BUSINESS FACULTY Course Handbook 2018 – 19 BUSI1603 Global Networks and Innovation Level 7 – 30…
BUSINESS FACULTY
Course Handbook
2018–19
BUSI1603
Global Networks and Innovation
Level 7 – 30 Credits
BUSI1603 Global Networks and Innovation 2018-19 2
Contents
1. WELCOME ……………………………………………………………………………………………………………………….3
2. INTRODUCTION TO THE COURSE…………………………………………………………………………………….4
2.1 AIMS………………………………………………………………………………………………………………………….4
2.2 LEARNING OUTCOMES…………………………………………………………………………………………………..4
2.3 EMBEDDING EMPLOYABILITY IN THE CURRICULUM …………………………………………………………………………4
2.4 LEARNING AND TEACHING ACTIVITIES ……………………………………………………………………………….5
2.5 EXPECTED STUDY TIME………………………………………………………………………………………………….5
2.6 ADDITIONAL REQUIREMENTS ………………………………………………………………………………………….5
3. CONTACT DETAILS………………………………………………………………………………………………………….6
3.1 EXTERNAL EXAMINING OF YOUR COURSE AND PROGRAMMES OF STUDY…………………………………………………6
4. COURSE CONTENT AND DESIGN………………………………………………………………………………………………8
4.1 PLANNED TERM DATES:………………………………………………………………………………………………………8
4.1 SESSION PLAN: ……………………………………………………………………………………………………………….8
4.3 SESSION REQUIRED READING……………………………………………………………………………………….13
5. ASSESSMENT DETAILS …………………………………………………………………………………………………………15
5.1 SUMMARY OF ASSESSMENT ………………………………………………………………………………………….15
5.2 RULES FOR ANONYMOUS SUBMISSION AND MARKING: ………………………………………………………..15
5.3 DETAILED DESCRIPTION OF ASSESSMENT ………………………………………………………………………..15
6. OTHER DETAILS…………………………………………………………………………………………………………….19
GENERIC ASSESSMENT CRITERIA – LEVEL 7 ……………………………………………………………………………….20
BUSI1603 Global Networks and Innovation 2018-19 3
1. Welcome
Dear Participants,
Welcome to BUSI 1603, Global Networks and Innovation.
Globalization has increased the speed of competition and in your future managerial roles you will be
called to face a dynamic and changing environment, with continuously new opportunities and threats,
where flexibility and innovation play a fundamental role. Our aim is to provide you with the tools to
examine and understand such a challenging business landscape, so that you can engage effectively with
the complexities of international business management in the future.
The course will employ a relational perspective in discussing internal and external networks crucial for
organizational success. You are about to encounter one of the most rapidly developing and fascinating
areas of business studies. Throughout the course you will be exposed to an entirely new way of looking
at organisations and business and the skills to make penetrating analyses of complex situations. We
hope you will take up the challenge and throw yourself into the topics enthusiastically and that
something unexpected will emerge.
Please note that we expect you to engage fully with the weekly set readings, lectures, tutorials, labs,
group and online activities scheduled for the course. As a major core course in the programme, you
should expect to commit 20 hours a week to these activities and individual assignment preparation over
the next 14 weeks.
We look forward to meeting you soon in the classroom and, please, feel free to come to talk to us in our
offices if you have any questions.
Bruce Cronin (b.cronin@gre.ac.uk), Nicola Perra (n.perra@gre.ac.uk )
& the course team
BUSI1603 Global Networks and Innovation 2018-19 4
2. Introduction to the Course
In the dynamic, globalised world, innovation has become a priority for both managers and policy makers.
Innovation has been indeed found to be a driver of economic growth and of superior competitive
performance. The management of innovation within organizations and its promotion at the regional
level present however new challenges. This course examines therefore the nature and role of innovation
in today business environment, discussing the main issues associated with innovation management.
Combining seminal contributions with recent advancement in the field of innovation studies, the course
emphasizes the need to understand the role of firms in a complex web of relationships with several
stakeholders.
Such a relational approach is the distinctive feature of this course. You will be introduced to formal
techniques and software to analyse relevant organizational networks at different levels.
2.1 Aims
There has been a dramatic reconception of the nature of organisations in the last decade, with a new
focus on the central role of relationships within and beyond organisational borders. In part this has been
an extension of the notion of the value chain, with detailed study of the intricacies of the interorganisational supply chain. But more recently insights from this perspective have been supplemented
by the application of the tools of social network analysis to organisational studies. Among others,
innovation studies particularly benefited from these methodological and theoretical advancement.
This course provides an overview of the network concept as applicable to business and innovation,
drawing from the concepts of the value system, network economics, and social capital. It surveys
network applications to strategic alliances, global commodity chains, and customer relationship
management as well as the management of informal relationships within organisations. The second part
of the course stimulate a critical reflection on the complex relationship between innovation and
globalization, specifically remarking the embedded nature of innovative processes and advancing the
understanding of the challenges associated with innovation management. The course has a strong
practical focus on the collection and analysis of network data.
2.2 Learning Outcomes
On completing this course students are expected to
• develop knowledge and understanding of:
o The basic concepts of network analysis; The theory of social capital; A range of
contemporary applications of network analysis to business; A range of tools and
techniques of social network analysis; the multifaceted nature of innovation; the role of
different actors and stakeholders in sustaining innovation; the impact of countries’ and
regions’ characteristics on the innovation process.
• develop the following skills:
o Conceive intra- and inter-organisational relationships as networks; Engage with
economic, sociological, psychological and mathematical literature. Value the varying
benefits of cohesion and diversity. To consider ethical dimensions of social network
analysis. Increased computer literacy via Analysis and presentation of social network
data; Team working.
2.3 Embedding Employability in the Curriculum
The course will help you developing a range of employability skills. In particular,
a. Cognitive skills. You will analyse independently data describing real organisations. This will
provide a unique opportunity to develop problem solving skills.
BUSI1603 Global Networks and Innovation 2018-19 5
b. Personal and professional development. You will write substantial written work, thus
developing crucial and transferable skills such as such formatting, spelling, and story telling.
c. Technical ability. You will learn the basics of networks analysis. This will allow to develop a new
way of looking at organisations and business. Furthermore, you will develop the skills to make
penetrating analyses of complex situations.
2.4 Learning and teaching activities
Lectures and recommended readings expose students to the basic concepts and theories. Knowledge
and understanding of these areas is deepened with small group discussion and experimentation and
assessed in assignments. A strong emphasis on independent reading and research in the course is
particularly important for developing breadth of outlook at this level of study. Students will be
encouraged to locate relevant material in library serials holdings and via bibliographic databases. Group
discussion and assignments are designed to encourage reflection on the complexity of organisations and
management and the interaction of cohesion and diversity. Practical engagement with data collection
and analysis confronts students with ambiguous situations. Computer lab sessions allow supported
experimentation. Students are coached through the analysis of given data sets. Close tuition and set
tasks in computer labs builds competency in the use of social network analysis software.
2.5 Expected study time
Activity
Hours
Overall percentage of total
Scheduled teaching
33
11%
Guided Independent Study
267
89%
2.6 Additional Requirements
Active engagement, in classroom and through the completion of periodic tasks, will be considered to
assess overall students’ performance, especially when at the borders of different mark bands.
BUSI1603 Global Networks and Innovation 2018-19 6
3. Contact Details
Room
Email address
Phone number
Course Leaders:
Dr Nicola Perra
QA101
n.perra@gre.ac.uk
020 8331 8625
Prof Bruce Cronin
QA112
b.cronin@gre.ac.uk
020 8331 9786
Tutors
Dr Franziska Sohns
QA357
F.Sohns@gre.ac.uk
020 8331 8312
Dr Zhen Zhu
QA357
Z.Zhu@gre.ac.uk
020 8331 9055
Dr Nicola Perra
QA101
n.perra@gre.ac.uk
020 8331 8625
Dr Matthew Smith
QA355
M.Smith@gre.ac.uk
020 8331 9195
Dr Luis Rocha
QA101
Luis.Rocha@gre.ac.uk
020 8331 7907
Dr Sergey Sosnovskikh
QA354
S.P.Sosnovskikh@gre.ac.uk
020 8331 9167
Syed Jaffery
QA354
s.jaffery@gre.ac.uk
020 8331 9167
Lab Tutors
Aya Awad
QM153
A.M.Award@gre.ac.uk
020 8331 5077
Mohamed Sadek
QM153
Mohamed.Sadek@gre.ac.uk
020 8331 5077
Dr Sergey Sosnovskikh
QA354
S.P.Sosnovskikh@gre.ac.uk
020 8331 9167
Dr Mathew Smith
QA355
M.Smith@gre.ac.uk
020 8331 9195
Programme Coordinator:
Alex Kubit-Hope
QA359
ka77@gre.ac.uk
020 8331 9840
Please see your programme handbook for more details
3.1 External Examining of Your Course and Programmes of Study
External examining at the University of Greenwich provides one of the principal means whereby the
University verifies, maintains, and enhances the academic standards of the courses and the
programme on which you are studying. They also help the University to ensure that your assessment
processes are sound, fairly operated and in line with the policies and regulations of the University of
Greenwich.
BUSI1603 Global Networks and Innovation 2018-19 7
External examiners – academic staff from other Higher Education Institutions or from the professions –
are appointed as reviewers of your courses and your programme of study for a period of 4 years. They
provide the University with a number of important services. For example external examiners will
• Review and comment on the standard of key elements of assessment that you have been set.
• Review samples of student work and confirm whether the standard is at the level expected for
the award you are studying and whether it is comparable with other Institutions that they know.
• Provide the University with an independent view of how well we conduct our processes for
marking and internal moderation of assessments.
• Attend Progress and Awards Boards (PABs) and contribute to deliberations for conferring your
degree classifications and awards, assisting the University in treating all students fairly and
consistently with regard to our regulations. External examiners will endorse the outcomes of
PABs based on their scrutiny of the assessments and the deliberations of the PAB. No degree
award can be made without the assent of an external examiner.
• Report formally their findings to the University at the end of each year and identify our good
practice as well as making recommendations for improvements in the future.
External examiner reports for your programme of study can be located on the portal electronically in
the Quality Management and reporting channel inside the “My Learning” tab.
If you have any questions about the reports, or a report you are interested in isn’t available, please
email your local Academic Quality Unit Quality Manager, who is: Nikki Makinwa,
I.Makinwa@greenwich.ac.uk
Is there anything an external examiner won’t be asked to do?
External examiners will not mark your work personally and nor will they comment upon individual
student performance or individual works in their reports or engage in correspondence with individuals
in respect of grades, marking, feedback, degree class and other personal academic matters. For these
you will need to speak to your tutors and programme leader.
The external examiner for your programme of study is:
Name:
Dr Silvia Sacchetti
University/College
Open University
BUSI1603 Global Networks and Innovation 2018-19 8
4. Course Content and Design
4.1 Planned Term Dates:
Term One
First Week (induction for new students)
17.09.18 – 21.09.18
Term One Teaching block (university weeks 2 – 13)
24.09.18 – 14.12.18
Course Evaluation Form collection for Term 1
26.11.18 – 24.12.18
Bank Holidays:
25.12.18, 26.12.18, 01.01.19
University closed:
from 12.30 pm 22.12.18, reopens 02.01.19
Term Two
First Week (induction for new students)
07.01.19 – 11.01.19
Term Two Teaching block (university weeks 18-29)
14.01.19 – 05.04.19
Course Evaluation Form collection for Term 2
25.03.19 – 25.04.19
Bank Holidays:
19.04.18, 22.04.19, 06.05.18, 27.05.18
University closed:
from 5:00 pm 19.04.19, reopens 23.04.19
Term Three
First Week (induction for new students)
29.04.19 – 03.05.19
Term Three Teaching block (university weeks 34-45)
06.05.19 – 26.07.19
Exam weeks
Winter Exam Period (if relevant) (university week 17)
08.01.18 – 12.01.18
Spring Exam Period (if relevant) (university weeks 33-35)
30.04.18 – 18.05.18
Resit Exam Period (if relevant) (university weeks 44)
16.07.18 – 20.07.18
Summer Exam Period (if relevant) (university week 47)
06.08.18 – 10.08.18
Please note these dates are correct at time of publication – please check for updates at:
http://www2.gre.ac.uk/current-students/term_dates
4.1 Session Plan:
This course will help you developing both relevant knowledge and practical skills. This is why “Global
Networks and Innovation” comprises a weekly set of lecture (1-hour), tutorial (1-hour) and lab activities
(1-hour). The course will run for 14 weeks, with 11 weeks of classroom-based activities and a concluding
presentation day, where you will be expected to present in group a final project linking different topics
covered in the course.
The course is structured around 5 modules. The first one introduces the theoretical perspective of the
course. A view of innovation as emanating from a network of actors, instead of being the result of
characteristics of individual organizations, is presented. Social Network Analysis and its data
requirement are discussed. The second module links centrality measure to the innovation debate. The
third modules discusses methodologically and theoretically the relationship between core and periphery
in an innovation network. In the following module the creation of subgroups is discussed and linked with
the competing centrifugal and centripetal forces explaining location decisions. A lightning talk session
and an individual reflection conclude the course. More information in the sections below.
BUSI1603 Global Networks and Innovation 2018-19 9
MODULE 1: Introduction to the course: From a firm’s attributes to a firm’s relationships
LEARNING OUTCOME for this module:
Students will be able to:
Understand the aims of the course and the assessment requirements
Understand the relevance and nature of networks as an alternative to markets and organizations
Critically appreciate the multifaceted nature of innovation
Identify and discuss the relationship between innovation and globalization
Appreciate the importance of a network approach to business and innovation specifically
EVIDENCE:
Participation to in-class debates.
Formative assessment.
Contributions to Moodle website.
ACTIVITY:
Wk beg Wk Session Title and Description14-Jan 18Lecture Globalization and Innovation: a network approach (BC)Tutorial Course IntroductionLab Group formation and Introduction to SNA softwareSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial21-Jan 19Lecture Introduction to Business Networks (NP)Tutorial Innovation in the aerospace industryLab Generating and importing network dataSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial
RESOURCES:
Course Handbook –available Moodle site
Lecture slides, available in advance on Moodle
Readings as per section 4.3 and further instructions available on Moodle
DISCOURSE:
Online chats and forums
Group work
BUSI1603 Global Networks and Innovation 2018-19 10
MODULE 2: Network position and innovation
LEARNING OUTCOME for this module:
Students will be able to:
• Understand the competing needs in innovation management
• Critically appreciate the impact of different network structures on economic outcomes
• Confidently perform basic organizational network analysis
EVIDENCE:
Participation to in-class debates.
Formative assessment.
Contributions to Moodle website.
ACTIVITY:
Wk beg Wk Session Title and Description28-Jan 20Lecture Organizing for innovation (BC)TutorialPaper discussion 1:
De Vita, R., Sciascia, S., & Alberti, F. (2008). Managing resources for
corporate entrepreneurship: the case of Naturis. The International
Journal of Entrepreneurship and Innovation, 9(1), 63-68.Lab Managing a network dataset, visualization and attributesSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial4-Feb 21Lecture Centrality Measures (NP)TutorialPaper discussion 2:
Ahuja, G. (2000). Collaboration networks, structural holes, and
innovation: A longitudinal study. Administrative Science Quarterly,
45(3), 425-455.Lab Centrality Measure/1Self-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial11-Feb 22Lecture Network, exploration and exploitation (BC)TutorialPaper discussion 3:
Gilsing, V., Nooteboom, B., Vanhaverbeke, W., Duysters, G., & van
den Oord, A. (2008). Network embeddedness and the exploration
of novel technologies: Technological distance, betweenness
centrality and density. Research Policy, 37(10), 1717-1731.Lab Centrality Measure/1Self-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial18-Feb 23Lecture Social Capital and Organizations – Brokerage and Closure (NP)TutorialPaper discussion 4:
Capaldo, A. (2007). Network structure and innovation: The
leveraging of a dual network as a distinctive relational capability.
Strategic Management Journal, 28(6), 585-608.Lab Brokerage and Structural HolesSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial
RESOURCES:
Course Handbook –available Moodle site
Lecture slides, available in advance on Moodle
Readings as per section 4.3 and further instructions available on Moodle
DISCOURSE:
Online chats and forums
Group work
BUSI1603 Global Networks and Innovation 2018-19 11
MODULE 3: Network Structure and Innovation
LEARNING OUTCOME for this module:
Students will be able to:
• Compare and contrast different organizational configurations
• Perform core periphery analysis and interpret the results in light of relevant theories
EVIDENCE:
Participation to in-class debates.
Formative assessment.
Summative assessment (A1).
Contributions to Moodle website.
ACTIVITY:
Wk beg Wk Session Title and Description25-Feb 24Lecture Parent Subsidiary Relationship (BC)TutorialPaper 5:
Morschett D, Schramn-Klein and Zentes J, 2015. The
Integration/Responsiveness-and the AAA-Frameworks. In Strategic
International Management (pp. 25-49). Springer Gabler, WiesbadenLab Review – Formative TaskSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial4-Mar 25Lecture Core-Periphery Measures and Structures (NP)TutorialReview – Formative Task and Boschma, R. A., & Ter Wal, A. L. (2007).
Knowledge networks and innovative performance in an industrial
district: the case of a footwear district in the South of Italy. Industry
and Innovation, 14(2), 177-199.Lab Core-periphery analysisSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial
RESOURCES:
Course Handbook –available Moodle site
Lecture slides, available in advance on Moodle
Readings as per section 4.3 and further instructions available on Moodle
DISCOURSE:
Online chats and forums
Group work
BUSI1603 Global Networks and Innovation 2018-19 12
MODULE 4: Clusters, groups and innovation
LEARNING OUTCOME for this module:
Students will be able to:
• Critically discuss centripetal and centrifugal forces shaping location strategies of firms
• Critically analyse the interplay of firm, industry and regional specific factors in shaping firms’
strategies
• Perform more advanced analysis and interpret the results in light of relevant theories
EVIDENCE:
Participation to in-class debates.
Formative assessment.
Contributions to Moodle website.
ACTIVITY:
Wk beg Wk Session Title and Description11-Mar 26Lecture Is Globalization making the world really flat? Regional clusters (BC)Tutorial Review – Formative TaskLab Review – Formative TaskSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle Contributing to online debates in preparation for tutorial18-Mar 27Lecture Subgroups (NP)Tutorial PresentationsLab Subgroup analysisSelf-Study Reading textbooks’ chapters, lecture slides and further readingsMoodle
Lightning
talk
Session
(A2)Contributing to online debates in preparation for tutorial
RESOURCES:
Course Handbook –available Moodle site
Lecture slides, available in advance on Moodle
Readings as per section 4.3 and further instructions available on Moodle
DISCOURSE:
Online chats and forums
Group work
BUSI1603 Global Networks and Innovation 2018-19 13
MODULE 5: Individual reflection
LEARNING OUTCOME for this module:
Students will be able to:
• Become familiar with a new type of assessment
• Effectively work in a team
• Confidently present their ideas
• Produce original results from independent research
EVIDENCE:
Summative assessment (A2, A3)
ACTIVITY:
Wk beg Wk Session Title and Description26-Mar 28Individual
Reflection
(A3) No other activities scheduled during this week02-Apr 29No other activities scheduled during this week
RESOURCES:
Course Handbook –available Moodle site
Lecture slides, available in advance on Moodle
Readings as per section 4.3 and further instructions available on Moodle
DISCOURSE:
Online chats and forums
Group work
4.3 Session Required Reading
Every session will bring together contents from a combination of different sources. Specific information
about the reading lists associated with each session will be provided on Moodle and in the slides
associated with each lecture. Textbooks will indeed be complemented by resources (e.g. textbooks,
journal articles, reports, databases) covering the specific topics introduced during the course.
However, the following textbooks can be used as general background readings for the course.
1. Ahmed, P. K. and C. D. Shepherd (2010). Innovation Management, Pearson/FT Prentice Hall
2. Conway, S. and F. Steward (2009). Managing and Shaping Innovation, Oxford University Press
3. Dicken, P. (2011). Global Shift, 6th Edn., Sage.
4. Westhead, P., M. Wright and G. McElwee (2011). Entrepreneurship: Perspective and Cases,
Pearson/FT Prentice Hall.
During tutorials students are expected to discuss some papers, as per the modular content in the
previous sections. Complete references of the selected papers are below
BUSI1603 Global Networks and Innovation 2018-19 14
1. De Vita, R., Sciascia, S., & Alberti, F. (2008). Managing resources for corporate entrepreneurship:
the case of Naturis. The International Journal of Entrepreneurship and Innovation, 9(1), 63-68.
2. Ahuja, G. (2000). Collaboration networks, structural holes, and innovation: A longitudinal study.
Administrative Science Quarterly, 45(3), 425-455.
3. Gilsing, V., Nooteboom, B., Vanhaverbeke, W., Duysters, G., & van den Oord, A. (2008). Network
embeddedness and the exploration of novel technologies: Technological distance, betweenness
centrality and density. Research Policy, 37(10), 1717-1731.
4. Capaldo, A. (2007). Network structure and innovation: The leveraging of a dual network as a
distinctive relational capability. Strategic Management Journal, 28(6), 585-608.
5. Morschett D, Schramn-Klein and Zentes J, 2015. The Integration/Responsiveness-and the AAAFrameworks. In Strategic International Management (pp. 25-49). Springer Gabler, Wiesbaden
6. Boschma, R. A., & Ter Wal, A. L. (2007). Knowledge networks and innovative performance in an
industrial district: the case of a footwear district in the South of Italy. Industry and Innovation,
14(2), 177-199.
The course will heavily rely on “network” studies to understand organizations. The work of Rob Cross
is particularly relevant for the purpose of the course.
5. Cross, Robert L., and Robert J. Thomas (2008). Driving results through social networks: How top
organizations leverage networks for performance and growth. John Wiley & Sons.
6. Cross, Robert L., and Andrew Parker (2004). The hidden power of social networks: Understanding how
work really gets done in organizations. Harvard Business Press.
The second book will be of gre
