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Subject Description Form

Subject Code


Subject Title

Management of Innovation and Technology

Credit Value







Innovative and successful new products/services involving technologies provide
the basic drivers of both business and economic/social development within China
and worldwide. This course is designed to provide students with a broad
perspective on the key issues involved in the effective management of technology
and innovation, including market, technological, and organisational factors, in
today’s fast-changing, competitive, global environment. The course aims to help
students develop an understanding of the nature of technological work and
knowledge systems in technology as well as the key considerations in managing the
innovation process. From this basic understanding, the role of technology and
innovation in business strategies and operations is examined. Students should gain
insights into the key factors affecting product development success or failure
through various case study discussions and the review of empirical research

Intended Learning

Upon successful completion of the subject, students will be able to

Subject Synopsis/
Indicative Syllabus



comprehend and analyse the fundamental issues and challenges of technology
management, new product development, and innovation management within
an organisational context;


follow an organisational process model for managing technology, and new
product or innovation management;


possess the insights necessary to function as an effective general manager in
managing the innovation process and avoid common errors and


link technology and innovation decisions to a company’s strategic planning
and operational management processes;


identify and formulate managerial strategies applicable to new venture
projects that involve technology and innovation.

1. Importance of Technology and Innovation in Economic and Social Development
Risks and rewards of technological innovation; role of government policy in
promoting technology and innovation; role of technology and innovation in
China’s/Hong Kong’s economic development; past successes, current
challenges, and future directions in Chinese economic development;
sociocultural factors inhibiting technology development and innovation
management in Chinese societies.

and difficulties. 6. strategies. linkages among technologies. obstacles and challenges in the new product development process. Understanding the Key Factors that Affect New Product Development Success or Failure Lessons learned from decades of empirical research. how to encourage innovation in established organisations. managing new ventures. Organisational Process Model of New Product Development and Innovation Management Activities and tasks involved in the organisational new product development process. opportunities. how to overcome Chinese cultural barriers. work motivations of engineers.2010 . 5. incremental new product innovation. in-depth case studies. differences between organised R&D and individual inventions. The nature of engineering work and key issues for managing a technology-based organisation. products. illustrative classical examples and cases of new product/technology development success and failure. best sources of ideas for technology. Sources of Ideas for Technology and Innovation Management Information flow in technology. roles of standards and network externalities. thinking “outside the box” – how to overcome cognitive biases and “functional fixedness”. Organisational Nature of Technological Work and Knowledge Systems in Technology Differences between technology and science. and operations. understanding the innovation diffusion process. How to Push New Product Development or an Innovation Project through the Organisation Critical roles in the innovation process. case studies. Managing a High-Performance Team of Technical and Innovative People How to build and lead a high-performance project team – the importance of creating and managing “creative tension” in the innovation process. Current Issues in Managing Technology and Innovation in China/Hong Kong Trends. 4. timing of new product entry. market pull new product development. special considerations regarding complex systems. overcoming different challenges in pushing an innovative project through an organisation. capturing novel ideas and user needs. or technologies. separating facts from fiction. 7. roles of lead users and opinion leaders.2. 8. Illustrative examples and in-depth case studies. strategic considerations in the management of technology and new product development.7. internal vs. and how to cultivate the innovative capabilities of an organisation. 3. how to avoid common misunderstandings and errors. common misunderstandings about technology. external sources. integration – how to build organisational core competence. dual requirements of an “innovative” idea. technology push vs. 15. innovation vs. radical vs.

2010  Conducting projects and project discussions 20 Hrs. Student Study Effort Expected Class contact:  Lectures 21 Hrs. The field project components require students to apply what they have learnt to realistic work scenarios. In-class exercises and participation in case discussions 15% 3. which include selected readings and brief lectures pertaining to the theme of each session. Case discussion and project activities take place against a background of conceptual materials.7.Teaching/Learning Methodology Assessment Methods in Alignment with Intended Learning Outcomes This subject is offered in block mode format at the weekends. This also helps students to develop analytical and organisational communication skills in technology and innovation management. group-based exercises. Final field project report 30% Total 100% Intended subject learning outcomes to be assessed a b c d e                   Assessment comprises individual and group assignments. and case studies is used to deliver the various topics. The individual tests are designed to assess students’ understanding of the lecture materials and application of the knowledge learnt. tutorial exercises. tests.  Studying the materials covered by lectures for tests 30 Hrs. Some material is covered using a problem-based format where this advances the learning objectives. Individual participation in class discussions is used to evaluate the students’ course preparation work. Other student study effort: 15. A mixture of lectures. and a group project.  Tutorials/Seminars/Case studies 21 Hrs. Individual final field project presentation 5% 4. and assignments are used to develop and assess the students’ group problem-solving process and work collaboration skills.  Preparation for seminars/case studies 21 Hrs. Specific assessment methods/tasks % weighting 1. . usually spread over a month. Interactive case analyses. Two in-class individual tests 50% 2.

latest edition 5. Strategic Management of Technology and Innovation. Open Innovation. Christensen. Harvard Business Press. Schilling. Utterback. Robert. Mastering the Dynamics of Innovation. latest edition 3. Managing Strategic Innovation and Change. Strategic Management of Technological Innovation. McGraw Hill. Christensen Clayton and Wheelwright Steven. 133 Hrs. Burgelman. Michael and Anderson.7. Irwin/McGraw Hill. Preparation for project presentations and report writing Total student study effort Reading List and References 15. James. latest edition 4. Oxford Press. Clayton.2010 20 Hrs. latest edition 2. MA. latest edition . Melissa. Tushman. Chesbrough. latest edition 6. Innovation and the General Manager. Philip. Henry. 1. Boston. Harvard Business Press. McGraw-Hill/Irwin (ISBN: 0-072536950).