Proposal Beta PhD course on: Technology Entrepreneurship and Innovation Management

Transcription

1 Proposal Beta PhD course on: Technology Entrepreneurship and Innovation Management Lecturers: Professor Scott A. Shane, Professor Geert Duijsters, Professor Abbie Griffin, and Professor Fred Langerak (coordinator) Aim: This course is specifically designed for students in a PhD or MPhil program. It is assumed that students have extensive knowledge on basic entrepreneurship and innovation theory. Learning goals: This course provides students with an in depth theoretical coverage of the major topics in technology entrepreneurship and innovation. The main objective is to become familiar with and develop an indepth understanding of the key frameworks, concepts, models, and paradigms that collectively form the foundation for research in the field. Secondary objectives are to get acquainted with several research approaches within the entrepreneurship and innovation management, to learn to review academic articles and to understand the publishing policy of top journals in the field. Format: The course will be taught via a blend of lectures, discussions and assignments based on scientific articles from top journals in the field (see appendix). Students are expected to read the selected articles, make article related assignments and come to class prepared to discuss the articles and the assignments in an interactive mode on criteria such as: Research question Scientific and theoretical contribution Research method, in particular what are the data and how have these been analyzed Practical relevance Conclusions (answer to the research question) and limitations Dates: May 17 21, 2010 in Eindhoven, The Netherlands. Venue: Eindhoven University of Technology. Costs: 1000 euros ECTS: 6 ects 1

2 Course Outline Part 1: Corporate entrepreneurship and open innovation by professor Geert Duysters This session focuses on the discussion of the state of the art in research in corporate entrepreneurship and open innovation. Topic 2: Theoretical and empirical approaches to corporate entrepreneurship and open innovation This session focuses on different theoretical and empirical approaches to corporate entrepreneurship and open innovation. Topic 3: Governance mode choices in corporate entrepreneurship settings This session focuses on the choices firms have to make among the various open innovation government modes. Topic 4: The role of corporate venturing in external knowledge acquisition strategies This session focuses on the use of corporate venturing modes to acquire infant technologies. Part 2: Technology Entrepreneurship by Professor Scott A. Shane The concept of the individual opportunity nexus is central to this session, whereby a special focus is on entrepreneurial opportunities which can be discovered in new technologies. This session focuses on the discussion of the state of understanding in the field of entrepreneurship within the context of a number of integrative frameworks. Topic 2: Opportunities and their discovery This session focuses on different perspectives on the existence and discovery of entrepreneurial opportunities. Topic 3: The individual This session focuses on the individual explanations of entrepreneurship, such as psychology and the relationship of individuals with their environment. Topic 4: Technological entrepreneurial opportunities This session focuses on the technological sources of entrepreneurial opportunities. 2

3 Part 3: New Products Management by professor Abbie Griffin and professor Fred Langerak Topic 1: Research on Innovation Management: A review and Agenda This session summarizes the key concepts and research challenges in the field of new products management. Topic 2: New product success factors This session discusses and explains why some new products are more successful than others. Topic 3: Organizing for new product development This session focuses on different structures to organize new product development and the theoretical frameworks for managing the new product development portfolio. Topic 4: Inter functional coordination and NPD teams This session focuses on how cross functional integration is defined and implemented and how various studies into the importance of cross functional integration are conducted. Topic 5: Voice of the customer This session provides an in depth discussion of different customer active paradigms for designing new products. Topic 6: Accelerating new product development This session focuses on the theoretical advancement and empirical model testing in the identification of the organizational characteristics and practices that accelerate product development, and the precise manner by which cycle time reduction affects project outcomes. Notes on the lecturers: Scott A. Shane is professor of Entrepreneurial Studies at Weatherhead School of Management, Case Western Reserve University, Cleveland. Abbie Griffin holds the Royal L. Garff Presidential Chair in Marketing at the David Eccles School of Business at the University of Utah. Geert Duijsters is professor of Entrepreneurship and Scientific director of the Brabant Center of Entrepreneurship at the School of Industrial Engineering of Eindhoven University and the Faculty of Economics and Business Administration at Tilburg University. Fred Langerak is professor of Management of Product Development in the School of Industrial Engineering of Eindhoven University of Technology. 3

4 Course Literature Part 1: Technology Entrepreneurship by Professor Scott A. Shane Casson, M. (1982). The Entrepreneur. Totowa (NJ): Barnes and Noble Books, pp ; Shane, S. and Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review 25(1): Topic 2: Opportunities and their discovery Eckhardt, J.T. and Shane, S.A. (2003). Opportunities and entrepreneurship. Journal of Management 29(3): Kirzner, I.M. (1997). Entrepreneurial discovery and the competitive market process: An Austrian approach. Journal of Economic Literature 35(1): Sarasvathy, S.D. (2001). Causation and effectuation: Toward a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review 26(2): Schumpeter, J. (1934). The theory of economic development. Oxford: Oxford University Press; pp ; Shane, S. (2000). Prior knowledge and the discovery of entrepreneurial opportunities. Organization Science 11(4): Topic 3: The individual Aldrich, H.E. and Fiol, C.M. (1994), Fools rush in? The institutional context of industry creation. Academy of Management Review, 19(4), Baumol, W.J. (1990). Entrepreneurship: Productive, unproductive, and destructive. Journal of Political Economy 98(5): Busenitz, L.W. and Barney, J.B. (1997). Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision making. Journal of Business Venturing 12(1): Topic 4: Technological entrepreneurial opportunities Gans, J.S. and Stern, S. (2003). The product market and the market for "ideas": Commercialization strategies for technology entrepreneurs. Research Policy 32(2): Shane, S. (2002). Selling university technology: Patterns from MIT. Management Science 48(1):

5 Part 2: Corporate entrepreneurship and open innovation by professor Geert Duysters De Man, A.P. and Duysters, G.M Collaboration and innovation: A review of the effects of mergers, acquisitions and alliances on innovation. Technovation 25: Katila, R., Rosenberger, J. and Eisenhardt, K. (2008). Swimming with Sharks: Technology Ventures and Corporate Relationships. Administrative Science Quarterly 53: Topic 2: Theoretical and empirical approaches to corporate entrepreneurship and open innovation Ahuja, G. and Lampert C.M. (2001). Entrepreneurship in the Large Corporation: A Longitudinal Study of How Established Firms create Breakthrough Ideas. Strategic Management Journal 22: Dushnitsky, G. and Lenox, M.J. (2005). When Do Incumbents Learn from Entrepreneurial Ventures? Corporate Venture Capital and Investing Firm Innovation Rates. Research Policy 34(5): Ernst, H., Witt, P. and Brachtendorf, G. (2005). Corporate Venture Capital as a Strategy for External Innovation: An Exploratory Empirical Study. R&D Management 25(3): Heimeriks, K.H. and Duysters, G. (2007). Alliance capability as a mediator between experience and alliance performance: An empirical investigation into the alliance capability development process. Journal of Management Studies 44(1): Topic 3: Governance mode choices in corporate entrepreneurship settings Keil, T., Maula, M., Schildt, H. and Zahra, S. (2008). The effect of governance modes and relatedness of external business development activities on innovative performance. Strategic Management Journal 29: Van de Vrande, V., Lemmens, C. and Vanhaverbeke, W. (2006). Choosing governance modes for external technology sourcing. R&D Management 36(3): Topic 4: The role of corporate venturing in external knowledge acquisition strategies Rothaermel, F.T., Deeds, D.L. (2004). Exploration and Exploitation Alliances in Biotechnology: A System of New Product Development. Strategic Management Journal 25: Vanhaverbeke, W., Duysters, G. and Noorderhaven, N. (2002). External Technology Sourcing Through Alliances or Acquisitions: An Analysis of the Application Specific Integrated Circuits Industry. Organization Science 13(6): Part 3: New Products Management by professor Abbie Griffin and professor Fred Langerak Topic 1: Research on Innovation Management: A review and Agenda Hauser, J., Tellis G.J. and Griffin, A. (2006). Research on innovation: A review and agenda for marketing science. Marketing Science 25(6): Topic 2: New product success factors Henard, D.H. and Szymanski, D.M. (2001). Why some new products are more successful than others. Journal of Marketing Research 38(August): Topic 3: Organizing for new product development Cooper, R.G. (2008). The stage gate idea to launch process: Update, what s new, and NexGen systems. Journal of Product Innovation Management 25(3):

6 Chao, R.O. and Kavadias, S. (2008). A theoretical framework for managing the new product development portfolio: When and how to use strategic buckets. Management Science 54(5): Topic 4: Inter functional coordination and NPD teams Gerwin, D., and Barrowman, N.J. (2002) An evaluation of research on integrated product management. Management Science 48(7), Moenaert, R.K. and Souder, W.E. (1996). Context and antecedents of information utility at the R&D/Marketing Interface. Management Science 42(11): Troy, L.C., Hirunyawipada, T. and Paswan A.K. (2008). Cross functional integration and new product success: An empirical investigation of the findings. Journal of Marketing 72(6): Topic 5: Voice of the customer Griffin, A. and Hauser J.R. (1993). The voice of the customer. Marketing Science 12(1):1 27. Von Hippel, E. and Katz, R. (2002). Shifting innovation to users via toolkits. Management Science 48(7): Topic 6: Accelerating new product development Griffin, A. (1997) The effect of project and process characteristics on product development time. Journal of Marketing Research 34(1), Kessler, E.H., and Chakrabarti, A.K. (1996). Innovation speed: A conceptual model of context, antecedents, and outcomes. Academy of Management Review 21(4): Langerak, F., Hultink, E.J. and Griffin, A. (2008). Exploring mediating and moderating influences on the links among cycle time, proficiency in entry timing, and new product profitability. Journal of Product Innovation Management 25(4):