Module Descriptors
INNOVATION, CHANGE AND IMPLEMENTATION
MKTG60276
Key Facts
Digital, Technology, Innovation and Business
Level 6
30 credits
Contact
Leader: Andras Kenez
Email: Andras.Kenez@staffs.ac.uk
Hours of Study
Scheduled Learning and Teaching Activities: 66
Independent Study Hours: 234
Total Learning Hours: 300
Assessment
- REPORT weighted at 50%
- CASE BASED STUDY weighted at 50%
Module Details
Module Learning Strategies
Taught sessions: 66 hours
This module focuses on the contribution of management to improving organisational performance as indicated by financial and operational measures. It investigates and critically evaluates the main techniques used by managers to access, develop and apply information for operational planning and financial management. Its builds a synthesis of financial and resource planning and control techniques and stresses the importance of management decisions and the need to quantify and optimise scarce resources.
The module has two principal components which develop over the course of the module. The first addresses innovative practice in organisations and organisational change: this is delivered through initial tutor input leading on to group projects to investigate patterns of innovation within specific industries. The second covers the relationship between operations management and financial planning: following initial tutor input, students analyse a case study that draws these aspects of business activity together.
Reading and independent study: 234 hours
This module focuses on the contribution of management to improving organisational performance as indicated by financial and operational measures. It investigates and critically evaluates the main techniques used by managers to access, develop and apply information for operational planning and financial management. Its builds a synthesis of financial and resource planning and control techniques and stresses the importance of management decisions and the need to quantify and optimise scarce resources.
The module has two principal components which develop over the course of the module. The first addresses innovative practice in organisations and organisational change: this is delivered through initial tutor input leading on to group projects to investigate patterns of innovation within specific industries. The second covers the relationship between operations management and financial planning: following initial tutor input, students analyse a case study that draws these aspects of business activity together.
Reading and independent study: 234 hours
Module Indicative Content
Changing environments and innovation: internationalisation and globalisation
The context of innovation and the role of the state: national systems of innovation
Sustainable competitive advantage
Change management approaches and considerations: leading change in organisations
Flows of technology and information among people, enterprises and institutions: innovation management practices: links and overlaps between groups: multi-functional approaches (rather than a single perspective from marketing or research and development); closed and open innovation; corporate venturing/entrepreneuring.
Organisational finance: accounting statements and their interpretation; financial performance management
Principles of operations management, including capacity planning, MRP/ERP and JIT techniques; project planning and control; quality Management - Total Quality Management principles and their application; operational performance measurement and links to overall business performance
Decision-making: financial and strategic considerations: financial modelling and projection; capital management; investment appraisal; simulation and risk assessment; contingency planning.
The context of innovation and the role of the state: national systems of innovation
Sustainable competitive advantage
Change management approaches and considerations: leading change in organisations
Flows of technology and information among people, enterprises and institutions: innovation management practices: links and overlaps between groups: multi-functional approaches (rather than a single perspective from marketing or research and development); closed and open innovation; corporate venturing/entrepreneuring.
Organisational finance: accounting statements and their interpretation; financial performance management
Principles of operations management, including capacity planning, MRP/ERP and JIT techniques; project planning and control; quality Management - Total Quality Management principles and their application; operational performance measurement and links to overall business performance
Decision-making: financial and strategic considerations: financial modelling and projection; capital management; investment appraisal; simulation and risk assessment; contingency planning.
Module Resources
On-line access to materials on VLE
JOURNALS:
European Journal of Innovation Management (Peer reviewed journal available on Emerald)
Journal of Manufacturing Technology Management (Peer reviewed journal available on Emerald)
Strategic Direction (Peer reviewed journal available on Emerald)
Business Process Management Journal (Peer reviewed journal available on Emerald)
Journal of Organizational Change Management (Peer reviewed journal available on Emerald)
JOURNALS:
European Journal of Innovation Management (Peer reviewed journal available on Emerald)
Journal of Manufacturing Technology Management (Peer reviewed journal available on Emerald)
Strategic Direction (Peer reviewed journal available on Emerald)
Business Process Management Journal (Peer reviewed journal available on Emerald)
Journal of Organizational Change Management (Peer reviewed journal available on Emerald)
Module Texts
List Core / Recommended Texts
Alvesson, M. and Willmott, H. (eds.) (2003) Studying Management Critically, London:Sage.
Christensen, C.M.. Anthony, S.D. and Roth, E.A. (2004) Seeing What's Next: Using the theories of innovation to predict industry change. Boston MA: Harvard Business Press.
Kim, W.C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston MA: Harvard Business Press.
Lindegaard,S. (2010) The Open Innovation Revolution: Essentials, Roadblocks, and Leadership. Chichester: Wiley.
Markides, C.C. and Geroski, P.A. (2005) Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets. San Fransisco: Jossey-Bass.
Oakland, J.and Porter, L. (2004) TQM: Text within Cases. Oxford: Butterworth Heinemann.
Reimers, J. (2010) Financial Accounting. 3rd edition. London: PrenticeHall.
Slack, N., Chambers, S., Johnston, R. and Betts, A. (2009) Operations and Process Management: Principles and practice for strategic impact, 2nd Edition, London: PrenticeHall.
Alvesson, M. and Willmott, H. (eds.) (2003) Studying Management Critically, London:Sage.
Christensen, C.M.. Anthony, S.D. and Roth, E.A. (2004) Seeing What's Next: Using the theories of innovation to predict industry change. Boston MA: Harvard Business Press.
Kim, W.C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston MA: Harvard Business Press.
Lindegaard,S. (2010) The Open Innovation Revolution: Essentials, Roadblocks, and Leadership. Chichester: Wiley.
Markides, C.C. and Geroski, P.A. (2005) Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets. San Fransisco: Jossey-Bass.
Oakland, J.and Porter, L. (2004) TQM: Text within Cases. Oxford: Butterworth Heinemann.
Reimers, J. (2010) Financial Accounting. 3rd edition. London: PrenticeHall.
Slack, N., Chambers, S., Johnston, R. and Betts, A. (2009) Operations and Process Management: Principles and practice for strategic impact, 2nd Edition, London: PrenticeHall.
Module Additional Assessment Details
A report based on the critical application of innovation concepts to identified contexts (LO1-LO3), 3000 words, Weighting 50%
An Individual analysis of a case study that presents detailed qualitative and quantitative data on company performance and decision-making (LO4 - LO6), 3000 words, Weighting 50%
All learning outcomes are covered by the two assessment methods. Students must attempt all assessments and achieve an overall pass grade for the module.
An Individual analysis of a case study that presents detailed qualitative and quantitative data on company performance and decision-making (LO4 - LO6), 3000 words, Weighting 50%
All learning outcomes are covered by the two assessment methods. Students must attempt all assessments and achieve an overall pass grade for the module.