IB9PH-10 Innovation and Strategic Entrepreneurship
Introductory description
This module is about how knowledge – both new and old – leads to enhanced wealth creation or quality of life through innovation. Innovation is understood here as the process through which knowledge and creativity lead to product, process, service or organisational change. Key themes in the module are the link between innovation and strategy, innovation and organisational structure and the role of ‘openness’ in successful innovation. An interdisciplinary, integrative approach is adopted drawing on the managerial, strategic and technological literatures and making extensive use of case-study and statistical evidence from the research literature. Skills development focuses on extending students’ capabilities in evidence-based strategy formulation and business leadership.
Module aims
The module aims to provide students with an introduction to theory and leading practice relating to innovation and strategic entrepreneurship in a range of operating environments. The core objectives of the module are:
to introduce students to the main conceptual frameworks which have shaped research and practice on innovation and strategic entrepreneurship
to cultivate in students an appreciation of the role of innovation and strategic entrepreneurship in organisational economic, social, and environmental performance, responsiveness to digitalisation and enhancing sustainability.
to provide an opportunity to develop innovation and entrepreneurial skills
to encourage insight into the practical steps which can be taken to promote an entrepreneurial orientation, to build, and execute processes for corporate entrepreneurship
to develop an integrated view of innovation and corporate entrepreneurship in different operating contexts
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
Creative destruction, organizational adaptiveness and sustainability
The implications of innovation for organizational performance
Core rigidities, and innovator's dilemma
Organizational ambidexterity
Innovation strategy and strategic innovation
Identifying, valuing and prioritizing opportunities
Lean startup and customer discovery/development
Design thinking: understanding users
Internal organizational environments for Innovation - Leadership and management practices; Culture for entrepreneurship and innovation
Learning outcomes
By the end of the module, students should be able to:
- Demonstrate a systematic understanding of the importance of innovation and creativity to organisational performance, sustainability objectives and economic development
- Demonstrate a critical understanding of the key facilitators of innovation within organisations, such as culture, leadership, structure and management processes
- Demonstrate a systematic understanding of the main approaches to building capability for, as well as potential drivers and barriers to, innovation and creativity in different types of organisations
- Gather and synthesise information effectively to scan for potential complex problems, and demonstrate creativity in solving these through the development of appropriate solutions
Indicative reading list
Davila, T.; Epstein, M.J. and Shelton, R. (2005) Making Innovation Work: How to Manage it, Measure it and Profit from it. Upper Saddle River, NJ: Wharton School Publishing
Dawson, P. & Andriopoulos, C. (2014). Managing change, creativity and innovation. Sage.
Sawyer, K.R. (2012) Explaining Creativity: The Science of Human Innovation (2nd edn) USA: OUP
Tidd, J. and Bessant, J. (2013) Managing Innovation: Integrating Technological, Market and Organizational Change (5th edn) Chichester: Wiley
Chesbrough, H. (2003) Open Innovation Boston: Harvard Business School Press
Drucker, P. (1985) Innovation and Entrepreneurship, Oxford: Butterworth and Heinemann
Sawyer, K. (2008). Group Genius: The Creative Power of Collaboration. Basic Books.
Sawyer, K. (2013). Zig Zag: The surprising path to greater creativity. Jossey Bass.
Plus Academic journals such as:
Creativity and Innovation Management, Creativity Research Journal, Research Policy, Technovation, Innovation and Industry, the Services Industry Journal and Harvard Business Review.
Research element
Demonstrate an ability to undertake evidence based innovation strategy formulation
Subject specific skills
Effectively apply individual and team techniques to promote creativity
Evaluate the innovation capability of an organisation and develop outline suggestions for improvement
Interpret and challenge preconceptions about creativity and innovation
Undertake comprehensive, evidence-based innovation strategy formulation
Transferable skills
Written communication skills
Problem Solving
Information technology
Self awareness and reflection
Study time
| Type | Required |
|---|---|
| Lectures | 27 sessions of 1 hour (39%) |
| Private study | 43 hours (61%) |
| Total | 70 hours |
Private study description
Preparation for lectures and self-study; prep for the module
Costs
No further costs have been identified for this module.
You do not need to pass all assessment components to pass the module.
Assessment group A
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
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| Individual assignment | 100% | 30 hours | Yes (extension) |
Reassessment component is the same |
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Feedback on assessment
Assessments are graded using standard University Postgraduate Marking Criteria and written feedback is provided. Feedback for individual essays include comments on a marksheet.
There is currently no information about the courses for which this module is core or optional.