EXMBA562-22W (TGA)

Creating Positive Disruption

15 Points

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Division of Management
Strategic Engagement
Professional Programmes


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: claire.ross@waikato.ac.nz
: helen.nicol@waikato.ac.nz
: tamie.shewry@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
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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: Innovation Threat Analysis | Individual
23 Feb 2022
6:00 PM
  • Online: Submit through Moodle
2. Assessment 2: Design Thinking Presentation | Group
16 Feb 2022
No set time
  • In Class: In Lecture
3. Assessment 3: Reflection of Design Thinking | Individual
27 Feb 2022
No set time
  • Online: Submit through Moodle
4. Assessment 4: Case Competition
12 Mar 2022
No set time
  • In Class: In Lecture
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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Opportunity Recognition

Davidsson, P. (2015). Entrepreneurial opportunities and the entrepreneurship nexus: A re-conceptualization. Journal of Business Venturing 30, 674–695

Entrepreneurial Orientation

Wiklund, J. (2005). Entrepreneurial orientation and small business performance: A configurational approach. Journal of Business Venturing, 20, 71-91.

Design Thinking

Brown. T. (2008). Design Thinking. Harvard Business Review.

Business & Entrepreneurial Ecosystems

Malecki, E.J. (2018). Entrepreneurship and entrepreneurial ecosystems Geography Compass. https://doi.org/10.1111/gec3.12359

Innovation & Disruptive Innovation

Girotra, K.; Netessine, S. (2014). Four paths to business model innovation. Harvard Business Review.

Christensen, C.M.; Raynor, M.; McDonald, R. (2015). What is disruptive innovation? Harvard Business Review.

Innovation ecosystems, threats and opportunities as catalysts for change, & the influence of risk and uncertainty

Furr, N.; Shipilov, A. (2018). Building the right ecosystem for innovation. MIT Sloan Management Review.

Felin, T.; Zenger, T. (2018). What sets breakthrough strategies apart.MIT Sloan Management Review.

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Recommended Readings

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Entrepreneurial Opportunity Recognition

Entrepreneurial Orientation

Lumpkin, G.T., & Dess, G.G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1). 135-172.

Wiklund, J. (1999). The sustainability of the entrepreneurial orientation-performance relationship. Entrepreneurship Theory & Practice 24(1). 37-48.

Gloss, A., Pollack, J., Ward, M. (2017). Grisky shift? An exploration of the measurement equivalence of entrepreneurial attitudes and entrepreneurial orientation across socioeconomic gradients JBV Insights 7, 32-37.

Business & Entrepreneurial Ecosystems

Hannah, D.P., & Eisenhardt, K.M (2018). How firms navigate cooperation and competition in nascent ecosystems. Strategic Management Journal, 39, pp. 3163–3192.

Ross, J.W., Beach, C.M., & Mocker, M. (2019). Designed for Digital. Chapter 4. Building a Digital Platform pp. 57-76. Building a Digital Platform. MIT: USA.

Spigel, B. (2017). The Relational Organization of Entrepreneurial Ecosystems. Entrepreneurship Theory & Practice. https://doi.org/10.1111/etap.1216

Innovation & Disruptive Innovation

Bagno, R.B; Salerno, M.S.; da Silva, D.O. (2017). Models with graphical representation for innovation management: A literature review. R&D Management.

Innovation ecosystems, threats and opportunities as catalysts for change, and the influence of risk and uncertainty

Adner, R.; Kapoor, R. (2016). Right tech, wrong time. Harvard Business Review.

Furr, N.; Dyer, J.H. (2014). Leading your team into the unknown. Harvard Business Review.

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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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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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Restricted papers: EXED518, EXMBA553

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