SUNDERLAND BUSINESS SCHOOL Module Guide PGBM 108

SUNDERLAND BUSINESS SCHOOL
Module Guide PGBM 108
2016 / 2017
Managing Innovation &
Technology Transfer
Module Leader: Dr Derek Watson
Tel: 5152144
Room 203e
Email: derek.watson@sunderland.ac.uk
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
2
CONTENTS
Introduction ………………………………………………………………………………………………………. 3
Learning Outcomes ……………………………………………………………………………………………. 3
Content Synopsis ……………………………………………………………………………………………. 4
Amplified Content ……………………………………………………………………………………………. 4
Teaching and Learning Methods ………………………………………………………………………. 5
Assessment Methods ……………………………………………………………………………………………. 5
Reading List ………………………………………………………………………………………………………. 6
Lecture notes, Seminar Case Studies and Exercises……………………………………………………8-15
Assignment …………………………………………………………………………………………………….16-17
Appendix 1 – Assessment Criteria…………………………………………………………………………. 18
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
3
Introduction
MODULE DESCRIPTOR
TITLE: MANAGING INNOVATION & TECHNOLOGY TRANSFER
CODE: PGBM108
CREDITS: 15
LEVEL: MASTERS
FACULTY: BUSINESS & LAW
MODULE BOARD: PG Finance & Enterprise
PRE-REQUISITES: NONE
CO-REQUISITES: NONE
LEARNING HOURS: 150 (of which 30 will normally be workshop hours)
LEARNING OUTCOMES
Upon successful completion of this module, students will be able to
Knowledge
K1 Critically analyse the management of innovation and technology transfer as a core
business process.
K2 Critically evaluate the choices and challenges in building and managing an innovative
organisation.
K3 Reflect upon and critically evaluate the key attributes in capturing learning from Innovation
and technology transfer.
Skills
S1 Demonstrate an ability to critically appraise theories of managing innovation and technology
transfer in the 21st century.
S2 Evaluate the assessment of viable concepts, models and techniques in order to identify ease
of transmission for the adoption and/or application of managing innovation and technology
transfer.
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
4
CONTENT SYNOPSIS
The purpose of this module is to research, discuss, debate and evaluate Managing Innovation &
Technology Transfer. This module will explore the following areas;
Theories and Concepts of Innovation and Technology Transfer, Development and Implementation of
Technology Strategy. Exploitation of Global Innovation, Technology Transfer and IP Implementation.
Technology Transfer to knowledge Transfer. Innovation Inspiration, Technology Strategy and
Innovation as a Core Business Process, Building the Innovation Organisation, Managing Innovation
Incubators. Developing an Innovative Strategy, Sources of Innovation, Entrepreneurship and
Innovation Networks, Decision Making Under Uncertainty, Building the Innovation and Technology
Transfer Case, Creating and Managing New Products and Services, Exploring Open Innovation and
Collaboration, Exploring Entrepreneurship and New ventures, capturing the Benefits of
Entrepreneurship and Innovation, Capturing learning from Entrepreneurship and Innovation.
AMPLIFIED CONTENT
Introduction – key themes, concepts and definitions
Innovation – What it is and Why it Matters
Tensions, paradox, and contractions in managing strategic management of technology, and
innovation
Evolving Models of Innovation Technology Transfer & IP
Managing & Measuring Innovation Success
Successful Innovation & Technology Transfer Management
Creating and Managing an Effective Innovative Climate
Developing Firm Specific Competencies
Rationalist or Incrementalist Management Strategies for Innovation & Technology Transfer
The Dynamic Capabilities of Firms
Where do Innovations Come From
A Management Framework for Looking at Innovation Sources
A Map of Innovation Search Methodologies
Managing Innovation & Technology Transfer Networks
Meeting the challenge of Managing Uncertainty
Mapping the Selection Space
Managing Components of Innovation Technology Transfer and IP
Managing Incubators
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
5
Forecast Management of Innovation & Technology Transfer
Managing Service Innovation
Benefits and Limitations of Open Innovation
Joint Ventures, Alliances & IP
Internal Corporate Venturing
Creating Value Through Innovation Management & Technology Transfer
Choosing the Business Model
Building and Managing Dynamic Capability
Managing & Measuring Innovation Performance
Managing Innovation Audits
This module will provide a critical, research and practitioner perspective on Managing Innovation &
Technology Transfer which will be informed by current research in the subject area. As the module is
evolutionary the themes and issues delivered in the module will reflect the current research and
practice within the area of Managing Innovation & Technology Transfer.
TEACHING AND LEARNING METHODS
Scheduled activities Independent study Placement Total hours
Hours Detail Hours Detail Hours Detail
30 Workshop
/ seminar
activities
120 Self study / directed
reading / research
activities
150
Total 150
The teaching methods for this module are designed to appeal to a range of learning styles and to
integrate argument, action and reflection. As such, the format of the sessions combines elements of
formal lecturing and various individual/group activities (e.g. discussions, debates, presentations,
exercises, role plays, live case study analysis).
All students will be expected to prepare thoroughly for each workshop and to conduct self
directed/independent study for each theme covered in this module. This is intended to encourage
the widest engagement with theoretical aspects of ‘Management of Innovation’, as well as
stimulating lively and imaginative participation in the practical / commercial aspects of this area.
The learning strategy will introduce core concepts, carry out group exercises and respond to case
study materials to test ideas and develop relevant individual and line-manager skills. Responsibility
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
6
is placed on students to undertake the necessary reading. Preparation for the workshops is directed
in the module guide.
However, students are encourage to make an appointment with the module leader to discuss issues
/ challenges that they face whilst undertaking the module.
Normally the delivery pattern for this module will be made up of 30 hours contact time
including lectures, workshops, tutor support and plenary sessions.
Lecture 10 x 1 hour (every week for 10 weeks) = 10 hours
Workshop 10 x 2 hours (every week for 10 weeks) = 20 hours
Self-directed study = 120 hours
Total = 150 hours
Assessment Methods
Students will submit a 3000 word management report on an individual piece of research on
the Management of Innovation & Technology Transfer themes relevant to an organisation
of their choice and show how recommendations for improvement and change could be
implemented (See section ‘individual assignment’). Students will submit an outline proposal
of 300-400 words by week 3 of the module programme and formative feedback will be
given to guide the students in line with the module aims. (The assessment for this module
assess all learning outcomes)
Sequence Assessment Type Marking
Scheme
Weighting % Qualifying
Mark
Pass Mark
001 Management Report PCMS 100% 40 40
Late submission will lead to a fail mark if not supported by an adequate plea for mitigation
prior to the submission date.
Assessment 001
The assessment has been specifically designed to accommodate the students varying commercial
knowledge and understanding of module content. Hence:
Students will be required to conduct either a:-
1. Research a business related theme from the module scheme of work and produce an
individual academic report.
2. Manage an innovation project and produce a reflective log
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
7
In preparation of the summative assessment the students will have the opportunity to participate in
formative assessments throughout the delivery of the module. Methods adopted will take the form
of; study analysis with set questions, group discussion and student presentations.
Non-Attendance of Workshops
Attendance of all workshops is compulsory. Your overall attendance record for the module
will be assessed based upon your attendance of workshops. Insufficient attendance may
result in ‘fail and repeat’ rather than just a referral if you do not achieve the overall
minimum mark. This would mean that you would have to complete the whole module
again, rather than just submit referred work for the elements of the assessment failed.
INDICATIVE READING LIST
Recommended Text:
Tidd, J and Bessant, J. (2013). Managing Innovation, Integrating Technological, Market and
Organisational Change. Wiley Publishers. ISBN 978111836063
Bessant, J,R. and Tidd, J. (2015). Innovation and Entrepreneurship. John Wesley Publishers. ISBN
0470711442
Hisrich, R., Peters, M. and Shepperd, D. (2012). Entrepreneurship. 9th Edition. McGrawHill Publishers.
ISBN 0078029198
Supportive Text:
Andriopoulos, C and Dawson, P. (2009). Managing Change, Creativity and Innovation. SAGE
Publishers. ISBN 1412948525
Bessant, J,R. and Tidd, J. (2011). Innovation and Entrepreneurship. John Wesley Publishers. ISBN
0470711442
Burgelman, R.A., Christensen, C.M., and Wheelwright, S.C. (2008). Strategic Management of
Technology and Innovation. ISBN 0072536950
Christensen, C.M. (2009). The Innovators Dilemma: when New Technologies Cause Great Firms to
Fail. Harvard Business School Publishers. ISBN 0875845851
Christensen, C.M. (2009). The Innovators Solutions. Harvard Business School Publishers. ISBN
1578518520
Conway, S and Steward, F. (2009). Managing and Shaping Innovation. Oxford University Press. ISBN
9780199262267
Drucker, P. (2006). Innovation and Entrepreneurship. HarperCollins Publishers. ISBN
9780060851132.
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
8
Goffin, K and Mitchell, R. (2010). Innovation Management. Palgrave Publishers. ISBN 978023020582.
Jolly, A. (2013). The Innovation Handbook. Kogan Page Publishers. ISBN 978074946533
Schilling, M.A. (2008). Strategic Management of Technological Innovation. McGraw Hill Publishers.
ISBN 0071259422
Tidd, J and Bessant, J. (2013). Managing Innovation, Integrating Technological, market and
Organisational Change. Wiley Publishers. ISBN 978111836063
Trott, P. (2012). Innovation Management and New Product Development. Prentice Hall. Person
Publishers. ISBN 9780273736561
Wickham, P.A. (2006). Strategic Entrepreneurship. 4th Edition. Prentice Hall Publishers. ISBN
027370642X
Zucchella, A. and Scabini, P. (2007). International Entrepreneurship. Palgrave MacMillan Publishers.
ISBN 023051547
Journals:
European Journal of Innovation Management. ISSN: 1758-7115
International Journal of Innovation Management ISSN: 1757-5877
Journal of Technology Management and Innovation. ISSN: 0718-2724
The European Journal of Social Science Research ISSN: 1469-8412
PROGRAMMES USING THIS MODULE AS CORE/OPTION:
Master of Business Administration
Is the programme delivered On Campus or Off campus: On and Off Campus
College(s): Approved Partner Colleges
Work based learning: No
Professional Accreditation: No
MODULE LEADER
Derek Watson
LEAD DELIVERER
Derek Watson
JACS Code
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
9
Session 1: Managing Innovation & Technology Transfer
Introduction
In this first session of the module, explores the challenges posed by innovation. It examines
why innovation matters and opens up some perspectives on what is involved. The session
also addresses the idea of innovation as a core process which needs to be organised and
managed in order to enable the renewal of any organisation.
Objectives
After completing this session you should be able to:
 Understand why and how innovation matters
 Comprehend what is innovation
 Explore the scope for / types of innovation
 Examine different aspects of innovation
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 1 (Tidd, J. & Bessant, J. 2015).
Read Article:
Bergfors, M. & Lager, T. (2011). Innovation of process Technology: Exploring Determinants
for Organisational Design. International Journal of Innovation Management. 15(5).PP 113-
1140. Imperial Press.
Kundu, N, Bhar, C & Pandurangan, V. (2015). Managing Technology Transfer: An Analysis of
Intrinsic Factors. South Asian Journal of Management. 22(3). PP 69 – 95.
Case study: Zara (e-book case study)
Exercise: Applying strategic advantage through innovation (e-book activity)
Video: Finnegan’s Fish Bar (e-book video clip)
3hrs
Total Time 15hrs
Session 2: Innovation & Technology Transfer as a Core Business
Process
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
10
Introduction
In this second session of the module, the session builds on the ideas discussed in the last
session and looks at the challenges of managing innovation as a core business process
concerned with the renewing what the organisation offers and ways in which it creates and
delivers that offering. It also looks at what we’ve learned about success and failure
managing innovation – themes which are examined in greater detail in subsequent sessions.
Objectives
After completing this session you should be able to:
 Explore the variations on the theme of innovation
 Examine a contingency model of the innovation process
 Investigate the evolving models of the innovation process
 Assess if innovation is manageable
 Comprehend the building and developing innovation routines across the core
process
 Explore the challenges in managing and measuring innovation successfully.
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 2 (Tidd, J. & Bessant, J. 2015).
Read Article:
Jain, Ravindra. (2014). Innovation Promotional Strategies: A Conceptual Framework. 2(2).PP
44-70.
Lichtenthaler, U & Lichtenthaler, E. (2010). Technology Transfer Across Organisational
Boundaries: Absorptive Capacity And Desorptive Capacity. 53(1). PP 154 – 170.
Case Study: Freeplay Energy
Exercise: The Way We Do Things Around Here
Success & Failure Review
Video: Nokia Siemens Networks (Video clip e-book 26 mins)
3hrs
Total Time 15hrs
Session 3: Building the Innovative Organisation
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
11
Introduction
The third session recaps briefly the key points from the previous session and moves onto
look at the key contextual issues around successful innovation management. It addresses
the question ‘do we have an innovative organisation’? The session goes onto examine the
role which key concepts such as leadership, structure, communication and motivation play
in building and sustaining a culture of focused creativity.
Objectives
After completing this session you should be able to:
 Explore the attributes of shared vision, leadership and the will to innovate
 Investigate the importance of structures and processes to enable technology change
to thrive
 Recognise the criticality of key individuals and their involvement
 Comprehend the five-stage high-involvement innovation model
 Appreciate the contribution effective teams can make
 Recognising the need for change and creating an innovative boundary spanning
climate
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 3 (Tidd, J. & Bessant, J. 2015).
Read Article:
Damanpour, F. (1992). Organisational Size and Innovation. Journal of Organisational
Studies. 13(3). PP375-402.
Grodal, S., Nelson, A.J. & Siino, R.M. (2015). Help-Seeking and Help-Giving As An
Organisational Routine: Continual Engagement in Innovative Work. Academy of
Management Journal. 58(1). PP: 136 – 168.
Landry, R., Amara, N., Cloutier, J-S. & Halilem, N. (2013). Technology Transfer Organisations:
Services and Business Models. Journal of Technovation. 22. PP 431 – 449.
Case Study: Describing 3M (e-book case study)
Exercise: How creative are you (e-book activity)
Video: Veeder-Root and high-involvement in Action (Video clip e-book 15 mins)
3hrs
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
12
Total Time 15hrs
Session 4: Developing an Innovation & Technology Strategy
Introduction
The fourth session will review session three and focus at key questions such as ‘do we have
a clear innovation strategy’? Assessing if there is a clear sense of where and how innovation
will take the organisation forward and is there a roadmap for this? The session then raises
the question ‘is the strategy shared and understood – and how can we ensure alignment of
the various different innovation efforts across the organisation’? The session concludes by
examining the central role that capabilities and positions have in developing an innovative
strategy.
Objectives
After completing this session you should be able to:
 Examine the debate between ‘rationalist’ or ‘incrementalist’ strategies for
innovation and its implications for management
 Explore the differing views of ‘innovative leader’ versus ‘innovative follower’?
 Assess the commercial viability of the ‘dynamic capabilities’ approach to corporate
strategy
 Reflecting on appropriating the benefits from innovation
 Examine the firms and broad technological trajectories and firm specific
competencies
 Explore the globalisation of innovation and technology transfer
 Assess the viable factors in the development of strategy making
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 4 (Tidd, J. & Bessant, J. 2015).
Read Article:
Ferreira, J.M., Fernandes, C.I., Alves, H. & Raposo, M.L. (2015). Drivers of innovation
strategies: Testing the Tidd and Bessant (2009) model. Journal of Business Research. 68. PP:
1395-1403.
Gackstatter, S., Kotzemir, M., & Meissner, D. (2012). Building an innovation-driven
economy- the case of BRIC and GCC countries. Foresight. 16(4). PP: 293 – 308.
Case Study: Marshalls (e-book case study)
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
13
Exercise: Strategic Advantage Through Innovation (e-book activity)
4Ps analysis (e-book activity)
Sectoral Innovation Patterns (e-book activity)
3hrs
Total Time 15hrs
Session 5: Innovation & Technology Transfer Networks
Introduction
In this fifth session of the module, firstly reviews the previous session. It then moves on to
look at the particular challenges in setting up and running networks designed to enable
innovation. Specific attention looks at the early stages of developing an entrepreneurial
idea, at networks within organisations and at the increasingly important theme of external
networks which enable and facilitate the move to more open models of innovation. The
concluding session looks at the particular case of finding, forming and getting new networks
with strange partners to perform to support innovation.
Objectives
After completing this session you should be able to:
 Reflect on supporting personnel in formulating innovation
 Examine the spaghetti model of innovation
 Explore innovation networks
 Investigate networks at the start-up
 Review networks on the inside, outside and into the unknown
 Explore the factors involved in managing innovation networks
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 6 (Tidd, J. & Bessant, J. 2015).
Read Article:
Jarvenpaa, S.L. & Valikangas, L. (2014). Opportunity Creation in Innovation Networks:
Interactive Revealing Practices. California Management Review. 57(1). PP: 67 – 87.
Lameez, A. & Daan, V. K. (2014). Teams in Pursuit of Radical Innovation: A Goal Orientation
Perspective. Academy of Management Review. 39(4). PP: 423-438.
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
14
Wang, C., Rodan, S., Fruin, M., & Xu, Xiaoyan. (2014). Knowledge Networks, Collaboration
Networks, and Exploratory Innovation. Academy of Management Journal. 57(2). PP: 484-
514.
Video: Victor Cui of One Fighting Championship (Video clip e-book 6 mins)
David Simoes-Brown Open Innovation (Video clip e-book 28 mins)
3hrs
Total Time 15hrs
Session 6: Innovation Decision Making Under Uncertainty
Introduction
The sixth session of the module, reviews the previous session. It then looks at some of the
challenges in making the selection decision – moving from considering all the possible
trigger signals about what we could do in terms of innovation to committing resources to
some particular projects. Discussions then move onto the issue of uncertainty and how it is
converted to some kind of manageable risk – and build a portfolio of projects spreading this
risk.
Objectives
After completing this session you should be able to:
 Examine meeting the challenge of uncertainty and the funnel of uncertainty
 Investigate decision making for incremental innovation
 Explore methods in building coalitions
 Reflect methods of spreading the risk in building a portfolio
 Examine decision making at the edge
 Explore the mapping the selection space
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 7 (Tidd, J. & Bessant, J. 2015).
Read Article:
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
15
Allen, M.R., Adomdza, G.K. & Meyer, M.H. (2015). Managing For Innovation: Managerial
control and employee level outcomes. Journal of Business Research. 68. PP: 371 – 379.
Brophey, G., Baregheh, A. & Hemsworth, D. (2013). Innovation Process, Decision-Making
Perceived Risks and Metrics: A Dynamics Test. International Journal of Innovation
Management. 17(3). PP: 1340014 – 1340014-1 1340014-22.
Markham, S.K. & lee, H. (2013). Use of an Innovation Board to Integrate the Front End of
Innovation with Formal NDP Processes. Journal of Research-technology Management. PP:
37 – 44.
Case Study: Describing Philips (e-book case study)
Video: Michael BartL of Hyve (Video clip e-book 7 mins)
3hrs
Total Time 15hrs
Session 7: Building the Innovation & Technology Transfer Case
Introduction
In this seventh session of the module, briefly reviews the previous session and then
addresses the core theme – how to build an innovation plan. In doing so the session
highlights the process of innovation is much more complex than technology responding to
market signals. Specific attention emphasises that effective business planning under certain
conditions of uncertainty demands a thorough understanding and management of the
dynamics of innovation, including conception, development, adoption and diffusion. The
session concludes addressing the importance in understanding the dynamics of forecasting
and diffusion of market and technological innovations and the assessment of the risk and
resources involved.
Objectives
After completing this session you should be able to:
 Appreciate the importance in developing a business plan
 Explore the relevance in forecasting innovation
 Comprehend the issues in estimating the adoption of innovations
 Assess risk and recognising uncertainty
 Identify the challenges in anticipating the resources
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
16
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 8 (Tidd, J. & Bessant, J. 2015).
Read Article:
Hadengue, M., Nathalie De Marcellis, W. & Thierry, W. (2015). Reverse Innovation and
Reverse Technology Transfer: from Made in China to Discovered in China in the
Pharmaceutical Sector. Management International Journal. 19(4). PP: 49 – 69.
Khavul, S., Peterson, M., Mullens, D. & Rasheed, A.A. (2010). Going Global with Innovations
from Emerging Economies: Investment in Customer Support Capabilities Pays Off. Journal of
International Marketing. 18(4). PP: 22 – 42.
Case Study: Plastics Recycling (e-book case study)
Video: Richard Reed at Innocent Smoothies (Video clip e-book 9 mins)
3hrs
Total Time 15hrs
Session 8: Creating New Products and Services
Introduction
In this eighth session of the module, reviews the previous session and then looks at the
‘implementation’ phase, where issues of how we move innovation ideas into reality become
central. The session focuses on the ways in which innovation projects of various kinds are
organised and managed and explores structures, tools and other support mechanisms to
help facilitate. Specifically the session explores the development of new products and
processes.
Objectives
After completing this session you should be able to:
 Reflecting on the processes for new product development
 Exploring the influence of technology and markets on commercialisation
 Examine differentiating products
 Investigate building architectural products and the commercialisation of
technological products
 Examine the process of implementing complex products
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
17
 Appreciate the importance of service innovation.
Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter 9 (Tidd, J. & Bessant, J. 2015).
Read Article:
Cesaroni, F & Piccaluga, A. (2013). Operational challenges and ST’s Proposed Solutions to
Improve Collaboration between IP and R&D in Innovation Processes. California
Management Review. 55(4). PP: 143 – 156.
Huang, F & Rice, J. (2012). Openness in Product and Process Innovation. International
Journal of Innovation Management. 16(4). PP: 1250020 – 1 – 1250020 – 24.
Lurie-Luke, E. (2014). Product and technology innovation: What can biomimicry inspire?
Biotechnology Advances Journal. 32. PP: 1494 – 1505.
Storey, V.M., Daniels, K., Zolkiewski, J. & Dainty, A.R.J. (2014). The barriers and
consequences of radical innovations: Introduction to the issue. Industrial Marketing
Management. 43. PP: 1271 – 1277.
Case Study: Tesco (e-book case study)
BBC Walking with Dinosaurs
Exercise: QFD (e-book activity)
Video: Armin Rau (Video clip e-book 8 mins)
3hrs
Total Time 15hrs
Session 9: Exploiting Open Innovation, Collaboration and New
Ventures
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
18
Introduction
In this ninth session of the module, reviews the previous session. It then examines the
creation of new ventures: those arising from within the existing organisation (corporate
entrepreneurial venture outside the organisation. The session goes onto explore how firms
use external relationships with suppliers, users and partners to develop new technologies,
products and businesses in the context of open innovation. Specifically, attention focuses on
the role and management of a range of external actors in the creation and execution of new
technologies, products and businesses. The session then addresses how firms develop and
commercialise technologies, products and businesses outside their existing strategy and
core competencies.
Objectives
After completing this session you should be able to:
 Comprehend what are ventures, joint ventures and alliances
 Exploring the process in collaborating with suppliers to innovate
 Examine user-led innovation
 Identify the benefits and limits in open innovation
 Appreciate internal corporate venturing
 Understand spin-outs and new ventures
Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter’s 10 & 11 (Tidd, J. & Bessant, J. 2015).
Read Article:
Luzzini, D., Amann, M., Caniato, F., Essig, M. & Ronchi, S. (2015). The path of innovation:
purchasing and supplier involvement into new product development. Industrial Marketing
Management Journal. 47. PP: 109 – 120.
Ozmel, Umit., Reuer J.R. & Gulati, Ranjay. (2013). Signals Across Multiple Networks: How
Venture Capital And Alliance Networks Affect Interorganisational Collaboration. Academy of
Management Journal. 56(3). PP: 852 – 866.
Sun, S.L. & Lee, R.P. (2013). Enhancing innovation Through International Joint venture
Portfolios: From the emerging Firm Perspective. Journal of International Marketing. 21(3).
PP: 1 – 21.
Case Study: Green Innovation (e-book case study)
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
19
Exercise: Partner Search (e-book activity)
Video: Catherina van Delden of Innosabi (Video clip e-book 7 mins)
3hrs
Total Time 15hrs
Session 10: Capturing the Benefits of Innovation
Introduction
In this final session of the module, the session briefly reviews the previous session. It then
examines how organisations, private and public, can better capture the benefits of
innovation and minimising the drawbacks of change. The session then discusses the classic
but rather narrow, view of economists who identify some of the ways in which firms
appropriate the benefits of innovation, in particular through returns on product and process
innovation. The session then highlights the relationship between different types of
innovation and various forms of financial and market performance. In addition the session
discusses competitive advantages of exploiting knowledge, both tacit and more
fundamental types, including intellectual property. The session concludes in reviewing the
more fundamental contributions innovation can make to economic and social change,
focusing on the potential for economic development, improvement in social services and
greater sustainability.
Objectives
After completing this session you should be able to:
 Explore creating value through innovation
 Compare innovation and firm performance
 Explore the process of exploiting knowledge and intellectual property
 Comprehend the broader economic and social benefits of innovation
 Explore choosing a business model
 Review what have we learned about managing innovation
Before attending this session, you should: Time
Read the following texts and prepare for the workshop activities: 12hrs
Read chapter’s 12 & 13 (Tidd, J. & Bessant, J. 2015).
Read Article:
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
20
Crosby, T. (2014). Embedding Innovative Thinking Into Internal Audit’s DNA. Internal Auditor
Journal. PP: 47 – 51. August.
Jacka, J.M. (2014). Internal audit should be a driver of change to ensure the organisation
keeps pace with shifting business needs. Internal Auditor Journal. PP: 48 – 53. December.
Manohar, S.S. & Pandit, S.R. (2014). Core Values and Beliefs: A Study of Leading Innovative
Organisations. Journal of Business Ethics. 125. PP: 667-680.
Case Study: Joint Solutions
Exercise: How well do we manage innovation (e-book activity)
Key Lessons learned about Managing Innovation
Video: Xerox (Video Clip e-book 4 mins)
Helle-Vbeke Carstensen (Video Clip e-book 8mins)
Emma Taylor (Denso Systems) (Video Clip e-book 11 mins)
3hrs
Total Time 15hrs
PGBM108 Managing Innovation & Technology Transfer Summative
Assessment.
(Hand in date will be TBC 2016-17)
The assessment has been specifically designed to accommodate the students varying
commercial knowledge and understanding of module content. Hence:
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
21
Students will be required to conduct either a :-
Option 1. Research a business related theme from the module scheme of work and produce
an individual academic report.
Option 2. Secure a live organisation, to manage an innovation project and produce a
reflective log
Assessment
The assessment of this assignment will cover all of the following learning outcomes:
Knowledge
K1 Critically analyse the management of innovation and technology transfer as a core
business process.
K2 Critically evaluate the choices and challenges in building and managing an innovative
organisation.
K3 Reflect upon and critically evaluate the key attributes in capturing learning from Innovation
and technology transfer.
Skills
S1 Demonstrate an ability to critically appraise theories of managing innovation and technology
transfer in the 21st century.
S2 Evaluate the assessment of viable concepts, models and techniques in order to identify ease
of transmission for the adoption and/or application of managing innovation and technology
transfer.
Formative feedback
In week 3 of the module you will submit a formative proposal of 300-400 words detailing:
 Your choice of organisation or theme for investigation, and your proposed Managing the
People Issues
 How you will address each learning outcome
You will receive formative feedback to guide you in line with the module aims.
Guidance
Students are asked to reflect on their personal network of tutors, family members, relatives
and professional / social networks to thoroughly consider if it is possible to source a live
organisation and to manage an innovation project and produce a reflective log.
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
22
However the assessment structure is clearly designed not to disadvantage those students
who have limited commercial experience and access to a suitable organisation. Hence:-
Option 1. Research a business related theme from the module scheme of work and produce
an individual academic report.
Word Count 3000 Words
Option 1 is a research based assessment in which students must familiarise themselves (i.e.
reading and reflecting on current journal articles) with a current theme from the module
scheme of work. Student will then be required to write an academic report in the form of a
journal paper.
The submitted paper must critically debate a current theme and be supported with
company examples.
In week three of the programme you will be required to submit a formative proposal of 300-
400 words detailing:
 Your proposed managing innovation and technology transfer theme
 How you will address each learning outcome
You will receive formative feedback to guide you in line with the module aims.
Guidance
The academic report in the form of a journal paper, excluding appendices, should be 3000
words in length.
For your guidance, it will consist of:
a) An introduction in which you introduce the theme that you are investigating, clearly
emphasising its importance.
b) A detailed methodology of the analytical approach you are taking, demonstrating a
critical understanding of managing innovation and technology transfer theme.
c) A section on your findings includes a critical evaluation, detailing the theme selected its
implications and company examples.
d) Conclusions and commercially viable solutions.
e) Throughout the report, you must integrate theory with practice, critically evaluating
your findings.
f) All sources must be cited correctly in accordance with the Harvard system of
referencing.
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
23
Option 1 is intended to give you an opportunity to show that you are capable of applying
your knowledge of managing innovation and technology transfer, not only in describing the
issue faced by the commercial sector, but also in explaining it and justifying your proposed
actions for improvement.
You are encouraged to make full use of the tutor team support. Those students enrolled at
the Sunderland Campus can access the early morning breakfast business clinic 8am – 9am
Monday to Friday.
For general assessment criteria see appendix 1.
Good luck
Option 2. Secure a live organisation, to manage an innovation project and produce a
reflective log.
Word Count 3000 Words
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
24
Option 2 is directed at students with commercial experience and those who have access to a
suitable organisation.
Whilst the questions states ‘to manage an innovation project’ we appreciate that due to
time constraints and organisational access, it would be quite acceptable if students assumed
the role of a consultant, team play, or observer. If student are unsure then they are
encouraged to liaise with their tutor.
This task requires students to document a key challenge an organisation is experiencing
whilst implementing an innovation project. It is recognised that whilst a student will identify
a core issue there will no doubt be a series of symptomatic issues which will also need to be
addressed.
In week three of the programme you will be required to submit a formative proposal of 300-
400 words detailing:
 Your proposed organisation and managing innovation and technology Transfer project
and key challenge
 How you will address each learning outcome
You will receive formative feedback to guide you in line with the module aims.
Guidance
The reflective log, excluding appendices, should be 3000 words in length.
For your guidance, it will consist of:
a) An introduction in which you introduce the theme that you are investigating, clearly
emphasising its importance both academically and commercially.
b) A detailed methodology of the analytical approach you are taking.
c) A reflective commentary documenting the challenge identified within the project and
clearly evidenced with academic underpinning throughout.
d) Personal reflections and commercially viable solutions to overcome the identified
challenge.
e) All sources must be cited correctly in accordance with the Harvard system of
referencing.
Option 2 is intended to give you an opportunity to show that you are capable of applying
your knowledge of managing innovation and technology transfer, not only in describing the
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
25
issue faced by the commercial sector, but also in explaining it and justifying your proposed
actions for improvement.
You are encouraged to make full use of the tutor team support. Those students enrolled at
the Sunderland Campus can access the early morning breakfast business clinic 8am – 9am
Monday to Friday.
For general assessment criteria see appendix 1.
Good luck
Dr Derek Watson – Module Leader
Moderated by Dr Hamid Seddiki
Appendix 1
Criteria Fail (<34) Fail (35-39) Pass C (40-54) Pass B (55-69) Distinction A (70+)
Knowledge of
relevant concepts
and issues
Fails to identify the
majority of the
concepts relevant
Fails to identify the
majority of the
concepts relevant
Identifies and
utilises some of the
key concepts
Identifies the
majority of the key
concepts relevant
Identifies all of the
key concepts
relevant to the
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
26
to the question or
introduces topics
that are not
relevant. The
ordering of the
concepts indicates a
lack of
understanding of
key concepts.
to the question.
Those concepts
that are used are
misapplied. The
ordering of the
concepts is in
appropriate.
relevant to the
question. Uses
some of the
concepts, but not
always in an
appropriate
context. The
ordering of the
concepts may be
adhoc.
to the question and
uses them in an
appropriate
context. Orders
and structures
them in a logical
sequence
question and uses
them in an
appropriate
context. The
material is
structured to show
significant
understanding of
the key issues.
Depth of
understanding and
extent of critical
evaluation
(including evidence
of wider reading)
The student has
failed to address
the question set or
appears to have
answered a
different question
to that set. There is
no evidence of any
reading. No key
issues identified.
There is no
evaluation of the
validity of the
sources used or the
work is based on
one key source.
Inappropriate
sources are used
extensively. There
is no evidence of
appropriate wider
reading. No
reflection on key
issues.
There is some
evaluation of the
materials used in
the work. The work
is based on a
limited number of
appropriate
sources.
Little reflection on
key issues.
Good evaluation of
materials used,
with discernment
obvious as to
important sources.
The work is based
on a number of
appropriate
sources. Some
reflection on key
issues.
The work is set in a
context where
wider reading and
appreciation of the
context is obvious.
The material
included is relevant
to the topic and
appropriate in
addressing the key
issues identified in
the assignment
Evidence of
appropriate analysis
The student fails to
draw any
relationships from
the material used or
the student is
incorrect in the
relationships that
they draw.
The student draws
one or two basic
relationships from
the material used,
but then
subsequently
misapply these
concepts.
The student draws
some limited
relationships from
the material used.
There might be
minor issues where
the student is
incorrect in the
assertions that they
make, but overall
they demonstrate
appropriate
analysis.
The student starts
to demonstrate
they understand
the key
relationships from
the material used.
There are no
substantive errors
in their analysis.
All the key
connections are
drawn between
materials from
different sources.
The student makes
no substantive
errors in their
analysis and reflects
upon the key issues
identified in their
analysis.
Ability to synthesise
relevant material
from a range of
sources
The student fails to
use any appropriate
sources. There is
extensive repetition
of notes given out
in class.
The student uses
just a few nonacademic
sources
of information or
the material used is
inappropriate for
master’s level
study. They quote
verbatim
extensively from
one or two sources.
They use
quotations
incorrectly to
support an
argument.
The student may
be limited in their
use of academic
sources such as
journals and books,
but there is
evidence that they
have attempted to
access a range of
sources including
non-academic
ones. Extensive
verbatim quotes
are used as a
replacement for
the students own
work.
The student has
accessed a range of
academic sources
such as journals
and books, and also
appropriate nonacademic
ones.
Verbatim quotes
are used to
enhance the
arguments being
developed rather
than as a
replacement for
the students own
work.
The student has
accessed a wide
range of
appropriate
sources. They make
reference to a wide
range of material in
their work.
Verbatim quotes
are used from a
range of sources to
illustrate and
support the
arguments being
developed, but
without becoming a
substitute for the
students own work.
Structure and The work has no The work is poorly The work has a The work has The work is well
PGBM108 Managing Innovation & Technology Transfer – MODULE GUIDE 2016 – 17
27
clarity of
presentation.
coherent structure.
The work is littered
with spelling and
typographical
errors. Very poor
use of English.
Where appropriate
tables/graphs are
not used.
Referencing is poor
or non-existent.
organised, and
structured. There
are many spelling
and typographical
errors. Poor use of
English. Where
appropriate
tables/graphs are
not used.
Referencing is
patchy and
incomplete.
clear structure and
generally a logical
progression.
Occasional
typographical and
spelling errors.
Some use of
tables/graphs is
made where
appropriate.
overall a coherent
structure and a
clear and logical
progression. Very
few typographical
and spelling errors.
Good use of
tables/graphs is
made where
appropriate.
structured with
clearly defined
objectives that are
achieved.
Typographical and
spelling errors are
rare. Excellent use
of tables/graphs is
made where
appropriate.