Georg von Krogh: Catalogue data in Autumn Semester 2020

Award: The Golden Owl
Name Prof. Dr. Georg von Krogh
FieldStrategisches Management und Innovation
Address
Strateg. Management und Innovation
ETH Zürich, WEV J 411
Weinbergstr. 56/58
8092 Zürich
SWITZERLAND
Telephone+41 44 632 88 50
E-mailgvkrogh@ethz.ch
DepartmentManagement, Technology, and Economics
RelationshipFull Professor

NumberTitleECTSHoursLecturers
351-0778-00LDiscovering Management
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 credits3GB. Clarysse, S. Brusoni, S. Feuerriegel, G. Grote, V. Hoffmann, T. Netland, G. von Krogh
AbstractDiscovering 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.
ObjectiveDiscovering Management combines in an innovate format a set of theory lectures and a series of case studies. 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, leadership, productions and operations management and corporate social responsibility. While the different theory lectures provide the theoretical and conceptual foundations, the experiential learning outcomes result from the case studies.
ContentDiscovering 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, value chain analysis, corporate social responsibility, and information management. Practical examples from case studies will stimulate the students to critically assess these issues.
Prerequisites / NoticeDiscovering 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.
363-0392-00LStrategic Management Information Restricted registration - show details
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:
Link
3 credits2GG. von Krogh
AbstractThis 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.

FIND THE WAITING/REGISTER LIST HERE:
https://docs.google.com/spreadsheets/d/1_0ukGZsM9b30oqATs-clGJ1Eg1usPs0QhncK0t5wvx4/edit?usp=sharing
ObjectiveThe 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.
ContentContents:
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

Strategic Management offers a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the involved companies. This aims at offering students a profound theoretical understanding of important and current topics and also offer an opportunity to present these concepts in front of an audience.
This course conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at analyzing and establishing position of firms within an industry, securing firm performance. Thus, the course focuses on a number of important topics, such as the evolution of industry, industry structure, the analysis of a firm's resources- and knowledge, and innovation.
In addition, student groups will hold presentations on the four main topics of this class, to further develop concepts and enhance understanding. The presentations will cover Industry Dynamics I, Industry Dynamics II, Resource Based View of the Firm, Knowledge Based View of the Firm. For all presentations, selected Harvard Business Cases will be used as a common ground for students to start from.
Students are also expected to read and understand the required readings (approx. 15 items) that cover the most important papers and articles from the past 30 years in management and strategy research.
To underline the relevance of Strategic Management in firms, decision makers from companies in Switzerland will be holding guest lectures and give their take on strategy in practice and give insight on current topics in the field.
Prerequisites / NoticeNumber of participants limited to 80. Registration through myStudies (first come, first served). We do not use the mystudies-Waiting List, but a seperate internal system. A lot of people deregister at the start of the semester so stay in the waiting list at any point!

FIND THE WAITING/REGISTER LIST HERE:
https://docs.google.com/spreadsheets/d/1_0ukGZsM9b30oqATs-clGJ1Eg1usPs0QhncK0t5wvx4/edit?usp=sharing

For further questions and if you are unable to sign up through myStudies, please contact the course assistant:
http://www.smi.ethz.ch/education/strategic-management.html

Session #0: (September 21) Organizational Issues & Guest lecture I
Session #1: (September 28) Strategy Concepts & How to Solve a Case
Session #2: (October 19) Industry Dynamics I
Session #3: (October 26) Guest Lecture II
Session #4: (November 2) Industry Dynamics II
Session #5: (November 16) Resource-Based Theory
Session #6: (November 23) Knowledge-based Theory
Session #7: (November 30) 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:
http://www.smi.ethz.ch/education/practicing-strategy.html
363-1028-00LEntrepreneurial Leadership Restricted registration - show details
Limited number of participants.

Students apply for this course via the official website no later than August 23 (Link).
Once your application is confirmed, registration in myStudies is possible.
4 credits3SZ. Erden Özkol, P. Baschera, S. Brusoni, T. Netland, G. von Krogh
AbstractThis seminar provides master and PhD students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of a leading Swiss technology company.
ObjectiveThe general objective of the course is to enable MTEC students to develop leadership skills by dealing with real-world business problems, thinking critically about the concepts discussed in their study programs and learning how to apply these concepts to provide practical implications. It provides students with coaching and mentoring from senior leaders in the company and professors from D-MTEC to bridge the gap between theory and practice.
ContentThis seminar provides ambitious ETH students and doctoral candidates with a rewarding learning opportunity: a real case study of strategy and innovation in close collaboration with the top management of an outstanding company (TBA).

What you can expect:

You will work in teams on specific high priority assignments that flow from the company. Delving into the assignments you will both contribute to solving strategic issues and have an impact on their implementation at the company. In the different team assignments not only technical and innovative aspects but also social, ethical, HR and marketing-​relevant aspects play an important role and must be taken into account.

To gain insight into the company and its culture you will receive briefings from senior management, conduct interviews with experts and run workshops with your case managers. In the final presentations you will pitch your findings to key stakeholders and top management representatives and receive valuable feedback.

Furthermore you will be coached and supported by MTEC professors on the topics of investigation, innovation, strategy and board presentation.

The course is directed and organised by PD Dr. Zeynep Erden and Dr. Isabel Spicker as part of the MTEC Leadership Development Programme.

What we expect from you:

You are an ambitious ETH student or doctoral candidate who is looking for a rewarding learning opportunity and is eager to go the extra mile. You will work on a real case study of strategy, technology and innovation in close collaboration with the senior management of an outstanding Swiss company. The recommendations that you formulate in collaboration with members of your team as well as with internal and external experts will be discussed at the Partner and Director levels. This demands a deep understanding of the company's leadership culture.

In this endeavour you are coached and supported by

- Pius Baschera, former Chair of Entrepreneurship
- Stefano Brusoni, Chair of Technology and Innovation Management
- Georg von Krogh, Chair of Strategic Management and Innovation
- Torbjörn Netland, Chair of Production and Operations Management
- Zeynep Erden, Vlerick Business School/ D-MTEC
LiteratureLiterature and readings will be announced in the coaching sessions.
Prerequisites / NoticePlease apply for this course via the official website (www.mtec.ethz.ch). Apply no later than August 23.
The number of participants is limited to 15.
ECTS: 4
Participants receive a certificate
364-0553-00LInnovation in Digital Space Restricted registration - show details 1 credit1GG. von Krogh, Y. R. Shrestha
AbstractThe purpose of this course is to review and discuss issues in current theory and research relevant to innovation in the digital space.
ObjectiveThrough 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.
ContentThe 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.

Format:
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.
LiteratureOpen source (OS) as innovation model
1. Lerner, J., & Tirole, J. (2002). Some Simple Economics of Open Source. JIE
2. von Hippel, E., & Von Krogh, G. (2003). Open source software and the 'private-collective' innovation model: Issues for Organization Science. OrgSci
3. von Krogh, G., Spaeth, S., & Lakhani, K. R. (2003). Community, joining, and specialization in open source software innovation: A case study. RP
4. Lakhani, K., & Eric, A. (2000). von Hippel (2003),“How open source software works:" free" user-to-user assistance”. RP
5. Yoo, Y., Boland, R. J., Lyytinen, K., & Majchrzak, A. (2012). Organizing for Innovation in the Digitized World. OrgSci
Coordination in OS communities
6. Faraj, S., von Krogh, G., Monteiro, E., & Lakhani, K. (2016). Special Section Introduction - Online Community as Space for Knowledge Flows. ISR
7. Lindberg, A., Berente, N., Gaskin, J., & Lyytinen, K. (2016). Coordinating interdependencies in online communities: A study of an open source software project. ISR
8. Shaikh, M., & Vaast, E. (2016). Folding and unfolding: Balancing openness and transparency in open source communities. ISR
9. Ren, Y., Chen, J., & Riedl, J. (2016). The impact and evolution of group diversity in online open collaboration. ManSci
10. Jiang, Q., Tan, C. H., Sia, C. L., & Wei, K. K. (2019). Followership in an Open-Source Software Project and its Significance in Code Reuse. MISQ
11. Medappa, P. K., & Srivastava, S. C. (2019). Does Superposition Influence the Success of FLOSS Projects? An Examination of Open-Source Software Development by Organizations and Individuals. ISR
12. Howison, J., & Crowston, K. (2014). Collaboration through open superposition: A theory of the open source way. MISQ
Governance & Leadership
13. He. F., Puranam P., Shrestha Y. R., & von Krogh, G. (2020) Resolving governance disputes in communities: A study of software license decisions. SMJ
14. Gulati, R., Puranam, P., & Tushman, M. (2012). Meta-organization design: Rethinking design in interorganizational and community contexts. SMJ
15. Fjeldstad, Ø. D., Snow, C. C., Miles, R. E., & Lettl, C. (2012). The architecture of collaboration. SMJ
16. Klapper, H., & Reitzig, M. (2018). On the effects of authority on peer motivation: L earning from Wikipedia. SMJ
17. Johnson, S. L., Safadi, H., & Faraj, S. (2015). The emergence of online community leadership. ISR
18. Safadi, H., Johnson, S. L., & Faraj, S. (2020). Core-Periphery Tension in Online Innovation Communities. OrgSci
19. Germonprez, M., Kendall, J. E., Kendall, K. E., Mathiassen, L., Young, B., & Warner, B. (2017). A theory of responsive design: A field study of corporate engagement with open source communities. ISR
20. Greenstein, S., & Zhu, F. (2016). Open content, Linus’ law, and neutral point of view. ISR
21. Nagle, F. (2019) Open source software and firm productivity. ManSci
22. Fitzgerald, B. (2006). The transformation of open source software. MISQ
Motivation to collaborate
23. Spaeth, S., von Krogh, G., & He, F. (2015). Perceived Firm Attributes and Intrinsic Motivation in Sponsored Open Source Software Projects. ISR.
24. Shah, S. K. (2006). Motivation, governance, and the viability of hybrid forms in open source software development. ManSci
25. von Krogh, G., Haefliger, S., Spaeth, S., & Wallin, M. W. (2012). Carrots and rainbows: Motivation and social practice in open source software development. MISQ
26. Hwang, E. H., Singh, P. V., & Argote, L. (2015). Knowledge sharing in online communities: Learning to cross geographic and hierarchical boundaries. OrgSci
27. Bapna, S., Benner, M. J., & Qiu, L. (2019). Nurturing Online Communities: An Empirical Investigation. MISQ
28. Goes, P. B., Guo, C., & Lin, M. (2016). Do incentive hierarchies induce user effort? Evidence from an online knowledge exchange. ISR
365-1059-00LPracticing Strategy Information Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
A prior/parallel enrolment for the lecture “Strategic Management” (363-0392-00) is mandatory.
1 credit1SG. von Krogh, S. Herting
AbstractThis 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.
ObjectiveThe course has two goals. First, participants learn to decompose complex real life problems into underlying strategic issues. Second, students learn to transfer and use the concepts and methods from the Strategic Management lecture to develop solutions for the identified strategic issues in real-life business contexts.
ContentThe course consists of two workshop days. However, most work for participants takes place in the phase between the two workshop days when participants engage in group work to solve a real-life strategic issue.

First workshop day:
Participants revisit core concepts and methods from the Strategic Management lecture. Moreover, participants learn the conceptual steps of defining strategic questions and developing suitable solutions for real-life settings. This conceptual process is then illustrated with an in-depth case study of a strategy consulting project that one of the lecturers conducted. The second part of the workshop day is the starting point for the group work phase. Participants identify a strategic problem that they face at work and team up (each group consists of 4-6 participants) to develop solutions by applying the concepts and methods from the Practicing Strategy class. At the end of the first workshop day, each group has defined one strategic question and developed a rough course of action for developing solutions until the second workshop day.

Between workshop days:
Participants work in small groups to develop solutions for the strategic problem that they identified on the first workshop day. This phase requires participants to select concepts and methods that are suitable to approach the strategic question. Moreover, students collect and analyze data. Subsequently, participants draw upon their analysis to develop solutions to the strategic problem. In this phase, participants can rely on the support and feedback from the teaching team.

Second workshop day:
Participants present their group work followed by an in-depth discussion and feedback session for each group project.
Prerequisites / NoticeSuccessful registration and participation (either parallel enrollment or successful completion in a previous semester) in the course "Strategic Management" is required (see Course Catalogue page for details).