• Know basic concepts of social intrapreneurship and innovation management and apply these concepts and their specific tools in a real case.
• Identify sources for creative ideas for organization, both company-internally and company-externally. They are able to do so theoretically (on the basis of the literature provided in the course) and also practically (on the basis of specific cases and the project dealt with in the course).
• Analyze and evaluate the causes and effects of the introduction of an innovation. They should be able to see and manage the social innovation process in a larger framework of the organization.
• Reflect on (literature about) corporate social responsibility, idea generation and sources of innovation.
• Apply the overall knowledge developed in the course in a specific case and to work together with the course teachers and external experts and potential partner companies on a specific project, identifying, evaluating and developing creative ideas.
• Evaluate the business ideas identified, using specific characteristics derived from the literature provided in the course (e.g. realizability, value, novelty)

This course teaches students how to find, evaluate and develop innovative ideas for the benefit of individuals, companies and the society (resulting in sustainable business models around social innovations). In this course students get to learn the models and tools taken from theory on social intrapreneurship and innovation management. By drawing on these tools, students develop and adapt their own innovative tools/models and apply them to specific practical case during a 9 hour “instant innovation camp” at the end of the course.
The relevance of this course results from a common dilemma in industries that depend on the generation of social innovations. There is a high number of ideas to be identified and evaluated. From the mass of ideas only few will survive to become ready solutions. We meet this challenge and search for ideas, evaluate them and select the most promising ones.
Once we have experienced the essential tools and methods to identify and evaluate new ideas and tools in class there are three different options that students have (depending on the availability of partner companies for the course):
1)      develop innovative, sustainable tools that companies can apply, to
2)      work on hypothetical or real cases that the students bring into the course and
3)      to work on real projects from partner companies.
We test the abilities during the highlight of the course: the Instant Innovation Camp. The camp will be facilitated by Danish Innovation Consultant Frederikke Kroon, the creator of the Instant Innovation Camp method. During the camp student teams, course coordinators and potential company partners meet to discuss the developed tools and cases and to further develop innovative solutions. 

• Jones, E., Harrison, D., & McLaren, J. 2001. Managing Creative Eco-innovation–Structuring outputs from Eco-innovation projects. The Journal of Sustainable Product Design, 1: 27-39. ( download here – you need to be on campus to access this text)
• Hockerts, Kai, 1999: "The Sustainability Radar - A Tool for the Innovation of Sustainable Products and Services". In: Greener Management International (25): 29-49, 1999.
• Hellström C. and Hellström T. (2002). Highways, Alleys and By–lanes: Charting the Pathways for Ideas and Innovation in Organizations.Creativity and Innovation Management. vol. 11, no. 2, pp. 107-114(8).
• Roberts, E.B. (1988). Managing invention and innovation. Research-Technology Management, January-February: 11-29.
• Porter, Michael E., and Mark R. Kramer, 2002: The Competitive advantage of corporate philanthropy, Harvard Business Review, 80(12), 56-59.
• Buchenau, M. and J. F. Suri (2000). Experience prototyping. ACM Proceedings of the 3rd conference on Designing, ACM.
  Houde, S. and C. Hill (1997). "What do prototypes prototype."Handbook of human-computer interaction 2: 367-380.
  Gaver, B., T. Dunne, et al. (1999). "Design: cultural probes."Interactions 6(1): 21-29.
  Kanter RM. 1999. From Spare Change to Real Change: The Social Sector as a Beta Site for Business Innovation. Harvard Business Review. 77(3): 123-132.