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Course Syllabus

Master 2022/2023

Strategic Innovation Management

Type: Compulsory course (Business Analytics and Big Data Systems)
Area of studies: Business Informatics
Delivered by: Department of Strategic and International Management
Where: Graduate School of Business
When: 1 year, 2 module
Mode of studies: offline
Open to: students of one campus
Instructors: Sergei Titov
Master’s programme: Business Analytics and Big Data Systems
Language: English
ECTS credits: 3
Contact hours: 32

Course Syllabus

Full Syllabus

Abstract

The discipline Strategic and innovation management is aimed at development of the necessary amount of fundamental and applied knowledge for students for a successful strategic and innovation analysis of the enterprise in a high dynamics and environmental uncertainty. The course includes a combination of theoretical and practical exercises. Practical classes are aimed at developing skills and abilities to use strategic and innovation analysis in the process of developing strategic and innovation decisions and innovative development organization. In the process of studying the discipline, the method of analysis of cases and other interactive methods. The discipline program provides for homework. All the workshops are focusing on relevant and practically relevant issues strategic and innovation management. Homework with using actual material will allow the student to refine knowledge theoretical models and concepts of strategic and innovation management, master skills use of strategic and innovation analysis tools.
Learning Objectives

Learning Objectives

  • To study and master frameworks of strategic analysis applicable for innovation management
  • To study and master tools and techniques for strategy elaboration for innovative companies
Expected Learning Outcomes

Expected Learning Outcomes

  • Know models and frameworks of strategic analysis and their applicability to innovative context.
  • Know the concepts of key strategic management approaches (position-based, resource-based, knowledge-based, dynamic).
  • Analize external environment of a company and identify threats and opportunities.
  • Analize internal resources and capabilities of a firm and identify strengths and weakness.
  • Apply generic and innovative strategies.
  • Elaborate key elements of a strategy.
Course Contents

Course Contents

  • 1. Strategic management and innovations
  • 2. Situational strategic analysis
  • 3. External strategic analysis
  • 4. Internal strategic analysis
  • 5. Integrative analysis/synthesis
  • 6. Innovative strategies
  • 7. Strategy elaboration and implementation
Assessment Elements

Assessment Elements

  • non-blocking Individual assignment 1. Technoradar
  • non-blocking Team project 2. Situational analysis of a company
    Form a team, perform situational analysis, identify the most significant strategic issues, choice one and present the whole work.
  • non-blocking Exam 3. On-line testing
Interim Assessment

Interim Assessment

  • 2022/2023 2nd module
    0.5 * Exam 3. On-line testing + 0.3 * Team project 2. Situational analysis of a company + 0.2 * Individual assignment 1. Technoradar
Bibliography

Bibliography

Recommended Core Bibliography

  • Anup Maheshwari. (2019). Digital Transformation : Building Intelligent Enterprises. Wiley.
  • Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643. https://doi.org/10.1177/014920630102700602
  • Blue ocean strategy : how to create uncontested market space and make the competition irrelevant, Kim, W. C., 2015
  • Business model generation : a handbook for visionaries, game changers, and challengers, Osterwalder, A., 2010
  • Contemporary strategy analysis : text and cases, Grant, R. M., 2013
  • Davies, M. (2011). Concept mapping, mind mapping and argument mapping: what are the differences and do they matter? Higher Education (00181560), 62(3), 279–301. https://doi.org/10.1007/s10734-010-9387-6
  • Luciano, M. M., Nahrgang, J. D., & Shropshire, C. (2020). Strategic Leadership Systems: Viewing Top Management Teams and Boards of Directors from A Multiteam Systems Perspective. Academy of Management Review, 45(3), 675–701. https://doi.org/10.5465/amr.2017.0485
  • Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=3867673
  • Strategic management : Concepts and Cases, 9th ed., 1035 p., Thompson, A. A., Strickland, A. J., 1996
  • Teece, D. J. (2009). Dynamic Capabilities and Strategic Management : Organizing for Innovation and Growth. New York: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=265018

Recommended Additional Bibliography

  • Bala BK, Arshad FM, Noh KM. System dynamics. Springer Texts in Business and Economics. 2017.
  • Beretta Zanoni, A. (2012). Strategic Analysis : Processes and Tools. Routledge.
  • Charitou, C. D., & Markides, C. C. (2003). Responses to Disruptive Strategic Innovation. MIT Sloan Management Review, 44(2), 55–63.
  • Fuzzy Swot Analysis for Selection of Bankruptcy Risk Factors Innovation Materials and Manufacturing Technologies, Economic Aspects in Enterprises Trans Tech Publications, Limited, 2013.
  • Graham, T. (2019). Knowledge Management: Progress, Trends and Challenges. Nova.
  • Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.

Authors

  • TITOV SERGEY ANATOLEVICH