INNOVATION MANAGEMENT - 2022/3
Module code: MANM442
In light of the Covid-19 pandemic the University has revised its courses to incorporate the ‘Hybrid Learning Experience’ in a departure from previous academic years and previously published information. The University has changed the delivery (and in some cases the content) of its programmes. Further information on the general principles of hybrid learning can be found at: Hybrid learning experience | University of Surrey.
We have updated key module information regarding the pattern of assessment and overall student workload to inform student module choices. We are currently working on bringing remaining published information up to date to reflect current practice in time for the start of the academic year 2021/22.
This means that some information within the programme and module catalogue will be subject to change. Current students are invited to contact their Programme Leader or Academic Hive with any questions relating to the information available.
Change is increasingly the only constant in a fast-paced world where technological innovation has transformed our lives and the way that we live. Innovation may be incremental such as lower prices for existing products or radical such as new products which meet needs we did not know existed.
This has also changed the way that we do business. Previously, companies could rely only on past performance, standard practices and market position to protect their competitive position. Today, that has changed as technology breaks down barriers to markets and start-ups move quickly to exploit new market opportunities. In this environment, businesses of all sizes face the stark choice-- innovate or die.
In this module, we will examine the forces of innovation and how they can be harnessed in a large organisation through a sound understanding of theory and the application of a range of case studies with the intent to see how theory works in practice. Key concepts examined include definitions of innovation, organisational architecture, learning organisation and corporate entrepreneurship as well as a practical framework to evaluate how innovation can be fostered in a large organisation.
Surrey Business School
SEARS Jim (SBS)
Number of Credits: 15
ECTS Credits: 7.5
Framework: FHEQ Level 7
JACs code: N200
Module cap (Maximum number of students): N/A
Overall student workload
Independent Learning Hours: 90
Lecture Hours: 42
Guided Learning: 18
Prerequisites / Co-requisites
The module is divided into three broad areas:
1) Innovation Theory
- Overview— discuss how definitions and context of innovation have changed overtime;
- Literature-- review key concepts, tools and theories related to innovation;
2) Innovation Organisation
- Discuss building blocks for organisational architecture and how they can be managed to support innovation;
- Examine what is a learning organisation and how it may apply for businesses in a market environment of extreme uncertainty;
- Review case studies of how companies have managed innovation in practice;
3) Innovation Management
- Discuss strategic processes and frameworks for innovation management
- Discuss corporate entrepreneurship and how entrepreneurial DNA can be built into a firm through the organisational architecture
- Examine how companies can change their innovation management;
|Assessment type||Unit of assessment||Weighting|
|Coursework||GROUP VIDEO PRESENTATION (12 MINS, 12 SLIDES)||30|
|Coursework||INDIVIDUAL ASSIGNMENT (3000 WORDS)||70|
Group assignment- based on same assignment for first attempt but students are expected to improve it individually in written format (2000 words); Individual assignment (3,000 words)- based on the same designated company used for the first attempt, students are expected to improve the first report by taking into consideration written feedback
Assessment consists of two pieces of course work:
First piece of coursework is applied research related to a case study organized as a group project; it may be delivered as a written report or presentation to be confirmed by lecturer;
Second piece of course work is a report analysing a designated company in terms of innovation management. The student must also include a recommendation about what innovative processes will be needed to ensure strategies of growth for the company going forward. In developing their ideas the student should structure the analysis using models, tools and theories of innovation management discussed in the module.
Students will receive feedback and support throughout the module during pre-arranged personal discussions with the academics. In addition, their presentations are reviewed during the module, with verbal feedback and written comments provided to give substantive mid – term corrections and guidance.
- This module is designed to provide students with an understanding of innovation and how it relates to business
management. The module will enable students to understand theories of innovation including definitions and key concepts
and how they can be applied to companies in practice. The purpose is to enable students to increase their critical
understanding of how innovation management can be used to develop strategies for growth in larger organisations.
- The aim of this module is to introduce participants to the theory and practice of innovation management. Specifically the
objectives are to enable participants to:
- Evaluate the various definitions of innovation and theories of innovation management
- Evaluate the factors affecting the development of innovation and strategies of growth in large companies
- Analyse and evaluate innovation management through the organisational architecture of a company
- Critically assess, explore and evaluate the types of support that can stimulate strategies of growth in larger organisations
using case studies
|001||Demonstrate critical knowledge of theory related to Innovation and Innovation Management||K|
|002||Demonstrate high level of understanding about the organisational architecture for a company and how it affects business performance||P|
|003||Demonstrate understanding about how the organisational architecture of a company can be managed to support strategies of growth||P|
|004||Demonstrate the ability to conduct research on innovation management drawing on varying kinds of information sources||T|
|005||Demonstrate effective two-way communication: listening, negotiating and persuading or influencing others; oral and written communication, using a range of media, including the preparation of business reports.||T|
|006||Develop group presentation skills on new topics||T|
|007||Demonstrate an ability to high level learning and problem solving||C|
|008||8 Demonstrate personal effectiveness: self-awareness and self-management; time management; sensitivity to diversity in people and different situations; the ability to continue learning||C|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
Methods of Teaching / Learning
The teaching and learning strategy is designed to benefit passive as well as active learners. Apart from catering for the needs of both types of learner, and, therefore, providing a teaching and learning strategy that is fairer and does not disadvantage either group, it is intended to promote sound understanding of theory and how it may be applied in practice. Whilst, in Honey and Mumford’s terms, the pragmatist and activist learners are given the opportunity to experience the theorist and reflector learning styles, the theorists and reflectors are able to learn by doing, thereby helping develop in them the attributes of the activist and pragmatist. This is seen as important in a programme that is intended to educate students “for” entrepreneurship rather than simply educating them “about” it. Hence it carries more weight in the assessment process.
The teaching and learning methods include
- interactive lectures
- guest lectures (role models and subject matter experts)
- case analyses • group projects • presentations
- support materials
- Individual and Group work
In addition the module teaching team are accessible throughout the semester to address and clarify questions. Office hours will be provided. Feedback given will be oral and written on an individual basis and summative.
Indicated Lecture Hours (which may also include seminars, tutorials, workshops and other contact time) are approximate and may include in-class tests where one or more of these are an assessment on the module. In-class tests are scheduled/organised separately to taught content and will be published on to student personal timetables, where they apply to taken modules, as soon as they are finalised by central administration. This will usually be after the initial publication of the teaching timetable for the relevant semester.
Upon accessing the reading list, please search for the module using the module code: MANM442
Programmes this module appears in
|Master of Business Administration MBA||2||Optional||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2022/3 academic year.