spor.ss.ieu.edu.tr
Course Name | |
Code | Semester | Theory (hour/week) | Application/Lab (hour/week) | Local Credits | ECTS |
---|---|---|---|---|---|
Fall/Spring |
Prerequisites | None | |||||
Course Language | ||||||
Course Type | Elective | |||||
Course Level | - | |||||
Mode of Delivery | - | |||||
Teaching Methods and Techniques of the Course | DiscussionGroup WorkQ&A | |||||
Course Coordinator | - | |||||
Course Lecturer(s) | ||||||
Assistant(s) | - |
Course Objectives | |
Learning Outcomes | The students who succeeded in this course;
|
Course Description |
| Core Courses | |
Major Area Courses | X | |
Supportive Courses | ||
Media and Managment Skills Courses | ||
Transferable Skill Courses |
Week | Subjects | Required Materials |
1 | Helping you Get Started: introduction to the course | |
2 | What is Innovation? | • Birkinshaw, J., Cyril B., and Barsoux, J. L. (2011). The 5 myths of innovation. MIT Sloan Management Review, Vol. 52, No. 2, pp. 43-50. |
3 | Where does Innovation Come from? | • Drucker, P. F. (2002). The Discipline of Innovation. Harvard Business Review, Special Issue, pp. 5-10. • Arthur, B. W. (2007). The Structure of Invention. Research Policy, Vol. 36, No.2, pp. 274-284. |
4 | Patterns and Cycles of Innovation | • Utterback, J. M. (1996). Mastering the Dynamics of Innovation. Cambridge: Harvard Business School Press, pp. 23-55. • Anderson, P. and Tushman, M. L., (1990). Technological Discontinuities and Dominant Designs: a cyclical model of technological change. Administrative Science Quarterly, Vol. 35, No.4, pp. 604-633. • Cooper, A. C. and Smith C.G. (1992). How Established Firms Respond to Threatening Technologies. Academy of Management Executive, Vol. 6, No. 2, pp. 55-70. |
5 | Innovation Processes | • Cooper, R. G. (2008). Perspective: The StageGate® Idea-to-Launch Process: Update, What's New, and NexGen Systems. Journal of Product Innovation Management, Vol. 25, No. 3, pp. 213-232. • Brown, T. (2008). Design thinking. Harvard Business Review, Vol. 86, No., pp. 84-92. • Day, G. S. (2007). “Is it real? Can we win? Is it worth doing?: managing risk and reward in an innovation portfolio”. Harvard Business Review, Vol. 85, No. 12, pp. 110-120. |
6 | Service Innovation | |
7 | MIDTERM | |
8 | Creativity: a review of perspectives | • Sutton, R. I. (2001). “The Weird Rules of Creativity”. Harvard Business Review, Vol. 79, No. 8, pp. 94-103. |
9 | Creating new markets and avoiding competition | • Kim, W.C. and Mauborgne, R. (2005). “Blue Ocean Strategy: from theory to practice”. California Management Review, Vol. 47, No. 3, pp 105-121. • Suarez, F. and Lanzolla, G. (2005). “The Half-truth of First-mover Advantage”. Harvard Business Review, Vol. 83, No. 4, pp. 121-127. |
10 | Creative Thinking Workshop | • Sutton, R. I. (2001). “The Weird Rules of Creativity”. Harvard Business Review, Vol. 79, No. 8, pp. 94-103. |
11 | Collaborative Innovation: Firm Networks and User Innovation | • Chesbrough, H. (2006). “Open Innovation: a new paradigm for understanding industrial Innovation” in Chesbrough, Vanhaverbeke and West (eds.), Open Innovation: Researching a New Paradigm, Oxford: Oxford University Press, pp. 1-14. • Porter, M. E. (1998). Clusters and the New Economics of Competition. Harvard Business Review, Vol. 76, No. 6, pp. 77-90. • Thomke, S. H. and von Hippel, E. (2002). “Customers as Innovators: a new way to create value”. Harvard Business Review, Vol. 80, No. 4, pp. 74-81. |
12 | Organizing for Innovation: building the innovative organization | • Catmull, E. (2008). “How Pixar Fosters Collective Creativity”, Harvard Business Review, Vol. 86, No. 9, pp. 64-72. • Evans, H. (2005). “The Eureka Myth”. Harvard Business Review, Vol. 83, No. 6, pp. 18-20. • Hargadon, A. and Sutton, R. I. (2000). “Building an Innovation Factory”. Harvard Business Review, Vol. 78, No. 3, pp. 157-167 • Kanter, R. M. (2006). “Innovation: the classic traps”. Harvard Business Review, Vol. 84, No. 11, pp. 72-83 |
13 | PROJECT PRESENTATIONS | |
14 | PROJECT PRESENTATIONS | |
15 | Review of the Semester | |
16 | Review of the Semester |
Course Notes/Textbooks | Above mentioned book chapters, scholarly articles, cases and Powerpoint lecture slides. |
Suggested Readings/Materials | Serious business press disseminating rising innovative applications. |
Semester Activities | Number | Weigthing |
Participation | 1 | 5 |
Laboratory / Application | ||
Field Work | ||
Quizzes / Studio Critiques | 1 | 20 |
Portfolio | ||
Homework / Assignments | 1 | 15 |
Presentation / Jury | ||
Project | 1 | 30 |
Seminar / Workshop | 2 | 10 |
Oral Exam | ||
Midterm | 1 | 20 |
Final Exam | ||
Total |
Weighting of Semester Activities on the Final Grade | 7 | 100 |
Weighting of End-of-Semester Activities on the Final Grade | ||
Total |
Semester Activities | Number | Duration (Hours) | Workload |
---|---|---|---|
Course Hours (Including exam week: 16 x total hours) | 16 | 3 | 48 |
Laboratory / Application Hours (Including exam week: 16 x total hours) | 16 | ||
Study Hours Out of Class | 16 | 3 | |
Field Work | |||
Quizzes / Studio Critiques | 10 | 1 | |
Portfolio | |||
Homework / Assignments | 1 | 10 | |
Presentation / Jury | 3 | 17 | |
Project | 1 | 30 | |
Seminar / Workshop | 2 | ||
Oral Exam | |||
Midterms | 1 | ||
Final Exams | |||
Total | 197 |
# | Program Competencies/Outcomes | * Contribution Level | ||||
1 | 2 | 3 | 4 | 5 | ||
1 | Broadening and deepening the knowledge about business administration at the master’s level based on the undergraduate level qualifications, | X | ||||
2 | Comprehending the interaction across various disciplines related to the field of business administration, and evaluating the knowledge and skills gained on an interdisciplinary dimension, | X | ||||
3 | Using theoretical and practical information and skills gained at the expertise level in the field business administration, | X | ||||
4 | Analyzing problems requiring expertise in the field business administration by using scientific research methods, | X | ||||
5 | Evaluating a problem in the business administration field independently, developing a way for solution, solving the problem and evaluating the results, | X | ||||
6 | Developing and championing new strategic approaches to solve unforeseen complex issues in the business administration field through integrative and creative elaboration, | X | ||||
7 | Evaluating the knowledge related to the field of business administration through critical perspective, stimulating constant learning and management of independent studies at advanced levels, | X | ||||
8 | Communicating systematically the recent developments and one’s s individual studies in the field of business administration to the groups within and outside the field via written, oral and visual presentations, | X | ||||
9 | Analyzing the social relations and the norms through critical perspective, developing effective relations, training leaders who are capable of sustaining these social relations, applying teamwork and managing risk and change in the field of business administration. | X | ||||
10 | Developing strategies, policies and implementation plans to address the issues in the fields of business administration and management, and evaluating the consequences according to the processes of quality, | X | ||||
11 | Digesting the necessity to apply the values of business ethics, teaching and controlling to act according to social, scientific and ethical values under any circumstances such as data collection, evaluation, announcing and practicing in the field of Business Administration, | X | ||||
12 | Being able to use a foreign language for both chasing the scientific publication and developing proper communication with colleagues from other countries, in written and verbal ways (“European Language Portfolio Global Scale”, Level B1), | X | ||||
13 | Being able to use computer programs needed in the field business administration as well as information and communication technologies in advanced levels (“European Computer Driving Licence”, Advanced Level”). | X |
*1 Lowest, 2 Low, 3 Average, 4 High, 5 Highest