Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer
Norma Harrison
MGSM
Mon 9.30am - 2.00pm; Tue 3.00-5.00pm; Thu 9.30am - 2.00pm
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Credit points |
Credit points
4
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Prerequisites |
Prerequisites
((Admission to MBA or MMgmt or GradDipMgt or MSocEntre) and 24cp) or (admission to PGCertMBAExt or GradCertMgtPostMBA or MSusDev or GradCertSocEntre)
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Corequisites |
Corequisites
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Co-badged status |
Co-badged status
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Unit description |
Unit description
Innovation can happen through new products and services, new markets and new processes. Within this context, today’s innovators are seen as entrepreneurs as well, and in this unit, the key theories and research on innovation and entrepreneurship are reviewed and synthesized with emphasis on the practice of both these areas applied in a broader context. Areas covered include the study of innovation as a process; sources, adoption and diffusion of innovation; open innovation; risks of technology transfer; social entrepreneurship; creation of growth and sustainability; and interfaces between innovation, entrepreneurship and business competitiveness.
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Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
On successful completion of this unit, you will be able to:
There is no final examination for this subject.
Assignments are required to be submitted in iLearn.
No extensions will be granted. Penalty may apply to late submissions except for cases in which an application for special consideration is made and approved.
You are encouraged to participate during class discussions of topic content and cases, through responses to questions posed by the lecturer, syndicate group representatives, and contributing extra information which will enhance group learning. Please note that class “contribution” and not simply “participation” will be graded; there is a subtle but important difference between the two. I am sure that all of you have significant work experience to contribute to the class and to make the class a more productive learning experience for us all!
Assessment of group reports
Overall assessment of reports will be based on a group mark component (50%) and an individual mark component (50%).
Group and Individual assessments will be made by the lecturer according to the criteria listed in the unit outline. Further information about the assessment of reports will be provided in class. As part of the group project submission, the group is also required to provide, on one page, a statement of exactly what each member did for this task, signed off by each member of the group. An example of Group Project contribution is provided in iLearn outline and discussed in the first class. If there are sizable discrepancies concerning contributions within the group, the lecturer reserves the right to apportion marks unequally.
With your final submission, please provide me, on the first page, a clear, written indication of your group’s activity throughout this project as well as the contribution of each individual member to the assignment submission, i.e., by student name, exact contribution of each member (section and percentage contribution). Your submission can be graded only if this page is provided (as per Macquarie University policies).
Name | Weighting | Hurdle | Due |
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Presentation and discussion | 40% | No | As per unit schedule below |
Deep Dive Activities | 30% | No | Sessions 5, 8, 9 |
Final project | 30% | No | Please view details below |
Due: As per unit schedule below
Weighting: 40%
Format: Case presentation and discussion
Due: In sessions where cases are allocated (see unit schedule below).
Weighting: Total 40% (20% for text chapter cases and 20% for HBS cases - details on individual and group assessments are provided in iLearn)
Your class participation and contribution will be assessed during discussion of class content, exercises and cases. This will be based on the extent to which you appear prepared, the relevance and depth of your comments, reflections on your work experiences or other industry examples, and how you have contributed to the learning experience of the class. Please notify your instructor in advance if you have to miss a class, or if you will be late or leaving early from class.
Further details of this assessment can be found in the assessment guide in the class iLearn page.
Due: Sessions 5, 8, 9
Weighting: 30%
Format: Team organisation and all activities supporting the deep dive innovation method. Students will be allocated into groups and will need to collaborate and engage in individual and group assessment activity. Students will need to engage in individual assessment activities. Details on both individual and group assessments are provided in iLearn.
Due: Please view details below
Weighting: 30%
Length: 20 pages maximum or agreed equivalent
Format: Presentation in class + report
Due: Presentation: Session 10; Report: Submission in iLearn at 12:00pm noon (Sydney Time), Thursday 1 Nov 2018
Weighting: Total 30% (10% class presentation in session 10 + 20% for final report submission). Individual contribution can be illustrated as per the assessment format provided in iLearn.
Assessment of group reports
Overall assessment of reports will be based on a group mark component (50%) and an individual mark component (50%). Group and Individual assessments will be made by the lecturer according to the criteria listed in the unit outline. Further information about the assessment of reports will be provided in class.
As part of the group project submission, the group is also required to provide, on one page, a statement of exactly what each member did for this task, signed off by each member of the group. That is, a clear, written indication of your group’s activity throughout this project as well as the contribution of each individual member to the assignment submission. If there are sizable discrepancies concerning contributions within the group, the lecturer reserves the right to apportion marks unequally.
Schilling, M.A. (2016). Strategic Management of Technological Innovation, 5th Edition. McGraw Hill, ISBN: 9781259539060
The Coop Bookshop: The Coop Bookshop is our main retailer for textbooks and other related academic material. For information on textbook prices and online ordering, please refer to The Co-Op Bookshop webpage at http://www.coop.com.au
Disclaimer: MGSM does not take responsibility for the stock levels of required textbooks from preferred retail outlets and other book retailers. While we advise our preferred book retail outlet, The Co-op Bookshop, of our maximum expected number of students purchasing specific required text each term, The Co-op Bookshop and other book retailers will make their own judgement in regard to their physical holding stock levels. To prevent disappointment if a textbook is out-of-stock, we highly advise students to order their textbooks as early as possible, or if the required textbook is currently out-of-stock, place an order with the book retailer as soon as possible so that these book retailers can monitor demand and supply, and adjust their stock orders accordingly.
**Except for unit note no. 10, all unit notes below are optional (but are very interesting and current). Also note that more unit notes may be provided during the course of this unit.
The World’s 50 most innovative companies 2018. https://www.fastcompany.com/most-innovative-companies/2018
The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MGSM
Access to a personal computer is required to access resources and learning material from iLearn.
It will be assumed that the assigned reading for each session has been done prior to class. Class time will be spent ensuring that you have understood this material and exploring new developments and extensions to the basic concepts.
General lecture content and case discussions, as well as project preparations will be used as methods for active participatory learning. The grade you obtain for them together with the participation grade will measure the effectiveness of the learning process. The primary output measures are the project assessment, case study report and discussion, tests and class participation and contribution. There is no final examination.
The mode of assessment will test your skills through a number of ways during this unit: situation investigation and analysis, report writing, verbal and written presentations, the ability to work effectively in teams, and participation in class discussions.
If you are unable to attend a class session or have to arrive late or leave early, please let me know before the session concerned as this will have an obvious impact on class discussion contribution and planned syndicate work. If this situation occurs you should also arrange with a fellow class member to collect any handouts and other information for you.
Please be familiar with the contents of the MGSM Student Handbook on our MGSM Student Website and iLearn pages. Various search engines are also available through the Macquarie University Library and will provide valuable assistance in searches of journal articles through the internet.
Formal assessment for this unit is designed to recognise both individual and team effort. This is consciously done to reflect the business environment where effective teamwork is essential to the achievement of individual success.
This unit is case study-oriented and, therefore, a large majority of the sessions comprise case-study discussions. The rest of the sessions are used to introduce, review and integrate conceptual material. Students are required to analyse and extensively discuss all cases in this unit. We will devote some time emulating “The deep dive” approach and this will be the basis of your group project.
The unit is broadly conducted with the following elements:
A good analysis style includes problem definition, discussion of issues and conclusions, proposed alternatives, recommendation, and plan of action. Data analysis is almost always essential to good conclusions. However, it is most effective if this is separated from the discussion.
Problem definition
This statement is what your presentation is about. It defines the business problem you believe needs to be addressed (e.g., situation improved, decision taken). It defines what you are going to analyse and not your view of root cause, which follows later. The problem may be stated as long and short-term problems, if appropriate.
Issues
Each issue is a factor where a conclusion about it either supports your recommendation or plan of action. In this section, identify each issue, define it if necessary, and state the conclusion. Support it with minimal discussion that is required to make the point. Do not repeat case facts except to make a point. Issue titles or headings (in powerpoint) are helpful to a reader or observer.
Alternatives
Stated alternatives identify the primary management decision that must be made and the real choice facing management. Together with the problem definition, alternatives define the business focus. Many decisions may be required; however, alternatives highlight the pivotal choice. Lesser decisions can be included within the plan of action without identifying alternatives. Credible alternatives must be real possibilities that show depth of understanding. Arguments used here are most powerful if they reference issues fully discussed and conclusions already drawn.
Recommendation
The recommendation proposes the general decision to be taken, and usually represents the selection of one of the alternatives listed above. Justification must also be provided for choosing that alternative.
Action plan
The action plan should flesh out the specific decisions or activities to be undertaken. This really identifies what the recommendation comprises. Generally, it is helpful if key actions have been included in the issues discussion.
Case analysis study questions
They will be used to guide class discussions. As such, use these questions to help identify key issues, but do not allow them to become your only analysis. Rather, independently analyse each case from a business standpoint, using the tools you have learned as well as good business sense.
Students are required to attend all classes.
This unit will be presented over 10 sessions as follows:
Dates of classs:
Class 1: Norma Harrison BLOCK weekend 1: 28 - 30 September 2018 & BLOCK weekend 2: 13 - 14 October 2018
Class 2: Norma Harrison WEEKDAYS: 4-5, 17-18, 25 October 2018
Session | Topics and group presentations/cases | Textbook chapters and unit note readings |
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1 Class 1: 28 Sep morning Class 2: 4 Oct morning
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The strategic management of innovation Design thinking and innovation Linking creativity, innovation and entrepreneurship Case 1: Apple |
Unit notes: 1, 2, 5, 6 Text: Schilling, Ch 1 |
2 Class 1: 28 Sep afternoon Class 2: 4 Oct afternoon |
Intro to Deep Dive: Innovation as a process Service innovation and service innovation process What is the difference between product innovation and service innovation? Case 2: IDEO product development (unit note 10) |
Unit notes: 9, 10, 22 (including IDEO case) |
3 Class 1: 29 Sep morning Class 2: 5 Oct morning |
Industry dynamics of product and service innovation Sources of innovation Types & patterns of innovation Standards battles & design dominance Case 3: Emerging battle in Mobile Payments, p 67 Timing of Entry Case 4: From SixDegrees.com tp Facebook, p 89 |
Unit notes: 7, 8, 23 Text: Ch 2-5 |
4 Class 1: 29 Sep afternoon Class 2: 5 Oct afternoon |
Formulating & implementing innovation strategy Collaboration innovation & strategies Protecting innovation Case 5: Digital music distribution, p 183 Organising for innovation Case 6: Google, p 211 |
Text: Ch 6-10 |
5 Class 1: 30 Sep morning Class 2: 17 Oct morning |
Crowdsourcing & user-generated content; Case 7: Threadless - please view interactive website and prepare In-class deep dive activity (1) |
Unit notes: 11-13 Text: Ch 11-12 |
6 Class 1: 30 Sep afternoon Class 2: 17 Oct afternoon |
Disruptive innovation The role of business services in disruptive innovation Case 8: a. Tesla Motors, Text p 43, and b. Tesla Motors: Disrupting the Auto Industry? |
Text: Ch 13 Unit notes: 14-19, 3, 4 |
7 Class 1: 13 Oct morning Class 2: 18 Oct morning |
Sustainability-driven innovation, social entrepreneurship Case 9: Class 1: Ending HIV? Sangamo Biosciences, Text p 153 |
Unit notes: 20-21 |
8 Class 1: 13 Oct afternoon Class 2: 18 Oct afternoon |
In-class deep dive activity (2) |
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9 Class 1: 14 Oct morning Class 2: 25 Oct morning |
In-class deep dive activity (3) |
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10 Class 1: 14 Oct afternoon Class 2: 25 Oct afternoon |
Deep dive final group presentation Individual and group reflections Subject review |
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Assessment tasks: None
Delivery and resources: None
Unit schedule: None
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