Course coordinator
Professor David Solnet
Course overview
- Study period
- Semester 1, 2025 (24/02/2025 - 21/06/2025)
- Study level
- Postgraduate Coursework
- Location
- External
- Attendance mode
- Online
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
A culture of service innovation doesn’t automatically form but needs nurturing. This course allows you to shape your own unique leadership to embed innovation in synergy with a culture that reflects the people within. Key frameworks addressed include competition, trust, engagement, agile structures, analyses and metrics, all with a view to enhancing creativity and delivering innovative services. This course will appeal to leaders in small firms looking to scale their innovation insights as well as larger organisations seeking to enhance a systematic innovation capability.
The culture of an organisation determines to a large extent how it responds to changes in both its external environment and internal conditions. Crafting the right kind of organisational culture where innovation and learning aimed at delivering best in class customer experience that drives value for firms, customers, employees and the community, requires a distinct focus. We apply that focus in this course, exploring a range of dimensions of service innovation culture that measure, interpret then map future steps for co-created value.
The first part of this course assesses underlying components for a creating service innovation culture, embracing behaviours, trust, service differentiation, engagement and organisational structures that facilitate the necessary learning and agility. The remaining parts of the course critically examine leading indicators, adaptation and analyses that facilitate new service and experience approaches and their delivery via a very difficult to copy organisational culture. Throughout the course, we will develop critical thinking skills, applying these skills to interrogate organisational culture problems and challenges in a structured way and distil novel insights for delivering improved service and experiences.
Course requirements
Assumed background
In addition to the pre-requisites, this course assumes you work in service setting - or some aspect of your organization that represents a service setting - allowing you to frame & develop service innovation culture development pathways during the assessment arc outlined in Section 5.1
Companion or co-requisite courses
You'll need to complete the following courses at the same time:
BLSI7004 or 7005
Restrictions
Restricted to students in the MLSI and MLI programs
Course contact
Course staff
Lecturer
Professor David Solnet
Timetable
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full name
- Student ID
- Course Code
Aims and outcomes
The aim of this course is to provide you with an opportunity to identify, analyse, develop and apply the key features of an organisational culture to foster innovative service.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Evaluate the service innovation culture of an organization and the methods and systems for monitoring it
LO2.
Propose business strategies to build and lead a stronger service innovation culture
LO3.
Apply critical thinking to adapt service culture initiatives in response to organizational problems
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Presentation | Culture Alignment Framework Analysis | 30% |
21/03/2025 3:00 pm |
| Presentation |
Service Innovation Culture Presentation
|
40% |
Week 8
The exact time and date will be discussed via the course Blackboard site. |
| Paper/ Report/ Annotation | Case Study | 30% |
30/05/2025 3:00 pm |
Assessment details
Culture Alignment Framework Analysis
- Mode
- Product/ Artefact/ Multimedia
- Category
- Presentation
- Weight
- 30%
- Due date
21/03/2025 3:00 pm
- Learning outcomes
- L01, L02, L03
Task description
As an organisational culture consultant, you are employed by a given company to observe their work, evaluate their culture, apply the cultural alignment framework, and make recommendations to drive and sustain service innovation. You will prepare and record your findings in a video presentation to be shared with the company’s upper management. Refer to the guide for assessment #1 linked in edX and also in Learn.UQ.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Submission guidelines
Submit your assessment, with referencing, to Learn.UQ, by the due date.
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Service Innovation Culture Presentation
- In-person
- Mode
- Oral, Product/ Artefact/ Multimedia
- Category
- Presentation
- Weight
- 40%
- Due date
Week 8
The exact time and date will be discussed via the course Blackboard site.
- Learning outcomes
- L01, L02, L03
Task description
In a bid to improve the service innovation culture of your organisation (or one you aspire to work for, assuming access to substantive organisational metrics), you are to conduct an organisational culture analysis and present your findings to upper management to gain support for strategic change. This presentation will be conducted live, usually via Zoom, with accompanying documentation that demonstrates your application of relevant frameworks and methodologies to generate new insights into your own organisational culture in terms of service innovation.
Please Note: The presentation will be recorded for marking purposes per UQ Policy.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Submission guidelines
Deferral or extension
You cannot defer or apply for an extension for this assessment.
Extensions or deferrals are not available for this presentation due to the limited timetable of the industry partners.
Late submission
You will receive a mark of 0 if this assessment is submitted late.
Late submissions are not accepted for in-class presentations. Failure to present at the scheduled time will result in a mark of zero.
Case Study
- Mode
- Written
- Category
- Paper/ Report/ Annotation
- Weight
- 30%
- Due date
30/05/2025 3:00 pm
- Learning outcomes
- L01, L02, L03
Task description
After the success of your presentation to upper management, your change program has been approved to lead the service innovation cultural development for your organisation. To ensure all staff are informed and committed to this program, you must prepare a report to be circulated across the company. This will include an action plan that applies relevant theory, demonstrates critical thinking and maps a trajectory of change requiring service innovation leadership. To ease staff uncertainty, this definitive case study will provide an opportunity to interpret the complex, volatile, uncertain or ambiguous conditions for the organisation and promote promising growth pathways within constraints to further your organisational and professional performance outcomes.
AI Statement:
This task has been designed to be challenging, authentic and complex. Whilst students may use AI technologies, successful completion of assessment in this course will require students to critically engage in specific contexts and tasks for which artificial intelligence will provide only limited support and guidance.
A failure to reference generative AI use may constitute student misconduct under the Student Code of Conduct.
To pass this assessment, students will be required to demonstrate detailed comprehension of their written submission independent of AI tools.
Submission guidelines
Submit your assessment, with referencing, to Learn.UQ by the due date.
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Find the required and recommended resources for this course on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Lecture |
Defining Culture, Service & Innovation Lecture 1: Defining Culture and How It Can Support Innovation Lecture 2: Defining Innovation Interview: Mark Dodgson Learning outcomes: L01 |
Week 2 |
Lecture |
Org. Culture as a Competitive Differentiator Lecture 1: Organisational Culture as a Competitive Differentiator Interview: Alexandra Kriz Interview: Jerad Ford Learning outcomes: L01, L03 |
Week 3 |
Lecture |
Cultural Alignment Factors Lecture 1: Cultural Alignment Framework Lecture 2: Culture and Leadership Interview: Severine van Bommel Interview: Jeff Coutts Learning outcomes: L01, L03 |
Week 4 |
Workshop |
Culture Alignment Framework Analysis Video Submission Week Learning outcomes: L01, L02, L03 |
Week 5 |
Lecture |
Trust as a Cultural Foundation Lecture 1: Trust as a Cultural Foundation Lecture 2: How to Build (and Rebuild) Trust Interview: Nicole Gillespie Interview: James Mabbott Learning outcomes: L03 |
Week 6 |
Lecture |
Deepening Engagement Lecture 1: Deepening Engagement Interview: Benita Tiernan Interview: Lance Newey Learning outcomes: L03 |
Week 7 |
Lecture |
Structures that enable Service Innovation Lecture 1: Structures that Enable Service Innovation Lecture 2: Structures for Change Interview: Henri Burgers Interview: Jamie Ford Learning outcomes: L01, L03 |
Week 8 |
Workshop |
Service Innovation Culture Assessment 2 | Craft & present an analysis of the cultural alignments in your own organization Learning outcomes: L01, L02, L03 |
Week 9 |
Lecture |
Generating Leading Indicators Lecture 1: Generating Leading Indicators Lecture 2: Relational Capabilities Interview: Alina Bialkowski Interview: Chris Jeffrey Learning outcomes: L01, L03 |
Week 10 |
Lecture |
Adapting to Network Effects Lecture 1: Adapting to Network Effects Lecture 2: The Balance between Exploring & Exploiting Interview: Belinda Wade Interview: Ashley Baxter Learning outcomes: L01, L03 |
Week 11 |
Lecture |
Service Analyses Lecture 1: Service Analyses Lecture 2: Building Innovation Capability Interview: J. Bruce Tracey Interview: Jamie Ford Learning outcomes: L01, L03 |
Week 12 |
Lecture |
Next Steps for a Servicer Innovation Culture Lecture 1: Next Steps for a Service Innovation Culture Interview: James Mabbott Interview: Mark Dodgson Learning outcomes: L01, L02, L03 |
Week 13 |
Workshop |
Crafting culture in your organization Assessment 3 | Build a case study to show how you will lead the cultural changes in your own organization Learning outcomes: L01, L02, L03 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.