Faculty: Dr. Hal Rumsey
West 601 First Avenue
Spokane, WA 99204-0399
(509) 358-7936 FAX 7899 E-Mail: rumsey@lilac.sirti.org
Home Phone: (509) 448-3971
Office Hours: Tuesday through Thursday: 10 a.m. - 3 p.m.
You may contact me at the office, or at home during any reasonable
hour.
REQUIRED TEXT: Strategic Management of Technology and
Innovation, Second Edition; Robert A. Burgelman, Modesto A.
Maldique, and Steven C. Wheelwright; Irwin, 1995.
SUGGESTED SUPPLEMENTAL TEXTS:
COURSE DESCRIPTION
This course features current coverage of the timely topic of managing technological innovation and rich exposure to the management of innovation. It integrates technological strategy, new product development, and corporate entrepreneurship and innovation.
This course features action-oriented cases to involve students
and increase relevance. It also integrates technological strategy,
product development, and corporate entrepreneurship and innovation.
Since this course is a graduate seminar in strategic management
of technology, we hope to integrate as many strategic thinkers
in the course as possible. If you know outstanding individuals
with expertise in this area, we would love to invite them to participate
with us. Class Schedule and Content
| 1
RB | 1/13 | P. 1-12, I-1 The Art of High Technology Management | III-2 |
| 2
HR | 1/20 | II-4 Technological Forecasting for Decision Making | I-1,II-1 |
| 3
RB | 1/27 | II-3 Taking Technology to Market | II-3 |
| 4
HR | 2/3 | II-9 Telephone Companies | II-2,11 |
| 5
RB | 2/10 | II-16 Strategic Intent
III-5 Collaborate with Your Competitors--and Win | II-14 |
| 6
HR | 2/17 | II-12 Fading Memories | III-8 |
| 7
RB | 2/24 | II-5 Patterns of Industrial Innovation
II-8 Profiting from Technological Innovation | II-16 |
| 8
HR | 3/3 | II-11 Competing Technologies: An Overview
II-14 Technological Discontinuities and Organizational Environments | II-15. III-3 |
| 9
RB | 3/10 | II-6 Management Criteria for Effective Innovation
III-4 Absorptive Capacity | IV-7 |
| 10 | 3/17 | Spring Break | |
| 11
HR | 3/24 | II-13 Corporate Entrepreneurship and Strategic Management
III-6 Managing the Internal Corporate Venturing Process | IV-2,3 |
| 12
RB | 3/31 | II-1 How to Put Technology into Corporate Planning
II-2 The Core Competence of the Corporation | IV-1,6 |
| 13
HR | 4/7 | II-15 Architectural Innovation | III-7, IV-4 |
| 14
RB | 4/14 | II-7 Organizational Determinants of Technological Change
III-1 The Lab that Ran Away from Xerox | III-1, V-1 |
| 15
HR | 4/21 | III-2 Financial Engineering at Merck
IV-1 Communication Between Engineering and Production: A Critical Factor | IV-8 |
| 16
RB | 4/28 | II-10 Competition, Compatibility, and Standards
III-3 The Transfer of Technology from Research to Development | III-6 |
Deliverables:
1. 3 Concept Papers: Each student will prepare three short concept
papers during the course of the semester. Topics may be developed
from course readings, relevant journal articles, books, or current
articles from the Wall Street Journal or other business publications.
Each paper will consist of a review of the basic concept (including
a summary of the published background) and a critical analysis
of how the concept or approach might be applied in your real-world
context. You may schedule your submission of the papers at your
discretion, but I will accept no more than one paper per week
for each student. I will accept no papers after June 26.
2. 2 Oral Presentations of Case Analysis: Each student will be
part of a team which will develop an analysis of the cases listed
in the syllabus. I anticipate that each student will be responsible
for contribution to the analysis of two cases. Hard copy plus
Powerpoint or other graphical presentation software files will
be provided to the instructor within two weeks after the presentation.
Teams will be evaluated as a whole; I will make no effort to distinguish
the contributions of individual team members. Presentations should
be limited to a maximum of 30 minutes each.
3. Written Summary of Case Analysis: Each team will prepare a
written summary of their case analysis. The written summary will
be due within two weeks after the oral presentation. In general,
the paper should summarize the salient points of the case, summarize
the basis of analysis for the pertinent issues, and present final
recommendations. I would anticipate that five pages should be
adequate to treat most of the cases.
4. Weekly Decisions Forms for the Aerospace Business Environment
Simulator: We will be using a business simulation game to explore
what it is like to strategically manage a business "by the
numbers." We will form some six to ten teams which will be
responsible to manage their own "companies" in this
simulated competitive environment. We will begin the game at the
end of Session #3 of the semester when the first round of decisions
will be due. Subsequent decisions will be due at the beginning
of class each week.
5. "Company Report" for the ABES. Each "company"
will prepare a final report on the outcome of the ABES exercise.
The report will address financial performance, success of strategic
policies, and comparative performance of your company in the industry.
The report will be due on July 1. Your final grade on this portion
of the course will depend on your company's ranking within the
industry, as well as the quality of your final report.
6. Participation/Quizzes: The success of a graduate seminar such
as this depends on the full participation of all class members.
If the level of discussion makes it clear that some students are
not doing the required background reading, I reserve the right
to administer unscheduled quizzes to determine your level of readiness.
The best method I have found for preparation in a course such
as this is to outline the readings to insure I have captured their
essence.
GRADING: Each student's grade will consist of the following elements:
3 Concept Papers 3 @ 10% 30%
2 Oral Presentations of Case Analysis 2 @ 10% 20%
Written Summary of Case Analysis 2 @ 10% 20%
"Company Report" for the ABES 20%
Participation/Contribution/Quizzes 10%
Class Communications: We will rely primarily on electronic communications
in this course. Hard copies of handouts will be used as a last
resort. I have established an account on a WSU server here in
Spokane, and all students in this course may access the account
to post files (papers or ideas for sharing) and to download files
for their own use. Computer gurus at each site should be available
to assist you with the details of this process. The parameters
(address) of the account are (is): IPN: 192.94.22.13 Logon ID
is emgt. Password is emgt. (Note that logon and password are case
sensitive.) I have found that FTP is the most straightforward
method for uploading and downloading files.
If you are posting a file to the account, please notify me by
E-Mail (Preferred) or Fax at the numbers noted in the beginning
of this syllabus.
We will also try to establish strong networking patterns in the
course to encourage the sharing of information. Please submit
the information on the following page to me as soon as possible.
(If you have privacy act concerns, I will have my lawyer contact
your lawyer.) You may submit this sheet to your friendly WHETS
operator, or you can be bold and impetuous and e-mail the information
to me.
Name: ______________________________________________________________________
Organization: _______________________________________________________________
Telephone: __________________________________________________________________
E-Mail: _____________________________________________________________________
Principle Function: _________________________________________________________
Significant experience in technology management:
Particular areas of expertise which I believe I can contribute
to this course:
Individuals who would make outstanding guest speakers for the course:
(Please include name, organization, and how we should go about
contacting them.)