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Business & Enterprise in Interactive Media - TFT00023H

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  • Department: Theatre, Film, Television and Interactive Media
  • Module co-ordinator: Ms. Heather Niven
  • Credit value: 20 credits
  • Credit level: H
  • Academic year of delivery: 2023-24

Module summary

This module enables an understanding of practical business considerations and an appreciation of the economic context in which contemporary industry tech professionals operate. This will involve developing initial ideas for a product or service and creating a Business Plan and investor pitch that explores and exploits its potential. The module also focuses on developing an understanding of the macro-environmental considerations which affect interactive media product and service development, both nationally and internationally.

Module will run

Occurrence Teaching period
A Semester 2 2023-24

Module aims

This module aims:

  • To build your skills and understanding of what is required to develop and launch a new innovative tech business.
  • To develop your awareness of, and interest in, business, innovation, and entrepreneurship.
  • To familiarise you with the practical and economic issues of modern businesses.
  • To familiarise you with legal issues involved in creating interactive media products and content.
  • To introduce you to the factors involved in taking new technology to the marketplace.
  • To familiarise you with current professional codes of conduct
  • To enhance your (self) employability through greater business awareness and confidence
  • To develop your potential as a job creator

Module learning outcomes

By the end of this module, you should be able to:

  • Understand the macro-environmental considerations which affect interactive media product and service development, both nationally and internationally.
  • Analyse the economic context in which media industry professionals operate.
  • Engage in practical business considerations with creativity and in tandem with the innovation processes.
  • Work collaboratively in a group to design a vehicle for exploiting a technology innovation.
  • Demonstrate analysis, synthesis, evaluation and application skills at a level able to contribute to a research theme.
  • Develop oral and written communication skills applicable in professional frameworks.

Module content

Lectures will introduce a series of key overarching topics, provide case studies and highlight areas of debate and discussion. The weekly topics will be developed in seminars, where you will be expected to explore these issues in group tasks or guided discussion and apply them to your own group business development. Preparation material for seminar tasks will be supplied in advance on the VLE and should, where possible, be examined in conjunction with the suggested preparatory reading. Seminar topics and tasks will be announced at the end of each lecture.

Assessment

Task Length % of module mark
Essay/coursework
Essay : Individual Reflective Essay (2000 words)		 N/A 60
Groupwork
Group Business Assessment : Group business presentation and pitch deck		 N/A 40

Special assessment rules

None

Reassessment

Task Length % of module mark
Essay/coursework
Coursework : 8-12 page Individual Business Plan		 N/A 40
Essay/coursework
Essay : Individual Reflective Essay (2000 words)		 N/A 60

Module feedback

Students will receive written feedback on coursework assignments using a pro-forma identifying key requirements and marks awarded for sections of the assignment.

Indicative reading

Indicative type of book:

Barnes, L.B. and Kriger, M.P. (1986). 'The Hidden Side of Organizational Leadership'. Sloan Management Review, 28(1), pp. 15-25.

Bennis, W. (1990). 'Managing the dream: Leadership in the 21st century'. Training: The Magazine of Human Resource Development, 27(5), pp. 44-46.

Bennis, W. G. (1997). Managing People is Like Herding Cats. London: Atlantic Books.

Calori, R., Johnson, G. and Sarnin, P. (1994). ‘CEO s' Cognitive Maps and the Scope of the Organization.’ Strategic Management Journal, 15 (6), pp. 437-457.

Churchill, N. C. and Lewis, V. L. (1983) 'Five Stages of Business Growth'. Harvard Business Review 61(3), pp. 30-49.

Fiore, F. (2005) Write a Business Plan in No Time. Hoboken, NJ: Que Publishing.

Ford, B. R., Bornstein, J. M. and Pruitt, B. T. (1987) Ernst and Young Business Plan Guide. New Jersey: John Wiley and Sons.

Gebhardt, J. E. and Townsend, P. L. (1997) Quality in Action. New Jersey: John Wiley and Sons.

Gilliland, M.W., Tynan, M. and Smith K.L. 'Leadership and Transformation in an Environment of Unpredictability.’ 1996 CAUSE Conference.

Gyr, H. and Friedman, L. (2007) The Dynamic Enterprise. Jossey-Bass Inc.

Kucuk, S. U. and Sandeep, K. (2007) 'An Analysis of Consumer Power on the Internet' Technovation, 27 (1/2), pp. 47-56.

J. G. Cegarra-Navarro (2005) 'An empirical investigation of organizational learning through strategic alliances between SMEs'. Journal of Strategic Marketing 13, 3-16 March 2005

Matheson, D. Matheson, J. E. (1999) 'Outside-In Strategic Modeling' Interfaces, 2 (6), p.29.

McCormack, K. & Rauseo, N. (2005): 'Building an Enterprise Process View Using Cognitive Mapping'. Business Process Management Journal, 11 (1), pp. 63-74.

Mintzberg, H (1994) 'The Fall and Rise of Strategic Planning', Harvard Business Review, Jan-Feb, pp. 94-107.

Moller K and S Svahn (2003) "Managing Strategic Nets: A Capability Perspective." Marketing Theory 3(2), pp. 201-226.

Montgomery, (2010) China's Creative Industries: Copyright, Social Network Markets and the Business of Culture in a Digital Age. Aldershot: Edward Elgar Publishing.

Moorman, C. and Rust, R. T. (1999) ‘The Role of Marketing.’ Journal of Marketing 63 (Special Edition), pp. 180-197.

Norman, R. (1993). "From value chain to value constellation. Designing interactive strategy." Harvard Business Review71(4), pp. 65-77.

Pinson, L (2008) 'Anatomy of a Business Plan: A Step by Step Guide to Building a Business and Securing Your Company's Future'. Chicago: Out of Your Mind and into the Marketplace.

Porter, M. E. (1995) 'The Rise of the Urban Entrepreneur.' Harvard Business Review. Special Issue on ‘The State of Small Business’, May 16, 1995.

Postigo, (2012). The Digital Rights Movement: The Role of Technology in Subverting Digital Copyright, Massachusetts: MIT Press.

Prahalad, C.K. (1993) 'The Role of Core Competencies in the Corporation' Research Technology Management, Nov/Dec, 36(6) p. 40.

Shein, E. H. (1985/1992) 'Organizational Culture and Leadership'. San Francisco: Jossey-Bass.

Stacey, Ralph D. (1996) 'Complexity and Creativity in Organizations'. San Francisco, CA, US: Berrett-Koehler Publishers, xiii, p. 312.

Trebeck, K. (2008) 'Exploring the Responsiveness of Companies: Corporate Social Responsibility to Stakeholders'. Social Responsibility Journal, 4(3) pp. 349-365.

Urban, L.G. (2004) 'The Emerging Era of Customer Advocacy'. Sloan Management Review, 45(2), pp. 77-82

Wheatly, M. G. & Kellner-Rogers, M. (1999) 'What do we Measure and Why?' Journal for Strategic Performance Measurement, June 1999.

Whittington, D. (2018) Digital Innovation and Entrepreneurship, Cambridge: Cambridge University Press.


The information on this page is indicative of the module that is currently on offer. The University is constantly exploring ways to enhance and improve its degree programmes and therefore reserves the right to make variations to the content and method of delivery of modules, and to discontinue modules, if such action is reasonably considered to be necessary by the University. Where appropriate, the University will notify and consult with affected students in advance about any changes that are required in line with the University's policy on the Approval of Modifications to Existing Taught Programmes of Study.