Innovation Management Assessment

Assignment Brief

UGB 269 Innovation Management Assessment for 2020

Learning outcomes Knowledge

• K1 Analysis of the role of innovation management and its impact onglobal business.

• K2 Critical debates on the strategic, tactical and operational challenges in establishing a viable innovation management culture.

• K3 Investigation and debates on the key attributes in retaining learningfrom effective innovation managementpractices

Skills

• S1 An ability to critically appraise and evaluate theories of innovation management in the 21st century.

• S2 An ability to contextualise and evaluate viable concepts, models and techniques in order to identify ease of transmission for the adoption and/or application of innovationmanagement

Assessment Formative feedback

You will receive formative feedback to guide you in line with the module aims. In week three of the programme you will be required to submit a formativeproposal of 300 words detailing:

• Your proposed managing innovation and technology transfertheme

• How you will address each learning outcome

Guidance

Students are asked to reflect on their personal network of tutors, family members, relatives and professional / social networks to thoroughly consider if it is possible to source a live organisation. Students must familiarise themselves (i.e. reading and reflecting on current journal articles) with a current theme from the module scheme of work. Student will then be required to write an academic report in the form of a journal paper. It will be suggested that students watch the video clip via the link below to aid them to write the academic report. https://www.youtube.com/watch?v=1O_Go1KzAyE For your guidance, the report must consist of:

1. An introduction in which you introduce the theme that you are investigating, clearly emphasising its importance.

2. A detailed methodology of the analytical approach you are taking, demonstrating a critical understanding of managing innovation and technology transfer theme.

3. A section on your findings includes a critical evaluation, detailing the theme selected its implications and company examples.

4. Conclusions and commercially viable solutions.

5. Throughout the report, you must integrate theory with practice, critically evaluating your findings.

6. All sources must be cited correctly in accordance with the Harvard system of referencing

Task 1

Choose one of the themes below and prepare an academic report in the form of a journal paper of 3000 words in length, excluding appendices.

1. Meeting the challenge of Managing Uncertainty

2. Innovation Management Audits

3. Internal Corporate Venturing

4. Joint Ventures, Alliances & IP

5. Building and Managing Dynamic Capability

6. Evolving Models of Innovation Management & IP

The submitted papermust critically debate a currenttheme and be supportedwith company examples. The assignment is intended to give you an opportunity to show that you are capable of applying your knowledge of managing innovation and technology transfer, not only in describing the issue faced by the commercialsector, but also in explaining it and justifying your proposed actions for improvement.

Sample Answer

Building and Managing Dynamic Capability

Introduction

In the 21st century, firms operate in highly turbulent environments characterised by technological disruption, global competition, and rapidly shifting consumer expectations. In such contexts, traditional sources of competitive advantage, such as scale, efficiency, and even technological superiority, are increasingly fragile. This has elevated the importance of what Teece, Pisano and Shuen (1997) conceptualised as dynamic capabilities: the ability of organisations to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments. The notion of dynamic capability has become central to innovation management discourse because it provides a framework for explaining how firms not only survive but thrive under conditions of constant uncertainty.

This paper critically evaluates the role of building and managing dynamic capability as a cornerstone of effective innovation management. It explores both the theoretical foundations and practical applications of dynamic capabilities, drawing on real-world cases such as Apple, Tesla, and Samsung to demonstrate how firms operationalise these capabilities to sustain long-term competitiveness. Furthermore, it examines the challenges of embedding such capabilities within organisational culture and structures, before offering commercially viable recommendations for managers seeking to strengthen dynamic capability within their own enterprises.

Methodology

This report adopts a qualitative, theory-informed analytical approach, consistent with journal-style academic inquiry. A systematic review of scholarly literature on dynamic capabilities and innovation management underpins the theoretical framing. Key contributions include Teece’s seminal works (1997; 2007), Eisenhardt and Martin (2000), and subsequent empirical studies that examine dynamic capabilities across industries. The methodology involves critically synthesising this literature with secondary case data from company reports, industry analyses, and academic case studies to provide evidence-based insights.

The analysis follows three steps. First, it unpacks the conceptual dimensions of dynamic capability, focusing on sensing, seizing, and reconfiguring. Second, it applies these dimensions to illustrative company examples to evaluate how dynamic capability translates into practice. Third, it critically debates the limitations, challenges, and future directions of dynamic capability in innovation management, highlighting the strategic, tactical, and operational implications.

By triangulating theory and practice, the paper provides a comprehensive understanding of dynamic capability as both a scholarly concept and a managerial tool.

Findings and Critical Evaluation

Theoretical Foundations of Dynamic Capability

Dynamic capability theory builds on the resource-based view (RBV) of the firm, which asserts that sustained competitive advantage arises from unique, valuable, rare, inimitable, and non-substitutable resources (Barney, 1991). However, the RBV has been criticised for being static, offering limited explanation of how firms adapt in rapidly changing markets. Teece et al. (1997) addressed this gap by proposing dynamic capabilities as higher-order processes that enable firms to continuously renew their resource base.

Teece (2007) identified three core elements of dynamic capability:

1. Sensing – the ability to identify opportunities and threats in the environment through scanning, learning, and interpretive processes.

2. Seizing – the capacity to mobilise resources to capture opportunities, including investments in new products, processes, or business models.

3. Reconfiguring – the ability to recombine, realign, or transform resources and organisational structures to sustain relevance and competitiveness.

Eisenhardt and Martin (2000) further argued that dynamic capabilities are not idiosyncratic but can follow common patterns across firms, such as product development routines or strategic decision-making processes. However, their effectiveness depends on context, industry dynamics, and managerial execution.

Dynamic Capability in Practice: Company Examples

Apple Inc.

Apple exemplifies dynamic capability through its relentless focus on design-driven innovation and ecosystem integration. Its sensing capability is evident in its ability to anticipate latent consumer desires, such as the transition from personal computers to mobile devices. Seizing is reflected in strategic investments in the iTunes platform, App Store, and proprietary chip development, which created new revenue models. Reconfiguring is seen in Apple’s supply chain agility, enabling rapid scaling of products like the iPhone globally. Apple’s success demonstrates how dynamic capability requires not only visionary leadership but also robust organisational processes that align innovation with execution.

Tesla Inc.

Tesla demonstrates dynamic capabilities in the automotive and energy sectors. Its sensing ability lies in recognising the global shift towards sustainable energy and electrification before incumbents responded decisively. Tesla seized this opportunity by investing in battery technology, vertical integration, and building Gigafactories to achieve economies of scale. Its reconfiguring capacity is visible in its continuous software updates and flexible manufacturing processes, which allow rapid adaptation. However, Tesla also illustrates the challenges of dynamic capability, including over-reliance on visionary leadership (Elon Musk) and vulnerability to execution bottlenecks.

Continued...