www.anglia.ac.uk Entrepreneurship & Innovation Department: Leadership and Management Module Code: MOD001093 Level: 7 Academic Year: 2016/17 Trimester: 2Contents 1. Key information, Introduction to the Module and Learning Outcomes ........................................................ 2 1.1 Key Information................................................................................................................................... 2 1.2 Introduction to the Module................................................................................................................. 2 1.3 Learning Outcomes.............................................................................................................................. 2 2. Employability Skills in this Module................................................................................................................. 3 3. Outline Delivery and Reading Lists @ Anglia ................................................................................................. 4 3.1 Outline Delivery................................................................................................................................... 4 3.2 Reading List and Learning Resources .................................................................................................. 4 4. Assessment on this Module ........................................................................................................................... 5 Feedback ........................................................................................................................................................ 5 4.1 Assessment Information and Marking Criteria ................................................................................... 6 4.1.1Element 010 – Assignment.......................................................................................................... 6 Marking Criteria for Element 010 – Assignment.................................................................................. 7 4.2 Re-assessment Information................................................................................................................. 9 4.2.1Re-assessment for Element 010 – Assignment ........................................................................... 9 5. Report on Last Delivery of Module .............................................................................................................. 10Module Guide Page 1 1. Key information, Introduction to the Module and Learning Outcomes 1.1 Key Information Module title: Entrepreneurship & Innovation Module Leader: Jon Salkeld Campus / Building / Room: Chelmsford/ Michael Ashcroft Building/ MAB301 Extension: Email: [email protected] Every module has a Module Definition Form (MDF) which is the officially validated record of the module. You can access the MDF for this module in three ways via:  the Virtual Learning Environment (VLE)  the My.Anglia Module Catalogue at www.anglia.ac.uk/modulecatalogue  Anglia Ruskin’s module search engine facility at www.anglia.ac.uk/modules All modules delivered by Anglia Ruskin University at its main campuses in the UK and at Associate Colleges throughout the UK and overseas are governed by the Academic Regulations. You can view these at www.anglia.ac.uk/academicregs. An extract of the Academic Regulations, known as the Assessment Regulations, is available at this website too (all new students will have received a printed copy as part of their welcome pack). In the unlikely event of any discrepancy between the Academic Regulations and any other publication, including this module guide, the Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases. 1.2 Introduction to the Module Key words Entrepreneurship, enterprise, innovation, SME, entrepreneur, intrapreneur This module reviews the classical models of entrepreneurship and examines the main characteristics of entrepreneurs within organisations of all sizes. Commercial, public sector, and not-for-profit-distribution organisations can be included in this assessment. Recent approaches to entrepreneurship are examined. Ways of fostering entrepreneurial culture, at every level within the organisation, are surveyed. The role of entrepreneurship and innovation in economic growth are analysed by applying, for example, Porter’s Diamond model to a selected region. The role and nature of small business start-ups is critically reviewed.. The context of innovation, especially open innovation, within the modern business environment is reviewed. The significance and outcomes of the innovation process are examined. Mechanisms for protecting innovations and intellectual property are assessed. One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes We will assess the significance of entrepreneurs in society and the economy. Entrepreneurs often innovate: new ideas, new methods, new products, new processes, new markets and new business models. Entrepreneurs tend to start-up and grow an idea. Some entrepreneurs sell their growing enterprise then start again - serial entrepreneurs. Entrepreneurs are not confined to business. There are social, educational, art and culture, and other kinds of entrepreneur. Entrepreneurs often create new jobs in the economy, whereas many large organisations are consolidating and cutting jobs.Module Guide Page 2 There has been much research in the 1980s and 1990s into the Personality and Behavioural traits of entrepreneurs. More recently, the Global Entrepreneurship Monitor organisation has published research results that compare the entrepreneurial characteristics of 50-plus nations around the world. This is a fascinating and complex area. This module will assess the classical model of entrepreneurship and examine the main characteristics of successful entrepreneurs within both smaller less well-known organisations and the more famous names who lead larger organisations. Recent alternative approaches to entrepreneurship will be examined, focussing especially on how to develop an entrepreneurial culture that involves employees at every level within the organisation. The study of innovation will begin with the importance of creative and integrative thinking, followed by reflection on the context of innovation within the modern business environment. Finally, the innovation process itself will be examined along with attempts to protect innovations through a variety of intellectual property rights. 1.3 Learning Outcomes This module, like all modules at Anglia Ruskin, is taught on the basis of achieving intended learning outcomes. On successful completion of the module, the student will be expected to be able to demonstrate the following: On successful completion of this module the student will be expected to be able to: Knowledge and understanding 1. Critically evaluate classical and corporate approaches to entrepreneurship 2. Display a critical awareness of the role of creativity in the innovation process and the approaches through which creativity can be developed in the individual Intellectual, practical, affective and transferable skills 3. Critically evaluate the role and significance of entrepreneurship & innovation in the economy, making comparisons with other nations 4. Critically evaluate one new entrepreneurial idea or innovation, demonstrating its potential implementation within its market, by formulating a business start-up (or development) plan The assessment is based on meeting these learning outcomes, shown explicitly in section 4, where the assessment task is linked to these learning outcomes. 2. Employability Skills in this Module It is important that we help you develop employability skills throughout your course which will assist you in securing employment and supporting you in your future career. During your course you will acquire a wide range of key skills. In this module, you will develop those identified below:Module Guide Page 3 Skill Skills acquired in this module Communication (oral) X Communication (written) X Commercial Awareness X Cultural sensitivity X Customer focus X Data Handling X Decision making X Enterprising X Flexibility X Initiative X Interpersonal Skills X Leadership/Management of others X Networking X Organisational adaptability X Project Management X Problem Solving and analytical skills X Responsibility X Team working X Time Management XModule Guide Page 4 3. Outline Delivery and Reading Lists @ Anglia 3.1 Outline Delivery The table below indicates how the module will be delivered. However, this schedule is indicative and may be subject to change. We ek Lecture Seminar/Workshop Student-managed Learning 1 Introduction to key concepts Review, and test, students’ understanding of key concepts. Creation, and briefing, of student teams for group work (group presentations – date to be announced). Development of Entrepreneurship Theory and the term Entrepreneur Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition. Rae, David (2007) “Entrepreneurship – from Opportunity to Action”, Palgrave, ch 2 The Context of Opportunity-centred Leadership 2 Review our understandi ng of entrepreneu rship Examine and critically evaluate some key writers and classical theories of entrepreneurship. Assessment of entrepreneurism and risk. Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition, section A1 on “The Small Business” Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London, parts 1 and 2 AND project-specific research for group work 3 Review our understandi ng of innovation Identify and critically evaluate different forms of innovation. Drucker’s Purposeful Innovation and the Seven Sources for Innovative Opportunity Drivers of innovation. Innovation and IPR – intellectual property rights. Wickham, P (2006) “Strategic Entrepreneurship”, FT Prentice Hall, 4th edition. Bessant, J. and Tidd, J. (2013) Innovation and Entrepreneurship, John Wiley, 3rd edition. Tidd, Bessant & Pavitt (2013) “Managing Innovation – integrating technological, market and organizational change”, Wiley, Chichester, 5th edition AND project-specific research for group work 4 Creative thinking Methods for unlocking creativity. Review of creative managerial decision making methods. Mind-mapping (rich pictures) as part of a formal Soft Systems Methodology. Buzan, Tony (2006) “Mind Mapping”, BBC Active Lateral Thinking (2009) De Bono Penguin 5 The Identify and assess Osterwalder, A. & Pigneur Y. (2010)Module Guide Page 5 Innovation process and the roles played by key individuals. the key elements of an effective business start-up plan. Evaluate an entrepreneurial idea or innovation, demonstrating its potential implementation within the market – by devising a business plan. “Business Model Generation”, Wiley 4. Williams, Sara (2012) The Financial Times Guide to Business Start Up 2013: The Most Comprehensive Annually Updated Guide for Entrepreneurs, 26th edition, Pearson. Lester, D. (2012) Start Your Own Business 2013, 5th edition, Crimson Publishing, Richmond UK. (also: Bank and government publications will be recommended) AND project-specific research for group work 6 National and International Context of SMEs Examination of the economic significance of startups, small businesses and their potential growth into medium-sized enterprises. Review of government policies and support. International comparisons. Stages of growth of SMEs. Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition Global Entrepreneurship Monitor (GEM) GEM Global 2012 report (excellent up-to-date research in 69 nations) http://www.gemconsortium.org/ Department for Business Innovation and Skills (UK government) http://www.bis.gov.uk/ World Bank “Doing Business” report 2013, http://www.doingbusiness.org/ World Economic Forum GCR “Global Competitiveness Report” 2012-2013. http://www3.weforum.org/docs/WEF_GlobalCompetitivenessRep ort_2012-13.pdf AND project-specific research for group work 7 Entrepreneu rship within large organisation s - the corporate entrepreneu r. Compare and contrast classical “manager” and “entrepreneur” attributes; examination of Pinchot’s “intrapreneur” type. Hisrich, R. & Peters, M. (2009) “Entrepreneurship”, McGraw Hill, 8th edition, p48, “Comparison of Entrepreneurs, Intrapreneurs and Traditional Managers” – handout. Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London – see chapter on “Corporate Entrepreneurship” AND project-specific research for group work. 8 Family-run businesses Assessment of the economic significance of family-run firms. Critical appraisal of the special attributes of these firms Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London – see chapter on “Family Business”. Ward, J – excellent books various on the theme of family business Economist articles – handouts Video case study – Sir Gerry Robinson AND project-specific research for group work 9 Regional context of entrepreneu Examination of “clustering” of similar new Cambridge Cluster reports 2013, IfM http://www2.ifm.eng.cam.ac.uk/ctm/teg/cambridgetechno pole.htmlModule Guide Page 6 rship & innovation enterprises e.g. hitech SMEs in the Cambridge area. Application of Porter’s Diamond model. Cambridge Technopole Report 2011 http://www2.ifm.eng.cam.ac.uk/ctm/teg/documents/Camb ridgeTechnopole2011v1.1.pdf http://www.dti.gov.uk/innovationreport/innovation-reportfull.pdf (Michael Porter is one of the DTI’s authors for this report). AND project-specific research for group work 10 Review & reflection Student teams prepare and discuss their research and analysis. 11 Student presentation s Student teams present their research and analysis to the class. Dates and times to be agreed and confirmed with cohort members. In addition to the study material, you are expected to develop your independent learning through the suggested reading list, and your own research in the electronic databases and journals. 4.1 Reading List and Learning Resources The reading list and learning resources for this module are available on Reading Lists at Anglia, you can access the reading list for this module, via this link: http://readinglists.anglia.ac.uk/index.html The reading list and learning resources for this module are: Resources Notes Leadership Recommended texts (there is no one core textbook) Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition Osterwalder, A. & Pigneur Y. (2010) “Business Model Generation”, Wiley Very useful textbooks that cover a wide range of topics that we will look at in this module - students are advised to purchase one of these books. “handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises” – features the excellent template “business model canvas”. Westhead, Wright and McElwee (2011) “Entrepreneurship – Perspectives and Cases”,Module Guide Page 7 Pearson. Williams, Sara (2012), “Business start-up Guide 2013” 26th edition, FT Prentice Hall Tidd, Bessant & Pavitt (2009) “Managing Innovation – integrating technological, market and organizational change”, 4th ed, Wiley Bessant, J. & Tidd J. (2011) “Innovation and Entrepreneurship”, 2nd ed, Wiley Bridge, S., O’Neill, K. & Martin F. (2009) “Understanding Enterprise – Entrepreneurship and Small Business”, Palgrave McMillan, 3rd edition. Drucker, P (1994) “Innovation and Entrepreneurship, Elsevier Morris M, Kuratko, D. & Covin, J. (2010) “Corporate Entrepreneurship & Innovation”, SouthWestern Cengage Storey, D., & Greene F.J. (2010) “Small Business and Entrepreneurship”, Pearson Publishing Rae, David (2007) “Entrepreneurship – from Opportunity to Action”, Palgrave Wickham P.A. (2006) “Strategic Entrepreneurship” (4th ed.) Harlow : Prentice Hall Checkland, P & Pouter, J (2006)Learning for Action, Wiley, Chichester Available in the Digital Library. Journals It is important that you draw from material contained in academic journals. Harvard Business Review Websites MINTEL http://www.mintel.com/ World Bank “Doing Business” http://www.doingbusiness.org/EconomyRankings/ World Economic Forum WEF “Global Excellent market intelligence reports, key resource in this module available via ARU Library’s website This compares nations in terms of setting up and ease (or not) of doing business, looking at 11 criteria. The GCR is based on 12 pillars of competitiveness, providing a comprehensive picture of theModule Guide Page 8 Competitiveness Report” GCR http://www.weforum.org/en/media/Latest%20Press% 20Releases/GCR08Release . The Economist http://www.economist.com/ Bloomberg Business Week http://www.businessweek.com/ Wirtschaftswoche http://www.wiwo.de/ Financial Times http://www.ft.com/home/uk BBC News http://www.bbc.co.uk/news/business/ McKinsey Quarterly http://www.mckinseyquarterly.com competitiveness landscape in countries around the world at all stages of development. The pillars include: Institutions, Infrastructure, Macroeconomic Stability, Health and Primary Education, Higher Education and Training, Goods Market Efficiency, Labour Market Efficiency, Financial Market Sophistication, Technological Readiness, Market Size, Business Sophistication and Innovation Excellent and sometimes quirky (contrarian) news and commentary, great macro-analysis (PESTEL) Excellent German language business weekly You can subscribe to McKinsey free-of-charge Additional notes on this reading list Link to the University Library catalogue and Digital Library http://libweb.anglia.ac.uk/ Link to Harvard Referencing guide http://libweb.anglia.ac.uk/referencing/harvard.htm 5. Assessment on this Module The assessment for this module consists of one element. Element Type of assessment Word limit % of Total Mark Submission method Final Submission Date 010 Written Report 2500 words 60% In hard copy Trimester 2 12th May 2017 011 Presentation 20 mins 40% Date to be agreed with tutor (group or individual) No later than individual assignment submission date Important: You are allowed to submit assignments up to five working days after the published (or extended) deadline. If you do so, the element of assessment to which the assignment contributes will be capped at 40%. You are requested to keep a copy of your work (excluding exams). Feedback You are entitled to feedback on your performance for all your assessed work. For all assessment tasks which are not examinations, this is accomplished by a member of academic staff providing your mark andModule Guide Page 9 associated comments which will relate to the achievement of the module’s intended learning outcomes and the assessment criteria you were given for the task when it was first issued. This feedback will be available on-line via Turnitin/Grademark® or may be sent directly to your Anglia Ruskin e-mail account. The marker of your assignment will include feedback on written assignments that includes answers to these three key questions: 1. What is your overall feedback? 2. How does your assignment compare to the marking criteria? 3. How can you improve in the future? Examination scripts are retained by Anglia Ruskin and are not returned to students. However, you are entitled to feedback on your performance in an examination and may request a meeting with the Module Leader or Tutor to see your examination script and to discuss your performance. Anglia Ruskin is committed to providing you with feedback on all assessed work within 20 working days of the submission deadline or the date of an examination. This is extended to 30 days for feedback for a Major Project module (please note that working days excludes those days when Anglia Ruskin University is officially closed; e.g.: between Christmas and New Year). Personal tutors will offer to read feedback from several modules and help you to address any common themes that may be emerging. On occasion, you will receive feedback and marks for pieces of work that you completed in the earlier stages of the module. We provide you with this feedback as part of the learning experience and to help you prepare for other assessment tasks that you have still to complete. It is important to note that, in these cases, the marks for these pieces of work are unconfirmed. This means that, potentially, marks can change, in either direction! Marks for modules and individual pieces of work become confirmed on the Dates for the Official Publication of Results which can be checked at www.anglia.ac.uk/results. 5.1 Assessment Information and Marking Criteria 5.1.1 Element 010 – Written Report Choice of assessment project - This report will test Learning Outcomes 3 – 4 EITHER: Project A: Create a proposal for an Innovation with a Business Start-Up plan:- OR: Project B Acting as an intrapreneur, devise a plan for an Innovative Change Process within a large organisation.Module Guide Page 10 Specific Assessment Criteria and Marking Rubric Mark Learning Outcome 1. Analysis of the current situation 40% 3-4 2. Recommendations for future action 40% 3-4 3. Critical review of relevant theories & paradigms 20% 3-4 TOTAL MARKS 100% As this is an academic report, theories and paradigms learned within this module or from wider reading should be included within the plan. 5.1.2. Element 011 – Presentation Marking scheme - Verbal Presentation (group) 011 - This presentation will test Learning Outcomes 1 – 2 You should prepare a group presentation on the following topic: Assessment of an actual entrepreneur (in terms of entrepreneurial traits, behaviour, attributes, influences, attitudes, experiences, outcomes etc). The report should include an assessment of your chosen entrepreneur’s level of creativity and ability to handle the innovation process. As this is an academic presentation, theories and paradigms learned within this module or from wider reading should be included within the presentation. All members of the group should take part in preparing and delivering the presentation. Specific Assessment Criteria and Marking Rubric Mark Learning OutcomeModule Guide Page 11 1. Introduction and background 10% 1-2 2. Analysis of the entrepreneur’s traits, behaviour, influences, experiences etc. 30% 1-2 3. Analysis of the entrepreneur’s level of creativity and ability to handle innovation 30% 1-2 4. Critical review of relevant theories & paradigms 30% 1-2 TOTAL MARKS 100% Each group presentation will take maximum 25 minutes in front of the class including questions. Every member of the group must take part and make a verbal presentation contribution. You are strongly encouraged to attend all the group presentations and participate actively in the dialogue within the Question and Answer sessions at the end of each group presentation. This will enhance your achievement of Learning Outcomes 1 – 2. Class members will be invited to ask questions at the end of a group presentation. Note: Individual marks will be awarded for the presentation.Module Guide Page 12 Marking Criteria for Element 010 – Written Report A++ = 90-100 A+ = 80-89% A = 70-79% B = 60-69% C = 50-59% D = 40-49% F = 30-39% F- = 20-29% F— = 10 -19% F---- = 0-9% The report is wellfocused on the main points both academic and realworld. Key elements of entrepreneurship and innovation are powerfully covered, going well beyond the materials presented during the module, and containing elements of originality. The report is wellfocused on the main points both academic and realworld. Key elements of entrepreneurship and innovation are very explicitly covered, possibly going beyond the materials presented during the module An excellent report that is clear and succinct. It outlines the main points both academic and real-world. Key elements of entrepreneurship and innovation are very competently covered, possibly going beyond the materials presented during the module A very good report that highlights the main points both academic and real-world. Key elements of entrepreneurship and innovation are covered competently, showing strong engagement with the module. The report covered some key points both academic and realworld however some aspects were missing. Shows reasonable engagement with the module There are the beginnings of a good report. But you really needed to research more thoroughly and analyse more deeply. The idea of this report is that you understand and apply relevant academic frameworks to real-world issues. Your report is unclear or badly written in places – make sure to focus on the most important aspects as per the detailed module assignment guidelines. The idea of this report is that you understand and apply relevant academic frameworks to realworld issues. You have misunderstood the purpose of this module assignment. You need to take a much more serious approach to your studies. See me for guidance. You have completely misunderstood the purpose of this module assignment. You need to take a much more serious approach to your studies. See me for guidance. You have completely missed the point of this assignment task – see me for advice.Module Guide Page 13 3.1 Re-assessment Information If you are unsuccessful with the 1st attempt of your assessment, you must complete a re-assessment, which will consist of a re-working of the same assignment. The assessment will be confirmed before the re-assessment period. Report on Last Delivery of Module MODULE REPORT FORM Module Code and Title: MOD001093 Entrepreneurship & Innovation Anglia Ruskin Department: Leadership & Management Location(s) of Delivery: Various Academic Year: Semester/Trimester: Enrolment Numbers (at each location): Module Leader: Other Module Tutors: Student Achievement Provide a brief overview of student achievement on the module as evidenced by the range of marks awarded. A detailed breakdown of marks will be available at the Departmental Assessment Panel. Feedback from Students Briefly summarise student responses, including any written comments Module Leader/Tutor’s Reflection on Delivery of the Module, including Response to Feedback from Students (including resources if appropriate) Developments during the current year or planned for next year (if appropriate) External Examiner’s Comments State whether the external examiner agreed the marks and/or commented on the moduleModule Guide Page 14 Links to Other Key Information Assessment Offences: As an academic community, we recognise that the principles of truth, honesty and mutual respect are central to the pursuit of knowledge. Behaviour that undermines those principles weakens the community, both individually and collectively, and diminishes our values. There is more information on these principles and the types of Assessment Offences here: http://www.anglia.ac.uk/modguide4.aspx Penalties for poor academic practice can be severe so ensure you are aware of what is expected and how to reference correctly. There is a guide to Good Academic Practice here: http://anglia.libguides.com/plagiarism Attendance Information: Attending all your classes is very important and one of the best ways to help you succeed in this module. Link to more details on the Attendance Requirements here: http://www.anglia.ac.uk/modguide1.aspx Examinations: Examinations are held in January (semester/trimester 1), May (semester/trimester 2) and in August (trimester 3). All examinations are scheduled by the Examinations Unit, the dates and locations will be posted on the following website: http://web.anglia.ac.uk/anet/students/exams/ External Examiners: An up-to-date list of external examiners is available to students and staff at http://www.anglia.ac.uk/eeinfo The external examiner for this module is in the Leadership and Management department. These are academic examiners from other institutions who independently approve and confirm the quality and standard of our modules and assessments. How is My Work Marked and Flowchart of Anglia Ruskin’s Marking Process: After you have handed your work in or you have completed an examination, Anglia Ruskin undertakes a series of activities to assure that our marking processes are comparable with those employed at other universities in the UK and that your work has been marked fairly, honestly and consistently. More information about this is given here: http://www.anglia.ac.uk/modguide5.aspx Module Evaluation: During the second half of the delivery of this module, you will be asked to complete a module evaluation questionnaire to help us obtain your views on all aspects of the module, more about this process is included here: http://www.anglia.ac.uk/modguide6.aspx Reading Lists: These are now all available online: http://readinglists.anglia.ac.uk Re-assessments: Re-assessment dates will be stated on e-vision, you can check the specific date your reassessment assignment is due in on: http://e-vision.anglia.ac.uk or alternatively, if it is an examination, these are scheduled by the Examinations Unit, the dates and locations will be posted on the following website: http://web.anglia.ac.uk/anet/students/exams/ University Generic Assessment Criteria: This module is at level 4, information on the criteria that the university uses to mark your work can be found here: http://www.anglia.ac.uk/criteriawww.anglia.ac.uk Entrepreneurship & Innovation Department: Leadership and Management Module Code: MOD001093 Level: 7 Academic Year: 2016/17 Trimester: 2Contents 1. Key information, Introduction to the Module and Learning Outcomes ........................................................ 2 1.1 Key Information................................................................................................................................... 2 1.2 Introduction to the Module................................................................................................................. 2 1.3 Learning Outcomes.............................................................................................................................. 2 2. Employability Skills in this Module................................................................................................................. 3 3. Outline Delivery and Reading Lists @ Anglia ................................................................................................. 4 3.1 Outline Delivery................................................................................................................................... 4 3.2 Reading List and Learning Resources .................................................................................................. 4 4. Assessment on this Module ........................................................................................................................... 5 Feedback ........................................................................................................................................................ 5 4.1 Assessment Information and Marking Criteria ................................................................................... 6 4.1.1Element 010 – Assignment.......................................................................................................... 6 Marking Criteria for Element 010 – Assignment.................................................................................. 7 4.2 Re-assessment Information................................................................................................................. 9 4.2.1Re-assessment for Element 010 – Assignment ........................................................................... 9 5. Report on Last Delivery of Module .............................................................................................................. 10Module Guide Page 1 1. Key information, Introduction to the Module and Learning Outcomes 1.1 Key Information Module title: Entrepreneurship & Innovation Module Leader: Jon Salkeld Campus / Building / Room: Chelmsford/ Michael Ashcroft Building/ MAB301 Extension: Email: [email protected] Every module has a Module Definition Form (MDF) which is the officially validated record of the module. You can access the MDF for this module in three ways via:  the Virtual Learning Environment (VLE)  the My.Anglia Module Catalogue at www.anglia.ac.uk/modulecatalogue  Anglia Ruskin’s module search engine facility at www.anglia.ac.uk/modules All modules delivered by Anglia Ruskin University at its main campuses in the UK and at Associate Colleges throughout the UK and overseas are governed by the Academic Regulations. You can view these at www.anglia.ac.uk/academicregs. An extract of the Academic Regulations, known as the Assessment Regulations, is available at this website too (all new students will have received a printed copy as part of their welcome pack). In the unlikely event of any discrepancy between the Academic Regulations and any other publication, including this module guide, the Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases. 1.2 Introduction to the Module Key words Entrepreneurship, enterprise, innovation, SME, entrepreneur, intrapreneur This module reviews the classical models of entrepreneurship and examines the main characteristics of entrepreneurs within organisations of all sizes. Commercial, public sector, and not-for-profit-distribution organisations can be included in this assessment. Recent approaches to entrepreneurship are examined. Ways of fostering entrepreneurial culture, at every level within the organisation, are surveyed. The role of entrepreneurship and innovation in economic growth are analysed by applying, for example, Porter’s Diamond model to a selected region. The role and nature of small business start-ups is critically reviewed.. The context of innovation, especially open innovation, within the modern business environment is reviewed. The significance and outcomes of the innovation process are examined. Mechanisms for protecting innovations and intellectual property are assessed. One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes We will assess the significance of entrepreneurs in society and the economy. Entrepreneurs often innovate: new ideas, new methods, new products, new processes, new markets and new business models. Entrepreneurs tend to start-up and grow an idea. Some entrepreneurs sell their growing enterprise then start again - serial entrepreneurs. Entrepreneurs are not confined to business. There are social, educational, art and culture, and other kinds of entrepreneur. Entrepreneurs often create new jobs in the economy, whereas many large organisations are consolidating and cutting jobs.Module Guide Page 2 There has been much research in the 1980s and 1990s into the Personality and Behavioural traits of entrepreneurs. More recently, the Global Entrepreneurship Monitor organisation has published research results that compare the entrepreneurial characteristics of 50-plus nations around the world. This is a fascinating and complex area. This module will assess the classical model of entrepreneurship and examine the main characteristics of successful entrepreneurs within both smaller less well-known organisations and the more famous names who lead larger organisations. Recent alternative approaches to entrepreneurship will be examined, focussing especially on how to develop an entrepreneurial culture that involves employees at every level within the organisation. The study of innovation will begin with the importance of creative and integrative thinking, followed by reflection on the context of innovation within the modern business environment. Finally, the innovation process itself will be examined along with attempts to protect innovations through a variety of intellectual property rights. 1.3 Learning Outcomes This module, like all modules at Anglia Ruskin, is taught on the basis of achieving intended learning outcomes. On successful completion of the module, the student will be expected to be able to demonstrate the following: On successful completion of this module the student will be expected to be able to: Knowledge and understanding 1. Critically evaluate classical and corporate approaches to entrepreneurship 2. Display a critical awareness of the role of creativity in the innovation process and the approaches through which creativity can be developed in the individual Intellectual, practical, affective and transferable skills 3. Critically evaluate the role and significance of entrepreneurship & innovation in the economy, making comparisons with other nations 4. Critically evaluate one new entrepreneurial idea or innovation, demonstrating its potential implementation within its market, by formulating a business start-up (or development) plan The assessment is based on meeting these learning outcomes, shown explicitly in section 4, where the assessment task is linked to these learning outcomes. 2. Employability Skills in this Module It is important that we help you develop employability skills throughout your course which will assist you in securing employment and supporting you in your future career. During your course you will acquire a wide range of key skills. In this module, you will develop those identified below:Module Guide Page 3 Skill Skills acquired in this module Communication (oral) X Communication (written) X Commercial Awareness X Cultural sensitivity X Customer focus X Data Handling X Decision making X Enterprising X Flexibility X Initiative X Interpersonal Skills X Leadership/Management of others X Networking X Organisational adaptability X Project Management X Problem Solving and analytical skills X Responsibility X Team working X Time Management XModule Guide Page 4 3. Outline Delivery and Reading Lists @ Anglia 3.1 Outline Delivery The table below indicates how the module will be delivered. However, this schedule is indicative and may be subject to change. We ek Lecture Seminar/Workshop Student-managed Learning 1 Introduction to key concepts Review, and test, students’ understanding of key concepts. Creation, and briefing, of student teams for group work (group presentations – date to be announced). Development of Entrepreneurship Theory and the term Entrepreneur Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition. Rae, David (2007) “Entrepreneurship – from Opportunity to Action”, Palgrave, ch 2 The Context of Opportunity-centred Leadership 2 Review our understandi ng of entrepreneu rship Examine and critically evaluate some key writers and classical theories of entrepreneurship. Assessment of entrepreneurism and risk. Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition, section A1 on “The Small Business” Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London, parts 1 and 2 AND project-specific research for group work 3 Review our understandi ng of innovation Identify and critically evaluate different forms of innovation. Drucker’s Purposeful Innovation and the Seven Sources for Innovative Opportunity Drivers of innovation. Innovation and IPR – intellectual property rights. Wickham, P (2006) “Strategic Entrepreneurship”, FT Prentice Hall, 4th edition. Bessant, J. and Tidd, J. (2013) Innovation and Entrepreneurship, John Wiley, 3rd edition. Tidd, Bessant & Pavitt (2013) “Managing Innovation – integrating technological, market and organizational change”, Wiley, Chichester, 5th edition AND project-specific research for group work 4 Creative thinking Methods for unlocking creativity. Review of creative managerial decision making methods. Mind-mapping (rich pictures) as part of a formal Soft Systems Methodology. Buzan, Tony (2006) “Mind Mapping”, BBC Active Lateral Thinking (2009) De Bono Penguin 5 The Identify and assess Osterwalder, A. & Pigneur Y. (2010)Module Guide Page 5 Innovation process and the roles played by key individuals. the key elements of an effective business start-up plan. Evaluate an entrepreneurial idea or innovation, demonstrating its potential implementation within the market – by devising a business plan. “Business Model Generation”, Wiley 4. Williams, Sara (2012) The Financial Times Guide to Business Start Up 2013: The Most Comprehensive Annually Updated Guide for Entrepreneurs, 26th edition, Pearson. Lester, D. (2012) Start Your Own Business 2013, 5th edition, Crimson Publishing, Richmond UK. (also: Bank and government publications will be recommended) AND project-specific research for group work 6 National and International Context of SMEs Examination of the economic significance of startups, small businesses and their potential growth into medium-sized enterprises. Review of government policies and support. International comparisons. Stages of growth of SMEs. Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition Global Entrepreneurship Monitor (GEM) GEM Global 2012 report (excellent up-to-date research in 69 nations) http://www.gemconsortium.org/ Department for Business Innovation and Skills (UK government) http://www.bis.gov.uk/ World Bank “Doing Business” report 2013, http://www.doingbusiness.org/ World Economic Forum GCR “Global Competitiveness Report” 2012-2013. http://www3.weforum.org/docs/WEF_GlobalCompetitivenessRep ort_2012-13.pdf AND project-specific research for group work 7 Entrepreneu rship within large organisation s - the corporate entrepreneu r. Compare and contrast classical “manager” and “entrepreneur” attributes; examination of Pinchot’s “intrapreneur” type. Hisrich, R. & Peters, M. (2009) “Entrepreneurship”, McGraw Hill, 8th edition, p48, “Comparison of Entrepreneurs, Intrapreneurs and Traditional Managers” – handout. Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London – see chapter on “Corporate Entrepreneurship” AND project-specific research for group work. 8 Family-run businesses Assessment of the economic significance of family-run firms. Critical appraisal of the special attributes of these firms Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London – see chapter on “Family Business”. Ward, J – excellent books various on the theme of family business Economist articles – handouts Video case study – Sir Gerry Robinson AND project-specific research for group work 9 Regional context of entrepreneu Examination of “clustering” of similar new Cambridge Cluster reports 2013, IfM http://www2.ifm.eng.cam.ac.uk/ctm/teg/cambridgetechno pole.htmlModule Guide Page 6 rship & innovation enterprises e.g. hitech SMEs in the Cambridge area. Application of Porter’s Diamond model. Cambridge Technopole Report 2011 http://www2.ifm.eng.cam.ac.uk/ctm/teg/documents/Camb ridgeTechnopole2011v1.1.pdf http://www.dti.gov.uk/innovationreport/innovation-reportfull.pdf (Michael Porter is one of the DTI’s authors for this report). AND project-specific research for group work 10 Review & reflection Student teams prepare and discuss their research and analysis. 11 Student presentation s Student teams present their research and analysis to the class. Dates and times to be agreed and confirmed with cohort members. In addition to the study material, you are expected to develop your independent learning through the suggested reading list, and your own research in the electronic databases and journals. 4.1 Reading List and Learning Resources The reading list and learning resources for this module are available on Reading Lists at Anglia, you can access the reading list for this module, via this link: http://readinglists.anglia.ac.uk/index.html The reading list and learning resources for this module are: Resources Notes Leadership Recommended texts (there is no one core textbook) Deakins, D and Freel, M. (2012) “Entrepreneurship and Small Firms” McGraw Hill, 6th ed, London Stokes, D. & Wilson, N. (2010), ‘Small Business Management & Entrepreneurship’, South Western Cengage Learning, 6th edition Osterwalder, A. & Pigneur Y. (2010) “Business Model Generation”, Wiley Very useful textbooks that cover a wide range of topics that we will look at in this module - students are advised to purchase one of these books. “handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow’s enterprises” – features the excellent template “business model canvas”. Westhead, Wright and McElwee (2011) “Entrepreneurship – Perspectives and Cases”,Module Guide Page 7 Pearson. Williams, Sara (2012), “Business start-up Guide 2013” 26th edition, FT Prentice Hall Tidd, Bessant & Pavitt (2009) “Managing Innovation – integrating technological, market and organizational change”, 4th ed, Wiley Bessant, J. & Tidd J. (2011) “Innovation and Entrepreneurship”, 2nd ed, Wiley Bridge, S., O’Neill, K. & Martin F. (2009) “Understanding Enterprise – Entrepreneurship and Small Business”, Palgrave McMillan, 3rd edition. Drucker, P (1994) “Innovation and Entrepreneurship, Elsevier Morris M, Kuratko, D. & Covin, J. (2010) “Corporate Entrepreneurship & Innovation”, SouthWestern Cengage Storey, D., & Greene F.J. (2010) “Small Business and Entrepreneurship”, Pearson Publishing Rae, David (2007) “Entrepreneurship – from Opportunity to Action”, Palgrave Wickham P.A. (2006) “Strategic Entrepreneurship” (4th ed.) Harlow : Prentice Hall Checkland, P & Pouter, J (2006)Learning for Action, Wiley, Chichester Available in the Digital Library. Journals It is important that you draw from material contained in academic journals. Harvard Business Review Websites MINTEL http://www.mintel.com/ World Bank “Doing Business” http://www.doingbusiness.org/EconomyRankings/ World Economic Forum WEF “Global Excellent market intelligence reports, key resource in this module available via ARU Library’s website This compares nations in terms of setting up and ease (or not) of doing business, looking at 11 criteria. The GCR is based on 12 pillars of competitiveness, providing a comprehensive picture of theModule Guide Page 8 Competitiveness Report” GCR http://www.weforum.org/en/media/Latest%20Press% 20Releases/GCR08Release . The Economist http://www.economist.com/ Bloomberg Business Week http://www.businessweek.com/ Wirtschaftswoche http://www.wiwo.de/ Financial Times http://www.ft.com/home/uk BBC News http://www.bbc.co.uk/news/business/ McKinsey Quarterly http://www.mckinseyquarterly.com competitiveness landscape in countries around the world at all stages of development. The pillars include: Institutions, Infrastructure, Macroeconomic Stability, Health and Primary Education, Higher Education and Training, Goods Market Efficiency, Labour Market Efficiency, Financial Market Sophistication, Technological Readiness, Market Size, Business Sophistication and Innovation Excellent and sometimes quirky (contrarian) news and commentary, great macro-analysis (PESTEL) Excellent German language business weekly You can subscribe to McKinsey free-of-charge Additional notes on this reading list Link to the University Library catalogue and Digital Library http://libweb.anglia.ac.uk/ Link to Harvard Referencing guide http://libweb.anglia.ac.uk/referencing/harvard.htm 5. Assessment on this Module The assessment for this module consists of one element. Element Type of assessment Word limit % of Total Mark Submission method Final Submission Date 010 Written Report 2500 words 60% In hard copy Trimester 2 12th May 2017 011 Presentation 20 mins 40% Date to be agreed with tutor (group or individual) No later than individual assignment submission date Important: You are allowed to submit assignments up to five working days after the published (or extended) deadline. If you do so, the element of assessment to which the assignment contributes will be capped at 40%. You are requested to keep a copy of your work (excluding exams). Feedback You are entitled to feedback on your performance for all your assessed work. For all assessment tasks which are not examinations, this is accomplished by a member of academic staff providing your mark andModule Guide Page 9 associated comments which will relate to the achievement of the module’s intended learning outcomes and the assessment criteria you were given for the task when it was first issued. This feedback will be available on-line via Turnitin/Grademark® or may be sent directly to your Anglia Ruskin e-mail account. The marker of your assignment will include feedback on written assignments that includes answers to these three key questions: 1. What is your overall feedback? 2. How does your assignment compare to the marking criteria? 3. How can you improve in the future? Examination scripts are retained by Anglia Ruskin and are not returned to students. However, you are entitled to feedback on your performance in an examination and may request a meeting with the Module Leader or Tutor to see your examination script and to discuss your performance. Anglia Ruskin is committed to providing you with feedback on all assessed work within 20 working days of the submission deadline or the date of an examination. This is extended to 30 days for feedback for a Major Project module (please note that working days excludes those days when Anglia Ruskin University is officially closed; e.g.: between Christmas and New Year). Personal tutors will offer to read feedback from several modules and help you to address any common themes that may be emerging. On occasion, you will receive feedback and marks for pieces of work that you completed in the earlier stages of the module. We provide you with this feedback as part of the learning experience and to help you prepare for other assessment tasks that you have still to complete. It is important to note that, in these cases, the marks for these pieces of work are unconfirmed. This means that, potentially, marks can change, in either direction! Marks for modules and individual pieces of work become confirmed on the Dates for the Official Publication of Results which can be checked at www.anglia.ac.uk/results. 5.1 Assessment Information and Marking Criteria 5.1.1 Element 010 – Written Report Choice of assessment project - This report will test Learning Outcomes 3 – 4 EITHER: Project A: Create a proposal for an Innovation with a Business Start-Up plan:- OR: Project B Acting as an intrapreneur, devise a plan for an Innovative Change Process within a large organisation.Module Guide Page 10 Specific Assessment Criteria and Marking Rubric Mark Learning Outcome 1. Analysis of the current situation 40% 3-4 2. Recommendations for future action 40% 3-4 3. Critical review of relevant theories & paradigms 20% 3-4 TOTAL MARKS 100% As this is an academic report, theories and paradigms learned within this module or from wider reading should be included within the plan. 5.1.2. Element 011 – Presentation Marking scheme - Verbal Presentation (group) 011 - This presentation will test Learning Outcomes 1 – 2 You should prepare a group presentation on the following topic: Assessment of an actual entrepreneur (in terms of entrepreneurial traits, behaviour, attributes, influences, attitudes, experiences, outcomes etc). The report should include an assessment of your chosen entrepreneur’s level of creativity and ability to handle the innovation process. As this is an academic presentation, theories and paradigms learned within this module or from wider reading should be included within the presentation. All members of the group should take part in preparing and delivering the presentation. Specific Assessment Criteria and Marking Rubric Mark Learning OutcomeModule Guide Page 11 1. Introduction and background 10% 1-2 2. Analysis of the entrepreneur’s traits, behaviour, influences, experiences etc. 30% 1-2 3. Analysis of the entrepreneur’s level of creativity and ability to handle innovation 30% 1-2 4. Critical review of relevant theories & paradigms 30% 1-2 TOTAL MARKS 100% Each group presentation will take maximum 25 minutes in front of the class including questions. Every member of the group must take part and make a verbal presentation contribution. You are strongly encouraged to attend all the group presentations and participate actively in the dialogue within the Question and Answer sessions at the end of each group presentation. This will enhance your achievement of Learning Outcomes 1 – 2. Class members will be invited to ask questions at the end of a group presentation. Note: Individual marks will be awarded for the presentation.Module Guide Page 12 Marking Criteria for Element 010 – Written Report A++ = 90-100 A+ = 80-89% A = 70-79% B = 60-69% C = 50-59% D = 40-49% F = 30-39% F- = 20-29% F— = 10 -19% F---- = 0-9% The report is wellfocused on the main points both academic and realworld. Key elements of entrepreneurship and innovation are powerfully covered, going well beyond the materials presented during the module, and containing elements of originality. The report is wellfocused on the main points both academic and realworld. Key elements of entrepreneurship and innovation are very explicitly covered, possibly going beyond the materials presented during the module An excellent report that is clear and succinct. It outlines the main points both academic and real-world. Key elements of entrepreneurship and innovation are very competently covered, possibly going beyond the materials presented during the module A very good report that highlights the main points both academic and real-world. Key elements of entrepreneurship and innovation are covered competently, showing strong engagement with the module. The report covered some key points both academic and realworld however some aspects were missing. Shows reasonable engagement with the module There are the beginnings of a good report. But you really needed to research more thoroughly and analyse more deeply. The idea of this report is that you understand and apply relevant academic frameworks to real-world issues. Your report is unclear or badly written in places – make sure to focus on the most important aspects as per the detailed module assignment guidelines. The idea of this report is that you understand and apply relevant academic frameworks to realworld issues. You have misunderstood the purpose of this module assignment. You need to take a much more serious approach to your studies. See me for guidance. You have completely misunderstood the purpose of this module assignment. You need to take a much more serious approach to your studies. See me for guidance. You have completely missed the point of this assignment task – see me for advice.Module Guide Page 13 3.1 Re-assessment Information If you are unsuccessful with the 1st attempt of your assessment, you must complete a re-assessment, which will consist of a re-working of the same assignment. The assessment will be confirmed before the re-assessment period. Report on Last Delivery of Module MODULE REPORT FORM Module Code and Title: MOD001093 Entrepreneurship & Innovation Anglia Ruskin Department: Leadership & Management Location(s) of Delivery: Various Academic Year: Semester/Trimester: Enrolment Numbers (at each location): Module Leader: Other Module Tutors: Student Achievement Provide a brief overview of student achievement on the module as evidenced by the range of marks awarded. A detailed breakdown of marks will be available at the Departmental Assessment Panel. Feedback from Students Briefly summarise student responses, including any written comments Module Leader/Tutor’s Reflection on Delivery of the Module, including Response to Feedback from Students (including resources if appropriate) Developments during the current year or planned for next year (if appropriate) External Examiner’s Comments State whether the external examiner agreed the marks and/or commented on the moduleModule Guide Page 14 Links to Other Key Information Assessment Offences: As an academic community, we recognise that the principles of truth, honesty and mutual respect are central to the pursuit of knowledge. Behaviour that undermines those principles weakens the community, both individually and collectively, and diminishes our values. There is more information on these principles and the types of Assessment Offences here: http://www.anglia.ac.uk/modguide4.aspx Penalties for poor academic practice can be severe so ensure you are aware of what is expected and how to reference correctly. There is a guide to Good Academic Practice here: http://anglia.libguides.com/plagiarism Attendance Information: Attending all your classes is very important and one of the best ways to help you succeed in this module. Link to more details on the Attendance Requirements here: http://www.anglia.ac.uk/modguide1.aspx Examinations: Examinations are held in January (semester/trimester 1), May (semester/trimester 2) and in August (trimester 3). All examinations are scheduled by the Examinations Unit, the dates and locations will be posted on the following website: http://web.anglia.ac.uk/anet/students/exams/ External Examiners: An up-to-date list of external examiners is available to students and staff at http://www.anglia.ac.uk/eeinfo The external examiner for this module is in the Leadership and Management department. These are academic examiners from other institutions who independently approve and confirm the quality and standard of our modules and assessments. How is My Work Marked and Flowchart of Anglia Ruskin’s Marking Process: After you have handed your work in or you have completed an examination, Anglia Ruskin undertakes a series of activities to assure that our marking processes are comparable with those employed at other universities in the UK and that your work has been marked fairly, honestly and consistently. More information about this is given here: http://www.anglia.ac.uk/modguide5.aspx Module Evaluation: During the second half of the delivery of this module, you will be asked to complete a module evaluation questionnaire to help us obtain your views on all aspects of the module, more about this process is included here: http://www.anglia.ac.uk/modguide6.aspx Reading Lists: These are now all available online: http://readinglists.anglia.ac.uk Re-assessments: Re-assessment dates will be stated on e-vision, you can check the specific date your reassessment assignment is due in on: http://e-vision.anglia.ac.uk or alternatively, if it is an examination, these are scheduled by the Examinations Unit, the dates and locations will be posted on the following website: http://web.anglia.ac.uk/anet/students/exams/ University Generic Assessment Criteria: This module is at level 4, information on the criteria that the university uses to mark your work can be found here: http://www.anglia.ac.uk/criteria