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Opintojakson toteutussuunnitelma

GroupT31DY16S/Degree Programme in International Business Management, Master's Degree (Tornio)
Study unitT301DY21 Knowledge and Innovation Management, 5.00 ECTS credits, 133 h
Multidisciplinary Development of Working Life
Time of implementationSpring1/2016-2017, Spring2/2016-2017
Responsible teacherOkuogume Anthony
Other teachers
Status of implementationFinished

Description status Under modification
Language of instruction English
Starting and ending dates01.01.2017 - 29.05.2017
Minimum number of participants  
Maximum number of participants  
Enrolment period01.09.2016 - 31.12.2016
Implementation method Virtual studies
Virtuality 5 ECTS credits
R&D integration 5 ECTS credits
Resit dates of the exam
Koulutuksen aikataulu (www-linkki)
Description language English 

Knowledge and innovation management are fundamental concepts for designing and implementing the corporate strategy in rapidly emerging knowledge based industries. Therefore, the aim of this course is to introduce the field of organisational knowledge management as the corner stone of firm’s competitive advantage and their ability to innovate such as; creation of new products or developing new markets in a globally competitive business environment. In this view the (a) role (b) capacity and the (c) mechanisms of knowledge sharing among organizations are seen as the fundamental issues for the creation of innovations (e.g., new products development and business model innovations) and thus sustaining a higher profitability than industry average and the creation of new markets.

The main topics

Knowledge, its definition

The knowledge economy and the new competitive landscape

Knowledge based industries and need for knowledge and innovation management

Firm s knowledge, competences and competitiveness

Knowledge assets: development and management of knowledge assets

IPR and the complexities of appropriating innovations

Innovation management, the business case for innovation

Business model innovation

The internationalisation of innovation

International innovation networks

Assessment criteria


Participation in the contact week session 10%

Participation (active participation in discussions and reflections) in lecture sessions 10%

Individual project work 80%


Pedagogical arrangements

Learning and teaching methods

Lectures, class discussions, case analysis, group work and individual assignment. Online sessions. The instructor will make use of different teaching methods to create an enriching learning environment and to motivate the students.

The course will be delivered online through the iLinc platform. The learning process will be student driven. The problem solving and innovation skills would be used and nurtured as a core part of the learning process and outcomes. The course is designed to be very participative and students would be able to develop theoretical and practical insights to corporate decision-making in knowledge and innovation management and in an international business context.

Students will work in groups for both of the assignments.

Case analysis

Case analyses would be used to provide students with a real world experience on organizational knowledge and their translations into competitive advantages and also, different decision situations within the domain of knowledge and innovation management. The importance of this type of applied experience is vital in developing a wider understanding of the role of knowledge and innovation in the success of every business venture.

Assignment 1: Joint assignment

The focus of the contact week session is themanagement of resources in an international business management contexts. During the week students will learn the elements of firms resources, what are they and how they are mobilized to achieve the performance impact set in the strategic plan. How a firms resource strengths determine its overall health and competitiveness.

In the contact weeks joint assignment, students will the Polarica Ltd case to address the key issues in managing organizational knowledge and innovation, international markets and financial and performance management in an international business context.

A visit to Polarica Ltd will be made. The purpose of the visit is to help the students deeper their knowledge on the company's activities and most especially on how well their current strategy on knowledge and innovation management are working Also, the visit is an opportunity for the students to collect additional data for the after visit group work. The Joint assignment work carries a weight of 40 points for the knowledge and Innovation management part. See the separate instruction provided for the joint assignment.

Assignment 2:

The purpose of this assignment is to give students the opportunity to explore the value and performance of their firm's knowledge capital shown by how they have beenable to exploit commercial benefits from their knowledge capital and competitiveness in their industry. The task will be accomplished in teamsand they are to analyze their case company and provide answers to the questions provided in the task. In addressing the tasks, students are to be specific and critical in their answers. The value of the report lies in the integration of their findings in a simple and convincing set of views. See the assessment criteria for more information on how the report will be assessed. See moodle for more detailed instruction on the second assignment.



Allee, Verna: The knowledge evolution. (1997) Butterworth-Heinemann

Allee Verna. (2010) Values in time of change. working paper, IESE Business School

Amit Raphael and Zott Christoph. (2010). Business Model Innovation: Creating value in time of change. Working paper W-P, July, 2010.

Amit Raphael and Zott Christoph 2010. Business Model Innovation: Creating value in time of change. Working paper W-P, July, 2010.

Allan Afuah 2014. Business Model Innovation. ROUTLEDGE.

Saul Kaplan 2012. The Business Model Innovation Factory: How to Stay Relevant When the World Is Changing. John Wiley & Sons.

Cusumano Michael, 2010. STAYING POWER. Oxfprd University Press.

David J. Teece. 2013. Competing through innovation. Edward Elgar Publishing Ltd.

David J. Teece. 2010. Business Models, Business Strategy and Innovation. Long Range Planning 43, 172-194

Elke den Ouden; 2012. Innovation design. Creating value for people, organization and society, springer.

Marc de Jong, Nathan Marston, and Erik Roth; 2015. The eight essentials of innovation. McKinsey Quarterly, April 2015.

Mark Bertolini, David Duncan, Andrew Waldeck. 015. Knowing when to reinvent. HBR, December, 2015.

Mark W. Johnson, Clayton M. Christensen and Henning Kagermann; 2008. Reinventing your business model. HBR, December, 2008.

Mustafa Bekmezci; 2013. Talikng competitive advantage by business model innovation. Yönetim ve EkonoMI 20/1 2013, 291-214.

Nicolai J. Foss, Tina Saebi (EDT). 2015. Business Model Innovation. Oxford University Press.

MARINA DU PLESSIS: The Role of Knowledge Management in Innovation. Journal of Knowledge Management. Vol. 11. No. 4, 2007; 20-29.

Barney, Jay: Firm resources and sustained Competitive Advantage. Journal of Management. Vol. 17. No.1.1991: 99-120.

Thomas W. Malone, Peter Weill, Richard K. Lai, Victoria T. DUrso, George Herman, Thomas G. Apel, and Stephanie L. Woerner; 2006. Do some business model perform better than others; MIT Sloan Working Paper 4615-06 May 2006

Zhenya Lingardt, Martin Reeves, George Stalk, and Michael Deimler; 2009. Business Model Innovation. BCG.

James C. Anderson · James A. Narus · Wouter Van Rossum. 2006. Customer value proposition. HBR March 2006.


The Economist. The rise of the customer-led economy. The economist intelligence unit Limited 2013.

  • Firm's knowledge resource as part of the strategic management orientation of the firm
  • Firm's knowledge and strategic competence
  • The performance of firm's knowledge capital
  • Innovation as knowledge translation
  • Shifting competitive landscape
  • Types of innovation
  • Business model
  • Business model innovation
  • Types of business model innovation
  • Business model innovation and industry profits



1. Joint assignments will carry a weight of 40pts

2. Second assignment 60pts

Requirements for the written report: All reports should be written in LUAS thesis format. See the thesis guide for instructions.

A minimum score of 50% is requiredfor a report to be accepted.

See moodle for additional instruction.

Assessment will cover student's research and communication skills, and the understanding of the central theoretical concepts and their application. These include the following questions:

  1. Did you succeed to identify the central issue(s) of the case?
  2. Did you succeed to present a critical overview of the tools, models and methods applied to deal with the issue(s) of the case?
  3. How did you evaluate and present the facts of the case?
  4. What assumptions did you present and what justification for making those assumptions did you provide?
  5. Did you succeed to present a realistic and applicable conclusions and recommendations that could be implemented in the case firm?