Please note! Course description is confirmed for two academic years, which means that in general, e.g. Learning outcomes, assessment methods and key content stays unchanged. However, via course syllabus, it is possible to specify or change the course execution in each realization of the course, such as how the contact sessions are organized, assessment methods weighted or materials used.
Upon complication of this course:
- The student can demonstrate knowledge and comprehension of the seminal and the latest academic research in organizational innovation, dynamic capabilities, strategic and corporate entrepreneurship, organizational renewal, ambidexterity, and managerial capabilities
- The student can analyze, evaluate, and reflect upon
- why established companies lose their growth momentum, and their innovative and renewal capabilities over time;
- why and how by building capabilities a company can foster its growth and renewal potential.
- The student can apply analytical techniques, tools and frameworks taught in the class on a group project
- by evaluating a company's innovation or renewal strategy/capabilities; and
- by producing original work to resolve challenges the company may be facing in developing innovation and renewal capabilities.
- The student can reflect upon what managerial capabilities are needed if he/she wants to drive entrepreneurial and renewal initiatives within existing companies.
Schedule: 11.01.2021 - 18.03.2021
Teacher in charge (valid 01.08.2020-31.07.2022): Marina Biniari
Teacher in charge (applies in this implementation): Marina Biniari
Contact information for the course (valid 10.12.2020-21.12.2112):
Responsible teacher/ Instructor: Dr. Marina Biniari (email@example.com) - Assistant Professor
Office hours: Mon & Wed 13:00-14:00 (book an online meeting via email)
CEFR level (applies in this implementation):
Language of instruction and studies (valid 01.08.2020-31.07.2022):
Teaching language: English
Languages of study attainment: English
CONTENT, ASSESSMENT AND WORKLOAD
The course focuses on the domain of organizational renewal and growth, by drawing on the framework of dynamic capabilities, and on tools companies can employ to access and design their internal environment to a) sense new opportunities, b) seize them, and c) reconfigure their sets. Such tools include the experimentation with business models to build ventures, the adoption of an ambidextrous mindset in managing and transforming innovation portfolios, the development of an entrepreneurial strategy and an ambidextrous culture, the reconfiguration of structures and resource leveraging systems. The course also focuses on the managerial capabilities needed to support the development of dynamic capabilities.
Assessment Methods and Criteria
Attendance is not compulsory, but it is rewarded. There are two forms of assessment:
a) Individual-level assessment based on class contribution through individual essays and class participation (50% of the final grade)
b) Group-level assessment based on contribution and participation in a group project (50% of the final grade)
The evaluation criteria of the submitted work (individual essays and deliverable of the group project) for the assessment of this course include four areas: Understanding, depth of knowledge, structure, and overall evaluation. Each criterion is of equal importance and weight in calculating the final grade of each assessment. Each criterion is assessed on a scale from 0(0-49%) to 5(90-100%).
Attendance is not compulsory, but it is rewarded.
- Contact hours: 22 hours (10x2 hours of teaching sessions; 1x2 hours for coaching on a group project)
- Group assessment: 55-60 hours
- Individual assessment: 15-20 hours
- Self-study: 30-35 hours
The course draws on the theoretical framework of dynamic capabilities, and on the literature of corporate entrepreneurship, organization innovation, corporate venturing, ambidexterity, and firm growth.
Applies in this implementation:
Each teaching session is supported by a number of academic readings. These are provided and uploaded in advance at mycourses. A full list o all the readings is provided at the course syllabus document.
Substitutes for Courses
Replaces the courses TU-91.2014 Managing Growth, TU-91.2034 Managing Growth, TU-91.2038 Strategies for Growth and Renewal, and TU-E1020 Strategies for Growth and Renewal.
TU-E1010 Advanced Strategic Management AND the completion of the Bachelor Thesis (SCI3025)
SDG: Sustainable Development Goals
9 Industry, Innovation and Infrastructure
17 Partnerships for the Goals