On completion of the course, the students will be able to:

1. explain perspectives of leadership and management of sustainable innovation,
2. explain approaches to the management of sustainable innovation within the doughnut economy,

3. develop strategies for designing and managing sustainable innovation,
4. apply tools for the effective design and management of sustainable innovation,

5. distinguish the role of responsibility of CEOs and managers towards their employees, customers, and their communities in the development of innovation strategies and processes.

The course presents the fields of sustainable innovation and leadership anchored in the doughnut economy. With the increasing responses from enterprises worldwide to create a decarbonized economy, the course educates students to accelerate social and green transitions by leading with sustainable innovation. Students participate in problem-solving activities for enterprises and case analysis. The content reflects the following aspects:

• Approaches and tools for leading and managing sustainable innovation and leadership.
• Approaches and tools for the management of sustainable innovation in the doughnut economy.
• The leadership of innovation.
• Perspectives on local and global issues when leading innovation.

Connection to Research and Practice
The course is based on research on various topics and aspects of leadership, innovation and the doughnut economy. The literature in the course includes books, practitioners, and journal articles. Through the analysis and application of the selected materials, the students examine each topic and learn about the various issues and implications of innovation leadership and management from a theoretical as well as practical perspective. The course is core to MMTC and CEFEO research centres where research on radical innovation, transformation and sustainability is core. Discussions in the classroom are always supported by presenting cases and examples from practice as well as research. Additionally, the student engages in group project work which includes application oriented seminars with case studies or collaboration with enterprises through problem-based learning for the development of students’ creativity, and optimism competencies. The course activities foster the ability to stimulate a sense of hope and a positive attitude to stimulate the leadership of innovation.

The teaching is conducted in English.

General entry requirements and passed courses of 30 credits in Business Administration and/or Economics including taken the courses Leading Change through Sustainable Projects, 7,5 credits and Sustainability Challenges and System Analytics, 7,5 credits (or the equivalent).

The course is graded A, B, C, D, E, FX or F.

Individual written assignments (ILOs: 1, 2, 3, 5 ) representing 4,5 credits.
Group assignment and presentation (ILOs: 3, 4, 5) representing 3 credits.

Name of the Test	Value	Grading
Individual written assignments1	4.5 credits	A/B/C/D/E/FX/F
Group assignment and presentation1	3 credits	A/B/C/D/E/FX/F

¹ All parts of the compulsory examination in the course must be passed with a passing grade (A-E) before a final grade can be set. The final grade of the course is determined by the sum total of points for all parts of the examination in the course (0-100 points). Grade is set in accordance to JIBS grading policy.

It is the responsibility of the examiner to ensure that each course is evaluated. At the outset of the course, the programme evaluators in the course must be contacted. In the middle of the course, the examiner should meet the programme evaluators to identify strengths/weaknesses in the first half of the course.
At the end of the course, the examiner should remind students to fill in the survey. The examiner should also call a meeting with the programme evaluators to debrief the course, based on course evaluation data and comments. The next time the course runs, students should be informed of any measures taken to improve the course based on the previous course evaluations.
At the end of each study period, JIBS’ Director of Quality and Accreditation crafts a “Course Evaluation Quarter Report”, presenting the quantitative results from course evaluation surveys. The Associate Dean of Education, The Associate Deans of Faculty, Programme Directors, and JSA President and Quality receive the report.

Academic integrity
JIBS students are expected to maintain a strong academic integrity. This implies to behave within the boundaries of academic rules and expectations relating to all types of teaching and examination.

Copying someone else’s work is a particularly serious offence and can lead to disciplinary action. When you copy someone else’s work, you are plagiarising. You must not copy sections of work (such as paragraphs, diagrams, tables and words) from any other person, including another student or any other author. Cutting and pasting is a clear example of plagiarism. There is a workshop and online resources to assist you in not plagiarising called the Interactive Anti-Plagiarism Guide.

Other forms of breaking academic integrity include (but are not limited to) adding your name to a project you did not work on (or allowing someone to add their name), cheating on an examination, helping other students to cheat and submitting other students work as your own, and using non-allowed electronic equipment during an examination. All of these make you liable to disciplinary action.

A list of articles will be supplied at the course introduction.