306812 (v.1) Innovative Organisations 564
| Area: | School of Management |
| Credits: | 25.0 |
| Contact Hours: | 3.0 |
| Seminar: | 1 x 3 Hours Weekly |
| Syllabus: | A focus on how management roles, corporate structures and organisational processes impinge upon an organisation's innovative capability. Key topics include the relationship between entrepreneurship and innovation, innovation and competitive advantage, cultural context and innovation, innovative countries, regions, cities and clusters. The Silicon Valley effect - incremental and disruptive innovation, management roles, structures and systems, value innovation and the need to widen the scope of innovative capability, the role of science and technology parks. |
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| Unit Outcomes: | On successful completion of this unit students will have - Understanding of innovation contributions to competitive advantages. Identified a variety of innovative organisations. Prepared a management action plan for leading and sustaining innovations. |
| Text and references listed above are for your information only and current as of September 30, 2003. Please check with the unit coordinator for up-to-date information. |
| Unit References: | Schrage, M. (1999). Serious Play: How the World's Best Companies Simulate to Innovate. Boston, Harvard Business School Press. Herbig, P.A. (1994). The Innovation Matrix: Culture and Structure Prerequisites to Innovation. Connecticut, Quorum Books. Christensen, C.M. and Overdorf, M. Meeting the Challenge of Disruptive Change. Harvard Business Review, March-April 2000. Schein, E. (1988). Organizational Culture and Leadership. San Francisco, Jossey-Bass Publishers. Utterback, J. (1994). Mastering the Dynamics of Innovation. Boston, Harvard Business School Press. Porter M. (1985). Competitive Advantage. New York, The Free Press. Drucker P.F. (1985). Innovation and Entrepreneurship. New York, Harper and Rowe. Hamel G. (2000). Leading the Revolution. Boston, Harvard Business School Press. Tellis, G.J. and Golder, P.N. (2002). Will and Vision: How Latecomers Grow to Dominate Markets. Sydney, McGraw Hill. |
| Unit Texts: | Hamel, G. (2000). Leading the Revolution. Boston, Harvard Business School Press. |
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| Unit Assessment Breakdown: | Major Project 30%, Participation 10%, Presentations 20%, Examination 40%. This is done by grade/mark assessment. |
| Year | Location | Period | Internal | Area External | Central External | | 2004 | Bentley Campus | Semester 2 | Y | | | |
Current as of: February 2, 2004
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