January 18, 2001

MASTER SYLLABUS

TECHNOLOGY AND INNOVATION MANAGEMENT

COURSE NUMBER: TM 610 CREDIT HOURS: 3

SPRING 2001

INSTRUCTOR: Dr. Tony. B. Szwilski

Tel: 304-696-5457 (O); Fax: 696-5454;

e-mail: szwilski@marshall.edu

TIME: Monday: 6:30 p.m. to 9:00 p.m.;

PLACE: Hurricane High School (Room: Library)

COURSE DESCRIPTION:

The course provides a comprehensive introduction to technology and innovation management. The course focuses on the strategic management of the innovation process, producing streams of marketable products and services, and management of new and existing technology. The impact of the new virtual economy and competitive pressures that are causing fundamental restructuring of organizations is also examined

A corporation’s ability to gain a competitive advantage is increasingly dependent on management’s ability to anticipate changes in the marketplace and effectively respond by becoming a flexible organization, leveraging corporation-wide technologies and competencies to empower the business units to quickly create opportunities. The course analyzes the successes and failures of large and small, high-tech and low-tech companies, and their approaches and solutions to establishing and maintaining a competitive position in the rapidly changing technological marketplace. The concepts, models, techniques and management processes to facilitate successful technological innovation and implementation are discussed. The course takes a multidisciplinary approach to using research-anchored models enhance the students learning and ability to scope and evaluate their technological environment

PREREQUISITES:

Full admission to TM Program, or permission of the TM Program Director.

COURSE OBJECTIVES

1. Recognize the principal drivers of technological change and technological innovation characteristics.

2. Evaluate the technological innovation processes and key factors in producing marketable technologies embedded in products and services.

3. Analyze technology management approaches in low-tech and hi-tech industries: linking technology with business goals; acquiring, developing and allocating an organization’s resources.

4. Examine the strategy of effectively developing and exploiting the company’s core competencies and capacity for technological innovation.

5. Utilize research-anchored models to study the patterns of industrial innovation, and influence of competitive dynamics in an industry, involving technology.

6. Review the growing ‘virtual’ economy and impact on businesses.

7. Evaluate the impact of subtle and radical technological change or discontinuities on an organization and the role of technology management in the competitiveness of companies.

COURSE CONDUCT AND EVALUATION

This course will be taught in a lecture and case dicussion format with considerable student participation.

Class Discussion of Cases & Readings: 20%(7 Cases and 3 Reading summaries submitted)

Each student will be required to read assigned papers and be prepared to discuss them in class. Each student will also be required to submit (all together in a folder) typed ONE/TWO PAGE summaries of the SEVEN CASES and ANY THREE READINGS, due by Session 14. Each student is expected to contribute to general class discussions during the course. It is recommended that students write a short summary of each case and reading in preparation for class discussion. Sixty percent of the evaluation will be based on completeness of the student’s contribution to the class during discussions, and forty percent, submission of the ten typed summaries of the cases and readings.

Short Paper: 15%

A short paper (7 to 10 written pages in length; writing format requirements same as the term paper) will be assigned during Session 1 and will be due Session 7. The evaluation of the paper will be based principally on how well the student has addresses the requirements of the short paper, originality of content and presentation. . Two copies of the paper will be submitted. One copy to be retained by the professor. The paper should not be submitted beyond due date.

Term Paper: 25% (Written report 20%; Oral presentation 5%). Due Session 12.

A paper of 15 to 20 written pages (1.5 spacing; 12 font) will be prepared that evaluates the organization in which the student is employed. In addition to the written pages, the term paper should include a cover sheet, table of contents, abstract, bibliography/references, and appendices, and should address:

1. How technological change has affected your industry over the past two decades. How has this affected the nature and growth of your company or organization; organizational structure and culture; and technological complexity and quality of the products/services.

2. Your organization’s core competencies: how have they been developed/acquired and utilized in products/services.

3. How well your company has managed innovation. Give examples of innovations in your company or organization’s (i.e. products, services; management and production processes).

4. Potential threats of technological change to your company/organization from inside and outside your industry in the short-term and long-term.

5. Develop a management strategy to improve current areas of weakness and exploit strengths to better position the products and/or services of your company/organization to be competitive in the 21^st century global marketplace.

6. Your anticipated role in implementing the strategy in (5) for your company/organization.

The paper must exemplify graduate level research, writing skills and format. The recommended format is the Chicago manual style (or comparable style). Give careful attention to source citation and bibliography. Use of a word processor is expected. Two copies of the paper will be submitted. One copy to be retained by the professor. Reports will not be accepted beyond stated deadline.

Evaluation for the Short Papers and Term Papers will be based on the following: Quality, originality and completeness of content 80%; presentation and readability 10%; writing format 10%.

Mid-Term Exam: 20% (1.0 hr). The in-class mid-term exam will be based on material covered from sessions 1 through 7.

Final Exam: 20%. The final exam will comprise of a take-home paper which will be comprehensive and test the ability of the student to integrate the different topics learned during the semester.

Grading Policy: According to graduate school grading policy, the following symbols are used:

A: -- excellent;* B: -- good; C: -- passing; and F: -- failing. Assignment, exam and course grades will calculated as follows: A: -- 100% - 90%; B: -- 89% - 80%; C: -- 79% - 70%.

The grade B represents the benchmark for the Graduate School. It indicates that the student has demonstrated competency in the subject matter of the course i.e. has fulfilled all course requirements on time, has a clear grasp of the full range of course materials and concepts, and is able to apply these materials an concepts in clear reasoned, well-organized and grammatically correct responses, whether written or oral.

Only students who fully meet this standard and, in addition, demonstrate exceptional comprehension and application of the course subject matter, merit an A

TEXTBOOKS AND MATERIALS

Required: Strategic Management of Technology and Innovation, 3^nd Ed., 2000,

Burgelman, R.A. et al, McGraw-Hill Irwin Publishing

January 8: Monday Session 1

Introduction: Technology as a Weapon BMW p3 to 4

· Overview of Course

· Reading (H): Motorola

· Reading (H): Technology as a Weapon

· Profit Chain

· Definitions

ü Short Paper Assigned

January 22: Session 2

General Management Perspective BMW p4 to 10

· Reading I-1: High-Tech Management

· CASE I-1: Clare McCloud

January 29: Session 3

Determinants of Technology Strategy BMW p35 to 46

· Reading II-1: Technology into Corporate Planning

February 7: Session 4

Distinctive Technological Competencies I

· Reading II-1: Core Competence of the Corporation

· Reading (H): Core Technological Competencies (Walsh)

February 14: Session 5

Distinctive Technological Competencies II

· CASE II-1: Advent Corporation

February 21: Session 6

Technological Evolution I

· Reading II-3: Management Criteria for Effective Innovation

· CASE II-4: ASDL: Prospects for 1997

February 28: Session 7

Technological Evolution II

Static and Dynamic Models of Technological Innovation

· Reading II-4a: Exploring Limits of S-Curve: Part I. Component Technologies

· Reading II-5: Patterns of Industrial Innovation

o Short Paper Due

March 5: Session 8

q Discussion of Short Papers

q MID-TERM EXAM (1.0 Hour; in-class)

March 12: Session 9

Industry Context

· Reading II-7: Crossing the Chasm – and Beyond.

· Reading II-8: Predators and Prey: A New Ecology of Competition

· CASE II-10 SAP America

SCHEDULE OF SESSIONS: _____

March 19: Session 10

Organization Context (Internal Environment)

The Virtual Enterprise

· Reading (H): Intelligent Enterprise (Handout)

· Reading II-5: Architectural Innovation

March 26: Session 11

Corporate Innovation: Strategic Action

· Reading II-16: Note on User Research

· CASE II-19: Innovation at 3M Corporation (A)

April 9: Session 12

Technology Sourcing

· ReadingIII-3: Absorptive Capacity: A New Perspective on Learning and Innovation

· CASE III-4: Cisco Systems

v Term Paper Due

April 16: Session 13

SPECIAL TOPICS

· Intellectual Property Rights: Patents, Copyright, Trademarks, Trade Secrets.

Monika Hussell Esq., Jackson and Kelley Law Firm

April 23: Session 14

Innovation Challenges in Established Firms

· ReadingV-1: Building a Learning Organization

· CASE V-2: Intel Corporation in 1999

ü Case/Reading Summaries Due

v Take-home Test Paper

April 30: Term Paper Presentations

ü Conclusion of Course.