advantage? What is the nature of the value chain? Following that, we look at how business units (but also entire corporations) build strengths, by analyzing the nature and value of business and corporate resources and capabilities. The next module of the course examines strategic management at the corporate level. We first look at the vertical scope of the firm, i.e. the degree of its vertical integration. We also look at how the supply chain is...
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...SYLLABUS STR/581 SYLLABUS SCHOOL OF BUSINESS STR/581 STRATEGIC PLANNING & IMPLEMENTATION MAIN CHARLOTTE CAMPUS 04/01/2013 TO 05/06/2013 Copyright © 2011, 2010, 2009, 2008 by University of Phoenix. All rights reserved. COURSE DESCRIPTION THIS CAPSTONE COURSE INTEGRATES CONCEPTS FROM ALL PRIOR COURSES IN THE PROGRAM. STUDENTS APPLY THE CONCEPTS OF STRATEGIC PLANNING AND IMPLEMENTATION TO CREATE SUSTAINABLE, COMPETITIVE ADVANTAGE FOR AN ORGANIZATION. OTHER TOPICS INCLUDE ENVIRONMENTAL SCANNING, STRATEGIC ANALYSIS, CORPORATE SOCIAL RESPONSIBILITY, IMPLEMENTATION AND EVALUATION, AND RISK MANAGEMENT. POLICIES FACULTY AND STUDENTS/LEARNERS WILL BE HELD RESPONSIBLE FOR UNDERSTANDING AND ADHERING TO ALL POLICIES CONTAINED WITHIN THE FOLLOWING TWO DOCUMENTS: UNIVERSITY POLICIES: YOU MUST BE LOGGED INTO THE STUDENT WEBSITE TO VIEW THIS DOCUMENT. INSTRUCTOR POLICIES: THIS DOCUMENT IS POSTED IN THE COURSE MATERIALS FORUM. UNIVERSITY POLICIES ARE SUBJECT TO CHANGE. BE SURE TO READ THE POLICIES AT THE BEGINNING OF EACH CLASS. POLICIES MAY BE SLIGHTLY DIFFERENT DEPENDING ON THE MODALITY IN WHICH YOU ATTEND CLASS. IF YOU HAVE RECENTLY CHANGED MODALITIES, READ THE POLICIES GOVERNING YOUR CURRENT CLASS MODALITY. COURSE MATERIALS BARNEY, J. B. (2007). GAINING AND SUSTAINING COMPETITIVE ADVANTAGE (3RD ED.). UPPER SADDLE RIVER, NJ: PEARSON PRENTICE HALL. MINTZBERG, H., GHOSHAL, S., LAMPEL, J., & QUINN, J. B. (2003). THE STRATEGY PROCESS: CONCEPTS, CONTEXTS, CASES (4TH ED.). UPPER SADDLE...
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...Department of Technology Management and Innovation MG 7953 Global Innovation Fall 2014 Professor: Tom Helling Saturday @ 1:30-6:00 pm (see dates of class per session dates below) Contact Details: th930@nyu.edu 917-593-0946 (mobile) Course Description: This course focuses on the global dimension of technology-enabled innovation. Topics covered include: motivation for a global business outlook, how to proactively access global sources of innovation, coordination and organization of innovation-oriented activities around the world, new product development on a global basis, the role of revitalized global R&D, the growing of prominence of IT, virtual organizations and e-Business, and the increasing role of alliances and linkages with customers, suppliers, and other third parties. Course Structure: This course introduces the latest and most relevant thinking, research and best practices, with an emphasis on learning based on the experiences of actual firms around the world. Individual and team-based project work is an important part of this course. We will be discussing a number of research papers, case studies and relevant reading material during this course. Class interaction is vital to understanding many of the central themes and issues in the area of global innovation. Textbooks: Reverse Innovation, Govindarajan and Trimble, 2012 ISBN-10: 1422157644 ISBN-13: 978-1422157640 The Innovator’s Dilemma, Christensen, 2011 ISBN-10: 0062060244...
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...ET 102 SY 2015-2016 Maria Luisa B. Gatchalian | Maria Theresa S. Cruz ET 102 SY 2015-2016 Maria Luisa B. Gatchalian | Maria Theresa S. Cruz MIDTERM PHASE_TASKING MIDTERM PHASE_TASKING NAME: | Time| Section: Venture Idea (s) Category: | ACTIVITIES | TASKS | DUE: SEPTEMBER 23 2015 | PART 1: INDIVIDUAL: ANY READING: ARTICLES ON; (Source use APA Style) CREATIVITY AND INNOVATION(You can research as many articles, book on the topic but get the source and document them)NOTE: ON CREAIVITY:Creativity and innovation are 2 different things that are crucial in the early stage of entrepreneurial mind setting process for aspiring entrepreneurs to later on ignite their passion into action. As Linda Naiman fittingly puts it, Creativity is the act of turning new and imaginative ideas into reality. Creativity involves two processes: thinking, then producing”. “Innovation is the production or implementation of an idea. If you have ideas, but don’t act on them, you are imaginative but not creative.” | PART 1: 1 .1: SYNTHESIS OF THE TOPIC IN A 1 TO 2 PAGES ONLY; THIS INLCUDE THE BIBLIOGRAPHY1.2, Describe how creative and innovative are you (Page 3;) 1.3. If you are to gauge how creative you are; what will be your creativity level (page4) Level 1: High: can put ideas in to action; can spot and identify problems which are not visible; and can solve it; has the passion and initiate to make a change and pursue itLevel 2: Average; Can identify better ways of doing things...
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...Website: Overview This course provides a detailed overview of the drug and biologics development process from discovery through regulatory approval. Special attention is given to the roles, functions and significance of the various disciplines involved in the R&D process, their interactions with each other, and the strategic management of these functions. Attention will also be given to key technologies used throughout the R&D process. The economics of pharmaceutical R&D as well as trends in licensing, outsourcing and partnerships will be covered. The student will gain an understanding of R&D strategy and the relationship between R&D and overall organizational success. Pedagogy The course will employ lectures notes, assigned readings, case analyses, individual homework assignments, and a final project. Each student will analyze three cases from the Harvard Business Review involving pharmaceutical companies. The final project will be a written paper touching on some aspect of managing pharmaceutical research and development. Relationship of Course to the Rest of the Curriculum The pharma value chain comprises all of the functional business elements from drug discovery through commercialization, and includes critical supporting functions, such as supply chain logistics and regulatory and compliance. IT is an enabler at the strategic and operational levels for all elements of the functional pharma value chain. Hence there is a strong synergy between...
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...activity, online activities, research, presentations etc. Guest presenters may also be used in replace of activities. Tutors may split the topics and activities across the two weeks in differing patterns according to what is most appropriate. Week Topics 1 Introduction to digital marketing 2-3 Models of digital consumer behaviour 4-5 Digital revenue models 6-7 Technologies, tools and techniques Page 2 of 10 SBMA7109 – Digital Marketing 8-9 The digital marketing mix 10-11 Consumer 2.0 12-13 Digital presence 14-15 The relationship endeavour 16-17 Delivering the online and mobile experience 18-19 Optimising reach 20-21 Managing the digital mix 22 Future trends in digital marketing Recommended Reading and Resources Essential Chaffey, D., (2012)...
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...KINGSTON UNIVERSITY GLOBAL MARKETING MANAGEMENT BM7017 MODULE HANDBOOK September 2014 COURSE TEAM The Module Leader is: Patricia Harris Room402 harris@kingston.ac.uk My office hours will be posted on StudySpace at the start of the module. These are times when you can drop in without an appointment. For appointments outside these times, please e-mail me in advance. Note: You should only use your university e-mail account to contact me. I will not reply to e-mails sent from private accounts. MODULE SUMMARY Global Marketing Management is the discipline of planning, organising and managing marketing resources on a global basis, to achieve an organisation’s specific marketing objectives. Marketing is regarded as a key area of management in both the private and not for profit sectors. This module examines how theories and methodologies of marketing management can be applied to ensure long-term success for organisations. AIMS The aims of the module are to: • to appreciate the importance of marketing as a management discipline in ensuring the long-term success of organisations across the ‘not-for-profit’, public sector and private sector business arenas and across the globe • to develop an understanding of marketing management in the broadest sense, of how marketing management approaches may have to be modified when seeking access to international markets and to be able to adopt a robust and objective approach to management decision making in both a domestic and in a...
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