| ENGINEERING MANAGEMENT (TURKISH, PHD) | |||||
| PhD | TR-NQF-HE: Level 8 | QF-EHEA: Third Cycle | EQF-LLL: Level 8 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ENM5211 | Technology Management | Fall | 3 | 0 | 3 | 12 |
| 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) | - To be able to develop and deepen current and advanced knowledge in the field with original thought and/or research at the level of expertise based on master's qualifications, and to reach original definitions that will bring innovation to the field. | |
| 2) | - To be able to comprehend the interdisciplinary interaction that the field is related to; Ability to reach original results by using knowledge that requires expertise in analyzing, synthesizing and evaluating new and complex ideas. | |
| 3) | -To be able to evaluate and use new knowledge in the field with a systematic approach. | |
| 4) | - To be able to develop a new idea, method, design and/or application that brings innovation to the field, or to apply a known idea, method, design and/or application to a different field, to research, comprehend, design, adapt and apply an original subject. | |
| 5) | - Ability to critically analyze, synthesize and evaluate new and complex ideas. | |
| 6) | - Gaining high-level skills in using research methods in studies related to the field. | |
| 7) | - To be able to critically examine and develop social relations and the norms that guide these relations, and to manage actions to change them when necessary. | |
| 8) | - To be able to defend their original views in the discussion of the issues in the field with experts and to establish an effective communication showing their competence in the field. | |
| 9) | - To be able to communicate and discuss at an advanced level in written, oral and visual using a foreign language at least at the C1 General Level of the European Language Portfolio. | |
| 10) | - To be able to develop new thoughts and methods in the field by using high-level mental processes such as creative and critical thinking, problem solving and decision making. | |
| 11) | - To be able to contribute to the process of becoming an information society and maintaining it by introducing scientific, technological, social or cultural advances in the field. | |
| 12) | - To be able to interact functionally by using strategic decision-making processes in solving the problems encountered in the field. | |
| 13) | - To be able to contribute to the solution of social, scientific, cultural and ethical problems encountered in issues related to the field and to support the development of these values. | |
| 14) | - Being able to contribute to the progress in the field by independently carrying out an original work that brings innovations to the field, develops a new idea, method, design and / or application or applies a known idea, method, design and / or application to a different field. | |
| 15) | - To be able to expand the limits of knowledge in the field by publishing at least one scientific article related to the field in national and/or international refereed journals and/or by producing or interpreting an original work. | |
| 16) | - Ability to lead in environments that require the resolution of unique and interdisciplinary problems. |