MSc Construction Management, Engineering Management, Operations

Management and Project Management 2016/17

Strategic Innovation Management (28807)

Module Leader:
E-mail:
Office Hours:
Office Location:

1.

Dr Mike Kennard
m.j.kennard@bham.ac.uk
Wednesdays 14:00 16:00
Elm House, behind the Lloyds Bank on
Edgbaston Park Road

INTRODUCTION

This 20 credit postgraduate module is intended to provide students with a critical

awareness of the major issues associated with Strategic Innovation Management. The
module covers key areas such as the origins and purpose of strategy, strategic position
capability and choice, leading strategic change, innovation management, innovation and
technology, intellectual property, open innovation networks, and how an effective
innovation strategy delivers competitive advantage. The module also incorporates an
interactive business game where students have the opportunity to develop their strategic
innovation management knowledge and skills. The module draws on the academic
literature and the module leaders research, scholarship and experience as a practicing
engineering manager at Rolls-Royce plc, the global power systems company.

2.

LEARNING OBJECTIVES

On successful completion of the module students will be able to:

1.

Demonstrate comprehensive knowledge and understanding of the advantages and

limitations of the key strategic management theories, models and frameworks

2.

Critically evaluate how strategy drives organisational performance and

competitiveness, and analyse and critique the strategies of a range of
organisations

3.

Explain key theoretical ideas about innovation and how innovation generates
value, competitiveness, wealth, and wider social benefits.

4.

Compare and contrast the academic research and theories on innovation with
management practice and evaluate the effectiveness of innovation strategies for a
variety of organisations

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3.

TEACHING AND STUDENT SUPPORT

This 2 week block taught module has 42 hours contact time delivered over 14 three hour
sessions. Students are expected to allocate a further 158 hours for self-study, group
work and individual essay writing.
Sessions will incorporate a mixture of lectures on the key concepts and frameworks, the
study of case examples, group exercises, class discussion, and the business game.
Students can visit the module leader during office hours if they have any questions about
this module or require assistance. If you have any queries about this module outside of
office hours you should send an email to m.j.kennard@bham.ac.uk .

4.

TEACHING PROGRAMME

All lectures are held in AWEB-WG5

1.

Module Introduction: What is Strategy?

2.

Strategic Position, Capability and Choice

3.

Leading Strategic Change

4.

Business Game Introduction

5.

Strategic Decision Making

6.

Innovation Management

7.

Business Game Results Year 1

8.

The Innovation Process

9.

Business Game Results Year 2

10.

Innovation and Technology

11.

Business Game Results Year 3

12.

Innovation, IPR and Networks

13.

The Innovative Organisation

14.

Business Game Final Results, Module Review and Assessment Briefing

5.

ASSESSMENT

Assessment of this module is by Individual 3,000 Word Essay (70%) and Group
Assignment (30%). Reassessment will be by Individual Essay (100%).

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Individual Essay:
Students must answer the following question:

With reference to the academic literature critically evaluate the role of

Innovation Strategy in generating Competitive Advantage. Use appropriate
examples to illustrate your argument.

Marks are awarded for:

Evidence of wide reading and engagement with the literature

Use of appropriate examples

Critical analysis and evaluation

Structure and style

Your essay must be 3,000 words +/- 10%, word processed in Arial font, size 11, 1.15
line spacing, justify (text distributed evenly between margins). Citations and references
must be in the Harvard format. The reference list does not count towards the word count.

Group Assignment: Business Game

This business game is designed to develop strategic decision making, innovation
management and team working skills. The business game demonstrates how business
performance and growth is determined by investing in technology, developing products and
services that serve customer requirements, and taking advantage of emerging market
opportunities.
Students must develop a strategy that balances factors such as specification, cost, price,
and manufacturing capacity, as well as evaluate opportunities for expanding into new
markets. Teams must also react to the strategic moves of their competitors and the market
reaction in order to maximise their profits. The Report must contain:

An Executive Summary

Your Teams Vision and Mission Statement

A PEST/LE Analysis of the Market and an evaluation of you Capabilities

A summary of your initial strategy utilising Porters Generic Strategies framework and
an Ansoff Matrix

An explanation of any changes to your strategy during the game

A review of your overall performance, and

A forecast of your teams future prospects post year 5

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The team that wins will be awarded an additional 10%.

The team that has the most accurate Year 5 Forecast will be awarded an additional 10%

You are reminded that participation in the group assignment is an essential part of the
module. Failure to contribute may result in a reduction of mark, potentially to zero.

Assessment Deadlines

Group Assignment deadline for Canvas Submission: Friday 21st October 2016, 17:00
Feedback and provisional marks will be released by Friday 11th November 2016, 17:00

Individual Assignment deadline for Canvas submission: Friday 9th December, 17:00
Feedback and provisional marks will be released by Monday 9th January 2017, 17:00

All released marks are provisional until approved by the External Examination Board.

Penalties are applied for late submission (minus 5% per 24 hours) and exceeding
the word limit (minus 5% per 100 words).

Assignments are checked for Plagiarism using Turnitin.

Any student who believes that they have a case for an extension must contact the Post
Graduate office.

6.

READING LIST

Text Books:
The following text book is suggested:
Johnson, G., Whittington, R., Scholes, K. (2013). Exploring Strategy: Texts & Cases, 10th
Edition, Harlow: Prentice Hall.

Earlier editions are OK.

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Other useful text books include:

Clegg, S., Carter, C., Kornberger, M. and Schweitzer, J. (2011). Strategy: Theory & Practice,
London: Sage.
Grant, R. (2010). Contemporary Strategy Analysis, Chichester: Wiley
Smith, D. (2010). Exploring Innovation. Second Edition. New York: McGraw-Hill.

Specialist Books:
Kahneman, D. (2011). Thinking, fast and slow, London: Penguin Group.
Rosenzweig, P. (2007). The Halo Effect and Eight Other Delusions That Deceive Managers,
Free Press, New York, NY.
Drucker, P. (1985). Innovation and Entrepreneurship: Practice and principles. London:
Butterworth-Heinmann Ltd.
Christensen, C. (1997). The Innovators Dilemma: When new technologies cause great
companies to fail. Boston: Harvard Business School Press.
Chesbrough, H. (2003). Open Innovation: The new imperative for creating and profiting from
technology. Boston: Harvard Business School Press.
Moore, G. (2006). Dealing with Darwin: How great companies innovate at every phase of their
evolution. Chichester: John Wiley & Sons Ltd.

Suggested Papers:

1.

Module Introduction: What is Strategy?

Porter, M. (1996). What is Strategy? Harvard Business Review, Nov-Dec, pp.64-78.

2.

Strategic Position, Capability and Choice

Porter, M. (2008). The Five Forces That Shape Strategy, Harvard Business Review,
86(1), pp.58-77.
Prahalad, C. K., and Hamel, G. (1990). The Core Competence of the Organisation,
Harvard Business Review, 68(3), pp.79-91.
Grant, R. M. (1991). The Resource-Based Theory of Competitive Advantage:
Implications for Strategy Formulation, California Management Review, 33(3), pp.481-510.

3.

Leading Strategic Change

Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail, Harvard
Business Review, 73(2), pp.59-67.

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Bartlett, C. A. and Ghoshal, S. (2002). Building Competitive Advantage Through

People, MIT Sloan Management Review, 43(2), pp.34-41.
Kim, W.C. and Mauborgne, R. (2003). Tipping Point Leadership, Harvard Business
Review, 81(4), pp.60-69.

5.

Strategic Decision Making

Hammond, J. S. et. al. (1998). The Hidden Traps in Decision Making, Harvard Business
Review, Sept-Oct, pp.25-34.
Kahneman, D., Lovallo, D. and Sibony, O. (2011). Before You Make That Big
Decision, Harvard Business Review, June, pp.50-60.
Kahneman, D. (2011). Thinking, fast and slow, London: Penguin Group.

6.

Innovation Management
Kennard, M. J. (2014). The A to Z of Innovation Management, Birmingham: University of
Birmingham.
Brown, B. and Anthony, S. (2011). How P&G Tripled its Innovation Success Rate,
Harvard Business Review, June, pp.64-72.
Birkinshaw, J., Bouquet, C. and Barsoux, J. L. (2011). The 5 Myths of Innovation, MIT
Sloan Management Review, 52(2), pp.42-50.

8.

The Innovation Process

Drucker, P. (1985). The Discipline of Innovation, Harvard Business Review, 63(3),
pp.67-72.
Dyer, J., Gregersen, H. and Christensen, C. M. (2009). The Innovators DNA, Harvard
Business Review, December, pp.61-67.
Isaacson, W. (2012). The Real Leadership Lessons of Steve Jobs, Harvard Business
Review, April, pp.93-102.

10.

Innovation and Technology

Bower, J. and Christensen, C. M. (1995). Disruptive Technologies: Catching the Wave,
Harvard Business Review, 73(1), pp.43-53.
Danneels, E. (2004). Disruptive Technology Reconsidered: A Critique and Research
Agenda, Journal of Product Innovation Management, 21(4), pp.246-258.
Lieberman, M. B. and Montgomery, D. B. (1988). First Mover Advantages, Strategic
Management Journal, 9, pp.41-58.

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12.

Innovation, IPR and Networks

Reitzig, M. (2004). Strategic Management of Intellectual Property, MIT Sloan
Management Review, 45(3), pp. 35-40.
Chesbrough, H. and Appleyard, M. (2007). Open Innovation and Strategy, California
Management Review, 50(1), pp.57-76.
Lichtenthaler, U. (2011). Open Innovation: Past Research, Current Debates, and Future
Directions, Academy of Management Perspectives, 25(1), pp.75-93.

13.

The Innovative Organisation

Moore, G. A. (2004). Darwin and the Demon: Innovating Within Established Enterprises,
Harvard Business Review, Jul-Aug, pp.86-92.
Hamel, G. (1999). Bringing Silicon Valley Inside, Harvard Business Review, Sept-Oct,
pp.70-84.
Rosenzweig, P. (2007). The Halo Effect and Eight Other Delusions That Deceive
Managers, Free Press, New York, NY.
Kim, W. and Mauborgne, R. (2004). Blue Ocean Strategy, Harvard Business Review,
October, pp.76-84.

Recommended Journals:

Harvard Business Review

California Management Review

MIT Sloan Management Review

Strategic Management Journal

Long Range Planning

Academy of Management Journal

Organization Science

Journal of Product Innovation Management

R &D Management

Technovation

International Journal of Innovation Management

Research Policy

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