ENTREPRENEURSHIP & INNOVATION MANAGEMENT - 2017/8
Module code: MANM395
Surrey Business School
SEARS JA Mr (SBS)
Number of Credits
FHEQ Level 7
Module cap (Maximum number of students)
Overall student workload
Workshop Hours: 50
Independent Study Hours: 100
|Assessment type||Unit of assessment||Weighting|
|Coursework||GROUP ASSIGNMENT (2000 WORDS OR PRESENTATION)||30|
|Coursework||INDIVIDUAL ASSIGNMENT (3000 WORDS)||70|
Prerequisites / Co-requisites
In order to compete, Governments around the world are concerned, increasingly, to create entrepreneurial cultures, people and organisations. Entrepreneurship, with its emphasis on innovation, is seen to be the means by which both businesses and economies achieve sustained competitive advantage. Accordingly, this module introduces the student to the concept of entrepreneurship and shows him/her how to develop and apply entrepreneurial skills applicable in an emerging-growth company and then to apply them as part of innovation management in larger organisations.
The module is based on a sound understanding of theory, but uses case studies and contemporary themes such as the role of the digital economy to develop critical thinking about the application of theory. This module takes a holistic approach to look at how entrepreneurial attributes can infuse an organisation as part of innovation management.
Focus in the module will be on the practical experience of range of companies of all sizes and sectors including emerging growth companies. These will be used as case studies and exemplars, demonstrating how entrepreneurship can be used to develop a business.
This module is designed to provide students with an understanding of enterprise at the individual, firm and societal level of inquiry. The module will enable students to understand theories of entrepreneurial behaviour, innovation and wider societal issues and enable them to relate such theories to practice. The purpose is to enable students to increase their capacity for entrepreneurial activity, and be aware of the importance of innovation management in larger organisations.
The aim of this module is to introduce participants to the theory and practice of entrepreneurship and innovation management.
Specifically the objectives are to enable participants to:
Evaluate the various theories of entrepreneurship and innovation
Analyse the economic and social role of entrepreneurship
Evaluate the factors affecting the development of entrepreneurship in small/large companies
Critically evaluate the types of support that can stimulate entrepreneurship and an enterprise culture in larger organisations
Analyse the different characteristics of innovation management
Critically assess and explore the processes involved in developing strategies for growth in larger organisations.
|Demonstrate a high level of knowledge about the complexities of Entrepreneurship and Innovation Management (K)||K|
|Begin to develop their own entrepreneurial capability (P)||P|
|Understand the new venture process (P)||P|
|Understand how entrepreneurial activities help organizations to grow and evolve (P)||P|
|Compile and evolve a fully tested business model (P)||P|
|Demonstrate the ability to conduct research on business ventures drawing on varying kinds of information sources (T)|
|Engage in ethical and socially responsible aspects of business planning (C)|
|Demonstrate an ability to high level learning and problem solving (C)|
|Develop an ability to conduct market-product research for a new venture (C)|
|Demonstrate effective two-way communication: listening, negotiating and persuading or influencing others; oral and written communication, using a range of media, including the preparation of business reports.(T)|
C - Cognitive/analytical
K - Subject knowledge
T - Transferable skills
P - Professional/Practical skills
The module is divided into three broad areas:
1) Entrepreneurial Theory
• Overview of entrepreneurship and innovation— discuss how definitions and context have changed overtime;
• Entrepreneurial architecture- examine how entrepreneurial DNA can be built into a firm including factors such as culture, leadership and environment
• Learning organisation— review the process of how a business can adapt in a market environment of extreme uncertainty;
2) Entrepreneurial Organisation
• Entrepreneurial planning- explore how to build an entrepreneurial organisational structure using the building blocks of the organisational architecture;;
• New product development- how a large firm can harness entrepreneurial processes in product development
3) Entrepreneurial Management
• Review of strategic processes and innovation management
• Risk-management and performance metrics
• Collaboration, intrapreneurship, and corporate venturing
Methods of Teaching / Learning
The teaching and learning strategy is designed to benefit passive as well as active learners. Apart from catering for the needs of both types of learner, and, therefore, providing a teaching and learning strategy that is fairer and does not disadvantage either group, it is intended to promote sound understanding of theory and how it may be applied in practice. Whilst, in Honey and Mumford’s terms, the pragmatist and activist learners are given the opportunity to experience the theorist and reflector learning styles, the theorists and reflectors are able to learn by doing, thereby helping develop in them the attributes of the activist and pragmatist. This is seen as important in a programme that is intended to educate students “for” entrepreneurship rather than simply educating them “about” it. Hence it carries more weight in the assessment process.
The teaching and learning methods include
• interactive lectures
• guest lectures (role models and subject matter experts)
• case analyses
• group projects
• support materials
• Individual and Group work
In addition the module teaching team are accessible throughout the semester to address and clarify questions. Office hours will be provided. Feedback given will be oral and written on an individual basis and summative.
Assessment consists of two pieces of course work:
First piece of coursework is applied market research related to a case study organized as a group project; it may be delivered as a written report or presentation to be confirmed by lecturer;
Second piece of course work is a report analysing a designated company in terms of innovation management. The student must also include a recommendation about what innovative and entrepreneurial processes will be needed to ensure strategies of growth for the company going forward. In developing their ideas the student should structure the analysis using models, tools and theories of innovation management and entrepreneurship discussed in the module.
Students will receive feedback and support throughout the module during pre-arranged personal discussions with the academics. In addition, their presentations are reviewed during the module, with verbal feedback and written comments provided to give substantive mid – term corrections and guidance.
Reading list for ENTREPRENEURSHIP & INNOVATION MANAGEMENT : http://aspire.surrey.ac.uk/modules/manm395
Programmes this module appears in
|Business Administration MBA||2||Compulsory||A weighted aggregate mark of 50% is required to pass the module|
Please note that the information detailed within this record is accurate at the time of publishing and may be subject to change. This record contains information for the most up to date version of the programme / module for the 2017/8 academic year.