| CODE | IOT5025 | |||||||||
| TITLE | Innovation Diffusion in Organizations as Complex Systems | |||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | |||||||||
| MQF LEVEL | Not Applicable | |||||||||
| ECTS CREDITS | 4 | |||||||||
| DEPARTMENT | The Edward de Bono Institute for the Design and Development of Thinking | |||||||||
| DESCRIPTION | Learning Outcomes: By the end of this study-unit, students will be expected to: • Articulate the basic parameters underlying diffusion of innovation theory; • Describe, and understand the implications of, the different aspects of systemic theory; • Apply principles of systemic theory to organizations and particularly organizational innovation diffusion behavior; • Provide behavioural explanations about the dynamics between the micro (individual), meso (team) and macro (organization) levels in the process of innovation diffusion; • Relate strategic-oriented behaviours to the effectiveness of innovation diffusion; • Have a solid understanding of non-linear and complex behavioural predictions related to diffusion of innovation in organizations. Description: In this study-unit students will explore how ideas and innovations spread out and diffuse and the factors that enhance and constrain this process. Students will investigate this phenomenon within one specific context: organizations. However, many of the principles can be also applied to other relevant contexts such as communities and groups. This module is organized into four parts. Part 1 – Overview of Innovation Diffusion Part 1 sets the stage for understanding basic principles and students are introduced to the general principles of Innovation Diffusion theory as highlighted in Everett Roger’s seminal work Diffusion of Innovations (2003) and will explore the four principle elements of diffusion: innovation, communication channels, time and social systems. In this part students will also discuss topics like innovation generation, diffusion and adoption. A brief overview will also be given about change agents in the diffusion of innovation and reference will be made specifically to diffusion of organizational innovation. Part 2 - Organizations as systems and innovation diffusion In Part 2, students will then have the opportunity to appreciate better systems theory with direct reference to organizations based on the works by Emery (2004), Katz and Kahn (1978) and Burns (1963). The role of systems theory in developing learning organizations as vehicles of innovation diffusion will then be thoroughly investigated. Part 3 - Levels of innovation diffusion roles in organizations During part 3 of the study-unit, students will have the opportunity to investigate in further detail the different subsystems within an organizational system that generate innovation diffusion. The first level will investigate the role of every person within an organization as entrepreneurs and will explore the internal characteristics and work-social factors that impact the influence of the intrapreneur and the leader as a vehicle of innovation diffusion. The second level will explore teams and the role of cognitive mapping, collective cognitions and shared mental models in teams in order to facilitate innovation diffusion. The third level will look at whole organizations as vehicles of innovation diffusion and explore several metaphors of organizations in this regard based on the works by Morgan (1997). Students will then be challenged to consider the various strategic-oriented behaviours that facilitate innovation diffusion across all three levels within an organizational system. Part 4 - Advanced and contemporary views applicable to innovation diffusion Finally, Part 4 will explore non-conforming systems and the complexity generated within, in predicting innovation diffusion using chaos theory, complexity and nonlinearity in organizational dynamics, as well as the retention of knowledge and innovation (knowledge management systems). Selected Reading List Amabile, T. A., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39 (5), 1154-1184 Greenlagh, T., Robert, G., Macfarlane, F., Bate, P. & Kyriakidou, O. (2004). Diffusion of innovations in service organizations: Systematic review and recommendations. The Milbank Quarterly, Vol 24 (4), 581-629 Katz, D. & Kahn, R. L. (1978). The social psychology of organizations (2nd ed). New York: John Wiley Leonard-Barton, D. & Deschamps. I. (1988). Managerial influence in the implementation of new technology. Management Science, 34 (10), 1252-1265 Love, E. G. & Cebon, P. (2008). Meanings on Multiple Levels: The Influence of Field-Level and Organizational-Level Meaning Systems on Diffusion. Journal of Management Studies, 45 (2), 239-267 Oldenburg, B. & Glanz, K. (2004). Diffusion of innovations. In K. Glanz, K. Rimer, & K. Viswanath, K. (eds), Health behavior and health education. San Francisco: Jossey-Bass, pp: 313-334 Rogers, E. (2003). Diffusion of innovations. NY: Free Press Sammut-Bonnici, T., Wensley, R. (2002). ‘Darwinism, Probability and Complexity Transformation and Change Explained through the Theories of Evolution,’ International Journal of Management Reviews, 4, pp. 291-315 Taylor, A. & Helfat, C. E. (2009). Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity. Organization Science, 20 (4), 718-739 |
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| STUDY-UNIT TYPE | Lecture, Online Lecture and Workshop | |||||||||
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| LECTURER/S | Vincent Cassar |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2025/6. It may be subject to change in subsequent years. |
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