The MSc in Business Administration at the University of Twente is a one-year programme (60EC). In addition to the three core courses (15EC), the specialization in Entrepreneurship, Innovation & Strategy consists of four courses (20EC) and a Master’s thesis (25EC).



What will you learn?

Young technology-based ventures, particularly those from in small, open economies, tend to be international to a large extent, already at or shortly after founding. International New Technology Based Ventures [INTBV] sell to international markets, draw on international talent, funding, and networks. For example, Skype or Logitec are firms that “from inception, s[eek] to derive significant competitive advantage from the use of resources and the sale of outputs in multiple countries.” Plenty of these INTBV exist in the Dutch and Berlin entrepreneurship ecosystems.

While international exposure of INTBV can provide them with great opportunities, they also face serious managerial challenges. Adding to the management challenges of new ventures in general (liabilities of smallness and newness), INTBV face technological uncertainty, and liabilities of foreignness.

This course is designed to meet the needs of future experts on international technology entrepreneurship, for example in consultancy, VC, corporate and individual venturing. It builds on the latest research in INTBV and is on the latest trends in the field. We use a wide mix of classroom tools such as case discussion, guest lectures, group assignments and presentations. 


The content includes: (1) born globals (2) International opportunity recognition (3) international networks, (4) product-market selection (5) international market selection and (6) entry mode selection, among others.

Management and Governance of Innovation and Creativity

This is a research oriented course in the Entrepreneurship, Innovation and Strategy track of the master Business Administration. It aims to provide students with deep insights on creativity and innovation and its management and governance, on micro-, meso- and macro-level (individual, team, organization, network, ecosystem and society). Through in-depth discussion of literature and examples, students will get a profound understanding of important contributions to the field. They will learn to assess these contributions from an academic and practical perspective, and will get the opportunity to contribute themselves to knowledge development.


What will you learn?

In this course you will learn that well thought business models are a prerequisite for organizations to strategize, compete and cope with industrial and global developments. You start with understanding customer value, and from there you are challenged to work systematically through each part of the business model ranging from value proposition to external relationships. You will learn how and why the parts of a business model are linked and why they should be coherent to arrive at a solid business model. With this knowledge, you will learn how to apply an integral approach for developing a business model for a new venture. In addition, you will learn how to alter a business models when environmental circumstances change based on results from strategic foresight.


This course draws on the basics of a business model and its usefulness for a firm in today’s rapidly changing markets and global contexts to map consequences for strategy and business development. We will work successively through each part of the business model framework and beyond, each week discussing a part in more depth. Following the structure of a business model, the topics include customer value analysis, customer relationships, value proposition, capabilities, resources and activities. Furthermore, we discuss the role of partners, for instance strategic alliances and joint ventures as part of a business model including its developmental stages.  We will also focus on the competitive aspect of developing strategies and implications for business models. Throughout the course, we elaborate on how parts relate to each other and how any change in one part affects the opportunities and challenges for strategic change and business development. In doing so, we will work with cases of firms who are challenged with strategic, marketing and business development problems and systematically analyses the cases using the business model, we will draw implications for strategic change and business development. Besides, we will probe into the future of a business using strategic foresight techniques and from there develop business model that will help to bring the future into existence.


What will you learn?

This course is designed to meet the needs of future managers, innovation leaders, entrepreneurs and investors who must analyse and develop business strategies in technology-based industries (e.g. finance, healthcare, IT and construction). The course emphasizes learning theories, frameworks and techniques for helping innovating companies to develop a strategic focus and to survive within their turbulent environments. In the course, the creation and appropriation of value are considered at the level of the individual firm, as well as within the broader context of business ecosystems.

Topics to be addressed include the following:

  • Technology roadmapping: a flexible technique that is widely used within industry to support strategic and long-range planning.
  • Business ecosystems: The success of an innovating firm often depends on the efforts of complementary innovators within its environment. How can firms coordinate their networks of external innovators that affect outcomes of the focal firm?
  • Product Family Planning: how to structure and plan product families across a value chain and target focal markets successfully.
  • Platform-based innovation: How can companies and service provides benefit from the smart reuse of processes, product parts and knowledge across products and services?
  • Modular design concept: How do modular products or services lead to modularity in design, production and use? How does this provide strategic flexibility? As explained in the course, modular products and services have a unique effect on the organization of innovation within and between firms.

The course combines lectures, case discussions and a project assignment. The cases focus on managerial (not technical) issues. For the project, students focus on a case from one of the following industries: finance, healthcare, IT or construction. No technical background is required for fruitful participation.


What will you learn?

Business innovation methods in modern organizations are increasingly relying on information technology. Although many are familiar with such terms as the Internet of Things, Big Data, Artificial Intelligence, Business Simulation and Crowdsourcing, only a few understand how these knowledge processes work.

This course will help you to understand how today’s leading firms are using information technology to create and exploit new business intelligence.


In order to provide you with a true understanding of how information technology drives advancements in business innovation, we discuss five paradigms on knowledge: Empiricism, Rationalism, Kantianism, Hegelianism and Pragmatism. These paradigms provide strategies for creating meaningful insights that can help organizations stay ahead of the competition. We then discuss the implications of these paradigms for the knowledge management practices adopted by today’s leading firms. Each week, we talk about the latest trends in IT-driven knowledge management with guest speakers from various innovative firms. Discovering the opportunities and limitations of IT-based knowledge management empowers students to make innovative contributions in and for organizations.

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