Description

STRATEGIC MANAGEMENT OF

Technological
Innovation
Sixth Edition

Melissa A. Schilling

©2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

Chapter 1
Introduction

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©2020 McGraw-Hill Education

Importance of Technological
Innovation
1

Technological innovation now the single most
important driver of competitive success in many
industries.
• Many firms earn over one-third of sales on products
developed within last five years.
• Product innovations help firms protect margins by
offering new, differentiated features.
• Process innovations help make manufacturing more
efficient.
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Importance of Technological
Innovation
2

Advances in information technology have
enabled faster innovation.
• CAD/CAM systems enable rapid design and shorter
production runs.

Importance of innovation and advances in
information technology have lead to:
• Shorter product lifecycles (more rapid product
obsolescence).
• More rapid new product introductions.

• Greater market segmentation.
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Impact on Society
Innovation enables a wider range of goods and
services to be delivered to people worldwide.
• More efficient food production, improved medical
technologies, better transportation, etc.
• Increases Gross Domestic Product by making labor
and capital more effective and efficient.

• However, may result in negative externalities.
• For example, pollution, erosion, antibiotic-resistant
bacteria.
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Innovation by Industry:
The Importance of Strategy
Successful innovation requires carefully crafted strategies and
implementation processes.
Innovation funnel.
•

Most innovative ideas do not become successful new products.
• For example, The New Product Development Funnel in Pharmaceuticals.

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The Strategic Management of
Technological Innovation
1

Part One: The foundations of technological Innovation.
• Sources of innovation.
• Types and patterns of innovation.
• Standards battles and design dominance.
• Timing of Entry.

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1-7

The Strategic Management of
Technological Innovation
2

Part Two: Formulating Technological Innovation Strategy.
•
•
•
•

Defining the organization’s strategic direction.
Choosing innovation projects.
Collaboration strategies.
Protecting innovation.

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The Strategic Management of
Technological Innovation
3

Part Three: Implementing Technological Innovation Strategy.
•

Organizing for innovation.

•

Managing the new product development process.

•

Managing new product development teams.

•

Crafting a deployment strategy.

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Discussion Questions
1. Why is innovation so important for firms to
compete in many industries?
2. What are some of the advantages of
technological innovation? Disadvantages?
3. Why do you think so many innovation
projects fail to generate an economic return?

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Part One: Industry Dynamics of
Technological Innovation
The sources from which innovation arises, including the role of
individuals, organizations, government institutions, and
networks.
Types of innovations, and common industry patterns of
technological evolution and diffusion.
The factors that determine whether industries experience
pressure to select a dominant design, and what drives which
technologies dominate others.
Effects of timing of entry, and how firms can identify (and
manage) their entry options.
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©2020 McGraw-Hill Education

STRATEGIC MANAGEMENT OF

Technological
Innovation
Sixth Edition

Melissa A. Schilling

©2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

Chapter 2
Sources of Innovation

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The Rise of “Clean Meat”

1

In late 2017, Bill Gates, Jeff Bezos, Jack Ma and others began
funding efforts to grow “clean meat”.
•

Growth in demand for meat expected to outpace supply.

•

Animal production has large negative impacts environment: greenhouse
gasses, heavy water and energy use.

•

Animal production is inefficient: 1 calorie of beef requires 23 calories of
inputs versus 3 required for one calorie of “clean meat”.

Developing clean meat.
•

Jason Matheny founded New Harvest to promote research; collaborated
with Dutch scientist and government.

•

Early efforts were very expensive ($1200 for first meatball).

•

By 2016 there were several startups and Tyson and Cargill were investing
in it.
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The Rise of “Clean Meat”

2

Discussion Questions:
1. What were the potential advantages of developing clean
meat?
2. What were the challenges of developing it and bringing it to
market?
3. What kinds of organizations were involved in developing
clean meat?
4. What were the different resources that each kind of
organization brought to the innovation?
5. Do you think people will be willing to eat clean meat? Can
you think of other products or services that faced similar
adoption challenges?
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Overview
Innovation can arise from many different
sources and the linkages between them.

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Creativity

1

Creativity: The ability to produce work that is
useful and novel.
• Individual creativity is a function of:
• Intellectual abilities (for example, ability to articulate ideas).
• Knowledge (for example, understand field, but not wed to
paradigms).

• Personality (for example, confidence in own capabilities).
• Motivation (for example, rely on intrinsic motivation).
• Environment (for example, support and rewards for creative
ideas).
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Creativity

2

• Organizational Creativity is a function of:
• Creativity of individuals within the organization.
• Social processes and contextual factors that shape how
those individuals interact and behave.

• Methods of encouraging/tapping organizational
creativity:
• Idea collection systems (for example, suggestion box;
Google’s idea management system).
• Creativity training programs.
• Culture that encourages (but doesn’t directly pay for)
creativity.
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Theory in Action

1

Inspiring Innovation at Google.
• Google uses a range of formal and informal
mechanisms to encourage its employees to innovate,
including:
• 20% Time (all engineers are encouraged to spend 20% of
their time working on their own projects).
• Recognition awards.
• Google Founders’ Awards.
• Ad sense Ideas Contest.

• Innovation reviews.
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Translating Creativity into Innovation
Innovation is the implementation of creative ideas into some
new device or process.
Requires combining creativity with resources and expertise.
Inventors.
•

One ten-year study found that inventors typically:
1. Have mastered the basic tools and operations of the field in which they
invent, but they will have not specialized solely on that field.
2. Are curious, and more interested in problems than solutions.
3. Question the assumptions made in previous work in the field.
4. Often have the sense that all knowledge is unified. They will seek global
solutions rather than local solutions, and will be generalists by nature.

•

Such individuals may develop many new devices or processes but
commercialize few.
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Theory in Action

2

Dean Kamen.
• The Segway HT: A self-balancing, two-wheeled
scooter.
• Invented by Dean Kamen.
• Described as tireless and eclectic.
• Kamen held more than 150 U.S. and foreign patents.

• Has received numerous awards and honorary degrees.
• Never graduated from college.
• To Kamen, the solution was not to come up with a new
answer to a known problem, but to instead reformulate the
problem.
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Transforming Creativity into
Innovation
1

Innovation by Users.
• Users have a deep understanding of their own
needs, and motivation to fulfill them.

• While manufacturers typically create innovations to
profit from their sale, user innovators often initially
create innovations purely for their own use.
• For example, Laser sailboat developed by Olympic
sailors; Indermil tissue adhesive based on
Superglue; early snowboards.
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Transforming Creativity into
Innovation
2

Research and Development by Firms.
• Research refers to both basic and applied research.
• Basic research aims at increasing understanding of a topic
or field without an immediate commercial application in
mind.
• Applied research aims at increasing understanding of a
topic or field to meet a specific need.

• Development refers to activities that apply
knowledge to produce useful devices, materials, or
processes.
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Transforming Creativity into
Innovation
3

Research and Development by Firms.
• Science Push approaches suggest that innovation proceeds
linearly:
• Scientific discovery  inventionmanufacturing  marketing.

• Demand Pull approaches argued that innovation originates
with unmet customer need:
• Customer suggestions  invention  manufacturing.

• Most current research argues that innovation is not so
simple, and may originate from a variety of sources and
follow a variety of paths.
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Transforming Creativity into
Innovation
4

Firm Linkages with Customers, Suppliers, Competitors,
and Complementors.
• Most frequent collaborations are between firm and their
customers, suppliers, and local universities.
NA

North America (%)

Europe (%)

Japan (%)

Collaborates with:

NA

NA

NA

Customers

44

38

52

Suppliers

45

45

41

Universities

34

32

34

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Transforming Creativity into
Innovation
5

Firm Linkages with Customers, Suppliers,
Competitors, and Complementors.
• External versus Internal Sourcing of Innovation.
• External and internal sources are complements.
• Firms with in-house R&D also heaviest users of external
collaboration networks.
• In-house R&D may help firm build absorptive capacity that
enables it to better use information obtained externally.

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Transforming Creativity into
Innovation
6

Universities and Government-Funded Research.
• Universities.
• Many universities encourage research that leads to useful
innovations.
• Bayh-Dole Act of 1980 allows universities to collect
royalties on inventions funded with taxpayer dollars.
• Led to rapid increase in establishment of technology-transfer
offices.

• Revenues from university inventions are still very small,
but universities also contribute to innovation through
publication of research results.
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Transforming Creativity into
Innovation
7

Universities and Government-Funded Research.
• Governments invest in research through:
• Their own laboratories.

• Science parks and incubators.
• Grants for other public or private research organizations.

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Transforming Creativity into
Innovation
8

Private Nonprofit Organizations.
• Many nonprofit organizations do in-house R&D,
fund R&D by others, or both.

• The top nonprofit organizations that conduct a
significant amount of R&D include organizations
such as the Howard Hughes Medical Institute, the
Mayo Foundation, the Memorial Sloan Kettering
Cancer Center, and SEMATECH.

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Total R&D Expenditures and Percent of R&D
Funds by Performing Sector, by Country 2015

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Innovation in Collaborative Networks

1

Collaborations include (but are not limited to):
• Joint ventures.
• Licensing and second-sourcing agreements.
• Research associations.
• Government-sponsored joint research programs.
• Value-added networks for technical and scientific exchange
• Informal networks.

Collaborative research is especially important in hightechnology sectors where individual firms rarely
possess all necessary resources and capabilities.
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Innovation in Collaborative Networks

2

As firms forge collaborative relationships, they weave a larger
network that influences the diffusion of information and other
resources.
The size and structure of this network changes over time due to
changes in alliance activity.

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Innovation in Collaborative Networks

3

Technology Clusters are regional clusters of firms that have a
connection to a common technology.
•

May work with the same suppliers, customers, or complements.

•

Agglomeration Economies:
• Proximity facilitates knowledge exchange.
• Cluster of firms can attract other firms to area.
• Supplier and distributor markets grow to service the cluster.
• Cluster of firms may make local labor pool more valuable by giving them
experience.
• Cluster can lead to infrastructure improvements (for example, better roads,
utilities, schools, etc.).

•

Agglomeration downsides:
• Increased competition, knowledge leakage, congestion and pollution.
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Innovation in Collaborative Networks

4

Likelihood of innovation activities being geographically
clustered depends on:
• The nature of the technology.
• For example, its underlying knowledge base or the degree to which it
can be protected by patents or copyright, the degree to which its
communication requires close and frequent interaction;

• Industry characteristics.
• For example, degree of market concentration or stage of the industry
lifecycle, transportation costs, availability of supplier and distributor
markets; and.

• The cultural context of the technology.
• For example, population density of labor or customers, infrastructure
development, national differences in how technology development is
funded or protected.
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Innovation in Collaborative Networks

5

Technological spillovers occur when the
benefits from the research activities of one
entity spill over to other entities.
• Likelihood of spillovers is a function of:
• Strength of protection mechanisms (for example, patents,
copyright, trade secrets).

• Nature of underlying knowledge base (for example, tacit,
complex).
• Mobility of the labor pool.
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Research Brief
Knowledge Brokers.
• Hargadon and Sutton point out that some firms (or
individuals) play a pivotal role in the innovation network –
that of knowledge brokers.
• Knowledge brokers are individuals or firms that transfer
information from one domain to another in which it can be
usefully applied. Thomas Edison is a good example.

• By serving as a bridge between two separate groups of firms,
brokers can find unique combinations of knowledge
possessed by the two groups.

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Discussion Questions
1.

What are some of the advantages and disadvantages of a) individuals as
innovators, b) firms as innovators, c) universities as innovators, d)
government institutions as innovators, e) nonprofit organizations as
innovators?

2.

What traits appear to make individuals most creative? Are these the
same traits that lead to successful inventions?

3.

Could firms identify people with greater capacity for creativity or
inventiveness in their hiring procedures?

4.

To what degree do you think the creativity of the firm is a function of the
creativity of individuals, versus the structure, routines, incentives, and
culture of the firm? Can you give an example of a firm that does a
particularly good job at nurturing and leveraging the creativity of its
individuals?
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©2020 McGraw-Hill Education

STRATEGIC MANAGEMENT OF

Technological
Innovation
Sixth Edition

Melissa A. Schilling

©2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.

Chapter 3
Types and Patterns of Innovation

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Innovating in India: The Chotukool
Project
1

In rural India up to 90% of families cannot afford appliances, have no electricity,
and have no refrigeration.
Appliance manufacturer Godrej & Boyce decided to make a smaller, cheaper
refrigerator to tap this market.

Many of their assumptions turned out to be wrong; they ended up making a
lightweight portable battery operated refrigerator with customizable skins to
make them cool and aspirational, and sold to multiple market segments,
including the urban affluent.
Godrej & Boyce also pioneered a novel distribution system: the Chotukool would
be sold at the post office.
The Chotukool won several design awards and FastCompany gave Godrej its
“Most Innovative Company” award.
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Innovating in India: The Chotukool
Project
2

Discussion Questions:
1.

What were the pros and cons of attempting to develop a refrigerator for
India’s rural poor?

2.

What product and process innovations did the Chotukool entail? Would
you consider these incremental or radical? Architectural or component?
Competence enhancing or competence destroying?

3.

Did the Chotukool pose a threat of disrupting the traditional refrigerator
market? Why or why not?

4.

Is there anything you think Godrej should have done differently to
penetrate the market of rural poor families in India?

5.

What other products might the lessons Godrej learned with Chotukool
apply to?

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Overview
Several dimensions are used to categorize innovations.
• These dimensions help clarify how different innovations offer
different opportunities (and pose different demands) on
producers, users, and regulators.

The path a technology follows through time is termed
its technology trajectory.
• Many consistent patterns have been observed in technology
trajectories, helping us understand how technologies
improve and are diffused.

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Types of Innovation

1

Product versus Process Innovation.
• Product innovations are embodied in the outputs of an
organization – its goods or services.
• Process innovations are innovations in the way an
organization conducts its business, such as in techniques of
producing or marketing goods or services.
• Product innovations can enable process innovations and vice
versa.
• What is a product innovation for one organization might be a
process innovation for another.
• For example, UPS creates a new distribution service (product
innovation) that enables its customers to distribute their goods more
widely or more easily (process innovation).
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Types of Innovation

2

Radical versus Incremental Innovation.
• The radicalness of an innovation is the degree to
which it is new and different from previously existing
products and processes.
• Incremental innovations may involve only a minor
change from (or adjustment to) existing practices.
• The radicalness of an innovation is relative; it may
change over time or with respect to different
observers.
• For example, digital photography a more radical
innovation for Kodak than for Sony.
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Types of Innovation

3

Competence-Enhancing versus CompetenceDestroying Innovation.
• Competence-enhancing innovations build on the firm’s
existing knowledge base.
• For example, Intel’s Pentium 4 built on the technology for Pentium III.

• Competence-destroying innovations renders a firm’s existing
competencies obsolete.
• For example, electronic calculators rendered Keuffel & Esser’s slide
rule expertise obsolete.

• Whether an innovation is competence enhancing or
competence destroying depends on the perspective of a
particular firm.
©2020 McGraw-Hill Education

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Types of Innovation

4

Architectural versus Component Innovation.
• A component innovation (or modular innovation) entails
changes to one or more components of a product system
without significantly affecting the overall design.
• For example, adding gel-filled material to a bicycle seat.

• An architectural innovation entails changing the overall design
of the system or the way components interact.
• For example, transition from high-wheel bicycle to safety bicycle.

• Most architectural innovations require changes in the
underlying components also.
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Technology S-Curves

1

Both the rate of a technology’s improvement, and its rate of
diffusion to the market typically follow an s-shaped curve.
S-curves in Technological Improvement.
Technology improves slowly
at first because it is poorly
understood.
Then accelerates as
understanding increases.
Then tapers off as
approaches limits.

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Technology S-Curves

2

Technologies do not always get to reach their limits.
• May be displaced by new, discontinuous technology.
• A discontinuous technology fulfills a similar market need by means of
an entirely new knowledge base.
• For example, switch from carbon copying to photocopying, or vinyl
records to compact discs.

• Technological discontinuity may initially have lower performance than
incumbent technology.
• For example, first automobiles were much slower than horse-drawn
carriages.

• Firms may be reluctant to adopt new technology because
performance improvement is initially slow and costly, and
they may have significant investment in incumbent
technology.
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Technology S-Curves

3

S-Curves in Technology Diffusion.
• Adoption is initially slow because the technology is
unfamiliar.
• It accelerates as technology becomes better understood.
• Eventually market is saturated and rate of new adoptions
declines.
• Technology diffusion tends to take far longer than
information diffusion.
• Technology may require acquiring complex knowledge or experience.
• Technology may require complementary resources to make it
valuable (for example, cameras not valuable without film).
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Technology S-Curves

4

S-Curves as a Prescriptive Tool.
• Managers can use data on investment and performance of
their own technologies or data on overall industry
investment and technology performance to map s-curve.
• While mapping the technology’s s-curve is useful for gaining
a deeper understanding of its rate of improvement or limits,
its use as a prescriptive tool is limited.
• True limits of technology may be unknown.
• Shape of s-curve can be influenced by changes in the market,
component technologies, or complementary technologies.
• Firms that follow s-curve model too closely could end up switching
technologies too soon or too late.
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Technology S-Curves

5

S-curves of diffusion are in part a function of s-curves in
technology improvement.
• Learning curve leads to price drops, which accelerate
diffusion.

Source: Consumer Electronics Association.

Source: Consumer Electronics Association.

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Research Brief

1

Diffusion of Innovation and Adopter Categories.
• Everett M. Rogers created a typology of adopters:
•

Innovators are the first 2.5% of individuals to adopt an innovation. They are adventurous,
comfortable with a high degree of complexity and uncertainty, and typically have access
to substantial financial resources.

•

Early Adopters are the next 13.5% to adopt the innovation. They are well integrated into
their social system, and have great potential for opinion leadership. Other potential
adopters look to early adopters for information and advice, thus early adopters make
excellent “missionaries” for new products or processes.

•

Early Majority are the next 34%. They adopt innovations slightly before the average
member of a social system. They are typically not opinion leaders, but they interact
frequently with their peers.

•

Late Majority are the next 34%. They approach innovation with a skeptical air, and may
not adopt the innovation until they feel pressure from their peers. They may have scarce
resources.

•

Laggards are the last 16%. They base their decisions primarily on past experience and
possess almost no opinion leadership. They are highly skeptical of innovations and
innovators, and must feel certain that a new innovation will not fail prior to adopting it.
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Research Brief

2

Diffusion of Innovation
and Adopter Categories

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Theory In Action

1

“Segment Zero” – A serious threat to Microsoft?
• Technologies often improve faster than customer
requirements demand.
• This enables low-end technologies to eventually meet the
needs of the mass market.

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Theory in Action

2

From 1980 to 2011, Microsoft was the dominant personal
computer operating system. However, operating systems for
smartphones and tablets were improving to the point where
they could replace many personal computer functions.

In 2015, Apple’s iPhone operating system and Google’s Android
collectively controlled over 90% of the market for smartphone
purchases. Microsoft’s Windows Phone held a share of only 3%.
As tablets based on these systems became fully functional
computers, would Microsoft’s dominance evaporate?

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Technology Cycles

1

Technological change tends to be cyclical:
• Each new s-curve ushers in an initial period of turbulence,
followed by rapid improvement, then diminishing returns, and
ultimately is displaced by a new technological discontinuity.
• Utterback and Abernathy characterized the technology cycle
into two phases:
• The fluid phase (when there is considerable uncertainty about the
technology and its market; firms experiment with different product
designs in this phase).
• After a dominant design emerges, the specific phase begins (when firms
focus on incremental improvements to the design and manufacturing
efficiency).
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Technology Cycles

2

Anderson and Tushman also found that technological
change proceeded cyclically.
• Each discontinuity inaugurates a period of turbulence and
uncertainty (era of ferment) until a dominant design is
selected, ushering in an era of incremental change.

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Technology Cycles

3

Anderson and Tushman found that:
•

A dominant design always rose to command the majority of market share
unless the next discontinuity arrived too early.

•

The dominant design was never in the same form as the original
discontinuity, but was also not on the leading edge of technology. It
bundled the features that would meet the needs of the majority of the
market.

During the era of incremental change, firms often cease to invest
in learning about alternative designs and instead focus on
developing competencies related to the dominant design.
This explains in part why incumbent firms may have difficulty
recognizing and reacting to a discontinuous technology.
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Discussion Questions
1.

What are some of the reasons that established firms might resist the adoption of
a new technology?

2.

Are well-established firms or new entrants more likely to a) develop and/or b)
adopt new technologies? What are some reasons for your choice?

3.

Think of an example of an innovation you have studied at work or school. How
would you characterize it on the dimensions described at the beginning of the
chapter?

4.

What are some of the reasons that both technology improvement and
technology diffusion exhibit s-shaped curves?

5.

Why do technologies often improve faster than customer requirements? What
are the advantages and disadvantages to a firm of developing a technology
beyond the current state of market needs.

6.

In what industries would you expect to see particularly short or long technology
cycles? What factors might influence the length of technology cycles in an
industry?
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©2020 McGraw-Hill Education

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬

Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 1
Management of Technology (MGT 325)
Due Date: 2nd March 2025@ 23:59

Course Name: Management of Technology

Student’s Name:

Course Code: MGT325

Student’s ID Number:

Semester: 2nd Sem

CRN:
Academic Year:2024-25

For Instructor’s Use only
Instructor’s Name: Dr. XXXXXXXXXXXXXX
Students’ Grade: 00 /10
Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.

Restricted – ‫مقيد‬

Course Learning Outcomes-Covered
➢ Recognize the dynamics and the importance of managing technological innovation
strategically. (LO 1)

Reference Source:
Textbook:Schilling M.A (2020),Strategic Management of Technology Innovation (6th Edition). McGraw Hill Education. Electronic Version: ISBN-13: 978-1260087956 ISBN-10:
1260087956, Printed Version: ISBN-13: 978-1260087956 ISBN-10: 1260087956

Students are required to refer to Chapters 1, 2, and 3 of their textbook to develop a
comprehensive understanding of the fundamental concepts of technological
innovation, sources of innovation, and patterns of innovation. A critical analysis of
each topic and subtopic is essential, demonstrating not only knowledge retention but
also an ability to evaluate and apply theoretical concepts to real-world scenarios.
Assignment 1-Essay

Total Marks: 10

Write an essay on “ The Role of Innovation in KSA’s Economic Diversification” in 12001500 words with the mentioned key focus Areas :
1. Introduction (1Mark)
✓ Define technological innovation and its significance in shaping global
economies and Provide an overview of Saudi Arabia’s Vision 2030 and its
emphasis on technology-driven economic transformation.
2. The Importance of Technological Innovation (3 marks) (Referencing Chapter 1)
✓ Explain why technological innovation is a critical driver of competitive
advantage and economic growth.
✓ Discuss the impact of innovation on industries such as oil and gas, renewable
energy, artificial intelligence, and fintech.
✓ Provide real-world examples of how Saudi Arabia is leveraging technological
advancements to enhance productivity and economic sustainability.

Restricted – ‫مقيد‬

3. Sources of Innovation in Saudi Arabia (3 marks) (Referencing Chapter 2)
✓ Discuss the various sources of innovation (e.g., firms, universities, government
policies, research institutions, and entrepreneurship).
✓ Analyse the role of government initiatives such as NEOM, King Abdulaziz City
for Science and Technology (KACST), and the Saudi Data and AI Authority
(SDAIA) in fostering innovation.
✓ Evaluate the collaboration between academia and industry in driving research
and development (R&D) efforts in KSA.
4. Types and Patterns of Innovation in KSA (2 Marks) (Referencing Chapter 3)
✓ Differentiate between radical vs. incremental innovation and competenceenhancing vs. competence-destroying innovation.
✓ Provide examples of Saudi companies and industries that have embraced
different innovation strategies.
5. Conclusion (1 marks)
✓ Summarize key findings and insights from the essay.
Submission Guidelines
✓

Word Count: 1200-1500 words

✓

Formatting: Times New Roman, 12pt, double-spaced

✓

Referencing Style: APA (in-text citations and reference list)

✓

Plagiarism Policy: Submissions must be original and properly referenced. Any
plagiarized content will result in penalties as per university guidelines.

Directions:
✓ All students are encouraged to use their own words.
✓ The assignment should be approximately 1200-1500 words in length.
✓ Use Saudi Electronic University academic writing standards and APA style
guidelines.
✓ Use proper referencing (APA style) to reference, other styles will not be accepted.
✓ Support your submission with course material concepts, principles, and theories from
the textbook and at least two scholarly, peer-reviewed journal articles unless the
assignment calls for more.
✓ It is strongly encouraged that you submit all assignments into the safe assignment
Originality Check prior to submitting it to your instructor for grading and review the
grading rubric to understand how you will be graded for this assignment.

Restricted – ‫مقيد‬

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