Essex Business School
Undergraduate: Level 5
Thursday 08 October 2020
Friday 18 December 2020
05 February 2020
Requisites for this module
BBA N100 Business Administration,
BBA N103 Business Administration (Including Placement Year),
BBA N104 Business Administration (Including Foundation Year),
BBA N104CO Business Administration (Including Foundation Year),
BBA N110 Business Administration (Including Year Abroad),
BSC N120 International Business and Entrepreneurship,
BSC N121 International Business and Entrepreneurship (Including Year Abroad),
BSC N123 International Business and Entrepreneurship (Including Placement Year),
BSC N124 International Business and Entrepreneurship (Including Foundation Year),
BSC N124CO International Business and Entrepreneurship (Including Foundation Year),
BSC N501 Marketing,
BSC N502 Marketing (Including Year Abroad),
BSC N504 Marketing (Including Placement Year),
BSC N505 Marketing (Including Foundation Year),
BSC N505CO Marketing (Including Foundation Year)
This module introduces the student to a contemporary view of managing innovation - the development of new products, processes, and services. It is concerned with the study of the innovation process.
The process is understood to evolve as an S-shaped curve consisting of three distinct phases: emergence (the development of the product or service, its manufacturing capabilities, and its place in the market), growth (where the product family pervades the market), and maturity (where the market is saturated and growth slows).
The relationship between the innovation process and the use and management of technology, together with its links to the development of innovation strategy, dynamic interactions with innovation networks, learning processes and government support for innovation, provides for the content of this module.
The main aim of the module is to equip students with the knowledge, expertise and skills with which to manage the innovation process both at the strategic and the operational levels in different types of organisations.
On successful completion of the module, students should be able to:
1. Obtain a clear understanding of the micro perspective of innovation concerning technology S-curve, punctuated equilibrium, dominant design, and absorptive capacity
2. Acquire a clear understanding of the sources of innovation and the process of innovation and how they affect the way innovation evolves
3. Acquire a clear understanding of an organisation's internal culture, structure and strategy and their influence on the innovation process
4. Clearly understand the importance of the external environment for innovation, and how alliances, inter-firm linkages, networks and national innovation systems impact on the innovation management process
5. Obtain a clear understanding of how government policy principles and practices affect the process of innovation and technology management
6. Prepare and communicate both orally and in writing his/her understanding of the innovation process as it informs enterprise development
The lectures will be developed around the key concepts as mentioned in the indicative course content and will use a range of live examples and cases from business practice to demonstrate the application of theoretical concepts.
The seminars will focus extensively on business case studies, and selected journal or selected newspaper/business magazine articles. Cases are sourced primarily from the European Case Clearing House (ECCH), Harvard Business Cases, FT Reports and other international case banks to encourage students to analyse issues pertaining to the course. Seminars will also involve interactions with business people and other practitioners. Seminars will be combined with group work to provide students with the opportunity to develop critical and practical problem skills.
Discussion of case studies
Discussion of journal articles
Signposting to additional resources
The typical class of two hours will include one hour of lecture and one hour of seminar.
- Smith, David. (2015) Exploring innovation, London: McGraw-Hill Higher Education.
The above list is indicative of the essential reading for the course. The library makes provision for all reading list items, with digital provision where possible, and these resources are shared between students. Further reading can be obtained from this module's reading list.
Assessment items, weightings and deadlines
|Coursework / exam
||Group Report (2000 words)
||Individual reflective journal (1000 words)
Module supervisor and teaching staff
Dr Jun Li, email: firstname.lastname@example.org.
Dr Jun Li
Dr Omar Al-Tabbaa
University of Kent
Senior Lecturer in Strategy & International Business
Available via Moodle
Of 28 hours, 28 (100%) hours available to students:
0 hours not recorded due to service coverage or fault;
0 hours not recorded due to opt-out by lecturer(s).
* Please note: due to differing publication schedules, items marked with an asterisk (*) base their information upon the previous academic year.
Disclaimer: The University makes every effort to ensure that this information on its Module Directory is accurate and up-to-date. Exceptionally it can
be necessary to make changes, for example to programmes, modules, facilities or fees. Examples of such reasons might include a change of law or regulatory requirements,
industrial action, lack of demand, departure of key personnel, change in government policy, or withdrawal/reduction of funding. Changes to modules may for example consist
of variations to the content and method of delivery or assessment of modules and other services, to discontinue modules and other services and to merge or combine modules.
The University will endeavour to keep such changes to a minimum, and will also keep students informed appropriately by updating our programme specifications and module directory.
The full Procedures, Rules and Regulations of the University governing how it operates are set out in the Charter, Statutes and Ordinances and in the University Regulations, Policy and Procedures.