Магистратура 2025/2026

Стратегическое управление инновациями

Статус: Курс обязательный (Бизнес-аналитика и системы больших данных)

Кто читает: Департамент стратегического и международного менеджмента

Где читается: Высшая школа бизнеса

Когда читается: 1-й курс, 4 модуль

Охват аудитории: для своего кампуса

Преподаватели: Титов Сергей Анатольевич

Язык: английский

Кредиты: 3

Контактные часы: 24

Course Syllabus

Abstract

***Overall desciption: The discipline of Strategic Innovation Management is aimed to deliver fundamental and applied knowledge, up-to-date analytical frameworks, and contemporary practical tools neccessary and sufficient for sustainably successful long-term management of innovations in the corporate context within high dynamics and environmental uncertainty. The course specifically focuses on management of strategic innovations which is innovations of business models. As the students specialize on digital technologies, the course pays considerable attention to digital business models. The course includes a combination of theoretical concepts, views, and approaches as well as analytical tools and practical instruments for strategic management of technological innovations. The course conceptually and practically synthesizes and systematizes the knowledge, frameworks and competences from other managerial disciplines. In this way the course not only enhances this knowledge, but also applies it to the strategic perspective of managing the whole business. It covers such topics as business transformation, dynamics of innovations and technology markets, frameworks of business description, external and internal strategic analysis, generic and innovative strategies, transforming companies for innovation strategy implementation. ***Course structure: Lectures allow students to understand, learn and structure mostly theories, concepts, terms, and models of contemporary strategic management. Actively using mini-cases and stories, lectures illustrate the theoretical and conceptual materials of the course. Lectures are very helpful to study the recomendations related to models and frameworks application specific for the course. Seminars focus more on the practical side of the discipline and provide the opportunity to practice with the concepts, models, and frameworks through their application for case analysis and exercises. Seminars are necessary for the correct application of strategic tools and techniques needed for course team project and examination.*** Special considerations: When preparing papers and answers to tests, examinations and other tasks, it is not allowed to use information prohibited for children or prohibited for distribution on the territory of the Russian Federation. Papers and answers containing such information will be cancelled. By submitting written and oral answers and works, students agree to the possibility of their use within the educational process by publicly discussing, commenting, analyzing them orally or in writing during face-to-face classes or correspondence communications. All official communications between students and instructors are organizied through corporate email service or LMS. Additional communications channels (such as messengers) are allowed as informal means of correspondence only if they exclude transborder data trasmission. *** Grading orientation: Grades of 8 imply explicitely and unambiguously demonstrated knowledge based on main, additional and recommended literature and materials. They are also reflect competencies related to practical application of all tools, techniques, and frameworks studied in the course following the recommendations and rules provided from the instructor. Some recommendations and rules from other sources may be insufficient to excellent grades, and in some instances be so incompatible with the content of the course that it may lead to significant decrease of answers' quality. The answers, written or oral, prepared with the help of artificial intelligence are allowed only if they are marked as produced by AI. As almost all questions and tasks within the course imply as specific answers as possible, the answers or their parts of general or generic nature will not be considered of high quality. *** Literature and learning materials: Due to the limits of class hours reading and homework is the integral part of the course. Students are expected to read extensively main, additional, and recommended literature and materials (including videos). Good knowledge of the theoretical materials is crucial for full participation in discussion. Literature mentioned as main is necessary to satisfactory completion of the course. For higher levels, students are expected to learn from additional literature, and also additional and recommended sources and materials provided in the course program. More sources and materials will be announced during the classes. Realistically considering the informational constraints imposed by foreing institutions on Russian universities, including HSE, notable part of the knowledge necessary for excellent grades will be delivered through live interactions within lectures and seminars. Students are expected to take notes, actively study presentations and remember the content by participation in discussions.

Learning Objectives

• perform analysis of strategic problem situation using critical reasoning and system thinking, develop strategy of actions in business context
• define and realize long-term priorities in business and plan strategically the trajectories of business development
• develop corporate, business, and functional strategies in innovative context under the pressure from digital disrupts
• make strategic decisions, elaborate strategic plans based on thorough analysis of external and internal environments
• manage the relationship with stakeholders to ensure long-term sustainable development of business

Expected Learning Outcomes

• identify the scope, key processes and outcomes of strategic innovation management in the context of corporate development
• build business models and use them to identify the trajectory for business model transformations
• apply relevant models and frameworks to analys the innovation markets' dynamics
• analyze the innovation market competition with relevant frameworks and models
• implement appropriate analytical tools and frameworks to perform internal strategic analysis
• elaborate the elements of strategy for innovative companies

Course Contents

• Basics of strategic innovation management
• Innovation market dynamics
• Market and competition
• Internal analysis and strategy implementation

Assessment Elements

• Group project
  The major academic purpose of the Group Project is to challenge students to apply theories, concepts, models and tools from the discipline including main, additional and recommmended literature and materials as well as learnt by students within their self-study beyond the scope of the discipline learning program but within the area of strategic management. The Group Project is a research & business practice project where students act as a consulting team to analyze a particular company and elaborate its strategy. Group Project is based on the case provided by the instructor (or approved by the instructor if the case is proposed by the student team). Groups are self-organized by students and consist of 5-6 people. At the end of the course students should submit and present the key deliverables such as: 1. Written assignment report in docx format with answers to tasks. 2. File with the references in xlsx format. 3. Presentation slides in pptx format. 4. Oral presentation within 12 minutes (recorded). All instances of the application of AI tools and techniques should be explicitely marked. The text, slides, figures, table and other elevents of learning results if they are fully or partly generated or modified with AI tools should have the relevant descriptions clearly showing which tools were used, when, with which prompts. Deadlines are strict. Delays are not possible and lead to 0 grade.
• Exam
  Exam is written, based on all course materials, organized as off-line inclass testing procedure with close and open questions, adminsteres through SmastLMS and Safe Exam Browser. Students have to show their knowledge or ability in strategic management. It takes place at the end of the course, within the exam session. Exam may include the blocks: 1) tests similar to ones in midcourse tests, 2) case-based tasks implying preparation of the written answers (the text of the case/ cases can be open one day before the exam). Number and types of questions, proportions and sequence of different questions (by type, difficulty, ...), duration, day and time of the testing are announced before the exam session. Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.
• Mid-course testing
  Conducted in the second part of the module. Implemented as testing with limited time . Resit is not possible. It is not blocking. Number and types of tests, proportions and sequence of different tests (by type, difficulty, ...), duration, day and time of the testing are defined by the instructor of the course and are announced in advance (at least 3 days before the day of the testing). Testing is conducted in classes online, with the of use Safe Exam Browser technology, which may require installing software on the computer and limit the use of equipment (number of screens, applications used, etc.). Maximum grade is 10. Excellent grade implies knowledge of main, additional, and recommended literature and materials; as well as theories, concepts, tools, frameworks, and cases discussed in classes during lectures and seminars.
• Attendance
  Students are expected to activily participate in lectures and seminars. Presence and activities during the lectures are checked with the help of small questions or exercises to be answered during a limited time within a lecture with mobile phone (or computers) through SmartLMS. Seminars imply the perfomance of different, mostly team-based, activities. Presence and active participation in these tasks are very important for acquisition and practical implementation of the skills related to strategic innovation management. Activity as each seminar will be graded separately. The full grade for this elements is 10 and means active participation in all classes.

Interim Assessment

• 2025/2026 4th module
  0.5 * Exam + 0.1 * Attendance + 0.15 * Mid-course testing + 0.25 * Group project

Bibliography

Recommended Core Bibliography

• Contemporary strategy analysis : text and cases, Grant, R. M., 2013
• Contemporary strategy analysis, Grant, R. M., 2022
• Crafting and executing strategy : the quest for competitive advantage : concepts and cases : 2024 release, , 2024
• Grant, R. M. (2016). Contemporary Strategy Analysis (Vol. Text, Ninth edition). Chichester: Wiley. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1639480
• Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. Expanded edition. Harvard Business Review Press.
• Michael A. Hitt, R. Duane Ireland, & Robert E. Hoskisson. (2020). Strategic Management: Concepts and Cases: Competitiveness and Globalization, Edition 13: Vol. 13th edition. Cengage Learning.
• Strategic management of technological innovation, Schilling, M. A., 2023

Recommended Additional Bibliography

• Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643. https://doi.org/10.1177/014920630102700602
• Grant, R. M. (2016). Contemporary Strategy Analysis : Text and Cases: Vol. Text and Cases, Ninth edition. Wiley.
• Hamel, G., & Prahalad, C. K. (2007). Competing for the Future. Bloomsbury Business Library - Management Library, 17. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=26659560
• Kim, W. C., & Mauborgne, R. (2015). Blue Ocean Strategy, Expanded Edition : How to Create Uncontested Market Space and Make the Competition Irrelevant: Vol. Expanded edition. Harvard Business Review Press.
• Knight, E., Daymond, J., & Paroutis, S. (2020). Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management. California Management Review, 62(2), 30–52. https://doi.org/10.1177/0008125619897594
• Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review, 86(1), 78–93. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=28000138
• Porter, M. E. (2015). What is strategy? Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.C0E62A3B
• Porter, M. E., Kramer, M. R., & Magretta, J. (2014). Strategy and Competition : The Porter Collection. Harvard Business Review Press.
• Sergei, T., Arkady, T., Natalya, L., Pathak, R., Samson, D., Husain, Z., & Sushil, S. (2023, November). Digital transformation enablers in high-tech and low-tech companies: A comparative analysis. Australian Journal of Management, 48(4), 801-843.
• Strategic management of technological innovation, Schilling, M. A., 2013
• Z. Tekic , A. Tekic , S.A. Titov , & M.D. Svirskaya (2025). The shift to localized open innovation: the impact of sanctions on co-creation in Russian companies. Российский журнал менеджмента, (1), 52-75

Authors

• Titov Sergey Anatolevich