MGMT3007 Management of Innovation Summary Semester 1, 2022.

MGMT3007 Management of Innovation Summary Semester 1, 2022. Introduction Welcome to Management of Innovation! Innovation (of a commercial nature) involves the use of both internal and external resources and relationships in a dynamic process involving multiple activities, cross-functional, interdisciplinary teams and relationships. We think it is therefore critical that any commercial innovation management (aka commercialisation) course adopts a holistic approach, encompassing a range of issues including intellectual property creation, protection and dissemination, managing organisational knowledge and interfirm collaborations/networks, just to name a few. We aim to achieve your broad understanding of innovation management strategy and in the process gain an appreciation of the central role that entrepreneurial management (entrepreneurs and intrapreneurs) play in transferring intellectual property from discovery to commercial success. We are privileged at Curtin to be able to do this by examining some of the commercial successes (and failures) that have been developed by our own scientists that have reached global markets and even become heralded stock exchange listed entities. We do use a very relevant commercialisation textbook that focusses on a so-called Cyclic Innovation Model (CIM) in the first half of the semester. We use this CIM framework to breakdown and understand key concepts and some core theory, then test you on this foundational material in mid-term. You will then apply emerging research to showcase some real commercialisation cases which we are lucky to have access to at Curtin via the support of own IP Commercialisation Office, to demonstrate your own creativity as an individual and as a team. Unit Learning Outcomes All graduates of Curtin University achieve a set of six Graduate Capabilities during their course of study. These inform an employer that, through your studies, you have acquired discipline knowledge and a range of other skills and capabilities which employers would value in a professional setting. Each unit in your course addresses the Graduate Capabilities through a clearly identified set of learning outcomes. They form a vital part in the process referred to as assurance of learning. The learning outcomes notify you of what you are expected to know, understand or be able to do in order to be successful in this unit. Each assessment for this unit is carefully designed to test your knowledge of one or more of the unit learning outcomes. On successfully completing all of the assessments you will have achieved all of these learning outcomes. Your course has been designed so that on graduating you will have achieved all of Curtin's Graduate Capabilities through the assurance of learning processes in each unit. Faculty of Business and Law School of Management and Marketing MGMT3007 Management of Innovation Curtin Mauritius 19 Feb 2022 School of Management and Marketing, Faculty of Business and Law Page: 2 of 16 CRICOS Provider Code 00301J The only authoritative version of this Unit Outline is to be found online in OASIS Curtin's Graduate Capabilities Learning Activities A standout aspect of this unit is the focus on real-life spin-out companies undergoing commercialisation at Curtin, with the financial support and technical assistance of Curtin University, via our IP Commercialisation Office. Given the dynamic nature of these real-life cases, each semester we do learn more about the start-ups we are following and about the technology transfer ecosystem at Curtin. Your work will be informed in part by existing innovation literature, past company interactions and also by recent happenings in each of the cases. None of us (your instructors included) can predict where these cases will lead our investigation this semester. Therefore, your teambased learning activity is set to encourage your creative juices to flow. This results in something of a cross between, journalism, research and activity-based learning. In MOI, different is the new normal…but it is not creativity for its own sake. Just like commercial innovation, it is purposeful effective creativity that leads to a positive outcome for you in the form of a higher grade. Yes, we have a good textbook, and yes there is an individual mid semester test and an individual assignment (to ensure the fundamentals are embedded). However, it is in the application of this knowledge that will showcase your capacity to creatively apply theory to practice. Learning Resources Library Reading List The Reading List for this unit can be accessed through Blackboard. Essential texts The required textbook(s) for this unit are: l Trott, P. 2017, Innovation management and new product development, 6th edn., Pearson Education Limited, Essex, England. There is an eBook of the 6th edition available using the vitalsource app @ (ISBN/ISSN: 6561) On successful completion of this unit students can: Graduate Capabilities addressed 1 Discuss the range, scope and complexity of the phenomena, issues and problems related to managing creativity and innovation 2 Critically analyse and differentiate the distinctive competencies used to develop a competitive advantage 3 Explain and discuss processes of managing innovation 4 Solve strategic management problems related to innovation 5 Create an imaginative presentation to argue the importance of individual and group creativity to innovation Apply discipline knowledge, principles and concepts Innovative, creative and entrepreneurial Effective communicators with digital competency Globally engaged and responsive Culturally competent to engage respectfully with local First Peoples and other diverse cultures Industry connected and career capable Find out more about Curtin's Graduate Capabilities at the Curtin Learning and Teaching website: Faculty of Business and Law School of Management and Marketing MGMT3007 Management of Innovation Curtin Mauritius 19 Feb 2022 School of Management and Marketing, Faculty of Business and Law Page: 3 of 16 CRICOS Provider Code 00301J The only authoritative version of this Unit Outline is to be found online in OASIS Online resources l Trott, P. 2017, Innovation management and new product development, 6th edn., Pearson Education Limited, Essex, England. There is an eBook of the 6th edition available using the vitalsource app @ ( (ISBN/ISSN: 6561) Assessment Assessment policy exemptions l There are no exemptions to the assessment policy Assessment schedule *Please refer to the Late Assessment and the Assessment Extension sections below for specific details and conditions. Detailed information on assessment tasks 1. Team Presentation Vignette Facilitation (no written report) - worth 20% due at start of class in your nominated week. You will be required to facilitate an innovative and participative session on one pre-nominated vignette from the Curtin IP Commercialisation portfolio. The session is to be undertaken in groups of 4 or 3 dependent upon class size (4 is the Task Value % Date Due Unit Learning Outcome(s) Assessed Late Assessments Accepted?* Assessment Extensions Considered?* 1 Presentation 20% Week: See Program Calendar allocated by ballot Day: Lesson plan to turnitin 24 hrs before class start Time: In seminar/workshop at allotted time/day 1,2,5 No Yes 2 Mid-Semester Test 30% Week: 9 Day: Any day/time Tuesday to Friday Time: Whenever you prefer one 90 minute online session 2,3,4 Yes Yes 3 Investigation of an innovative business 50% Week: Week 13 Day: Submit to Turnitin by Saturday 28th May Time: 11.59 pm WST 2,3,4 Yes Yes Faculty of Business and Law School of Management and Marketing MGMT3007 Management of Innovation Curtin Mauritius 19 Feb 2022 School of Management and Marketing, Faculty of Business and Law Page: 4 of 16 CRICOS Provider Code 00301J The only authoritative version of this Unit Outline is to be found online in OASIS default). Each session is expected to be 20 or 25 minutes long (3 = 20, 4 = 25) , including an interactive activity of about 5 minutes duration which embeds key theory from chosen articles(details below). As part of your session you are to do a thoughtful analysis of one significant (over 3000 words in length) journal article (must be something substantial, relevant to case and peer reviewed) for each member of the group (3 in team = 3 articles, all conceptually relevant to the case). The articles must be sourced from academic peer reviewed journals of high quality and relevance to this unit (innovation/entrepreneurship). There will be a suggested (not mandated) list of journals supplied and some key articles will be library linked but you are not limited to this selection. Whichever article you choose from whatever source, you must then make a strong and convincing linkage between the key ideas expressed in your selected article and the key takeaways from your allocated Curtin IP Commercialisation vignette. You must place the full reference details (not the article, just a proper full reference detail) in the blackboard discussion forum called Vignette Article Library (there is one for each country location so please ensure you have the right one). This posting of your intended article is required since it helps guard against two students using the same article (not permitted). Under no circumstance may members of a team share the same article for the session facilitated, one separate article for EACH team member with no duplication allowed, to avoid collusion risk/issues. The discussion you lead will: l Distil the main story and linked CIM themes of your vignette and demonstrate why the articles chosen were so relevant to your vignette. l Identify the main idea(s) expressed in each of the papers selected; l Involve your audience meaningfully in the learning by including a novel and effective innovation that helps convey the intended message. l The discussion in workshop does require the creation of a brief one page "lesson plan" in the templated form provided in Blackboard. You must submit that lesson plan to turnitin AT LEAST 24hrs before your allocated workshop slot. Note: Since your task is essentially to fit a particular piece of contemporary literature (each) to this single case (vignette) context, it follows that you cannot use any work that was written specifically for or about the case. IE do not use published case studies about the CIM model OR about the particular vignette (for example, you could not use the case study published by Mazzarol et al about Scanalyze nor any of the Trott et al CIM papers (there are several). The assessment of your team performance will be based on the understanding, relevance and quality of your content; the organisation and clarity of your session and the creativity you demonstrate in designing it. We will reward the unexpected, an innovation that disrupts the existing norm of " yet another team presentation". Since this is a real challenge to achieve, the presentations will be eligible for the “Innovation Awards”, which will be voted upon by your peers and will influence the mark of the best presentation in each class. You will also have the OPTION to peer evaluate the efforts of your group members and have a moderated result awarded based upon your teams collective decision and the observations of your classroom facilitator. Guidelines for Great Student Facilitated Vignette Workshops 1. Make sure your work is presented as a TEAM, not as 3 or 4 people taking it in turns to do 'their bit'. 2. Speak to your audience, not to the assessor (your instructor) who should be all but invisible to you :-). Indeed, your instructor cannot be included in the class activity as they need to focus on assessment. 3. Rehearse. It will go much more smoothly if you do. In particular, check your timing and edit it down if it is over time, as you will be stopped at the timelimit set ( this includes any audience participation time in design, so allow for that). 4. Simple quizzes of any format on the content of your presentation or of textbook content are BANNED. 5. Don't read at all from your notes or the presented screen, engage us in a conversation about the material presented 6. Do not try to be too ”academic”, using big words and citing famous people is not necessary. Indeed, simplifying the complex shows understanding and then synthesis of multiple ideas shows critical thinking. 7. Strive to present your selected articles in memorable and clear messages delivered in very creative ways since effective creativity is an assessment criteria. 8. A great indicator of the quality of your work will be to see your audience noting down the reference details to use in their own report. Your assessor will be watching for evidence of this outcome. 2. Mid Semester Test - worth 30% held online as a Blackboard e-test (open book) from your own internet connected device (with full keyboard for text based responses). The mid-semester test will require the application of the content covered in weeks 1-7 inclusive of all cases/vignettes, class activities, ilectures and text book chapters covered. It will be in the format of several randomised short answer questions related to the cases/vignettes and applied to the content covered to end of week 7. It is 1.5hrs hour in duration. Success in this assessment demonstrates understanding of theory and a capacity to link key concepts to the appropriate events/facts in each case. The test is open book and delivered in Blackboard (online e-test in assessments Faculty of Business and Law School of Management and Marketing MGMT3007 Management of Innovation Curtin Mauritius 19 Feb 2022 School of Management and Marketing, Faculty of Business and Law Page: 5 of 16 CRICOS Provider Code 00301J The only authoritative version of this Unit Outline is to be found online in OASIS tab) to be taken during a specified week of normal semester. It is designed to ensure you demonstrate a firm grasp of the fundamental theory, concepts and the vignette key facts, before the major assessment (3) is attempted. You will not have enough time to view any ilectures or videos during the test and then still have time to answer the questions, so please ensure you have reviewed and absorbed all content prior to starting the test. You only have one chance to sit the test and must complete it in real time without pausing. Any evidence of collusion uncovered will not be tolerated and will be treated as severe academic misconduct, likely to lead to expulsion. So, please find a quiet place and time, use a reliable internet connection and device (with full keyboard functionality to type your answers) and do the test alone under test conditions, with no assistance from others. You will need to agree to a declaration at beginning of the test which confirms you are not receiving any outside assistance during the test. Questions are all short answer (one to three paragraphs for each question should be sufficient). These questions come from a large test question pool created specifically for this unit and current case/vignettes, so you will not be sitting the same or even similar test as your peers. In any case, to preserve the integrity of this assessment task DO NOT discuss the test after you have done it with anyone (including but not limited to your team, class and assessors) until after the test week concludes. 3. Innovation Focus Company: Innovation Report - worth 50% This assessment is to be completed individually. An invited guest innovator will begin your research/investigation with a presentation to you about the focal company, its business model, strategies and historical milestones (with commercial confidentiality considerations of course). This case has been selected as the focal case of interest for you to create a detailed report addressing issues of importance to the commercialisation of the IP in question. The information provided to you by the guest and materials already available in Blackboard will form the basis for developing your own further investigations. Basically, you are required to augment the supplied content with your own new relevant research (your 20 new references). The word count requirement for the report is 2,500 words (+/- 10%), not including the words spoken in the video summary or the reference list or table of contents. These reports are submitted ONLY to Turnitin and must have an embedded link to a video introduction you create, which replaces the executive summary within your report. This video summary is uploaded via Echo 360 within the blackboard ilecture environment and the link that is produced is then inserted in the first page of your report directly under the "Executive Summary" heading. More direction on the report focus is only given after the guest has presented, as the commercialisation journey of each guest innovator is dynamic and unique. Report purpose First, you need to show you fully understand the history of the case and how it relates to the core content of your textbook. Then (more importantly) you need to identify where external commercialisation (innovation & entrepreneurship focus) literature might explain or critique past decisions or actions, current strategies or challenges and future direction and strategy. To provide a framework, you should consider each of the five components of the CIM but then choose to focus where you consider the emerging and seminal literature may best showcase your knowledge of commercialisation in this cases specific context. A great report will be one where your examiner is confident you understand the case, the showcased theory (in textbook and articles used) and have considered the dynamic nature of the CIM framework to make some smart recommendations/observations which are informed by the literature and research you selected. If you do that well, then it is likely you will impress our guest (perhaps the 5th component of the CIM?), so we will show them your report (it follows you would probably get a HD). The first thing they will want to do is watch your exec summary video, so don't forget to pack in enough keynote information to entice a full read after they watch the video, in a creative way (since there are substantial creativity marks allocated in the rubric), but do stay professional in demeanour and always deliver in writing what you promise in the video. Report Structure You should aim to create something of a professional standard of presentation which you would be proud to show to the company, since it is the intention for some of the best reports (and intro videos) to be made available to the company. The report is to follow the Curtin Chicago referencing style and should contain a minimum of 20 references, balanced between scholarly (peer reviewed journals) and other trustworthy industry-relevant and current sources. The report will have a number of components (report style numbering and page numbering please), which are: 1. Executive Summary (5% of wordcount) but worth a LOT more to your overall grade l This means no more than 125 impactful words, of course this is not enough to do your report justice, that's why your video summary is so important. l This section INCLUDES an embedded web link (i.e. we can click on it and reach your video intro) to your selfrecorded video summary. There is no wordcount for the video, just keep it creative, succinct and enticing (3 minutes is ideal). 2. Company Profile & Background (10% of wordcount) but worth more to your overall grade and impression left on the reader Faculty of Business and Law School of Management and Marketing MGMT3007 Management of Innovation Curtin Mauritius 19 Feb 2022 School of Management and Marketing, Faculty of Business and Law Page: 6 of 16 CRICOS Provider Code 00301J The only authoritative version of this Unit Outline is to be found online in OASIS l This is where you demonstrate you understand the full history of the case. Include a pictoral timeline (an image in a timeline graphic, not a table/list of dates and text) of key events here that influenced the invention and company formation from initial IP/idea through to the present day. Since it is pictoral, it really needs little wordcount to do it justice (since, as the saying goes, a picture is worth a thousand words!). It is not permitted to copy or embelish the prior timelines from any other students, some of which are shared with you in class. Instead, you must build your own unique version from scratch ensuring you reference the sources of the information therein. Specific marks in rubric are allocated for this component. Pictoral = visually effective conveyance of the timing and importance of key events. Therefore , if you only present the history/timing of key events as a text/table you will get less than 30% of the marks possible. You should also ensure that the events/milestones you highlight in timeline have relevence to the concepts where you are focusing in your report. 3. Key Challenges for Commercialising this Business (15% of wordcount) l This section describes what is known about current situation, using where possible the CIM model components as a framework and ensuring coverage of IP strategy, collaborations, networks, business model, core competency/value and will also include an external economic industry/sector foresight reference/source. It is in effect linking your historical account and timeline key events up until today to the future direction/focus that your report will take (it will set the scene for the research you undertook). 4. Innovation Concepts Applied: Where theory meets practice.(60% of wordcount) l This is where the bulk of your new references and critical thinking will reside. To allow depth of analysis/article synthesis, you should identify a few (2-3) key areas that you consider most relevant to the case for focus (this will also be evident in your pictoral timeline). This means finding information wherever possible which is focused on the same geographic markets, the same product categories, the same economic circumstances and that is up-to-date. l You are NOT required to cover all topics in the text book, so focus your attention for a best fit with the case and on perhaps two or three concepts you consider of greatest importance for the company and case. These areas (and hence your literature selection) will be determined by the particular case each semester but TEND (because our companies examined are relatively small and new) to be focussed upon growing market awareness and company reach/size into global opportunities/markets. However, there is also scope to critique the foundations of the business and strategy, so don't overlook changes to IP strategy, Business Model, Brand, Service Innovation and incremental NPD, or even open innovation for incremental CIM changes. l Perhaps the only areas unlikely to yield much useful information or guidance would be related to technology transfer since that is the story of Curtin as the IP generator for these inventions, not of the technology company spinoffs that we observe. l It is also outside scope to expect any new inventions to be part of your report, so steer clear of any new IP suggestions (such as portfolio/platform extension plans), such proposals are just too far along the lifecycle for these technology start-ups.