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Module Handbook 2024-25

Module Code: ULMS352

Module Title: Managing Knowledge for Innovation

Module Information

Title of module:Managing Knowledge for Innovation

Module code:ULMS352

Credit value: 15

Semester in which the module is taught: Semester 2

Pre-requisites needed for the module: Either ULMS151, ULMS251 and ULMS252 or PHIL270 or ULMS101 and ULMS102 or ULMS366

Module Leader and Contact Details

Name of module leader:Dr Anup Karath Nair

Email address of module leader:[email protected]

Assessment and feedback hours (office hours):

In-Person Appointments Week 1 to Week 12: Tuesdays- 1300 hrs to 1400 hrs (outside 502 Building, Lecture Theatre 3).

Please note that there is also a Frequently asked questions (FAQ) list on CANVAS for all generic module related enquiries and you are kindly requested to follow the subsequent process when you have a question:

1. Check the FAQ list to see if your question has already been answered.

2. If not, send email to module leader (Anup Nair), or ask it after seminars, or attend the weekly office hours. We will update the FAQ list regularly and answer your questions there.

Names and contact details of any additional teaching staff involved with the module:

Dr Sam Horner (Seminars only, [email protected]), Dr Magdalena Plesa (Seminars only, [email protected]) and Ms Victoria Randa (seminars only, [email protected])

Module Aims and Learning Outcomes

The module introduces students to core theories, current issues and developments concerning knowledge management with the aim of fostering innovation. Students will learn how to analyse and critically evaluate the subject matter and apply it to diverse organisational environments.

The aims of this module are to:

• Provide students with a critical understanding of the theories, concepts, and alternative perspectives on knowledge and innovation management.

• Provide students with a critical understanding of different tools for managing knowledge and of the contingencies of their use. 

• Introduce students to the current issues concerning knowledge and innovation management and their application within contemporary business and organisational environments.

• Support the development of subject specific and transferable skills necessary for future employment in careers that ultimately have a managerial component.

• Learning Outcome 1 (LO1): Students will demonstrate a critical understanding of alternative approaches to knowledge management in contemporary innovation-oriented organisations.

• Learning Outcome 2 (LO2): Students will be familiar with the core theories, concepts and empirical work that underpin the knowledge management for innovation.

• Learning Outcome 3 (LO3): Students will demonstrate an ability to analyse critically and to undertake independent research concerning knowledge management in an organisational context.

• Learning Outcome 4 (LO4): Students willdemonstrate an ability to communicate the outcome of their research effectively.

• Learning Outcome 5 (LO5): Students will be aware of the strengths and weaknesses of practices and tools used to manage knowledge for innovation.

• Learning Outcome 6 (LO6): Students will demonstrate awareness of the range of factors that influence the practice, implementation, and success of knowledge management strategies and tools.

All the learning outcomes will be assessed through the 4000-word assignment (see the section ‘Assessment Strategy’ in this handbook)

How will this module develop my University of Liverpool Management School (ULMS) Graduate skills?

The matrix below represents a strong set of attributes and skills which develop both your academic and employment capabilities. The matrix has been drawn up after a significant and prolonged round of consultation with local, national and international employers, students and staff.

You should check your own progress on a regular basis throughout yourtime at the Management Schoolso that you develop as wide a range as possible of these skills by your graduation.

Skills badges can be obtained by completing the Higher Education Achievement Award (HEAR) recognised extra curricula projects that the Management School provides. Badges will be awarded on successful completion of those HEAR projects and they can then be used to support your on-line presence and profile.

Skills Badge	ULMS Graduate Skill	Definition
	Resilient and adaptable	Facing the work world with resilience and adaptability: When you graduate from ULMS, you are equipped to deal with the most dynamic business environments. Our graduates can think on their feet, act logically and face every day with curiosity, creativity and resilience. You’ll be able to deal with the unexpected, confident in your ability to handle change and excited to solve the challenges that the work world throws at you.
How will this module help me to develop this skill?

Skills Badge	ULMS Graduate Skill	Definition
Group discussions, exercises in seminars will challenge you to think on your feet and be a creative problem solver. The assignment requires you to actively manage your time and your deadlines. You will need to be flexible in your workload and adaptable in your priorities. Receiving feedback builds confidence but can also be tough and again helps build resilience.
How does this module assess this skill? Through interactions in seminars and coursework
	An excellent communicator	Communication is key: As an ULMS graduate, you’ll understand the importance of excellent communication. Our graduates are adept at using their knowledge and experience to sculpt the way they communicate. Whether you're emailing potential employers, communicating with customers or interacting with colleagues, you’ll have the confidence to present your messages with both purpose and impact.
How will this module help me to develop this skill? You are encouraged to focus on your communications in all aspects of this module, for instance in the way you communicate in seminars or via your writing style for the report. You will be provided with formative feedback on how to develop these skills.
How does this module assess this skill? Through classroom interactions and coursework
	A creative problem solver	Sorting solutions and creatively solving problems: Graduates from ULMS have a knack for finding effective solutions. Your university experiences will equip you with the confidence to approach problems with creativity, positivity, curiosity, critical thinking and perseverance. Skilled at identifying relevant information, you’ll thrive on finding creative and realistic solutions and making them viable in the workplace.
How will this module help me to develop this skill? You are asked to identify challenges in organisations and present creative solutions.
How does this module assess this skill? Through classroom interactions and coursework
	Analytical	Confident in analysis: When you graduate from ULMS you will be able to work confidently with numbers and data using a range of analytical tools that are essential in the workplace. You will be competent sourcing data and using numbers to analyse issues, present opinions, solve problems and make decisions. The ability to combine numeracy with digital skills and commercial awareness will remain a key strength at every stage of your career.
How will this module help me to develop this skill?

Skills Badge	ULMS Graduate Skill	Definition
You will need to conduct independent research, for instance using the library databases, to explore the knowledge management of your organisation. You will also need to analyse and critically evaluate the knowledge management of your organisation and present recommendations for improvement.
How does this module assess this skill? Through classroom interactions and coursework
	Digitally confident	Digital confident: As an ULMS graduate you will be work-ready and extremely competent working with rapidly evolving digital technologies. Confident using databases and IT resources, you will use your digital capabilities to enhance your skillset and maintain a thirst for learning new technologies throughout your career.
How will this module help me to develop this skill? Much of the research you carry out will be online using internet searches and databases. The module will also use the CANVAS for interactions.
How does this module assess this skill? Indirectly, through lecture preparation and coursework
	A team player	It works better when you work together: ULMS graduates believe that positive teamwork achieves results. Thriving as part of a diverse team, our graduates have an inclusive mindset and a fair understanding of their colleagues’ capabilities. Open and honest about your own abilities, you’ll be comfortable collaborating, reading the dynamics of a team and inspiring others through your excellent working relationships.
How will this module help me to develop this skill? You will conduct group discussions and exercises in seminars.
How does this module assess this skill? Through classroom interactions
	Ethically aware	Employing everyday ethical awareness: As an ULMS graduate you’ll have a strong sense of professional integrity, fair-mindedness and inclusivity. Our graduates are passionate about weaving ethical business decisions into their everyday actions. This attitude will underpin your behaviour in the workplace and provide a foundation for supporting sustainable business practices.
How will this module help me to develop this skill? We will touch upon issues such as data security and intellectual property protection in the lectures.
How does this module assess this skill?

Skills Badge	ULMS Graduate Skill	Definition
Indirectly, through lecture materials
	Globally aware	Globally aware: As an ULMS graduate you will understand and value the wider world taking an interest in local, national and international issues. Having been taught to look at these issues from a wide viewpoint you’ll be focused, productive and careful at how you use this global awareness to maximum impact.
How will this module help me to develop this skill? The international perspective of knowledge management is covered throughout the module by using examples from different contexts.
How does this module assess this skill? Indirectly, through lecture materials
	Confident	An inner self confidence: As an ULMS graduate you will be encouraged to be self-confident. Having been taught resilience, self-awareness and honesty, you'll have a realistic perspective on your own abilities plus an open approach that will keep you grounded throughout your future career.
How will this module help me to develop this skill? Mastering the challenges this module brings (such as the expectation that you can carry out research, make decisions regarding the content of your report independently, and tolerate ambiguity as there is not one single correct solution to your task) are likely to contribute to building your confidence.
How does this module assess this skill? This is not assessed
	Commercially aware	Commercial awareness is crucial: When you graduate from ULMS, you will be armed with the tenacity to understand the realities of your own environment and the wider business world. You’ll be aware of the opportunities and constraints that influence your surroundings and comfortable using information, analytical skills and business acumen to sculpt your daily business decisions.
How will this module help me to develop this skill? The commercial context of an organisation is always considered when analysing its knowledge management. Many cases covered in the module consider the commercial context of the organisation.
How does this module assess this skill? Through lecture content

Skills Badge	ULMS Graduate Skill	Definition
	Connector	Making the right connections: ULMS graduates have the confidence to identify the right connections in the world around them. Your university experiences will enable you to make intelligent business decisions and find robust solutions in your day-to-day work.
How will this module help me to develop this skill? We will touch upon the role of networks and boundary spanning for knowledge management and beyond.
How does this module assess this skill? Through lecture content
	Enabler	Encouraging excellence in everyone: Leadership comes in many different forms and has many different outcomes and ULMS graduates have the confidence, perceptiveness and emotional intelligence to bring together people, information and resources in the right place at the right time. With the ability to inspire others, you’ll be focused on delivering value in your own role and encouraging your colleagues to achieve and succeed.
How will this module help me to develop this skill? We will touch upon the role of networks and boundary spanning for knowledge management and beyond.
How does this module assess this skill? Through lecture content

Teaching and Learning Strategies – how will this module be delivered?

Delivery of this module takes place in several ways and engagement in all of them will maximise your chances of success on this module. There are several points of contact on this module – all of which are described below.

On campus whole/large group learning activity (Lectures)

You will find these activities scheduled on your timetable as ‘ON CAMPUS LECTURES’. There are in total 12 lectures. Please see the “Lecture Programme” on page 10 of this module handbook to know the content that will be delivered in these lectures. Please note that the lecture slides will be posted on CANVAS each week before the lecture and the lectures will be recorded and made available on CANVAS by the end of each week. Please see the Timetable to now the location of the Lecture theatre. 

This module follows the research-connected teaching approach. This means that we will draw on classical as well as state-of-the-art research in the areas of innovation and knowledge management and discuss how it applies to contemporary organisations. Research-connected teaching not only has implications for that the module content (what is taught) but also ‘how’ topics are taught. In this module, you will therefore be asked to conduct your own research on a company of your choice. In this way, you will be able to extend your research skills. The module allows you to actively engage with the subject matter rather than just memorize and repeat particular materials. To help you with this, we will discussthe different steps of your research project in the lectures and seminars.

Moreover, we offer plenty of feedback opportunities (see Section “Feedback to Students” of the module handbook).

On campus smaller group interactive seminar (Seminars)

You will find these activities scheduled on your timetable as ‘ON CAMPUS SEMINARS’. The module is organised into 6 seminars (in alternate weeks). Please see your Timetable to know the locations of the and seminar rooms. The seminars will be conducted in smaller groups. Seminars begin in week 2 and seek to support you with your assignment. Attendance in seminars is mandatory; students who regularly attend lectures and seminars have in the past achieved higher marks in the assignment.

You will be given tasks/activities each week, so you need to come to the seminar prepared to discuss your ideas and review those of others. Students are expected to participate actively in sessions.

Questions and sample assignments will be posted on CANVAS to lead the discussion in seminars.

Please see the “Seminar Programme” on page 11 of this module handbook to know the content that will be covered in each seminar.

On campus student-to-student learning activities (On campus STUDY)

You will find these activities scheduled on your timetable as ‘ON CAMPUS STUDY’. We highly recommend that you use this time to meet with friends/peers on your module to discuss that week’s topic, talk about your understanding, discuss your individual assignments, get peer feedback, attempt seminar questions and so on. Lots of research demonstrates that formation of learning communities (sometimes called a ‘study buddy’ system) is conducive to increased engagement and enhanced learning.

Registering your attendance

Note that for ‘ON CAMPUS SEMINARS and LECTURES’, you are required to register your attendance, in line with the University’s Student Attendance Policy, using the codes given to you by the lecturer delivering the session. If you know you won’t be able to attend your timetabled activities for a period of time (for example because you are unwell or if you need to attend an interview), you are required to request an approved absence.

Attending timetabled teaching activities can play a crucial part in your future academic success. Attending timetabled activities will also make it easier for you to become part of our vibrant learning community of staff and students. The University’s Student Attendance Policy sets out how we use attendance data to help ensure you receive the right support whenever you need it. Should the School have a concern about your attendance, you may be required to attend a meeti ng under any of the stages in the Student Attendance Policy.

Additional support

At the Management School we provide lots of additional support to help you with your study, in conjunction with the University’s KnowHow programme. Examples of ‘ULMSExtra’ sessionsinclude study skills sessions, support with maths and statistics, advice on academic writing, help with time management, referencing and more. Your CANVAS moduleand programme pages will provide up to date details on what is available.

Teaching Programme

Lecture Programme

Week	Topic	Core Reading
1	Introduction to the module & Introduction: Innovation and the knowledge economy	Hislop: Chapters 1 to 3 Ahmed/Shepherd: Chapter 1
2	Managing internal knowledge: Introduction and concepts	Hislop:Chapter 4
3	Managing internal knowledge:tools	Hislop:Chapters 7, 10, and 13;  Journal articles (Check reading list)
4	Managing internal knowledge: Creativity and idea management	Ahmed/Shepherd:Chapter 2
5	Managing internal knowledge: Enabling knowledge management through organisational culture	Hislop:Chapters 9 and 15 Ahmed/Shepherd:Chapter 8 and 9 Trott: Chapter 3 Journal articles (Check reading list)
6	Managing external knowledge: Introduction and open innovation	Trott: Chapters 7 and 10; Journal articles (Check reading list)
7	Managing external knowledge: Strategic alliances
8	Managing external knowledge: Crowdsourcing, acquisitions, incubators and accelerators	Journal articles (Check reading list)
Easter Break
9	Knowledge Protection using patents and design registrations	Trott: Chapter 5; Journal articles (Check reading list)
10	Knowledge Protection using copyrights, trademarks, Trade secrets and non disclosure/compete agreements	Trott: Chapter 5; Journal articles (Check reading list)
11	Revision lecture-1
12	Revision Lecture-2

Seminar Programme

There are 6 scheduled seminars. The seminar plan is designed in such a way that you will receive support and guidance in drafting your final assignment. Seminars will take place in weeks 2, 4, 6, 8, 10 and 12. In all seminars (week-4 to week-10), we will take you through different aspects of the assignment(executive summary and introduction sections of assignment in week-4 seminar; company overview section and assignment structure in week-6 seminar, internal and external knowledge management analysis section of the assignment in week-8 seminar; and recommendation and conclusion sections of assignment in week-10 seminar) and prepare you for mastering it. In these seminars, you will be given three sample assignments (written by previous year’s students) and asked to discuss them. On the other hand, the first seminar (Seminar in week-2) will be an introductory one where you will be asked to discuss a Financial Times article on knowledge management, whereas the last seminar (Seminars 12) will operate as drop-in sessions, where you can come in, ask your questions and leave. All 6seminars are a critical opportunity for you to ask questions, obtain formative feedback, and make sure you are on track for a high mark. There will be announcements of CANVAS with preparation instructions for each seminar.

Seminar1 (Week-2): Introduction to knowledge management: Discussion of a Financial Times article

In this seminar, you will be given a case to read on knowledge management. You will be discussing the knowledge management practices by drawing on Nonaka’s knowledge creation model. Since this is the first seminar. this will also be an opportunity for you to get to know your module leaders and fellow students.

Seminar 2 (Week-4): How to draft introduction and executive summary in your assignment

In this seminar, you will find out how to frame your report, that is, how to craft the executive summary and how to write a good introduction. These two sections account for 15% of total marks

Seminar 3 (Week-6): How to structure your assignment and write the organisational overview section in your assignment

In this seminar, you will find out how to structure your assignment and write the organisational overview section in your assignment. The structure along with presentations and references carry 10% of total marks, whereas the organisational overview section accounts for 5% of total marks.

Seminar 4 (Week-8): How to draft the analysis section in your assignment

In this seminar, you will find out how to write the internal and external analysis sections in your assignment which collectively carry 50% of total marks.

Seminar5 (Week-10): How to draft the recommendation section and the conclusion section in your assignment

In this seminar, you will find out how to write the recommendation and conclusion sections in your assignment. The recommendation section carries 20% of the total marks. On the other hand, the  conclusion section, combined with the executive summary and introduction sections, carries 15% of total marks.

Seminar 6 (Week-12):Drop-in feedback session

Assessment Strategy – How will this module be assessed?

You will write a 4000 word individual report which counts for 100% of your mark.

All assessment expectations outlined in the following will be discussed extensively throughout thelecture and seminars and you will receive formative feedback!

Report brief

Draw on selected knowledge management concepts, theories, and models discussed in the module to analyse and critically evaluate the knowledge management of a large organisation of your choice.

Your report should focus on the following aspects:

1. The analysis of your organisation’s approaches to internal knowledge management, for instance relating to its knowledge management strategy as well as practices and tools in use.

2. The analysis of your organisation’s approaches to sourcing and managing external knowledge as well as protecting its knowledge.

3. The evaluation of the approaches in place and the derivation of recommendations for how the knowledge management of the organisation could be improved to foster innovation.

To achieve this, it will be critical to understand and briefly introduce the organisation, highlight the key knowledge management challenges it faces, and characterise its knowledge management requirements and aims. Also consider discussing enablers of knowledge management that yourorganisation has  or should have in place.

Report structure

The report should comprise the following parts:

a) an executive summary

b) an introduction setting the scene and outlining the aim of the report

c) a brief overview of the organisation and its knowledge management challenges and aims, drawing attention to the major features that you will relate to in the main analysis and recommendations (note that this part is different from the introduction)

d) the main analysis that considers approaches to internal knowledge management as well as the management of external knowledge and knowledge protection

e) recommendations on how the organisation could improve its knowledge management in the light of your analysis; and

f) a conclusion that summarises your main findings and highlights limitations of your report.

In preparation of the report, all of the above aspects will be discussed extensively in the lecture andseminars and you have the opportunity to seek individualised feedback in the weekly office hours.

However, you are also expected to conduct in-depth independent research and engage with the appropriate literature to be able to cover the above aspects.

The report must not exceed 4000 words. For details on the word count, please see below. Please make sure that all sources are referenced according to the ULMS guidelines.

Marking structure:

Item	Mark
Standard of presentation, structure and references	10
Executive summary, introduction (research objectives, setting the scene), and conclusion	15
Description of the chosen organisation	5
Main analysis of approaches to internal knowledge management	25
Main analysis of management of external knowledge and knowledge protection	25
Quality of recommendations; alignment of recommendations with analysis	20
Total	100

The above marking criteria will be discussed and further explained in the lectures and seminars. We will provide you with examples on how to achieve high marks in each of the categories.

Anonymous Marking: The University of Liverpool Management School operates an anonymous marking policy, therefore please do not include your name on your essay.

Submission deadlines and date of return of work to students:

Submission deadline: Tuesday 13th May, 12 noon

How to submit your work:

This coursework requires online submission only. You do not need to submit a hard copy of the coursework. You should submit your coursework via Turnitin. If you do not submit to Turnitin your work will not be marked.

Step by step guidance on how to submit an assignment in Canvas can be found here.

Here are some additional tips for submitting assignments in Canvas:

• Make sure you have completed all of the requirements for the assignment.

• Read the instructions carefully before you start working on the assignment.

• Save your work frequently as you are working on the assignment.

• Double-check your work before you submit it.

• If you have any questions about how to submit an assignment, ask your Module Leader for help.

Coursework word limit:4000 words

Students are asked to note that the word count (4,000 words) is the absolute upper limit. There is no leeway over this, i.e., you will be penalised if you submit work that exceeds the word limit (the suggestion that you may exceed the word count by 10% is a myth!)

The following are not included in word counts:

Reference lists/bibliographies 

Cover page

Table of contents

Appendices/footnotes

Contents pages and front pages of reports

As well as the essay/report itself, the following are included in word counts:

Citations/quotations-this includes the material paraphrased/quoted itself as well as the name, date and page information.

Tables and figures

Executive summaries

Headings and sub-headings of sections in the essay

Willfeedback on draft coursework be given?

We will not read drafts of your assignment and then give you passive feedback. As final year-final

semester students, you are expected to be proactive and ask questions in order to receive feedback and improve your assignment.

However, in the seminars, there will be opportunity to discuss three sample assignments (assignments written by previous years’ students), which will provide you insights on how to draft your own assignment.

Weighting of the assessment components:100% coursework

Tips for achieving good marks in assessments:

• Start by researching three to four organisations before you make your pick. Make sure that there is sufficient information available on the knowledge management about your organisation.

• Ensure that you evaluate the knowledge management of the organisation. Be analytical and critical. Your work must not be purely descriptive.

• Make clear how your recommendation follows from your analysis. That is, align your recommendations and the main analysis of approaches in use.

Important information:

Important information on items such as:

• Referencing work

• Marking criteria

• Penalties and Exemption from Late Penalties (ELP)

• Extenuating Circumstances (EC)

• Re-sits

can be found on your CANVAS programme pages and the University’s student intranet. 

Marking/feedback rubric:

Executive Summary	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Identifies key points from main body of report accurately	Fails to identify key points from main body of report accurately. Perhaps reads more like an introduction or abstract	Identifies key points from main body of report but might not be in the format of an Exec Sum or includes some other less relevant information	Identifies key points from main body of report accurately, including broad recommendations. (A CEO could pick up the Exec Summary and gain overview of full report content)
Summarises key points concisely	Fails to summarise key points concisely and/or longer than one page	Summarises key points but might be a little ‘waffly’ (over-elaborate and/or includeelements of an introduction)	Summarises key points from main body of report concisely and clear recommendations evident
Introduction	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Setting the scene for the report	Fails to explain to the reader why knowledge management is important and, hence, does not motivate the report	Provides a generic explanation for why knowledge management is important that could apply to a large number of organisations	Clearly explains to the reader why knowledge management is important specifically for the chosen organisation, thereby providing a strong motivation for the necessity of the report
Describing the aims of the report	Fails to explain to the reader why the report focuses on some aspects of knowledge management and not others. Merely repeats the report brief given in the module handbook	Explains which areas report will focus on but perhaps it is not clear why, or what other choices might have been	Clearly defined scope, justification of which aspects of knowledge management the focus is on
Overview of the organisation	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
	Fails to provide a description of the organisation’s knowledge management aims, objectives and requirements	Provides a description of the organisation’s knowledge management aims,objectives and requirements; fails to provide a concise description of key knowledge management concepts that will be used to analyse the internal and external knowledge management strategies in the subsequent sections	Provides a description of the organisation’s knowledge management aims, objectives and  requirements; provides a concise description of key knowledge management concepts that will be used to analyse the internal and external knowledge management strategies in the subsequent sections
Analysis of the organisation’s internal and external knowledge management practices	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Balance between description and analysis/critical thinking	Too descriptive and not enough analysis; Little/no evidence of ability to think critically and/or lack of theory to underpin the analysis presented	Some evidence of analysis/critical thinking (using theory) but over-descriptive inplaces;	Good/excellent ability to think critically/analyse (using theory) demonstrated with clear examples.
Application of theory to the case	Little or no application of theory	Some application oftheory, good in places, but might need more at times.	Excellent application of theory throughout over and above that covered in lecturers.
Use of examples	Little use of examples on the knowledge management practices of the chosen organisation	Some good examples of the knowledge management practices of the chosen organisation	Excellent examples of the knowledge management practicesof the chosen organisation. The examples are collected from multiple sources (e.g., websites, journals, databases, news reports etc.).Able to benchmark against other organisations.
Recommendations	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Recommendations are sensibly and realistically drawn from the analysis section	Recommendations do not appear as logical progression or are unexpected	Most recommendations emerge as logical progression from the analysis section.	All recommendations are sensible and coherently drawn from the analysis section of the report.
Recommendations are explained and justified	Not explained clearly and/or come as a surprise	Most recommendations are justified and explained clearly	All clearly explained and justified in appropriate detail (e.g., using theory, literature or benchmarkingagainst other organisations)
Conclusion	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Summary and implications	Fails to concisely summarise the main implications of the report	Summarises the key findings of the report	Summarises the key take-aways of the report and links them back to the motivation provided in the introduction
Limitations/ future research	Fails to highlight limitations	Mentions general limitations and areas not covered in the report	Highlights concrete limitations and makes suggestions on how they could be addressed by future research
Structure and Referencing	FAILS TO MEET EXPECTATIONS	MEETS EXPECTATIONS	EXCEEDS EXPECTATIONS
Structure and signposting	Little coherent structure/not outlined at start	Basic structure evident but lacks signposting	Clearly structured and signposted
Evidence of engagement with academic (and other) literature beyond basic texts	Limited range of appropriate sources consulted, perhaps over-reliant on websites or informal sources	Reasonable range of appropriate sources consulted and integrated well, including academic journals beyond basic reading list	Good range of appropriate sources consulted and integrated well. Good balance between academic journal articles and otherreferences.
Consistent and accurate referencing of sources	Poor or inconsistent referencing of sources	Largely consistent and accurate referencing of sources, perhaps a few minor errors	Excellent, consistent and accurate referencing of sources throughout

Additional assignment tips and examples will be provided in the lectures and seminars.

Learning tips:

• Students who regularly go through lecture materials and attend seminars have in the past achieved higher marks in the assignment.

• Be proactive: contribute to classroom discussions and ask questions.

• Make good use of the multiple feedback opportunities provided throughout the module.

Feedback to students - How will I receive feedback on this module?

There are multiple options to receive feedback throughout the duration of the module:

• You can receive formative feedback for all your questions related to the assignment

• in each of the seminars, by asking questions and participating in discussions

• in the weekly office hours

• via Module Q&A on CANVAS DISCUSSION FORUM

• via FAQ list on CANVAS [In this case, you will send emails to your module leader with your query. The query will then be answered by the module leader and posted on the FAQ list. Before asking any question, please check the FAQ list to see if the query has already been answered]

• in the drop-in feedback sessions scheduled at the end of the semester.

•There will be an opportunity in the seminars to receive formative feedback on draft structures of the report before submission.

• We will not read drafts of your assignment and then give you passive feedback. As final year final semester students, you are expected to be proactive and ask questions in order to receive feedback and improve your assignment.

• Feedback on your written assignments will be provided within three weeks after the submission of the assignment. You will receive electronic feedback through CANVAS.

• Please note that marks are not negotiable.

How can I feedback my views on this module?

Your feedback is very important to us and we encourage you to provide your views on your experience here at the Management School. If there is something you’d like to provide feedback on,

the important thing is that you do so as soon as possible. This gives us the opportunity to takeappropriate action early on so we can ensure that you continue to get the best possible student experience.

There are a number of ways in which you can provide your feedback. Please follow the steps outlined below:

Contact your Module Leader

The quickest and easiest route is to speak to your Module Leader directly. Academic staff are very willing to receive feedback and are happy to take appropriate action where it is required. Contact details are included in the first section of this handbook. Please contact your Module Leader as soon as possible if you have a concern. If left too late, it may not be possible to rectify any problems.

Early module feedback

You will be given an opportunity to provide early module feedback informally via the moduleevaluation process. We encourage you to take the time to provide considered and constructive feedback through this process as this information is reviewed by Module Leaders and used to make changes early on in the module, giving you the opportunity see the direct results of your feedback almost immediately.

Module Evaluation

Towards the end of each module you will be asked to complete a module evaluation. Reponses are collated and used to produce a written report including, where appropriate, an action plan for development.

Course Representatives and SSLCs

Course Representatives meet three times a year with key members of staff at Staff-Student Liaison Committee (SSLC) meetings to discuss any issues raised by students, find solutions and identifyexamples of good practice. If you would like your Course Representative to raise an issue on your behalf please make contact with them directly. More information on SSLCs and course representatives can be found on CANVAS programme pages. It is important to note that there may be a gap between speaking with your Course Representative and the next SSLC meeting, so please consider whether one of the above options may be more appropriate.

Informal Feedback Facility (IFF)

The Informal Feedback Facility (IFF) provides an opportunity for Management School students to provide comments or suggestions on all aspects of provision within the Management School. Please submit your IFF via the online form: Informal Feedback Form 2024-25. Your comments will be carefully considered by an appropriate member of staff who will provide you with a written response, including details of any action to be taken as a result. In some cases, you may be invited to discuss your comments in more detail. You do have the option to submit an anonymous IFF.

Complaint Policy

We understand that sometimes things can go wrong and we encourage you to bring any concerns to our attention as soon as possible so we can take action. We do recognise though that it might not always be possible or appropriate to resolve a matter informally. If you’ve exhausted all of the options above and wish to submit a complaint, you can do so using the University’s Student Complaints Policy, which can be found here: University of Liverpool Complaints Policy.

Management School Guidance on Providing Feedback

Please be reminded of the Management School’s guidance on providing feedback. Giving constructive feedback is a skill that you will need to develop in the workplace. We welcomefeedback that is constructive and specific. It helps us improve. Please remain polite and be aware of the right of every staff member to Dignity at Work. There is lots of evidence of unconscious bias in module evaluation –based on gender, age, race, etc. – so please be aware of this and try to be fair to all staff.

Reading for this module

Lectures will give you the background on individual subjects, but you will not get a good mark simply by relying on them. Lecture slides should not function as revision materials. It is up to you to select the subjects that you wish to study in greater depth and plan your reading accordingly. The University's modular model suggests that this module should take 150 hours of your time; lectures and seminars are included in this. So, you should spend over another 100 hours in reading and informal discussion.

This module has a reading list, which you can access here:

https://rl.talis.com/3/liverpool/lists/3BB715C4-F03C-3D2D-7F8C-9F8C9D97570D.html?lang=en&login=1

Core text books:

1. Hislop, D. (2013). Knowledge management in organizations: A critical introduction. 3rd edn. 

Oxford: Oxford University Press.

There are several copies of this book available in the library.

2. Ahmed, P. K., & Shepherd, C. (2010). Innovation management: Context, strategies, systems and processes. Harlow: Financial Times/ Prentice Hall.

There are several copies of this book available in the library. Also e-book version is available in thelibrary.

3. Trott, P. (2011). Innovation management and new product development. Harlow : Financial Times Prentice Hall.

An e-book version of this book is available via the library.

Also, see the Reading List in CANVAS to find more supplementary reading and background on each week’s lecture topics.

Additional supplementary reading can be found on the reference list used on each week’s lecture slides.

The library aims to provide a minimum ratio of one book per ten students for essential texts. But if more copies are needed and funds permit, it can purchase extra copies. The Library needs to find out which books are in greatest demand and you can help by taking these steps:

1) Place a reservation on the book. Once you have the book details on the library catalogue screen, click Request. This means as soon as a copy is returned, you will be notified and can borrow it. It also means that library staff are notified of the demand on the book.

2) Fill in a book suggestion form, talk to staff at the library's information support desks or contact your Liaison Librarian to let us know more copies are needed.

Electronic Resources

The University Website at http://www.liv.ac.uk/library/ will provide you with access to a number of relevant electronic journals and databases. There is a library guide specifically for the Management 

School here: https://libguides.liverpool.ac.uk/management-school. Our library subject guide Nicola Gregory ([email protected]) is happy to help you out with research-related questions.

Apart from the academic literature that you are required to read, the following sources are typically a good starting point to locate background reading and information useful for the assignment:

• BBC (http://news.bbc.co.uk)

• The Economist (http://www.economist.com)

• Financial Times (http://www.ft.com)

• UK Government, Department for Business and Innovation (https://www.gov.uk/government/topics/business-and-enterprise)

As in all research, information material derived from web-based source must be evaluated in terms of its currency, authority, bias and comprehensiveness. Information used from web-based sources must of course be accurately referenced to confirm the authority its findings and to avoid charges of plagiarism.

Other important library information:

The library aims to provide one book per twenty students (with an initial limit of five copies) for essential texts; eBooks will always be purchased where available. However, if more copies/eBook licences are needed and funds permit, they can purchase extra copies. The Library needs to find out which books are in greatest demand and you can help by taking these steps:

1) If there are no copies availablethen you can reserve an item which is out on loan through Library Search. To do this, once you have found the item you wish to reserve, click the 'Sign in' button and then click to sign in as a university student. Once you have done this you will see the option to reserve the item via Click and Collect. This means as soon as a copy is returned, you will be notified and can collect it. It also means that library staff are notified of the demand on the book and more copies may be purchased.

2) Place a request through the Get It For Me service. Get It For Me can be used to request books, eBooks, articles and chapters you are unable to get hold of through the library.

3) Contact the Library Help Desk by email or live chat, talk to staff at the library's information support desks or contact your Liaison Librarian to let us know more copies are needed. The current Liaison Librarian for the Management School is: Liam Kaye (email: [email protected]).

Module Handbook Reviewed on: 20/01/2025 by Dr Anup Karath Nair