SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN223676
Module Leader David Edgar
School Glasgow School for Business and Society
Subject Management
  • A (September start)
  • B (January start)

Summary of Content

This module aims to develop students' ability to evaluate and explore concepts and applications of strategy and innovation relative to organisational dynamics, global markets, change management and disruptive technologies.


Introduction to the concept of strategy The schools of strategy and dynamic capabilities The tools of strategic analysis, market and resource based. Achieving a competitive advantage The corporate context Industry dynamics and technology innovations Disruptive technologies Stimulating innovation - structured approach and emergent approaches Tools and techniques for innovation in different context Strategy in practice - issues: Change management, Quality, Continuous Improvement Innovation in Practice - issues: speed to market, IP,

Learning Outcomes

Students successfully completing this module should have demonstrated the ability to: Critically evaluate the key theories and central debates that conceptualize the relationship between information systems, innovation and strategic change Evaluate techniques and processes for identifying and managing different forms of competitive advantage Draw on the range of strategic management tools and techniques to make informed strategic choices Debate the strategic importance of innovation and the effective management of disruptive technologies Critically evaluate different strategies, approaches and tools for operationalising strategy in different organisational and industrial context. Examine the issues associated with implementing and using technological innovations

Teaching / Learning Strategy

This module will be delivered using a mixture of lectures, seminars and directed learning. Student-centred learning, problem based approaches and active/experiential approaches will be encouraged through directed research and the requirement to present ideas and findings in seminars. Case studies and conference papers will be used as a basis for discussion and debate. A Distance Learning version is also available which uses a blended learning approach. Full-time Lecture material will be delivered within the first week of the 3 week cycle. Practical work will be undertaken over the next two weeks and the module content will be supplemented by a combination of notes, a study pack, seminars and student-centred work during that time. Materials will be available via Blackboard. Part-time In the first week the material will be delivered by a series of lectures supported by a workshop session. Students will be expected to analyse this data off-line, in addition to completing a series of set tasks. A study pack will be provided and tutors will be available for consultation via Blackboard, e-mail and telephone. Distance Learning: Students will be provided with a study pack which will cover the syllabus material. The module content will be delivered through a combination of notes, exercises and intensive workshops (where possible). Students will be provided with sample data. They will be expected to analyse these data off-line. Tutors will be available for consultation via Blackboard, e-mail and telephone.

Indicative Reading

Tidd, J & Bessant, J (2009) "Managing Innovation: Integrating Technological, Market and Organisational Change", Wiley Thompson, A; Strickland, A; & Gamble, J (2007) "Crafting and Executing Strategy", McGraw-Hill Irwin, Clegg, B & Birch, P., (2007) Instant Creativity: Simple Techniques to Ignite Innovation & Problem Solving, Kogan Page Genasi, C & Bills, T., (2004) Creative Business: Achieving Your Goals Through Creative Thinking and Action, Palgrave Macmillan. Wickham, P. (2006) Strategic Entrepreneurship, 4th Edition, FT Prentice Hall. Rogers , E. M. (2003) Diffusion of Innovations, 5th Edition, Free Press. Harris, J. (2002) Blindsided: how to spot the next breakthrough that will change your business forever, Capstone. Foster, R. & Kaplan, S. (2001) Creative destruction: from built-to-last to built-to-perform, Prentice-Hall. Ward, J & Peppard, J., (2003) Strategic Planning For Information Systems, (3rd Edition), John Wiley Boddy, D., Boonstra, A., & Kennedy, G. (2005), Managing Information Systems: An Organisational Perspective, 2nd edn, Financial Times/Prentice Hall Pearlson, K.E., & Saunders, C.S., (2004) Managing and Using Information Systems: A Strategic Approach, (2ed), Wiley Gallier, B., Leidner, D.E., (2003) Strategic Information Management: Challenges and Strategies in Managing Information Systems, (3ed)

Transferrable Skills

This module shouldl further develop the following skills: Analytical skills (through case study analysis in seminars) Evaluative skills (through evaluation of tools and techniques) Problem-solving skills (through the application and integration of knowledge gained from this and other disciplines to making recommendations on validity of various tools and techniques) Research skills (through preparation of the individual report for assessment) Interpersonal, group work and teambuilding skills Reflection and reflexive "skills"

Module Structure

Activity Total Hours
Assessment (FT) 14.00
Assessment (PT) 14.00
Independent Learning (FT) 99.00
Independent Learning (FT) 3.00
Independent Learning (FDL) 21.00
Seminars (PT) 12.00
Practicals (PT) 7.00
Independent Learning (PT) 99.00
Lectures (PT) 15.00
Independent Learning (PT) 3.00
Practicals (FDL) 16.00
Independent Learning (FDL) 99.00
Seminars (FT) 14.00
Lectures (FT) 20.00
Assessment (FDL) 14.00

Assessment Methods

Component Duration Weighting Threshold Description
Exam (Exams Office) 2.00 50.00 45% Unseen written exam
Coursework 1 0.00 50.00 45% 3,000 words (+/-10%) in length & should be underpinned by reference to relevant literature & illustrations of contemporary organisations. Credit will be given for wide reading and critical analysis.