2004-2005 MTECH Course Descriptions

2004 - 2005 Master of Business Administration Technology Management/Commercialization Course Descriptions

MTECH

610

Introduction to the Process of Technological Innovation

(1.5)

This course is an introduction to the nature of technology and the process of technological innovation. It examines how technological change is associated with the emergence of new industries, changes in the structure of existing industries, and changes in firms and other organizations active in the commercialization of technology. To illustrate these themes the course outlines the parallel histories of the personal computer industry, the computer networking industry, and organizations that have played a key role in the evolution of those industries. It examines the impact of technological convergence and turbulence on competition and cooperation between firms, and provides a framework for linking technology strategy with corporate strategy.


MTECH

611

Technical Standards and Competition in High Technology Industries


(1.5)

This course explores the nature of technological innovation by examining one of the distinctive features of competition in technology-based industries, the formation and evolution of technical standards. It will explore how developing and controlling technical standards may be used by firms to manipulate competitive forces, and how failure to properly address competition around standards may undermine a firm's position in the market. The course will also examine the variety of institutions and systems that have emerged for establishing and forcing technical standards, both within the United States and internationally. Economic, political and business forces affecting the evolution of standards will be studied. Prerequisites: MTECH 610.


MTECH

612

Macroeconomic Perspectives On Technological Change

(1.5)

This course analyzes the effect of technological change in a macroeconomic model. Specifically, this course develops a framework of technology as the embodiment of culture and history, requiring the co-evolution of technology and institutions as a model for economic growth. The course concentrates on the generation of new technologies, the effect of new technologies on the macro economy, the diffusion and adaptation of technology, and the cyclical nature of technological change in growth. Prerequisites: MTECH 610.


MTECH

613

Microeconomic Perspectives on Technology and the Economy

(1.5)

This course analyzes the decision processes of firms and industries in incorporating technological change. Specifically, the course analyzes the firm's production inputs decisions, modeling technology as an input and an output. The course develops production and output models, and models each of these in different industrial structures (perfect competition, oligopoly, and monopoly). The course also develops pricing models in the face of demand conditions. Prerequisites: MTECH 610.


MTECH

614

The Development of New Technology Products

(1.5)

This course examines: the key stages and tasks involved in the development of new technological products; managing the interfaces between key functional groups in the product development process; the role of the project manager; the link between product strategy, business strategy and overall marketing strategy; product design and architecture; product platform strategy; managing new product realization programs; and managing the technology adoption lifecycle. Prerequisite: MTECH 611.


MTECH

615

Marketing of Technology

(1.5)

This course addresses the challenges of bringing products based on new technology to market. It covers the basic principles of pricing, promoting, and distributing new products through evolving channels. Special topics include: understanding unarticulated user needs, demand forecasting in technology markets, marketing technologies to intermediate industrial customers and other technology firms, and the role of industrial networks in technology marketing. Prerequisite: MTECH 611.


MTECH

616

Technology and Organizational Behavior

(1.5)

This course provides a framework for understanding the crucial importance of leadership for success in technological organizations. It also examines the variety of ways in which human behavior within organizations and groups may affect technology commercialization processes. The framework will be explored through role-plays, simulations, case analyses, and exercises designed to help students apply behavioral concepts in practical technological settings. Prerequisite: MTECH 610.


MTECH

617

Human Resources and New Technology

(1.5)

The course focuses on the human-resource systems and processes that technology firms need in order to achieve productivity, satisfaction and development among employees. Special attention is placed on recruitment, acculturation, training and retention strategies for highly skilled knowledge-workers sought after by successful technology organizations. Prerequisite: MTECH 610.


MTECH

618

Fundamentals of Financing Technology Ventures

(1.5)

Technology ventures often differ from the conventional enterprises in a number of ways, including their degree of risk, their lack of positive cash flow, their unconventional business models, their emphasis an intangible assets, or the lack of business-experience of their founders. This course will review the variety of solutions technology entrepreneurs have developed to finance their operations in the face of these constraints. Topics include: angel investing, venture capital, specialized private equity funding, public equity, personal or family investing, government grants, strategic partnerships, sweat-equity capital, and revenue based financing. Strategies for mixing sources of capital throughout the stages of development of an enterprise will be studied. Prerequisites: MTECH 614.


MTECH

619

Legal and Strategic Issues in Financing Technology Ventures

(1.5)

As firms progress through the stages of financing the commercialization of new technology, a plethora of legal and procedural requirements or obstacles need to be traversed. These include Securities and Exchange Commission regulations, due-diligence procedures, state and federal business-law requirements, complex documentation required for various financing events, and tactical maneuvers associated with key stakeholders connected to each financing stage. This course will review legal, administrative and strategic issues associated with entrepreneurial technology financing. Prerequisite: MTECH 618.


MTECH

620

Intellectual Property Law

(1.5)

The sophisticated management of intellectual property is a cardinal capability of successful high technology firms. This capability draws upon specialized knowledge from a variety of fields, including law, science, engineering, business methods, R&D management, corporate strategy and public administration. This course introduces the field of intellectual property management by focusing on one dimension of the field, intellectual property law. Lectures cover black-letter law and current legal practice in a variety of fields of intellectual property, including: patents (process patents, product patents, design patents, etc), trade-secrets, copyright, trade-marks (and other marks), confidential business information, material exchange agreements, and associated legal concepts. Comparisons are made between intellectual property law, and intellectual property administrative regimes, in the United States and other countries. Prerequisite: MTECH 610.


MTECH

621

Intellectual Property Strategy

(1.5)

This course examines how the management and protection of intellectual assets may be integrated within the management of a firm, to fulfill corporate goals and build sustainable competitive advantage. It introduces the concept of an intellectual property audit, and discusses how firms may design intellectual property portfolios linked deliberately to technology strategy, research strategy, market strategy, and overall corporate strategy. Consideration is given to methods for harvesting surplus value through exploiting underutilized intellectual property, and to employing intellectual property as a tool for managing relationships with competitors and partners in business. The practical and ethical challenges of managing intellectual property across international boundaries will be given special attention. Prerequisite: MTECH 620.


MTECH

622

Licensing Strategy

(1.5)

In addition to the protection of intellectual assets, the successful management of intellectual property also involves prowess in trading intellectual assets. This course examines this topic by reviewing the basic legal and managerial dimensions of licensing intellectual property. Topics covered include: introduction to the legal framework for licensing in the United States and internationally; procedures for licensing out intellectual property; procedures for licensing in intellectual property; cross-licensing, cooperation and competition; linking licensing strategy to intellectual property protection; and, linking licensing strategy to overall corporate strategy. Prerequisite: MTECH 621.


MTECH

623

Technology Commercialization, Research Institutions, and Government


(1.5)

The technical and scientific knowledge exploited by technology companies frequently originates outside firms, in university laboratories, research institutes, government agencies and other public institutions. Technology commercialization often requires transferring technology from such sources; the successful management of that process, in turn, requires an understanding of the culture, structure, politics and modes-of-operation of this group of organizations. In addition, government regulations, technology policies (federal, state and local), public sector purchasing policies, and various economic development programs, may form an important part of the business environment surrounding a technology venture. This course reviews the features of the "non-commercial" domains of the technology sector and examines factors that managers of technology enterprises will need to appreciate when interacting with the organizations from those domains. Prerequisite: MTECH 622.


MTECH

624

International Dimensions of Technology Management

(1.5)

Because both the sources of technical expertise and the markets for new technology are normally international, most successful technology enterprises engage in international business activity throughout the stages of commercialization of their processes and products. In contrast to conventional wisdom it is not uncommon for technology start-ups to launch international activities immediately rather than during mature phases of the firm life cycle. This course will examine the international behavior of technology firms and will also review legal, political, economic, and cultural issues involved in cross-border technology-related business. Prerequisite: MTECH 623.


MTECH

625

Organizations, Technology, and Society

(1.5)

The process of technology commercialization may have an impact not only on those stakeholders with direct business interests in an enterprise, but also on society at large, people in the core organization, or special interest groups. In addition, social and organizational factors may have impacts, both positive and negative, on the technology commercialization process. This course will consider ethical issues associated with technology commercialization, in social and organizational contexts. Prerequisite: MTECH 610.


MTECH

626

Principles of Managing Technology Projects

(1.5)

Competitive pressures in technology industries require that firms be capable of delivering technology projects on time, under budget, and within specification. This course introduces management tools for insuring successful delivery of projects. The course covers some specific tools from a variety of sources that have been used widely to assure success of strategically important projects. Students also create Timebox plans appropriate for defined business objectives, and will learn how to facilitate meetings with precise purposes visible to participants and to stakeholders. Prerequisite: MTECH 624.


MTECH

627

Implementing Technology Projects

(1.5)

Many technology firms have found that successful technology commercialization requires collaborative development efforts originating at the earliest stages of the commercialization process. The application of facilitated project management techniques enables joint and rapid delivery in fast paced technology environments. This course utilizes technology project management tools from idea stage to implementation: Business & Feasibility study, Outline Prototyping Plan, Structural Architecture Development, Functional Modeling, Scheduling and Implementation. Prerequisite: MTECH 626.


MTECH

628

Design and Evolution of Technology Commercialization Strategy

(1.5)

This course is the first in a pair of courses that together provide the capstone experience in the technology commercialization program. Both courses operate from the vantage point of the firm; and they discuss what general managers need to know about integrating technology within the firm's strategy and about assessing a firm's capacity for innovation. This course studies the substance of technology strategy and the key external and internal forces that determine its evolution. Topics include: entrepreneurial strategy in technology; developing and maintaining distinctive technological capabilities; management criteria for effective innovation; patterns of industrial innovation; profiting from technological innovation; dealing with technological competition; intra-organizational ecology of technological strategy-making; architectural innovation; and strategic intent in technology enterprises. Heavy use is made of case studies. Prerequisite: MTECH 623.


MTECH

629

Enactment of Technology Commercialization Strategy

(1.5)

This course, the second in a pair of capstone courses in the technology commercialization program, deals with key issues in implementing a technology strategy: internal and external technology sourcing; managing corporate innovation; managing corporate R&D; strategic alliances and internal corporate venturing; and technology acquisitions. This course also places special emphasis on the challenges of managing technological innovation in established or mature firms. These challenges include: exploiting opportunities associated with the core business; exploiting new opportunities that emerge spontaneously; balancing the emphasis between the different types of opportunities; and stimulating strategic technological renewal. Heavy use is made of case studies. Prerequisite: MTECH 623.