Where: USN Campus Drammen
Number of credits: 5
Language of instruction: English
Course organisation: On campus
Course code: (FS) IM9000
Accommodation and travel:
This is a NORSI partner course so NORSI do not cover travel expenses and accommodation for this course.
Academic content in course
Innovation Management is a broad field with academic scholars belonging to, for example, the AoM TIM division, PDMA, and ISPIM member organisations. It is also a profession with members from public and private sector organisations represented in the latter two organisations. Academic scholars in this field publish in leading general management outlets such as The Academy of Management Review, The Academy of Management Journal, and others. They also publish in specialised journals such as Research Policy and Journal of Product Innovation Management, just to give a few examples. In the course, students will relate actively to the ongoing debates in these communities and journals as well as to advanced innovation management practices, thus giving the students a deep sense of identity as researchers and academic professionals belonging to the innovation management research community.
The course covers contemporary research topics in innovation management. Because innovation management and innovation studies are two interrelated fields of research on innovation (refer to the Oxford Handbook of Innovation versus the Oxford Handbook of Innovation Management), the course first provides a broad, but advanced-level insight into the research topics and current directions in innovation studies.
The second topic covers the current academic understandings and definitions of innovation, innovation types, and innovation effects in innovation management.
The rest of the course is structured along two dimensions – innovation processes and innovation resources – using Crossan and Apaydin (2010) as the structuring framework.
Along the process dimension, the course covers the current state of academic research on subjects such as traditional innovation processes and portfolio management best practices, alternative innovation process models such as frugal, lean, user driven, employee driven, open, and platform- based innovation. It also covers the contemporary process-related innovation research topics and debates such as search, sources and modes of innovation, bricolage, diffusion, adoption and translation, transition, and implementation.
Along the resource dimension, the course covers the current state of academic research on innovation strategy, individual-level innovation resources including creativity and leadership, team and organisational level resources including innovation climate and culture, and network and ecosystem-level innovation resources. Also, specific research topics and contemporary perspectives on innovation resources such as absorptive capacity, innovation capabilities, and ambidexterity are covered along this dimension.
- In-depth knowledge of the complex and multidisciplinary theories used in the fields of innovation studies, innovation management, and technology management
- Deep understanding of the developments and streams of traditional research in innovation management as well as deep insight into the contemporary research problems and directions of ongoing innovation management research
- In-depth knowledge of how and why rigorous research designs and methods are applied to address different contemporary research challenges in innovation management
- Deep understanding of the relationship between descriptive and explanatory research in innovation management and how such research is applied for normative purposes to guide innovation management practice
- Ability to critically synthesise and evaluate academic research within the main topics of innovation management as published in leading innovation, entrepreneurship, strategy, marketing, and organisation research journals
- Ability to critically evaluate applied research in professional contexts such as firms, public sector organisations, policy makers, and government institutions on issues of relevance to innovation and R&D management
- Ability to actively and critically engage in the ongoing research discourse among members of the AoM Technology and Innovation Management division, PDMA, and ISPIM organisations as well as among members of the innovation Special Interest Groups of other research disciplines
- Ability to develop and position their own research problems within the general and innovation management publishing and scholarship communities
- Ability to synthesise and evaluate research within complex research disciplines with interdisciplinary streams, multiplicity of theoretical foundations, and high diversity of methodological approaches
After completing this course, the student will have the following competencies:
- The folder of notes must be shared with the other students twice throughout the course period.
- The submitted folders will be discussed with other students. The discussions will be organised by the instructor responsible for the course, and evaluated approved/not approved.
Learning activities will consist of a blended learning strategy. Each session will have a mix of lectures, individual student activities, assignment supervision activities, oral presentations, and seminar discussions.
Students are expected to actively participate in class discussions, and do the assigned readings as well as any other research required for assessments and exam. Between lectures/meetings, students are expected to participate in online individual and group assignments and discussions and to prepare for future sessions.
Students are required to create a folder of notes reflecting the different topics lectured on and discussed. The folder can take any format that the student chooses but must be possible to present/demonstrate as physical material or online/digital. The fulfilment of course requirements will be assessed by the instructor as follows:
The coursework requirements must be completed and approved for the student to be able to do the final assessment.
Compulsory activity and compulsory attendance
Participation in class meetings (eg., lectures, seminars, workshops) is mandatory. Absences are listed. Students must participate in at least 80% of all the class meetings to be able to do the final exam.
In special cases where students are not able to attend due to, e.g., sick leave, alternative assignments can be given by the instructor so that the student can fulfil the activities required to achieve all of the learning goals.
Forms of assessment
6 hours individual home exam. The exam will consist of two sections; one given general assignment and one individually chosen assignment.
Grade from A to F. A is the best grade and F is fail.
Examination support material
Literature (reading list)
The two disciplines of Innovation research – Innovation Studies and Innovation Management
Fagerberg, J., Fosaas, M., & Sapprasert, K. (2012). Innovation: Exploring the knowledge base.
Research policy, 41(7), 1132-1153.
Salter, A., & Alexy, O. (2014). The nature of innovation. The Oxford handbook of innovation management, 26-49.
Defining innovation management, innovation types, and the resource/process distinction:
Crossan, M. M., & Apaydin, M. (2010). A multi‐dimensional framework of organizational innovation: A systematic review of the literature. Journal of management studies, 47(6), 1154-1191.
Dodgson, M., Gann, D. M., & Phillips, N. (2014). Perspectives on innovation management (pp. 3-25). Oxford, UK: Oxford University Press.
Innovation effects and performance:
Rosenbusch, N., Brinckmann, J., & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of business Venturing, 26(4), 441-457.
Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration. Journal of Marketing, 76(3), 130-147.
Traditional innovation processes, portfolio management, and best practices:
Cooper, R. G. (2008). Perspective: The Stage-Gate® Idea-to-Launch Process—Update, What’s New, and NexGen Systems*. Journal of Product Innovation Management, 25(3), 213-232.
Cooper, R. G., Edgett, S. J., & Kleinschmidt, E. J. (1999). New product portfolio management: practices and performance. Journal of Product Innovation Management, 16(4), 333-351.
Diffusion and adoption of innovations:
Muller, E., & Peres, R. (2019). The effect of social networks structure on innovation performance: A review and directions for research. International Journal of Research in Marketing, 36(1), 3-19.
Venkatesh, V., Thong, J. Y., & Xu, X. (2012). Consumer acceptance and use of information technology: extending the unified theory of acceptance and use of technology. MIS quarterly, 157-178.
Lean, frugal, social, and entrepreneurial approaches to organisational innovation:
Anderson, B. S., Eshima, Y., & Hornsby, J. S. (2019). Strategic entrepreneurial behaviors: Construct and scale development. Strategic Entrepreneurship Journal, 13(2), 199-220.
Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366.
Cooper, R. G. (2014). What’s next?: After stage-gate. Research-Technology Management, 57(1), 20- 31.
Shepherd, D. A., Parida, V., & Wincent, J. (2020). The surprising duality of jugaad: Low firm growth and high inclusive growth. Journal of Management Studies, 57(1), 87-128.
User, customer, employee, and open processes of innovation:
Bradonjic, P., Franke, N., & Lüthje, C. (2019). Decision-makers’ underestimation of user innovation.
Research policy, 48(6), 1354-1361.
Kristensson, P., Gustafsson, A., & Archer, T. (2004). Harnessing the creative potential among users*.
Journal of product innovation management, 21(1), 4-14.
Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in organizational behavior, 36, 157- 183.
Dahlander, L., & Gann, D. M. (2010). How open is innovation?. Research policy, 39(6), 699-709.
West, J., & Bogers, M. (2014). Leveraging external sources of innovation: a review of research on open innovation. Journal of Product Innovation Management, 31(4), 814-831.
Innovation strategy and the Resource-Based View in innovation management:
Barney, J. B., & Arikan, A. M. (2001). The resource-based view: Origins and implications. The Blackwell handbook of strategic management, 5, 124-188.
Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of- the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297-1333.
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29(5), 549- 569.
Innovation climate and team-level innovation resources:
Anderson, N. R., & West, M. A. (1998). Measuring climate for work group innovation: development and validation of the team climate inventory. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 19(3), 235-258.
Newman, A., Round, H., Wang, S., & Mount, M. (2020). Innovation climate: A systematic review of the literature and agenda for future research. Journal of Occupational and Organizational Psychology, 93(1), 73-109.
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of management journal, 37(3), 580-607.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of business research, 67(8), 1609-1621.
Innovation networks, platforms, and ecosystems:
Parmigiani, A., & Rivera-Santos, M. (2011). Clearing a path through the forest: A meta-review of interorganizational relationships. Journal of Management, 37(4), 1108-1136.
Kretschmer, T., Leiponen, A., Schilling, M., & Vasudeva, G. (2020). Platform ecosystems as meta‐
organizations: Implications for platform strategies. Strategic Management Journal.
Dynamic and innovation capabilities:
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350.
Breznik, L., & Hisrich, R. D. (2014). Dynamic capabilities vs. innovation capability: are they related?.
Journal of small business and enterprise development.
Organisational learning and absorptive capacity:
Atuahene-Gima, K. (2005). Resolving the capability–rigidity paradox in new product innovation.
Journal of marketing, 69(4), 61-83.
Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension.
Academy of management review, 27(2), 185-203.
Innovation, organisational structure, and ambidexterity:
Damanpour, F., & Aravind D. 2012. Organizational Structure and innovation revisited: From organic to ambidextrous structure. In M. Mumford (Ed.), Handbook of Organizational Creativity, pp. 483-513. New York: Elsevier. [Read pages 492-513.]
O’Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future.
Academy of management Perspectives, 27(4), 324-338.
Date & Location
2 February - 23 March
USN Campus Drammen