| Language of instruction : English |
| Exam contract: not possible |
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Sequentiality
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No sequentiality
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| Degree programme | | Study hours | Credits | P1 SBU | P1 SP | 2nd Chance Exam1 | Tolerance2 | Final grade3 | |
 | master TEW-IO | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
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| | | Learning outcomes |
- EC
| The holder of the degree works in a team and displays leadership skills with a multidisciplinary approach to a business problem. (Teamwork) | - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication) | - EC
| The holder of the degree integrates the perspective of stakeholders when making decisions in an organizational context. (Stakeholder awareness) | - EC
| The holder of the degree is able to apply in-depth insights and argumentation methods from business science and relevant supporting and/or related disciplines in solving strategic policy issues. (Problem-solving capacity) | - EC
| The holder of the degree is able to develop and adapt an organisation’s strategic policy with a view to creating value for the business and/or society. (Programme-specific competencies) |
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| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
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Undergraduate courses in economics and strategy are recommended prerequisite knowledge. This includes concepts like economies of scale and scope, (in)direct network effects and contestable markets. Prior knowledge of tools like the business model canvas will also facilitate absorption of the course material. However, each of the concepts and tools in the course will be explained for students who are unfamiliar with them.
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This course aims to familiarize students with the management of innovation in an ‘open’ context, in which the boundaries of the firm are increasingly blurred. As a basis, students are provided with the necessary frameworks to understand how firms have gradually evolved to a more open innovation practice and how this has resulted in the opening up of their business models. Subsequently, different contexts in which firms interact with customers and other firms are discussed, such as technology markets, technology platforms and user co-innovation systems. Finally, we take a more aggregate view to understand how firms are part of innovation networks and how these networks constitute a valuable resource. In particular, students are introduced to the principles of ‘systems thinking’ in order to assess the broader ecosystem of the firm from an innovation perspective.
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Lecture ✔
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Case study ✔
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Discussion/debate ✔
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Group work ✔
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Homework ✔
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Period 1 Credits 6,00
| Evaluation method | |
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| Written evaluaton during teaching periode | 40 % |
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| Transfer of partial marks within the academic year | ✔ |
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| Conditions transfer of partial marks within the academic year | only if you pass |
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| Multiple-choice questions | ✔ |
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| Written exam | 60 % |
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| Transfer of partial marks within the academic year | ✔ |
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| Conditions transfer of partial marks within the academic year | only if you pass |
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Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
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| Explanation (English) | Individual assignment determined by the course coordinator, depending on the course components for which the student did not pass. |
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| Compulsory course material |
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All course material will be distributed through Blackboard. |
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| Master of Management: Strategy and Innovation Management | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
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| | | Learning outcomes |
- EC
| The holder of the degree works in a diverse team and displays leadership skills with a view to a multidisciplinary approach to management problems. (Teamwork)
| - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication)
| - EC
| The holder of the degree integrates the perspective of stakeholders when making decisions in an organizational context. (Stakeholder awareness) | - EC
| The holder of the degree is able to address complex management issues from a strategic and conceptual perspective by adapting and applying management paradigms in general, and in particular paradigms from their specialization. (Problem solving capacity) | - EC
| The holder of the degree is able to substantiate the strategic policy choices of an organization in an evidence-based way by applying management theories in general, and in particular theories from their specialization. (Problem solving abilities) |
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| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Undergraduate courses in economics and strategy are recommended prerequisite knowledge. This includes concepts like economies of scale and scope, (in)direct network effects and contestable markets. Prior knowledge of tools like the business model canvas will also facilitate absorption of the course material. However, each of the concepts and tools in the course will be explained for students who are unfamiliar with them.
|
|
|
|
This course aims to familiarize students with the management of innovation in an ‘open’ context, in which the boundaries of the firm are increasingly blurred. As a basis, students are provided with the necessary frameworks to understand how firms have gradually evolved to a more open innovation practice and how this has resulted in the opening up of their business models. Subsequently, different contexts in which firms interact with customers and other firms are discussed, such as technology markets, technology platforms and user co-innovation systems. Finally, we take a more aggregate view to understand how firms are part of innovation networks and how these networks constitute a valuable resource. In particular, students are introduced to the principles of ‘systems thinking’ in order to assess the broader ecosystem of the firm from an innovation perspective.
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|
|
|
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Homework ✔
|
|
|
|
Period 1 Credits 6,00
| Evaluation method | |
|
| Written evaluaton during teaching periode | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | only if you pass |
|
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|
|
|
|
| Multiple-choice questions | ✔ |
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| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | only if you pass |
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Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | Individual assignment determined by the course coordinator, depending on the course components for which the student did not pass. |
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|
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| Compulsory course material |
| |
All course material will be distributed through Blackboard. |
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|
| Exchange Programme Business Economics | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
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| |
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|
Undergraduate courses in economics and strategy are recommended prerequisite knowledge. This includes concepts like economies of scale and scope, (in)direct network effects and contestable markets. Prior knowledge of tools like the business model canvas will also facilitate absorption of the course material. However, each of the concepts and tools in the course will be explained for students who are unfamiliar with them.
|
|
|
|
This course aims to familiarize students with the management of innovation in an ‘open’ context, in which the boundaries of the firm are increasingly blurred. As a basis, students are provided with the necessary frameworks to understand how firms have gradually evolved to a more open innovation practice and how this has resulted in the opening up of their business models. Subsequently, different contexts in which firms interact with customers and other firms are discussed, such as technology markets, technology platforms and user co-innovation systems. Finally, we take a more aggregate view to understand how firms are part of innovation networks and how these networks constitute a valuable resource. In particular, students are introduced to the principles of ‘systems thinking’ in order to assess the broader ecosystem of the firm from an innovation perspective.
|
|
|
|
|
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Homework ✔
|
|
|
|
Period 1 Credits 6,00
| Evaluation method | |
|
| Written evaluaton during teaching periode | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | only if you pass |
|
|
|
|
|
|
| Multiple-choice questions | ✔ |
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | only if you pass |
|
|
|
|
|
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | Individual assignment determined by the course coordinator, depending on the course components for which the student did not pass. |
|
|
|
|
|
| Compulsory course material |
| |
All course material will be distributed through Blackboard. |
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1 Education, Examination and Legal Position Regulations art.12.2, section 2. |
| 2 Education, Examination and Legal Position Regulations art.16.9, section 2. |
3 Education, Examination and Legal Position Regulations art.15.1, section 3.
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| Legend |
| SBU : course load | SP : ECTS | N : Dutch | E : English |
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