Module Details
| Module Code: |
MGMT8048 |
| Title: |
Enterprise and Innovation
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|
Long Title:
|
Enterprise and Innovation
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| NFQ Level: |
Advanced |
| Valid From: |
Semester 1 - 2021/22 ( September 2021 ) |
| Field of Study: |
3450 - Business & Management
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| Module Description: |
The capacity to innovate can be a source of competitive advantage but the management of innovation is challenging. This module will explore the importance of innovation to the sustainability and growth of the firm and to the economy at large. It will introduce students to the different innovation types and how innovation can be managed in different types of organisations. Students will learn how to map innovation opportunities, develop innovation strategies and identify open innovation networks. Case studies of the leaders in innovation will be examined.
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| Learning Outcomes |
| On successful completion of this module the learner will be able to: |
| # |
Learning Outcome Description |
| LO1 |
Examine the different types of innovation and how opportunities for innovation can be identified and the appropriate strategies developed. |
| LO2 |
Discuss the role and importance of innovation to business and society. |
| LO3 |
Discuss the common driving forces and sources of ideas for innovation and different approaches to creativity. |
| LO4 |
Examine the knowledge transfer process and the key issues involved in the commercialisation of research. |
| LO5 |
Examine the processes involved in managing innovation and discuss organisations' approach to managing innovation. |
| LO6 |
Evaluate the role of knowledge based activities, relationships and networks in the development of a new product, service or process. |
| Dependencies |
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU 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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Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
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| No incompatible modules listed |
Co-requisite Modules
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| No Co-requisite modules listed |
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
|
| No requirements listed |
| Indicative Content |
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Introduction to Innovation
Innovation defined. Different types of innovation. Opportunity identification innovation frameworks. Goals and success factors of innovation. Innovation strategies; open innovation, disruptive innovation. Role and importance of innovation. Innovation policy. Case studies.
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Pathways to Commercialisation of Research
Knowledge transfer process. Innovation funding opportunities. Open innovation and entrepreneurship ecosystems; strategic alliances and open innovation networks.
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Corporate Creativity
Creativity defined. Link between creativity and innovation. Sources of ideas. Systematic approaches to creativity. Case studies.
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Managing Innovation
Innovation as a management process. Portfolio management. New product development process. Innovation culture. Core components of the innovative organisation. Link between entrepreneurship and intrapreneurship. Law of diffusion of innovation. Case studies.
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Module Content & Assessment
|
| Assessment Breakdown | % |
|---|
| Coursework | 100.00% |
Assessments
| No End of Module Formal Examination |
| Reassessment Requirement |
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.
|
The University reserves the right to alter the nature and timings of assessment
Module Workload
| Workload: Full Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Class based instruction. |
Every Week |
3.00 |
3 |
| Independent Learning |
Non Contact |
Reading, research and assignment preparation. |
Every Week |
4.00 |
4 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
3.00 |
| Workload: Part Time |
| Workload Type |
Contact Type |
Workload Description |
Frequency |
Average Weekly Learner Workload |
Hours |
| Lecture |
Contact |
Class based instruction. |
Every Week |
2.00 |
2 |
| Independent Learning |
Non Contact |
Research, analysis, assignment preparation. |
Every Week |
5.00 |
5 |
| Total Hours |
7.00 |
| Total Weekly Learner Workload |
7.00 |
| Total Weekly Contact Hours |
2.00 |
|
Module Resources
|
| Recommended Book Resources |
|---|
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John Tidd and Joe Bessant. (2014), Strategic Innovation Management, 1st. Wiley, UK, [ISBN: 9781118457238].
| | Supplementary Book Resources |
|---|
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John Tidd and Joe Bessant. (2013), Managing Innovation, 5th. Wiley, UK, [ISBN: 9781118538593].
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Scott D.Anthony & David S.Duncan. (2012), Building a Growth Factory (EBook), 1st. Harvard Business, USA, [ISBN: 11714EKNDENG].
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Bilton and Cummings. (2010), Creative Strategy, [ISBN: 9781405180191].
| | Recommended Article/Paper Resources |
|---|
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Harvard Business Review. (2006), Proctor and Gamble; Inside Proctor and
Gamble's New Model for Innovation, Harvard Business Review, 10, [ISSN: R0603C].
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Scott D.Anthony & Bruce Brown. (2011), How P+G tripled its innovation success
rate, Harvard Business Review, June 2011, [ISSN: R1106C].
| | Other Resources |
|---|
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Website, Joe Tidd and John Bessant,
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Website, Proctor and Gamble,
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Website, Enterprise Ireland,
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Website, Global Entrepreneurship Monitor,
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