Managing Innovation and Projects (2015 entry)

MSc, 1 year full time/2 years part time

Subject overview

  • Our courses are taught by world-renowned faculty with a strong background in relevant areas of research. 
  • Our range of courses builds on Sussex’s strong foundation of interdisciplinary study, encompassing corporate risk management, entrepreneurship, international finance, and international and innovation management. 
  • Our teaching is designed to provide you with the knowledge and skills to compete effectively in the fast-paced world of work. We tailor our taught courses to meet current and future employer demands, and will continue to adapt to the changing employment market. 
  • Our courses offer a choice between practice- and research-oriented study opportunities. They have been developed drawing on the expertise and input of experienced practitioners from industry and professional bodies. These experts complement our own expertise in research and help to enrich your learning experience. 

Global perspective

55th in the world for international outlook

Times Higher Education World University Rankings 2013-2014

Academic quality

14th in the UK
43rd in Europe
111th in the world

Times Higher Education World University Rankings 2014-2015

  • 1,600 km2 of South Downs
    National Park area

  • 4,600
    students live on campus

  • 700,000 books and e-books, and
    30,000 journals in the library

  • 13,800
    students study at Sussex

  • Around 4,500 full- and
    part-time jobs advertised each year
    Over 900 paid internships
    advertised in the last 18 months
    300 careers events each year

  • £500-million future investment
    in campus buildings and facilities

  • Over 95 countries across the world
    are home to Sussex graduates

  • 956 academic staff
    1,214 professional services staff

  • 140 student societies and
    over 30 sports clubs

  • 28,000-seater American
    Express Community Stadium

  • £24.7-million
    research income

  • < 9 minutes to Brighton
    < 30 minutes to Gatwick Airport
    < 60 minutes to central London
    < 90 minutes to Heathrow Airport

Programme outline

Organisations in both the public and private sectors rely on innovation to survive, grow and transform their business and project management has become a highly sought-after capability.

This MSc course equips students with specialist skills and knowledge in innovation and project  management, enabling them to compete effectively in the fast-paced world of business and become . effective leaders in innovation-driven businesses and project-led organisations.

You will be taught by leading academics and experts who link cutting-edge research and practice, allowing you to develop a deep understanding of organisations, their management and the environment in which they operate.

Students will be able to demonstrate a systematic and conceptual understanding of traditional and advanced approaches to innovation and project management.

The course also helps students to critically examine the theory, models and tools, as well as to develop self-direction and original thinking when applying their knowledge of innovation and project management in complex and uncertain situations.

It offers a range of core and optional modules, plus a dissertation, enabling students to pursue different interests and develop their skills and knowledge. Students may also have the opportunity to carry out research for their dissertation in companies, providing networking opportunities and invaluable work experience. 

You are based in SPRU – Science Policy Research Unit, which is the longest-established and largest academic body studying science, technology and innovation in the world, ranked second only to Harvard in terms of research impact on innovation studies (Research Policy, 2012). Our MSc and research courses have extensive links with business and policy-making organisations, and emphasis is given to strengthening your skills and competencies for employment. Feedback from employers who have undertaken projects with SPRU students is extremely positive.

Assessment 

Modules are assessed by a combination of coursework, essays, group and individual reports, and presentations. There are also unseen examinations.

We continue to develop and update our modules for 2015 entry to ensure you have the best student experience. In addition to the course structure below, you may find it helpful to refer to the Modules tab.

The structure for 2014 is as follows, but this may change for 2015.

Autumn term: Business and Project Management; Managing Innovation; Supply Chain Management

Spring term: Managing Complex Projects, Products and Systems; Perspectives, Methods and Skills for Science, Technology and Innovation Studies. For options you will choose from Corporate Governance and Social Responsibility; Governing Energy Transitions; International Human Resource Management; Managing Intellectual Property; Managing Knowledge; and Strategic Management -  A Business Management Course

Summer term: Research Project (Managing Innovation & Projects)

Back to module list

Accounting for Decision Makers

15 credits
Autumn teaching, year 1

This module is designed as an introduction for non-financial managers to comparative international accounting, and financial reporting and analysis, within the context of converging standards.

No prior knowledge of accounting procedures is assumed or required.

Advanced Project Management

15 credits
Spring teaching, year 1

The traditional ‘planning & control’ approach to project management—to a large extent—assumes a simple and predictable project environment devoid of intricacies such as significant uncertainties, unexpected environmental and market changes, leadership challenges, and hidden agendas. The objective of this module is to go beyond such an approach by addressing advanced topics and taking critical perspectives on project management. At the end of this module, students will learn about the limitations of the traditional approach. They will also learn to consider broader factors (including organisational, behavioural and political-economic ones) which may affect and influence project performance in a variety of contexts. It is expected that students who wish to take this module will have a basic knowledge of project management.

Business Ethics and Corporate Social Responsibility

15 credits
Spring teaching, year 1

This module is aimed at students on the range of 'conversion' type of MSc programmes across the department and is delivered in the International Accounting and Governance programme as a core. The focus is on contemporary perspectives and practices within the broadly defined areas of Corporate Social Responsibility and Governance.

The module starts from the premise that CSR is a contested, problematic and developing area of study. There is an acceptance that an understanding of ethical frameworks is required to inform debate on this subject and that research generated evidence and insights are necessary to substantiate assertion.

The focus is also practical, and you will individually undertake research into an organisation's orientation and practice towards its stakeholders. A critical and questioning approach to this will be encouraged and required to 'see beyond' the often platitudinous veneer that can characterise this relationship.

Throughout the module the emphasis will be on devloping your own coherent and informed view of matters such as corporate and governance, together with issues of professional ethics within a globalised context. In particular, we examine the extent to which corporate governance practices are moving towards convergence.

The coursework requires you to work individually to produce a case study analysis of contemporary stakeholder issues and to thereby further your understanding and exercise research skills and judgement. Supporting and underpinning this is a week by week seminar programme requiring you to ascertain and appreciate your own and others' 'ethical profiles', locate and interpret research-based insights and undertake case study analysis of organisational practices and professional ethical dilemmas.

An examination will test your grasp of relevant concepts, theory and ability to apply insights.

Business and Project Management

15 credits
Autumn teaching, year 1

This module addresses wider business and project management issues which affect the technological and engineering environment. Some of these issues include: principles of strategic management, project management and planning, the business environment, auditing and control, organisational structure, business legislation, resource management, global markets and supply and forecasting.

Change and Leadership

15 credits
Autumn teaching, year 1

Change and Leadership will provide you with the theoretical grounding to understand and appraise different modes of organisational change, their drivers, the responses of staff and other stakeholders, and the role of leaders in leading and responding to change. The relevance of theory will be explored in contexts including cultural change, restructuring and mergers/acquisitions. The module examines the principles of managing change at a number of levels building progressively from individual change, to team change and organisational change up to change at the meso-macro level in complex economic systems (eg change of sectoral or even national importance). The distinctive roles for leaders and approaches to leadership will be explored in relation to these levels.

Within the continuum, reflecting positioning of the module between organisational behaviour and strategy, topics to be addressed will cover six main areas including: 

  • Behavioural, cognitive, humanistic and psychodynamic theories of individual change 
  • Teams: their constitution, internal dynamics and role in organisational change
  • Historical approaches to organisational change (under ad-hoc management, scientific management, human relations and contigent approaches) 
  • More recent (and emerging) paradigms in organisational change
  • Planned vs. emergent change: complexity and inter-organisational influences
  • Leadership: role choices and constraint, and frameworks for managing change


The assessment is a coursework-based task requiring you to select a change scenario for a chosen organisation and to describe how that change process should be undertaken, with specific reference to options for change and appraisal of their suitability, through reference to relevant theories of change. Strengths and weakness of relevant approaches will be identified. Specific attention to the role and style of leadership required for the change process or programme will be a key component of the report.

Energy Policy and Sustainability

15 credits
Spring teaching, year 1

This module is intended to introduce you to the main concepts, theories, issues, challenges and debates within energy and climate policy, together with some of the analytical techniques used to explore this multifaceted subject. Primary emphasis will be given to economic concepts and techniques, but the module will take a critical approach to orthodox economic theory and will incorporate ideas from behavioural economics, ecological economics and innovation studies. The primary focus of the module is the opportunities, challenges and constraints associated with making the transition to a low carbon energy system. But this challenge cannot be understood without exploring the other dimensions of energy policy, such as energy security and market structure and regulation, together with the synergies and tensions between different policy objectives. 

Key themes of the module include the physical characteristics of fossil and renewable energy resources, the process of transition and change in energy systems and the rationales for and limits to public policy intervention. Substantive issues to be covered include: the relationship between; energy and economic growth; market and government failures in the energy sector; energy market liberalisation and the regulation of network industries; carbon pricing; the innovation and diffusion of energy technologies; resource depletion; the transition to renewable technologies and competing perspectives on energy security. Much of the discussion and examples will relate to OECD countries, but issues relevant to developing countries will be introduced where appropriate and explored in more detail in the seminars. Relevant analytical techniques such as energy-economic modelling will be introduced but not examined in any detail. 

This module will enable you to:

  • demonstrate a critical understanding of the key concepts, theories, issues, challenges and debates within climate change and energy policy, together with the dominant analytical approaches to this topic. 
  • apply a range of economic concepts to analyse and explain specific energy or climate policy problems, to identify and evaluate relevant policy options and to critique proposed solutions. 
  • be able to communicate ideas, analyses and results clearly and succinctly in a manner that is appropriate to a range of audiences (e.g. academic, policy and business 
  • demonstrate the understanding and intellectual skills identified above through presentations, participation in group activities and clear and concise written work. 

Energy and Development

15 credits
Spring teaching, year 1

The module will examine the substantive energy policy challenges faced by developing countries, including increasing energy access, reducing energy poverty and improving energy security. Integrating orthodox perspectives on energy policy with insights from innovation studies and socio-technical approaches, the course will explore the implications for development of notions such as lock-in, path dependency and leapfrogging. Building on this conceptual framework, the course will critically engage with academic and policy debates on topics such as low carbon development, technology transfer and carbon markets; all of which are intended to play roles in helping developing countries achieve development objectives while establishing sustainable energy systems. 

This module will enable you to:

  • critically engage with contemporary academic and policy debates on energy policy and development 
  • demonstrate a systematic understanding of the tensions and complementarities between energy policy and sustainable development in a developing-country context 
  • analyse the roles of technology and innovation in energy for development 
  • demonstrate a critical awareness of the advantages and disadvantages of orthodox and alternative approaches to energy policy in developing countries. 

Global Business

15 credits
Autumn teaching, year 1

The module will widen the perspective of aspiring managers regarding the strategic implications of global change and facilitate more informed strategic planning and implementation within companies. The module is introductory and wide ranging in scope. A balance is sought between theory and practice with seminars placing an emphasis on contemporary case studies.

Governing Energy Transitions

15 credits
Spring teaching, year 1

This modul will introduce you to a systems perspective on long-term, socio-technical change in the field of energy in order to explore the co-evolution of technologies with political, institutional, economic and social factors. The module will illustrate this conceptual perspective with historical case studies from the energy sector and explore the implications for governing transitions to a low carbon energy system in the developed world. You will analyse and reflect on current policy approaches to governing low carbon transitions. Substantive issues to be covered include: the historic transition from horse-drawn carriages to auto-mobility, low carbon innovation policy in the UK, the Energy Transition approach in the Netherlands, the politics of governing transitions and the role interests play, bottom-up approaches to changing energy systems such as the Transition Towns movement, the role of household practices as well as strategies of incumbent energy companies to respond to pressures for change towards a low carbon energy system. 

This module will enable you to:

  • demonstrate a systematic knowledge of the definition and applicability of key innovation studies concepts to studying socio-technical change in energy systems, such as carbon lock-in, path dependency, co-evolution of technology with political, institutional, economic and social factors 
  • apply the conceptual understanding and empirical knowledge gained from the course to the analysis of a variety of energy systems in developed countries (including electricity generation, heat production and mobility) 
  • critically discuss and evaluate different policy approaches to governing low carbon transitions. 

Governing and Using Technology for Development

15 credits
Spring teaching, year 1

Many technologies are controversial. They not only mean different things to different actors, but also distribute the benefits and costs associated with them unevenly in societies. For example, an automobile may be a reliable mean of transport for some but a polluting and dangerous device for others; expensive genetically modified seeds may increase yields and profits for some farmers but produce indebtedness for many others and considered as agri-biodiversity and health hazards by activists; biofuels may be viewed as an effective way to reduce emissions by some and as a serious threat to food security by others. These multi-sided disagreements and disputes raise significant questions about two central aims of much contemporary international development i.e., environmental sustainability and poverty reduction. Can the (re)development and use of controversial technologies, new and old, be governed by state and non-state actors toward greater environmental sustainability and inclusiveness? If yes, how? This module will provide students with critical theoretical tools and empirical insights into the processes of governance and use of controversial technologies in different parts of the global south.

Information and Communication Technology Policy and Strategy

15 credits
Spring teaching, year 1

The module provides you with an overview of the strategic management and policy issues raised by the production and use of advanced information and communication technologies and services. Perspectives are drawn from economics, management and organisation theory, as well as political science and sociology. The focus is on the evolution of a complex technical system in the wider contexts of emerging user requirements in the public and private sectors. Much of the course is centred around the implications of the internet, particularly in terms of media conversion, regulation, productivity and employment, intellectual property rights and electronic commerce.

Infrastructure and Innovation

15 credits
Spring teaching, year 1

Infrastructure-systems provide the foundation for a large proportion of modern economic activity. Such systems enable people, resources, energy and information to move around the world. The production and operation of infrastructure presents significant policy and managerial challenges as it is typically organisationally complex and requires a variety of public and private organisations to work together to plan, design, build and operate it. While the physical and information infrastructure of modern societies is very diverse, infrastructure sectors, such as transport, communications, energy, water and waste, and oil and gas, as well as the physical assets of modern societies (such as schools, hospitals, sports facilities, etc.), all share common problems, creating the possibility of learning across sectors. By adopting a business model focus, this course enables such cross sector learning. This cross sector learning is important because the production and operation of infrastructure has historically presented a range of public policy challenges, due to the high fixed costs, inherent monopoly problems and significant demand for infrastructure services found across many sectors and settings. To address these problems, a range of different governance-structures and regulation models have been employed, from public ownership to the heavy regulation of private monopolies. The public policy importance of infrastructure systems has increased due to the increased concern about their major contributions towards CO2 emissions, with the greening of infrastructure systems, particularly energy systems, now recognised as an essential part of modern climate change policy. These heavy regulatory burdens create novel public policy and innovation management problems that have been explored in a variety of SPRU research projects that the course will draw on. This course explores innovation in infrastructure from a variety of public, private and civil society perspectives to produce an integrated understanding of how innovation takes place and which tools and techniques can be used to understand and improve the generation and operation of modern infrastructure. The course is focused on providing the skills and knowledge required for careers in strategically important infrastructure industries and projects involving clients, architects, engineers, contractors, government agencies, users and other stakeholders. The skills, knowledge and business-model focus of the course, together with the emphasis on learning across sectors, will generate transferable skills that will be valuable to students interested in the management and regulation of large complex organisations in a wide range of settings.

Innovation for Sustainability

15 credits
Spring teaching, year 1

This module will explore the role innovation can play in sustainable development in industrialised and developing countries, including (but not limited to) its importance in mitigating and adapting to climate change. A number of key ideas will be used to provide a framework for learning. These include past and current theory on sustainability, growth and competitiveness (with specific reference to the role of technology), understanding and influencing directions of innovation, and the governance of socio-technical transitions. Specific topics will be explored within each key idea. Examples include: social and technical innovations in energy and resource use efficiency; economic and other policy instruments to promote such innovations; barriers to the diffusion of sustainable innovations; the role of innovative green niches in systems transformations; and the challenges of international co-ordination. These will be illustrated with reference to real world cases in the manufacturing, housing, agriculture and energy sectors. 

This module will enable you to:

  • articulate and utilise a working knowledge of issues concerning innovations and sustainability and to evaluate critically the main theoretical perspectives on innovation and the environment; 
  • apply concepts from innovation theory in analysing a range of contemporary environmental policy problems; 
  • research the innovation dimensions of a contemporary environmental problem using a mix of academic and policy literature, and 
  • demonstrate the understanding and intellectual skills identified above by means of clear and concise written work. 

Innovation in the Creative Economy

15 credits
Spring teaching, year 1

The creative economy has been a significant driver of growth in recent years, because of the role of the cultural and creative industries. Students will learn the key aspects underpinning the creative economy and its main drivers, and develop a deep understanding of how innovation takes place in the creative industries. Students will also learn how these innovations are commercialised. By linking theory with real-world practices, students will discover how firms and other organizations leverage creativity, innovation and technology in order to create value, and how this value is captured and marketed.

International Human Resource Management

15 credits
Spring teaching, year 1

This module aims to introduce you to concepts, issues and debates around human resource management and employment relations within the context of the growing internationalisation of business. It will look at the implications of the rise of multinational corporations and foreign direct investment for employment, and the particular challenges of managing a workforce across national borders. The module will adopt a comparative perpective for the discussion of the variability of key human resource practices across different national contexts. The module will weave together two key themes of international differences in HR management and the HRM practices of corporations that operate in multiple country locations.

Some of the topics that may be included are as follows:

  • Specific HRM function areas (such as pay/rewards systems, working time, employee voice at the company or sector level)
  • The variability in the interpretation of high performance HRM systems
  • The global diffusion of HRM practices
  • Different 'home country' effects shaping MNC employment practices
  • International assignments as an HRM tool
  • The gendered dimensions of MNC HRM practies
  • The role of culture in global diversity management
  • Corporate social responsibility issues
  • Global talent management
  • Implications of outsourcing and off-shoring for HRM etc

Introduction to Statistical Research Methods

15 credits
Spring teaching, year 1

The module aims to provide you with a basic understanding of descriptive statistics and statistical inference as they are used in the social sciences and to develop an adequate level of skill in the use of a leading statistical software package (SPSS) so that the you will be able to perform statistical analysis relevant for reaching social science research conclusions. This is done through extensive `hands-on practice. The coverage of descriptive statistics includes methods that can also be used for exploratory qualitative analysis.

The module is organised in lectures and tutorials. The lectures provide an introduction to the theoretical and practical elements of each topic and offer an opportunity for discussion of, extensions to, and clarification of each topic. The tutorials in the computer room will introduce you to the use of the statistical software package SPSS. 

This module will enable you to:

  • gain a critical awareness of the definition and proper use of descriptive statistical analysis. 
  • understand the definition and appropriate use of basic statistical inference. 
  • define and evaluate the use of descriptive and inferential statistical analysis to social sciences theories 
  • propose hypotheses and test them using the tools of descriptive and inferential statistical analysis. 

Management of Risk

15 credits
Spring teaching, year 1

Risk surrounds us, and risk management is crucial to organisations. This module aims to provide students with a holistic understanding of the nature of risk and the role of risk management in modern organizations, with an emphasis on its role in projects and innovation. Building on this, students will develop an understanding of key processes involved in developing a risk management plan and techniques used to identify, assess and manage risk. This course addresses the various aspects involved in the management of risk in mainly project and operational business environments, although broader issues of technological risk are addressed as well. Topics addressed include external and internal factors (relative to the project, firm and industry sector) that contribute to the emergence and escalation of risks; the processes required to manage those risks; the involvement of stakeholder, the tools and methods applied to identify assess and control risks, the management of project risks associated with innovation and technology, and the interface between technological risks and their management within society more broadly.

Managing Complex Projects, Products and Systems

15 credits
Spring teaching, year 1

During this module you will address three central issues:

Organisational capabilities: how organisational forms and capabilities in project management, systems integration and software engineering are essential in the design and production of CoPS. Special emphasis is given to project management capabilities.

Models of innovation: how industrial structures, product life cycles and innovation management in CoPS differ from the conventional model of innovation often based on the mass production of consumer goods.

Firm strategy: how firms are changing their strategic positions, building new service capabilities and creating customer-centric organisations to provide bundles of products and services as integrated solutions to their customer's needs.

Managing Innovation

15 credits
Autumn teaching, year 1

This module equips you with the knowledge to understand, and the skills to manage, innovation at operational and strategic levels. The management of innovation is inherently interdisciplinary and multi-functional, so we aim here to provide you with an integrative approach to the management of innovation. Specifically, we aim to integrate the management of market, technological and organisational change to improve the competitiveness of firms and effectiveness of other organisations. You will explore the argument that the process of innovation management is essentially generic, although organisation, technological and market specific factors will constrain choices and actions.

Managing Intellectual Property

15 credits
Spring teaching, year 1

Protecting intellectual assets has become a key success factor for organisations in the knowledge-based economy. This module provides you with the knowledge and tools for managing intellectual property (IP), and how best to deploy and appropriate these to create value from the perspective of both private and public-sector organisations. More specifically, you will gain an understanding of IP strategies and approaches in multinational corporations, small and medium-sized enterprises as well as universities and research institutes. You will learn about patents and copyrights as instruments to protect IP as well as develop an understanding of less formal, alternative approaches.

Managing Knowledge

15 credits
Spring teaching, year 1

This module outlines the key institutional and organisational forms underpinning the emerging knowledge economy, looking closely at the pivotal role that knowledge workers play in the creation, application and diffusion of knowledge within and between firms.

You will consider new approaches to managing learning processes in the firm, including recent developments such as knowledge management and novel organisational structures. You will explore the role of labour mobility through different types of knowledge worker communities and networks. You will also consider the role of open-source innovation and knowledge transfer within and across epistemic communities, the role of new human resource management approaches, and network mapping techniques. You will go on to consider how certain skills are coming to play a critical role in the knowledge economy, such as knowledge brokering and gate-keeping. Finally, you will explore how labour market institutions that impact on careers shape different approaches to knowledge generation, and be introduced to key concepts associated with knowledge transfer, including social capital, knowledge exploration and exploitation, and the role of key actors in knowledge transfer.

Managing Virtual Projects

15 credits
Spring teaching, year 1

Project Management (PM) is a critical area of management as it increases the probabilities of achieving the set goals within a specific timeframe and budget.

In this module, we will explore the fundamentals of PM as well as why PM is becoming an increasingly important area for organisations. Particular emphasis will be given on the changing nature of PM in view of the changes brought about by the use of technology in today’s organisations.

In particular, the module will explore key PM theories, project implementation, virtual project teams, virtual project leadership, project communication, and risk management, among other topics.

The module has practical significance as well, as it will give an opportunity to apply the taught concepts to manage a group project and to then reflect on this in a number of ways. On completion of the module, you will have an increased understanding of PM skills which you will be able to use in your career, be they in a bank, a consulting firm, a charity, a government department, their own company or elsewhere.

Marketing Management

15 credits
Autumn teaching, year 1

Gone are the stable markets of yesteryear. Today's markets are characterised by rapidly changing customers' wants, accelerating pace of technological advances, and intensifying competition, presenting major challenges for both incumbent and upstart enterprises alike. For most organisations, marketing is a major determinant of success. This module is designed to help you develop an appreciation of the role of marketing and the management of marketing functions in the modern organisation. The impact of marketing and the contribution of marketing to organisational performance in the dynamic, globally competitive markets of today will be addressed. The module will also focus on what being market-oriented really means in practice to organisations operating in manufacturing and service industries, as well as in profit and non-profit enterprises.

The module will introduce you to the theories, concepts, models, techniques and current best-practices for developing and implementing marketing strategies and actions. Marketing decision-making should not take place in a vacuum, and this course will familiarise you with the components of market analysis and strategy development with respect to the organisation, its customers, competitors and collaborators. There will also be indepth coverage of marketing implementation and control issues through the concept of the integrated marketing mix: the product/service offering and customer service, communications, pricing and channels.

Network Analysis and Infographics

15 credits
Spring teaching, year 1

From online social networks to eco-systems and inter-organisational collaborations, we are surrounded by networks of actors. Networks pervade a number of physical and social phenomena and their analysis is crucial to explore, to visualise, to explain these phenomena and to understand their role in the socio-economic-technical environment. The present module introduces students to qualitative and quantitative techniques for collection of network data and analysis of networks. The module also introduces students to the basic principles of generating network data-based infographics capable of conveying rich and complex information with relatively simple images. Dedicated seminars will introduce students to the main software packages used to perform network analysis and to generate infographics. These include R-statistics (and the “igraph” package), Pajek, and Gephi. The students will be asked to form groups of 3-4 to collect data on a given phenomenon of interest. They will analyse these by means of network analysis, and generate an ‘infographic poster’.

New Venture Creation and Simulation

15 credits
Spring teaching, year 1

This module gives you a comprehensive understanding of the entrepreneurial process and the development of new ventures, with equal attention paid to both business and public/non-for-profit sectors. Entrepreneurship is viewed as a process that provides sustainable economic, social and institutional change. Conceptual foundations are matched with practical training, to enable you to formulate and explore entrepreneurial ideas and opportunities.

Perspectives, Methods and Skills for Science, Technology and Innovation Studies

15 credits
Spring teaching, year 1

This module provides a systematic guide to how to plan and successfully complete a research project within the constraints of time available for either writing a research paper or writing a dissertation. The module covers the key processes that a researcher must develop – the cultivation and understanding of different perspectives on the subject matters of study, a knowledge of the methods which may be used to inform and validate (or invalidate) these perspectives, and the acquisition of the skills needed to execute these methods and to present the results in a coherent and persuasive manner.

On completing the module you should have clear ideas about (and be able to execute) the full research process, including: identifying those features of topics which make them interesting for research; identifying relevant theory and frameworks for examining a topic; framing answerable research questions; designing research that is capable of providing robust and defensible answers to those questions; selecting relevant methods for implementing a research design; combining the elements of a research plan in a research proposal; and writing a forceful and persuasive research paper or dissertation 

This module will enable you to:

  • understand the basic principles of research design and strategy, including an understanding of how to formulate researchable problems and an appreciation of alternative approaches to research. 
  • apply a range of quantitative and qualitative research methods and tools including mixed methods approaches. 
  • manage, conduct and disseminate research in a way that is consistent with both professional practice and principles of research ethics. 

Research Project (Project Management)

60 credits
Summer teaching, year 1

Your research project provides an opportunity to undertake a significant independent piece of research, drawing upon the knowledge and skill that you have developed during the taught components of your MSc programme.

As part of this module, you assess the various ways innovation is undertaken at product/service, project, firm and/or network levels, and analyse its impact on development and growth.

Strategic Management - Business Mgmnt Course

15 credits
Spring teaching, year 1

This module aims to give you a strong grasp of the issues, tools and theoretical perspectives underlying the practice of strategy and its links with management. Using a combination of theory, practice and cases you will learn how to apply principles of strategy to companies.

The module begins by covering key skills and tools for strategic analysis. These include tools for analysing a firm's macroenvironment and competitive environment, as well as an organisation's own resources and capabilities. It then provides an in-depth summary of the strategy process as it is used by managers, and then discusses the range of theoretical perspectives that inform our understanding of this process.

Supply Chain Management

15 credits
Autumn teaching, year 1

In this module, you develop a knowledge and understanding of the role and extent of supply chain management in modern organisations.

Leading on from this, you develop a critical understanding of the key processes involved in global supply chain management including:

  • sourcing
  • procurement
  • warehousing
  • inventory management
  • logistics.

The module helps you to develop an understanding of how different technologies can be used to expand and support organisations on a global basis, and how they can be used in reconfiguring supply chain networks and achieving competitive advantage.

In this module, you explore the current operation of existing global supply chains across different organisations and in a variety of industry sectors.

You finally examine key issues and concerns arising from global supply chain management including forming collaborative partnerships, building trust and managing different languages and cultures.

An outline of the content for this module may be as follows, although this is to be confirmed:

  • introduction to supply chain management
  • outline of key supply chain management theories
  • evolution of globalised supply chain networks
  • understanding supply chain processes
  • sourcing (international sourcing) and procurement (sustainable procurement)
  • warehousing, inventory management (co-managed inventory)
  • logistics (outsourcing and 3PL)
  • applications of different technologies - internet, ERP systems, RFID
  • reconfiguring supply chain networks and achieving competitive advantage
  • management of global supply chains - visibility in the supply chain
  • challenges of global supply chains - collaboration, partnerships, trust, culture
  • consolidation and revision.

Back to module list

Entry requirements

UK entrance requirements

A first- or upper second-class undergraduate honours degree or equivalent professional qualification.

Overseas entrance requirements

Overseas qualifications

If your country is not listed below, please contact the University at E pg.enquiries@sussex.ac.uk

The following table is given as a general guide for our taught postgraduate degrees requiring a first- or upper-second class undergraduate honours degree. If you have any questions, contact the University at E pg.enquiries@sussex.ac.uk

CountryOverseas qualification
Australia Bachelor (Honours) degree with second-class upper division
Brazil Bacharel, Licenciado or professional title with a final mark of at least 8
Canada Bachelor degree with CGPA 3.3/4.0 (grade B+)
China Bachelor degree from a leading university with overall mark of 75%-85% depending on your university
Cyprus Bachelor degree or Ptychion with a final mark of at least 7.5
France Licence with mention bien or Maîtrise with final mark of at least 13
Germany Bachelor degree or Magister Artium with a final mark of 2.4 or better
Ghana Bachelor degree from a public university with second-class upper division
Greece Ptychion from an AEI with a final mark of at least 7
Hong Kong Bachelor (Honours) degree with second-class upper division
India Bachelor degree from a leading institution with overall mark of at least 60% or equivalent
Iran Bachelor degree (Licence or Karshenasi) with a final mark of at least 15
Italy Diploma di Laurea with an overall mark of at least 105
Japan Bachelor degree from a leading university with a minimum C/GPA of at least 3.0/4.0 or equivalent
Malaysia Bachelor degree with CGPA of at least 3.3/4.0 or B+
Mexico Licenciado with a final mark of at least 8
Nigeria Bachelor degree with second-class upper division or CGPA of at least 3.5/5.0
Pakistan Four-year bachelor degree, normally with a GPA of at least 3.3
Russia Magistr or Specialist Diploma with a minimum average mark of at least 4
South Africa Bachelor (Honours) degree or Bachelor degree in Technology with an overall mark of at least 70%
Saudi Arabia Bachelor degree with an overall mark of at least 70% or CGPA 3.5/5.0 or equivalent
South Korea Bachelor degree from a leading university with CGPA of at least 3.5/4.0 or equivalent
Spain Licenciado with a final mark of at least 2/4
Taiwan Bachelor degree with overall mark of 70%-85% depending on your university
Thailand Bachelor degree with CGPA of at least 3.0/4.0 or equivalent
Turkey Lisans Diplomasi with CGPA of at least 3.0/4.0 or equivalent depending on your university
United Arab Emirates Bachelor degree with CGPA of at least 3.0/4.0 or equivalent
USA Bachelor degree with CGPA 3.3-3.5/4.0 depending on your university
Vietnam Masters degree with CGPA of at least 3.5/4.0 or equivalent

If you have any questions about your qualifications after consulting our overseas qualifications, contact the University at E pg.enquiries@sussex.ac.uk

English language requirements

IELTS 6.5, with not less than 6.0 in each section.

For more information, refer to What qualifications do I need?

Visas and immigration

Find out more about Visas and immigration.

Additional entry information

You are strongly advised to submit your application by 31 March.

If you are a non-EU student and your qualifications (including English language) do not yet meet our entry requirements for admission directly to this degree, we offer a Pre-Masters entry route. For more information, refer to Pre-Masters for international students.

For more information about the admissions process at Sussex

For pre-application enquiries:

Student Recruitment Services
T +44 (0)1273 876787
E pg.enquiries@sussex.ac.uk

For post-application enquiries:

Postgraduate Admissions,
University of Sussex,
Sussex House, Falmer,
Brighton BN1 9RH, UK
T +44 (0)1273 877773
F +44 (0)1273 678545
E pg.applicants@sussex.ac.uk 

Fees and funding

Fees

Fees for studying on courses available on a part-time basis will be charged at 50 per cent of the full-time fees listed below.

Home UK/EU students: £7,300 per year1
Channel Island and Isle of Man students: £7,300 per year2
Overseas students: £15,350 per year3

1 The fee shown is for the academic year 2015.
2 The fee shown is for the academic year 2015.
3 The fee shown is for the academic year 2015.

For more information on fee status, visit Fees

Visit Living costs

Scholarships

The funding sources listed below are for the subject area you are viewing and may not apply to all degrees listed within it. Please check the description of the individual funding source to make sure it is relevant to your chosen degree.

Visit Postgraduate taught scholarships 2015

Visit Career development and part-time work

We are in the process of updating funding sources for postgraduate study in the academic year 2015/16. For general information, visit Postgraduate taught scholarships 2015.

For more information on scholarships go to the Scholarships web pages.

Faculty interests

Dr Allam Ahmed
Senior Lecturer
Allam@sussex.ac.uk

Research interests: Africa, Change Management Strategy, ICT in Education, Information and Knowledge Management, Innovation for sustainability, Innovation Management, International business, International Development, Knowledge generation - Co-Creation, Knowledge Management (Design), Marketing, Media and international development, Middle Eastern and African Studies, Science and technology policy, Strategic management, sudan, Sustainable development, Technology

View profile

Dr Rocio Alvarez Tinoco
Research Fellow
R.Alvarez-Tinoco@sussex.ac.uk

View profile

Mr Yusuf Dirie
Associate Tutor
yd29@sussex.ac.uk

View profile

Dr Rumy Hasan
Senior Lecturer
R.Hasan@sussex.ac.uk

Research interests: Critique of multiculturalism and multifaithism, East Asia, Eastern Europe, Political economy of Russia, The conflict in the Middle East and its impact on the West (including ‘dual identities’)

View profile

Prof Erik Millstone
Professor in Science & Technology Policy
E.P.Millstone@sussex.ac.uk

Research interests: Food Safety Policy, Obesity prevention policy, Science and Policy-Making, Science and technology policy, Sustainable agriculutral development

View profile

Mr Royston Morgan
Teaching Fellow in Operations Management
R.E.C.Morgan@sussex.ac.uk

View profile

Prof Paul Nightingale
Professor Of Strategy
P.Nightingale@sussex.ac.uk

Research interests: Biosecurity, Biotechnology - Synbio, Change Management Strategy, Data Mining, Economic And Social History, Financial regulation, Industrial Innovation, Innovation policy issues, Security studies, Strategy and entrepreneurship, War and the military-industrial complex

View profile

Dr Matias Ramirez
Senior Lecturer in Management
Matias.Ramirez@sussex.ac.uk

Research interests: Land Use

View profile

Dr Carlos Sato
Lecturer in Management
C.E.Y.Sato@sussex.ac.uk

Research interests: Major Projects Studies, Project Management, Technological Change, Technology and Innovation Management

View profile

Dr Josh Siepel
Lecturer in Management
J.Siepel@sussex.ac.uk

Research interests: Design Innovation, Economics, Entrepreneurship, entrepreneurship policy, Financing Innovation, Firm growth, Innovation Creativity and Design, Innovation policy issues, skills and employment, Small Business Policy, SMEs; SME finance; SME public policy

View profile

Prof Ed Steinmueller
Professor of Information & Communication Technology Policy
W.E.Steinmueller@sussex.ac.uk

Research interests: Economics

View profile

Dr Puay Tang
Senior Lecturer
P.Tang@sussex.ac.uk

Research interests: Software patents

View profile

Prof Joseph Tidd
Professor of Science & Technology Policy Research
J.Tidd@sussex.ac.uk

Research interests: Industrial Innovation, Innovation Management, New Product Development

View profile

Careers and profiles

Our graduates have gone into careers in business, technology, government and international organisations as well as academia. This MSc  provides sought-after skills for a professional career in: 

  • management or business consultancy 
  • business or technology analysis
  • product or programme management
  • entrepreneurship
  • R&D and innovation management
  • general management in large, multinational organisations 

To find out more, visit Careers and alumni

School and contacts

Contact us

School of Business,
Management and Economics,
University of Sussex, Falmer,
Brighton BN1 9SL, UK
T +44 (0)1273 872668
E bmec@sussex.ac.uk 

Visit the Department of Business and Management

Visit the Department of Economics

Visit SPRU - Science Policy Research Unit

Discover Postgraduate Study information sessions

If you cannot make it to our Postgraduate Open Day, you are welcome to attend one of our Discover Postgraduate Study information sessions. These are held in autumn, spring and early summer and enable you to find out more about postgraduate study and the opportunities Sussex has to offer.

Book your place on one of our Discover Postgraduate Study information sessions

Other ways to visit Sussex

We run weekly guided campus tours year round.

Book your place on one of our guided campus tours

You are also welcome to visit the University independently without any pre-arrangement.

Our online campus tour can also give you an excellent introduction to the University.

Take our online campus tour

Overseas visits

Meet with Sussex staff in your country at exhibitions, visits to schools and universities, and at a wide range of other events. Forthcoming visits are planned all over the world:

Bahrain • Brazil • Brunei • Canada • China • Colombia • France • Germany • Ghana • Greece • Hong Kong • India • Indonesia • Iraq • Italy • Japan • Kenya • Kuwait • Malaysia • Mexico • Nigeria • Norway • Pakistan • Qatar • Saudi Arabia • Singapore • South Korea • Spain • Sri Lanka • Taiwan • Thailand • Turkey • UAE • USA • Vietnam.

In-country representatives

In the International Office, we manage a network of overseas representatives who have been trained to support international students with their application to study at the University. Services representatives provide can include pre-departure information, support in submitting your housing application and advice regarding applying for a UK Student Visa.

Find out more about our overseas visits and in-country representatives

Share:

Terms and conditions