individual essay (2000 words)

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.

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.

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.

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

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%.

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.

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

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

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

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.

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%.

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.

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.

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%

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

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.

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.

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:

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.

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.

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.

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!!

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.

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?

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.

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.

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.

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.

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.

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.

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.

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.

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%.

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 Name: Role in the Network: ___________________________________________________________________

Group Members: 1.______________________ 2. ____________________

3. ______________________ 4. ____________________

5.______________________ 6. ____________________

Marker Name ________________________________________________________

CONTENTS

COMMENTS:

Group Name: __________________________________________________________________

Group Members: 1.______________________ 2. ____________________

3. ______________________ 4. ____________________

5.______________________ 6. ____________________

Marker Name ________________________________________________

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

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

10% below team average

same as team average

5% above team average

10% above team average

Group Member Name Score (1-5)

Other Personal Comments:

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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

20% below team average

10% below team average

same as team average

5% above team average

10% above team average

Group Member Name Score (1-5)

Other Personal Comments:

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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).

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

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

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

Management Consultancy MNC Corporate

Consortium of Suppliers 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

Management Consultancy MNC Corporate

Consortium of Suppliers 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