Faculty
This course is organised by Professor mso Mette Mønsted at the Department of Management, Politics and Philosophy (MPP) and president of EUDOKMA Professor Hans Siggaard Jensen from School of Education, Aarhus University.

Course Coordinator
Professor mso Mette Mønsted

Students are expected to submit 2 pages on their project by 16 september 2011, and to read the literature. The students have to follow all the 5 days of the course

The purpose is to get an understanding of the complexity of innovation management. The mapping of the different disciplinary approaches to innovation management is creating the context for developing the understanding of management of innovation in relation to knowledge management, and understands the methodology challenges in this field. The theme is stressing the challenges to management theory, and is tied to an organisational theoretical perspective of innovation management.

The course is a part of the European Doctoral School in Knowledge and Management (EUDOKMA) - a European network programme

The innovation and knowledge management course will focus on the management of uncertainty and ambiguity in innovation. The course will discuss the different perspectives on innovation and research management in relation to knowledge management, the concepts of knowledge and the level of analysis of innovation management. This includes the challenges of handling speed, flexibility, uncertainty, and creation of collaborations for innovation, and new organisations and structures. What do managers do and how do they involve knowledge from networks and collaborations? The relation between the more policy oriented innovation systems, the processes of innovation and the knowledge sharing and learning within firms are discussed. These perspectives reflect new demands and conditions in the post-industrial economy.

The Innovation and Knowledge management course is covering both the classical innovation perspectives in national systems of innovation, the innovation in economic research, but also the concept of knowledge and management in networks for innovation and creation of and value of knowledge. How this could be studied and the different methods used in the field are included in a section on method reflections. The practice of Innovation and Knowledge Management research is not the traditional knowledge management in information systems, but is providing a course with a critical perspective on some of the traditional models and focusing not on classification of knowledge, but on innovation and value of new knowledge.

The literature is trying to focus on some of the “classics” and by this try to map the different approaches and discuss disciplinary and method differences.

The design of the programme is securing the students to get an understanding of the very diverse approaches to innovation management, and to understand why the innovation management perspective is a challenge to management theory in the knowledge society.

The students will be introduced to methods to study the management of innovation, and the special challenges in this field of uncertainty and turbulence.

Lecture plan

Time/period	Faculty	Title
Monday 3 October
9.30-10.30	Mette Mønsted and Hans Siggard Jensen	Introduction: By panel of professors and round of Ph.D.students
10.45-12.30	Hans Siggard Jensen	Overview of research and innovation
12.30-13.30		Lunch
13.30-16.30	Mette Mønsted and Hans Siggard Jensen	Forms of management – what is the level of management we include? And what are the types of uncertainty?
Tuesday 4 October
9.00-12.30	Hans Siggard Jensen	Innovation systems
12.30-13.30		Lunch
13.30-16.30	Mette Mønsted and Hans Siggard Jensen	All participants send 1 page, and the we organised discussions of student projects
Wednesday 5 October
9.00- 12.30	Hans Siggard Jensen	Knowledge management and concept of knowledge
12.30-13.30		Lunch
13.30-16.30	Mette Mønsted and Hans Siggard Jensen	Research management
Thursday 6 October
9.00-12.30	Mette Mønsted and Hans Siggard Jensen	Discussion of student projects.
12.30-13.30		Lunch
13.30-16.30	Mette Mønsted and Hans Siggard Jensen	Innovation collaborations and network
Friday 7 October
9.00-12.30	Mette Mønsted and Hans Siggard Jensen	Method perspectives – how to study these complex phenomena
12.30-13.30		Lunch
13.30-15.00	Mette Mønsted and Hans Siggard Jensen	Evaluation

The form of the seminar is a combination of lectures, and discussions with the 2 organisers, who will be there the whole week and creating a form of “summer-school”.

( chapters from John Storey (ed.) The Management of Innovation vol. 1 and 2. Edward Elgar publ. 2004- This is a 2 volume handbook, but all chapters are also published in journals, which is first indicated)

-Van de Ven, A.H. (1986) Central Problems in the Managmeent of Innovaiton. Management Science 32 (5) May 590-607 (1 Chapter 6 pp 167-84))

-Lundvall, B.Å. (1998) Why study National Systems and National Styles of Innovation? Technology Analysis & Strategic Management. 10 (4) p. 407-21 (1 Chapter 9 pp 242-56)

- Teece, D.J., G. Pisano, A.Shuen(1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18 (7), 509-33 (1 chapt 15 pp 411-35)

-Dougherty, D. & C. Hardy (1996), Sustained Product Innovation in Large, Mature Organizations: Overcoming Innovation-to-Organization Problems. Academy of Management Journal. 39 (5) October 1120-53 ( 2 Chapt 2 pp 22-55)

- Mumford, M.D. (2000) Managing Creative People: Strategies and Tactics for Innovation. Human Resource Management Review. 10 (3) 313-51) ( 2 chapt. 10 pp. 154- 92)

-Storey, J. (2000) The Management of Innovation Problem. International Journal of Innovation Management, 4 (3),September 347-69 (2 chapt 10 pp 216-38)

-Brown, J.S. & P. Duguid (1991) Organizational Learning and Communities of Practice: Toward a Unified View of Working, Learning, and Innovation. Organization Science 2(1), February 40-57 ( 2 chapt 16 pp 351- 68)

- Coombs, R. & R. Hull (1998) “Knowledge Management practices” and Path-Dependency in Innovation. Research Policy. 27 (3) 237-53. ( 2 chapt 17 pp. 369-85)

- von Hippel, E. (1976) The dominant role of users in the Scientific Instrument Innovation Process. Research Policy, 5 (3) July 213-39 ( 2 Chapt 19 pp. 402- 28)

- Swan, J., S. Newell, H. Scarbrough, D. Hislop (1999) Knowledge management and Innovation: Networks and Networking. Journal of Knowledge Management.3 (4) 262-75 (2 chapt 22 pp 470-84)

-Birkinshaw, J., Hamel, G., Mol, M.J. (2008) Management Innovation. Academy of Management Review vol. 33(4) pp 825-45

-Mc Kinlay, A. (2000)The Bearable Lightness of control: Organisational reflexitity and the politics of knowledge Management. In Prichard, C., R. Hull, M. Chumer, H. Willmott (eds) Managing Knowledge. Critical Investigation of work and Learning. McMillan Press London. Pp. 107-21

- Mønsted, M. & F. Hansson (2010) Creating space for research: the charismatic entrepreneur as research Director. Creativity and Innovation Management. Vol. 19 (1) 47-55

-Taylor, J. (2007) Managing the Unmanageable: the Management of Research in Research-intensive Universities. Higher Education Management and Policy. 18 (2) pp. 1-25

 Please send your application to kht.research@cbs.dk no later than September 1st 2011