Module Code: |
H9SMIT |
Long Title
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Management of Innovation & Technology
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Title
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Management of Innovation & Technology
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Module Level: |
LEVEL 9 |
EQF Level: |
7 |
EHEA Level: |
Second Cycle |
Module Author: |
COLETTE DARCY |
Departments: |
School of Business
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Specifications of the qualifications and experience required of staff |
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Learning Outcomes |
On successful completion of this module the learner will be able to: |
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Learning Outcome Description |
LO1 |
Apply lessons from research to improve the innovation process by identifying and synthesising key elements of successful innovation |
LO2 |
Examine how business and technology strategies impact on each other |
LO3 |
Appraise different innovation and technology strategies in specific Sectors/industries |
LO4 |
Evaluate technology life cycles and carry out an assessment of technologies and/or inventions |
LO5 |
Generate new product and technology ideas using creative techniques |
LO6 |
Consider the importance of organisational culture in the implementation of innovation and technology strategies |
Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
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No recommendations listed |
Co-requisite Modules
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No Co-requisite modules listed |
Module Content & Assessment
Indicative Content |
Introduction
• What is innovation?
• Technology driven Innovation
• Market driven Innovation
• Strategic Importance of innovation
• Changing business environment - towards a high tech environment.
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Innovation Theory
• History of Innovation Theory (Success and Failure)
• Findings from Innovation Studies
• Barriers to Innovation
• Applications of Theory and Research
• Principles of innovation - Product & process
• Sources of innovative opportunity
• Critical success factors for innovation - Competencies and Collaboration
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Creating Value
• Patterns of Change in Technologies and Markets
• Open Innovation
• Product and Process Innovation
• Discontinuous Innovation
• ‘Blue Ocean’ Strategy and Innovation
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Deciding on Value
• Tough choices
• Constructive conflict
• Uncertainty and real options
• Delivering Value
• The Dynamics of Organisations
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Services Innovation
• Characteristics of Service Activities
• Global Trends influencing Services Innovation
• Typology of the Services Innovation Process
• Global Sectors and Services Innovation
• Policy Supports for Services Innovation
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New Product Development
• Idea generation and idea screening
• Concept development and testing
• Marketing strategy and development
• Test marketing and commercialisation
• Diffusion of innovation
• Product life cycles
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Building an Innovative/Technology-driven Organisation
• Factors that stifle innovation
• Problems of change
• Building responsiveness and flexibility
• Use of teams & Team development
• Empowerment and Role of Culture
• Incentives for innovation
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Business & Technology Strategy
• Relationship of Business & Technologies
• Technology-led Strategies
• Technology Acquisition and Absorptive Capacity
• Innovation and Learning Networks
• Technology Forecasting
• Technology Life Cycles
• Dominant Designs
• Commercialisation of Technology
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Assessment Breakdown | % |
Coursework | 50.00% |
End of Module Assessment | 50.00% |
AssessmentsFull Time
Coursework |
Assessment Type: |
Essay |
% of total: |
20 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4,5,6 |
Non-Marked: |
No |
Assessment Description: The method of assessment for this part of the module consists of a 1000 words critique of an academic article |
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Assessment Type: |
Group Presentation (0060) |
% of total: |
30 |
Assessment Date: |
n/a |
Outcome addressed: |
1,2,3,4,5,6 |
Non-Marked: |
No |
Assessment Description: A group made up of 3/4 students will be required to make a presentation on a selected case study. A 1500 word report will be submitted to support the presentation. |
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End of Module Assessment |
Assessment Type: |
Terminal Exam |
% of total: |
50 |
Assessment Date: |
End-of-Semester |
Outcome addressed: |
1,2,3,4,5,6 |
Non-Marked: |
No |
Assessment Description: The method of assessment for this course consists of a two hour examination paper. The paper consists of questions on the material covered in lectures, tutorials, group exercises and presentations carried out by students during the course.
Students are offered a choice of five essay style questions and are required to answer three questions. Students will be marked according to clarity and structure, contemporary examples that illustrate points made, reference to materials covered, theories and research in the field.
In addition formative assessment will be undertaken in the early weeks of the semester. |
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Reassessment Requirement |
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
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NCIRL reserves the right to alter the nature and timings of assessment
Module Workload
Module Target Workload Hours 0 Hours |
Workload: Full Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Lecture |
Delivered in block format |
30 |
Once per semester |
2.50 |
Independent Learning |
No Description |
95 |
Once per semester |
7.92 |
Total Weekly Contact Hours |
2.50 |
Workload: Part Time |
Workload Type |
Workload Description |
Hours |
Frequency |
Average Weekly Learner Workload |
Independent Learning |
No Description |
95 |
Once per semester |
7.92 |
Lecture |
No Description |
30 |
Once per semester |
2.50 |
Total Weekly Contact Hours |
2.50 |
Module Resources
Recommended Book Resources |
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Bessant, J. and Tidd, J.. (2009), Managing Innovation – Integrating Technological, Market and Organizational Change, 4th. John Wiley & Sons.
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Bessant, J. and Tidd,. (2011), Innovation and Entrepreneurship, 3rd Edition, Wiley & Sons.
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Chesbrough, H. and Appleyard, M. (2007), Open Innovation and Strategy’, California Management Review, Vol. 50, No.1, pp. 57-76.
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Christensen, C. M., Raynor, M.E. and Verlinden, M. (2001), Skate to Where the Money Will be, Harvard Business Review, Vol. 79, No 10., p.pp. 72.
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Cohen, W. M. and Levinthal, D. A. (1990), Absorptive Capacity: A new perspective on learning and innovation, March, No 35. Administrative Science Quarterly, p.pp. 12.
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Daghfous, A. (2004), Absorptive Capacity and the Implementation of Knowledge-Intensive Best Practices, Vol. 69, No. 2. SAM Advanced Management Journal, p.pp. 21.
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Eisenhardt, K. M.. (1989), Making Fast Strategic Decisions in High-Velocity Environments’, Vol. 32, No. 3, pp. 543-576, Academy of Management Journal,.
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Eisenhardt, K. and Brown, S. L. (1988), Time Pacing: Competing in Markets that Won’t Stand Still, Vol. 76, No. 2, pp. 59-69., Harvard Business Review.
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Gourville, J. (2006), Eager Sellers and Stony Buyers; Understanding the Psychology of New Product Adoption, Vol. 84, No 6, pp. 98-106.. Harvard Business Review.
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Kim, W. C. and Mauborgne, R. (2005), Blue Ocean Strategy - How to Create Uncontested Market Space and Make the Competition Irrelevant, Harvard Business School Press, Boston.
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Loewe, P. and Dominiquini, J.. (2006), Overcoming the barriers to effective innovation’, Vol. 14, No. 1. Strategy and Leadership, p.pp. 24.
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McGahan, A. (2004), How Industries Change, Vol. 82, No 10. Harvard Business Review, p.pp. 86.
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Mankins, M. and Steele, R. (2006), Stop Making Plans: Start Making Decisions, Vol. 84, No. 1. Harvard Business Review,, p.pp. 76.
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Miles, R. E.. (2007), Innovation and Leadership Values, Vol.50, No. 1. California Management Review.
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Ogawa, S. and Piller, F. (2006), Reducing the Risks of New Product Development, Sloan Management Review, Vol. 47, No. 2, Winter.
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Phillips, W., Noke, H., Bessant, J. and Lamming, R. (2006), Beyond The Steady State; Managing Discontinuous Product and Process Innovation, International Journal of Innovation Management, Vol. 10, No. 2, pp. 175-196.
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Suarez, F. F. and Lanzolla, G. (2005), The Half-truth of First-mover Advantage, Harvard Business Review, Vol. 83, No 4, pp. 121-127..
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Sull, D. (2005), Strategy as Active Waiting, Harvard Business Review, Vol. 83, No. 9, pp. 120- 129.
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Thompson, J. L. (2004), Innovation through People, Management Decision, Vol. 42, No. 9, pp. 1082-1094..
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Tushman, M. and Anderson, P. (2004), Managing Strategic Innovation and Change: A collection of Readings, Oxford University Press, New York..
| Supplementary Book Resources |
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Bryan, L. L. and Joyce, C. I. (2007), Mobilizing Minds: Creating Wealth form Talent in the 21st Century Organization, McGraw-Hill, New York.
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Chesbrough, H. (2006), Open Business Models - How to Thrive in the New Innovation Landscape, Harvard Business School Press, Boston.
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Christensen, C. M. and Bower, J.. (1995), Disruptive Technologies: Catching the Wave, Harvard Business Review, Vo. 73, No 1: 43-53..
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Christensen, C. M. and Raynor M .E.. (2003), The Innovator’s Solution - Creating and Sustaining Successful Growth, Harvard Business School Press, Boston.
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Hamel, G. and Breen, B. (2007), The Future of Management, Harvard Business School Press, Boston.
| This module does not have any article/paper resources |
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This module does not have any other resources |
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