Table A - Strategy, Innovation and Management

The information below details the unit of study descriptions for the units listed in the Table of postgraduate units of study: Commerce.

Unit outlines will be available through Find a unit outline two weeks before the first day of teaching for 1000-level and 5000-level units, or one week before the first day of teaching for all other units.
 

Strategy, Innovation and Management

Achievement of a specialisation in Strategy, Innovation and Management requires 30 credit points from this table comprising:
(i) 6 credit points of Table A - Foundational units of study*; and
(ii) 24 credit points of Table A - Strategy, Innovation and Management selective units of study.
Students completing this specialisation to meet the requirements for the Master of Commerce or as their compulsory specialisation for the Master of Commerce (Extension) must complete a 6 credit point capstone unit related to the specialisation from Table A - Capstone units of study section in Table A for the Graduate Certificate, Graduate Diploma and Master of Commerce OR Table A for the Master of Commerce (Extension).
Students completing this specialisation as an optional second specialisation for the Master of Commerce (Extension) do not need to complete a capstone unit.

Units of study

The units of study are listed below.

Table A - Foundational units of study*

* Note. Foundational units count to both the Foundational units of study for the course and the specialisation
SIEN5001 Foundation in Strategy, Innovation and Mgmt

Credit points: 6 Session: Semester 1,Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: IBUS5002 or WORK6002 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit introduces students to essential knowledge, frameworks and tools to manage strategically and innovatively. The unit begins by providing students with a mindsets framework for managing responsibly and sustainably. The core concepts and central frameworks of strategic management are introduced and applied to current case studies. Students are then introduced to the complexity of innovation processes and models for assessing and maximising value for innovation. The concepts and frameworks from across the unit are then brought together as students explore the challenges of managing ethically and responsibly in complex environments.

Table A - Strategy, Innovation and Management

Selective units of study
IBUS6000 Advanced International Business Strategy

Credit points: 6 Session: Intensive February,Semester 1,Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit brings all the various sub-areas of management together and analyzes the key corporate decisions from the perspective of the CEO. The focus of the unit is the multinational company (MNC) and it aims to show how strategy contributes to the success of the MNC, how it provides overall direction and how it integrates the various activities and decisions of the MNC. Specific emphasis is placed on the behavioral aspects of strategy. Upon completion of the unit, students should be able to identify and analyze the determinants of strategic decisions on a global level. They should be able to describe and evaluate a firm's business and corporate strategy and on this basis develop solutions for strategic dilemmas in real-life situations.
IBUS6004 International Business Alliances

Credit points: 6 Session: Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Note: Refer to the unit of study outline https://www.sydney.edu.au/units
Collaboration to achieve competitive advantage is one of the most commonly recommended cross border strategies. However, international alliances can take many different forms, and they can serve many different purposes. Managing international alliances raises a series of different issues for the alliance partners to manage. This unit examines the issues raised and considers the reasons for success and failure of international alliances. It looks at the forms that partnerships can take, it examines the methods for choosing among potential partners, it examines the potential forms of collaboration and the level of resources each may require. Managing the partnership for maximum advantage, avoiding possible risks, and deciding how and when to end the partnership, all are further issues that managers must consider. The unit considers these questions in the framework of general theoretical approaches, and pays particular attention to discussion of individual cases.
IBUS6019 Strategy and Emerging Markets

Credit points: 6 Session: Semester 1,Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Note: Refer to the unit of study outline https://www.sydney.edu.au/units
Do you have an Emerging Market Strategy? This is a question that an increasingly large number of company managers, especially in the developed western world, are trying to answer. This unit lays the foundations of strategy making in emerging markets, with an emphasis on four of the largest emerging markets of the world today - Brazil, Russia, India and China - often termed as the BRIC countries. Utilising frameworks from mainstream strategy and international business disciplines, the unit analyses emerging markets from the perspective of primarily two simultaneous phenomena - multinationals from developed markets trying to tap into emerging markets, and companies from emerging markets globalising their operations and consequently changing the global competitive landscape.
SIEN6001 Business Negotiations

Credit points: 6 Session: Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: IBUS6018 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit aims to build students' confidence with the negotiation process. Class time is used to assimilate that knowledge through role-play negotiations, debriefs of those negotiations, problem-solving workshops and international negotiation case study analysis. Students are taught how to develop their own negotiation strategies and tactics using a combination of multiple psychological, economic and legal concepts covered in the unit.
SIEN6002 Sustainability: Business and Climate Crisis

Credit points: 6 Session: Semester 1 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: WORK6033 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Organisational sustainability is a critical part of the contemporary managerial practice, focusing on organisations' economical, social and environmental impact. This unit critically evaluates the intentions, practices and outcomes of organisational sustainability initiatives. By applying relevant theoretical frameworks, students are encouraged to enhance their understanding of the role and responsibilities of management, the impact of organisations on employees, and the wider societal and environmental implications of contemporary organisational trends. With an emphasis on the human dimensions of organisational actions, this unit builds on foundational units of study in Management, Industrial Relations and Human Resource Management.
SIEN6003 Management Consulting

Credit points: 6 Session: Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: WORK6111 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit explores the role, influence and activities of management consultants in Australia and overseas. It examines management consultants as developers and disseminators of knowledge and practice and their role as change agents. The main management themes covered in the unit include: the consulting industry in Australia and overseas; consultant roles and the consultant-client relationship; consultants and organisational change; knowledge intensive firms and the management of expertise; the diffusion of management knowledge and fashion in a global economy; consulting as an occupation and career; managing a consultancy.
SIEN6004 Innovation Ecosystems

Credit points: 6 Session: Semester 1,Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit provides essential knowledge of the current trends in Innovation Management research and practice. It combines the leading-edge theories and innovation assessment methods with the strong practical component. Students are offered an opportunity to experience the innovation process by participating in commercialisation of research/invention originated from the University of Sydney. Innovation projects are sourced from the Sydney Nano Institute, enabling exceptional inter-disciplinary experience for the participating students.
SIEN6005 Social Entrepreneurship

Credit points: 6 Session: Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: IBUS6016 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Social entrepreneurs are committed to furthering a social mission through enterprises that rank social, environmental or cultural impact on a par with, or even above, profit. Intersecting the business and not-for-profit worlds, social entrepreneurship addresses many complex local and global problems. This unit critically introduces the concept and develops frameworks for understanding social entrepreneurship (also referred to as social enterprise and social innovation). Teaching and learning utilise case studies and includes the opportunity to apply theory to real-world experiences. Topics include creating innovative social enterprises, sustainable business models, philanthropy and funding, impact assessment, and leadership. The unit is structured around learning from engaged practise and provides the opportunity to work with social enterprises.
WORK6001 Organisational Analysis and Behaviour

Credit points: 6 Session: Semester 2 Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Note: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.
WORK6130 Leadership in Organisations

Credit points: 6 Session: Semester 1a Classes: Refer to the unit of study outline https://www.sydney.edu.au/units Prohibitions: ECOF5807 or ECOF6090 Assessment: Refer to the unit of study outline https://www.sydney.edu.au/units
Note: Refer to the unit of study outline https://www.sydney.edu.au/units
This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change is explored and the leadership of top management teams and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.