Магистратура
2026/2027
Научно-исследовательский семинар "Управление технологическими инновациями"
ID 1189364
Статус:
Курс обязательный (Международный менеджмент / Master in International Management)
Где читается:
Высшая школа бизнеса
Когда читается:
2-й курс, 2 модуль
Охват аудитории:
для всех кампусов НИУ ВШЭ
Преподаватели:
Текич Аня
Язык:
английский
Кредиты:
3
Контактные часы:
24
Course Syllabus
Abstract
Technological innovation is a fundamental driver of competitiveness in global markets and one of the central challenges facing international companies. Managing innovation involves more than developing new technologies: firms must identify opportunities, select among competing technological and market trajectories, organize for exploration and exploitation, mobilize internal and external sources of knowledge, and develop effective mechanisms for capturing value from innovation.
The course adopts a strategic and international perspective on innovation management. It combines theory with academic readings, cases, discussion, and managerial simulations. Students are expected to apply theoretical frameworks to evidence, make managerial decisions under uncertainty, justify strategic trade-offs, and defend their recommendations.
Learning Objectives
- The course aims to: 1. Develop students’ understanding of the strategic and organizational foundations of technological innovation, including technological change, innovation strategy, organizational capabilities, and the management of exploration and exploitation. 2. Provide an integrated understanding of how firms organize and source innovation and capture value from it, including internal and external sources of innovation, open innovation, intellectual property, and complementary assets. 3. Develop students’ ability to analyse and address innovation-management challenges in international business settings, making and defending evidence-based managerial decisions under uncertainty.
Expected Learning Outcomes
- Students will learn how to become the team players and pursue effective exchange of relevant ideas and experiences within the teams, as their members or leaders, while being ready to acquire knowledge and skills independently, creating the basis for the self-directed and autonomous life-long learning
- Students will have comprehensive set of knowledge and skills that will enable them to explain and critically discuss the key theoretical concepts related to innovation and innovation management
- Students will have the understanding of the issues of management of technological innovation at both strategic and operational levels in companies
- Students will improve their skills of clearly presenting and unambiguously communicating the main elements of companies’ innovation strategies to both specialist and non-specialist audiences in English, both orally and in writing
- Students will learn how to analyse companies’ technological innovation strategies and propose future trajectories, while reflecting on potential divergence between theoretical concepts and real-world cases
- Explain and critically discuss major concepts and frameworks in technological innovation management, including types and patterns of innovation, technological change, dynamic capabilities, ambidexterity, open innovation, and value appropriation.
- Analyze a firm's innovation strategy by evaluating its technological paths, current competitive position and resource endowment, and the organizational processes through which innovation is searched for, selected, implemented, and commercialized.
- Evaluate how organizations manage exploration and exploitation, including the roles of leadership, organizational structure, people, culture, and different forms of organizational ambidexterity.
- Assess internal and external sources of innovation and evaluate when and how firms should collaborate with users, communities, partner companies, universities, and other external actors.
- Analyze value-appropriation strategies by assessing the roles and complementarities of patents, trademarks, copyright, industrial designs, trade secrets, technological know-how, brands, distribution channels, and other complementary assets.
- Develop and defend managerial recommendations for innovation-related problems in international business settings, working effectively in teams and communicating evidence-based arguments clearly in English.
Course Contents
- Foundations of innovation management
- Innovation strategy and the innovative organization
- Innovation strategy simulation
- Sources of innovation
- Value creation and appropriation
- Global innovation management simulation
Assessment Elements
- AttendanceRegular attendance is an integral part of the course because significant learning takes place through live discussion, teamwork, and in-class simulations. Attendance is recorded during all scheduled classes.
- Post-Discussion Test 1The activity assesses students' preparation for the discussion of the compulsory reading(s). Students are expected to complete the assigned reading(s) before class and participate actively in the scheduled discussion. Readings for Discussion Class 1: Innovation Strategy and the Innovative Organization Vahlne, J.-E., & Jonsson, A. (2017). Ambidexterity as a Dynamic Capability in the Globalization of the Multinational Business Enterprise (MBE): Case Studies of AB Volvo and IKEA. International Business Review. Füller, J. (2026). Becoming an AI-First Company: Six Aspects of Organizational Redesign. The Journal of Applied Behavioral Science.
- Post-Discussion Test 2The activity assesses students' preparation for the discussion of the compulsory reading(s). Students are expected to complete the assigned reading(s) before class and participate actively in the scheduled discussion. Readings for Discussion Class 2: Sources of Innovation Antorini, Y. M., & Muñiz, A. M. (2013). The Benefits and Challenges of Collaborating with User Communities. Research-Technology Management, 56(3), 21–28. Holgersson, M., Dahlander, L., Chesbrough, H., & Bogers, M. L. A. M. (2024). Open Innovation in the Age of AI. California Management Review.
- Post-Discussion Test 3The activity assesses students' preparation for the discussion of the compulsory reading(s). Students are expected to complete the assigned reading(s) before class and participate actively in the scheduled discussion. Readings for Discussion Class 3: Value Creation and Appropriation Jennewein, K., Durand, T., & Gerybadze, A. (2010). When Brands Complement Patents in Securing the Returns from Technological Innovation: The Case of Bayer Aspirin. Management International, 14(3), 73–86. Pettersson, A., Björkdahl, J., & Holgersson, M. (2025). Profiting from AI: Evidence from Ericsson’s Pursuit to Capture Value. California Management Review.
- Teamwork 1 — Innovation Strategy SimulationFormat: In-class teamwork simulation Duration: 160 minutes (80 minutes of teamwork + 80 minutes of presentations and discussion) Team size: 4-5 students Students work in teams of 4–5 as a management task force advising a multinational company facing technological, competitive, and market changes. Based on a printed case package, teams analyse the company's strategic position, resources, capabilities, and innovation opportunities. They must develop a coherent innovation strategy, select priorities under resource constraints, evaluate alternative technological trajectories, and identify the organizational capabilities and arrangements required to implement their recommendations. During the exercise, additional information about an unexpected development is introduced. Teams must assess its strategic implications and decide whether to maintain or revise their original recommendations. Each team presents and defends its innovation strategy, demonstrating the ability to apply relevant theoretical concepts and justify managerial decisions.
- Teamwork 2 — Global Innovation Management SimulationFormat: In-class teamwork simulation Duration: 160 minutes (80 minutes of teamwork + 80 minutes of presentations and discussion) Team size: 4-5 students General Description Students work in teams of 4–5 as a management task force advising a multinational company pursuing a significant innovation opportunity in an international business environment. Based on a printed case package, teams analyse the company's innovation opportunities, existing resources, and capability gaps. They must develop an integrated innovation strategy, determine which capabilities should be developed internally or accessed externally, evaluate potential collaboration arrangements, and consider the international organization of innovation activities. Particular attention is devoted to managing openness and control, protecting strategically important knowledge and assets, and selecting appropriate mechanisms for creating and capturing value from innovation. During the exercise, additional information about an unexpected development is introduced. Teams must evaluate its implications for their proposed strategy and determine whether adjustments are necessary. Each team presents and defends its recommendations, integrating concepts from innovation strategy, organizational capabilities, external sources of innovation, intellectual property, and value appropriation.
- ExamFormat: individual, offline, closed-book examination. The examination assesses students' individual understanding of the main concepts, frameworks, academic readings, cases, and applications covered throughout the course. No books, notes, phones, tablets, laptops, smartwatches, or other electronic devices may be used unless specifically authorized by the instructor.
Interim Assessment
- 2026/2027 2nd module0.05 * Post-Discussion Test 3 + 0.05 * Post-Discussion Test 2 + 0.15 * Teamwork 1 — Innovation Strategy Simulation + 0.05 * Post-Discussion Test 1 + 0.15 * Teamwork 2 — Global Innovation Management Simulation + 0.45 * Exam + 0.1 * Attendance
Bibliography
Recommended Core Bibliography
- Dodgson, M. The Oxford Handbook of Innovation Management [Электронный ресурс] / M.Dodgson, D.M.Gann, N.Phillips, eds.; БД oxfordhandbooks. - Oxford University Press; 2014– Режим доступа: http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199694945.001.0001/oxfordhb-9780199694945 – Загл. с экрана.
- Strategic management of technological innovation, Schilling, M. A., 2023
Recommended Additional Bibliography
- Innovation and entrepreneurship, Bessant, J., 2024
- Trott, P. (2016). Innovation Management and New Product Development. Pearson.