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Latest Module Specifications

Current Academic Year 2025 - 2026

Module Title Life
Module Code ENI1012 (ITS: SB104)
Faculty DCU Business School School DCU Business School
NFQ level 8 Credit Rating 10
Description

SB104 covers Business 101 (first two weeks of term) and Learning Innovation for Enterprise (LIFE) (week 3 onwards). Business 101 is an introductory, immersive, module in business delivered by an interdisciplinary team to all first-year undergraduate students in DCU Business School (650+ students). It involves a creative, learning-centred and future-focused teaching approach to provide students with a foundation for the world of business. The module aims to challenge conventional thinking, moving students away from a rote learning, memory-based approach to higher-order thinking. This is achieved through experiential learning, including ‘live’ case studies delivered by a team of actors, team-based challenges using the Virtual Reality (VR) lab, in conjunction with formative and innovative assessment techniques. This module is delivered in the first two weeks of the academic term intensifying contact time between lecturers and students. This delivery approach supports the students' socialisation and identification with their chosen programme and establishes a safe learning environment for them in the early days of transition to University. Learning Innovation for Enterprise (LIFE) is a year-long enterprise module taken by all first-year students in DCU Business School. It is designed to illustrate the reality of the business world across a range of organisational forms including, corporate/large business, family enterprise, entrepreneurship and non-profit contexts. Students investigate processes of bringing new ideas into action within these contexts, through the lens of enterprise and innovation. In a team-taught and multi-modal environment, the module incorporates multiple layers of industry engagement, gamification, applied projects, as well as critical and creative thinking. The module is designed to highlight the spectrum of business career options open to our students upon graduation. Moreover, it seeks to develop innovative and enterprising competencies in our business students, and allow them to witness the importance and applicability of these skillsets in all enterprise contexts. The module has won numerous national and international awards for its innovative approach to teaching and learning, including the following: [1] 2022 Innovation & Entrepreneurship Teaching Excellence Awards - European Conference on Innovation and Entrepreneurship (ECIE); [2] 2020 Award for Innovation in Teaching and Learning - European Consortium of Innovative Universities (ECIE); [3] 2020 AACSB Innovations that Inspire Award; [4] 2020 DCU President’s Award for Excellence in Teaching and Learning. Most recently (October 2022), the module has been shortlisted for ‘Most innovative approach to developing employability skills’ in the HE Innovate Awards 2022.

Learning Outcomes

1. Comprehend the language of business – profit, revenue, costs – and perform basic evaluations of business performance in terms of these financial indicators.
2. Explain the dimensions of running a business including marketing, strategy, human resource management and governance.
3. Discuss at an introductory level the role of investment in business, how businesses can be financed and the implications of financing through debt and equity.
4. Understand the fundamentals of effective teams, including optimising team communication, decision-making and creativity.
5. Consider contemporary research and insights surrounding the future of the workplace, the workforce, and the nature of work, including the role of technology and remote working.
6. Engage with and reflect on enterprise-related content.
7. Research the social, cultural and economic landscape to identify areas of innovation.
8. Apply idea generation techniques to solve enterprise challenges.
9. Discuss the main concepts and techniques relating to innovation and entrepreneurship.
10. Work collaboratively in teams to design and produce ‘research-ready’ innovation concepts in response to a client brief.


WorkloadFull time hours per semester
TypeHoursDescription
Workshop6Business, teams, and the future of work.
Online activity16Online Loop based exercises.
Group work3BEST orientation team-based activites.
Assignment Completion7.5Individual reflective assignment of a live role-play of a family business.
Lecture15No Description
Online activity22.5Online Lectures and Content
Tutorial10No Description
Portfolio Preparation40Reflection and Portfolio
Group work60LIFE Assignment
Independent Study60No Description
Workshop8Social Hackathon
Field Trip2External Events
Total Workload: 250
Section Breakdown
CRN10116Part of TermSemester 1 & 2
Coursework0%Examination Weight0%
Grade Scale40PASSPass Both ElementsY
Resit CategoryRC1Best MarkN
Module Co-ordinatorJulie Bertz(Nee Griffin)Module TeacherCatherine Faherty, Colette Real
Assessment Breakdown
TypeDescription% of totalAssessment Date
Reflective journalCompletion of an individual reflective assignment based upon a 'live case study' presented in class by a team of actors.0%Week 3
Reflective journalA reflective journal which students will use to document their experiences with curated external entrepreneurship events. The document will also be used to indicate participation in related workshops and lectures.20%Week 5
Group project This is a group assignment whereby students work on a live innovation project set out to them by the Head of Innovation at Applegreen, a large retailer in Ireland. The project is aimed at developing ideas around a new service innovation for the company. To equip them for this task, students will utilise various design thinking techniques.30%Sem 1 End
Group project This is a group project where students work in teams and apply the theories, frameworks and concepts from class to real-life case studies, interviewing family business leaders in their locality and creating documentary-style videos depicting innovation within these multi-generational firms.30%Week 19
Reflective journalA reflective journal which students will use to document their experiences with a Social Innovation Hackathon (a 1 full-day event). The document will also be used to indicate participation in the hackathon and related lectures.20%Sem 2 End
Reassessment Requirement Type
Resit arrangements are explained by the following categories;
RC1: A resit is available for both* components of the module.
RC2: No resit is available for a 100% coursework module.
RC3: No resit is available for the coursework component where there is a coursework and summative examination element.

* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment

Pre-requisite None
Co-requisite None
Compatibles None
Incompatibles None

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Business
What is business; the purpose of business; short history of business; different economic systems.

Entrepreneurship and key business terms
Nature and purpose of entrepreneurship, costs, profits and risks in business.

Management
The role and objective of managers and human resource management in business; how are employees motivated; recognising employee stress and managing trade unions; how human resource management impacts on business performance.

Marketing
What is marketing; how is the function of marketing linked with the accounting function; how can a business connect with its customers.

Accounting, Finance and Economics
What is accounting; difference between financial accounting and management accounting; what do the profit and loss statements, balance sheet and cashflow statements tell the reader. Difference between debt and equity.

Teams
What are high performing teams, what are virtual teams. Optimising team creativity, communication, and decision making.

Future of work and technology
What is the future of work and technology.

Indicative Reading List

Books:
  • Nickels, McHugh and McHugh: 2019, Understanding Business, McGraw Hill, McGraw Hill,
  • Michael H. Morris (Author), Donald F. Kuratko (Author), Jeffrey G Covin (Author): 8, Corporate Entrepreneurship & Innovation, 3rd,
  • Jeanne Liedtka and Tim Ogilvie: 2011, Designing for Growth: A Design Thinking Toolkit for Managers, (Columbia Business School Publishing) Hardcover,
  • Poza, E. J. & Daugherty, M. S.: 2013, Family Business, 4th, Mason, OH: Cengage Learning.,


Articles:
  • 0: Kahn KB (2018) Understanding innovation. Bus Horiz 61(3):453–460. HBR The Innovation Value Chain, Hansen & Birkinshaw 2007, 57401, 1
  • Collins, H. (2013) ‘Can Design Thinking Still Add Value?’, Design Management Review, 24(2), pp. 35–39.: 57402, 1,
  • 57403: 1, 0, Hansen, M. T. and Birkinshaw, J. (2007) ‘The Innovation Value Chain’, Harvard Business Review, 85(6), pp. 121–130.,
  • 1: 0, Kahn, K. B., 2018. “Understanding innovation,” Business Horizons. Elsevier, 61(3), pp. 453–460. doi: 10.1016/J.BUSHOR.2018.01.011,
  • 0: Liedtka J (2015) Designing For Growth - A Design Thinking Toolkit for Managers (https://static1.squarespace.com/static/590a5acf15d5dba8afd18da5/t/5944219fd482e 9dad746d3db/1497637285478/DesigningForGrowth_Preview.pdf), 57406, 1
  • Tagiuri, R., & Davis, J. (1996). Bivalent attributes of the family firm. Family Business Review, 9(2), 199-208.: 57407, 1,
  • 57408: 1, 0, Schulze, W., Lubatkin, M. H., Dino, R. N. &. Buchholtz, A. K. (2001). Agency relationships in family firms: Theory and evidence. Organization Science, 12(2), 99-116.,
  • 1: 0, Diaz-Moriana, V., Clinton, E., Kammerlander, N., Lumpkin, G. T., & Craig, J. B. (2018). Innovation motives in family firms: A transgenerational view. Entrepreneurship Theory and Practice, 1042258718803051.,
Other Resources

  • 0: Management Innovation and Entrepreneurship: A Global Perspective, edited by Demetris Vrontis, et al., Cambridge Scholars Publisher, 2015. ProQuest Ebook Central,, Chapter 3 Innovation in MultiNational Corporations https://ebookcentral-proquest-com.dcu.id,

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