08.27
Bachelor of Creative Technologies
Year 2 Intellectual Entrepreneurism and Innovation Management
Project 2 – August 17 2009
Design an interactive game based on innovation
Johnson (2001) argues that while many economists, governments and business leaders view innovation and entrepreneurship as stimuli to growth and development, these activities are actually necessary for commercial survival. Fundamentally if an organization does not adopt a proactive attitude towards innovation and the creation of new ventures, Johnson asserts that it is unlikely to be able to carry on in an increasingly aggressive, competitive and dynamic market place.
From this it would appear that innovation is vital to both competitive advantage and an organisation’s economic sustainability, but what does it actually entail? Von Stamm (2005) contends that innovation is typified by a willingness to think differently, generate ideas, challenge assumptions, engage with uncertainty and take risks. However innovation is not just the invention of new ideas (Trott, 2008). Schumpeter (1934) defines economic innovation in terms of one or more of the following five actions: the introduction of a new product, a new method of production, the opening of a new market, the source of a new supply of raw materials or the substantial reorganization of an industry. Innovation therefore is as much concerned with how new ideas are implemented, developed and commercialised in a way that adds value to products, services, systems or markets, as with the generation of the ideas themselves.
So how do business organizations achieve this seemingly paradoxical mix of originality and operational consolidation? Schumpeter (1934) contends that innovative performance is shaped by the way firms manage resources and develop capabilities. Trott (2008) further suggests that innovation is a complex mix of internal and external contextual factors. He argues that innovation is a process that utilizes diversified functions within an organization and reflects a firm’s ability to manage its knowledge assets and resources.
Knowledge management is an important capability that is supported by high-quality social interaction within organisational networks (Beyerlein, Beyerlein, & Kennedy, 2006). Boutilier & McNaughton
(2006) maintain that collaboration within these social networks is decisive in enabling and nourishing innovation by facilitating the flow of knowledge through face-to-face interactions between actors. However information and communication technologies (ICT) can also serve a proxy function in firms that aren’t so geographically proximate to knowledge assets, such as firms located in remote regions or dispersed organizations (Boutilier & McNaughton, 2006; Wenger, 2002).
Assignment
In this assignment you will combine your knowledge of entrepreneurs, teamwork and innovation to develop concepts for a game that explores the conditions for innovation. You will need to put that
knowledge to the test by working effectively in teams to develop a game that enables multiple players to learn about the contextual nature of innovation. The game will need to be played by two or more players at dispersed locations and encourage them to explore the development of innovative ideas together.
To complete this assignment successfully you will need to understand the factors that af fect innovative performance. You will need to cite secondary sources to support your assertions and use references that connect academic and practical theories in how to structure collaboration towards innovation. These will be included in a short exegesis. During the class in week 7 (31 August) you will be required to make a brief presentation of your initial concepts and overall strategy for the game. You will receive a formative assessment in the form of feedback from a ‘Dragon’s Den’ style panel of experts. You will need to be prepared to explain the creative choices your team has made and offer evidence in support of those decisions.
Objectives
• Develop ideas for a multi-player game designed to develop understanding about the contextual nature of innovation.
• Structure your game to conform to your understanding of how innovation occurs. Research your subject and include secondary sources in your final exegesis to support your assertions.
• Address the socio-political dimensions of innovation by including organisational structures, models of communication and processes of decision-making within your game.
• Develop relevant and coherent arguments as to what contributes to ef fective innovative performance and establish criteria for evaluation to measure your project against.
• With your submission include an assessment of the individual performances within your team. assessment criteria (see also course assessment criteria).
STUDIO PRACTICE
• Be specific as to the subject of your enquiry. What is your project and how do you understand the context of the ‘question’ you are addressing.
• Demonstrate the importance of clear communication using appropriate terminology in the production and final presentation of your work.
• Actively participate in discussions, class feedback and literature reviews. Working cooperatively in a studio environment includes contributing your ideas and seeking critical feedback from your lecturer and peers.
REFLECTION
• Demonstrate a level of rigorous academic enquiry and combine primary and secondary research to support your own ideas and creative insights.
• Think critically and reflect on the assumptions that underlie what you’re doing. How is the ‘outcome’, process or use of technology innovative or of cultural significance? SYNTHESIS
• Demonstrate through your work that you’ve taken a methodical approach to learning and successfully integrated your analysis, research and theoretical knowledge.
Assessment deadline
The total project is worth 50% of your final grade. The final submission for this project is due in week 11 (12 October ) when you will be required to present your game. In addition you will provide a brief (approx. 500-1000 words) written exegesis in support of your work detailing your references together with assessments of the individual performance within your team. This written component should be handed to your lecturer after the final presentation.