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The RSM MSc in Management of Innovation programme is one academic year’s duration. Core courses are compulsory and will be offered during the autumn semester (22 EC). Master electives (18 EC) are offered during the spring semester, of which one elective can be chosen from another MSc programme. It is also possible to replace one elective with an internship or business project. During the year, students work on a master thesis project (20 EC).

Please note that certain electives may be very popular. Although we can place most students in the elective(s) of their choice, there are no guaranteed places.


    • Organizations are in a continuous hunt for the next blockbuster design, product, or service to gain or sustain their competitive edge. Innovating is clearly no longer a choice, but has become a business imperative. This imperative demands a clear strategic direction for innovation activities.

      How can firms tailor strategies to guide their innovation activities? This course will introduce the central challenges and available solutions to develop and execute an innovation strategy. Consequently, this course will provide you with a strategic perspective on managing innovation activities. It will also lay the foundations that you can benefit during the later courses you will take in this master program.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. H. Klapper​​​​​​​

    • Generation, recognition, adoption and sharing of innovation is certainly a challenge for every organization, but creating an organizational structure that enables an organization to continuously innovate is also an equally, or even more, daunting task. This course will introduce the central challenges and available solutions to organize innovation activities.

      Central topics encompass the processes by which innovation is generated, idea generation, theories of organization of innovation, organizing in service organizations, innovation networks, and organizational design in start-ups also through prototypes. The theoretical knowledge will be supported with case studies, skill development activities and guest speakers with whom the student will have the unique opportunity to discuss and share their opinion.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. S. Tasselli


    • New products, services and business models are generally developed and implemented through projects, executed by teams. Such teams are temporary organizations that need to be well managed in order to be successful. In this course you experience what it is like to manage an innovation project. During the course you will be part of an innovation team and will work towards the implementation of a new idea. You will get lectures that guide you through the process and give you more theoretical background on the innovation process. Furthermore, you will have a hands-on experience for applying the theoretical knowledge you develop.

      Review the course guide for more details.

      Taught by dr. J.P. Madiedo

    • In a knowledge-based and innovation-driven business environment, managing ideas is an essential capability if an organization is to gain a sustainable competitive advantage. All innovations begin with ideas and managing these ideas is needed during the entire innovation process. Employees in any job and at any level of the organization can contribute to innovation with creative ideas. Thus idea management is important for everyone and at any moment.

      This course takes place as part of the master in Management of Innovation. After general courses concerning innovation strategy and organization of innovation it is the first of a series of two courses that follow the temporal order innovation in the innovation funnel: Fuzzy front end (this course: idea generation, selection and communication), and Implementation (course 2: Innovation Implementation).

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by prof.dr. D. Stam

    • When you care about what you do, you will enjoy your work more, create greater impact, and be more successful in being a force for positive change. But it can be difficult to identify what your passion is, where your competencies and skills will be useful, and which professional environment and culture are the best match for you. RSM Career Centre has therefore developed a course aiming to put you in the driver seat of your own career and to support you in identifying and preparing for your first career step after graduation. 
      Through several online modules, the “Your Future Career “ course will help you make crucial steps towards landing the best suitable internship or job. Your career development begins with personal reflection on interests and motivations, before moving on to developing knowledge of the job market, functions, companies and industries. Once you have targeted your role and sector, you will intensively work on preparing your internship or job applications.
      The course consists of several blended-learning online modules, which all have individual assessments and learning objectives. Through these modules you will:

      • explore your own personality, skills and competencies,
      • investigate industries, career paths and job opportunities
      • learn how to prepare a job application and an interview.

      To achieve this you will participate in several activities, including: creating a personal career plan, virtual job applications, online peer feedback interaction, mentoring, video interviewing and self-assessment.

    • This is an Honours class. Students will need to apply with a motivation statement and will be selected based on their motivation and grades.

      MSc Management of Innovation program provides world-class and state-of-art knowledge in innovation management. Innovation clinic course offers a unique opportunity to translate that knowledge into practice, and while doing so, it allows students to add value to society. We have a dual goal: First, you will use the knowledge you gain during the MSc program to solve social and sustainable issues in society. That is, you will generate, develop and implement ideas to meet societal and environmental needs. You harness your innovative power to tackle global recurring issues, such as poverty and climate change, and invent solutions that foster economic growth, social equity and environmental safety. This goal is also in line with the new RSM mission statement – a force for positive change.
      Second goal is offer students a hands-on method of putting theoretical knowledge into practice. Following the design thinking and the lean startup processes as guiding methodology, six short clinics provide students with the needed tools and expert coaching to creatively work through the ideation, invention and implementation. Additionally, by collaborating closely with experts from the field, this course makes a unique learning experience, a first step towards structurally making the world a better place.

      • Creative team-based project
      • 6 interactive, hands-on clinics
      • Practical application of theoretical insights gained during the Master
      • Learning the design thinking and the lean startup methods
      • Turning ideas into real prototypes and assessing its commercial viability
      • Guidance from experts in the field
      • Creating shared value for society

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. M. Tarakci.

    • In modern organizations, employees are continuously expected to learn and improve themselves. One of the core aspects employees are expected to develop in order to advance in a company are their leadership skills. The aim of this course is to establish a solid foundation of the key principles of leadership development based in the state of the science. The focus will be on both developing your own leadership potential and your ability to develop other’s leadership.

      Together we will explore different approaches to leadership development such as 360 degree  feedback,coaching, mentoring, and learning from experience. The basis of the course will be an understanding of leadership development based in the scientific literature. You are expected to actively participate during the lectures both in discussions and through in-class exercises. In addition to active in-class participation, you are expected to complete a number of assignments outside of the classroom, both individually and in small groups.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Dr Tina Davidson


    • The COVID-19 virus may spread between people during close contact, most often via small droplets produced by coughing, sneezing, and talking, and these move from person to person via the air or by touching a contaminated surface. In order to avoid this, measures are taken in the form of rules at the level of countries, business sectors and individual companies, and these lead to new practices that can be seen as innovations. These innovations in turn mitigate negative impacts on business and society or, even better, lead to new or improved business and better health.

      This example illustrates the relevance of the theme of this course: managing the relation between innovation and interfaces, for the benefit of business and society. Most products and services are interrelated with other products and services, or are part of more complex systems. Innovation of products and services therefore requires understanding, managing and making decisions for all of those interfaces – usually through establishing cooperation among different stakeholders.

      To illustrate this: Qi has become the dominant design for wireless charging of, for instance, mobile phones. Qi specifies the interface between phone and charger. These may be produced by different parties. So the innovation of both is completely interrelated and is a joint effort by a consortium of companies. Such companies may compete at product level but at the level of the interface specification they cooperate, and together they may compete against another consortium which supports a competing interface. This case shows competing consortia, a merger of two of them and Qi as the winning standard. One of the companies involved, Philips, used the contents of this course to manage their involvement, which turned out to be decisive for Qi’s victory.

      In general, such interface specifications should remain stable during a certain period in order to enable innovation at the level of the products, services or system elements they interconnect. Then the specifications are laid down in standards – an important element of this course.

      In for instance autonomous vehicles, smart (electricity) grids and supply chains of sustainable food we see a combination of products and services in complex systems with a couple of interfaces. Innovation management in such cases should be directly related to interface management including standardisation of interfaces. The interfaces to employees, customers and the environments are of utmost importance for ‘responsible’ innovation. This course provides you with knowledge and skills to manage such innovation projects.

      Review the course guide for more details.

      Taught by H.J. de Vries.

    • In recent years, firms have started embracing the idea that corporate innovation activities should reflect an open system instead of following the typical vertically integrated model. According to research, in nearly every sector, many of the ideas and technologies that generate products and services emerge from the joint work of an increasing number of firms that participate in the value chain. Thus, being able to leverage the specialization of multiple business partners and get them to collaborate in innovation projects offers benefits that are difficult to achieve by a single firm. While this “open” approach to innovation seems promising, its adoption also entails particular challenges. To reap the benefits of such approach, organizations need to understand whether and how the “open innovation” initiatives fit their strategy and culture. Furthermore, firms need to recognize whether they are already part of or are able to develop an ecosystem that supports collaboration and what the best tools to solve their specific “innovation problems” are. Finally, firms need to understand how to overcome the challenges that result of trying to put it all together. This course provides the opportunity to study these issues and to develop a skill set that allows navigating through typical open innovation challenges.

      View the course guide for more details.

      This course is taught by dr. JP Madiedo Montanez

    • “But why can’t I patent in Europe just because I talked about the invention at a conference?” “But I thought the claims in my patent would stop my competitor marketing that!” “I invented an improvement! So why do I have to get a licence from them before I can market my own invention?” “So I would have been better off just keeping this process secret rather than patenting it?”

      Intellectual property is a vital asset for firms today, and patent portfolios can be extremely valuable. Yet all too often managers know little about patent law and patent strategies. This ignorance can be costly, because a naïve manager is like a lamb going to the slaughter-house. Skilful competitors will slice and dice a poorly worded patent that is in their way, or use a variety of other patent strategies to hinder the goals of their less knowledgeable and less experienced counterparts.

      The course will commence with an overview of all forms of IP, as managers need to be able to identify all the different sorts of IP that can attach to one product. After a short, basic introduction to US and European patent law, we will look at how patents have increasingly become a strategic weapon rather than just a means of protecting an invention from imitation. With Sun Tzu’s ‘Art of war’ as a guide, we will look at the different strategies businesses use. Patenting is not, however, always the best option. Alternatives to patenting will also be examined.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. H. Gubby, barrister. 

    • With the Circular Economy elective, you are taking the next step in sustainability strategies.

      Where most sustainability strategies today still focus on reducing a company’s negative footprint, in this course we will also look at making a pósitive footprint.
      Academically, this can be referred to as ‘regenerative sustainable development’. For business it means: instead of adding a burden to doing business as usual, we’re implementing a positive agenda to company strategies, business partnerships and customer relationships.

      An exiting and existing example is paint that cleans the air (produced by AkzoNobel), and during this course, we will look at several other examples in the market today and discuss concepts for the future. We will look into the business benefits ánd obstacles of implementing these alternative project and/or company strategies.

      Would you prefer to make a great business out of contributing to society and the environment, rather than just postponing the damage a company has on the environment or people? Then you are welcome to step into the Triple Top Line paradigm; the core of our theories and practice.

      You are happily invited to step forward with a daring proposal for your roadmap assignment, fiery debates in the lectures and bold ideas during the exercises.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by D. den Held

    • Social entrepreneurship is an emerging field of academic study and real-world practice. At its core, social entrepreneurship pertains the combination of market-based and nonprofit approaches to solve social issues, a feat social entrepreneurs achieve by combining the knowledge and skills used in traditional business with a passionate commitment to having a meaningful and sustainable social impact. By combining insights from the academic literature with real cases and scenarios, the course will introduce students to both theory and practice of social entrepreneurship.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. P. Versari​​​​​​​

    • Social networks and relationships play a key role in the generation, implementation, and diffusion of innovations. They are not only critical to access and exchange information and resources but also imperative to organize support and to market innovative ideas. In this elective, you will learn where to source good ideas in online and offline social networks and how to take advantage of the relationships and interactions that spur breakthrough innovations.

      The learnings of this elective are especially relevant for prospective consultants and innovation managers who need to analyse and shape change processes and intra- or inter-organizational collaboration projects. For students interested in examining, understanding, and optimizing their network position and structure, the learnings are of equal use.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. S. Tasselli

    • Organizations are in a continuous hunt for the next blockbuster design, product or service to gain or sustain their competitive edge. Throughout the management of innovation program, you have learned scientific theories, models, and frameworks. However, the reality is likely to differ from the stylized case studies and academic studies. The innovation journey is full of roadblocks for ambitious and visionary innovators. This course will provide you a unique opportunity to see the rollercoaster journey of innovation management in real life.

      This course will be co-taught by Ivo Rutten and Murat Tarakci. Ivo is a Vice President at Signify (formerly known as Philips Lighting). Ivo will walk you through his innovation journey spanning six countries and several executive positions. We will zoom in a particular innovation project he initiated and developed.

      Murat Tarakci is an Associate Professor of innovation management, who will complement the practical insights with a theoretical understanding. Thereby, this course will offer you to combine and excel in both theoretical and practical understanding of innovation management.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. M. Tarakci and I. Rutten.

    • Most students from RSM will be confronted with new business development at some stage in their careers. This course aims to serve as a pilot test for you, assessing your strength and weakness in entrepreneurial practices. To do so, this course will collaborate with multiple companies and provide tangible business projects for you, with the aim to address real business challenges related to new business development. As a result, you will face the full complexity of new business development. To assist you navigate the project, a reference contact from the company will actively work with you during the six weeks of the course.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by dr. Z. Wu.

    • Students that would like to gain some practical experience during the Master program, can do so by means of an internship. Students can use one of the elective blocks to do a full time internship.

      Instead of an elective a so-called business project can be carried out. This business project will be shorter than a regular internship. The advantage is that such a project can be carried out during one of the three elective blocks. A student can come up with a business project at a company of his or her choice. At the end of the internship the student will hand in a report.

      The business project can be related to the thesis. However, this is not a requirement. Please not that even the two are linked, the business project will be assessed separately from the thesis itself and should contain another focus than the thesis. Please consult your thesis coach in case you want to combine your internship with you thesis.

      THIS ELECTIVE COUNTS AS A FREE ELECTIVE FOR MI STUDENTS ONLY. IN OTHER WORDS: in order to graduate you MUST complete at least two MI programme electives!

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

      Taught by Sandra Langeveld, MSc.

    • The research fundamentals course is designed to support the individual master thesis project. The course focuses on the study of the various thesis research methodologies that are available for conducting research in Innovation Management. These include qualitative research (case studies or grounded theory), surveys and archival data analyses, and experiments.

      The course main components are the Research Fundamentals I & II courses. Research Fundamentals I comprises a set of introductory lectures. The goal of these lectures is to discuss the basic concepts of research and for students to get a better understanding of how to design a research project. Students will work on topics that go from developing a research question to making a preliminary selection of a research method for their study. Research Fundamentals II comprises group sessions and workshops, specific to a certain research method. These sessions will provide students with in-depth knowledge and skills that can be applied on their own thesis.

      This course works according to the flipped classroom principle, which means that the student needs to prepare before class following the suggested material. The lectures are used for interactive feedback, gamification, and in-class discussion, to deepen the student’s knowledge of the methodology and to provide specific feedback on her/his work. Meanwhile, through the assignments, the student will work on the method section for the thesis, integrating what has been learnt through the course.

      Review the course guide for more details.

      Taught by dr. JP Madiedo, F. El Osrouti, MSc, M. Hoseinpour, MSc and Q. Zhang, MSc

    • Your master thesis is an opportunity to show your capabilities and your potential as a future manager. During this part of your studies, you will interact with internationally-recognised companies and well-known researchers in the innovation industry.

      Your master thesis takes you through a structured trajectory which starts in September during the core courses. You will familiarise yourself with research into innovation taking place at RSM, and the relevant academic literature and topics available. You’ll be offered a list of potential thesis topics by staff involved in this MSc. Suggestions will include a general research question and core literature research. In October you will meet staff at a thesis ‘bazaar’ to discuss topics that interest you. You will make a final decision on your topic before the end of the year and be assigned a coach who is an expert in your chosen subject area. Early in January you will study research methodology so you are up to date with best practice in research, and have the foundation for successful completion of your thesis. In early spring you will deliver your final research proposal, before implementing your research question. Your thesis will be finished before the summer. RSM staff and researchers will assist with coaching you through the entire master thesis process.

      Most students choose a master thesis on the subject of innovation management, but you are free to write a master thesis research project in any complementary discipline.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​ for more details.

Note regarding taking courses if you are not an RSM master student: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM courses outside of official exchange partnerships or other inter-faculty agreements.