Management Innovation

Subject to Change During the Term

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 Organizational Innovation and
Entrepreneurship
Instructor: Yi-Ying Chang
Course ID: BA4205701
Course Aims
The purpose of this course is to provide students with the knowledge
and skills to manage innovation and entrepreneurship in an
organization.
Course Descriptions
The course is organized into three major sections - organizational
innovation, innovation strategy, corporate entrepreneurship, and case
studies in organizational innovation. Organizational innovation section
discusses the antecedents and consequences of organizational
across levels. Corporate Entrepreneurship section elaborates on
drivers and consequences as well as process mechanisms within
organizations. Case studies section discusses practical examples
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regarding organizational innovation and corporate entrepreneurship.
 Course Objectives
After successfully completing the course, students will:
1. comprehend the concept of innovation in various aspects and
levels,
2. comprehend issues in creating an innovative organization,
3. be able to innovate through systematic innovation methods,
4. be able to design product innovation strategies for an
organization,
5. be able to review, identify and criticize the problems of a non-
innovative organization and corporate entrepreneurship,
6. be able to think creatively,
7. be able to prepare and deliver an oral and written presentation in
a professional manner using appropriate technologies.

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 Mission and Learning Goals
Contribution to Mission
Communication skills
Knowledge of Business Discipline
XGlobal Perspective
Social Responsibility
Experience with practical applications

Contribution to Learning Goals

Communication skills
X Research ability
Analytical skills and in-depth technology management knowledge
Legal training in intellectual property and technology law
Innovative and entrepreneurial thinking

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 Text Book and References (I)
Text book
Strategic Management of Technological Innovation,
, 2011
Contents
Organizational innovation and corporate entrepreneurship concepts and
theoretical background
internal drivers
external drivers
processes
research papers and cases

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 Grading (I)
Class attendance (30%)
There will be random checks on class attendance. Demerit points
are given for each absence
Class participation (40%)
Active class participation is expected. Merit points are given for
active participants, Year 2 MBA must send your presented to all
students and Dr. Chang one week advance.
Individual final report (30%)
All students must produce a decent individual literature review based
on the potential thesis topic. Maximum is 3000 words (English)
and 4000 words in Chinese/

**Important absence policy: students will fail the course

if his/her is absent for over two class sessions. 6
 Class Format
All students will be divided into the primary group and the
remaining students. The primary group is the group to
present the paper and relevant cases and lead the
discussions. The remaining students are the students
who participate the discussion with their own questions.
A variety of instructional methods will be used in this
course, including
Class discussion, Small group discussion, Student presentation,
Speech by guest speakers

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 Your Responsibilities
Participation in class discussion and presentation
Group Presentation
(1) the primary group must produce powerpoint slides and present
(2) the primary group must lead the discussions
(3) Guidelines for Presenting a research paper:
Introduction: why this research is important? What are the main
contributions of this research purpose and research questions?
Literature review: what are the main theoretical perspectives used
by this paper? What are the main concepts of the theoretical
perspectives used by this paper? What is the theoretical framework
used by this paper? What is the rationale to use such theoretical
framework?
Methodology: what was the methodology used by this paper and
why and how this paper used?
Results: what are the main findings of this paper? Any supported or
rejected the hypotheses?
Using real case such as firms to illustrate the relevant concepts from
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the research papers
 Group Presentation Continued.

Discussion and conclusion: what are the discussion

done by this paper? Limitations and future research
directions?
Please use at least two business cases to illustrate the
research questions proposed by this research paper?
And then BRIEFLY present the two cases
Presentation Evaluation: Peer Evaluation
the remaining students evaluate the performance of the
primary group, e.g. A+ (Extremely Excellent),
A(Excellent), A-(Good), B+ (below good), B (abover
average), B- or under (average or under average)
Note: You are not allowed to give the same evaluations to
all groups!!!!!!
Evaluations form will be prepared by the instructor. 9
 Your Responsibility as Primary
Group
Please use at least 2 firms to illustrate the concepts
which you learn the journal paper
Your group act as trainers to design the group activities
which can apply the concepts and practical implications
from the journal paper

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 The remaining students
You must read the research paper each week before
coming to the class.
You must hand-in your own questions regarding this
paper to the instructor when you come to the class.
Using half of A4 paper to write down your own thinking
and questions. These questions are open for
discussions.
Evaluations of the remaining students: the instructor will
provide scores for the remaining students basing on
where or not your own questions link to this research
paper and the quality of your own questions
e.g. A+ (Extremely Excellent), A(Excellent), A-(Good), B+
(below good), B (abover average), B- or under (average
or under average) 11
Week Date Topics

1 Sept/18 Course introduction

Lecture

Presentation
2 Sept/25 Lecture+ group activities
and discussion

Presentation and
3 Oct/02 Chapter 1 + 1 Journal papers presentation + 2 real cases group activities
discussion

Presentation
Chapter 2 +1 Journal papers presentation+ 2 real cases group
4 Oct/16 and discussion
activities
Chapter 3+ 1 Journal papers presentation+ 2 real cases+ group activities Presentation
5 Oct/23 and discussion

Chapter 5+1 Journal papers presentation+ 2 real cases+ group Presentation

6 Oct/30 activities and discussion

This week is off because of new paradigm conference held on Presentation

7 Nov/6 November 3, 2015 and discussion

Chapter 6+ 1 Journal papers presentation+ 2 real cases+ group 12

Presentation
8 Nov/13 activities and discussion

Week Date Topics

Chapter 10+ 1 Journal papers Presentation and discussion

10 Nov/27
presentation+ 2 real cases+ group activities
Chapter 11+ 1 Journal papers Presentation and discussion
11 Dec/04
presentation+ 2 real cases+ group activities
Chapter 12+ 1 Journal papers /(E)
12 Dec/11
presentation+ 2 real cases+ group activities
Chapter 13+ 1 Journal papers Presentation and discussion
13 Dec/18
presentation+ 2 real cases+ group activities
Field Trip All students off campus trip
14 Dec/25

National Holiday Off

15 Jan/01

Final Exam Real case discussion (open

16 Jan/8
book exam)

17 Jan/15 Term is off

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 Weekly Reading Schedule
October 2 : Chapter 1,
Journal paper: Gibson, C. B., & Birkinshaw, J. (2004). The antecedents,
consequences, and mediating role of organizational ambidexterity. Academy of
management Journal, 47(2), 209-226.
October 16: Chapter 2
Journal paper: Ireland, R. D., Hitt, M. A., & Sirmon, D. G. (2003). A model of strategic
entrepreneurship: The construct and its dimensions. Journal of management,29(6),
963-989.
October 23: Chapter 3
Journal paper: Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walking the
tightrope: An assessment of the relationship between high-performance work
systems and organizational ambidexterity. Academy of Management Journal, 56(5),
1420-1442.
October 30: Chapter 5
Journal paper: Ling, Y. A. N., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. (2008).
Transformational leadership's role in promoting corporate entrepreneurship:
Examining the CEO-TMT interface. Academy of Management Journal, 51(3), 557-
576.
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 Weekly Reading Schedule

November 13 : Chapter 6
Journal paper: Jung, D. D., Wu, A., & Chow, C. W. (2008). Towards
understanding the direct and indirect effects of CEOs' transformational
leadership on firm innovation. The Leadership Quarterly, 19(5), 582-594.
November 20 : Chapter 7
Journal paper: Dobrev, S. D., & Barnett, W. P. (2005). Organizational roles
and transition to entrepreneurship. Academy of Management Journal, 48(3),
433-449.
November 27: Chapter 8
Journal paper: Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., &
Volberda, H. W. (2012). Management innovation and leadership: The
moderating role of organizational size. Journal of Management
Studies, 49(1), 28-51.
December 04: Chapter 10
Journal paper: Voss, G. B., & Voss, Z. G. (2013). Strategic ambidexterity in
small and medium-sized enterprises: implementing exploration and 15
exploitation in product and market domains. Organization Science, 24(5),
 Weekly Reading Schedule
December 11: Chapter 11
Journal paper:Dokko, G., & Gaba, V. (2012). Venturing into new territory:
Career experiences of corporate venture capital managers and practice
variation. Academy of Management Journal, 55(3), 563-583.
December 18: Chapter 12
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity
and performance in small-to medium-sized firms: The pivotal role of top
management team behavioral integration. Journal of management, 32(5),
646-672.
December 25: Chapter 13
Field Trip
January 08, 2016: Final Exam

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