課程資訊
課程名稱
 科技管理
Management of Science and Technology 
開課學期
 106-1 
授課對象
 管理學院  科技管理組  
授課教師
 林博文 
課號
 BA3003 
課程識別碼
 701E33600 
班次
  
學分
 3.0 
全/半年
 半年 
必/選修
 必帶 
上課時間
 星期二7,8,9(14:20~17:20) 
上課地點
 管一103 
備註
 本課程以英語授課。
總人數上限：60人 
Ceiba 課程網頁
 http://ceiba.ntu.edu.tw/1061BA3003 
課程簡介影片
 
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課程概述

This course tries to integrate technological strategy and business strategy and aims at creating new business opportunities through technological innovation and applications. 

課程目標
 The development of modern technology has reshaped the way we do business and the way we live our lives. To gain competitive advantages, modern firms must constantly bring new innovations to the world and quickly adopt new technologies developed by others to survive. This course seeks to blend technology with business management from a system’s perspective. It builds from the fact that technology has become the most important strategic weapon for firms in high-tech industries. Some scholars call the brave new world as the knowledge economy or information society to stress the importance of technology or knowledge for the next wave of economic growth. The traditional R&D management approach is not enough to describe the business function of developing, utilizing, commercializing, and replacing technological knowledge in this ever-changing business world. Management of technology and innovation has become the core discipline for the professional managers of the next generation.

Therefore the focus of this course is the planning and development of technology for the growth and profits of technology-oriented enterprises. The students will gain a firm understanding and the competence in the area of management and technology. Term projects are required, which will further elaborate on particular aspects of the course according to the student’s own objectives and background. Term projects also help to consolidate theories and best practices from the western countries to the context of Taiwan’s high-tech industries. Interactive learning is emphasized throughout the course. Student’s participation in class, including discussion, homework, and quizzes is a critical and integral part of the course.
 
課程要求
 1) Case Study and assigned reading
2) Midterm exam
3) Final Report
 
預期每週課後學習時數
  
Office Hours
 備註： Tuesdays 12:00-14:00 
指定閱讀
 待補 
參考書目
 1) M.A. SCHILLING (2016), Strategic Management of Technological Innovation (Irwin Management) 5th Edition McGraw-Hill Education.

2) R. Burgelman, C. Christensen, S. Wheelwright (2008), Strategic Management of Technology and Innovation, 5th Edition, McGraw-Hill Education.

3) Handouts 
評量方式
(僅供參考)
  
No.
項目
百分比
說明
1. 
 Class Participation 
30% 
  
2. 
 Midterm exam 
30% 
  
3. 
 Final Report  
40% 
  
 
課程進度
週次
日期
單元主題
第1週
 9/12  【CH 1】 Introduction  
第2週
 9/19  PART I: INDUSTRY DYNAMICS OF TECHNOLOGICAL INNOVATION

【CH 2】Sources of Innovation

【READING I-1】 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy
David J. Teece

【Case Study】: KKBOX.com
 
第3週
 9/26  【CH 3】Types and Patterns of Innovation
【READING II-1】 Patterns of Industrial Innovation
William J. Abernathy and James M. Utterback
【Case Study】: HTC Corp. in 2012
 
第4週
 10/03  【CH 4】Standards Battles and Design Dominance
【READING II-5】 Customer Power, Strategic Investment, and the Failure of Leading Firms
Clayton M. Christensen and Joseph L. Bower
【Case Study】: The TSMC Way: Meeting Customer Needs at Taiwan Semiconductor Manufacturing Co.
 
第5週
 10/10  NO CLASS. NATIONAL DAY 
第6週
 10/17  【CH 5】Timing of Entry
【READING II-7】Crossing the Chasm—and Beyond
Geoffrey A. Moore
【Case Study】: Shanzhai! MediaTek and the “White Box” Handset Market 
第7週
 10/24  PART II: FORMULATING TECHNOLOGICAL INNOVATION STRATEGY

【CH 6】Defining the Organization’s Strategic Direction
【READING II-8】 Competing Technologies: An Overview
W. Brian Arthur
【Case Study】: Taiwan Taxi's iCall System: Realizing the Value of GPS-Dispatch Systems
 
第8週
 10/31  【CH 7】Choosing Innovation Projects
【READING III-1】Capturing the Returns From Research
Clayton M. Christensen, Christopher Musso, and Scott Anthony
【Case Study】:Taiwan Semiconductor Manufacturing Company Limited: A Global Company’s China Strategy
 
第9週
 11/07  【CH 8】Collaboration Strategies
【READING III-2】 The Lab That Ran Away from Xerox
Bro Uttal
【Case Study】: Giant Inc.: Formation of the A-Team
 
第10週
 11/14  【CH 9】Protecting Innovation
【READING III-8】 Note on Lead User Research
Stefan Thomke and Ashok Nimgade
【Case Study】: Hopax (A)
 
第11週
 11/21  MID-TERM 
第12週
 11/28  PART III: IMPLEMENTING TECHNOLOGICAL INNOVATION STRATEGY

【CH 10】Organizing for Innovation
【READING III-14】 Managing Internal Corporate Venturing Cycles
Robert A. Burgelman and Liisa Välikangas
【Case Study】: 3M Taiwan: Product Innovation in the Subsidiary
 
第13週
 12/05  【CH 11】Managing the New Product Development Process
【READING IV-3】 Organizing and Leading “Heavyweight” Development Teams
Kim B. Clark and Steven C. Wheelwright
【Case Study】:AmTran Technology Ltd.
 
第14週
 12/12  【CH 12】Managing New Product Development Teams
【READING IV-4】 Finding the Right Job for Your Product
Clayton M. Christensen and Scott Anthony
【Case Study】: ASUSTeK and the Google Nexus 7 Tablet
 
第15週
 12/19  Field Visit (Hsinchu Science Park & TSMC Museum) 
第16週
 12/26  【CH 13】Crafting a Deployment Strategy
【READING V-2】 The Power of Strategic Integration
Robert A. Burgelman and Yves L. Doz
【Case Study】: Inventec Corporation
 
第17週
 1/02  Interview (NTU Innovation Incubation Center)  
第18週
 1/09  FINAL REPORT