Global Strategy, Technology & Innovation (GSTI) - IB 2025
GSTI Mindmap for International Business - Copenhagen Business School Students By Luis Sejer Oliver, Tobias Otto, Gry Sørensen, Jasmin Ingvardsen, Magdalena Nguyen & Magnus Barken
1. L8 - Individual: Culture and communications
1.1. Hofstede's Cultural Dimensions
1.2. GLOBE
1.3. Erin Meyer Culture Maps
1.4. National Communication Patterns
1.5. Bridging the cultural gap
1.5.1. Innovation theory
1.5.2. International business theory
1.6. Domains of technology transfer
1.7. DIKUW Model
1.8. Shannon's Communication Channel
1.9. Absorptive Capacity
1.10. Information Gatekeepers
1.11. Learning and knowledge embodiment
1.12. Tacit and explicit knowledge
1.13. Not-Invented-Here-Syndrome (NIH) Syndrome
1.14. Know-How Transfer by Means of Matrix Organization
1.15. Knowledge travels with heads
2. L9 - Corporate Incubation (Gidon)
2.1. What is incubation?
2.1.1. What does an incubator do?
2.1.2. Incubators – accelerate development of business through:
2.1.3. What an incubator is not!
2.1.4. The Incubation Dilemma
2.1.5. The Cuckoo Dilemma
2.1.6. The four F’s of Incubation (Rules)
2.2. What’s Missing in Corporate NPD and R&D?
2.2.1. Corporate Incubation in Parallel to Corporate R&D and Innovation
2.2.2. Big vs Small
2.2.3. Issues with traditional R&D pipeline management
2.2.4. Roles of the Corporate Incubator
2.2.5. External risk factors of incubators
2.3. The Seven-Step Incubation Process
2.3.1. An Incubator’s Core Process (7 steps)
2.3.1.1. Indivual steps are explained more detailed in the slides for Lecture 9 (p. 395-403)
2.3.2. Best practices and warning signs
2.3.2.1. -
3. L10 - IT and Digitalization (Gidon)
3.1. Emerging Technologies
3.1.1. Emerging technology characteristics
3.1.2. Moore’s Law (microchip example)
3.1.2.1. -
3.1.3. Technology S-Curve
3.1.4. Cascading S-Curve
3.2. Global Diffusion
3.2.1. What is Diffusion?
3.2.1.1. What drives diffusion
3.2.1.1.1. Accelerated diffusion (fx due to Covid)
3.2.2. Crises as Triggers for Innovation
3.2.3. Technology adoption life cycle
3.2.3.1. The early customers versus the mainstream customers
3.2.4. The Chasm
3.2.4.1. Additonal information from Founders
3.2.5. Expedite the adoption of innovations
3.2.6. The Hype Curve
3.2.6.1. Perceived vs. actual performance
3.2.7. Example: Artificial Intelligence
3.2.7.1. Hybrid Intelligence
3.2.7.2. AI Engagement in Innovation
3.2.7.3. The Uncanny Valley Effect
3.3. Technology Use in Global R&D and Innovation
3.3.1. The Allen Curve
3.3.2. Virtual Communication Curbs Creative Idea Generation
3.3.3. How Digital Technologies Impact R&D
4. L11 - Open Innovation & Collaborative R&D (Gidon)
4.1. The User Factor in Corporate Innovation
4.1.1. Internal Sources of Ideas
4.1.2. What is Design Language?
4.1.3. What is Industrial Design?
4.1.4. Principles of Good Design
4.1.5. Switching Costs
4.1.6. What Do Customers Want? → Voice of the Customer 101
4.1.7. Design thinking principles and process
4.1.8. Make or buy decision in terms of design
4.1.9. Four Phases of Outsourcing Creative Work
4.2. Product innovation to process innovation
4.3. Open Innovation
4.3.1. Where Does Innovation Happen?
4.3.2. The Open Innovation Paradigm
4.3.3. Different Types of Non-Closed Innovation
4.3.3.1. Differences?
4.3.4. Shark Tanks and Reverse Shark Tanks
4.3.5. Benefits of open innovation
4.3.6. Examples: See Lecture Slides
4.4. Open Innovation and R&D
4.4.1. Stage Gate & Open Innovation
4.4.2. New Innovation: Peer Challenge
4.4.3. Participative Product Development
5. L12 - Operational Strategies for Internationalization
5.1. Types of innovation
5.1.1. Radical Innovation
5.1.2. Incremental Innovation
5.1.3. Reading: Saridakis, G, et al, (2019)
5.2. Internationalization of SMEs
5.2.1. Characteristics of SME Internationalization
5.2.1.1. Options for internationalization
5.2.2. Internationalization of SMEs versus MNCs
5.2.3. Challenges to internationalization
5.2.3.1. Advantages
5.2.3.2. Disadvantages
5.3. Types of internationalization
5.3.1. Problems with implementing internationalization strategies
5.3.1.1. Theories explaining difficulties
5.3.2. Outbound internationalization
5.3.3. Inbound Internationalization
5.4. SME internationalization and innovation
5.4.1. Experiences and internationalization
5.4.1.1. Own experience
5.4.1.2. The experience of others
5.4.2. Definitions of types of international firms
5.4.2.1. Startup
5.4.2.2. SME
5.4.2.3. MNC
5.5. Types of MNCs
5.5.1. Growth SMEs
5.5.2. Niche Players
5.5.3. Shrink Companies
5.5.4. Born globals
5.6. Operational strategies
5.6.1. Portfolio Management
5.6.2. Roadmapping
5.6.2.1. Product roadmap
5.6.2.2. Technology Roadmap
5.6.3. Stage Gate processes
5.6.4. Others
5.7. Types of strategies
5.7.1. Strategy
5.7.2. Corporate Strategy
5.7.3. Business Strategy
5.7.4. Functional Strategy
5.7.5. Operational Strategy
5.7.5.1. Enabler for SMEs to become sMNCs
6. L13 - Global IP Management
6.1. IP Definitions
6.1.1. Types of IP rights
6.1.1.1. Patent
6.1.1.1.1. Requirements for obtaining patents
6.1.1.1.2. Length of validity dependent on type of property
6.1.1.1.3. Ownership claims
6.1.1.1.4. Patent application process
6.1.1.1.5. Why patent?
6.1.1.2. Trademark
6.1.1.3. Copyright
6.1.1.4. Trade secret
6.1.1.5. Tradedress
6.1.1.6. Design Patents
6.1.1.7. Utility models
6.1.1.8. Certifications of origin
6.1.1.9. Plant varieties
6.1.1.10. Licenses
6.1.2. IP Protection and Unwanted Knowledge Transfer
6.1.2.1. Illegal Unwanted Dissemination
6.1.2.2. Legal Unwanted Transfer
6.1.3. Too little IP Protection versus too much?
6.1.3.1. Too little IP Protection
6.1.3.2. Too much IP Protection
6.2. Managing IP: Keep or sell?
6.2.1. Innovation and the Transfer of Technology Rights
6.2.2. Selling IP
6.2.2.1. Reactive selling of IP
6.2.2.1.1. Difficulties of reactive selling
6.2.2.2. Proactive selling of IP
6.2.2.2.1. Gaining Strategic Leverage
6.2.2.2.2. Enhancing core business
6.2.2.2.3. Generating revenue
6.2.2.3. Managing sale of IP
6.2.2.3.1. Don'ts
6.2.2.3.2. Do's
6.2.2.4. Stages of technology
6.2.2.4.1. Emerging tech
6.2.2.4.2. Pace tech
6.2.2.4.3. Key tech
6.2.2.4.4. Base tech
6.2.3. Valuing an IP
6.3. IP protection strategy in China
6.3.1. General approaches
6.3.2. R&D/Innovation Related
6.3.3. ICT Specific Approaches
6.3.4. Other approaches
6.4. Five IP strategies (Oberholzer-Gee, F. & Fisher, W., 2004)
6.4.1. As an offense
6.4.1.1. Exercising Market Power
6.4.1.2. Selling the IP right
6.4.1.3. Licensing the right
6.4.1.4. Collaborating
6.4.1.5. Donating
6.4.2. As a defense
6.4.2.1. Asserting legal privileges
6.4.2.2. Develop an alternative technology
6.4.2.3. Getting permission
6.4.2.4. Dente
6.4.2.5. Rapid dissemination
7. L14 - Trends in Global Innovation
7.1. Trends in R&D Internationalization
7.1.1. Megatrends
7.1.2. Capture Global R&D Trends (Zedtwitz, 2005)
7.1.3. Growth of R&D Flows over time
7.2. How good are we at predicting the future?
7.2.1. Technological Singuality
7.2.2. Slowbalization
7.2.3. Infant industry protection or Galapagos Syndrome
7.2.4. Big Brother Syndrome
7.3. Is technological progress inevitable
7.3.1. Carry-on-as-usual theory
7.3.2. Steady-State Theory
7.3.3. Reversal Theory
8. L1 - The Global Innovation Landscape
8.1. The Eclectic Paradigm (OLI)
8.1.1. Ownership Advantages
8.1.2. Location Advantages
8.1.3. Internalization Advantages
8.2. The AAA Model
8.3. The Uppsala Model
8.3.1. Internationalization
8.3.2. Core elements
8.4. Simplified Model of Growth (R&D)
8.4.1. R&D
8.4.2. Inventions
8.4.3. Innovation
8.4.4. Growth
8.5. ADL's Innovation Model
9. L2 - Frugal Innovation
9.1. Types of Cost Innovation
9.1.1. Shanzai innovation
9.1.2. Jugaad innovation
9.1.2.1. Issues
9.1.3. Frugal innovation
9.1.3.1. Defeaturing
9.1.3.2. Refeaturing
9.1.3.3. Repositioning
9.1.3.4. Leaning-out
9.1.4. Others SME innovation (not gone through in this lecture)
10. L3 - Reverse Innovation & Upgrading
10.1. Reverse innovation
10.1.1. Barriers
10.2. The Innovation Process
10.2.1. The Linear Model of Innovation
10.2.2. The Commercial Innovation Process
10.3. Technology upgrading
10.3.1. Flying Geese Model
10.3.1.1. The Flying Geese Paradigm
10.3.1.2. Drivers / Explanations
10.3.2. Indigenous Innovation
10.4. OEMs
10.4.1. Product Quality in the NPD Process
10.4.1.1. Concept Design / Prototyping
10.4.1.2. Engineering Pilot (EP)
10.4.1.3. Pilot Production (PP)
10.4.1.4. Product Launch
10.4.2. ODM
10.4.3. OBM
10.4.4. The Old Model (OEM > ODM > OBM)
10.4.5. The OPM Model
10.5. Vernon's International Product Lifecycle Theory
10.6. Rostow's Stages of Economic Growth
10.6.1. Stage 1 - Traditional Society
10.6.2. Stage 2 - Transitional Stage (the preconditions for takeoff)
10.6.3. Stage 3 - Take Off
10.6.4. Stage 4 - Drive to Maturity
10.6.5. Stage 5 - High Mass Consumption
11. L4 - Corporate: Managing R&D Networks
11.1. Theories used
11.1.1. Liability of foreigness
11.1.2. Transaction cost theory
11.1.3. Principle-Agent problem
11.2. Models Used
11.2.1. EPRG Model
11.2.2. Bartlett & Ghoshal
11.2.3. The four layer model
11.2.3.1. Issues
11.2.3.2. Driving change
11.3. Organisational concepts
11.3.1. Evolution of Org concepts
11.3.1.1. -
11.3.2. Costs of Org concepts
11.4. Types of organisations
12. L5 - Locations: Finding Innovation Locations
12.1. Global R&D footprint
12.1.1. Choosing location
12.1.2. Reasons for staying home
12.1.3. Reasons for locating abroad
12.2. Colocation or seperation
12.3. 4 steps evaluating R&D location
12.3.1. Step 1: R&D Needs
12.3.2. Step 2: Site value
12.3.3. Step 3: Consider strategic alternatives
12.3.4. Step 4: Site mission execution
13. L6 - Business Unit: Establishing R&D Centers
13.1. 3 Stages of local R&D
13.1.1. Stage 1: Operational Efficiency
13.1.2. Stage 2: Local Value
13.1.3. Stage 3: Global Innovation
14. L7 - Team: Project Mgt & Processes
14.1. 4 factors characterizing global project organization - and whether to centralize or decentralize
14.1.1. Type of Innovation
14.1.2. Nature of Project Work
14.1.3. Knowledge Mode
14.1.4. Resource and Functional Building
14.2. RASCI Matrix
14.3. 10 Key Elements to Get a Multisite R&D Team Off to a Good Start
14.4. Innovation Funnel
14.4.1. Stage Gating
14.4.2. Concept Freeze
14.4.3. Concept Phase
14.4.4. Leveraging global dispersion of teams
14.4.4.1. 24-hour labs
14.4.4.2. Effect of increasing maturity of sub-teams