DIGITAL GAME DESIGN
Bachelor	TR-NQF-HE: Level 6	QF-EHEA: First Cycle	EQF-LLL: Level 6

Course Introduction and Application Information

Course Code	Course Name	Semester	Theoretical	Practical	Credit	ECTS
ENM5211	Technology Management	Spring	3	0	3	12

This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester.

Basic information

Language of instruction:	English
Type of course:	Non-Departmental Elective
Course Level:	Bachelor’s Degree (First Cycle)
Mode of Delivery:	Face to face
Course Coordinator :
Course Lecturer(s):	Assist. Prof. ALPER CAMCI
Recommended Optional Program Components:	None
Course Objectives:	This course is designed to lead the student to understand the importance and the nature of technological innovations, how they are integrated into business level strategies and how technological innovation process is managed. In this course, the aim is not only to understand the theories of technological innovations but also to discuss the practice of technological innovation. Therefore case studies are important; most of the theoretical parts are followed by case studies.

Learning Outcomes

The students who have succeeded in this course;
After finished this course students are expected to be able to
* develop an awareness of the scope and complexity of technological innovations and issues in management of technology.
* explain some main concepts such as types of innovation, open innovation, product life cycle; technology life cycle; dominant design; path dependency.
* understand the process of creating technological innovations
* be familiar with technological innovation strategy formulation and implementation
* develop a strategic business thinking towards the use of technology in various sectors.
* understand the tools and methods used in management of technology. Some of these tools are integrated into case analyses.

Course Content

Introduction to the management of technological innovations
Sources of innovation
Types and patterns of innovation
Technology life cycle and dominant design
Timing of entry
Integrating technology-innovation strategy to general business strategy
Internal strategy and capabilities for innovation
R&D management
Open innovation, networks and communities
Choosing innovation projects
Protecting innovations
Managing new product development process
Delivering value from innovation, commercialization, technology transfer
Technology management actions and tools

Weekly Detailed Course Contents

Week	Subject	Related Preparation
1)	Overview of some concepts Introduction to the management of technological innovations	None
2)	Sources of technological innovation Types and patterns of innovation	Reading Chapter 2-3 in the text book.
3)	Emergence of technology standards, standards battles and dominant design	Reading Chapter 4 in the text book. Article: Hill, C. W. L. (1997). Establishing a standard: Competitive strategy and technological standards in winner-all-take industries. The Academy of Management Executive 11 (2), 7-25
4)	Timing of market entry for technological innovations	Reading Chapter 5 in the text book
5)	Defining organization's strategic direction Integrating technology-innovation strategy to general business strategy	Reading Chapter 6 in the textbook
6)	Internal strategy and capabilities for innovation R&D management	Articles: Prahalad, CK and Hamel, G. (1990). The core competences of the corporation. Harvard Business Review, May-June, pp. 79-91. Brown, B., Anthony, S. (2011) How P&G tripled its innovation success rate. Harvard Business Review, June, 65-72
7)	External technology-innovation strategy: Open innovation Networks and communities, users	Reading Chapter 8 in the text book Article: Chesbrough, H.W. (2003). The era of open innovation. MIT Sloan Management Review, 44 (3), pp. 35-41.
8)	Midterm exam	Preparation for midterm exam
9)	Choosing innovation projects Protecting innovations	Reading Chapters 7 and 9 in the text book
10)	Managing creativity for technological innovations	Reading Chapter 10 in the textbook. Articles: Florida, R. and Goodnight, J. (2005). Managing for creativity. Harvard Business Review, July-August, pp. 125-131 Amabile, T.B. (1998). How to kill creativity. Harvard Business Review, Sept-Oct., pp. 78-87
11)	Managing new product development process	Reading Chapter 11 in the text book.
12)	Delivering value from technological innovation Commercialization, technology transfer	Articles: Pisano, G.P. and Teece, D. (2007). How to capture value from innovation: Shaping intellectual property and industry architecture. California Management Review, 50 (1), pp. 278-296 Chesbrough, H. and Rosenbloom R.S. (1998). The role of business model in capturing value from innovation: Evidence from Xerox Corporation's technology spin-off companies. Industrial and Corporate Change, 11 (3), pp. 529-555.
13)	Technology management actions, tools and methods	Articles: Cetindamar, D., Phaal, R. and Prober, D. (2009). Understanding technology management as a dynamic capability: A framework for technology management activities. Technovation 29, pp. 237-246 Phaal, R., Farrukh, C.J.P, Probert, D.R. (2006). Technology management tools: concept, development and application. Technovation 26, 336-344.
14)	Course project presentations	Preparation for project presentations

Sources

Course Notes / Textbooks:

Schilling, Melissa A., Strategic Management of Technological Innovation, McGraw-Hill Irwin, 2010

References:

1. Hill, C. W. L. (1997). Establishing a standard: Competitive strategy and technological standards in winner-all-take industries. The Academy of Management Executive 11 (2), 7-25
2. Prahalad, CK and Hamel, G. (1990). The core competences of the corporation. Harvard Business Review, May-June, pp. 79-91.
3. Chesbrough, H.W. (2003). The era of open innovation. MIT Sloan Management Review, 44 (3), pp. 35-41.
4. Florida, R. and Goodnight, J. (2005). Managing for creativity. Harvard Business Review, July-August, pp. 125-131
5. Amabile, T.B. (1998). How to kill creativity. Harvard Business Review, Sept-Oct., pp. 78-87
6. Pisano, G.P. and Teece, D. (2007). How to capture value from innovation: Shaping intellectual property and industry architecture. California Management Review, 50 (1), pp. 278-296
7. Chesbrough, H. and Rosenbloom R.S. (1998). The role of business model in capturing value from innovation: Evidence from Xerox Corporation's technology spin-off companies. Industrial and Corporate Change, 11 (3), pp. 529-555.
8. Cetindamar, D., Phaal, R. and Prober, D. (2009). Understanding technology management as a dynamic capability: A framework for technology management activities. Technovation 29, pp. 237-246
9. Phaal, R., Farrukh, C.J.P, Probert, D.R. (2006). Technology management tools: concept, development and application. Technovation 26, 336-344.

Evaluation System

Semester Requirements	Number of Activities	Level of Contribution
Presentation	2	% 10
Project	1	% 20
Midterms	1	% 25
Final	1	% 45
Total		% 100
PERCENTAGE OF SEMESTER WORK		% 35
PERCENTAGE OF FINAL WORK		% 65
Total		% 100

ECTS / Workload Table

Activities	Number of Activities	Duration (Hours)	Workload
Course Hours	14	3	42
Study Hours Out of Class	14	3	42
Presentations / Seminar	2	6	12
Project	1	60	60
Midterms	1	20	20
Final	1	20	20
Total Workload			196

Contribution of Learning Outcomes to Programme Outcomes

No Effect	1 Lowest	2 Low	3 Average	4 High	5 Highest

	Program Outcomes	Level of Contribution
1)	Comprehend the conceptual importance of the game in the field of communication, ability to implement the player centered application to provide design.
2)	Analyze, synthesize, and evaluate information and ideas from various perspectives.
3)	Analyze the key elements that make up specific game genres, forms of interactions, mode of narratives and understand how they are employed effectively to create a successful game.
4)	Understand game design theories and methods as well as implement them during game development; to make enjoyable, attractive, instructional and immersive according to the target audience.
5)	Understand the technology and computational principles involved in developing games and master the use of game engines.
6)	Understand the process of creation and use of 2D and 3D assets and animation for video games.
7)	Understand and master the theories and methodologies of understanding and measuring player experience and utilize them during game development process.
8)	Comprehend and master how ideas, concepts and topics are conveyed via games followed by the utilization of these aspects during the development process.
9)	Manage the game design and development process employing complete documentation; following the full game production pipeline via documentation.
10)	Understand and employ the structure and work modes of game development teams; comprehend the responsibilities of team members and collaborations between them while utilizing this knowledge in practice.
11)	Understand the process of game publishing within industry standards besides development and utilize this knowledge practice.
12)	Pitching a video game to developers, publishers, and players; mastering the art of effectively communicating and marketing the features and commercial potential of new ideas, concepts or games.