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Innovation & Firm Competitiveness - MAN00016H

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  • Department: The York Management School
  • Credit value: 20 credits
  • Credit level: H
  • Academic year of delivery: 2024-25

Module will run

Occurrence Teaching period
A Semester 1 2024-25

Module aims

This module will explore the relationship between strategy-making and innovation management. It will consider different approaches to managing innovation in complex international environments and assess options and challenges that are posed by strategy-making in those different contexts. By the end of this module students will have a greater knowledge and understanding of strategy and innovation management and will be able to consider both the long-term and the large-scale implications of future business decisions and actions in different competitive environments. The module will develop an understanding of the firm as a dynamic organism within which competencies and capabilities are geared towards innovation. To this aim, the module may cover, among others, strategic issues attached to the disruptive effects of innovation both at product level (e.g., implications for the design and development of new products or processes) and firm level (e.g., business model, investment in technologies, inter-organisational relationships). Finally, some sessions will delve into examining and discussing how digital technologies are shaping firms’ innovative growth and competitive position within the relevant industry settings.

Module learning outcomes

  • Students will be able to:

    Engage critically with different paradigms in strategy formation, strategy implementation, and innovation management.

    Understand a broad representation of differing and often conflicting perspectives and theories, reflecting the richness of current debates among academics and practitioners in the fields of innovation management and strategic management.

    Explore and analyse how the political, legal, economic, and social dimensions of management and technology policies interact with the dynamics of technological change.

    Demonstrate an ability to define strategic issues, to critically reflect on existing theories, to creatively combine or develop conceptual models where necessary or employ existing theories in different contexts as applicable.

Module content

  • Innovation-driven strategic renewal

  • The role of dominant design in setting a strategy

  • Technological innovation: a focus on products and processes

  • Non-technological innovation: a focus on services

  • Conceiving and implementing a platform strategy

  • Platforms and ecosystems: a digital transformation

  • Innovation: what can go wrong?

Indicative assessment

Task % of module mark
Essay/coursework 100

Special assessment rules

None

Indicative reassessment

Task % of module mark
Essay/coursework 100

Module feedback

Feedback will be given in accordance with the University Policy on feedback in the Guide to Assessment as well as in line with the School policy.

Indicative reading

Tidd, J., Bessant, J.R, (2020) Managing Innovation: Integrating Technological, Market and Organizational Change, 7th Edition, Chichester: Wiley Publishing (previous editions, including those co-edited with Pavitt K. are also accepted, provided that the content is compatible)


The information on this page is indicative of the module that is currently on offer. The University constantly explores ways to enhance and improve its degree programmes and therefore reserves the right to make variations to the content and method of delivery of modules, and to discontinue modules, if such action is reasonably considered to be necessary. In some instances it may be appropriate for the University to notify and consult with affected students about module changes in accordance with the University's policy on the Approval of Modifications to Existing Taught Programmes of Study.