EXED516-17E (HAM)

Global Business

10 Points

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Waikato Management School
Te Raupapa
Executive Education

Staff

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Convenor(s)

Thomas Simnadis

Thomas Simnadis
9576
MSB.4.13
To be advised
thomas.simnadis@waikato.ac.nz

Lecturer(s)

Administrator(s)

: danial.hilson@waikato.ac.nz

Placement Coordinator(s)

Tutor(s)

Student Representative(s)

Lab Technician(s)

Librarian(s)

: jessica.howie@waikato.ac.nz

You can contact staff by:

  • Calling +64 7 838 4466 select option 1, then enter the extension.
  • Extensions starting with 4, 5 or 9 can also be direct dialled:
    • For extensions starting with 4: dial +64 7 838 extension.
    • For extensions starting with 5: dial +64 7 858 extension.
    • For extensions starting with 9: dial +64 7 837 extension.
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Paper Description

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Managing in the 21st century is riddled with complexities that are made ever more difficult with the need to be aware of global trends that can have implications in a domestic setting. There is ever growing pressure to drive growth and enhance productivity, with innovation touted as a way to achieve this.

In reality, innovation often involves carrying out a complex sequence of activities that have uncertain outcomes. Being aware of the need to innovate is not enough to realise the vast potential that can be locked up in new ideas, particularly when the success or failure of the innovation is tightly linked to stakeholders up and downstream of the manager. This paper introduces the theme of innovation ecosystems and explores how business strategy needs to change when value creation requires multiple participants to interact. This is considered in the context of identifying, initiating and responding to disruptive and radical innovation and how to organise for innovation. In particular, focussing on how managers tackle complex scenarios to create value for their organisation.

This paper addresses the challenge of delivering innovation to a globally connected community by integrating key theoretical constructs that shape the propensity to innovate (products, services and business models) and highlighting exemplar cases of innovation in action. The teaching material presented in the paper will be augmented with a global study tour to London, where the innovation process will be experienced first hand. This will empower managers to recognise opportunities to innovate and enable them to judge the relative opportunities and risks.

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Paper Structure

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This paper will be facilitated with face-to-face sessions, supported by online resources, followed by the study tour in October.
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Describe the innovation process and link this to personal experiences
    Linked to the following assessments:
  • Analyse potential risks associated with expansion into international markets
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  • Synthesise information to deliver a clear and concise pitch for an innovative idea
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  • Compare and contrast innovation practices in the UK and New Zealand
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  • Critically evaluate strategies that can be used to manage the innovation process, from ideation through to execution
    Linked to the following assessments:
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Assessment

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All assessment is compulsory.
It is expected you have read the Corporate & Executive Education Policies.

PLEASE NOTE: The University has zero-tolerance for Plagiarism.

All assessment must be submitted as a Word document, unless otherwise stated.

Booking of rooms for group meetings:
MSB.1.38, 1.39, 1.40 – email law-pa@waikato.ac.nz
Hamilton CBD office: Phone 07 837 9469
All other rooms: http://timetable.waikato.ac.nz/bookings/


Please refer to Moodle for assessment details.
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Assessment Components

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The internal assessment/exam ratio (as stated in the University Calendar) is 1:0. There is no final exam. The final exam makes up 0% of the overall mark.

The internal assessment/exam ratio (as stated in the University Calendar) is 1:0 or 0:0, whichever is more favourable for the student. The final exam makes up either 0% or 0% of the overall mark.

Component DescriptionDue Date TimePercentage of overall markSubmission MethodCompulsory
1. Reflective Essay
29 Sep 2017
3:00 PM
10
  • In Class: In Lecture
✔
2. Case Report
6 Oct 2017
5:00 PM
25
  • Online: Submit through Moodle
✔
3. Video Report - group
11 Oct 2017
No set time
20
  • Presentation: In Class
✔
4. Case comparison of UK and New Zealand
20 Oct 2017
10:00 PM
45
  • Online: Submit through Moodle
✔
Assessment Total:     100    
Failing to complete a compulsory assessment component of a paper will result in an IC grade
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Required and Recommended Readings

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Required Readings

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Readings are provided for all key elements of this paper and can be found on Moodle.

This paper, associated readings and other materials have been designed to minimise the amount of background material to be presented in the classroom leaving more time for interactive discussion. Prior to each session, you are expected to have read the required materials (listed under “necessary reading”). More advanced material is also provided but is optional.

Each session has a number of presentations (PowerPoints) to integrate the reading materials and provide additional understanding, developed with the assumption that all class members have completed all the necessary readings. Presentations will be provided online prior to class if you wish to preview them.

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Online Support

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Waikato Management School Helpdesk: wms_helpdesk@waikato.ac.nz, 0800 WAIKATO, extn 4599

ITS: https://landesk.waikato.ac.nz0800 WAIKATO, extn 4008

Moodle help files
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Workload

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As a general guide 12-15 hours per week is required over the whole period of the paper.
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Linkages to Other Papers

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Prerequisite(s)

Corequisite(s)

Equivalent(s)

Restriction(s)

EXEX557, EXEC757 and EXLD545

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