MMN225374 Innovation and Entrepreneurship Summative 2 Assessment Cohort (A/B/C) 2025 B

Table of Contents

The Module Highlight
Module Learning Outcomes
Teaching / Learning Strategy
Module Syllabus
Module Structure, Activity Type, Total Hours
Indicative Reading
Relevant Texts:
Entrepreneurship Journals:
Enterprise and Innovation Journals:
Websites:
Entrepreneurship Videos
Innovation Videos
Transferrable Skills
Assessment Methods Component
Assessment Structure and Guide
Mark allocation guidelines
Module Sessions
Day 1:  Enterprise and Entrepreneurship
Learning Activities
Morning Sessions:
Learning Elements and Objectives:
Afternoon Sessions:
Learning Elements and Objectives:
Day 1: Supporting References and Indicative Reading (Also, see references in PPP slides on GCU Learn)
Day 2:  Innovation, Process, and Business Models
Learning Activities
Morning Sessions:
Learning Elements and Objectives
Afternoon Sessions:
Learning Elements and Objectives
Day 2: Supporting References and Recommended Reading (Also, see references in PPP slides on GCU Learn)
Appendix A: further guidance on marking criteria
What are the United Nations’ Principles for Responsible Management Education (PRME)?
List of APP MBA (RO/GM) Program Modules

The Module Highlight

"Entrepreneurship" is often linked with the creation of new business ventures and the innovative development of these ventures. In the context of 21st-century enterprises, "innovation" not only involves identifying opportunities in the business environment and developing new projects but also engages with decision-making processes and behaviour patterns that demand dynamic capabilities, comprehensive knowledge, and best enterprise practices. This module demonstrates academic contributions through the processes and planning involved in entrepreneurial innovation. Theories, models, and valuable enterprise practices are used to underpin the academic rigor of the course. Given the competition and resource constraints typical of start-ups and new projects, the module evaluates specific firm resource capabilities and competitive advantages to secure differentiation and commercial success through the use of case studies and firm scenarios.

The module cultivates an appreciation for the necessity of an entrepreneurial mindset across various contexts, including commercial enterprises, family-owned businesses, social enterprises, and public-social partnerships operating at both national and international levels. Special attention is given to practical planning for developing new businesses, emphasizing responsible management and the ethical dimensions of entrepreneurial and innovative activities. These discussions stimulate debates on approaches to 'best enterprise practice'.

A significant learning outcome of the module is the application of entrepreneurial practices as a foundation for innovation and business development, thereby enhancing decision-making for appropriate models and frameworks that support the innovative process.

“Entrepreneurship” is synonymous to creating business ventures and developing them in new and innovative ways, while “innovation” in the context of 21st century enterprises not only involving challenges from identifying opportunities in the business environment, developing new projects, but also engages with decision choice, behaviour patterns that demand dynamic capabilities, knowledge, and best enterprise practice. In this Module, academic contributions are demonstrated through the innovation planning and processes that involved in entrepreneurship while theories, models and valuable enterprise practices have been used to underpin the academic rigour. Given competition and resource constraints that typify start-up and new projects, the module sets out to evaluate specific firm resource capabilities, competitive advantage, to secure differentiation, commercial success using case studies and firm scenarios. The module builds an appreciation of the need for an entrepreneurial mindset across different contexts including commercial enterprises, family-owned businesses, social enterprises, and public social partnerships operating at national and international levels. 

Special attention will be paid to practical planning for developing new businesses, where responsible management and an ethical dimension to entrepreneurial and innovative activities also play a crucial role in the discussion, which stimulate debates on approaches to ‘best enterprise practice’. A key learning outcome in the module is the application of entrepreneurial practices as a basis for innovation and business development. These may involve open innovation, digital transformation, radical innovation, application of artificial intelligent (AI) tools. Essentially, this module aims at strengthening decision-choice for appropriate models and frameworks underpinning the innovative process. 

Module Learning Outcomes

Upon successful completion of the module, students should be able to:

1. Critically apply theoretical frameworks, concepts, and processes that underpin entrepreneurship, new venture creation, and innovation. CW1 & CW2.
2. Critically assess the characteristics and processes of entrepreneurship and innovation in different organizational contexts. CW1 & CW2.
3. Synthesize and evaluate the impact of entrepreneurial and innovative activities for responsible enterprise. CW2.

Teaching / Learning Strategy

Learning and teaching will be conducted through initial lectures followed by guided online discussions and webinars. This will be complemented by guided independent research and reading. Key elements of the learning process will include work-based learning through the analysis and discussion of potential strategic business unit developments or the analysis of existing businesses. Consistent with Masters' level study, the module will involve significant independent and directed learning, fully supported by web-based activities.

Student-centred learning will be encouraged through directed research and the requirement to present through short videos and peer feedback. Case studies, journal articles, and conference papers will serve as a basis for discussion and debate. GCU Learn will be used to provide additional module material and a discussion forum. Effective practices will be introduced during workshop sessions to enhance the experiential aspect of the Teaching/Learning strategy for the program. Students will be encouraged to identify and utilize the most effective digital communication technologies to form, share, and communicate their ideas and proposed actions.

Lectures will cover core course materials and provide the framework for the syllabus. Students will receive guidance on key issues that form the basis for relevant reading. A problem-solving and idea generation format will be adopted for online discussions and webinars. The concept development process will encourage professional reflection on experience and, in later stages, provide opportunities for creative thinking, innovation, and entrepreneurial decision-making. Supporting materials and skills will include critical analysis of published papers, debates around current news issues, company developments, and document analysis. Student-centered work-based learning will be facilitated through experiential learning, directed research, and the presentation and discussion of findings in online forums, including peer feedback.

In summary, this module equips students with the theoretical and practical knowledge needed to navigate the complexities of entrepreneurship and innovation in various organizational contexts. Through a combination of lectures, independent research, online discussions, and practical applications, students will develop the skills necessary to drive business innovation and development responsibly and ethically.

Module Syllabus

• Introduction to entrepreneurship 
• Divergent thinking and innovation 
• Responsible entrepreneurship and innovation: processes, capabilities, models 
• New business development: developing new and novel products and services 
• New business development: local and global markets 
• Financial aspect of entrepreneurship 
• Legal aspects of entrepreneurship 
• Developing effective business plans 
• Entrepreneurship in practice: challenges and contingency planning 
• Leveraging advantage: partners, fields and technologies 

Module Structure, Activity Type, Total Hours 

• Assessment 40.00
• Independent Learning 90.00  
• Lectures/Tutorials 30.00
  Transferrable Skills 
  - Analytical skills;
  - Interpersonal communication;
  - Problem-solving skills;
  - Presentation skills;
  - Self-management;
  - Creative thinking;
  - Critical thinking;
  - Intercultural competence;
  - Teamwork entrepreneurship and innovation

Assessment Methods Component 

Assessment Structure and Guide

Assessment 1 Guidelines for Submission:

• Present your project (worth 30%) on the scheduled date at the workshop held on the GCU campus.
• Submit your presentation materials at least 24 hours before the workshop through 'Turnitin' on GCU Learn. This should include a link to your project video, which should be hosted online for in-class presentation, as it cannot be uploaded directly to 'Turnitin'.
• Upload your final report (worth 70%) by the specified deadline through 'Turnitin' on GCU Learn, ensuring the coversheet is the first page. For submitting the file, use Chrome or Firefox browsers. Verify the similarity score before the final submission.

Assessment 1 (30%)

1. Includes: Group PowerPoint Slide Submission, In-Class Presentation, 2-Minute Pre-Recorded Video
2. Slide submissions are due during Week 8, from March 17th to March 21st, 2025, via Turnitin on GCU Learn.
3. Group presentations will take place in Week 9, spanning from March 24th to March 28th, in physical classrooms during tutorial sessions.
4. A short pre-recorded video, which is not to be submitted through Turnitin, will be presented in class.
5. Important: Only those group members who have participated in teamwork or meetings at least five times within the first seven weeks of the term are eligible to share the group mark. Failure to meet this criterion will result in an automatic failing grade.

Guidance:

Class presentations should last approximately 15 minutes and include no more than 10 PowerPoint slides (excluding reference slides). The video should be less than 2 minutes long, with an additional 2-3 minutes allocated for Q&A.
Video: There are no specific requirements for the video, but it should relate to the project, such as showcasing your team, product or service, or promotional skills.

Requirements:

The project must involve an original idea, such as launching a new start-up or innovating within an existing venture undertaken by you or your group. It should not be an essay, case review, or company report, but rather your own creation or innovation.

Proforma:

The project should address an issue or situation that necessitates a start-up or innovation, including your entrepreneurial plan, start-up action, or business models, as well as your process or financial plans (approach, sources, and amounts). It should also highlight potential contributions (social, economic, or environmental).

Structure of the Project (Slides) Presentation:

Introduction: Outline the presentation by describing the issue or situation driving the entrepreneurial or innovative project, including the problem or challenge, its significance, and why it is needed.

• Theoretical framework: Identify theoretical concepts related to your innovation, such as entrepreneurial traits, locus of control, discovery, bricolage, ecosystem leadership, circular economics, or sustainability.
• Financial plan: Describe the financing methods and approaches (from teaching slides and relevant literature) that support your project.
• Discussion or justification: Provide the context of your project and justify one or two elements, such as project or theory highlights, planning or process, value or contribution, or unforeseen challenges related to project management or other factors.
• Reference: Use module or lecture slides, recommended readings, and relevant journal articles. You may also consider useful online information but ensure similarity scores are below 30%.

Assessment 2 (70%, Report, 3000 words)

Submission deadline: 2:00 PM, May 13th via Turnitin on GCU Learn.

Requirements:

Tasks: After completing Assessment 1, you can either develop your own new project or continue with actions on the current project implementations (project development, evaluation, or expected progress and contributions), supported by theoretical frameworks or models from the module learning. In either case, the project must be original and not an essay or case review.

Structure guidance:

1.Introduction or background of the project, including what it is and why it is important (10% of the mark)
2.Strategic start-up, business plan, or innovation process (20% of the mark)
3.Theories of entrepreneurship or innovation that drive your project, such as creation and innovation theories, dynamic capabilities, open innovation, or ecosystem (30% of the mark)
4.A critical evaluation or discussion of the project, including the financial plan or approach, and its potential social or economic values, challenges, and how to address them (20% of the mark)
5.Conclusion, summarizing the major points of the project and highlighting implications (10% of the mark)
6.Harvard referencing and extensive references from relevant academic journals or teaching material (10% of the mark)

Note: The report must be supported by entrepreneurial and/or innovation theory, as relevant literature from a range of academic journals, and evidence of drawing on good practice. In achieving these it is important that you provide reading references throughout your writing, as well as, providing a reference list at the end of your script.  (A guide to Harvard Referencing is provided on the GCU Learn site.)

Assessment 1 (30%) Marking Criteria:

Mark Allocations:

Assessment 2 (70%) Marking Criteria:

Mark allocation guidelines

 A holistic assessment of the assignment will be made, but it will be based around the following marking criteria (Appendix A below).

Module Sessions

Innovation and Business Models 

Learning Activities

Group discussions, workshops, video viewings, scenario analyses, Q&A.

Innovation Lecture Sessions

Explores the challenges faced by 21st-century businesses, emphasizing the importance of innovation, knowledge, models, and processes in creating competitive advantages and replicating enterprise success (MNE).

Learning Elements

- 21st-century businesses and the rise of globalization.

- Creative thinking and innovation.

- Innovation: processes and decision models.

- Innovation: dynamic capabilities and strategic changes.

Seminar Sessions

Focuses on developing strategies for innovation, business model creation, and replicating success in a competitive environment.

- Business development: creating new and unique products and services.

- Strategies for business development: local and global markets.

- Innovation planning vs. emergence, and firm sustainability.

Enterprise and Entrepreneurship

Learning Activities:

Group discussions, workshops, video viewings, scenario analysis, Q&A sessions.

Entrepreneurship Lecture Sessions:

Introduction to entrepreneurship: Current perspectives on theories and practices.

Entrepreneur Discovery, Creativity, and Practical Knowledge.

Learning Elements and Objectives:

- Debate entrepreneurial traits, education, and social learning.

- Identify the connection between religion and entrepreneurship.

- Discuss entrepreneurs in relation to gender, ethnic background, and control.

- Assess entrepreneurship in terms of effectuation, discovery, and creation.

- Recognize practical entrepreneurship: challenges and contingency planning.

Seminar Sessions:

Focusing on key aspects of entrepreneurial actions, foundational models, and strategies for business development and new ventures.

Learning Elements and Objectives

- Develop understanding of financial aspects in entrepreneurship.

- Explain and discuss legal considerations: leveraging, knowledge transfer, and marketization.

- Create effective business plans.

Supporting References and Recommended Reading (Also, see references in PPP slides on GCU Learn)

Some Recommended Innovation Related Reeding 

• Foss, N. J., Schmidt, J., & Teece, D. J. (2023). Ecosystem Leadership as a Dynamic Capability. Long Range Planning, 56(1), 102270.
• Schönherr, S., Robert Eller, Andreas Kallmuenzer and Mike Peters (2023). Organisational learning and sustainable tourism: the enabling role of digital transformation. Journal of knowledge management. 27(11), pp. 82-100.
• Ellwood, P., Williams, C., Egan, J. (2022). Crossing the valley of death: Five underlying innovation processes. Technovation, 109: 102162
• Gambardella, P., Heaton, S., Novelli, E., Teece, D. J. (2021). Profiting from Enabling Technologies? Strategy Science, 6 (1): 75-90.
• Murmann, P.J., Zhu, Z. (2021). What Enables a Chinese Firm to Create New-to-the- World Innovations? A Historical Case Study of Intrafirm Coopetition in the Instant Messaging Service Sector. Strategy Science, 6 (4): 305-330.
• Hutton, S., Demir, R., Eldridge, S. (2021) How does open innovation contribute to the firm’s dynamic capabilities? Technovation, 106: 102288
• Klofsten, M., Urbano, D., Heaton, S. (2021). Managing intrapreneurial capabilities: An overview. Technovation, 99: 102177.
• Eisenhardt, K.M., Martin, J.A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21, 1105-1121.
• Morris, M.H., Covin, J.G. and Kuratko, D.F. (2011) Corporate Innovation and Entrepreneurship (3rd Edition), Southwestern College Publishing, San Francisco, CA.
• Peter Drucker (2014). Innovation and entrepreneurship, Taylor Francis.com
• Robert Hisrich (2015). International Entrepreneurship: Starting, Developing, and Managing a Global Venture. Sage Publications, 3rd Ed.
• Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28: 1319-1350.
• Wagner, M. (2012) Entrepreneurship, Innovation and Sustainability, Greenleaf Publishing, Austn, TX.

Some Recommended Entrepreneurship related reading

· Fiet, J. O., and Patel, P. C. (2008). Entrepreneurial discovery as constrained, systematic search. Small Business Economics, 30(3), 215-229.

• Leo Paul Dana (2010.  Entrepreneurship and Religion. Book, Google.com.
• Gartner, W. B. (1990). What are we talking about when we talk about entrepreneurship? Journal od Buss Venturing 3: 261-272.
• Koning EJuliette & Verver Michiel 2013. Historicizing the ‘ethnic’ in ethnic entrepreneurship: The case of the ethnic Chinese in Bangkok. Entrepreneurship & Regional Development, 25, Issue 5-6 (2013).
• Stokes, D., Wilson, N. & Mador, M (2018) Entrepreneurship. Cengage Learning EMEA.
• Tassiopoulos Dimitri 2010. Greek Christian Orthodoxy and Entrepreneurship (in L. P., Dana’s 2010). Entrepreneurship and Religion. Edited by Léo-Paul Dana.
• While Anne 2010. The Effect of Methodism on Entrepreneurship, in L. P., Dana’s 2010).  
• Wafica Ali Ghoul (2010). Islam and Entrepreneurship (In L. P., Dana’s 2010).

Further Reading (some recent articles)

• Amalia Rodrigo-González, Alfredo Grau-Grau and Inmaculada Bel-Oms (2022). Circular Economy and Value Creation: Sustainable Finance with a Real Options Approach. Sustainability, 13: 7973. https://doi.org/10.3390/su13147973.
• Bingham, C.B., Howell, T., Ott, T.E. (2019). Capability creation: Heuristics as microfoundations. Strategic Entrepreneurship Journal, 13: 121-153.
• Busenitz, L. W., Plummer, L. A., Klotz, A., Shahzad, C., & Rhoads, K. (2014). Entrepreneurship research (1985–2009) and the emergence of opportunities. Entrepreneurship Theory and Practice, 38(5), 1–20.
• Mathias, B. D., McKenny, A. F., & Crook, T. R. (2018). Managing the tensions between exploration and exploitation: The role of time. Strategic Entrepreneurship Journal, 12, 316–334.
• Wang, Z. & L., Giovani, N. Karagiannis (2022). The Economic Rise of China, Multidisciplinary Perspectives, Edited book, Routledge https://www.routledge.com/The-Economic-Rise-of-China-Multidisciplinary-Perspectives/Wang-Giovanis-Karagiannis/p/book/9781032276793. (in GCUL Library)
• Wang, Z., A., Upadhyay, & A., Kumar, (2022). A Real Options Approach to growth  opportunities and resilience aftermath of the COVID-19 Pandemic. Journal of Modelling in Management https://doi.org/10.1108/JM2-12-2021-0302
• Shepherd, D.A, & Gruber, M. (2021). The Lean Start-up Framework: Closing the Academic–Practitioner Divide. Entrepreneurship Theory & Practice, 45(5): 967 – 998.
• Gender, ethnic migrants, family business, locus of control
• Balachandra L, Briggs T, Eddleston K, et al. (2019) Don’t pitch like a girl!: how gender stereotypes influence investor decisions. Entrepreneurship Theory and Practice, 43(1): 116
• Breton-Miller, L, I., & Miller, D. (2018). Beyond the firm: Business families as entrepreneurs. Entrepreneurship: Theory and Practice, 42(4), 527–536.
• Ge, B., De Massis, A., & Kotlar, J. (2022). Mining the past: History scripting strategies and competitive advantage in a family business, Entrepreneurship: Theory and Practice, 46(1) 223–251
• Merluzzi, J., Burt, R.S. (2021). One path does not fit all: A career path approach to the study of professional women entrepreneurs, Entrepreneurship: Theory and Practice, 45(6), 1366–1393
• Verver, M., & Koning, J. (2018). Toward a kinship perspective on entrepreneurship. Entrepreneurship Theory and Practice, 42(4), 631–666.
• Vanessa Ratten (2022). Entrepreneurial Innovation Strategy and Competition Aspects (e-book)
• Bessant, J and Tidd, J (2011) Innovation and Entrepreneurship, Chichester, John Wiley & Sons.
• Drucker, P.F. (2007) Innovation and Entrepreneurship (Second edition), Buterworth-Heinemann, New York, NY.
• Stokes, D., Wilson, N. & Mador, M (2018) Entrepreneurship. Cengage Learning EMEA.

(See, also weekly list on both module page and teaching slides) 

 Relevant Texts: 

· John R. Bessant & Joe Tidd (2020). Managing Innovation: Integrating Technological, Market and Organizational Change, 7th

· Beau Bassin, Mauritus. Morris, M.H., Covin, J.G. and Kuratko, D.F. (2011) Corporate Innovation and Entrepreneurship (3 rd. Edition), Southwestern College Publishing, San Francisco, CA. 
 

· Burns, P. (2007) Entrepreneurship and Small Business, Palgrave, Basingstoke.
Cressy, R., Cumming, D. and Mallin, C. (2012) Entrepreneurship, Governance and Ethics, Springer, New York, NY Chesbrough, H (2004) 'Open Innovation', Harvard Business School Press, Harvard. 
 

· Deakins, D. and Freel, M. (2009) Entrepreneurship and Small Firms, McGraw-Hill Education, Maidenhead.

· Ellis, T. (2010) The New Pioneers: Sustainable Business Success Through Social Innovation and Social Entrepreneurship, John Wiley & Sons, Chichester.

· Gersick, K., Davis, J., Hampton, M., McCollum & Lansberg, I. (1997), Generation to Generation, Harvard Business School Press, Boston, MA.

· Gundry, L.K. and Kickul, J.R. (2006) Entrepreneurship Strategy, Sage Publications, Thousand Oaks, CA

· Jones-Evans, D., Carter, S. (2006) Enterprise and Small Business: Principles, Practice and Policy with the Definitive Business Plan (2nd Edition), FT Prentice Hall, Harlow.

· Miller, F.P., Vandome, A.F. and McBrewster, J. (2010) Corporate Social Responsibility: Social Entrepreneurship, Organizational Culture, Corporate Social Responsibility, Organizational Studies, Business Ethics, Entrepreneurship, Alphascript Publishing, Beau Bassin, Mauritus.

· Morris, M.H., Covin, J.G. and Kuratko, D.F. (2011) Corporate Innovation and Entrepreneurship (3rd Edition), Southwestern College Publishing, San Francisco, CA.

· Tidd, J. and Bessant, J. (2014) Strategic Innovation Management, Chichester, John Wiley & Sons.

· Timmons, J.A. and Spinelli, S. (2011), New Venture Creation: Entrepreneurship for the 21st Century, 8th Edition, McGraw-Hill Irwin, London.

· Vandome, A.F. and McBrewster, J. (2010) Corporate Social Responsibility: Social Entrepreneurship, 


· Organizational Culture, Corporate Social Responsibility, Organizational Studies, Business Ethics, Entrepreneurship, Alphascript Publishing. 
 

· Wagner, M. (2012) Entrepreneurship, Innovation and Sustainability, Greenleaf Publishing, Austn, TX.

Entrepreneurship Journals: 

1. Entrepreneurship Theory and Practice.

2. Entrepreneurship and Regional Development

3. International Journal of Entrepreneurship and Innovation

4. International Journal of Entrepreneurship and Innovation Management

5. Family Business Review

6. Harvard Business Review
 

7. International Entrepreneurship and Management Journal

8. International Journal of Entrepreneurial Behaviour and Research.

9. International Small Business Journal.

10. Journal of Business Venturing

Enterprise and Innovation Journals:

1. Academy of Management Review

2. Academy of Management

3. Academy of Management Perspectives

4. Strategic Management Journal

5. Industry and Innovation

6. Technovation

7. Digital Creativity
 

8. Economics of Innovation and New Technology

9. Journal of Product Innovation Management

10. Innovation Organization & Management

11. International Journal of Innovation Management

12. International Journal of Innovation and Technology Management

13. Creativity and Innovation Management

14. European Journal of Innovation Management  

15. The Journal of Innovation and Knowledge

Appendix A: further guidance on marking criteria