MSc Management

Fees for entry in 2027 have not yet been set. For reference, the fees for the academic year beginning September 2026 were as follows:

• MSc (full-time)
  UK students (per annum): £20,000
  International, including EU, students (per annum): £33,100

The fees quoted above are fully inclusive of tuition, administration and computational costs.

Fees for entry are subject to yearly review. The University reserves the right to increase your tuition fee by up to 7% each year for courses lasting more than one year, including to reflect rising costs associated with delivering our educational and wider student experience. Postgraduate fees information .

Always contact the admissions team if you are unsure which fee applies to your qualification award and method of attendance.

All students should normally be able to complete their programme of study without incurring additional study costs over and above the tuition fee for that programme. Any unavoidable additional compulsory costs totalling more than 1% of the annual home undergraduate fee per annum, regardless of whether the programme in question is undergraduate or postgraduate taught, will be made clear to you at the point of application. Further information can be found in the University's Policy on additional costs incurred by students on undergraduate and postgraduate taught programmes (PDF document, 91KB).

We know that student finance can be complicated. The links below provide further information to help guide you.

Learn more about - student finance options for UK students.

Learn more about - fees and finance for international students.

Graduates of The University of Manchester and Manchester Metropolitan University can receive a 10% discount on their master's degree tuition fees as part of our Manchester Alumni Loyalty Discount scheme.

This course introduces the nature of innovation, why firms innovate, and how innovation can be managed, particularly within firms. It covers a range of topics related to the management of innovation, including motivations for innovating and how firms can protect their innovations using intellectual property rights, such as patents and trademarks.

Students will explore the nature, organisation, and management of research and development (R&D), as well as the role of external knowledge providers in innovation. The course also delves into the adoption and use of open innovation, strategies for innovation, and innovation in multinational companies.

Case studies are used to discuss various aspects of managing innovation, reinforcing the ideas and providing practical applications. This approach ensures that students gain a comprehensive understanding of the subject matter and can apply their knowledge in real-world scenarios.

BMAN73112 Programme Req: BMAN73112 is only available as a core unit to students on MSc Management

BMAN73112 Programme Req: BMAN73112 is only available as a core unit to students on MSc Management

This course aims to help students understand practical issues and theoretical frameworks related to managing innovation. They will gain insights into how established and entrepreneurial firms innovate, develop, acquire, and exploit technologies. They will learn to manage innovation and the medium-term and long-term development of technologies within firms. Additionally, students will understand how business strategies and innovation competencies interact within firms.

Introduction: What is innovation and entrepreneurship, and why does it matter, e. g., Why do Firms Innovate

The business context for the management of innovation and entrepreneurship, e. g. Intellectual Property Rights; Systems of Innovation;

R&D and the Organisation of Innovation within Firms; Variety within and between Industries, e.g. manufacturing and service-based sectors including Knowledge Intensive Business Services; external knowledge sources for innovation.

Formulating an Innovation Strategy: understanding different types of innovation strategy options available to firms; how Product Life Cycle theory can help strategic decision-making.

How can SMEs exploit entrepreneurship opportunities and become more innovative and competitive Includes theoretical and practical consideration of entrepreneurship and New Venture formations.

Innovation through Collaborative Networks, including the rise of university- industry collaborations and the increasing openness of innovation.

Conclusions - Applying what you have learnt.

Lecture Hours: 2 hrs/week x 11 weeks (1h in-person and 1h online)

Seminar Hours: 1 hrs/week x 10 weeks (in-person)

Private Study: 118 hours

• Knowledge of the innovation system and the role of innovation and entrepreneurship in promoting technical advance

• Knowledge of the types of innovation theory and frameworks that underpin innovation as a process

• Understand key concepts and tools needed to analyse firms’ innovation and technology strategies

• Skills in analysing uncertain commercial opportunities and responding using appropriate managerial insights drawn from theory and evidence.
• To be able to cross-link knowledge about firms’ management of innovation to broader issues such as government regulation, entrepreneurship policies, and competitiveness.

• Putting theory into practice through case studies
• Critically analyse the nature of innovation processes in firms
• Develop their critical reasoning ability in order to appreciate a range of conceptual frameworks

• Experience of working in groups to develop team answers to problems.
• To be able to communicate and present accurate information to a specific audience
• Employ critical thinking skills for the analysis of information, weighting up evidence and arguments and drawing and justifying conclusions
• Self-assessment to identify strengths and weaknesses in knowledge acquisition as well as to adjust study habits based on performance feedback.

Group Coursework 25%
Exam 65%
Weekly quiz 10%
 

Written and in class including formative feedback on coursework before submission.

Tidd, J., and Bessant, J., 2020. Managing Innovation: Integrating Technological, Market and Organisational Change, Wiley, 7th edition.
Dodgson M, Gann D, Salter A, 2008. The Management of Technological Innovation, Oxford, Oxford University Press, (ISBN: 9780199208531).
 

Informal Contact Method

Pre-arranged individual or group meetings
Answering any queries by meeting students informally after lectures