EXMBA562-20W (TGA)

Creating Positive Disruption

15 Points

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Division of Management
Strategic Engagement
Professional Programmes

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: fariba.mostafa@waikato.ac.nz

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: clive.wilkinson@waikato.ac.nz

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Paper Description

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Organisations are increasingly faced with uncertainty and the threat of revenue streams being siphoned off by new and existing competitors. By presenting the building blocks of entrepreneurship and innovation, this paper helps prepare managers with tools and frameworks that enables disruption to be embraced rather than feared.

Innovation increasingly relies on a network of interdependent relationships between actors in driving through new offerings. This paper introduces business ecosystems as the key unit of analysis and explores the development of business strategy when value creation requires the interplay of a constellation of actors. This is considered in the context of identifying, initiating and responding to disruptive and radical innovation and how to organise for innovation. In particular, focusing on how managers tackle complex scenarios to create value for their organisation.

This paper addresses the challenge of delivering innovation to an increasingly VUCA world. Theoretical constructs are illustrated through exemplar cases of innovation in action, highlighting the importance of sensing, seizing and reconfiguring at key moments in time. At the end of this paper, students will be equipped with the tools to effectively manage the innovation process and be inspired to pursue innovation in their professional activities.

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Paper Structure

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This paper will be facilitated with face-to-face sessions, supported by online resources and case studies
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Learning Outcomes

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Students who successfully complete the course should be able to:

  • Describe and practically apply the entrepreneurial opportunity process in a practical context
    Linked to the following assessments:
  • Evaluate theoretical concepts associated with the management of innovation, from ideation through to execution
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  • Demonstrate the ability to work as a team to jointly deliver a clear and creative pitch for an entrepreneurial opportunity
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  • Analyse and assess challenges faced by businesses and formulate strategies that create value for the business
    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 or PDF, unless otherwise stated.

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 100:0. 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 100:0 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. Assessment 1 Reflective Essay | Individual
29 May 2020
11:30 PM
15
  • Online: Submit through Moodle
2. Assessment 2 Innovation Failure Pitch | Individual
2 Jun 2020
11:30 PM
15
  • Online: Submit through Moodle
3. Assessment 3 Innovation Threat Analysis | Individual
24 Jun 2020
11:30 PM
25
  • Online: Submit through Moodle
4. Assessment 4 Innovation Pitch | Group
27 Jun 2020
8:30 AM
20
  • Online: Submit through Moodle
5. Assessment 5 Innovation Response Plan | Individual
7 Jul 2020
12:00 AM
25
  • 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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Recommended Readings

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Tang, J., Kacmar, K.M.M., & Busenitz, L. (2012). Entrepreneurial alertness in the pursuit of new opportunities. Journal of Business Venturing, 27(1), 77-94.

Ardichvili, A., & Cardozo, R. N. (2000). A model of the entrepreneurial opportunity recognition process. Journal of Enterprising Culture, 8(02), 103-119.


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Online Support

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

Restricted papers: EXED518, EXMBA553

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