This unit examines the dynamics and interconnectedness of business disruption, innovation and entrepreneurship. ‘Disruptive innovation’ theory is considered the most influential business idea of the 21st century. The phrase was originally popularised by Clayton M. Christensen and colleagues in 1995. Ultimately, it denotes an innovation that generates a unique market and value proposition capable of disturbing established markets and value networks by displacing conventional market leaders, products and coalitions. Disruptive innovations are evident in both established and advanced economies at either end of complex markets. Nevertheless, while an innovation is revolutionary, it may not necessarily be disruptive. Entrepreneurs who bring disruptive innovations to market are not necessarily disruptors. Business environments created by market leaders do not tend to encourage the pursuit of disruptive innovations or entrepreneurial initiatives. Primarily, this is because these products or services are initially unprofitable and divert scarce organisational resources from competing with existing competitors. Disruptive processes often require longer lead times to get to market than conventional approaches. In addition, the associated risks are higher than is evident for incremental approaches to innovation. Once deployed to market, disruptive innovations achieve a faster penetration and higher impact into established markets. You will be challenged to conceive of environments where disruptive innovations and entrepreneurship can flourish. Case studies will be used to provide exemplars of entrepreneurs generating market value.
|Unit Level||Not Applicable|
|Student Contribution Band||3|
|Fraction of Full-Time Student Load||0.125|
|Pre-requisites or Co-requisites||
There are no pre-requisites for the unit.
Important note: Students enrolled in a subsequent unit who failed their pre-requisite unit, should drop the subsequent unit before the census date or within 10 working days of Fail grade notification. Students who do not drop the unit in this timeframe cannot later drop the unit without academic and financial liability. See details in the Assessment Policy and Procedure (Higher Education Coursework).
|Class Timetable||View Unit Timetable|
|Residential School||No Residential School|
Each 6-credit Postgraduate unit at CQUniversity requires an overall time commitment of an average of 12.5 hours of study per week, making a total of 150 hours for the unit.
|1. Online Quiz(zes)||25%|
|3. Online Test||25%|
This is a graded unit: your overall grade will be calculated from the marks or grades for each assessment task, based on the relative weightings shown in the table above. You must obtain an overall mark for the unit of at least 50%, or an overall grade of ‘pass’ in order to pass the unit. If any ‘pass/fail’ tasks are shown in the table above they must also be completed successfully (‘pass’ grade). You must also meet any minimum mark requirements specified for a particular assessment task, as detailed in the ‘assessment task’ section (note that in some instances, the minimum mark for a task may be greater than 50%).
All University policies are available on the Policy web site, however you may wish to directly view the following policies below.
This list is not an exhaustive list of all University policies. The full list of policies are available on the Policy web site .
On successful completion of this unit, you will be able to:
|Assessment Tasks||Learning Outcomes|
|1 - Online Quiz(zes)||•||•|
|2 - Portfolio||•||•||•|
|3 - Online Test||•|
|Graduate Attributes||Learning Outcomes|
|1 - Knowledge||•|
|3 - Cognitive, technical and creative skills||•|
|5 - Self-management||•|
|7 - Leadership||•|
|Assessment Tasks||Graduate Attributes|
|1 - Online Quiz(zes)||•|
|2 - Portfolio||•||•|
|3 - Online Test||•||•|