Department of Strategic Management and MarketingLeicester Business.docx

Department of Strategic Management and MarketingLeicester
Business SchoolDe Montfort UniversityMODULE
GUIDEAcademic Session 2016 - 17CORP 5042CREATIVE
ACTION IN INTERNATIONAL
ORGANISATIONSPrepared by Peter McHardy
KEY CONTACT POINTS
Room Phone E-mail
Module Leader
Peter McHardy HU5.87 8168
[email protected]
Group Details
Project Network name:
_____________________________________________________
_
Network Members
Contact Details

Contact points and surgery hours
Surgery hours for the course team will be posted once the
semester commences. Surgery hours are not a supplement to
lectures. Their purpose is to serve to provide clarification and
assistance on issues specific to your progression on the module.
You should already be familiar with the University’s guidelines
on Extenuating Circumstances. Specific information and
paperwork is available from the School Offices and Student
Advice Centres throughout the University.
If you are unable to attend lectures or tutorials, or submit
coursework you should inform the module leader as soon as
possible. Only the module leader can approve ‘extensions’ to
coursework submission.
CONTENTS
KEY CONTACT POINTS2
Introduction4
Module Learning Outcomes4
Teaching Methods and Learning Strategies5
Assessment Regulations5
Re-assessment Regulations6
Module Resources6
Lecture Schedule8
Overall Module Assessment Information11
ASSESSMENT 1 - BRIEF12

ASSESSMENT 2 – BRIEF14
TASK Part 115
Student Roles within Networks16
TASK Part 220
The Harvard system27
Introduction
Welcome to Creative Action in International Organisations, a
core module on MSc International Business and
Entrepreneurship programme and an elective module on other
relevant programmes. The module explores and contrasts the
meaning and nature of creativity in entrepreneurial and
intrapreneurial organisations through the examination of
relevant theories, concepts and models. The roles and
capabilities of creative leaders and managers are further
explored.
The practices and processes of creative action in organisations
are compared across different international contexts. The key
factors inhibiting and enhancing entrepreneurial practices and
behaviours are studied and examined in the field. Practical
solutions for improving individual and organisational
entrepreneurial and creative practices and processes and
mechanisms for their implementation are identified. Finally,
the entrepreneurial manager or leader as reflective practitioner
is explored and related to modes of entrepreneurial learning.
The underpinning theme throughout this module is that
individuals aspiring to become or already engaged in the
management of organisations are likely to be required to
understand and adopt entrepreneurial practices and solutions to
the problems and challenges that they face in today’s
competitive and dynamic environment. To survive and succeed
organisations also need to demonstrate and enact
entrepreneurial behaviours and climates that foster rather than

inhibit individual enterprise and leadership qualities.
Understanding the way that organisations in different contexts
are or become entrepreneurial, and what this means for the
management and leadership of the organisation is therefore
likely to be of significant value.
Module Learning Outcomes
The module specifically aims to:
Investigate the range of theories and models that explore and
explain entrepreneurial organisations.
Develop an understanding of the varied and changing roles of
leaders and managers in the creation and development of
entrepreneurial organisations.
Compare and contrast the practices of entrepreneurial and
intrapreneurial organisations across different contexts.
Understand the nature of, and influences on, entrepreneurial
capacity creation and development within organisations and
across different contexts.
The module balances the need for understanding relevant extant
knowledge with the importance of developing skills to interpret
students’ lived experiences within their own organisational
contexts and then to plan and implement action for change. This
requires developing the students’ ability to reflect and review,
interpret and diagnose, compare and contrast, and plan and
implement strategic decisions.
Module Learning Outcomes:
Upon completion of this module, students should be able to:
Provide a critical perspective on the role and capabilities of
leaders and managers in developing entrepreneurial

organisations.
Apply tools to critically evaluate entrepreneurial organisation
contexts.
Critically diagnose and recommend actions to plan, implement
and evaluate the development of the entrepreneurial capacity
and capability of their organisation.
Teaching Methods and Learning Strategies
The module will have a taught framework of eleven x 3 hour
sessions due to the Bank Holiday falling on the Monday of
Week 31. These will be a flexible combination of formal
lectures and seminar discussions. Extensive use will be made of
presentations, group work, and case studies. In addition students
are expected to undertake additional directed reading and
research.
Lectures and tutor groups will integrate with case study
material, presentations, simulations and role-plays. Students
will work individually and in groups.
In order to successfully complete this module, you will need to:
Attend and participate in lectures, presentations and group
discussions.
Undertake extensive desk (and optionally field) research for
your group project.
Prepare and participate in presentations.
Keep up-to-date with current and evolving issues in
management through reading academic journals and quality
periodicals.
Material will typically be presented in a three-hour lecture
using various methods, e.g. activity/discussion. Emphasis will
also be given to interactive format, and case studies will be

introduced. You will be expected to supplement your knowledge
with significant additional reading and research conducted
outside the classroom.
Assessment Regulations
Normal MSc regulations apply. Each assignment will have
specific assessment criteria. However, in general terms, the
assessment criteria will emphasise the student’s ability to:
Demonstrate understanding of entrepreneurial principles
Demonstrate understanding of a range of entrepreneurial models
Analyse organisations from an entrepreneurial perspective
Understand lived experience
Grades awarded will reflect the University scheme for post-
graduate students explained in the course handbook. There is
provision for students to be referred once only in this module.
The maximum mark on referral is 50%. The assessment for this
module will be based on a combination of individual and group
work that requires a critical analysis of a case company
provided to the students. Two specific assignments will be
submitted.
Group Business Venture Proposal and a Role-play presentation
Individual Essay
Re-assessment Regulations
For all assessments that are failed, the content of the presented
subject will be reworked or extended. Should a student or group
fail a presentation, a second presentation will be unnecessary,
because reassessment will be based on documentary submission.
50% maximum mark for a group resubmission. In exceptional
circumstances and with reference to the module leader, students
of a referred group may elect to resubmit individually and be
subject to a pass mark of 50% and a maximum mark of 50%.

Module Resources
Textbooks and Reading
There are a number of suggested texts for this module. All
suggested readings will be available from the library on regular
or short-loan.
Core Text
Morris, M.H., Kuratko, D. F., and Covin, J.G. (2011) Corporate
Entrepreneurship and Innovation, 3rd International Edition,
Thomson South-Western: Mason, Ohio
Morris, M.H, Kuratko, D.F. and Hodgetts, R.M. (2007)
Entrepreneurship: Theory; Process; Practice 7th Edition
Thomson South-Western: Mason, Ohio
Essential Support Texts
Burns, P. (2014) Corporate Entrepreneurship: Innovation and
Strategy in Large Organisations,
Kuratko, D.F. and Morris, M.H. (2002) Corporate
Entrepreneurship: Entrepreneurial Development within
Organisations, Harcourt College Publishers, Fort Worth.
Sathe, V. (2003) Corporate Entrepreneurship:Top Managers
and New Business Creation Cambridge University
Press:Cambridge
Kirby, D. A. (2003) Entrepreneurship, McGraw Hill
Wickham, P. A. (1998) Strategic Entrepreneurship, Pitman
Publishing

Further Reading
Choo, C. W. (1998) The Knowing Organisation, Oxford
University Press
Pfeffer, J. and Sutton, R. I. (2000) The Knowing-Doing Gap,
Harvard Business School Press
Timmons, J. A. (1999) New Venture Creation, 5th edition,
McGraw Hill
Cannon. T. (1991) Enterprise: Creation, Development and
Growth, Butterworth Heinemann
Kuemmarle, W (2005) Case Studies in International
Entrepreneurship McGraw Hill Irwin:New York
Relevant Journals and Periodicals
Enterprise and Innovation Management Studies
Management Learning
International Journal of Entrepreneurship Theory and Practice
Journal of Business Venturing
Journal of Small Business and Enterprise Development
Leadership and Organisation Development Journal
NB Other titles will be added at regular intervals.
7
Lecture Schedule
Lecture Topic
Key concepts
Lecture 1 –
Week 18

Introduction to CORP 5042, Assessments, Ice-breakers
Definitions – problems and schools of thought. Interactive Case
Work. Klymit and Fast Signs Cases
Homework : research the industries and opportunities for new
product / service innovations
Lecture 2 –
Entrepreneurial thinking
Launch Assignment 1 - essay
Week 19
Historical beginnings; The Entrepreneurial Revolution ;
Paradigms and theories;
The entrepreneurial process; What is a creative entrepreneurial
organisation? How are they created and developed? Interactive
Case Work. What are the internal and external influences on
entrepreneurial capacity? Levels of entrepreneurship in
organisations: Entrepreneurial intensity.
Simple Buyer / Seller Negotiations - Coconuts
Launch the essay.
Homework: Read The Blue Ocean Article by Kim and
Mauborgne (2005) and Cross and Prussak (2002) from
Blackboard site
Lecture 3 –
Entrepreneurial Process
Launch Assignment 2 and 3 – group project
Week 20
Who is the corporate entrepreneur? What is an entrepreneurial
organisation?
How are they created and developed? Interactive case work.
Innovation at work. Ziba Design Case Study
Launch of Group Project:
Tutorial 1 : Get students to decide on the industry, roles within

the industry network and brainstorm innovative product /
service ideas
Homework: Research the opportunities for new value innovation
within your role and part of the industry network. Identify your
major competition, and their core activity and competencies and
customer profiles.
Lecture 4 –
Contexts for Entrepreneurship
Week 21
Value Innovation and Blue Ocean Strategy. Cirque Du Soleil
Case study
Tutorial 2: Define 16 Critical Success Factors that would allow
you to derive the Value curve for the chosen industry and value
curve for the value innovation that has been agreed by all
groups. Develop a scorpion tail!!!
Tutorial 3: Reflecting on your role in the network and new
value innovation idea create your own network of marketers,
suppliers, manufacturers, product designers. 4 different
networks for the whole module group, each person should be a
part of at least 1 network
Lecture Topic
Key concepts
Lecture 5 –
Creation and development
Week 22
Starts with a short lecture
Then practical negotiation simulation – essential for roleplay
assessment
How do factors such as organisational structures, policies and
cultures, behaviours, practices and climates impact on
entrepreneurial capacity? Edge of Chaos, Semi-structure.

Product innovation and the Corporation
Tutorial 4: Practice Project Everard Scenario in preparation for
negotiations.
Lecture 6 –
Internal environment
Week 23
The role of networking individuals and small teams in
entrepreneurship and intrapreneurship. Managing relationships
in Industry networks. Social Networks
Tutorial 5: Each industry network works on preparation for the
negotiation on the new product / service design, its features and
key characteristics that would differentiate this product /
service from the competition, its manufacturability and
viability; also developing the customer orientated marketing
campaign and product launch, as well as predicting the impact
this launch would have on the industry rivalry.
Lecture 7 –
Internal/External environment
Week 24
Assignment 1 Submission
Thursday 16th March 2017 by 1:30 pm
Please note that Assignment 1 should be submitted by 1:30pm
on Thursday this week, electronically via Blackboard.
Obstacles to corporate entrepreneurship: changing behaviours.
The role of the informal system in creativity. Knowledge and
Failure.
Tutorial 6: Negotiating a deal: having looked at your costs
associated with the launch of the new value innovation, carry
out negotiations that would allow you to reduce costs across the
network. (1.5 hours)
Lecture 8 –

Week 25
Structuring the company for entrepreneurship. Looking at the
whole supply chain from the customer end towards the suppliers
end. Identification of resources required for the Value
Innovation. Business Finance.
Tutorial 7: Preparing a Business Venture proposal
Lecture 9 –
Group project Work
Week 26
Leading Ventures
Group Work on Business Venture Proposal and Presentation
The Wedding Scenario Negotiation
Tutorial 8: All groups prepare for the final presentation where
they present the business venture proposal in the form of the
role play. Each team has to present on the role of change in
behaviour within the firm has on the chosen company and
chosen industry as well as role of networking within the supply
chain from their position in the supply chain.
Lecture 10 –
Week 27
Individual entrepreneurship and intrapreneurship. Trust
networks. Intuition and metaphor in organisations.
Interactive Casework
Contemporary issues in entrepreneurship culture and creativity.
Red / Blue Negotiation
Tutorial 9: Rehearsal of Role-play Presentations

Business Venture Proposal - Assignment 3
EASTER Break - Weeks 28, 29, 30
Lecture 11
Week 31
BANK HOLIDAY MONDAY – NO LECTURE/WORKSHOP
Lecture 12 – Assessment 2 – Role Play
Assessment of roleplays
Week 32
Monday 8th May 2017
Assignment 2 - Role-play Presentations based around the
Launch of new value innovation. Networks compete for the
customers. ( launch across the supply chain )
Week 33
No session
Week 34
No session
Week 35 Assessment 3 – BVP
To be submitted Thursday 1st June 2017 by 1:30 pm
electronically to Blackboard under Peter McHardy’s name

Submit Assignment 3 Group Business Venture Proposal (paper
version + electronic via Blackboard)
Overall Module Assessment Information
Assessment Method
Component Type
Duration/length of assessment
Assessment Weighting
Pass Mark
Outcome no. 1
Essay
Summative
Individual 2000 words
50%
50%
Learning Outcomes
no. 2,3, 4
Business Venture Proposal and Group Presentation
Summative
Part 1 - Team Business Venture Proposal 3000 words
and
Part 2 - Group Presentation in the form of a Role Play - 30
minutes

50%
50%
Assessment rationale
The assessment approach is designed to match the learning
objectives of the module. The assessment criteria emphasise the
student’s ability to:
Demonstrate understanding of Entrepreneurial / Intrapreneurial
principles
Demonstrate understanding of a range of Entrepreneurial /
Intrapreneurial models
Analyse creative organisations from an Entrepreneurial /
Intrapreneurial perspective
The two assessment methods are outlined below:
1. Submit a 2000 word individual essay which evaluates the
change of the value curve in the chosen industry caused by a
recent innovation in the industry. The argument should be
underpinned by at least three theories delivered in the module.
2. Submit a 3000 word group business venture proposal based
on a role-play corporate entrepreneurship simulation, to
demonstrate an understanding of a particular
company/organisation and apply appropriate entrepreneurial /
intrapreneurial theories as well as undertake a 30 minute
presentation of this team project (teams of 10 students) - this
provides an opportunity to demonstrate and explain the creative
process used within the context of the module.
Statement on reassessment
If a student fails, s/he will be asked to complete the following:

Element 1. Resubmit the individual essay, reworked or
extended with suggested improvements.
Element 2. Resubmit the reworked or extended business venture
proposal with suggested improvements.
The maximum grade that can be achieved in the resubmission is
50%.
ASSESSMENT 1 - BRIEFINDIVIDUAL ESSAY - 50%
THIS IS AN INDIIVDUAL ASSESSMENT. WORTH 50% OF
THE TOTAL MODULE GRADE.
Please note that you also need to submit an electronic version of
this essay via Blackboard.
Assessment task
You must choose an industry other than the one used in the
simulation for assignment 2 and evaluate the change of the
value curve caused by the recent innovation in the industry. In
order to do so, you would need to investigate the following
theoretical themes to the industry of your choice:
firstly, new value innovation and its impact on the existing
industry / ies,
secondly, the influence of innovation and entrepreneurial
intensity of firms introducing new innovative products or
services on the shape of the industry value curve using strategic
canvas framework,
and thirdly, the identification of new groups of customers, that
enable the new value innovation.
You must use new products / services examples to support these
theoretical concepts. You should base this essay on one product.
The forecasts of the new trends expected in the industry under

investigation are encouraged and potential changes to the curve
in light of your forecast need to be discussed and evaluated.
Please note that the essay is based on THEORY and supported
by EXAMPLE, and not the other way round.
Within the assignment you are expected to use appendices in a
creative way.
Assessment guidelines
Presentation:
Word count is 2000 words
Essay should be in Arial 12 point font, double spaced.
Referencing in Harvard Format
Essay should contain a reference list and sources should be
referenced appropriately within the essay text
Title page must contain name and student number
Penalties will be imposed for
Over word count – 5%
Lack of referencing in text of essay - 5%
Poor presentation, lack of accurate reference list – 5%
CORP5042 - Assignment 1 - Individual Essay Marking
Criteria
STUDENT NAME: ________________ MARKED
________________________
CONTENT : (Critical analysis, argument, knowledge and
understanding, structure and style, content, accuracy in the use
of concepts, effective use of examples, logical flow and overall

coherence of argument)
CRITERIA
YES
NO
PENALTY
Front title page
Word count of 2000 words (+/- 5%)
Submission deadline met (if not faculty penalties applied)
Presentation – 12 point, double spaced

Referencing – Harvard Format
TOTAL PENALTY
Initial mark
Less penalty
Indicative mark
Moderated mark
ASSESSMENT 2 – BRIEFBUSINESS VENTURE PROPOSAL
AND PRESENTATION 50%
THIS IS A GROUP Element of the module. IT IS WORTH 50%
OF THE TOTAL MODULE GRADE. Group Presentations will
take place in the last week of second term.
Each student will represent a particular company in the chosen

industry with the role allocated in the first tutorial from:
marketing, to product design and development, to
manufacturing, to raw materials supply to customers based in
different countries across the globe, and representing small and
large organisations.
The networking groups will consist of maximum of 10 students
each representing a company with its own specialisation. You
are expected to fully participate in the role-play simulation of
the corporate venture changing its behaviour and becoming
more entrepreneurial in the way they perceive themselves, it’s
products, markets and industry.
You as a part of the network team represent an existing
organisation in a chosen industry that aims to increase its
presence through new product / service innovation.
As a part of the role play the whole group (all the students
taking the module) would need to choose an industry that they
prefer to operate in. Taking a role in the supply chain within
this industry you need to identify yourself as an existing
company.
The purpose of the role play is to implement concepts of
corporate entrepreneurship within the chosen firm. Each firm
will be representing a part of the supply chain network and will
be responsible for implementation of the specific set of tasks
allocated to this group within the network.
The following elements of the role-play will be developed over
the period of the role-play:
Industry survey and the value curve of the industry will be
devised based on the critical success factors that have become
the state of the art in the industry.

The new revolutionary value curve will be derived based on the
changed behaviour of the firm and its new product / service
innovation entry into the industry.
The new product / service idea implementation plan will be
devised and developed across the supply network.
Negotiations between suppliers and product / service innovators
and marketers will take place to resolve the issues of the new
product / service design, its features and key characteristics that
would differentiate this product / service from the competition,
its manufacturability and viability, as well as marketing
campaign and product launch;
These then should be documented to be presented in the form of
the business venture proposal (Part 1).
The final presentation on the module will allow the students to
present the business venture proposal in the form of the role
play. Here all the teams would have to present the impact of the
change in behaviour within the firm would have on the chosen
company and chosen industry as well as role of networking
within the supply chain (Part 2). Each group will have up to 30
minutes for their part in the role-play. The presentation can take
any form, in the sense it can be a role-play, or an interactive
session that demonstrates or supports your findings and
recommendations. Creative role-plays are encouraged and
rewarded.
TASK Part 1
The Business Venture proposal of 3000 ( +/- 10%) words in the
form of report must contain the following (25% weighing of the
Module Mark):
A description of new value innovation to be introduced by the
company within the supply network.
An explanation of the Value innovation [Blue Ocean] brought

together by Network of companies
An explanation of how the market was tested to determine the
innovative opportunity and current state of the industry
An explanation of the resources needs of the new business
venture (operational, financial, human, etc.) and what
organisations within the network are contributing towards this
project
A clear explanation of the cash flow statement with projection
for 3 years, profit and loss statement, and break-even analysis.
An explanation of the strategy that will be used to acquire the
resources to launch the value innovation
An explanation of how leadership, team management and
networking needs and issues were addressed, and who is leading
this innovation and what is the coordination process amongst
the parties involved
An explanation of how the new value innovation venture will be
launched (this part should be visual)
A final comment of why and how this new value innovation will
successfully achieve its goal of creating Blue Ocean and what
further trends can be expected in this industry in the years to
come.
All the key research elements have to be clearly supported by
the academic and industry sources.
In addition to the manual copy of the report submitted to the
School Office the group needs to make an electronic submission
via Blackboard site. Please submit one proposal per
group.Student Roles within Networks
Each student will be allocated a role within the network.
The existence of social networks can improve collaborative

governance processes by facilitating:
(i) the generation, acquisition and diffusion of different types of
knowledge and information about the systems under
management
(ii) mobilization and allocation of key resources for effective
governance
(iii) commitment to common rules among actors fostering
willingness to engage in monitoring and sanctioning programs
(iv) resolution of conflicts
However, all social networks are not created equal. The
structural pattern of relations of a social network can have
significant impact on how actors actually behave. Hence, the
structure of the network will influence the collective behaviours
of the actors.
The following potential roles are available:
Figure 1: Network with Large Corporate Product Design Firm as
a driver of New Value innovation into the industry
Figure 2: Network with Small Local Product Design Firm as a
driver of New Value innovation into the industry
Roles explained:
Product Development and Design – Small
Small Start-up, local, about 50 employees, flexible, lots of

enthusiastic people are working for you. Fairly low salaries
compared to the industry standard. Very reliant on new
customers and contracts. Need to reduce costs to stay afloat.
Product Development and Design – Large
Large Multinational Company with offices worldwide. Famous
for the product design ideas. Most of the new ideas are sourced
through acquisitions from the smaller competitors. You have a
high buying power and a well developed client base. Very rigid
organisational culture. Most of the people at the top are at the
retirement age.
Marketing Firm – Small
Small Start-up, 1 year old. 3 major clients. 6 employees with
lots of creative talent and potential. Fresh and innovative
marketing company. Very enthusiastic about their work. Have
grown in reputation in the local market. Their missing is to
think differently, create ideas, deliver results.
Marketing Firm – Large
Famous Marketing firm with 143 locations and 7000 people
working all over the globe. An award winning company with a
lot of pride and past successes. Very choosy when it comes to
clientele, as the project has to fit in with the corporate image of
the firm and objectives. Quite pricy!!
Manufacturing Firm – Small
Local start-up with 75 employees. Good track record in
manufacturing of the products within the chosen industry. The
technological level of equipment if state of the art. Lack of
finances does not allow the firm to engage in R&D, hence low
morale within the working environment. The new owner has
recently acquired this company, and has very strong drive to get
this firm into the international market.
Manufacturing Firm – Large
International firm with good reputation, and huge annual
investment into R&D, highly qualified staff. Currently
interested in new product / service ideas. The culture revamp
which started 3 years ago is still on going. Not interested in

smaller contracts, as you are a mass producer. The top
management understands the need for change, but who is going
to drive it, and how do you get people on board?
Consortium of Suppliers
A large international consortium of suppliers. You charge
organisations for getting them in touch with the interested
parties. The two small suppliers are a part of your network. You
charge membership fees, and get commission from the agreed
deals that you have arranged. You are generally very interested
in new innovations within the industry, and would like your
reputation to improve as a result of being a part of the new
product / service launch.
Supplier Small Local
You are a local small supplier with 10 year experience. You
have not had an ability to grow and become the biggest supplier
in the region, as your owners have changes 5 times. Due to the
local demand for your services, you have been profitable every
year. You have recently been bought out, and now have a new
enthusiastic owner, who is keen to grow the company beyond
the organic growth.
Supplier Small International
You are a well established company in the chosen country. You
had a number of successful contracts with small international
companies. Your interest is to get new contracts with bigger
companies, however, you need investment into technology,
equipment, and qualified staff in order to supply the quantities
required by MNCs. You have 150 people working for you, 20
employees of which are your close relatives.
Management Consultancy
You are a senior consultant in a well known global firm. There
are 4 partners above you overlooking each continent, and 15
other consultants working within your team. The working
environment is very competitive, as every consultant is looking
for opportunities for promotion. So are you. Your company
works only with large organisations, as the fees are too high for

smaller firms to afford.
Customer / End User
You are the main customer within the industry with huge buying
power. You are representing the main changes in demographics,
preferences, tastes, etc. within the industry. You choose to
respond or not to marketing campaigns. Your role is to choose
the best products that are suitable to solve your main needs.
TASK Part 2
In your presentation (25% weighing of the Module Mark),
please include the following:
Contextual information about the industry, company, new value
innovation a group is about to launch
Explanation how the whole network is going to achieve the
product, the service and delivery for the new value innovation
through series of multi-party negotiations.
A clear outline of what you will present
Evidence that you have applied corporate entrepreneurship
theories and paradigms – supported by written references,
verbal quotes or any other relevant information from your
research.
Handouts of your transcript
Peer evaluation sheets completed by all members of each group
must be handed in to the tutor immediately BEFORE to your
roleplay presentation.
GUIDELINES:

Time:
Your presentation will be no less than 30 minutes long.
Every person in the network will have to play a role within the
presentation according to their position. Peer evaluations may
add or subtract marks for individuals. A person who will be
recording your presentation should be nominated from another
network.
Audio-visual materials:
You may use video; overhead acetates; the flipchart or white
board. You may use a PowerPoint presentation with the data
projector. You can prepare acetates in PowerPoint and use them
on the overhead projector
All acetates should be word processed and of an appropriate
size for the class to read easily. Font 24 or 28 is recommended.
Similarly, all white board or flipchart writing should be clearly
legible.
Handouts:
You will need to hand in two copies of presentation handouts -
one for each tutor. You may also provide handouts for members
of the class. Penalty for not producing handouts is 5%.
When:
The presentations will take place during the lecture session in
last week of the module. You can arrange to practice your
presentation by speaking to Keith Leonard, the technician and
arranging to book a room through the module leader.
You can discuss any aspect of your presentation with the
module team. Assessment criteria: Please see attached marking
sheet.

Group Business Venture Proposal Marking Criteria
CORP 5042 Creative Action in International Organisations
Group Name: Role in the Network:
_____________________________________________________
______________
Group Members: 1.______________________ 2.
____________________
3. ______________________ 4.
____________________
5.______________________ 6.
____________________
Marker Name
_____________________________________________________
___
CONTENTS
The report must contain the following:
A description of new value innovation to be introduced by the
company within the supply network.
An explanation of the framework used for choosing and
selecting the innovative opportunity which the partnering
organisations in a supply network will pursue
An explanation of how the market was tested to determine the
innovative opportunity and current state of the industry
An explanation of the resources needs of the new business
venture (operational, financial, human, etc.) and what

organisations within the network are contributing towards this
project
An explanation of the strategy that will be used to acquire the
resources to launch the value innovation
An explanation of how leadership, team management and
networking needs and issues were addressed, and who is leading
this innovation and what is the coordination process amongst
the parties involved
An explanation of how the new value innovation venture will be
launched (this part should be very visual)
A final comment of why and how this new value innovation will
successfully achieve its goal of creating Blue Ocean and what
further trends can be expected in this industry in the years to
come.
CRITERIA
YES
NO
PENALTY
Front title page
Word limit (NO LESS THAN 3000 words)
Quality of Research

Creativity and Innovation of ideas
Poor presentation – 12 point, double spaced
Incorrect/poor referencing
Use of Appendices (referred to in the text of the BVP)
TOTAL PENALTY
COMMENTS:

Initial mark
Less penalty
Indicative mark
Group Report Moderated mark
Group Presentation Marking Criteria
CORP 5042 Creative Action in International Organisations

Group Name:
________________________________________________
__________________
Group Members: 1.______________________ 2.
____________________
3. ______________________ 4.
____________________
5.______________________ 6.
____________________
Marker Name
________________________________________________
CRITERION
COMMENTS
Delivery
(confident, time management, professional, body language)
Clarity
(clear purpose and structure, effective intro, flow, closure)
Focus
(relevant, key messages)
Robustness

(evidence, viability, achievable)
Influence
(persuasive, engaging)
Participation
(team spirit and contribution)
Enterprise
(creativity, innovativeness, entrepreneurship)
Materials
(preparation, use and quality of handouts and OHP slides, other
props)
Peer feedback
(quality and degree of peer response)

Overall comment:
Group Mark Band: 80+ 70-79 60-69 55-59 50-54 45-49
40-44 30-39 <30
Individual marks awarded after review of Peer Assessment
Sheets
CORP 5042 Creative Action in international Organisations
30
CORP 5042 – Creative Action in International Organisations
ASSIGNMENT 2 -STUDENT PEER ASSESSMENT
TEMPLATE
CONFIDENTIAL: Your assessment MUST NOT be discussed
REPORT
To be completed and submitted immediately prior to your group
project presentation.
Your Name:
________________________________________________
______
Student ID Number:
________________________________________________
______
Project Group:
________________________________________________
______
PURPOSE
To ensure fairness in evaluating individual contributions in-
group work. This form MUST be submitted immediately
following your group presentation
ASSUMPTION

That each group member made a reasonable contribution in
preparing for the assignment in question.
INSTRUCTIONS
Rate each member of your group – other than yourself - against
the AVERAGE effort for the group during the preparation for
the presentation. If a member achieves a consistent rating from
other members – above or below the average – this will have an
impact in assessing the member’s grade.
Please use the following scale:
0% for no contribution
20% below team average
same as team average
5% above team average
Group Member Name
Score (1-5)
1
2
3
4
5
6
Other Personal Comments:

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_________________________________________________
CORP 5042 – Creative Action in International Organisations
ASSIGNMENT 2 - STUDENT PEER ASSESSMENT
TEMPLATE
CONFIDENTIAL: Your assessment MUST NOT be discussed
ROLEPLAY
To be completed and submitted immediately prior to your group
project presentation.
Your Name:
________________________________________________
______
Student ID Number:
________________________________________________
______
Project Group:
________________________________________________
______
PURPOSE
To ensure fairness in evaluating individual contributions in-
group work. This form MUST be submitted immediately
following your group presentation
ASSUMPTION
That each group member made a reasonable contribution in
preparing for the assignment in question.

INSTRUCTIONS
Rate each member of your group – other than yourself - against
the AVERAGE effort for the group during the preparation for
the presentation. If a member achieves a consistent rating from
other members – above or below the average – this will have an
impact in assessing the member’s grade.
Please use the following scale:
0% for no contribution
same as team average
Group Member Name
Score (1-5)
1
2
3
4
5
6
Other Personal Comments:
_____________________________________________________
_____________________________________________________

_____________________________________________________
_____________________________________________________
_________________________________________________
The Harvard system
Referencing your written work.
It is extremely important to develop a professional approach to
written academic work. The mark you get for a piece of work
will be affected by the professionalism with which it is
presented. One aspect of professionalism in academic work is
clear referencing of source material. When presenting any
serious piece of academic work such as a presentation, an essay,
a report or a dissertation, you must be able to show that you
have used appropriate sources of information and considered
relevant theories and debates within the field. To be able to do
this you must be able to show where you have got your
information and ideas from. If you do not indicate your sources
clearly, then at best your work will be regarded as being of
inferior quality, and at worst you may lay yourself open to a
charge of plagiarism.
In order to indicate the sources of your information, you need to
use a system of referencing. There are many different systems
of referencing, known as conventions. The system that you
should use is that which is most widely used by academics
studying business and management. This is the Harvard system.
It is explained below.
Quoting from a source. Sometimes you will want to quote the
exact words from a book or article because

You want to use it as evidence to support your argument
You want to use it to illustrate your argument
When you are quoting from a source you indicate this by putting
the phrase or sentence in single quotation marks followed by the
author’s name, the date of publication and the page number
from which the quote is taken.
Example: Numerical labour flexibility is defined as the ‘ability
to adjust the level of labour inputs to meet fluctuations in
output’ (Atkinson and Meager, 1986, p.3).
Long quotes, of more than two or three lines, should be set
apart from the main text, indented without quotation marks, and
single spaced.
Example: From some employers’ points of view, there may be
good reasons for not attempting to introduce the sophisticated
policies for managing employees that are associated with
Human resource Management. As one writer has observed:
Why should managers persist with complex, often delicate,
schemes to involve workers in production systems, when the
grim state of the market required swift and abrasive action. Far
quicker and cheaper to play on employees’ fears and kick a few
arses, while trusting that the law has taken care of the unions
(Dunn, 1993, p. 18).
Citing a source. Sometimes you will want to refer to someone’s
work without reproducing their exact words. For instance, you
may want to explain in your own words a point that someone
else has made, or you may want to indicate the source of
information upon which you have based your argument or
observation. In this case you would make the point in your own
words, followed by the author’s name in brackets, usually
without a page number.

Example: Research evidence shows that part-time workers are
concentrated in low-skilled, low-paid jobs (Legge, 1998).
Quoting or citing works by multiple authors. Sometimes the
book or article that you want to reference has been co-written
by a large number of authors. If you include all their names this
will look very messy on the page. Therefore if there are more
than two or three co-authors you should use the first named
author followed by et al. This is a Latin abbreviation meaning
‘and others’.
Example: Rather than (Gallie, White, Cheng and Tomlinson,
1998), you would put (Gallie et al, 1998).
Quoting or citing authors in edited books. Some books consist
of chapters or essays written by different authors, the whole
collection having been put together by an editing author. When
referring to such work, you should reference the name of the
author of the individual chapter or essay, not that of the editing
author. For example, the textbook edited by Ian Beardwell and
Len Holden, Human Resource Management: a Contemporary
Approach is made up of chapters by different authors. Therefore
if you wished to quote from or cite material from a chapter of
that book, the reference would be to the author of that chapter,
not to Beardwell and Holden.
Your references should only include works that you have
actually consulted yourself. The following example is
appropriate if you have not read Dunlop but you have read
Blyton and Turnbull:
Example: Dunlop argued that industrial relations could best be
analysed from the perspective of systems theory (Blyton and
Turnbull, 1994).

Your list of references
Having referenced your sources by author and date of
publication in the main body of your essay, report or
dissertation, you should list the full details of those references
in alphabetical order at the end of it. Each reference should be
single-spaced, with double spaces between each reference.
Titles of books and names of journals and newspapers should be
underlined or italicized. Titles of articles in journals or chapters
in edited books should be put in single quotation marks.
Books with only one author: author’s surname, followed by
initials and then date of publication (in brackets). Then the title
of the book, underlined or italicised as in the example below.
Then the place of publication and the name of the publisher. All
this information can be found on the inner title page of the book
you are using. If you are referring to a second or third edition of
the book, this should be indicated after the title.
Example: Legge, K. (1995) Human Resource Management;
Rhetorics and Realities. Basingstoke: Macmillan.
Books with more than one author:
Gallie, D., White, M., Cheng, Y. and Tomlinson, M. (1998)
Restructuring the Employment Relationship. Oxford: Clarendon
Press.
Chapters or essays in edited collections: page numbers of the
chapter should be included at the end of the details. Note that
while the title of the book has initial capital letters, the title of
the individual chapter does not.
Example: Claydon, T. (2001) ‘HRM and the labour market’, in

I. Beardwell and L. Holden (eds), Human Resource
Management: A Contemporary Approach. 3rd edition, London:
Financial Times/Prentice-Hall, pp. 69-123.
Articles in periodicals and journals: Author’s surname followed
by initials, then date of publication (in brackets). Then the title
of the article or report, followed by the name of the journal,
underlined or italicised. This should be followed by the volume
number, part number, if any (in brackets), and the page numbers
of the article. Note that the name of the journal has capital
initial letters but the title of the article does not.
Example: Holden, L. (1996) ‘HRM and employee involvement
in Britain and Sweden: a comparative study’, International
Journal of Human Resource Management, 7(1), pp.59-81.
Newspaper articles: Where the article has a named author you
should supply author’s surname followed by initials and (in
brackets) year of publication. Then the title of the newspaper,
underlined or italicised, the day and month of that edition of the
paper, and finally the page number.
Example: Dunn, S. (1993) ‘Hard times for workers’ rights’,
Guardian, 19 May, p. 18.
Where there is no named author, just put Guardian, 19 May,
1993, p. 18
Citing from electronic information.
If you are planning to refer to material you have found on the
Internet in your assignment, presentation or dissertation, you
must provide enough information so that, in theory at least, any
reader can trace your references back to where they appeared
originally. There is no agreed and fixed standard for electronic
references, so this guide adapts guidelines used at South Bank
and Bournemouth Universities for citing using the Harvard

System, which is currently used for books and journals. There
are a number of web sites, which consider electronic
referencing, so you might also want to have a look at the
following:
Referencing electronic sources (South Bank University)
http://www.sbu.ac.uk/lis/helpsheets/lrc2.html
A guide to citing Internet sources (Bournemouth University)
http://www.bournemouth.ac.uk/service-
depts/lis/LIS_Pub/harvardsystint.html
Excerpts from final draft international standard ISO 690-2
http://www.nlc-bnc.ca/iso/tc46sc9/standard/690-2e.htm
What should an electronic reference include?
Information needed for a complete and accurate reference
should normally include:
Author’s name and initials (if more than one, list them). Much
information is put up on the Internet by organisations without
citing a specific author. In such cases, use the smallest
identifiable organisational unit as the author.
Year of publication. Write [No date] or [n.d.] when the
electronic publication date is not available. It is often harder to
find the date of an Internet resource, and this is important to
consider when assessing its usefulness as an information source.
Title of the document being cited, with an edition or version
number if later than the first. The title of a web page will
normally be the main heading on the page, or in the blue strip at
the top of the screen. The title of messages/postings is the
subject line.
Medium or Type of resource – to show that this is not a printed

book or article. The rules of citation are based around the
assumption that everything is paper-based – unless you say it
isn’t.
Location – URL, ftp address, etc. – wherever the user has to go
to in order to locate the document in question
Publisher (optional) The term publisher is used here to cover
both the traditional idea of a publisher of printed sources, as
well as organisations responsible for maintaining sites on the
Internet, such as the BBC or De Montfort University.
Commands needed to locate the document (if relevant). You
might also want to indicate the search strategy you adopted to
find the material.
Date accessed – essential if a document is likely to change or
move; for e-mails or newsgroups use posting date, to allow
tracing of message through archives. The ‘accessed date’ is the
date on which you viewed or downloaded the document. This
allows for any subsequent modifications to the document
common with this medium of communication.
CD-ROM databases
Only cite full-text items from CD-ROM databases – if you get
an abstract, you should find the full version elsewhere and refer
to that.
AUTHOR, INITIALS (year) Article title. Periodical name,
volume (part) / date, pages. [CD-ROM] CD-ROM title used,
Version/Date
Example:
KING, J (1996) Revenge of the IS worker in Computerworld,

October 7th, p.1 [CD-ROM] Computer Select, December 1996
Getting organized.
You will have noticed that you need to supply a lot of
information about your sources; author, title, date and place of
publication, volume and part numbers in the case of journals,
and very often page numbers. This means that when you are
reading and note-taking you should start by making a note of all
these details so that you can refer to them when finalising your
work. It is easy to forget this and very time-consuming to have
to go checking back if you do, so be methodical in your
approach to note-taking. Always write down the full details of
the source that you are taking notes from when you start. It will
save a lot of time and effort later on.
Consortium of
Suppliers
Corporate
Product Design
Firm
MNC
Corporate
Manufacturing Firm
International
Corporate
Supplier
Local
Small
Supplier
Intl
Small
Marketing Firm
Corporate
This company is driving a new value
innovation
Management

Consultancy
MNC
Corporate
Customer
/ End User
Manufacturing
Firm
Local
Small
NETWORK 1
MNC
Corporate
Corporate
Product Design
Firm
MNC
Corporate
Manufacturing Firm
International
Corporate
Supplier
Local
Small

Supplier
Intl
Small
Marketing Firm
Corporate
Customer
/ End User
This company is driving a new value innovation
Manufacturing Firm
Local
Small
NETWORK 1
Marketing
Firm
Small
Management
Consultancy
MNC
Corporate
Consortium of
Suppliers
Corporate
Manufacturing Firm
International
Corporate
Product Design
Firm

Local
Small
Supplier
Local
Small
Supplier
Intl
Small
Manufacturing
Firm
Local
Small
Customer
/ End User
NETWORK 2
Marketing Firm
Small
MNC
Corporate
Corporate
Manufacturing Firm
Local
Small
Manufacturing Firm
International

Corporate
Product Design Firm
Local
Small
Supplier
Local
Small
Supplier
Intl
Small
Customer
/ End User
NETWORK 2
Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills, using the following rubric.
Points: 110
Project Deliverable 1: Project Plan Inception
Criteria
UnacceptableBelow 60% F
Meets Minimum Expectations60-69% D
Fair70-79% C
Proficient80-89% B

Exemplary90-100% A
Section 1: Project Introduction
1a. Include background information of the company.
Weight: 10%
Did not submit or incompletely included background
information of the company.
Insufficiently included background information of the company.
Partially included background information of the company.
Satisfactorily included background information of the company.
Thoroughly included background information of the company.
1b. Include details regarding the type of business that the
company is engaged in.
Weight: 10%
Did not submit or incompletely included details regarding the
type of business that the company is engaged in.
Insufficiently included details regarding the type of business
that the company is engaged in.
Partially included details regarding the type of business that the
company is engaged in.
Satisfactorily included details regarding the type of business
that the company is engaged in.
Thoroughly included details regarding the type of business that
the company is engaged in.
1c. Include a description of current outsourcing and offshoring
activities.
Weight: 5%
Did not submit or incompletely included a description of
current outsourcing and offshoring activities.
Insufficiently included a description of current outsourcing and
offshoring activities.
Partially included a description of current outsourcing and
Satisfactorily included a description of current outsourcing and
Thoroughly included a description of current outsourcing and

1d. Include identification of current skilled information systems
personnel in position and responsibilities.
Weight: 5%
Did not submit or incompletely included identification of
current skilled information systems personnel in position and
responsibilities.
Insufficiently included identification of current skilled
information systems personnel in position and responsibilities.
Partially included identification of current skilled information
systems personnel in position and responsibilities.
Satisfactorily included identification of current skilled
Thoroughly included identification of current skilled
1e. Include the specific types of data that the company collects.
Weight: 5%
Did not submit or incompletely included the specific types of
data that the company collects.
Insufficiently included the specific types of data that the
company collects.
Partially included the specific types of data that the company
collects.
Satisfactorily included the specific types of data that the
company collects.
Thoroughly included the specific types of data that the company
collects.
1fi. Include a description of the information systems that the
company currently has to support the business, including
operational systems and databases.
Weight: 10%
Did not submit or incompletely included a description of the
information systems that the company currently has to support
the business, including operational systems and databases.
Insufficiently included a description of the information systems
that the company currently has to support the business,

including operational systems and databases.
Partially included a description of the information systems that
the company currently has to support the business, including
operational systems and databases.
Satisfactorily included a description of the information systems
Thoroughly included a description of the information systems
1fii. Include a description of the information systems that the
analytics and interfaces.
Weight: 5%
the business, including analytics and interfaces.
including analytics and interfaces.
analytics and interfaces.
1fiii. Include a description of the information systems that the
infrastructure and security.
Weight: 5%
the business, including infrastructure and security.

including infrastructure and security.
infrastructure and security.
1g. 2 references
Weight: 5%
No references provided
Does not meet the required number of references; all references
poor quality choices.
Does not meet the required number of references; some
references poor quality choices.
Meets number of required references; all references high quality
choices.
Exceeds number of required references; all references high
quality choices.
Section 2: Project Plan
2a. Create a project plan (summary and detailed) using
Microsoft Office Project, recording all tasks, subtasks,
resources, and time related to the project.
Weight: 10%
Did not submit or incompletely created a project plan (summary
and detailed) using Microsoft Office Project, recording all
tasks, subtasks, resources, and time related to the project.
Insufficiently created a project plan (summary and detailed)
using Microsoft Office Project, recording all tasks, subtasks,
Partially created a project plan (summary and detailed) using

Satisfactorily created a project plan (summary and detailed)
using Microsoft Office Project, recording all tasks, subtasks,
Thoroughly created a project plan (summary and detailed) using
2b. Create a project plan (summary and detailed) using
Microsoft Office Project, outlining the planning, analysis,
design, and implementation phases.
Weight: 10%
and detailed) using Microsoft Office Project, outlining the
planning, analysis, design, and implementation phases.
using Microsoft Office Project, outlining the planning, analysis,
using Microsoft Office Project, outlining the planning, analysis,
2c. Create a project plan (summary and detailed) using
Microsoft Office Project developed in accordance with the
systems development life cycle (SDLC).
Weight: 10%
and detailed) using Microsoft Office Project developed in
accordance with the systems development life cycle (SDLC).
using Microsoft Office Project developed in accordance with the

using Microsoft Office Project developed in accordance with the
3. Clarity, writing mechanics, and formatting requirements
Weight: 10%
More than 8 errors present
7-8 errors present
5-6 errors present
3-4 errors present
0-2 errors present

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