Using frameworks, theories and models from the module, evaluate the different approaches organisations can take to encourage innovation. What factors will influence whether innovative companies achieve business success, or not? Illustrate your answer with examples which show the diversity of experience among organisations.
Guidance for Students
This question asks you to examine the ways of encouraging innovation which the literature puts forward (especially see sessions 9-12). It specifically asks you to “evaluate” – to say what are the most important, why they are so significant compared to the others, and whether some would be more appropriate for some organisations than for others. Evaluation means (roughly) “say how important something is”, compare and contrast, plus come to conclusions on the basis of the comparison. (See also comments on “evaluate” in the guidance to question 1 above)
In order to make the link between the two parts of the question, you might want to consider whether the approach to innovation taken by specific organisations can be linked to the success or failure of those organisations in achieving their goals. As well as the sessions on Innovation (9-12), session 8 (Strategic change and Strategic Leadership) contains relevant material. However, it is a characteristic of thinking in this discipline that almost any topic within it directly affects almost all others, so you may well find material in many other sessions in the module.
Guidance for both assignments
You must use plenty of theory and concrete examples in your answers, both properly referenced. You will find it essential to define your terms. What is “organisational culture”, or “innovation”? What is “strategic management”? How employer, for example) then you can concentrate mainly on that organisation, but also find other case studies which you can contrast with that organisation.
1-very important to me to use clear and simple english language
2-i need all references pages number
session 9
Chapter 1 & 3. Trott, P., (2012) Innovation Management & New Product Development, 5th edition. Harlow: FT Prentice Hall
Chapter 3, Lowe, R., & Marriott, S., (2006) Enterprise: Entrepreneurship and Innovation, Elsevier: Oxford
Slevin, D.P., & Covin, J.G., (1990) Juggling entrepreneurial style and organisational structure – How to get your act together. Sloan Management Review, Volume 31, Issue 3, Page 43.
session 10
Chapter 4 & 5, Kuratko, D.F & Hodgetts, R.M., (2007) Entrepreneurship: Theory, Process & Practice, 7th Edition, Thomson.
Allinson, C.W., Chell, E., & Hayes, J., (2000) Intuition and entrepreneurial behaviour, European Journal of Work and Organisational Psychology, Volume 9, Issue 1, Pages 31-43.
session 11
Chapter 9, Lowe, R., & Marriott, S., (2006) Enterprise: Entrepreneurship and Innovation, Elsevier: Oxford
Gaglio, C.M., & Katz, J., (2001) ‘The psychological basis of opportunity identification: Entrepreneurial Alertness’, Small Business Economics, Volume 16: 95-111.
Chapters 12, 15 & 16 Trott, P., (2012) Innovation Management & New Product Development, 5th edition. Harlow: FT Prentice Hall
i dont need conclusion
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