| Language of instruction : English |
| Exam contract: not possible |
|
Sequentiality
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| |
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No sequentiality
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| Degree programme | | Study hours | Credits | P2 SBU | P2 SP | 2nd Chance Exam1 | Tolerance2 | Final grade3 | |
 | master TEW-IO | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit)
| - 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills) | - EC
| The holder of the degree is able to engage in conceptual and analytical thinking to solve strategic policy issues, drawing on business conceptual frameworks. (Problem-solving capacity) | - 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) | - EC
| The holder of the degree is able to respond to changing environmental factors that have an impact on an organisation and its policy. (Programme-specific competencies) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
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|
Business game ✔
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Lecture ✔
|
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|
|
|
|
|
|
Case study ✔
|
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|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| Master Business Economics - minor Innovation and Entrepreneurship | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit)
| - 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills) | - EC
| The holder of the degree is able to engage in conceptual and analytical thinking to solve strategic policy issues, drawing on business conceptual frameworks. (Problem-solving capacity) | - 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) | - EC
| The holder of the degree is able to respond to changing environmental factors that have an impact on an organisation and its policy. (Programme-specific competencies) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| Master of Management: Strategy and Innovation Management | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit) | - 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - 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) | - EC
| The holder of the degree is able to formulate strategic solutions to create organizational value in an international context. (Programme specific competences) | - EC
| The holder of the degree is able to make optimal use of cultural and disciplinary heterogeneity in work teams. (Programme specific competences) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| Master of Management International Marketing Strategy | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit) | - 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - 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) | - EC
| The holder of the degree is able to formulate strategic solutions to create organizational value in an international context. (Programme specific competences) | - EC
| The holder of the degree is able to make optimal use of cultural and disciplinary heterogeneity in work teams. (Programme specific competences) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| Exchange Programme Business Economics | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
| master TEW-MAR | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit)
| - 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills) | - EC
| The holder of the degree is able to engage in conceptual and analytical thinking to solve strategic policy issues, drawing on business conceptual frameworks. (Problem-solving capacity) | - 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) | - EC
| The holder of the degree is able to respond to changing environmental factors that have an impact on an organisation and its policy. (Programme-specific competencies) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| 1st year Master of Science in Transportation Sciences | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| EC1: The holder of the degree applies knowledge in an autonomous and self-managing manner. He/she is able to critically plan, monitor, manage and evaluate his/her own learning processes and to take care of his/her own (quality) control. | - EC
| EC4: The holder of the degree considers society as a whole and all interested parties as an important stakeholder and reflects on the social relevance and consequences of recommendations/solutions and projects/assignments in a critical manner. In doing so, the holder of the degree strives, among other things, to have a sustainable impact on the region. | - EC
| EC6: The holder of the degree is able to communicate and convince others on his/her field of study, both in writing and orally, addressing scientists of his/her own or similar fields of study and wide social groups. | - EC
| EC7: The holder of the degree is able to function as a member of a (multidisciplinary) team and has a good assessment of his/her own role within the team/organization, as well as within the wider social and international context. | - EC
| EC8: The holder of the degree acts and reflects in an ethical and sustainable way. |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| 2nd year Master of Transportation Sciences | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| EC1: The holder of the degree applies knowledge in an independent and self-directed manner. He/she is able to critically plan, guard, manage and evaluate his/her own learning processes and to take care of his/her own (quality) control. | - EC
| EC4: The holder of the degree considers the society as a whole as an important stakeholder and reflects on the social relevance and consequences of recommendations/solutions and projects/assignments in a critical manner. In doing so, the holder of the degree strives, among other things, to have a sustainable impact on the region. | - EC
| EC6: The holder of the degree is able to communicate and convince others on his/her field of study, both in writing and orally, addressing scientists of his/her own or similar fields of study and wide social groups. | - EC
| EC7: The holder of the degree is able to function as a member of a (multidisciplinary) team and has a good assessment of his/her own role within the team/organization and in the broader social and international context. | - EC
| EC8: The holder of the degree acts and reflects in an ethical and sustainable way. |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
|
|
This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
|
|
|
|
|
|
|
|
|
Business game ✔
|
|
|
|
Lecture ✔
|
|
|
|
|
|
|
|
Case study ✔
|
|
|
|
Discussion/debate ✔
|
|
|
|
Group work ✔
|
|
|
|
Role playing (simulation) ✔
|
|
|
|
Period 2 Credits 6,00
| Evaluation method | |
|
| Oral evaluation during teaching period | 40 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
| Written exam | 60 % |
|
| Transfer of partial marks within the academic year | ✔ |
|
| Conditions transfer of partial marks within the academic year | Only if pass |
|
|
|
|
|
|
|
|
|
| Evaluation conditions (participation and/or pass) | ✔ |
|
| Conditions | The student has to pass the written examen (minimum 10/20). |
|
|
|
| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
|
|
|
Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
|
| Explanation (English) | The group assignment will be replaced by an individual assignment. |
|
|
|
|
|
| Compulsory coursebooks (printed by bookshop) |
|
|
|
|
|
| 2nd Master of Business Engineering - Marketing Intelligence | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical | |
|
| | | Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit) | - EC
| The holder of the degree works in a diverse 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 shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills) | - EC
| The holder of the degree applies in-depth insights from business science and relevant supporting/related disciplines in the analysis of financial and technical business problems. (Problem-solving capacity) | - EC
| The holder of the degree can identify, optimise and manage complex technological and business processes in an organisation in light of its strategic goals. (Programme-specific competencies) | - EC
| The holder of the degree evaluates technological innovations from a business and social perspective. (Programme-specific competencies) |
|
| | EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
|
Student is familiar with basic economic concepts (e.g. shareholder value maximization, marginal costs/revenues, net present value).
Student is familiar with econometric analyses and can interpret regression tables.
|
|
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This course is designed to equip students with state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies. First, we discuss the foundations of innovation, gaining an understanding why innovation is an important driver of firms' competitive advantage. Second, we explain the distinction between sustained and disruptive innovations and show the importance of balanced innovation strategies that take into account both types of innovation. Third, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes and organizational approaches towards disruptive innovation such as technology sensing networks, corporate venturing and ambidextrous organizational designs. Finally, open and collaborative nnovation, intellectual property management, and the dynamic link between innovation strategies and portfolio management methods are studied.
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Business game ✔
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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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Role playing (simulation) ✔
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Period 2 Credits 6,00
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| Oral evaluation during teaching period | 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 pass |
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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 pass |
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| Evaluation conditions (participation and/or pass) | ✔ |
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| Conditions | The student has to pass the written examen (minimum 10/20). |
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| Consequences | If the student doesn't pass the written examen (minimum 10/20), the group assignment will not be taken into account. In that case, the student receives the result of the written exam als final grade. |
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Second examination period
| Evaluation second examination opportunity different from first examination opprt | |
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| Explanation (English) | The group assignment will be replaced by an individual assignment. |
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| Compulsory coursebooks (printed by bookshop) |
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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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