Introductory description

There is a large and growing literature in marketing on the understanding and forecasting of the growth in demand for new products. A parallel but often unconnected literature exists in strategic management and entrepreneurship on the source and drivers of innovation. Entrepreneurship is the managerial process for creating and managing innovation. Without entrepreneurship, systematic innovation will not take place. Therefore, this module will address issues relating to the management, adoption and spreading of innovation and new technologies from a multidiscipline perspective. It takes a dynamic and global perspective by examining the latest development/debate on the role of the emerging markets particularly China and the role of government and institutional environment in the global innovation landscape.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

The syllabus will focus on but not be limited to
Part 1: an overview of innovation strategy and entrepreneurship literature (Lecture 1 - 3)

• Demand-pull versus technology-push, types of innovation and sectoral patterns of technological change (Lecture 1)
• Purposeful innovation, entrepreneurship and the sources for innovative opportunity (Lecture 2)
• Disruptive innovation and demand-side dynamics (Lecture 3)
  Part 2: Marketing based approaches to innovation management and adoption (Lecture 4 - 6)
• Diffusion model and adopter categories (S curves), questions and issues; consumer responses to innovations (Lecture 4)
• Technology readiness model, measuring and forecasting consumer preferences (Lecture 5)
• Marketing of innovation for entrepreneurial firms and high-tech start ups (Lecture 6)
  Part 3: global perspectives in innovation and summary (Lecture 7-10)
• Evolutionary approaches to capabilities and rigidities for established firms and innovation capabilities in enterpreneurial firms (Lecture 7)
• The link between firm-level innovation capabilities and institutional environment (Lecture 8)
• The rise of the technological enterprises in the emerging markets: a case of China (Lecture 9)
• Summary and conclusion (Lecture 10)

Learning outcomes

By the end of the module, students should be able to:

• Demonstrate a thorough understanding of several approaches in multidiscipline-based literatures as regards latest approaches to the marketing and management of innovation and their implications for strategic decision making.
• Demonstrate a thorough understanding of the logic and theoretical foundations of basic models in innovation management and adoption.
• Demonstrate a thorough understanding of contemporary ethical dilemmas faced by organizations in the management and marketing of innovation in different sectors and in different cultural context.
• Develop and exhibit mastery in analytic skills, critical thinking and decision making and in evaluate current issues in the management and marketing of innovation.
• Develop the ability to analyse case studies to propose potential solutions to strategic problems.

Indicative reading list

Park, Hsu, S. (2017). Foreign Firms Wary Of 'Made In China 2025,' But It May Be China's Best Chance At Innovation, Forbes. (Lecture 9).
Peter Drucker (2014). Innovation and Entrepreneurship. Routledge.
Wu, J. (2013). Marketing capabilities, institutional development, and the performance of emerging market firms: A multinational study. International Journal of Research in Marketing, 30(1). (Lecture 8).
Priem, R., Li, S., & Carr, J. (2012). Insights and New Directions from Demand-Side Approaches to Technology Innovation, Entrepreneurship, and Strategic Management Research. Journal of Management, 38(1), 346-374. (Lecture 1).
Yang, Y., Wang, Q., Zhu, H., & Zhu, H. (2012). What Are the Effective Strategic Orientations for New Product Success under Different Environments? An Empirical Study of Chinese Businesses. Journal of Product Innovation Management, 29(2): 166-179. (Lecture 9).
Bessant, J. and Tidd, J. (2011). Innovation and Entrepreneurship (2nd Edition). John Wiley & Sons. (Textbook for Part 1 and Part 3).
Griffith, D. A., Yalcinkaya, G., & Calantone, R. J. (2010). Do Marketing Capabilities Consistently Mediate Effects of Firm Intangible Capital on Performance Across Institutional Environments? Journal of World Business, 45(3): 217-227. (Lecture 8).
Wang, Qing (2010) “Factors influencing consumer responses to innovation”, in Joe Tidd (ed), Gaining Momentum: Managing the Diffusion of Innovations, The Imperial College Press, UK. (Lectures 4&5).
Chien-Hsin Lin Yu, Hsin-Yu Shih, and Peter J. Sher (2007). Integrating Technology Readiness into Technology Acceptance: The TRAM Model. Psychology & Marketing, Vol. 24(7): 641–657. (Lecture 6).
Agarwal, Rajshree, and Barry L. Bayus. (2002) “Market Evolution and Sales Takeoff of Product Innovations.” Management Science, 48 (8), 1024–1041. (Lecture 5).
von Hippel, E. (2001), “Innovation by user communities: learning from open-source software”, MIT Sloan Management Review, 42:4, 82-86. (Lecture 2).
Christensen, C. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Boston: Harvard Business School Press. (Lecture 3).
Rogers, Everett (1995). Diffusion of Innovation. Fourth edition, New York, Free Press. (Textbook for Part 2).
Dosi, G. (1982). Technological paradigms and technological trajectories: a suggested interpretation of the determinants and directions of technical change. Research Policy, 11(3), 147-162. (Lecture 7).
Pavitt, K. (1984). Sectoral patterns of technical change: towards a taxonomy and a theory. Research Policy, 13(6), 343-373. (Lecture 1)

Subject specific skills

Make predictions from analysis on factors that may accelerate or impede a innovation process.

Transferable skills

Numeracy.
Problem solving.
Working in teams.