MANAGEMENT OF TECHNOLOGIES, INNOVATION AND OPERATIONS
- Assessment methods
- Learning objectives
- Teaching methods
Written exam at the end of the Course re: the topics discussed in Class and materials indicated (see reference books list). The final written exam is administered on paper and consists of up to 6/8 items where students are required to produce a short dissertation in one hour. Candidates are expected to answer by providing a shorter text.
The goal of the written exam is to assess the student’s knowledge on the whole program as well as his/her ability to apply the concepts learned during the course on simplified business cases.
To succeed, students must obtain not less than 18 (eighteen) out of 30 (thirty). Students who obtain a total sum higher than 30 are entitled to pass the exam with honor (cum laude).
The course’s purpose is to make students understand the fundamentals of innovation, technology and operations management. The course also provide a comprehensive overview of strategic choices of firms in a double-fold perspective (i.e. both descriptive and problem-solving).
At the end of the course, therefore, students have to prove they have learned the models to represent innovation, technology and operations management. Students have also demonstrate they can correctly use the managerial tools useful for technology and innovation management. The course is conceived in English to allow students to experience a course taught in a foreign language and introduce them to the master’s degree programs.
The course aims to illustrate the role of innovation and technology in the current competitive landscape. The course also analyses operations management for manufacturing and service companies under a strategic and managerial point of view.
DETAILED PROGRAM (40 hours)
THE EVOLUTION OF MARKETS: INNOVATION AND TECHNOLOGY ADOPTION, DIFFUSION, MARKET GROWTH
o Doing business nowadays: innovation, internationalization and entrepreneurship
o Globalization and competitive advantage
o Technology trends
o Diffusion of Innovation and new market creation
o Great challenges: frugal approaches to innovation and inclusive/social innovation
COMPETING IN TECHNOLOGY BASED MARKETS
- Technology and company’s value chain
- Higher-order competencies and competitive advantage
- Innovation and technology in collaborative networks; knowledge brokers
CORPORATE INNOVATION AND INTRAPRENEURSHIP
- Concept definition - innovation along the years
- Typologies of innovation:
• radical vs incremental
• product/service vs process
• sustaining vs disruptive
- Different sources of innovation
- Innovation and competitive advantage
• Innovation and strategy
• First mover advantage
• Network effect
• Attacker’s advantage
- Ambidextrous organizations and intrapreneurial approaches
- Operations strategy, introduction:
• Competitive dimensions
- Design of products and services
• New product development
• The Stage-gate process
- Production processes
• Typologies of production processes
• Classification and comparison of production processes
- Supply chain management
• Lean production
The “five principles”
Innovation and Kaizen
• Supply chain characteristics
• Make or buy? Outsourcing choices
• Global sourcing and mass customization
• Operations and globalization: new trends
Business case discussion and working groups.
At the beginning of the course, the detailed program along with the schedule of the lessons will be published on the e-learning platform.
- J. Tidd and J. Bessant, Managing Innovation, 5th Edition, 2014, Wiley & Sons, CAP 1, 2, 5, 9.
- F.R. Jacobs and R.B. Chase, Operations and Supply Chain Management, 14th Global Edition, 2014, McGraw Hill - CAP 1, 2, 3, 14, 16.
Additional readings to be communicated in class/uploaded on e-learning platform.
Additional readings (suggested):
- Melissa A. Schilling, Strategic Management of Technological Innovation, 4th Edition, International Edition.
Lectures, case discussion, seminars
The instructor will be available at the end of each class as well as in office hours that will be communicated at the beginning of the course and will be indicated on the professor’s personal pages, with periodical updates.