創新與創業理論研討(二)

Innovation and entrepreneurship theory seminar(II)

學期

112-1

學分

3 學分

當期課號

537017

永久課號

MGMS30020

開課單位

管理科學系

授課教師

黃瓊誼

校區

光復

類別

選修

上課時間表

節	週六
A 18:30–19:20	創新與創業理論研討(二) M104 3 節連堂
B 19:30–20:20
C 20:30–21:20

* 根據陽明交大上課時間表所列

概述

Innovation and entrepreneurship is increasingly the source of sustainable competitive advantage for firms in the global knowledge economy. In the past several decades, scholars have provided sufficient understanding of the innovation and entrepreneurship management. This course aims to systematically introduce the theory of innovation and entrepreneurship to provide students a clear picture of what current literature has done and what we may go. Through studying a series of classical papers and readings, students are expected to develop an understanding of what are the theories and how can they be used in the research of the innovation and entrepreneurship fields. The teaching materials include journal papers published in the leading journals.

先修科目

none

教學方式

Assigned readings

評分方式

Paper presentation 50% Proposal or paper writing 50%

週次計畫

週次	主題
第 1 週	Introduction-What is theory? -What is innovation and entrepreneurship
第 2 週	Exploration and Exploitation (1)-Katila, R., &amp Ahuja, G. (2002). Something old, something new: A longitudinal study of search behavior and new product introduction. Academy of management journal, 45(6), 1183-1194.-March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.
第 3 週	Exploration and Exploitation (2)-Gupta, A. K., Smith, K. G., &amp Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of management journal, 49(4), 693-706.-Phelps, C. C. (2010). A longitudinal study of the influence of alliance network structure and composition on firm exploratory innovation. Academy of management journal, 53(4), 890-913.
第 4 週	Exploratory and Exploitative Alliances-Yamakawa, Y., Yang, H., &amp Lin, Z. J. (2011). Exploration versus exploitation in alliance portfolio: Performance implications of organizational, strategic, and environmental fit. Research Policy, 40(2), 287-296.-Hoang, H. A., &amp Rothaermel, F. T. (2010). Leveraging internal and external experience: exploration, exploitation, and R&amp D project performance. Strategic Management Journal, 31(7), 734-758.
第 5 週	Balancing Exploratory and Exploitative across Organizational Boundaries-Stettner, U., &amp Lavie, D. (2014). Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions. Strategic management journal, 35(13), 1903-1929.-Lavie, D., Kang, J., &amp Rosenkopf, L. (2011). Balance within and across domains: The performance implications of exploration and exploitation in alliances. Organization Science, 22(6), 1517-1538.
第 6 週	Technological Distance between Partners-Petruzzelli, A. M. (2011). The impact of technological relatedness, prior ties, and geographical distance on university–industry collaborations: A joint-patent analysis. Technovation, 31(7), 309-319.-Vasudeva, G., &amp Anand, J. (2011). Unpacking absorptive capacity: A study of knowledge utilization from alliance portfolios. Academy of Management Journal, 54(3), 611-623.
第 7 週	Technological Diversity between Partners-Srivastava, M. K., &amp Gnyawali, D. R. (2011). When do relational resources matter? Leveraging portfolio technological resources for breakthrough innovation. Academy of Management Journal, 54(4), 797-810.-Oerlemans, L. A., Knoben, J., &amp Pretorius, M. W. (2013). Alliance portfolio diversity, radical and incremental innovation: The moderating role of technology management. Technovation, 33(6), 234-246.
第 8 週	Coopetition between alliance relationships-Gnyawali, D. R., Madhavan, R., He, J., &amp Bengtsson, M. (2016). The competition–cooperation paradox in inter-firm relationships: A conceptual framework. Industrial Marketing Management, 53, 7-18.-Park, B. J. R., Srivastava, M. K., &amp Gnyawali, D. R. (2014). Walking the tight rope of coopetition: Impact of competition and cooperation intensities and balance on firm innovation performance. Industrial Marketing Management, 43(2), 210-221.
第 9 週	General discussion
第 10 週	Opportunity Discovery and Creation-Alvarez, S. A., &amp Barney, J. B. (2007). Discovery and creation: Alternative theories of entrepreneurial action. Strategic entrepreneurship journal, 1(1?2), 11-26.-Wood, M. S., &amp McKinley, W. (2010). The production of entrepreneurial opportunity: a constructivist perspective. Strategic Entrepreneurship Journal, 4(1), 66-84.
第 11 週	Opportunity Identification (1)-Patel, P. C., &amp Fiet, J. O. (2011). Knowledge combination and the potential advantages of family firms in searching for opportunities. Entrepreneurship Theory and Practice, 35(6), 1179-1197.Shepherd, D. A., McMullen, J. S., &amp Jennings, P. D. (2007). The formation of opportunity beliefs: Overcoming ignorance and reducing doubt. Strategic Entrepreneurship Journal, 1(1?2), 75-95.
第 12 週	Opportunity Identification (2)-Dencker, J. C., &amp Gruber, M. (2015). The effects of opportunities and founder experience on new firm performance. Strategic Management Journal, 36(7), 1035-1052.-Gruber, M., MacMillan, I. C., &amp Thompson, J. D. (2013). Escaping the prior knowledge corridor: What shapes the number and variety of market opportunities identified before market entry of technology start-ups?. Organization Science, 24(1), 280-300.
第 13 週	Opportunity Evaluation-Gruber, M., Kim, S. M., &amp Brinckmann, J. (2015). What is an attractive business opportunity? An empirical study of opportunity evaluation decisions by technologists, managers, and entrepreneurs. Strategic Entrepreneurship Journal, 9(3), 205-225.-Gregoire, D. A., &amp Shepherd, D. A. (2012). Technology-market combinations and the identification of entrepreneurial opportunities: An investigation of the opportunity-individual nexus. Academy of Management journal, 55(4), 753-785.
第 14 週	Entrepreneurial Interpretations -Foo MD. 2011. Emotions and entrepreneurial opportunity evaluation. Entrepreneurship Theory &amp Practice35: 375–393-Barreto, I. (2012). Solving the entrepreneurial puzzle: The role of entrepreneurial interpretation in opportunity formation and related processes. Journal of Management Studies, 49(2), 356-380.
第 15 週	Business model -Zott, C., &amp Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization science, 18(2), 181-199. -Wirtz, B. W., Pistoia, A., Ullrich, S., &amp Gottel, V. (2016). Business models: Origin, development and future research perspectives. Long range planning, 49(1), 36-54.
第 16 週	Business model Innovation-Amit, R., &amp Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41-49.-Markides, C. C. (2013). Business model innovation: what can the ambidexterity literature teach us?. Academy of Management Perspectives, 27(4), 313-323.
第 17 週	Business Model Design-Zott, C., &amp Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization science, 18(2), 181-199.-Amit, R., &amp Zott, C. (2015). Crafting business architecture: The antecedents of business model design. Strategic Entrepreneurship Journal, 9(4), 331-350.
第 18 週	General discussion

教科書