|Name||Prof. Dr. Georg von Krogh|
|Field||Strategisches Management und Innovation|
Strateg. Management und Innovation
ETH Zürich, WEV J 411
|Telephone||+41 44 632 88 50|
|Department||Management, Technology, and Economics|
Entry level course in management for BSc, MSc and PHD students at all levels not belonging to D-MTEC. This course can be complemented with Discovering Management (Excercises) 351-0778-01.
|3 credits||3G||B. Clarysse, M. Ambühl, S. Brusoni, E. Fleisch, G. Grote, V. Hoffmann, T. Netland, G. von Krogh, F. von Wangenheim|
|Abstract||Discovering Management offers an introduction to the field of business management and entrepreneurship for engineers and natural scientists. The module provides an overview of the principles of management, teaches knowledge about management that is highly complementary to the students' technical knowledge, and provides a basis for advancing the knowledge of the various subjects offered at D-MTEC.|
|Objective||Discovering Management combines in an innovate format a set of lectures and an advanced business game. The learning model for Discovering Management involves 'learning by doing'. The objective is to introduce the students to the relevant topics of the management literature and give them a good introduction in entrepreneurship topics too. The course is a series of lectures on the topics of strategy, innovation, corporate finance, leadership, design thinking and corporate social responsibility. While the 14 different lectures provide the theoretical and conceptual foundations, the experiential learning outcomes result from the interactive business game. The purpose of the business game is to analyse the innovative needs of a large multinational company and develop a business case for the company to grow. This business case is as relevant to someone exploring innovation within an organisation as it is if you are planning to start your own business. By discovering the key aspects of entrepreneurial management, the purpose of the course is to advance students' understanding of factors driving innovation, entrepreneurship, and company success.|
|Content||Discovering Management aims to broaden the students' understanding of the principles of business management, emphasizing the interdependence of various topics in the development and management of a firm. The lectures introduce students not only to topics relevant for managing large corporations, but also touch upon the different aspects of starting up your own venture. The lectures will be presented by the respective area specialists at D-MTEC.|
The course broadens the view and understanding of technology by linking it with its commercial applications and with society. The lectures are designed to introduce students to topics related to strategy, corporate innovation, leadership, corporate and entrepreneurial finance, value chain analysis, corporate social responsibility, and business model innovation. Practical examples from industry experts will stimulate the students to critically assess these issues. Creative skills will be trained by the business game exercise, a participant-centered learning activity, which provides students with the opportunity to place themselves in the role of Chief Innovation Officer of a large multinational company. As they learn more about the specific case and identify the challenge they are faced with, the students will have to develop an innovative business case for this multinational corporation. Doing so, this exercise will provide an insight into the context of managerial problem-solving and corporate innovation, and enhance the students' appreciation for the complex tasks companies and managers deal with. The business game presents a realistic model of a company and provides a valuable learning platform to integrate the increasingly important development of the skills and competences required to identify entrepreneurial opportunities, analyse the future business environment and successfully respond to it by taking systematic decisions, e.g. critical assessment of technological possibilities.
|Prerequisites / Notice||Discovering Management is designed to suit the needs and expectations of Bachelor students at all levels as well as Master and PhD students not belonging to D-MTEC. By providing an overview of Business Management, this course is an ideal enrichment of the standard curriculum at ETH Zurich.|
No prior knowledge of business or economics is required to successfully complete this course.
|363-0392-00L||Strategic Management |
Number of participants limited to 80.
Registration through myStudies (first come, first served). If you are unable to sign up through myStudies, please contact the course assistant:
|3 credits||2G||G. von Krogh|
|Abstract||This courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry.|
|Objective||The lecture "Strategic Management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives.|
a. Strategy concepts
b. Industry dynamics I: Industry analysis
c. Industry dynamics II: Analysis of technology and innovation
d. The resource-based theory of the firm
e. The knowledge-based theory of the firm
|Prerequisites / Notice||Number of participants limited to 80. Registration through myStudies (first come, first served). You will receive a confirmation email from us once you have successfully registered. We do not use the mystudies-Waiting List, but a seperate internal system.|
For further questions and if you are unable to sign up through myStudies, please contact the course assistant:
Session #0: (September 25) Organizational Issues
Session #1: (October 2) Strategy Concepts & How to Solve a Case
Session #2: (October 23) Industry Dynamics I & Guest lecture I
Session #3: (October 30) Guest Lecture II
Session #4: (November 6) Industry Dynamics II
Session #5: (November 13) Resource-Based Theory
Session #6: (November 20) Knowledge-based Theory
Session #7: (November 27) Guest Lecture III
For participants of the MAS-MTEC program we offer a complentary course Practicing Strategy in which students will apply the concepts of Strategic Management to their real-life contexts and organizations. Please register simultaneously for both courses if you want to take part in this course.
For more information please see:
|363-1028-00L||Entrepreneurial Leadership |
Limited number of participants.
Students apply for this course via the official website (https://www.mtec.ethz.ch/studies/special-programmes/els.html)
Once your application is confirmed, registration in myStudies is possible.
|4 credits||3S||C. P. Siegenthaler, P. Baschera, S. Brusoni, G. Grote, V. Hoffmann, T. Netland, G. von Krogh|
|Abstract||This seminar provides master students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of leading Swiss technology company.|
|Objective||In your team, you will work on a specific assignment that flows from the current strategic agenda of the board. While gaining substantial insights into the structure, dynamics and challenges of the industry, you immerse into the business model and strategic landscape of the corporate partner. You visit their headquarter, conduct interviews with members of the management team as well as internal and external experts before you discuss your ideas with top executives. To secure impact, it is key that you formulate your recommendations from a deep understanding of the authentic leadership culture of the corporate partner.|
|Content||In this endeavour you are coached and supported by |
- Gudela Grote, Chair of Work and Organizational Psychology
- Stefano Brusoni, Chair of Technology and Innovation Management
- Claude Siegenthaler, Business School Lausanne / The St.Gallen MBA
- Georg von Krogh, Chair of Strategic Management and Innovation
- Torbjörn Netland, Chair of Production and Operations Management
- Volker Hoffmann, Chair of Technology and Sustainability
- Pius Baschera, former Chair of Entrepreneurship
|Prerequisites / Notice||Please apply for this course via the official website (www.mtec.ethz.ch). Apply no later than August 27. |
The number of participants is limited to 18.
Participants receive a certificate
|364-0553-00L||Innovation in Digital Space |
Does not take place this semester.
|1 credit||1G||G. von Krogh|
|Abstract||The purpose of this course is to review and discuss issues in current theory and research relevant to innovation in the digital space.|
|Objective||Through in-depth analysis of published work, doctoral candidates will identify and appraise theoretical and empirical studies, formulate research questions, and improve the positioning of their own research within the academic debate.|
|Content||The Internet has a twofold impact on the way individuals and firms innovate. First, firms increasingly draw on digital technology to access and capture innovation-relevant knowledge in their environment. Second, individuals, firms, and other organizations extensively utilize the Internet to create, diffuse, and commercialize new digital products and services. During the past decade, theory and research on innovation in the digital space has flourished and generated extensive insights of relevance to both academia and management practice. This has brought us better understanding of working models, and some fundamental reasons for innovation success or failure. A host of new models and research designs have been created to explore the innovation in the digital space, but these have also brought out many open research questions. We will review some of the existing streams of work, and in the process explore a new research agenda. |
The course is organized in one block of 2 days. The course is a combination of pre-readings, presentations by faculty and students, and discussions. The students prepare presentations of papers in order to facilitate analysis and discussion.
|Literature||Innovation, openness and search:|
Cassiman, B., & Veugelers, R. (2006). In search of complementarity in innovation strategy: Internal R&D and external knowledge acquisition. Management Science, 52(1), 68-82.
Foss, N. J., Laursen, K., & Pedersen, T. (2011). Linking customer interaction and innovation: The mediating role of new organizational practices. Organization Science, 22(4), 980-999.
Garriga, H., von Krogh, G., & Spaeth, S. (2013). How constraints and knowledge impact open innovation. Strategic Management Journal, 34(9), 1134-1144.
Laursen, K., & Salter, A. (2005). Open for innovation: The role of openness in explaining innovation performance among UK manufacturing firms. Strategic Management Journal, 27(2), 131-150.
Open source and innovation models:
Henkel, J. (2006). Selective revealing in open innovation processes: The case of embedded Linux. Research Policy, 35(7), 953-969.
Lakhani, K. R., & von Hippel, E. (2003). How open source software works: Free user-to-user assistance. Research Policy, 32(6), 923-943.
Lerner, J., & Tirole, J. (2002). Some Simple Economics of Open Source. The Journal of Industrial Economics, 50(2), 197-234.
Rullani, F., & Haefliger, S. (2013). The periphery on stage: The intra-organizational dynamics in online communities of creation. Research Policy, 42(4), 941-953.
Stewart, K. J., & Gosain, S. (2006). The impact of ideology on effectiveness in open source software development teams. MIS Quarterly, 30(2), 291-314.
Von Hippel, E., & Von Krogh, G. (2003). Open source software and the 'private-collective' innovation model: Issues for organization science. Organization science, 14(2), 209-223.
Von Krogh, G., Spaeth, S., & Lakhani, K. R. (2003). Community, joining, and specialization in open source software innovation: A case study. Research Policy, 32(7), 1217-1241.
Yoo, Y., Boland, R. J., Lyytinen, K., & Majchrzak, A. (2012). Organizing for Innovation in the Digitized World. Organization Science, 23(5), 1398-1408.
Motivation to Innovate:
Baldwin, C. Y., & Clark, K. B. (2006). The Architecture of participation: Does code architecture mitigate free riding in the open source development model? Management Science, 52(7), 1116-1127.
Hertel, G., Niedner, S., & Herrmann, S. (2003). Motivation of software developers in open source projects: An internet-based survey of contributors to the Linux kernel. Research Policy, 32(7), 1159-1177.
Roberts, J. A., Hann, I.-H., & Slaughter, S. A. (2006). Understanding the motivations, participation, and performance of open source software developers: A longitudinal study of the Apache projects. Management Science, 52(7), 984-999.
Von Krogh, G., Haefliger, S., Spaeth, S., & Wallin, M. W. (2012). Carrots and rainbows: Motivation and social practice in open source software development. MIS Quarterly, 36(2), 649-676.
Leadership and Governance:
Gulati, R., Puranam, P., & Tushman, M. (2012). Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33(6), 571-586.
O'Mahony, S., & Ferraro, F. (2007). The emergence of governance in an open source community. Academy of Management Journal, 50(5), 1079-1106.
Shah, S. K. (2006). Motivation, governance, and the viability of hybrid forms in open source software development. Management Science, 52(7), 1000-1014.
Singh, P. V., & Phelps, C. (2012). Networks, social influence, and the choice among competing innovations: Insights from open source software licenses. Information Systems Research, 24(3), 539-560.
Stewart, K. J., Ammeter, A. P., & Maruping, L. M. (2006). Impacts of license choice and organizational sponsorship on user interest and development activity in open source software projects. Information Systems Research, 17(2), 126-144.
|365-1059-00L||Practicing Strategy |
Exclusively for MAS MTEC students (third semester).
A parallel enrolment for the lecture Strategic Management (363-0392-00) in the same semester is mandatory.
Limited number of participants: a minimum of 10 persons and a maximum of 28 persons.
Please register through myStudies to enrol for the course no later than 23.10.2017.
|1 credit||1S||G. von Krogh, S. Herting|
|Abstract||This lecture is a special course for MAS students which supplements the Strategic Management course. Participants work on real-life strategy problems in a two-day workshop and apply concepts & methods from the Strategic Management course to develop suitable solutions.|
|Objective||The goal of the course is that participants are able to transfer and use the concepts and methods from the Strategic Management lecture to develop solutions for strategic issues in real-life business contexts.|
|Prerequisites / Notice||Successful registration and prior/parallel enrollment in "363-0392-00 G Strategic Management" required (see course catalogue page for details).|
|376-0300-00L||Translational Science for Health and Medicine||3 credits||2G||J. Goldhahn, G. von Krogh, C. Wolfrum|
|Abstract||Translational science is a cross disciplinary scientific research that is motivated by the need for practical applications that help people. The course should help to clarify basics of translational science, illustrate successful applications and should enable students to integrate key features into their future projects.|
|Objective||After completing this course, students will be able to understand:|
Principles of translational science (including project planning, ethics application, basics of resource management and interdisciplinary communication)
|Content||What is translational science and what is it not?|
How to identify need?
- Disease concepts and consequences for research
- Basics about incidence, prevalence etc., and orphan indications
How to choose the appropriate research type and methodology
- Ethical considerations including ethics application
- Pros and cons of different types of research
- Coordination of complex approaches incl. timing and resources
How to measure success?
- Outcome variables
- Improving the translational process
Challenges of communication?
How independent is translational science?
- Academic boundary conditions vs. industrial influences
Positive and negative examples will be illustrated by distinguished guest speakers.