CARTOON AND ANIMATION | |||||
Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 |
Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
ENM5211 | Technology Management | Fall | 3 | 0 | 3 | 12 |
This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
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): |
Dr. Öğr. Üyesi 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. |
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. |
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 |
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 |
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. |
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 |
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 |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | To have theoretical and practical knowledge and skills in cartoon and animation. | |
2) | To be able to develop research, observation-experience, evaluation skills in the field of cartoon and animation and effectively communicate ideas, convincing actions and emotions using cartoon and animation and performance principles in every direction. | |
3) | Making animated films with various artistic styles and techniques. | |
4) | Designing the cartoon and animation production process using initiative, applying it with creativity and presenting it with personal style. | |
5) | To be a team member in the production process of cartoon and animations, to be able to take responsibility and manage the team members under their responsibility and to lead them. | |
6) | To be able to evaluate cartoon and animations in the framework of their knowledge and skills. | |
7) | To be able to define and manage learning requirements in the field of cartoon and animation. | |
8) | To be able to communicate with related organizations by sharing scientific and artistic works in cartoon and animation and to share information and skills in the field. | |
9) | To monitor developments in the field of cartoon and animation using foreign languages and to communicate with foreign colleagues. | |
10) | To be able to use general information and communication technologies at advanced level with all kinds of technical tools and computer software used in cartoon and animations. | |
11) | Using critical thinking skills and problem solving strategies in all aspects of development and production, effectively communicating ideas, emotions and intentions visually, verbally and in writing, and effectively incorporating technology in the development of cartoon and animation projects. | |
12) | To have sufficient knowledge about ethical values and universal values in the field of cartoon and animation. |