MG427 Half Unit
Innovation in Organisations
This information is for the 2013/14 session.
Dr Yally Avrahampour
Dr Lourdes Sosa
This course is compulsory on the MSc in Management, Organisations and Governance. This course is not available as an outside option.
Strategic Importance of Innovation in Organisations; Innovation in Social Science Theory; Creativity in Organisations; Corporate Entrepreneurship; Open Innovation; Real Options and Assessing Innovation Projects; Measuring and Incentivising Innovation; and Ambidexterity in Organisations.
This half-unit course will develop students' abilities to analyse, design and evaluate innovative initiatives in organisations. Managers are viewed as agents of creative efforts to manage innovation in the interest of enhancing organisational performance over the long run. Knowledge and skill for this purpose is developed by studying the development and operation of well-theorised practices for delivering enhanced value through organisational innovation and entrepreneurship.
20 hours of lectures and 10 hours of seminars in the MT.
Students will be expected to produce 1 essay in the MT.
Anderson and Tushman (1990) Technological discontinuities and dominant designs: A cyclical model of technological change; Burgelman and Grove (2007) Let chaos reign, then rein in chaos - repeatedly: managing strategic dynamics for corporate longevity; Christensen and Bower (1996) Customer power, strategic investment, and the failure of leading firms; Gibson and Birkinshaw (2004) The antecedents, consequences, and mediating role of organizational ambidexterity; Maula (2007) Corporate venture capital as a strategic tool for corporations; selected chapters from Berk & DeMarzo (2007) Corporate Finance, including especially the chapter on real options; selected chapters from Kaplan & Atkinson (1998) Advanced Management Accounting, including especially performance measurement; O'Reilly and Tushman (2004) The ambidextrous organization; Shalley and Gilson (2004) What leaders need to know: A review of social and contextual factors that can foster or hinder creativity; Teece (2010) Business models, business strategy and innovation; Von Hippel (1986) Lead users: A source of novel product concepts; Von Hippel and Von Krogh (2006) Free revealing and the private-collective model for innovation incentives.
Exam (60%, duration: 2 hours) in the main exam period.
Essay (40%, 2000 words).
Total students 2012/13: 69
Average class size 2012/13: 17
Value: Half Unit
Personal development skills
- Team working
- Commercial awareness
- Specialist skills