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HU Credits:
3
Degree/Cycle:
2nd degree (Master)
Responsible Department:
Business Administration
Semester:
1st Semester
Teaching Languages:
English
Campus:
Mt. Scopus
Course/Module Coordinator:
Dr. Sharon Arieli
Coordinator Office Hours:
Before/after the lesson
Teaching Staff:
Dr. Sharon Arieli
Course/Module description:
Organizations are expected to be more flexible, adaptive, entrepreneurial, and innovative in meeting the changing demands of today’s environment. Their ability to perform innovatively plays an important role in gaining a competitive advantage in many areas of business management, and is often associated with personal and organizational success. Not surprisingly, managers and organizations constantly strive to improve organizational capabilities for innovation, crafting organizational culture that cultivate creative thinking and change, advancing employees’ abilities to instigate innovative strategies and ideas.
But is it even possible? Can innovation be managed? What about creative performance: Would a stroke of genius come on demand?
Innovation management has never been as present as it is today, everybody talks about it, and use this term. It is a dynamic, complex, process incorporating both external and internal factors and should be crafted wisely to match both the nature of the firm and the market. In addition, innovation can hold different forms – it can be radical, or incremental, disruptive or sustaining, cultivated in various business domains, such as product development, building a business model, or improving procedures. Understanding the full meaning of innovation, identifying and differentiating between various types of innovation would build foundations for effectively managing organizational innovation allowing to attain desired organizational outcomes.
One of the critical demand for innovation is creativity. For many years creativity has been considered a "gift" that one is either born with or not. Thus, it has been generally believed that creative managers and employees are born not made. Recent approaches view creativity in a more malleable manner. They are grounded in the assumption that the ability to be creative can be facilitated and nurtured by organizations. Creativity, then, is a skill that can be acquired and improved by practice, and it can be applied on demand.
Course/Module aims:
This course takes the students to a journey through theories and practices of innovation and creativity in organizations, representing the dynamics and continuity of change, and defining the capabilities and processes required. The course critically reviews and integrates widespread and prominent approaches for amplifying innovation and creativity in organizations.
Learning outcomes - On successful completion of this module, students should be able to:
Combining lectures, case studies, class exercises and simulations, the course offers students the opportunity to explore how to instigate business innovation and entrepreneurship through facilitating problem solving, identifying business opportunities, and to generating novel business solutions. By the end of the course students will gain both theoretical knowledge and hands-on experience.
Attendance requirements(%):
Students are expected to actively participate in at least 80% of the classes. To prepare for classes, students are required to read assigned articles. Although students are not required to hand in any reading report before class, they are expected to read and understand the material.
Teaching arrangement and method of instruction:
Combining lectures, case studies, class exercises and simulations.
Course/Module Content:
1) Introduction: Innovation and Creativity in Organizations (lessons 1-3)
1.1) Innovation and creativity in organizations: Two integral parts of the same process or two distinct processes? (lessons 1-2)
• Defining creativity and innovation: Differences and Commonalities
• Critical demands for creativity and innovation
• Different forms of Innovation: domain, intensity, source
1.2) Understanding the dynamics and continuity of change: External factors instigating or attenuating organizational innovation (lesson 3)
• The Open system theory
• Contingency Theory
• Diffusion of innovation: Industry/product life cycle
• Hypercompetition
2) Building Innovative Organizations (lessons 4-6)
2.1) Developing innovation capabilities in the organization (lesson 4)
Organizational ambidexterity Exploration vs. Exploitation
• McKinsey’s Three Horizons of Growth
• Dynamic capabilities
• Closed and Open Innovation
2.2) Organizational culture and climate facilitating creativity and innovation (lesson 5)
• Models for creativity in organizations
• Facilitators and impediments of creativity
• Espoused organizational values cultivating creativity
2.3) The interplay between Employees, the immediate organizational context and the broader context (lesson 6)
• The interactionist approach for creativity: Congruency between actors and their organizational context
• Managing group processes and diversity
3) Innovation management (lessons 7-13)
3.1) Foundations in Design Thinking: Managing the innovation process (lesson 7)
• What is Design thinking and how in facilitate organizational innovation
o Perspective taking
o Ideation
o Story telling
3.2) Blue Ocean Strategy (lesson 8)
• Creating new market space and making the competition irrelevant
3.3) Managing the idea generation process: Systematic innovative tools (lesson 9-12)
• Constructing the task: Taking a problem solving approach
• The Attribute Dependency Template and the Function and The Forecasting Matrix
• The Closed World Principle and the Replacement Template
• The Displacement and Multiplication Template
Project perpetration and presentation (lessons 13-14)
Required Reading:
For a detailed list see the syllabus in the course's site at Moodle.
Additional Reading Material:
For a detailed list see the syllabus in the course's site at Moodle.
Grading Scheme :
Additional information:
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