Assessment Coursework Assessment DELIVEROO LTD.

See attachmentsAssessment Coursework Assessment  DELIVEROO. LTDAssessed Learning OutcomesLO1: Critically assess the key tools and techniques for managing innovation for application to actual practical situations. LO2: Systematically analyse the impact of innovation and entrepreneurship on the performance of industries. LO3: Develop innovative solutions to contemporary situations. LO4: Evaluate the nature of innovation and entrepreneurship, and be able to identify the potential for innovation and entrepreneurship within an organization and/or network. Background and contextThe complexity, turbulence and rate of change of the business environment has intensified in recent decades (Ribeiro-Soriano and Kraus, 2018). Contemporary strategy literature is replete with studies on the effect of entrepreneurial orientation on firm performance in consideration of the effects of internal and external factors (Klofsten, Urbano and Heaton, 2020). Bernardus and Wahjudono’s (2017) study of 24 Indonesian businesses that examined the mediating role of corporate entrepreneurship and reported a positive relationship between entrepreneurial action and the effects of corporate reputation, strategic leadership, and corporate culture on corporate performance. An important factor that is receiving global attention is innovation. For example, Zehira, Canb and Karabiga’s (2015) survey of 991 middle and senior managers of 331 middle and large-scale firms operating in the manufacturing industry in Turkey, concluded that innovation performance mediates the relationship between entrepreneurial action and firm performance. Organizations; small and large, private and public, for profit and not-for profit, etc.; create marketplace opportunities by jumpstarting and accelerating innovation. Successful execution of solutions to problems, and not just producing ideas, is what sustainable organizations do. Leaders of modern organizations must either find or develop strategies to implement innovation at all levels of the organization. This innovation can be seen in intrapreneurship, a practice that stimulates the creation of new business opportunities within the organisation or collaborating with enterprising and innovative external organisations. Bibliography Aparicio S., Turro, A. and Noguera, M. (2020). Entrepreneurship and intrapreneurship in social, sustainable, and economic development: Opportunities and challenges for future research. Sustainability 2020, 12, 8958; doi:10.3390/su12218958 Augusto Felício, J., Rodrigues, R. and Caldeirinha, V.R. (2012), “The effect of intrapreneurship on corporate performance”, Management Decision, Vol. 50 No. 10, pp. 1717- 1738. 3 of 13 Bernardus, D. and Wahjudono, K. 2017. Intangibles resources and corporate performance: the role of corporate entrepreneurship as mediator and entrepreneurial action as moderator. Journal of Applied Management (JAM) Vol 15, No 2 (2017) Camelo-Ordaz, C., Fernández-Alles, M., Ruiz-Navarro, J. and Sousa-Ginel, E. (2012). The intrapreneur and innovation in creative firms. International Small Business Journal 30(5) 513–535 Domingo Ribeiro-Soriano, D. and Kraus, S. 2018. An Overview of Entrepreneurship, Innovation and Sensemaking for Improving Decisions. Group Decis Negot June 2018, Volume 27, Issue 3, pp 313–320 Hecker, A. (2017). The Intrapreneurial Nature of Organizational Innovation: Toward a New Process Model. International Journal of Innovation, 5(3), 375-398. Klofsten, K., Urbano, D. and Heaton, S. (2020). Managing intrapreneurial capabilities: An overview. Technovation 99, January 2021, Molina, C. and Callahan, J. L. (2020). Fostering organizational performance: The role of learning and intrapreneurship. Journal of European Industrial Training Neessen, P.C., Caniëls, M.C., Vos, B. and de Jong, J. P. (2019). The intrapreneurial employee: toward an integrated model of intrapreneurship and research agenda. International Entrepreneurship and Management Journal 15, p545–571 0552-1 Zehira, C., Canb, E. and Karaboga, T. 2015. Linking entrepreneurial orientation to firm performance: the role of differentiation strategy and innovation performance. 4th International Conference on Leadership, Technology, Innovation and Business Management; Procedia – Social and Behavioral Sciences 210 (2015) 358 – 367 AssignmentSelect a FTSE listed company, ( ; or a large a not-for-profit, public sector, governmental, non-governmental or international organisation and complete the following tasks; Task 1 Use relevant organisational and market data to identify and discuss two entrepreneurial/innovation opportunities currently adopted by your case study organisation or relevant to its future competitiveness. Task 2 Formulate and justify a theoretical tool to evaluate the entrepreneurial/innovation opportunities identified in Task 1.  Task 3 Apply the ‘theoretical evaluation tool’ formulated in Task 2 to evaluate the entrepreneurial/innovation opportunities and recommend one way the senior management Page 4 of 13 can further take advantage of identified opportunities to enhance the future competitiveness of your case study organisation.  Task 4Present the work to a high academic standard in terms of: appropriate use of referencing, extent and evidence of research, structure of the submission, coverage of issues, presentation and use of appropriate language. ASSESSMENT CRITERIA The work will be assessed in an integrative manner as indicated in the grading rubric.Source material research portals may include: • FTSE: • Case-study organisation or company website • Mass media organisation website, e.g. BBC, Bloomberg, Newsweek, Times, etc. • Accessible market research data, e.g.; Craft: CIA World Factbook: D&B Hoovers: Datamonitor: Euromonitor Passport: Mintel Industry Analysis: OECD: The World Bank: • Other sources of market research data, e.g.: IBIS World, GMID, Economist Intelligence Unit (EIU), Statista, Bloomberg, KPMG, Pricewaterhouse Coopers (PwC), Deloitte, Bain & Company, McKinsey & Company, Ernst & Young, Boston Consulting Group (BCG), Accenture, Booz Allen Hamilton, CBInsights, etc. Task 2 points to consider You may consider any of the innovation theories discussed in your lectures and use any methodology to rank or recommend from the identified entrepreneurial opportunities. One approach is the SAFe framework (Johnson et al. 2014). You may wish to consider entrepreneurial action/effectuation (Sarasvathy, 2001) relating to the opportunity, it is important to appreciate that this is largely about your case study’s ability to organise and combing resources (e.g. human, material, financial, intellectual, etc.) and use its competencies (e.g. intellect, skills, knowledge, technology, experience, etc.) (Tidd & Bessant, 2018). Therefore, the approach you propose needs to be capable of accounting for the resources and competencies required to organise the resources and action the entrepreneurial opportunity. Source material Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regner, P. 2014. Exploring StrategyText and Cases (10th edition). Harlow: Pearson Education Ltd Tidd, J and Bessant, J. 2018. Managing Innovation: Integrating Technological, Market and Organizational Change. (6th edition). Wiley, Sarasvathy, S. D., 2001. What Makes Entrepreneurs Entrepreneurial? Darden Case No. UVAENT-0065. Available at:

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