|
|
|
|
|
|
|
メディア授業とは，メディアを利用して遠隔方式により実施する授業の授業時数が，総授業時数の半数を超える授業をいいます。
メディア授業により取得した単位は，卒業要件として修得すべき単位のうち60単位を超えないものとされています。
|
|
|
|
|
|
The innovation concept is not restricted to R & D activities only. It goes beyond R&D and should be interpreted as the creation of new value for society and customers. This lecture provides essential basic knowledge about the characteristics of innovation such as the essence of innovation, its patterns, theories and models related to innovation. It also covers various
aspects of innovation management such as R&D, product architecture, open-close innovation and many others. Furthermore, through this lecture, students will understand not only "value creation" but also "value capture" that has shown its increasing importance in this era of dramatic changes and uncertainty. Then they will be able to figure out how to adapt to these changes and generate valuable innovation. In addition, to get to the bottom of "value capture", through a variety of academic study and practical research, we will discuss in detail about the process of innovation commercialization, the utilization of data science to gain business intelligence, the evolution in business model regarding innovation in the manufacture industry. At the end of the lecture, to sum up the course, we will discuss innovation strategy in Japan through several business cases. This is an omnibus lecture which four faculty members are responsible for. The lecturers aim to link theoretical foundations and practical research so that students can deepen their understanding of innovation from a multifaceted perspective.
|
|
|
|
|
|
|
|
|
|
1) Understanding the definition, the types, the sources, the process, the patterns of innovation.
2) Understanding the basic knowledge related to various aspects of innovation management such as R&D, Product Architecture, Open-Closed Innovation.
3) Understanding the flow of innovation management that emphasizes not only 'value creation', but also 'value capture'.
4) Be able to demonstrate the real process of finding solutions to problems or improvement opportunities through a deep understanding (insight) of customer/user behavior and needs, leading to the creation of a product prototype.
|
|
|
|
Please be aware of that this course is provided in 5 lecture days between 8:50 to 14:30. It is different from other courses that take place between 8:50-11:50 in 7 lecture days. We will have a one-hour lunch break, which also includes time for prayer (for Muslim students). Please be punctual and arrive on time.
In the first half, the course will introduce the characteristics of innovation (its essence, patterns, models, theories), and the basic knowledge on various aspects of innovation management (Research Development, Product Architecture, Open and Closed Innovation). In the second half, we will discuss details of a variety of business models and practical research which are crucial to broaden the understanding of value capture from innovation.
|
|
|
|
|
|
第1回
|
Innovation Management: An Introduction
|
•Class introduction and course content
•Innovation: What is and Why it Matters?
•Strategic advantages through innovation
•A Process View of Innovation
•Four Dimensions of Innovation Space
•Exploring Different Aspects of Innovation
•Research Note Joseph Schumpeter •The ‘Godfather’ of Innovation Studies.
|
|
第2回
|
Innovation as a core of Business Process
|
•Variations on a Theme
•Model of Innovation
•Evolving Models of the Process
•Can We Manage Innovation?
•Building and Developing Routines Across the Core Process
•Learning to Manage Innovation
•Success Routines in Innovation Management
•Case study: The success of the iPhone
|
|
第3回
|
Building the Innovative Organization
|
•Components of the innovative organization
•Shared Vision, Leadership, and the Will to Innovate
•Appropriate Organization Structure
•Key Individuals
•High Involvement in Innovation
•Effective Team Working
•Creative Climate
•Case study: Airplane Factory Simulation
|
|
第4回
|
Developing an Innovation Strategy
|
•Firm-specific knowledge
•An essential feature of corporate strategy on innovation strategy.
•An innovation strategy that can cope with an external environment that is complex and uncertain.
•Internal structures and processes must continuously balance potentially conflicting requirements
•Research Note: Innovation in China
|
|
第5回
|
Innovation Supply Chain Management, Operations, and Technology
|
•Supply Chain Components
•Enterprise Resource Planning (ERP) Systems
•Just-in-Time Manufacturing
•Case Study: Dell Manufacturing Process
|
|
第6回
|
Managing Organizational Knowledge
|
•Technology Trajectory
•The Knowledge base of an organization
•The Learning Organization
•Innovation, competition, and further Innovation
•Case study: Idea Decision-making for Innovation: How can good Ideas be Discovered Organizationally? (Ito, 2017, p. 19)
|
|
第7回
|
Source of Information
|
•Where Does Innovation Come From?
•Knowledge Pull vs Need Push
•Watching Others
•Recombinant Innovation
•Balancing Exploitation and Exploration
•Networks at the Start-Up
•Managing Innovation Networks
•Organizational Learning via Strategy Formulation of Kikkoman Corporation (Fukuda, 2017, p. 161)
|
|
第8回
|
Business Model Plan after Capturing the Benefit of Innovation
|
•Creating value through innovation
•Choosing a Business Model
•The business model and business plan
•The Part of the business model
•The business model of technology shift
•Case study: Innovation Strategies of Corporate Electronics Group in Japan (Hiraoka, 2017, p. 111)
|
|
第9回
|
Design Thinking Concept
Business Model Generation (BMG)
|
•Project Zero
•Design Thinking (Exploration)
•Task: market exploration
•Identification
•Ideation
•Visualization/ Prototyping
•Evaluation
•Definition of business model canvas
•The 9 Building Blocks
•Sketch out your business model
|
|
第10回
|
Creating new products and services for Open Innovation and Technology Transfer
|
•Processes for new product development
•Building Architectural Products
•Open innovation
•Introduction to technology transfer
•Models of technology transfer
•Identifying external technology
•Case study: Strategy for Business Innovation in Japanese Automobile Industry (Imai, 2017, p. 131)
|
|
※AL（アクティブ・ラーニング）欄に関する注
・授業全体で、AL（アクティブ・ラーニング）が占める時間の割合を、それぞれの項目ごとに示しています。
・A〜Dのアルファベットは、以下の学修形態を指しています。
【A：グループワーク】、【B：ディスカッション・ディベート】、【C：フィールドワーク（実験・実習、演習を含む）】、【D：プレゼンテーション】
|
|
|
|
|
|
A: 30% B: 30% C: --% D: 40%
|
|
Report 25%
Discussion 25%
Absence 20%
Presentation 30%
|
|
|
|
|
|
|
|
備考
|
Course digital materials will be distributed. No particular textbooks are specified. You will be informed of the books in advance if they are deemed to be vital for the course.
|
|
|
|
|
|
|
|
Innovation, Innovation Management, Research Development, Product Architecture, Open Innovation, Closed Innovation,
Commercialization Process of Innovation, Data Science, Healthcare Industry, Business Model, Innovation Policy
|
|
|
|
|
|
|
Advanced Course on Research & Development Management, Advanced Course on Strategic Technology Management
|
|
|
|
|
|
Mega M. Cahyanti
mega_mc@yamaguchi-u.ac.jp (email)
|
|
|
|
|
Anytime. Please contact the lecturers in advance through email to request a meeting.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|