ICS , Graduate School of International Corporate Strategy
[Term 4] Innovation & Organization (E. Osono) (2009/Term 3&4 (Spring&Summer))
The annual reports of many companies talk about their aim to come up with innovation. However, it is not easy. Why? It is because it is often difficult for an organizational environment that encourages innovation to co-exist with an organizational environment that supports the efficient and reliable execution of an established business. For innovation, you need an organizational environment that encourages innovation, namely, risk taking, an action orientation, learning from failure, and slack resources, to name a few. For execution, there must be accountability for the results and less tolerance for failure.
This course builds on the knowledge in Knowledge Management, Organizational Behavior, and Innovation Management to deepen your understanding of organizational design, management practices, idea generation, and the experimentation process for innovation. It tries to answer such questions as, “how can I make my group innovative?” and “what are the critical characteristics for idea generation and the experimentation process?” (Module 1), “what is the organization that encourages innovation rather than hinders it like?” (Module 2), and “how can we develop innovative new businesses within a large organization?” (Module 3). In addition, throughout the course, students will be asked to conduct some individual-level exercises outside of the classroom, which will ask you for example, “Do at least one thing differently from your normal routine” and “Make all of your mundane decisions on an intuitive yes/no basis.”
This course has two aims. One is to help you develop to become a better player as an individual who can take different perspectives, pay attention to details, and be mindful. The second is to help you develop to become a better team leader of innovative projects. You do not have to wait until you climb up the corporate ladder to make your company more innovative. There are many things you can do. Understanding several core factors for innovative organization will give you the foundation.
The Term 2 (Winter) course, Innovation & Competition, which focuses on the strategy side of innovation management, and this course are complementary but independent enough so that those students who did not take Innovation & Competition will still learn effectively.
Teaching Method
The course is case-oriented. The core factors of innovative organizations are not complicated, but how to implement them in organizations is the challenge. Hence, we learn from best practice companies in innovation such as IDEO, 3M, Toyota, Bandai, and IBM. Learning will take place from discovering why these core factors are critical through interactive discussions, your own effort to apply critical factors to cases, exercises, as well as comments from your fellow students. Also, we invite guests to the class to learn from their experience of dealing with the critical factors.
Tags: accountability, aim, competition, course, Design, experimentation, generation, Graduate School of International Corporate Strategy, Hitotsubashi University, ICS, Innovation and Organization, leader, MBA, Module, process, routine, taking, tolerance, Winter
Category : Graduate School of International Corporate Strategy
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ICS , Graduate School of International Corporate Strategy
[Term 2] Innovation & Competition (E. Osono) (2008/Term 1&2 (Fall&Winter))
As successful innovation results in growth and better profitability, it is on the top of corporate executives’ most important agendas. However, there are some popular misunderstandings about innovation. The first is to consider only product innovation such as the iPod as an innovation opportunity. The reality is that you can innovate in various areas such as product, process, organizational design, and strategy. Hence, innovation is relevant not only to those companies in technology intensive industries, but to most of all companies. The second is
Innovation and Business Development
The course examines how firms develop new businesses based on product and process innovation. In particular, we will look at how firms cope with disruptive changes, identify new markets to enter, acquire new technologies, manage internal corporate ventures, and vitalize organizational dynamics for innovation and new business creation. The course gives an overview of major theoretical perspectives and introduces several cases for class discussion.
Project Management
Faced with emerging challenges and opportunities, organizations launch projects to formulate and implement responses. Such responses often occur as product innovation, process innovation, or other forms of acquiring new organizational capabilities. More generally, projects are a means of managing transition, particularly of a discontinuous nature. This course will examine concepts, techniques and perspectives of project management, with focus on product innovation and IT-driven, large-scale process innovation. The course will also give an overview of the Project Management Framework developed by the Project Management Institute.
ICS , Graduate School of International Corporate Strategy
[Term 4] Design & Creativity (T. Kamegai) (2009/Term 3&4 (Spring&Summer))
Learning how to be creative is one of the great managerial challenges in the Knowledge Economy. What was once central to companies – price, quality, and much of the left-brain, digitized, analytical work associated with explicit knowledge – is being shipped off to developing countries. The new core competence is increasingly becoming the right brain that smart companies are harnessing to generate top-line growth. The challenge is no longer just making assembly lines run more efficiently, but creating consumer experiences, not just products, and
Faculty of Economic at The University of Tokyo
2204: Industrial Organization
Winter Miwa & Ohashi
This course covers the important topics in Industrial Organization, including theory of monopoly and oligopoly, product differentiation, price discrimination, and thoery of firm.
The textbook: ennis W. Carlton and Jefferey M. Perloff, Modern Industrial Organization, 4th edition, 2005
Faculty of Economic at The University of Tokyo
2204: Industrial Organization
Winter Miwa & Ohashi
This course covers the important topics in Industrial Organization, including theory of monopoly and oligopoly, product differentiation, price discrimination, and thoery of firm.
The textbook: ennis W. Carlton and Jefferey M. Perloff, Modern Industrial Organization, 4th edition, 2005
ICS , Graduate School of International Corporate Strateg
The Graduate School of International Corporate Strategy (ICS) offers students the opportunity to earn an MBA degree in International Business Strategy at Hitotsubashi University. In order to meet the requirements of an MBA degree, students must take a minimum of 66 credits during the First Year. This requirement applies to students in both the One-Year Program and the Two-Year Program at Hitotsubashi ICS.
Course work in the MBA program consists of two-credit or four-credit courses. Individual classes are 120 minutes in duration. Therefore, typically, a two-credit course is a four-month-long course that meets once
The DBA Program
The Graduate School of International Corporate Strategy (ICS), Hitotsubashi University, began offering a doctoral degree program for business executives in October 2002. The Doctor of Business Administration (DBA) program, which is conducted in English and designed to provide business executives with doctoral-level education, is available at the university's campus in Chiyoda-ku, Tokyo.
Hitotsubashi ICS offers a DBA degree rather than a PhD (Doctor of Philosophy) degree, because a DBA program places more emphasis on business problem-solving and its practical implications, while a PhD degree is intended to provide the necessary theoretical and scientific foundation for an academic career.
The
ICS , Graduate School of International Corporate Strategy
[Term 2] Leadership (K. Ichijo) (2008/Term 1&2 (Fall&Winter))
This course is designed to prepare students for the challenges of leadership in a rapidly changing global business environment.
The course also helps students develop an understanding of what it takes to be a real transformational leader who can deliver the result promised. Students will learn the importance of leaders being deeply and passionately engaged in an organization and why their robust dialogues about people, strategy, and operations result in businesses based on intellectual honesty and realism. By studying the leader’s role in facilitating and executing
College of Graduate Study in Management at Khon Kaen University
900 732 Strategic For Business Leadership
Future Leader in any uncertainty, change or expectation of modern business. Concepts of leadership in various forms, influences of leadership in business perspective, for instance, innovation, operating efficiency, human resources management, changes and survival of organization. studying from experiences of actual business leaders role models.
ICS , Graduate School of International Corporate Strategy
[Term 1] Marketing (Y. Fujikawa) (2008/Term 1&2 (Fall&Winter))
“Because the purpose of business is to create a customer, the business enterprise has two – and only two – basic functions: marketing and innovation. Everything else is an expense.” (Drucker 1954)
“Marketing is much too important to leave to the marketing department ...In a truly great marketing organization, you can't tell who’s in the marketing department. Everyone in the organization has to make decisions based on the impact on the customer.” (David Packard, in Kotler 2003)
Marketing, which takes customers’ perspectives to heart, is so fundamental to
Faculty of Economic at The University of Tokyo
4034: Strategic Management
Summer Fujimoto
This course aims at studying the basics of strategic management. We study such topics as competitive strategy, product differentiation, cost leadership, corporate strategy, resource-capability view, industrial evolution, macro organization, innovation, and organizational learning. The basic textbook is R. Grant, Contemporary Strategy Analysis, 5-th Edition, Blackwell, 1995. At least one opening presentation, one-page summary notes for over 70% of the lectures, and a term paper are required for the credit.
Course Structure for 2008/09
There are success skill courses, knowledge courses and elective courses. Candidates are required to complete all four success skills courses, nine core courses and a total of six elective courses.
SUCCESS SKILLS COURSES
Business communication (half course)
Business ethics and law (full course)
Creativity and business innovation (full course)
Leadership (half course)
CORE KNOWLEDGE COURSE
Accounting for business decisions
Competitive strategy
Corporate finance
Decision and risk analysis
Global Economy
Managerial economics
Organization behavior
Strategic information systems
Strategic marketing management
ELECTIVE COURSES
Advanced Corporate Finance
Business Law
Current Topics in Human Resource Management
Derivative Securities
Entrepreneurship, Creativity and Innovation
E-Transformation
Fast Companies
Game Theory and its Application in Business
Marketing Research and its Business Application
Project Management
Risk Management
Strategic Marketing Management
Curriculum
Length of curriculum
The curriculum shall
Graduate School of Business Sciences at University of Tsukuba
Advanced Program
Top Lecture
Business Game
Marketing Management
Consumer Behavior
Ecological Marketing
Marketing Science
Retail Marketing
Internet Marketing
Brand Marketing
Service Marketing
Distribution Management
Pricing Strategy Theory
Strategic Management
Theory of Administrative Organization
Organization Revolutions
Research and Development Strategy
Innovation Management
Venture Management
Human Resource Management
Management and Social Responsibility
Global Management
Corporate Finance
Financial Market
Investment Science
Financial Engineering
Financial Risk Analysis
Selected Topics in Financial Businesses
Real Options
Cost Management
Accounting for Disclosure
Management Accounting
Performance Management Systems
Financial Statement Analysis
Financial Accounting
Corporate Valuation
Business Law
Case Studies on Valuation
Selected
ICS , Graduate School of International Corporate Strategy
[Term 3 & 4] Entrepreneurial Management (M. Korver) (2009/Term 3&4 (Spring&Summer))
This course covers the process of identifying and assessing entrepreneurial opportunities, then conceptualizing and planning an enterprise tasked to capitalize on such an opportunity. Students will work in teams to pick an attractive entrepreneurial opportunity (viz., a new technology, new business area, or innovation in an existing market) and develop a business plan, working through issues of opportunity identification and analysis, management team-building and organization, competitive strategy, marketing and sales, and identifying and obtaining necessary resources. We will introduce frameworks necessary to identify