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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. |
Texts and references listed below are for your information only and current as of September 30, 2003. Some units taught offshore are modified at selected locations. Please check with the unit coordinator for up-to-date information and approved offshore variations to unit information before finalising study and textbook purchases. |
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. |
Field of Education: | 80000 Management and Commerce (Broad Grouping) | HECS Band (if applicable): | 2 |
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Extent to which this unit or thesis utilises online information: | Informational | Result Type: | Grade/Mark |
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Availability
| Year | Location | Period | Internal | Area External | Central External | | 2004 | Bentley Campus | Semester 2 | Y | | |
Area
External | refers to external course/units run by the School or Department, offered online or through Web CT, or offered by research. |
Central
External | refers to external course/units run through the Curtin Bentley-based Distance Education Area |
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