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Strategic and Innovation Management

2020/2021
Учебный год
ENG
Обучение ведется на английском языке
5
Кредиты
Статус:
Курс по выбору
Когда читается:
1-й курс, 1, 2 модуль

Преподаватель

Course 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

  • The course aims to provide basic knowledge and develop students' skills in the field of strategic and innovation management, in particular, to study: • modern approaches and trends in management; • classic models of strategic and innovation analysis of the external and internal environment; • advantages, disadvantages and differences between resource and market approaches; • the main provisions of the resource concept in strategic and innovation management; • strategic potential and competitive position of the company, identification of sources sustainable competitive advantages; • tools for the Innovation management of the organization in connection with specific situations of modern Russian and international business.
Expected Learning Outcomes

Expected Learning Outcomes

  • Must show the essence of vision and mission in the enterprise strategy
  • Able to formulate and organize the stages of the strategic process
  • Able to articulate the goals of the organization and manage according to targets
  • Able to determine the type of company, its strategy and resources.
  • Able to conduct analysis of control systems for compliance of strategic goals with operational ones.
  • Able to conduct analysis of compliance with the strategy and the innovation strategy of the enterprise.
  • Able to formulate and develop tactics for attracting key resources and key competencies of the organization.
Course Contents

Course Contents

  • Strategic Management Review
    The content of the topic: • The essence of enterprise strategy. Five Elements of the 5p Strategy (G. Mintzberg). • Organization management levels. Operational management. Tactical and strategic management. • Long-term and strategic planning. General and differences of these concepts. • Corporate, business, and functional strategies. The essence of each strategy. • Needs and goals of the business. Office by purpose. SMART / ER principle.
  • Strategic process
    The content of the topic: • Types of M. Porter's strategic positioning. • Strategic business segmentation (BU). What is the essence of the strategy? • The essence of scenario planning in strategy? • Components of a strategic process (Johnson and Scholes, 1993; Pettigrew, 1988). • The need for strategic management of the organization.
  • . Environmental analysis
    The content of the topic: • Vision and mission of the organization. Organization Mission Components (Campbell Model and • Jung, 1991). • Stakeholders of the organization and their requirements (Pierce and Robinson, 2003). • Stakeholder Classification. (Argenti, 2003). Types of Authority interested parties. (Winstanley et al., 1995) • Four strategy assessment tests (Johnson and Scholes, 2003), (Rumelt, 1995), (Grant, 2002), (Grant, 2002)
  • Competition based on resources and abilities.
    The content of the topic: • Ansoff Matrix (strategic growth options) (1965) • The purpose of the strategy. Strategic issues (features) (Grant, 2002). • Macroeconomics. The microenvironment model (Fahi and Narayanan, 1986). Four stages of analysis • the external environment • Five forces model (M. Porter, 1980), analysis of industry structure. • The concept of entry barriers (Byne, 1956). Six types of entry barriers by model • Porter (threat of invasion of new members). The seventh form of entry barriers.
  • Implementation of the strategy.
    The content of the topic: • Strategic group (McG, 1985; McG and Thomas, 1986 and 1989). Options, • determining ownership of a strategic group. Sources of mobility barriers. • The concept of "strategic space". • General strategies for M. Porter. Differentiation strategy. • Methods of product differentiation. Six kinds of differentiation strategies and • classification of markets (according to Mintzberg).
  • Innovation and innovation processes.
    The content of the topic: • Differences between “invention” and “innovation” according to Schumpeter • Typology of innovation. Social innovation • 7 sources of innovation by Peter Drucker • Two core competency concepts (VRIO Barney, Porter's Value Chain) • Innovative process and models. The main limitations of the models. • The concept of Open Innovation
  • Innovation Management
    The content of the topic: • The concept and classification of transaction costs • The concept of Theory of Constraints (CBT) E. Goldratt • Lean manufacturing concept. • R&D as a strategic business unit (SBU) • The concept of technology transfer: value creation by Rogers (2003). • Objects of intellectual property (IP). IP assessment methods. • The concept of the STAGE-GATE innovation process model. • Types of innovative strategies. R&D costs in various innovative strategies.
Assessment Elements

Assessment Elements

  • non-blocking exam
  • non-blocking work shop
  • non-blocking home work
  • non-blocking exam
  • non-blocking work shop
  • non-blocking home work
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.4 * exam + 0.3 * home work + 0.3 * work shop
Bibliography

Bibliography

Recommended Core Bibliography

  • Brennan, S. (1999). Robert Goodin, Utilitarianism as a Public Philosophy. Reviewed by. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.CC4AF80B

Recommended Additional Bibliography

  • Томпсон А.А., Стрикленд А.Дж. Стратегический менеджмент. Искусство разработки и реализации стратегии: Учебник для вузов / Пер. с англ. под ред. Л.Г. Зайцева, М.И. Соколовой. — М. : Банки и биржи, ЮНИТИ, 2017. - 576 с. - ISBN 978-5-85173-059-5. - Текст : электронный. - URL: https://new.znanium.com/catalog/product/1028918
  • Томпсон, А.А. Стратегический менеджмент. Искусство разработки и реализации стратегии : учебник для вузов / А.А.Томпсон, Дж. А. Стрикленд ; пер. с англ. под ред. Л.Г. Зайцева, М.И. Соколовой. — Москва : Банки и биржи ; ЮНИТИ, 2017. - 576 с. - ISBN 5-85173-059-5. - Текст : электронный. - URL: https://new.znanium.com/catalog/product/1027299 - Текст : электронный. - URL: http://znanium.com/catalog/product/1027299