ES956-10 Innovation
- Department
- WMG
- Level
- Taught Postgraduate Level
- Module leader
- Ali Ahmad
- Credit value
- 10
- Module duration
- 1 week
- Assessment
- 100% coursework
- Study locations
-
- University of Warwick main campus, Coventry Primary
- Chulalongkorn University, Thailand
- Hong Kong Polytechnic University, Hong Kong
- Singapore Institute of Management, Singapore
Introductory description
Innovation has a transformative and at times a disruptive quality; influencing business models, strategy, managerial processes and technological capabilities at the firm-level. At the market-industry level, innovation can create new opportunities in niches previously unexplored or even undiscovered. This module will prepare you for doing innovation in a new business start-up as well as the 'intrapreneurship' context. Employers and start-up teams value the capability suite that helps design and commercialise 'newness' - new products, services and business models.
In this module you will engage with latest advances in Innovation. You will interpret and contextualise the mindset of a disruptive innovator through the use of Jobs-to-be-Done thinking, evaluate how digital and new media innovation 2.0 methods are transforming the innovation process, critically assess how public sector innovation is designed and deployed, analyse the use of creativity and de-construct the research commercialisation process.
To help augment your learning, an easy to follow textbook with an accompanying YouTube series is available, which focuses on innovation and entrepreneurship in developing and emerging economies.
The module is delivered over a week and makes use of innovative teaching and learning methods to make your experience immersive, nuanced and also 'playful'. Experience the Innovation 'Escape Room Challenge', a Lego Mindstorms-based Logistics Industry simulation and the use of other group-based exercises to learn about doing innovation in any context.
Module aims
The aim of the module is to develop a set of skills in participants that help them 'do' innovation in a commercial context. This necessitates learning 'about' concepts, models and frameworks to critically evaluate the nature of creativity, innovation and entrepreneurship. Participants are required to think about non-traditional and new approaches for sourcing and commercialising intellectual property from the perspective of both industrialized and developing or emerging economy contexts. As a result, participants will be able to critically assess the limitations of extant models and methods, and be able to configure the conditions under which such methods and models would yield 'ideal' outcomes.
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.
- Innovation 2.0 with new and digital media
- Entrepreneurial effectuation
- New technologies and public sector innovation
- Disruptive innovation and 'jobs-to-be-done'
- Intellectual property management with Stage Gates
- Practising creativity with new toolkits
- Innovation commercialization with Lego Mindstorms
- Innovation "Escape Room" Challenge
Learning outcomes
By the end of the module, students should be able to:
- Evaluate the nature of innovation and be able to identify the potential for innovation within an organisation and/or network.
- Systematically analyse the impact of innovation on the performance of industries.
- Critically assess the key tools and techniques for managing innovation for application to actual business situations.
- Practically demonstrate innovation management skills in a physical simulation and post-module group projects.
Indicative reading list
Main Textbook
Ahmad, A.J., Bhatt, P. and Acton, I. 2019. Entrepreneurship in Developing Countries: For Business & Non-Business Students. Sage, New Delhi-India.
Books
Ariely, D. 2008. Predictably Irrational: The Hidden Forces That Shape Our Decisions, HarperCollins.
Chesbrough, H. 2011. Open Services Innovation: Rethinking Your Business to Grow and
Compete in a New Era, Wiley.
Chesbrough, H., Vanhaverbeke, & West, J. 2006. Open Innovation: A New Paradigm for
Understanding Industrial Innovation. Oxford University Press.
Christensen, C.M. 1997. The innovator's dilemma: when new technologies cause great firms to fail, Boston, Massachusetts, USA: Harvard Business School Press.
Christensen, C.M.; Raynor, M.E. 2003. The innovator's solution: creating and sustaining successful growth, Boston, Massachusetts, USA: Harvard Business School Press.
Gladwell, M. 2008. Outliers: The Story of Success. Little, Brown and Company.
Kahneman, D. 2012. Thinking Fast & Slow. Penguin: London
Herzog, P. 2011.. Open and Closed Innovation: Different Cultures for Different Strategies (2nd ed.).
Sarasvathy, S.D. 2009. Effectuation: Elements of Entrepreneurial Expertise. Northampton, MA: Edward Elgar Publishing.
Book Chapters
Silverstein, D., Samuel, P., & Decarlo, N. (2012). Jobs to be Done. In The Innovator’s Toolkit: 50+ techniques for predictable and sustainable organic growth (2nd ed., pp. 3–12). John Wiley & Sons, Incorporated.
Articles
Bloch, C., and Bugge, M.M. 2013. Public sector innovation — From theory to measurement. Structural Change and Economic Dynamics, 27, 133-145.
Blomberg, A., Kallio, T. and Pohjanpää, H. 2017. Antecedents of organizational creativity: drivers, barriers or both?. Journal of Innovation Management, [online] 5(1).
Bugshan, H. 2015. Open innovation using web 2.0 technologies’ Journal of Enterprise
Information Management 28(4), 595–607.
Chandler, G.N., DeTienne, D.R., McKelvie, A., Mumford, T.V., 2011. Causation and effectuation processes: A validation Study. Journal of Business Venturing 26 (2011), pp. 375-390.
Chesbrough, H., and Brunswicker, S. 2014. A Fad or a Phenomenon?: The Adoption of Open Innovation Practices in Large Firms, Research-Technology Management, 57:2, 16-25.
Cheshbrough, H., 2011. Bringing Open Innovation to Services. MITSloan. Available at: http://sloanreview.mit.edu/article/bringing-open-innovation-to-services/.
Chiaroni, D., Chiesa, V., & Frattini, F. (2011). The Open Innovation Journey: How firms dynamically implement the emerging innovation management paradigm. Technovation, 31(1), 34–43.
Christensen, C. M., Anthony, S. D., Berstell, G., & Nitterhouse, D. 2007. Finding the Right Job For Your Product. MIT Sloan Management Review, 48(3), 38–47.
Huizingh, E. K. R. E. (2011). Open innovation: State of the art and future perspectives. Technovation, 31(1), 2–9.
King, A. and Baatartogtokh, B. 2015. How useful is the theory of disruptive innovation?. MIT Sloan management review, [online] (Fall 2015).
Marjanovic, S., Fry, C., & Chataway, J. 2012. Crowdsourcing based business models: In search of evidence for innovation 2.0. Science and Public Policy, 39(3), 318–332.
Marques, J. P. 2014. Closed versus open innovation: evolution or combination?. International Journal of Business and Management 9(3), 1833–8119.
Mergel, I., and Desouza K. 2013. Implementing Open Innovation in the Public Sector: The Case of Challenge.gov, Public Administration Review, 73(6), 882 – 890.
Mostafa, M. and El‐Masry, A. 2008. Perceived barriers to organizational creativity: A cross-cultural study of British and Egyptian future marketing managers. Cross Cultural Management: An International Journal, 15(1).
Mthanti, T. and Urban, B. 2013. Effectuation and entrepreneurial orientation in high-technology firms. Technology Analysis & Strategic Management, [online] 26(2).
Oestreicher, K. 2011. Segmentation & the Jobs-to-be-done theory: A Conceptual Approach to Explaining Product Failure. Journal of Marketing Development and Competitiveness, 5(2), 103–121.
Ooms, W., Bell, J. and Kok, R. A. 2015. Use of social media in inbound open innovation:
Building capabilities for absorptive capacity. Creativity and Innovation Management
24(1), 136–150.
Roberts, D., Hughes, M. and Kertbo, K. 2014. Exploring consumers’ motivations to engage
in innovation through co-creation activities’, European Journal of Marketing 48(1/2), 147–
169.
Saldanha, F. P., Cohendet, P. and Pozzebon, M. 2014. Challenging the stage-gate model in
crowdsourcing: The case of fiat mio in brazil, Technology Innovation Management Review
4(9).
Sarasvathy, S. 2001. Causation and Effectuation: Toward a Theoretical Shift from Economic Inevitability to Entrepreneurial Contingency. The Academy of Management Review, [online] 26(2).
Windrum, P. and Koch, P., 2008. Innovation in public sector services: entrepreneurship,
creativity and management. Cheltenham: Edward Elgar Publishing.
View reading list on Talis Aspire
Subject specific skills
- Innovation management
- Using the disruptive innovation and jobs-to-be-done toolset
- Intellectual property commercialisation strategies
- Integrating web 2.0 and new and digital media into new product, service or process development
- Entrepreneurial heuristics
- Using creativity toolkits
Transferable skills
- Product prototyping
- Creating optimised teams using individual member profiling techniques
- Presentation and business pitching
- Critical thinking and evaluation
- Market research
- Business case development
Study time
| Type | Required |
|---|---|
| Lectures | 20 sessions of 1 hour 30 minutes (30%) |
| Seminars | 1 session of 1 hour (1%) |
| Online learning (independent) | 2 sessions of 45 minutes (1%) |
| Other activity | 7 hours 30 minutes (7%) |
| Assessment | 60 hours (60%) |
| Total | 100 hours |
Private study description
No private study requirements defined for this module.
Other activity description
These sessions are a physical simulation which will set student teams the task aspects of managing an innovative and technology-based project within a commercial organization. Students in teams are required to develop an innovative use of sensor technology with commercial potential using Lego Mindstorms.
Costs
No further costs have been identified for this module.
You must pass all assessment components to pass the module.
Assessment group A1
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
Assessment component |
|||
| Innovation Assessment | 100% | 60 hours | Yes (extension) |
|
Being a reflective Innovation practitioner requires the development of a suite of competencies. Assessment components described below will allow you to comprehensively meet the requirements of the module's four stated aims. Component 1 - Group Video Case Development & Analysis | Weight - 60% Student teams would act as "expert innovators" brought in as consultants by an organisation of their choice and present solution to innovation problems in the video format. Component 2 - Group In-Module Assessment on a Physical Simulation | Weight - 15% This assessment will simulate aspects of managing an innovative and technology-based project within a commercial organisation. Students in teams are required to develop an innovative use of sensor technology with commercial potential using Lego Mindstorms. Component 3 - Individual Reflective Diary on Group Assessment | Weight - 15% Participants to individually prepare a 600 word reflective diary analysing key individual learning during the group task. . Component 4 - Individual Innovation & Entrepreneurship Quiz | Weight - 10% A 30-minute quiz comprising of 50 questions (multiple choice and true-false) based on the associated textbook and the module's syllabus. |
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Reassessment component |
|||
| Innovation Post-Module Written Assignment | Yes (extension) | ||
|
In case the group video case analysis is deemed a 'fail', then individual students part of the failing team will be required to attempt a re-submission question in writing. The focus in this question would be test students' critical thinking, analysis and literature evaluation capabilities towards the overall aim of applying learned knowledge to a specific innovation context or case study. |
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Feedback on assessment
Feedback will be provided in both face-to-face and written forms via feedback sheets. Verbal feedback will be recorded for dissemination to teams post assessment and will also be archived for moderation purposes.
Written feedback on template sheets will contain both group and individual feedback on the assessment items "Innovation Strategy for a Chosen Case Organisation", "Reflective Diary on Group Assessment" and "Group In-Module Assessment on a Physical Simulation".
Quiz feedback will be automatically generated by Moodle upon completion.
Courses
This module is Core for:
- Year 1 of TWMS-H1Y2 Postgraduate Taught Innovation and Entrepreneurship
This module is Core option list B for:
- Year 1 of TESS-H1PT Postgraduate Taught Engineering Business Management (Awarded Jointly with Hong Kong Polytechnic Uni)
This module is Core option list C for:
- Year 1 of TWMS-H7BF Postgraduate Supply Chain and Logistics Management (Hong Kong)
- Year 1 of TWMS-H7BG Postgraduate Supply Chain and Logistics Management (awarded jointly with Hong Kong Polytechnic University)
- Year 1 of TESS-H7PE Postgraduate Taught Supply Chain and Logistics Management (Overseas and Self-Financing)
- Year 1 of TWMS-H7A1 Postgraduate Taught Supply Chain and Logistics Management (Singapore)
This module is Option list A for:
- Year 1 of TESS-H1PU Postgraduate Taught International Technology Management
This module is Option list B for:
- Year 1 of TESS-H1P2 Postgraduate Award in Engineering Business Management
- Year 1 of TESS-H1X0 Postgraduate Award in Taught Engineering Business Management (Hong Kong)
- Year 1 of TWMS-H1A4 Postgraduate Sustainable Materials and Manufacturing
- Year 1 of TESA-H1P7 Postgraduate Taught Engineering Business Management
- Year 1 of TESS-H1P1 Postgraduate Taught Engineering Business Management
- Year 1 of TESS-H1P3 Postgraduate Taught Engineering Business Management (Hong Kong) Warwick Award
- Year 1 of TESS-H1PS Postgraduate Taught Engineering Business Management (Singapore)
- Year 1 of TWMS-H1Y8 Postgraduate Taught Service Management and Design
This module is Option list C for:
- Year 1 of TWMS-H7B4 Postgraduate Taught Programme and Project Management (Singapore)
- Year 1 of TESA-H7PD Postgraduate Taught Supply Chain and Logistics Management (Home Fees)