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Enterprise and Innovation

  • Module code: BS7710
  • Year: 2018/9
  • Level: 7
  • Credits: 15
  • Pre-requisites: None
  • Co-requisites: None


Students learn the necessary skills to build and scale a successful business. This includes how to develop ideas, build prototypes, and understand what customers truly want. The focus of the teaching and student experience is around hands-on learning and entrepreneurial activity. Students are given the opportunity to attend guest lectures with practicing entrepreneurs and intrepreneurs to gain practical understanding towards making innovation happen. Support will be given through the Kingston University flexible office space for entrepreneurial start-ups, drop in advice, training and challenges.

Assessment is through coursework, presentations, business prototypes and completion of the entrepreneurial process.


The aims of this module are:

  • to enable the entrepreneurial manager to transform opportunities that make a difference to the world. Either by the creation of a new venture start-up or to transform opportunities into innovative product development within an existing enterprise.
  • to enable the entrepreneurial manager to understand and balance risks of challenging innovative ideas while creating a process for making business choices with resource constraints.
  • to provide the hands-on experience of creating a venture. Building and validating the minimum viable product with the emphasis on validating plans.

Learning outcomes

On successful completion of the module, students will be able to:

  • Demonstrate a detailed understanding of the issues and problems surrounding innovation management.
  • Critically evaluate skills and knowledge needed for successful innovation activities and practices in organisations.
  • Analyse, integrate and adapt innovation management learning into an organisational context
  • Operate in fast changing environments and cope with uncertainty and complexity.

Curriculum content

  • Models of Analysis: tools and their limitations e.g., Effectuation (Effectual) entrepreneurship, lean start-up approach, business model design, business model environment tests, pitching, value chain analysis, product life cycle management and dynamic capabilities
  • International Context: knowledge and skills development, national innovation systems knowledge creation and exploitation; the role small enterprises plays in a specific economy, and the identification of specific national barriers to international enterprise creation
  • Organisational Context: corporate governance, culture, business ethics, ethical models, stakeholder mapping
  • Entrepreneurial task and process: opportunity recognition; networking; decision-making; resource-leveraging, maintaining entrepreneurial capability during firm growth
  • Product Lifecycle Model: creation and management to reduce waste and drive growth in an innovative environment

Teaching and learning strategy

Teaching will take the form of lectures, interactive workshops, case studies, on-line materials and seminars. Specific workshop exercises such as rapid prototyping using lean entrepreneurship and pitching will form part of the assessment.

The module coursework is intended to give students an opportunity to develop a start-up, and most of the teaching is collaborative, experiential and driven by ‘build measure learn' cycles where students take action, analyse and reflect on the effects caused by that action, and decide on the next action to take.

Breakdown of Teaching and Learning Hours

Definitive UNISTATS Category Indicative Description Hours
Full-Time 40 Executive & Russia 32 Lectures, guest speakers, tutorials, workshops and seminars where students will have the opportunity for greater interactions and participation via in-depth discussion with tutors and mentors. Full-Time 40 Executive & Russia 32
Guided independent study Independent study will include preparation for scheduled sessions, follow-up work, wider reading or practice, completion of assessment tasks and revision. Independent study will be guided through Canvas Full-Time 110 Executive & Russia 118
Total hours Full-Time 150 Executive & Russia150
Total (number of credits x 10) 150

Assessment strategy

Every session will provide ample opportunities for practice and formative feedback. The students will analyse case studies and business-related problems individually, and will receive feedback from both their peers, mentors and the academic(s) delivering the sessions. Summative assessment in the module will be a combination of the presentation of the business plan, the completion of a business opportunity in a viable written format including the field, research-based, investigations of the desirability, feasibility, and viability of a business opportunity. This will run throughout the module and will be submitted at the end of the semester.

Mapping of Learning Outcomes to Assessment Strategy (Indicative)

Learning Outcome Assessment Strategy
1) Demonstrate a detailed understanding of the issues and problems surrounding innovation management Individual report
2) Critically evaluate skills and knowledge needed for successful innovation activities and practices in organisations Presentation Start-up processes
) Analyse, integrate and adapt innovation management learning into an organisational context Individual report
4) Operate in fast changing environments and cope with uncertainty and complexity Individual report Presentation Start-up processes

Elements of Assessment

Description of Assessment Definitive UNISTATS Categories Percentage
Presentation Practical Exam Practical Exam 20%
Individual Report Coursework 2 60%
Completion of start-up processes Coursework 3 20%
Total 100%
Total (to equal 100%) 100%

Achieving a pass

It IS NOT a requirement that any element of assessment is passed separately in order to achieve an overall pass for the module.

Bibliography core texts

Read,S., Saravathy, S., Dew, N. and Wiltbank, R. (2017) Effectual Entrepreneurship

Burns, P. (2011) (4th ed) 'Entrepreneurship and Small Business: Start Up, Growth and Maturity, Basingstoke, Palgrave or 4th ed. (2016)

Dorf, R. C., & Byers, T. H. (2011). MP: Technology Ventures: From Idea to Enterprise. McGraw-Hill.

Bibliography recommended reading

Osterwalder, A., Pigneur Y. (latest edition) Business Model Generation. John Wiley & Sons, Hoboken.

Stutely, R. (latest edition) The Definitive Business Plan: The Fast-track to Intelligent Business Planning for Executives and Entrepreneurs (Financial Times Series), Financial Times/ Prentice Hall

Bessant, J. and Tidd, J. (latest edition) Innovation and Entrepreneurship, John Wiley & Sons, Chichester

Stickdorn, M. and Schneider, J. (latest edition) This is Service Design Thinking. BIS, Amsterdam.

Stokes, D., Wilson, N. (latest edition) Small Business Management & Entrepreneurship (6th ed.). Cengage, Hampshire.

Barringer, B., Ireland, R. (latest edition) Entrepreneurship: Successfully launching new ventures, Pearson education inc, New Jersey.

Supplementary Reading:

Entrepreneurship: Theory and Practice;

International Small Business Journal;

Journal of Business Venturing;

Strategic Management Journal;

Small Business Economics

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