College of Graduate Study in Management at Khon Kaen University
900 763 Technology Management
Introduction to technology management, technology life cycle, process for technology innovation and integration between strategy on technology and business, including planning and forecasting, technology transferring and application to exploit benefit from technology in order to gain competitive advantage.
Faculty of Economic at The University of Tokyo
3302: Corporate Strategy
Summer Shintaku
This course gives theoretical foundation and practical issue on strategic management. Main contents are as follows.
- What is strategy
- Competitive advantage
- Cost leadership strategy
- Differentiation strategy
- Competitive position
- Product life cycle
- Technology and innovation
- Definition of business
- Diversification and vertical integration
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 and analyze entrepreneurial opportunities and the elements of companies that can quickly define and dominate an existing or new category of business through innovative strategies or disruptive technology.
Course Structure
The course is designed to provide students with the opportunity to gain practical knowledge in how to identify entrepreneurial opportunities and, with limited resources, transform them into successful enterprises. This knowledge will be gained by:
(1) Studying cases of both successful and unsuccessful entrepreneurial ventures
(2) Learning about and applying analytical frameworks to issues commonly faced by entrepreneurs
(3) Examining in detail what a business plan is designed to do, what it contains, how it is developed and written, what are its uses, how to analyze and evaluate the business plan, and what investors look for in a business plan
(4) Providing an environment where students can collaborate to create their own winning business plans as members of entrepreneurial management teams
(5) Interacting with business plan contest judges and hands-on faculty who have deep and recent experience starting and building companies
Teaching Method
The course consists of two sections. Term 3 (Spring) will primarily cover the items (1) through (3) in the previous paragraph and will culminate in a mid-term examination. Term 4 (Summer) will primarily cover items (4) and (5) and will culminate in a business plan competition. Accordingly, the first section consists of regularly scheduled sessions with a mixture of case studies, lectures, and class discussion. Term 4 (Summer) consists of out-of-class collaboration by the team members on development of a business plan with periodic feedback from the faculty. In addition, guest lectures may be scheduled from time-to-time. The details of the business plan competition will be announced during the first class.
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 to consider that when innovation happens, it is unpredictable whether it sells or not. Yes, we hear many stories about wrong sales projections of innovative products such as personal computers. However, there are several factors that scholars identified and if you apply them to your own innovation, you can improve the likelihood of success. The third is to believe that innovative attackers suddenly appear and you can not do anything about it. This is not true either. Scholars have found that there are several typologies of innovation and certain types of innovation benefit certain types of companies. Learning those lessons from history will help you to be more effective attackers, as well as being better incumbents in fighting against them.
This course builds on Module 3 (Competitive Dynamics) of the Competitive Strategy Course offered in Term 1 and broadens your understanding of the dynamics of competitive strategy brought about by innovation, where market, technology, and the rules of the game emerge or change. It tries to answer such questions as “which innovations are more likely successful?” “how can a firm win the competition with innovation?”; more particularly, “how can a firm make a profit with innovation?” “why do certain types of companies lose the competition when faced with certain types of innovation?,” and “how should I plan and make decisions within the context of the uncertainties of innovation?” To answer these questions such frameworks as diffusion of innovation, disruptive innovation, architectural innovation, de facto standard war, discovery driven planning, and scenario planning will be introduced.
The course investigates management issues in large, established companies as well as in small, start-up companies, in other words, from the view point of incumbent firms as well as that of new entrants and attackers. This course will take a general manager’s perspective. It does NOT require students to have an engineering background. Indeed, we will focus on issues beyond engineering expertise.
The two innovation management courses in Term 2 (Innovation & Competition) and Term 4 (Innovation & Organization) are complementary since the Term 2 course focuses on strategy and Term 4 on organization. However, they are independent enough so that those students who take only one of the two courses will still learn effectively.
Course Structure
The course consists of three modules.
Module 1: Innovation’s impact on competition
Module 2: Strategic planning under uncertainty
Module 3: Integration
The first module will explain innovation’s impact on competition and possible strategies to take advantage of innovation and organizational resources. The second module will prepare you to develop strategy under uncertainty. The third module will ask you to develop your own strategy and action plans by using the lessons learned in the three modules.
Teaching Method
The course is case-oriented. Learning will take place from your own effort to apply concepts and frameworks to cases as well as comments from your fellow students. Also, student groups will choose their industry at the beginning of the course and will be asked to apply concepts and frameworks you learn in the course to analyze the industry and develop a strategy and action plan for one of the companies in that particular industry as a final paper. Concepts and frameworks will be introduced to you by short pre-readings and/or short lectures.
Hong Kong University of Science and Technology (HKUST)
Typical curriculum
Module 1
Financial Reporting Systems
Strategic Marketing
Module 2
Individual and Group Behavior in the Organization
Corporate Governance
Module 3
Managerial Finance
Innovation Strategy & Management
Module 4
Operations Management
Organizational Design
Module 5
Law and Corporate Manager
Financial Information for Management Planning and Control
Module 6
Statistical Decision Analysis
Global Macroeconomics
Module 7
Strategic Financial Management
Marketing Analysis
Module 8
Entrepreneurship and Family Business
Building a Powerful Consumer Brand in China
Customer Insight Tools
Module 9
Contemporary Issues in Chinese Politics
Leading Across Diversity
Understanding Consumers
Module 10
Management of Organizational Change
Strategic Management Foundations
Module 11
Managing Human Resources in Asia Pacific
Learning from Leaders
Huazhong University of Science & Technology
Business Administration
The instruction program attends to improve the quality of the master education and strengthen the standardized management of master educating program. Approved by the School of Graduate, this program is designed for Enterprise Administration, Technical Economics and Management and Accounting as the first-grade discipline.
I. Educational Objectives
This master program aims to train the students to:
1 build up solid theoretical foundations and have systematic professional knowledge, to master a foreign language and be able to read professional materials and write in this language fluently.
2 have a scientific attitude and style in pursuit of precise and truth, to have aspirations after the truth and innovations and good ethics for scientific research, and also to qualify the students with the ability to do the research independently;
3 be skillful in the application of the computer and information technology to resolve the problems in one’s own subject and have new ideas.
4 be qualified to teaching, research and relative management and research work in one’s own subject and closely-related subjects.
II. Research Fields
1. Corporate Finance
2. Marketing Management
3. Human Resource Management
4. Enterprise Strategy Management
5. Corporate Governance
6. Financial Engineering
7. Finance and Taxes Engineering
8. Technological Innovation Management
9. Technological Strategy and Policy
10.Accounting
III. Length of Schooling and Credits
Two or three years’ study is usually required for full time master candidates. Excellent students are encouraged to finish their studies earlier.
Total credits ≥ 43, covering course credits ≥ 28 and research credits ≥ 15
IV. Additional Requirements for Thesis
1 The candidates must publish research papers closely related to the content of the thesis in designated journals before the thesis defending.
2 For those who apply for defending thesis earlier, they must hand in two published research papers, with one in the important journals and the other in core journals. Approved by supervisor and dean who takes charge of such matters, the candidate can defend his/her thesis.