MANAGING INNOVATION AND CREATIVITY MAN 385 – SPRING 2011
Professor Office Office Hours Phone E-Mail Course Web Page
Luis L. Martins, Ph.D. CBA 4.246 3:30 – 4:30 PM Mondays and Wednesdays, or by appointment 512-471-5286 email@example.com (preferred contact method) via Blackboard
Course Overview and Objectives In its December 2009 issue, the Economist stated that innovation “is now recognized as one of the most important contributors to economic growth.” Earlier, in June 2006, Business Week observed that “making innovation work is the single most important business issue of our era.” In fact, managing innovation has always been critical to the survival and growth of organizations, and an essential component of leadership. Innovation and creativity are just as important to established organizations as they are to start-up organizations that are typically referred to as innovative. Yet, as organizations get more established, they often lose their edge, finding their very existence to be threatened by their inability to generate innovation and creativity. Obviously, some companies have done a much better job of stimulating innovation and creativity than others, and knowledge is rapidly accumulating regarding the effects of organizational policies, practices, structures, and cultures on innovation and creativity. This course will examine what we know about these topics. Innovation depends on a complex set of variables reflecting individual, group, organizational, and contextual factors, and we will examine each of these levels of analysis. The course will draw on various theoretical foundations and business cases to develop an understanding of the factors that lead to successful innovation and creativity in organizations. The primary instructional method used in the course is case analysis, which is combined with lectures, exercises, and other pedagogical tools. This course will not focus on developing business plans, obtaining venture capital, starting new businesses from scratch, or identifying types of people who might start their own businesses. It will focus on the roles played by organizational processes, structures, systems, culture, and leadership in facilitating or hindering the creativity or innovativeness of individuals, groups, or organizations. After completing this course, you should have a better appreciation and understanding of: • The various types of innovation in organizations; • The major organizational barriers to innovation and creativity; • The roles played by leadership and organizational design factors in innovation and creativity; • Steps in the innovation process, and mechanisms for directing and controlling the process; • The components of individual and group creativity; • Contextual influences on innovation and creativity within organizations; • How organizations can improve their management of innovation and creativity. Materials Required: A course packet of articles and cases to be used in class is available from the University Co-Op (Note: The price of the course packet reflects additional readings that will be handed out in class). Additional materials will be handed out in class.
Luis L. Martins, Ph.D.
MAN 385 – Spring 2011
Course Requirements and Grading In-class discussions are at the core of the learning in this course. The discussions will cover the readings and cases listed in the schedule of classes below, as well as any conceptual material that is presented in lectures in class. Please read all readings and cases in the order that they are presented in the syllabus. To help you prepare for class discussion of the cases, I have provided preparation questions for each case in the syllabus. In general, you should develop detailed knowledge of the content of the reading(s) and/or case(s) assigned for each class session as well as a reasoned perspective on the issues they raise. In addition, you should pay particular attention to how the issues apply...
Please join StudyMode to read the full document