Graduate School of Management and Technology
COURSE SYLLABUS
DMGT 850
Innovation and Sustainable Development (6 credits)
Fall Semester, 2007
WebTycho sections
Professor Tom Mierzwa
Phone: 301-985-7372
tmierzwa(at).umuc.edu
Course Description:
A study of how technological innovation drives the long-term competitiveness of global
organizations. The objective is to acquire skills in developing conceptual frameworks for managing
sustainable organizational growth in both private and public sectors. Focus is on critically evaluating
the actors and factors for technological innovation and developing concepts for managing
technological innovations to improve the creation and delivery of new goods and services in a
productivity-based international competitive environment. Discussion covers issues related to
technology resources, technological capacities, capabilities and competencies, and technology
strategies for sustained competitive advantage in the global marketplace. Decision-making roadmaps
are developed and applied to ensure that technological and socioeconomic/ethical/legal
considerations are integrated for desired results.
Course Objectives:
At the conclusion of this course, students should be able to:

Assess the significance and impact of technology’s progression, and the increasing
complexity and risks to sustaining acceptable social and environmental conditions.
 Demonstrate a clear understanding of the basic theories, concepts and principles of managing
technology innovations and an ability to integrate them.
 Demonstrate a clear understanding of key literature in the areas of innovation, sustainability,
and technology management.
 Analyze both organizational and national competitive status and develop practical innovation
strategies that lead to sustainable competition.
 Recognize market failures as a source of innovation opportunities at various market and
government levels.
 Evaluate technology management approaches and principles of sustainable development to
the challenges of contemporary organizations operating in a competitive global environment
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Philosophical Outlook of this Course:
This is a course about innovation set in a context of strategies for sustainability. From its origins in
the Brundtland report to the United Nations, sustainable development can be described as meeting the
needs of the present generation without compromising the ability of future generations to meet their
own needs. “Sustainable business development” refers to a holistic management construct that
embraces the entire business system and supply chain from the origins of raw materials to production
processes, finished goods and services, and end-of-product-life solutions. This course views
sustainable development from a strategic and practical management perspective. This perspective
encompasses a wide range of innovative corporate and governmental activity at the intersection of
business and the environment that is transforming existing markets, creating new ones, and
embedding sustainability principles in firms’ strategies. As such, sustainability is a rich and relevant
platform for examining how innovation and technology influences can be both causes and potential
solutions. The growing imperative to incorporate environmental impacts, health issues, community
effects, and a longer-term fiduciary responsibility to stockholders into strategy provides a strong
incentive for companies to seek innovative approaches that explore new market opportunities and
reinforce sustainability.
Required Texts and Materials:
1.
Burgelman, Robert A., Christensen, Clayton M. and Wheelwright, Steven C. (2004). Strategic
Management of Technology and Innovation, (4th Ed.), Chicago, IL: Irwin Publishers.
[ISBN: 0-07-253695-0]
2.
Rainey, David L. (2006). Sustainable Business Development: Inventing the Future through
Strategy, Innovation, and Leadership, New York, USA: Cambridge University Press.
[ISBN: 13-978-0-521-86278-3]
3.
Laszlo, Ervin and Peter Seidel (Eds.) (2006). Global Survival: The Challenge and its
Implications for Thinking and Acting, New York, USA: select Books, Inc. [ISBN: 1-59079104-5]
Recommended Books (additional resources to be added during the course):
Khalil, Tarek (2000). Management of Technology: The Key to Competitiveness and Wealth
Creation, Boston, MA: McGraw Hill Irwin. [ISNB: 0-07-336149-X] paperback.
Stead, W. Edward and Jean Garner Stead (2004). Sustainable Strategic Management, Armonk, NY:
M.E. Sharpe, Inc. [ISBN: 0-7656-1132-5] paperback
Other Interesting Books on Sustainability and Business Development
Hawken, Paul, Amory Lovins, and L. Hunter Lovins (1999). Natural Capitalism: Creating the Next
Industrial Revolution, Boston, USA: Little, Brown and Company. [ISBN: 0-316-35300-0] paperback
Benyus, Janine M. (1997). Biomimicry: Innovation Inspired by Nature, New York, USA:
HarperCollins Publishers. [ISBN: 0-688-16099-9] paperback.
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Willard, Bob (2002). The Sustainability Advantage: Seven Business Case Benefits of a Triple
Bottom Line. Gabriola Island, BC: New Society Publishers. [ISBN: 0-86571-451-7] hardcover
Hitchcock, Darcy and Marsha Willard (2006). The Business Guide to Sustainability: Practical
Strategies and Tools for Organizations, Sterling, VA: Earthscan Publishers. [ISBN-10: 1-84407320-3] paperback.
Edwards, Andres R. (2005). The Sustainability Revolution: Portrait of a Paradigm Shift, Gabriola
Island, BC: New Society Publishers. [ISBN: 0-86571-531-9] paperback.
Nattrass, Brian and Mary Altomare (2002). Dancing with the Tiger: Learning Sustainability Step by
Natural Step, Gabriola Island, BC: New Society Publishers. [ISBN: 0-86571-455-X] hardcover.
Journal Articles (additional resource articles to be added during the course):
1. Dean, Thomas J. and Jeffrey S. McMullen (2007). Toward a theory of sustainable
entrepreneurship: reducing environmental degradation through entrepreneurial action.
Journal of Business Venturing, 22, 50-76.
2. Dijkema, G.P.J., Ferrao, P., Herder, P.M. & Heitor, M. (2006). Trends and opportunities
framing innovation for sustainability in the learning society. Technological Forecasting and
Social Change, 73(3), 215-227.
3. Glenn, J.C. & Gordon, T.J. (2004). Future issues of science and technology. Technological
Forecasting and Social Change, 71(4), 405-416.
4. Goncalves, M.E. (2006). Risk and the governance of innovation in Europe. Technological
Forecasting and Social Change, 73(1), 1-12.
5. Hardin, Garrett (1968). The Tragedy of the Commons. Science, New Series, 162 (3859),
1243-1248.
6. Kanter, Larry (2006). The Eco-Advantage. Inc. Magazine, November 2006, 79-103.
Available online at: http://www.inc.com/magazine/20061101/green50_intro.htm
7. Mikkola, J.H. (2001). Portfolio management of R&D projects: Implications for innovation
management. Technovation, 21, 423-435.
8. Muller, A., Valikangs, L. & Merlyn, P. (2005). Metrics for innovation: Guidelines for
developing a customized suite of innovation metrics. IEEE Engineering Management
Review, 33(4), 66-72.
9. Phaal, R., Farrukh, C.J. & Probert, D.R. (2004). Technology roadmapping: A framework for
evolution and revolution. Technological Forecasting and Social Change, 71(1/2), 5-26.
10. Smits, R. (2001). Innovation studies in the 21st century: Questions from a user's perspective.
Technological Forecasting and Social Change, 69(9), 861-883.
11. Orsato, Renato J. (2006). Competitive environmental strategies: When does it pay to be
green? California Management Review, 48 (2), 127-143.
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Articles/Papers from the BCW Book to be reviewed in this course:
1. David Teece. Profiting from Technological Innovation: Implementations for Integration
(p.32)
2. Alan Fusfeld. How to Put Technology into Corporate Planning (p.62)
3. Prahalad & Hamel. The Core Competence of the Corporation (p.102)
4. Michael Porter. What Is Strategy? (p.113)
5. Maidique & Hays. The Art of High-Technology Management (p.130)
6. George White. Management Criteria for Effective Innovation (p.172)
7. Abernathy & Utterback. Patterns of Industrial Innovation (p.202)
8. Clayton Christensen. Exploring the Limits of the Technology S-Curve Part I (p.208)
9. Clayton Christensen. Exploring the Limits of the Technology S-Curve Part II (p.227)
10. Christensen & Bower. Customer Power, Strategic Investment, and Failure of Leading
Firms (p.245)
11. Christensen, Verlinden & Westerman. Disruption, Disintegration and the Dissipation of
Differentiability (p.278)
12. Geoffery Moore. Crossing the Chasm — and Beyond (p.362)
13. Brian Arthur. Competing Technologies: An Overview (p.368)
14. Meza & Burgelman. Finding the Balance: Intellectual Property in Digital Edge (p.398)
15. Thomke & Nimgade. Note on New Drug Development in the United States (p.410)
16. Elting Morison. Gunfire at Sea: A Case Study of Innovation (p.431)
17. Henderson & Clark. Architectural Innovation: Reconfiguration of Existing Product
Technologies and the Failure of Existing Firms (p.441)
18. Burgelman & Grove. Strategic Dissonance (p.478)
19. Burgelman. Interorganizational Ecology of Strategy Making and Organizational
Adaptation (p.511)
20. Christensen & Overdorf . Meeting the Challenge of Disruptive Change (p.541)
21. Hamel & Prahalad. Strategic Intent (p.550)
22. Burgelman. Strategy as Vector and the Inertia of Co-evolutionary Lock-in (p.562)
23. Bro Uttal. The Lab that Ran Away from Xerox (p.671)
24. Burgelman & Sayles. Transforming Invention to Innovation: the Conceptualization Stage
(p.682)
25. Christensen & Chesbrough. Technology Markets, Technology Organizations, and
Appropriating the Returns from Research (p.690)
26. Cohen, Keller & Streeter. Transfer of Technology from Research to Development (p.708)
27. Cohen & Levinthal. Absorptive Capacity: A New Perspective on Learning and Innovation
(p.716)
28. Henry Chesbrough. Making Sense of Corporate Venture Capital (p.773)
29. Thomke & Nimgade. Note on Lead User Research (p.794)
30. McGrath & MacMillan. Discovery-Driven Planning (p.838)
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31. Geoffery Moore. Living on the Fault Line (p.846)
32. Burgelman. Managing the Internal Corporate Venturing Process: Some Recommendations
(p.915)
33. Tushman & O'Reilly. Ambidextrous Organizations: Managing Evolutionary and
Revolutionary Change (p.925)
34. H. Riggs. Communication between Engineering and Production: A Critical Factor (p.970)
35. Maidique & Zirger. The New Product Learning Cycle (p.977)
36. Clark & Wheelwright. Organizing and Leading 'Heavyweight' Development Teams (p.1012)
37. Clark & Fujimoto. The Power of Product Integrity (p.1023)
38. Wheelwright and Clark. Creating Project Plans to Focus Product Development (p.1051)
39. Wheelwright & Sasser. The New Product Development Map (p.1089)
40. Wheelwright & Clark. Acclerating the Design-Build-Test Cycle for Product Development
(p.1098)
41. David Garvin. Building a Learning Organization (p.1162)
42. Burgelman & Doz. The Power of Strategic Integration (p.1174)
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Road Map: DMGT 850 - Innovation and Sustainable Development
Learning Sequence
►
Themes
Outcomes
Part I:
Innovation and
Sustainability in
Business
Emerging issues and
sustainability management
perspectives
►
- Context and significance of
the sustainability movement
and its implications for
innovation management.
Part II:
Mapping Innovation
and Sustainability
Literature
Landscape of Innovation
Literature
►
- Concept digests of key
ideas and authors
Landscape of
Sustainability Literature
►
- Concept digests of key
ideas and authors
Part III:
Exploration of Key
Frameworks –
building a class
knowledge base
Technology and Innovation
Opportunity
►
- Frameworks interpreted &
shared w/class
Life Cycle Thinking
for Sustainability
►
- Frameworks interpreted &
shared w/class
Sustainability Value
Propositions
►
- Frameworks interpreted &
shared w/class
Innovation Strategy &
Management
►
- Frameworks interpreted &
shared w/class
- Portfolio of life cycles with
sustainability needs in an
enterprise.
.- Portfolio of sustainability
opportunities in a business
sector
- Portfolio of enterprise-level
innovative strategies for
sustainable development
Part IV:
Applications of
Strategy – building a
portfolio of potential
sustainability
management
solutions
Application of a Life Cycle
Assessment to a product
or service
Application of a Sector
Analysis for opportunityfinding
Application of Alternative
Business Model for
sustainability strategy
Part V:
Review, Assessment
& Reflection
Review of course
knowledge base
►
- Integration of course
learning, key concepts, and
frameworks
Assessment of learning:
comprehensive exam
Reflections on future
approaches to
sustainability management
►
►
- demonstrate mastery of
subject matter
- gain a strategic and
philosophical outlook on
sustainability management
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►
►
►
Course Requirements:
The instructor expects the following from each student:
1. All students are expected to participate actively in on-line class discussions and also take
part regularly (at least every other day) in various study group activities, review of
conference postings, and assignment postings.
2. All assignments must be submitted in the assignment folder and also posted in the
designated conference area (for sharing with all class members) by the date stated in the
schedule. If students are unable to fulfill expectations for any particular assignment, they
should seek approval in advance from the instructor.
Basic Premise for Assignments in this Course:
Mintzberg's recent paper “Developing theory about the development of theory" suggests that (1)
Knowledge is a main source of innovation for socio-economic development; (2) Management
knowledge is created by integrating existing disciplinary concepts into interdisciplinary frameworks;
and (3) Management theories explain relationships that can be interpreted in operational
circumstances. In this course, we will draw from the wisdom of many management gurus who have
articulated concepts and espoused theories. Since we live in a dynamic world where change is the
only constant and sustainability is becoming a challenge for operating an enterprise, a solid grasp on
concepts of how to employ innovative management frameworks is deemed essential for meeting
those challenges.
As doctoral students, you are motivated by your own intellectual curiosity about the ideas, concepts
and issues in this seminar. The assignments for this course are not seen simply as tasks to be
completed, but are designed to help you develop your own conceptual frameworks to better
understand sustainability through innovative management. In this course, we will focus on learning
concepts from the literature, lessons from cases, and will practice these concepts in application papers
to demonstrate an understanding of the contextual nuances of those concepts. Our intention is to
move the class through a growth path from theoretical foundations to innovative sustainability
management strategies. These assignments include:
Assignment 1 - Concept digests from Sustainability literature
Assignment 2 - Concept digests from Innovation literature
Assignment 3 - Life Cycle Assessment
Assignment 4 – Sustainability Sector Analysis
Assignment 5 - Sustainability Business Model
Guidance for Concept Digests:
The “concept digests” you prepare are not annotated bibliographies but rather extractions of major
ideas/concepts related to a specific area of innovation and sustainability management. Concept
digests combine both narrative and graphic formats to explain the subject matter to your fellow class
members in our learning community. You are expected to independently learn additional concepts
beyond those covered in the class. [Sample format posted on our class web site.]
Guidance for Life Cycle Assessment:
In this assignment, you will select a major product or service and analyze its life cycle from “cradle
to grave.” Drawing upon knowledge learned earlier in this course, each stage of the product or
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service’s creation, growth, development, consumption, and disposition will be described and its
sustainability consequences mapped out. Technology, marketplace, and environmental influences
that affect each life cycle stage should be identified and explained. Early in the course, students will
propose specific products or services to analyze, and the instructor will approve topic choices. The
format for this paper will be posted on the course web site, and papers should be about 8-10 singlespaced pages, plus graphics as needed. For a virtual presentation, up to 5 PowerPoint Slides
presenting the main ideas must accompany each paper.
Guidance for Sustainability Sector Analysis:
In this assignment, you will explore a major business sector to discover and evaluate sustainability
opportunities present in market failures that may be manifested in environmental degradation,
inefficient production processes, un-met product re-use, or excess waste streams. Your analysis
should identify typical and chronic problems associated with the sector along with public and private
sector opportunities for improving sustainability. Early in the course, students will propose specific
companies or businesses to analyze, and the instructor will approve topic choices. The format for this
paper will be posted on the course web site, and papers should be about 8-10 single-spaced pages,
plus graphics as needed. For a virtual presentation, up to 5 PowerPoint Slides presenting the main
ideas must accompany each paper.
Guidance for Sustainability Business Model:
In this assignment, you will analyze an existing enterprise and its current business model. Based on
your understanding of innovation opportunities and sustainability value propositions, you will
propose an alternative business model along with likely sustainability opportunities and
consequences, including costs and benefits. Early in the course, students will propose specific
companies or businesses to analyze, and the instructor will approve topic choices. The format for this
paper will be posted on the course web site, and papers should be about 8-10 single-spaced pages,
plus graphics as needed. For a virtual presentation, up to 5 PowerPoint Slides presenting the main
ideas must accompany each paper.
Grading:
The final course grade will be determined as follows:
Assignment 1: Sustainability Concept Digest
Assignment 2: Innovation Concept Digest
Assignment 3: Life Cycle Assessment
Assignment 4: Sustainability Sector Analysis
Assignment 5: Sustainability Business Model
Participation Contribution
Comprehensive Examination
Total
10%
10%
10%
10%
10%
10%
40%
100%
Graduate School Grading Guidelines:
According to the Graduate School's grading policy, the following symbols are used:
A (90-100) = excellent
B (80-89) = good
C (70-79) = passing
F (69 or below) = failure
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The grade of "B" represents the benchmark for the Graduate School. It indicates that the student has
demonstrated competency in the subject matter of the course, e.g., has fulfilled all course
requirements on time, has a clear grasp of the full range of course materials and concepts, and is able
to present and apply these materials and concepts in clear, well-reasoned, well-organized, and
grammatically correct responses, whether written or oral.
Only students who fully meet this standard and, in addition, demonstrate exceptional comprehension
and application of the course subject matter earn a grade of "A". Students who do not meet the
benchmark standard of competency fall within the "C" range or lower. They, in effect, have not met
graduate level standards. Where this failure is substantial, they can earn an "F".
Policy on Academic Integrity and Plagiarism:
Academic integrity is central to the learning and teaching process. Students are expected to conduct
themselves in a manner that will contribute to the maintenance of academic integrity by making all
reasonable efforts to prevent the occurrence of academic dishonesty. Academic dishonesty includes,
but is not limited to, obtaining or giving aid on an examination, having unauthorized prior knowledge
of an examination, doing work for another student, and plagiarism of all types.
Plagiarism is the intentional or unintentional presentation of another person’s idea or product as one’s
own. Plagiarism includes, but is not limited to, the following: copying verbatim all or part of
another’s written work; using phrases, charts, figures, illustrations, or mathematical or scientific
solutions without citing the source; paraphrasing ideas, conclusions, or research without citing the
source; and using all or part of a literary plot, poem, film, musical score, or other artistic product
without attributing the work to its creator. Students can avoid unintentional plagiarism by following
carefully accepted scholarly practices. Notes taken for papers and research projects should accurately
record sources to material to be cited, quoted, paraphrased, or summarized, and papers should
acknowledge these sources.
The penalties for plagiarism include a zero or a grade of “F” on the work in question, a grade of “F”
in the course, suspension with a file letter, suspension with a transcript notation, or expulsion.
Students are not permitted to submit an assignment or paper that already has been submitted for
another course at UMUC or any other institution, even if it is entirely their own work. This includes
cutting and pasting portions of previous papers or other written assignments. The penalties will be
the same as those listed above for plagiarism.
Course Evaluations:
Feedback on each graduate course and instructor is important to the university, your professor, and to
all students. UMUC has the responsibility to assess the effectiveness of classroom instruction, and
each student has the responsibility to provide accurate and timely feedback through completion of the
course evaluation form. This is a shared obligation for us all. It is therefore important that you
complete the evaluation form for each course. This should be viewed as an additional course and
program requirement.
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Technical Assistance and Webtycho Support:
Understanding and navigating through WebTycho is critical to successfully completing this course.
All students are encouraged to complete UMUC’s Orientation to Distance Education and WebTycho
Tour at http://www.umuc.edu/distance/de_orien.
The online WebTycho Help Desk is accessible directly in the classroom. In addition, WebTycho
Support is available 24 hours a day, 7 days a week, at 1-800-807-4862 or
webtychosupport(at)umuc.edu.
Library Support:
UMUC's department of Information and Library Services (www.umuc.edu/library/) provides roundthe-clock chat and e-mail reference services. Librarians are available to take you through the actual
steps of searching for information: logging in to a database, entering search terms, and retrieving
articles.
UMUC's Library Databases and E-Journals website is at www.umuc.edu/library/database. A guide to
using UMUC's library databases is available at http://www.umuc.edu/library/database/articles.shtml.
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Course Schedule for DMGT 850
Week #
1
Session Dates
Sept 10 - 16
2
Sept 17 - 23
3
Sept 24 - 30
4
Oct 1 - 7
5
Oct 8 - 14
6
Oct 15 – 21
Oct 19-20
In-Residence
Class Session
at UMUC
7
Oct 22 - 28
8
Oct 29 - Nov 4
9
Nov 5 - 11
10
Nov 12 - 17
11
Nov 18 - 25
12
Nov 26 – Dec 2
13
Dec 3 - 9
Themes, Readings, Assignments and Due Dates
Sustainability Management: Issues and Perspectives
Assigned readings and issue scanning to establish significance of
sustainability and its domain; posted issues, opinions, studies,
influential forces, etc.
Landscape of Innovation Literature
Individual students assigned sub-topics to search literature for key
classic and contemporary works; Concept Digests – DUE Sept 23
Landscape of Sustainability Literature
Individual students assigned sub-topics to search literature for key
classic and contemporary works; Concept digests – DUE Sept 30
Technology and Innovation Opportunity
Individual students assigned one key concept/theory, with on-going
conference discussion managed by that student.
Life Cycle Thinking for Sustainability
Individual students assigned one key concept/theory, with on-going
conference discussion managed by that student.
Sustainability Life Cycle Assessment - DUE Oct 21
Students prepare and virtually present a life cycle analysis.
Recap of Sustainability Life Cycle case presentations; guest speakers
TBD; Review all literature; evaluate concept digests; map domains of
technology, innovation, and sustainability; settle remaining assignment
details; Review requirements for Comprehensive Examination.
Sustainability Value Propositions
Individual students assigned one key concept/theory, with on-going
conference discussion managed by that student.
Sustainability Sector Analysis - DUE Nov 4
Students prepare and virtually present a sector analysis of market
failures that represents sustainability problems and opportunities.
Integrating Innovation and Strategy for Sustainability
Individual students assigned one key concept/theory, with on-going
conference discussion managed by that student.
Sustainability Business Models - DUE Nov 17
Students prepare and virtually present innovative approaches to
sustainability.
Review of Course Elements: Discussion of concepts and frameworks
covered in sessions 1-5, 7, and 9 in preparation for comp. exam;
Comprehensive Examination – assessment of learning; DUE Dec 2
(format TBD).
Reflections on Comprehensive Exam; Guided discussion on the
significance of Sustainability for future management strategies.
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