Course 2021-2022 a.y.


Department of Management and Technology

Course taught in English
Go to class group/s: 31
CLMG (6 credits - II sem. - OP  |  SECS-P/06) - M (6 credits - II sem. - OP  |  SECS-P/06) - IM (6 credits - II sem. - OP  |  SECS-P/06) - MM (6 credits - II sem. - OP  |  SECS-P/06) - AFC (6 credits - II sem. - OP  |  SECS-P/06) - CLELI (6 credits - II sem. - OP  |  SECS-P/06) - ACME (6 credits - II sem. - OP  |  SECS-P/06) - DES-ESS (6 credits - II sem. - OP  |  SECS-P/06) - EMIT (6 credits - II sem. - OP  |  SECS-P/06) - GIO (6 credits - II sem. - OP  |  SECS-P/06) - DSBA (6 credits - II sem. - OP  |  SECS-P/06) - PPA (6 credits - II sem. - OP  |  SECS-P/06) - FIN (6 credits - II sem. - OP  |  SECS-P/06)
Course Director:

Classes: 31 (II sem.)

Class-group lessons delivered  on campus

Suggested background knowledge

No formal prerequisites.

Mission & Content Summary


Innovation-focused firms face two critical challenges in managing their organizations. First, they must develop robust strategies for coordinating the production, design, and development of products and services within the firm while making strategic decisions under uncertainty. Second, because of the emergent and evolving nature of innovation-centric industries, firms must develop strategies and routines for cooperating with external partners, who may possess important knowledge and capabilities, in their ecosystem. For instance: companies like Facebook and Uber must find new ways to grow internally by making choices about which new businesses to buy, based their highly uncertain future potential, as well as collaborate with complementors and competitors to build a sustainable industry ecosystem.


Accordingly, this course focus on developing strategies for coordinating growth activities within firms as well as fostering cooperation activities outside the firm, both of which are essential for innovation success. At the end of the course, students understand the fundamental issues a general manager must cope with when organizing innovation activities both within and outside the firm.


The course focuses on the main internal growth choices managers must make, with special emphasis on decision-making under uncertainty for innovation-focused firms. Topics include:

  • Internal coordination.
  • Organic growth.
  • Make or buy decisions.
  • Organization for innovation.
  • Divestitures.


The cases and classes exercises span several current industries across several continents and include issues of practical importance such as sustainability and data ethics.

Intended Learning Outcomes (ILO)


At the end of the course student will be able to...
  • Understand the different types of growth strategies for internal growth available to firms.
  • Understand different types of innovation outcomes and strategies available to firms.
  • Understand the different types of collaboration strategies available to firms.
  • understand how firms can make decisions about complex problems under uncertainty.


At the end of the course student will be able to...

This course is intended primarily for students who envision themselves occupying managerial positions in innovation-focused business organizations. Such positions are not limited to general management but rather include a variety of non-executive positions that entail managerial decisions and actions that have strategic implications. Therefore, it is increasingly important for many managers to acquire relevant skills needed to understand how their actions may affect the firms that employ them. The course incorporates conceptual readings, recent research findings, as well as cases of actual firms, to ensure an up-to-date perspective on the topic:

  • Conduct cases analyses - qualitative and quantitative.
  • Develop different product development strategies based on the type of firm and type of product.
  • Interact with external speakers.
  • Advise a company in solving real problems.

Teaching methods

  • Face-to-face lectures
  • Guest speaker's talks (in class or in distance)
  • Exercises (exercises, database, software etc.)
  • Case studies /Incidents (traditional, online)
  • Group assignments


  • Guest speakers may visit the class.
  • In class activities and presentation either individual or in gorup may be assigned.
  • Students are expected to read cases and complete group assignments before coming to class.

Assessment methods

  Continuous assessment Partial exams General exam
  • Individual assignment (report, exercise, presentation, project work etc.)
  • Group assignment (report, exercise, presentation, project work etc.)
  • Active class participation (virtual, attendance)


Attending students are assessed on their knowledge and understanding of the different strategies for internal growth, innovation, alliances, and collaboration:

  • Through class participation (25%).
  • A group assignment focused on an in-depth analysis of a company focusing on developing one of the above 4 strategies (50%). 
  • In addition, at the end of the semester they submit learning logs (25%) which test how students apply what they have learned in a managerial setting.


Non-Attending students are assessed on:

  • An individual project where they develop a new project development strategy for a firm of their choice that should reflect their knowledge and understanding of the course material (100%).
  • This written paper should not exceed ten (10) double-spaced typewritten pages, (with 1" margins and 12-point font).

Teaching materials


Slides, book chapters, and articles are distributed in class and posted on Bboard.

Last change 02/02/2022 16:39