| BIOENGINEERING (ENGLISH, THESIS) | |||||
| Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ENM5211 | Technology Management | Spring | 3 | 0 | 3 | 8 |
| The course opens with the approval of the Department at the beginning of each semester |
| Language of instruction: | En |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Dr. Öğr. Üyesi TUĞCAN DEMİR |
| Course Lecturer(s): |
Dr. Öğr. Üyesi ALPER CAMCI |
| 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: | 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 |
| Attendance | 0 | % 0 |
| Laboratory | 0 | % 0 |
| Application | 0 | % 0 |
| Field Work | 0 | % 0 |
| Special Course Internship (Work Placement) | 0 | % 0 |
| Quizzes | 0 | % 0 |
| Homework Assignments | 0 | % 0 |
| Presentation | 2 | % 10 |
| Project | 1 | % 20 |
| Seminar | 0 | % 0 |
| Midterms | 1 | % 25 |
| Preliminary Jury | 0 | % 0 |
| Final | 1 | % 45 |
| Paper Submission | 0 | % 0 |
| Jury | 0 | % 0 |
| Bütünleme | % 0 | |
| 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 |
| Laboratory | 0 | 0 | 0 |
| Application | 0 | 0 | 0 |
| Special Course Internship (Work Placement) | 0 | 0 | 0 |
| Field Work | 0 | 0 | 0 |
| Study Hours Out of Class | 14 | 3 | 42 |
| Presentations / Seminar | 2 | 6 | 12 |
| Project | 1 | 60 | 60 |
| Homework Assignments | 0 | 0 | 0 |
| Quizzes | 0 | 0 | 0 |
| Preliminary Jury | 0 | 0 | 0 |
| Midterms | 1 | 20 | 20 |
| Paper Submission | 0 | 0 | 0 |
| Jury | 0 | 0 | 0 |
| 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) | An understanding of the advanced concepts of Mathematics (calculus, analysis, linear algebra, differential equations, statistics), Natural Sciences (physics, chemistry, biology), and Engineering Sciences (electronics, material science, mechanics, thermal and fluid systems, control, signal and image processing, microcontrollers) relevant to Biomedical Engineering. | |
| 2) | An ability to use at an advanced level the techniques, skills, and modern engineering tools (including software) necessary for engineering practice. | |
| 3) | The capability of designing and conducting advanced experiments and of analyzing and evaluating data. | |
| 4) | An ability to design the components of complex systems and processes under realistic constraints. | |
| 5) | Acquisition of the skills needed to develop products (device, system, process) which are used in diagnosis, prevention, treatment and cure of diseases. | |
| 6) | An ability to communicate knowledge and opinion efectively, both oral and in writing. | |
| 7) | An ability to assume initiative and individual resposibility, and to cooperate with team-mates from other disciplines. | |
| 8) | A kowledge of the current needs and problems of society, and an awareness of the social and global impact of engineering solutions. | |
| 9) | Assimilation of the ethics and responsibilities of the profession. | |
| 10) | Recognition of the importance of life-long learning, and participation therein. |