Innovation in Organizations: Knowledge, Creativity and the Processes of Innovation
6 ECTS credits, Advanced Level, Optional
Today, all kinds of organizations and businesses must have the ability of constantly innovating and turning environmental uncertainty into exploitable advantages. In this context, demands for creative thinking, and better use of organizational knowledge for enhanced innovation performance and innovation output are raised on employees at all levels. This course provides an introductory overview of innovation, innovation processes and innovation management, placing particular emphasis on the underlying phenomena of knowledge and creativity. The objective is to improve the students' understanding the nature and dynamics of organizational knowledge, the prerequisites and processes of organizational creativity, and how knowledge and creativity relate to innovation.
Innovation in itself is central to the course. Various forms of innovation that can be pursued by organizations will be explained, and the students will develop frameworks for analyzing how different organizational structures, processes and management methods can be used for implementing and managing innovation. The course aims at opening up the black box of innovation and equipping the students with concepts and frameworks that will help them to apprehend and better manage innovation.
Mode of delivery (face-to-face, distance learning)
Face-to face teaching, individual student work and student presentations. Three (3) effective face-to-face teaching hours per week.
Prerequisites and co-requisites
Introductory courses in Management and/or Business Strategy and/or Organizational Behaviour are recommended.
Recommended optional programme components
Independent research and use of bibliographical sources to synthesize material and analyze specific topics related to innovation.
Introduction to the Course (Session 1)
- Structure and Requirements
- Overview of the three subject topics – Innovation, Creativity and Knowledge.
Innovation (Sessions 2-3 & 5 & 7)
- What is innovation and where does it happen? Definitions, Terminology, Types and Forms of Innovation,
- Determinants of Creativity and Innovation,
- Insights from Innovation Leaders. Open Innovation,
- Drivers for innovation,
- Innovation management frameworks, the new product and service development process, brining innovation to the market,
- Opportunities for Innovation: Ten Types of Innovation.
Basics of Creativity and Knowledge and their Management (Session 4)
- Overview of creativity as a concept – Core elements, Myths & Truths,
- The language of knowledge.
Intermediary presentations (Session 6)
Further on Creativity (Session 8)
- Creative Strategizing - Strategic management frameworks and their relation to creativity and innovation,
- Creativity Tools - Developing the creative potential of human resources,
- Blockages to innovation and creativity.
Further on Knowledge (Sessions 9-10)
- Forms of organizational knowledge,
- The Knowledge Effect – Valuing Intellectual Capital,
- Knowledge Management – What and How,
- Tools for Knowledge Management,
- The Egg Game – Creativity and team-building game.
Final Presentations (Sessions 11-12)
Recommended or required reading
Textbooks are recommended mostly for the part on innovation management. One of the following textbooks is a useful background reading for the entire course:
- Keely, L. et al (2013), Ten Types of Innovation: The Discipline of Building Breakthroughs, John Wiley.
- Schilling, M. (2016), Strategic Management of Technological Innovation, 5th Edition, McGraw-Hill. Earlier editions are also still relevant!
- The OSLO MANUAL, OECD, chapters 2 and 3.
Other important books in the innovation field:
- Burgelman, R.A. Christensen, C.M. & Wheelwright, S.C. (2008), Strategic Management of Technology and Innovation, 5th Edition, McGraw-Hill.
- Chesbrough, H.W. (2006) Open Innovation The New Imperative for Creating and Profiting from Technology, Harvard Business School Publishing.
- Christensen, C.M. (1997), The Innovators Dilemma, Harvard Business School Press.
- Christensen, C.M. & Raynor, M.E., (2003), The Innovators Solution, Harvard Business School Press.
Highly rated books on Knowledge and Creativity
- Milton, N. & Lambe, P. (2016), The Knowledge Manager's Handbook, Kogan Page Publishers.
- Easterby-Smith M and Lyles M. (eds), (2011), Handbook of Organizational Learning and Knowledge Management, 2nd Edition, Wiley.
- Michalko, M. (2001), Cracking Creativity: The Secrets of Creative Genius for Business and Beyond, Ten Speed Press.
In the following, articles are listed for each of the three different parts of the course. Two articles in each part are compulsory readings for all students. These articles are listed first in bold. Another four articles are listed per part, as an indication of important readings depending on the subject of the dissertation selected by the students. In addition, a separate reading list will be provided.
- Crossan, M.M. & Apaydin, M (2010) "A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature", Journal of Management Studies, 47(6): 1154-1191.
- Dyer, J.H., Gregersen, H.B. & Christensen, C.M. (2009)", Harvard Business Review, December: 61-67.
- Christensen, C.M., Raynor, M. & McDonald, R. (2015), "What is Disruptive Innovation", Harvard Business Review, Dec ember: 44-53.
- Huston, L. & Sakkab, N. (2006) "Connect and Develop: Inside Procter & Gamble's New Model for Innovation", Harvard Business Review, March: 58-66.
- West, J. & Bogers, M. (2013), "Leveraging external sources of innovation: A review of research on open innovation", Journal of Product Innovation Management, 31(4): 814-831.
- Herrmann, D. & Felfe, J. (2014), "Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity", British Journal of Management, 25(2): 209-227.
- Florida, R. & Goodnight, J. (2005), "Managing for Creativity", Harvard Business Review, July-August: 124-131.*
- Amabile, T.M. et. al. (2002), "Creativity under the Gun", Harvard Business Review, August: 52-61.
- Amabile, T.M., Schatzela, E., Moneta, G & Kramer, S. (2004), "Leader behaviors and the work environment for creativity: Perceived leader support ", Leadership Quarterly, 15: 5-32, 2004.
- Kelley, T. & Kelley, D. (2012), "Reclaim Your Creative Confidence", Harvard Business Review, December: 115-118.
- Sutton, R.I. (2001), "The Weird Rules of Creativity", Harvard Business Review, September: 94-103.
- Nonaka I, von Krogh, G. & Voelpel, S., (2006), "Organizational Knowledge Creation Theory: Evolutionary Paths and Future Advances", Organization Studies 27(8): 1179-1208.
- Johns, T. & Gratton, L. (2013), "The Third Wave of Virtual Work", Harvard Business Review, January-February: 66-73.*
- Brown J.S., Duguid P. (1999), "Organizing Knowledge", California Management Review, 40(3): 90-111.
- Davenport, T.H. (2013), "Analytics 3.0", Harvard Business Review, December: 65-72.
- Nielsen, B. & Michailova, S. (2007), "Knowledge Management Systems in Multinational Corporations: Typology and Transitional Dynamics", Long Range Planning, 40: 314-340.
- Soderquist, K.E. (2006), "Organizing Knowledge Management and Dissemination in New Product Development: Lessons from 12 Global Corporations", Long Range Planning, 39(5): 497-523.
Planned learning activities and teaching methods
Nine lectures and three presentation sessions. Lectures, reading assignments, exercises, games, individual student work and student presentations.
Assessment methods assessment methods and criteria
70% of the grade is based on an individual (or pair) dissertation (60% written report, 10% presentation).
30% of the grade is based on individual reading assignments and individual participation. The reading assignments relate to the three articles marked in bold above:
Crossan, M.M. & Apaydin, M (2010) "A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature", Journal of Management Studies, 47(6): 1154-1191.
Herrmann, D. & Felfe, J. (2014), "Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity", British Journal of Management, 25(2): 209-227.
Nonaka I, von Krogh, G. & Voelpel, S., (2006), "Organizational Knowledge Creation Theory: Evolutionary Paths and Future Advances", Organization Studies 27(8):1179-1208.
Concerning the dissertation, it is recommended that it is done in pairs of two students. Each student must explicitly indicate his/her individual contribution to the whole and the presentation must be shared between the students.
Students will select topic area as soon as possible (emphasis on Innovation or Creativity or Knowledge – integrated subjects are also encouraged). The final dissertation must contain a synthesis of various literatures on the selected subject (topic area and specific theme within selected topic area), and an integration of examples from practice through the study of company/organization cases and company/organization websites. Students are also encouraged to enrich their dissertation with primary data, e.g., from interviews with managers or other relevant actors in Greece or in their home country of studies.
A template for the dissertation will be handed out at the beginning of the class. Indicatively, the dissertation should be about 6.500 words (between 6.000 and 7.000 words).
It is estimated that the dissertation will require at least another three (3) effective study hours per week and student.
Language of instruction
Work placement(s) N.A.