MGMT5800 Technology, Management and Innovation

Subject Code

MGMT5800

Study Level

Postgraduate

Commencing Term

Term 2

Total Units of Credit (UOC)

Delivery Mode

On Campus and Online

School

Management & Governance

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The course outline is not available for current term. To view outlines from other year and/or terms visit the archives

1. Course Details

Summary of Course

The goal of this subject is to teach you about the strategic management of technology and innovation from a general manager’s perspective. This subject views technology, broadly defined, as the process by which an organisation transforms all of its organisational inputs (i.e., labour, capital, materials, and information - NOT just ITC) into products and/or services. Innovation is defined as a significant change in an organisation’s underlying technology. Because technology is a critical resource for each organisation, it must be managed by the general manager for comparative advantage. To do so necessitates aligning the technology strategy with the business strategy of the firm.

The subject is organised around three (3) major themes: (1) The strategic management process; (2) Strategy and competitive advantage in a technology environment; (3) Evaluating business models and technology strategies.

Attention will be focused upon the major theoretical and empirical contributions to the field and their implications for practitioners. Experiential work and case studies will be used to assist you in relating the content material to your own experience and practice.

When you have completed this subject, you will be expected to have:

1) A working understanding of the concepts and techniques of strategy technology management;

2) An ability to critically analyse the behaviour or organizations and organisational members in developing, implementing, and managing technology from a strategic perspective; and

3) The capacity to critically evaluate the strategic management of technology within diversified companies.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

Program Learning Outcomes
Academic Integrity and Plagiarism
Student Responsibilities and Conduct
Special Consideration
Protocol for Viewing Final Exam Scripts
Student Learning Support Services

Further information is provided in the Assessment and Policies and Support sections.

Students may not circulate or post online any course materials such as handouts, exams, syllabi or similar resources from their courses without the written permission of their instructor.

Course Aims and Relationship to Other Courses

Business organizations today face unprecedented challenges. Across virtually every industry, managers are confronted with new conditions of rapid technological change, intense global competition, and growing demands for social responsibility. As traditional sources of competitive advantage are being eroded, managing change and innovation is becoming a crucial factor in the survival and performance of organizations. This course aims to assist you in thinking about how the separate pieces of and themes on the strategic management of change, technology and innovation fit together. At the foundation of this focus is building the skills to develop your ability to make clear judgments about changing, to learn about business risk, and to improve your capacity in making sound business level decisions. The course is organised around three (3) major themes: 1) integrating technology and strategy; 2) enactment of an integrated technology and business strategy: and 3) managing the development and deployment of innovation and its challenges. Attention will be focused upon the major theoretical and empirical contributions to the field and their implications for practitioners. Experiential work and case studies will be used to assist you in relating the content material to your own experience and practice. You will be expected to demonstrate innovation in your thinking and approach to solving the issues raised in the case studies.

Student Learning Outcomes

The Course Learning Outcomes (CLOs) are what you should be able to demonstrate by the end of this course, if you participate fully in learning activities and successfully complete the assessment items.

CLOs also contribute to your achievement of the Program Learning Outcomes (PLOs), which are developed across the duration of a program for all students. More information on coursework PLOs is available under Policies and Support. PLOs are, in turn, directly linked to UNSW graduate capabilities and the aspiration to develop “globally focussed graduates who are rigorous scholars, capable of leadership and professional practice in an international community”.

For PG research PLOs please refer to the UNSW HDR Graduate Attributes and LearningOutcomes.

The following table shows how the CLOs for this course relate to the overall PLOs and indicates where each CLO and PLO is assessed:

Course Learning Outcomes	Program Learning Outcomes	Course Assessment Item
On successful completion of the course, you should be able to:	This course helps you to develop the following Program Learning Outcomes:	This learning outcome will be assessed in the following items:
Explain a range of key business strategy and innovation theories and models, including being able to determine which model/theory applies to specific types of companies, economies and industries.	PLO 1: Business knowledge	Seminar Case Studies Major CSA Report Major CSA Draft Papers (2) Week 4 Quiz Participation in Hybrid Sessions - In-Person & Collaborate discussions
Use the presented theories and models to interpret, analyse and make recommendations on practical business strategy problems, presented in the assigned Case Studies.	PLO 2: Problem solving	Seminar Case Studies Major CSA Report Major CSA Draft Papers (2) Week 4 Quiz Participation in Hybrid Sessions - In-Person & Collaborate discussions
Construct written work which is logically and professionally presented. Verbally communicate ideas in a succinct and clear manner.	PLO 3: Business communication	Individual presentation- written & verbal in Hybrid &Collaborate sessions. Major CSA Report Major CSA Draft Papers (2) Participation in Hybrid Sessions - In-Person & Collaborate discussions
Work collaboratively to complete nominated tasks - case analysis and solutions development.	PLO 4: Teamwork	Participation in Hybrid Sessions - In-Person & Collaborate - collaborative solutions development each week.
Leadership development - working collaboratively and leading discussions on solutions development and resolution for weekly and major Case work reviews.	PLO 7: Leadership development	Participation in Hybrid Sessions - In-Person & Collaborate - collaborative solutions development each week.

2. Staff Contact Details

Position	Title	Name	Email	Location	Phone	Consultation Times
Lecturer-in-charge	Mr	Peter Donnan		–	–	By Appointment - Email to Book

Email is the best way to arrange consultation - peter.donnan@unsw.edu.au

3. Learning and Teaching Activities

Use of your Webcam and Digital Devices: If you enrol in an online class, or the online stream of a hybrid class, teaching and associated activities will be conducted using Teams, Zoom, or similar a technology. Using a webcam is optional, but highly encouraged, as this will facilitate interaction with your peers and instructors. If you are worried about your personal space being observed during a class, we encourage you to blur your background or make use of a virtual background. Please contact the Lecturer-in-Charge if you have any questions or concerns.

Some courses may involve undertaking online exams for which your own computer or digital devices will be required. Monitoring of online examinations will be conducted directly by University staff and is bound by the University's privacy and security requirements. Any data collected will be handled accordance with UNSW policies and standards for data governance. For more information on how the University manages personal information please refer to the UNSW Student Privacy Statement and the UNSW Privacy Policy.

Approach to Learning and Teaching in the Course

This course is taught as an applied, graduate level strategy activity. It is taught as a means for you to develop on embedded or already embedded critical thinking and application skills that your degree has already imbued you with. Consequently, the primary approach to teaching is one of independent learning alongside academic rigor and application. Its separate teaching parts (lecture and seminar) along with its assessment tasks specifically orient you to draw on your personal or work experiences and to then align these with the lessons learned. For instance, rather than simply encourage you to read articles or case studies and then to discuss these broadly, you will need to leverage the CASE Methodology to develop your application and thinking. We do this by developing your critical insights so that you can problem solve, argue solutions, and convince colleagues or combatants. In this regard, the separate parts of the course are meant to give you solid, transportable analytical skills that will stay with you for the duration of your career.

The course is therefore taught (1) with an expectation that you are open to learning, (2) that you are willing to be challenged, and (3) that you are enthusiastic about participating. In order to benefit from the course as fully as possible, you will need to embrace an understanding of these three items. The best way to prepare for this approach is to

- Participate in Collaborate discussion in Lectures and Seminars, check the Lecture Powerpoint slides before the lecture; and read the Seminar Cases/Articles before the Seminar

- Be involved in Collaborate sessions – challenge, argue, agree, contribute & discuss

- Read and think about items outside of core class materials i.e. relevant business events and patterns outside of the textbook

- Be willing to challenge your preconceived beliefs - this will help to facilitate your analytical and applied development.

Learning Activities and Teaching Strategies

This course will be run as a Hybrid Course - both In-Person (face-to-face) (Lecture and one Seminar) and Synchronous OnLine sessions (Lecture and three Seminars). As indicated above, learning in the course occurs across two platforms – a lecture and a seminar. The two are integrated - the lecture provides an intellectual and academic foundation, while the seminar is the place for application and applied, critical thinking, as you integrate lecture content. That is where your innovative thinking will need to be displayed and developed. At times, you may wonder what the overlap is, yet the connection is embedded rather than explicit. On a week to week basis, each learning activity will direct you in this regard e.g., lecture content in weeks 2, 3, and 4 play a central role in your ability to provide depth to the way you construct a developed case application in week 5 and 6.

In the current environment, this Hybrid delivery will cover both the Lecture and the Seminar, both are on Synchronous Collaborate (requiring students to log into Collaborate) and you will expected to actively participate in both. The Weekly Lecture is a Hybrid - In-Person and interactive virtual presentation on Collaborate - Synchronous 5.00 - 7.00pm each Wednesday. One Seminar will be run as an In-Person Seminar 7.00 - 9.00pm each Wednesday. The other Seminars will interactive virtual presentations on Collaborate each Friday - 11am - 1pm OR 2 - 4pm OR 2.00 - 4 - 6.00pm each.

All times are Sydney time.

Your participation in both is critical. Your active participation and engagement in the Seminars are the key determinants of your Participation mark. There will be a Announcement posted on Moodle each Sunday night advising you of the start and finish of the week and the critical sessions and outputs required in the following week. These emails will commence in O Week.

The Lecture for each week will be supported by Powerpoint slides which will be loaded onto Moodle on the Monday prior to the Lecture (each Wednesday); an Announcement will be posted to confirm that the slides have been posted.

The C.A.S.E. methodology is a critical component of this Course. It will be explained during Week 1 and reinforced in subsequent weeks. You will need to understand this to participate in the Seminars and to complete your major Case Study Analysis assessment. This is detailed in the Course Schedule later in the document.

The Course has been structured to maximise learning through participation and the application of key concepts to business problems, despite the restrictions under which we are working.

4. Assessment

Formal Requirements

In order to pass this course, you must:

achieve a composite mark of at least 50 out of 100;
meet any additional requirements described in the Assessment Summary section.

You are expected to attempt all assessment requirements in the course.

Assessment Structure

Assessment Task	Weighting	Length	Due Date
Week 4 Quiz	20%	Online MC Exam delivered on Moodle.	3 pm (Sydney Time) Tuesday 28 June.
Major Case Study Analysis - Two (2) Draft Papers A - Draft of Challenge & Alternatives - 2 pages max. Due end of Week 6. - 15% B - Draft of Solution & Execution - 2 pages max. Due end of Week 8. - 15%	30%	A - Maximum Two (2) pages - 700 words +10% Max. B - Maximum Two (2) pages - 700 words +10% Max.	A - Draft of Challenge & Alternatives - due end of Week 6, 3 pm (Sydney Time)Friday 8 July. B -Draft of Challenge & Alternatives - due end of Week 8, 3 pm (Sydney Time) Friday 22 July.
Major Case Study Analysis - Individual Written Report: a Case Study Analysis (CSA) - nominated HBS Case	35%	Maximum Four (4) pages - 1,400 words +10% Max.	Week 10 -3 pm (Sydney Time) Friday 5 August.
Individual Participation and Contribution in Class Discussions - Synchronous Lectures and Seminars	15%	Individual participation in discussions during Lectures and Seminars.	Lectures and Seminars each week. The lecture is a Hybrid delivered In-Person and a synchronous session, delivered On-Line via Collaborate. The Wednesday Seminar is an In-Person seminar. The Friday Seminars are a synchronous sessions, delivered On-Line via Collaborate.

Assessment Summary

To assist you in understanding what academic integrity means, and how to ensure that you do comply with the UNSW Student Code, it is strongly recommended that you complete the Working with Academic Integrity module before submitting your first assessment task. It is a free, online self-paced Moodle module that should take about one hour to complete.

As a student at UNSW you are expected to display academic integrity in your work and interactions. Where a student breaches the UNSW Student Code with respect to academic integrity, the University may take disciplinary action under the Student Misconduct Procedure. To assist you in understanding what academic integrity means, and how to ensure that you do comply with the UNSW Student Code, it is strongly recommended that you complete the Working with Academic Integrity module before submitting your first assessment task. It is a free, online self-paced Moodle module that should take about one hour to complete.

In order to pass this course, you must:

achieve a composite mark of at least 50;and
make a satisfactory attempt at all assessment tasks, including in class participation.

EXAMINATION COMPONENTS

1 - Week 4 Quiz

A Multiple Choice Exam delivered on Moodle encompassing Lectures and Reading material from Weeks 1 - 4 inclusive. It will be of 15 minutes duration. This is worth 20% of your total mark.

2 - Major CASE Study Analysis - Two (2) Drafts

Two (2) Draft documents for the major CASE assessment.

A - A Draft of the nominated case which covers the Challenge and Alternatives section of a CASE analysis. This will be due at the end of Week 6 - Friday 8 July. This is worth 10% of your total mark.

B - A Draft of the nominated case which covers the Solution and Execution sections of a CASE analysis. This will be due at the end of Week 8 - Friday 22 July. This is worth 10% of your total mark.

3 - Major Case Study Analysis - Individual Written Case Study Analysis (CSA)

A written report utilising C.A.S.E. Methodology to analyse a nominated HBS case and provide Recommendations and Implementation Plan. A maximum of four (4) pages - 1,400 words, plus Appendices . Due in Week 10 - Midnight Friday 5 August. This is worth 35% of your total mark.

4 - Individual Participation and Contribution in Lecture Reviews and Seminars/Tutorials.

Preparation for, and active participation in, your seminars is a key component of the learning of this subject. The Lecture each week will include an interactive component which will allow students to ask questions on lecture material (published on Saturday evening prior) and the Lecturer to emphasise key elements of the Lecture and/or readings for that week. Seminars will include a summary of nominated cases - via Synchronous discussion and debate (Collaborate) with students making CASE contributions.

You will be assessed on your Individual participation in discussion of Readings and Cases in both the Lectures and Seminars. This will be ongoing throughout the Term for Week 1 - 10 inclusive.

Your participation will be assessed as follows:

1. Excellent Participation: comments that challenge constructively the direction of the discussion and reorient it in a productive way.

2. Good Participation: comments that clarify complex issues, synthesise material, and move the discussion forward in a noticeable way.

3. Modest Participation: comments that are marginal but help flesh out a given part of the discussion or analysis.

4. Poor Participation: few comments or interactions and little contribution made to discussion or analysis.

A rubric addressing Online dialogue and discussion will be published on Moodle prior to Week 1. This is worth 25% of your total mark.

Assignment Submission Procedure

The Major Case Study Analysis - Individual Written Report and Drafts, to be submitted via Turnitin.

Seminar/Tutorial participation will include assessment of contributions in the Virtual Seminars/Tutorials.

Assessment Feedback

Feedback on student performance from formative and summative assessment tasks will be provided to students in a timely manner. Assessment tasks completed within the teaching period of a course, other than a final assessment, will be assessed and students provided with feedback, with or without a provisional result, within 10 working days of submission, under normal circumstances. Feedback on continuous assessment tasks (e.g. laboratory and studio-based, workplace-based, weekly quizzes) will be provided prior to the midpoint of the course.

Special Consideration

You can apply for special consideration when illness or other circumstances beyond your control interfere with your performance in a specific assessment task or tasks, including online exams. Students studying remotely who have exams scheduled between 10pm and 7am local time, are also able to apply for special consideration to sit a supplementary exam at a time outside of these hours.

Special consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable. To apply, and for further information, see Special Consideration on the UNSW Current Students page.

Special consideration applications will be assessed centrally by the Case Review Team, who will update the online application with the outcome and add any relevant comments. The change to the status of the application immediately sends an email to the student and to the assessor with the outcome of the application.

Please note the following:

Applications can only be made through Online Services in myUNSW. Applications will not be accepted by teaching staff. The lecturer-in-charge/course coordinator will be automatically notified when your application is processed.
Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession.
If you experience illness or misadventure in the lead up to an exam or assessment, you must submit an application for special consideration, either prior to the examination taking place, or prior to the assessment submission deadline, except where illness or misadventure prevent you from doing so.
If your circumstances stop you from applying before your exam or assessment due date, you must apply within 3 working days of the assessment or the period covered by your supporting documentation.
Under the UNSW Fit To Sit/Submit rule, if you sit the exam/submit an assignment, you are declaring yourself well enough to do so and are cannot subsequently apply for special consideration.
If you become unwell on the day of – or during – an exam, you must stop working on your exam, advise your course coordinator or tutor and provide a medical certificate dated within 24 hours of the exam, with your special consideration application. For online exams, you must contact your course coordinator or tutor immediately via email, Moodle or chat and advise them you are unwell and submit screenshots of your conversation along with your medical certificate and application.
Special consideration requests do not allow the awarding of additional marks to students.

Further information on Business School policy and procedure can be found under “Special Consideration” on the Policies and Support page.

Late Submission Penalties

Late submission will incur a penalty of 5% per day or part thereof (including weekends) from the due date and time. An assessment will not be accepted after 5 days (120 hours) of the original deadline unless special consideration has been approved. An assignment is considered late if the requested format, such as hard copy or electronic copy, has not been submitted on time or where the ‘wrong’ assignment has been submitted.

For assessments which account for 10% or less of the overall course grade, and where answers are immediately discussed or debriefed, the LIC may stipulate a different penalty. Details of such late penalties will be available on the course Moodle page.

Late submissions are possible but will be marked as such and will be subject to late penalties of 5% of the assessment weighting for each day late. If for any reason you are unable to submit a late submission form via Turnitin, contact the Lecturer in Charge.

Protocol for Viewing Final Exam Scripts

UNSW students have the right to view their final exam scripts, subject to a small number of very specific exemptions. The UNSW Business School has set a protocol under which students may view their final exam script. Individual schools within the Faculty may also set up a local process for viewing final exam scripts, so it is important that you check with your School. Further school-specific information may be included below.

Quality Assurance

The Business School is actively monitoring student learning and quality of the student experience in all its programs. A random selection of completed assessment tasks may be used for quality assurance, such as to determine the extent to which program learning goals are being achieved. The information is required for accreditation purposes, and aggregated findings will be used to inform changes aimed at improving the quality of Business School programs. All material used for such processes will be treated as confidential.

5. Course Resources

Textbook:

Thompson, A. A., Peteraf, M.A., Gamble, J.E., & Strickland, A. J. Crafting and Executing Strategy: The Quest for Competitive Advantage Concepts and Cases - 23nd Edition, International Student Edition , Boston: McGraw-Hill Irwin.

This is available via the UNSW Bookshop either as an eBook or in hard copy. The ebook reference is: https://unswbookshop.vitalsource.com/products/-v9781260569728 (TBC)

Hard copy is https://www.bookshop.unsw.edu.au/details.cgi?ITEMNO=97812605657444 (TBC)

Note: a copy of the textbook is required as it contains core elements of the Course and cases that will used for assessment purposes.

Additional weekly readings will be provided in Moodle. The website for this course is on Moodle at: http:// moodle.telt.unsw.edu.au Note on Additional Readings and Lecture Material: From week to week there will be additional readings posted on Moodle and discussed in lectures. Often these additional readings are ‘of interest’ and while they are not compulsory to read you would benefit from doing so. In other weeks, you will be required to read those additional materials. You will be informed when this is the case. A longer list of Additional Reference Materials will be published on Moodle at the start of the Term.

6. Course Evaluation & Development

Feedback is regularly sought from students and continual improvements are made based on this feedback. At the end of this course, you will be asked to complete the myExperience survey, which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality.

Feedback is regularly sought from students and continual improvements are made based on this feedback.

At the end of this course, you will be asked to complete the myExperience survey , which provides a key source of student evaluative feedback. Your input into this quality enhancement process is extremely valuable in assisting us to meet the needs of our students and provide an effective and enriching learning experience. The results of all surveys are carefully considered and do lead to action towards enhancing educational quality. Each year, we seek feedback from students and other stakeholders about the courses we offer. In MGMT5800 we evaluate and use your course-level feedback, both quantitative and qualitative, to guide our continuing monitoring and redesigning of the course. Change is not automatically linked to any one piece of feedback as our teaching team reflects on a range of feedback sources over time, including our evaluations of assessment performance. This continual improvement process can affect one or more particular areas of the course, whether this has to do with structure, content, resources, delivery or assessment.

Thus, the MGMT5800 course you are doing this Term reflects changes we have made in responses to feedback from previous student cohorts and our constant monitoring of the performance of students in negotiation simulations and assessment items. The UNSW myExperience Process is one of the ways in which we gather student evaluative feedback. As in this case, we communicate significant changes within the course to subsequent cohorts of students.

Feedback from previous students indicated that the course should be practical and hands on, and that it should have more individual-based assessment. As a result of this feedback, the structure of the course was changed in 2016, 2017, 2018, 2019, 2020 and this Term to reflect these suggestions.

7. Course Schedule

Note: for more information on the UNSW academic calendar and key dates including study period, exam, supplementary exam and result release, please visit: https://student.unsw.edu.au/new-calendar-dates

Week	Activity	Topic	Assessment/Other
O Week : May 23	Moodle Announcemnet	Set Up for Week 1 task - Lecture and Seminar	–
O Week : May 23	Lecture Posting	Week 1 Lecture Slides Posted on Moodle.	–
Week 1 : May 30	Lecture	Strategy and Why is it Important? Lecture Reading Required Thompson et al, Chapter 1 Harvard Business Review – “The Secrets to Successful Strategy Execution” (on Moodle) Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture notes Posted 30 May	–
Week 1 : May 30	Seminar	Seminar Requirements Read: A Guide to Case Analysis (published on Moodle) Review of CASE Analysis as published on Moodle. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation in Hybrid Sessions - In-Person & Collaborate discussions NOTE: you only attend One (1) Seminar and you are in the same Seminar for the whole term - based on your enrolment.
Week 2 : June 6	Lecture	Establishing Company Direction - Lecture Reading Required Thompson et al, Chapters 2 & 3; Porter “What is Strategy” (published on Moodle) Lecture notes published Monday 6 June Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm.	–
Week 2 : June 6	Seminar	These are an Online, synchronous Seminars on Collaborate. Personal IntroVideos min 60 sec, max 90 sec - delivered live during the Seminar Review Textbook or HBS case as published on Moodle. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm	Prepare and deliver Individual Personal Introduction Videos - min 60 sec, max 90 sec - - Not Assessed.
Week 3 : June 13	Lecture Review	Evaluating Company Resources and Competitive Position Lecture Reading Required Thompson et al., Chapters 4 & 5 Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture notes published Monday 13 June	–
Week 3 : June 13	Seminar	Review Textbook or HBS Case as published on Moodle. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation in Hybrid Sessions - In-Person & Collaborate discussions. Participation and comments will be assessed.
Week 4 : June 20	Lecture	Mastering Marketing Principles Lecture Reading Required Silberger, 2012. The Ten Day MBA: Chapter 1: Marketing (published on Moodle) Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture notes published Monday 20 June	Week 4 Quiz - Self administered and scored on Moodle, 48 hours to complete. Due 3pm (Sydney Time) Friday 24 June.
Week 4 : June 20	Seminar	Review Textbook or HBS Case as published on Moodle. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation and comments will be assessed.
Week 5 : June 27	Lecture	Strengthening a Company’s Competitive Position Competing in International Markets Lecture Reading Required Thompson et al., Chapters 6 & 7 Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture notes published Monday 27 June	–
Week 5 : June 27	Seminar	Review Textbook or HBS Case as published on Moodle. Case for major CSA announced. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation and comments will be assessed.
Week 6 : July 4	Lecture	Nil Flexibility Week	Draft A of CSA due (Challenge & Alternatives) - 3pm (Sydney Time) Friday 8 July.
Week 6 : July 4	Seminar	Nil Flexibility Week	Draft A of CSA due (Challenge & Alternatives) - 3pm (Sydney Time) Friday 8 July.
Week 7: July 11	Lecture	Diversification: Strategies for Managing a Group of Businesses Ethics, Corporate Social Responsibility, and the Role of Strategy Lecture Reading Required Thompson et al., Chapters 8 & 9 Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture published Monday 11 July	–
Week 7: July 11	Seminar	Review Textbook or HBS Case as published on Moodle. Major Case Study Analysis Draft A - Feedback and discussion of case for major CSA. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation and comments will be assessed.
Week 8 : July 18	Lecture Review	Blue Ocean Strategy - powerpoint & Readings published on Moodle. Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture published Monday 18 July	Draft B of CSA due (Solution & Execution) -3 pm (Sydney Time) Friday 22 July.
Week 8 : July 18	Seminar	New Product Development and Forms of Innovation, published on Moodle. Review Textbook or HBS Case published on Moodle. Consider major CSA Case. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation and comments will be assessed. Draft B of CSA due (Solution & Execution) - 3pm (Sydney Time) Friday 22 July. .
Week 9 : July 25	Lecture	Strategy Execution: Building Capability Corporate Culture and Leadership Lecture Reading Required Thompson et al., Chapters 10 & 12 Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm Lecture notes published Monday 25 July	–
Week 9 : July 25	Seminar	Major Case Study Analysis - Feedback on Draft B and consideration of major Case. Either Wednesday 7.00 - 9.00pm. This is an In-Person Seminar. OR Friday - 11.00 am - 1.00pm OR Friday 2.00 - 4.00pm OR Friday 4.00 - 6.00pm These are an Online, synchronous Seminars on Collaborate.	Participation and comments will be assessed.
Week 10: August 1	Lecture	Strategy Execution – How great management works. Actions that promote Good Strategy Execution – Managing Internal Operations Thompson et al., Chapter 11 Lecture - 5.00 - 7.00pm - Wednesday Hybrid - InPerson and On Collaborate - this is a synchronous activity, students can log in to Collaborate from 5.00pm. Lecture notes published Monday 1 August	Major Case Study Analysis - Individual Written Report - due 3pm (Sydney Time) Friday 5 August.
Week 10: August 1	Seminar	Disruptive Innovation - Uber as an example - readings posted on MoodleThis is an Online, synchronous Seminar on Collaborate, students can log on from: · 7.00pm on Wednesday OR · 2.00pm on Thursday. Based on your enrolment	Participation and comments will be assessed. Major Case Study Analysis - Individual Written Report - due 3pm (Sydney Time) Midnight Friday 5 August.

8. Policies and Support

Information about UNSW Business School program learning outcomes, academic integrity, student responsibilities and student support services. For information regarding special consideration, supplementary exams and viewing final exam scripts, please go to the key policies and support page.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs. For PG Research PLOs, including Master of Pre-Doctoral Business Studies, please refer to the UNSW HDR Learning Outcomes

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate Capabilities	Business School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 7: Leadership development
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 6: Global and cultural competence PLO 7: Leadership development
Professionals capable of ethical, self-directed practice and independent lifelong learning	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 5: Responsible business practice
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 5: Responsible business practice PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility. The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Services team.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
Paying another person to perform an academic task and passing it off as your own
Stealing or acquiring another person’s academic work and copying it
Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance and Engagement

Your regular attendance and active engagement in all scheduled classes and online learning activities is expected in this course. Failure to attend / engage in assessment tasks that are integrated into learning activities (e.g. class discussion, presentations) will be reflected in the marks for these assessable activities. The Business School may refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g. tutorials, flipped classroom sessions, seminars, labs, etc.). If you are not able to regularly attend classes, you should consult the relevant Course Authority.

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School Learning Support Tools
Business School provides support a wide range of free resources and services to help students in-class and out-of-class, as well as online. These include:

Academic Communication Essentials – A range of academic communication workshops, modules and resources to assist you in developing your academic communication skills.
Learning consultations – Meet learning consultants who have expertise in business studies, literacy, numeracy and statistics, writing, referencing, and researching at university level.
PASS classes – Study sessions facilitated by students who have previously and successfully completed the course.
Educational Resource Access Scheme – To support the inclusion and success of students from equity groups enrolled at UNSW Sydney in first year undergraduate Business programs.

The Nucleus - Business School Student Services team
The Nucleus Student Services team provides advice and direction on all aspects of enrolment and graduation. Level 2, Main Library, Kensington 02 8936 7005 / https://nucleus.unsw.edu.au/en/contact-us

Business School Equity, Diversity and Inclusion
The Business School Equity, Diversity and Inclusion Committee strives to ensure that every student is empowered to have equal access to education. The Business School provides a vibrant, safe, and equitable environment for education, research, and engagement that embraces diversity and treats all people with dignity and respect. BUSEDI@unsw.edu.au

UNSW Academic Skills
Resources and support – including workshops, individual consultations and a range of online resources – to help you develop and refine your academic skills. See their website for details.
academicskills@unsw.edu.au

Student Support Advisors
Student Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

International Student Support
The International Student Experience Unit (ISEU) is the first point of contact for international students. ISEU staff are always here to help with personalised advice and information about all aspects of university life and life in Australia.
Advisors can support you with your student visa, health and wellbeing, making friends, accommodation and academic performance.
International.student@unsw.edu.au
02 9385 4734

Equitable Learning Services
Equitable Learning Services (formerly Disability Support Services) is a free and confidential service that provides practical support to ensure that your health condition doesn't adversely affect your studies. Register with the service to receive educational adjustments.
Ground Floor, John Goodsell Building.
els@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9065 9444

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

Support for Studying Online

The Business School and UNSW provide a wide range of tools, support and advice to help students achieve their online learning goals.

The UNSW Guide to Online Study page provides guidance for students on how to make the most of online study.

We recognise that completing quizzes and exams online can be challenging for a number of reasons, including the possibility of technical glitches or lack of reliable internet. We recommend you review the Online Exam Preparation Checklist of things to prepare when sitting an online exam.

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Accreditation

MGMT5800 Technology, Management and Innovation - 2022

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1. Course Details

Summary of Course

Teaching Times and Locations

Course Policies & Support

Course Aims and Relationship to Other Courses

Student Learning Outcomes

2. Staff Contact Details

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning Activities and Teaching Strategies

4. Assessment

Formal Requirements

Assessment Structure

Assessment Summary

Assignment Submission Procedure

Assessment Feedback

Special Consideration

Protocol for Viewing Final Exam Scripts

Quality Assurance

5. Course Resources

6. Course Evaluation & Development

7. Course Schedule

8. Policies and Support

UNSW Graduate Capabilities

Plagiarism

Cheating

Workload

Attendance and Engagement

General Conduct and Behaviour

Health and Safety

Keeping Informed

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