Technology Innovation Management and Entrepreneurship Master of Science Degree
Technology Innovation Management and Entrepreneurship
Master of Science Degree
Leadership for technology integration and rapidly emerging technologies.
Overview for Technology Innovation Management and Entrepreneurship MS
- Leverage RIT’s rich entrepreneurial culture: You’ll have access to the Simone Center for Innovation and Entrepreneurship, The Construct (our world-class maker space), and Venture Creations (RIT’s business incubator).
- Choose from two tracks: The technology management track and the technology entrepreneurship track both provide immersive knowledge in key areas that impact technology innovation.
- Technology innovation is fueled by technology, the arts, and design: Only at RIT can you connect with resources across the fields of business, science, technology, engineering, and design.
Technology innovation is a key business driver in all industries as new products and services rapidly improve our lives in significant ways. Technology innovation managers and entrepreneurs who know how to lead technological change in entrepreneurial ways are in high demand to capitalize on process and product development opportunities. As an entrepreneur and innovator, you will be part of today’s innovation management as you identify problems and view them through the lens of technology innovation in an effort to develop unique and creative solutions.
The MS in technology innovation management and entrepreneurship will help you gain the skills you need to create value for your startups or entrepreneurial corporations. Through real-life business exposure and leveraging sources via RIT’s integrated global network, you'll emerge as a business leader who can lead with technological entrepreneurship.
The program offers two tracks. In the technology management track, you will develop advanced product development and data analytics skills targeting organizational management and strategy needs. The technology entrepreneurship track develops skills in starting and managing new ventures that utilize research and marketing analytics to evaluate market options and build strategy. Each track consists of core courses and electives in data management and analytics and managerial skills.
Study Technology Innovation at RIT
World-renowned resources in business, science, technology, engineering, and design allow innovation and entrepreneurship to thrive at RIT. Your advantage is a rich entrepreneurial culture, with access to facilities such as the Simone Center for Innovation and Entrepreneurship, The Construct (a world-class maker space), and Venture Creations, RIT’s business incubator. Teachers, industry mentors, an applied approach, and access to science, technology, engineering, and design resources prepare you to focus on entrepreneurial and innovation processes by which inventions and creative new ideas are brought to market.
Saunders College professors bring industry experience and include entrepreneurs, C-level executives, vice presidents, and leading scholars in disciplines like technology management. You will benefit from small class sizes and dedicated faculty advisors that provide one-on-one guidance. As a graduate of the program, you will have a unique combination of technical and business expertise relevant to large incumbent firms and new startup ventures.
Students are also interested in: Technology Entrepreneurship Adv. Cert., Business Administration MBA
RIT undergraduates qualify for a tuition scholarship when they choose an RIT Master’s program.
Join us for Fall 2023
Many programs accept applications on a rolling, space-available basis.
Careers and Experiential Learning
Typical Job Titles
| Business Model Designer | Change Agent |
| Business Development Lead | Innovation Analyst |
| Venture Architect | Product and Integration Lead |
| Business Operations Planner | Business Analyst |
| Product Manager | Product and Integration Lead |
| Digital Transformation Strategist | Chief Technology Officer |
Salary and Career Information for Technology Innovation Management and Entrepreneurship MS
Cooperative Education and Internships
What makes an RIT education exceptional? It’s the ability to complete relevant, hands-on career experience. At the graduate level, and paired with an advanced degree, cooperative education and internships give you the unparalleled credentials that truly set you apart. Learn more about graduate co-op and how it provides you with the career experience employers look for in their next top hires.
Co-ops and internships take your knowledge and turn it into know-how. Business co-ops provide hands-on experience that enables you to apply your knowledge of business, management, finance, accounting, and related fields in professional settings. You'll make valuable connections between course work and real-world applications as you build a network of professional contacts.
Cooperative education is optional but strongly encouraged for graduate students in the MS in technology innovation management and entrepreneurship.
Featured Work
Research Insights: Coming Full Circle
Clyde Eirikur Hull
Exploring circular economy opportunities.
Featured Profiles
Business and Technology University, Tbilisi, Georgia
Mariam Sharangia ’21
"The available infrastructure, content, and super friendly and open staff create a secure and nurturing environment for one to innovate and experiment with new ideas."
Excellus BlueCross BlueShield, Rochester, NY
Jaden Dominguez, co-op ’21
Curriculum for Technology Innovation Management and Entrepreneurship MS
Technology Innovation Management and Entrepreneurship (Technology Management Option), MS degree, typical course sequence
| Course | Sem. Cr. Hrs. | |
|---|---|---|
| First Year | ||
| DECS-744 | Project Management A study in the principles of project management and the application of various tools and techniques for project planning and control. This course focuses on the leadership role of the project manager, and the roles and responsibilities of the team members. Considerable emphasis is placed on statements of work and work breakdown structures. The course uses a combination of lecture/discussion, group exercises, and case studies. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall, Spring). |
3 |
| MGMT-740 | Leading Teams in Organizations This course examines why people behave as they do in organizations and what managers can do to improve organizational performance by influencing people's behavior. Students will learn a number of frameworks for diagnosing and dealing with managerial challenges dynamics at the individual, group and organizational level. Topics include leadership, motivation, team building, conflict, organizational change, cultures, decision making, and ethical leadership. Lecture 3 (Fall, Spring, Summer). |
3 |
| MGMT-735 | Management of Innovation This course addresses the management of innovation, sustainable technology, and the importance of technology-based innovation for the growth of the global products and services industries. The course integrates three major themes: (1) leading-edge concepts in innovation, (2) the role of technology in creating global competitive advance in both product-based and services-based industries, and (3) the responsibility of businesses related to sustainability. The importance of digital technology as an enabler of innovative services is covered throughout the course. (completion of four graduate business courses) Lecture 3 (Fall, Spring, Summer). |
3 |
| INTB-710 | Global Business Analytics This course is designed to help students, regardless their backgrounds, to identify global business opportunities, possess necessary analytical skills to evaluate these opportunities, and understand the strategies to explore these opportunities to serve transnational businesses’ goals. Students will be exposed to a variety of analytical skill sets such as collecting and analyzing institutional and primary international business data, reading the multinational firm-level data and understanding how global expansion impacts firms’ bottom lines, developing foreign exchange hedging strategies, and apprehending the basic practices of international trade and foreign investment. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall). |
3 |
| MGMT-780 | Technology Strategy Strategy-making in technology faces special challenges: risk assessment in the face of uncertainty, predicting trends and changes in social issues, government policy, and technology, stakeholder management and technology ethics, fitting your organization to the evolving demands of your technology, integrating new technology with your existing technology, globalization, and more. It also calls for decisions on issues such as how to diversify your technology, collaboration, merger and acquisition possibilities. This course covers how to make technology strategy, including such components as quantitative and qualitative forecasting, risk assessment, the use of statistical analysis in decision-making, and the application of decision-making theories. The class includes a capstone experience. (Prerequisites: INTB-710 or MKTG-768 or equivalent course.) Lecture 3 (Spring). |
3 |
| Choose one of the following: | 3 |
|
| MGMT-791 | Graduate Project This course is used to fulfill the graduate project requirement for the MS degree in management. The candidate must obtain approval from an appropriate faculty member to supervise the paper before registering for this course. A corporate-oriented research project designed by the candidate and his or her advisor to explore a salient management-related issue. (This course is restricted to MGMT-MS Major students.) Project (Spring, Summer). |
|
| MGMT-790 | Field Exam Prep plus an additional Managerial Skills Elective All MS-Management students who do not complete a capstone project will take a field exam at the end of their program. This course provides basic help to students taking this exam. *Note: All required courses in the MS-Management program. (This course is restricted to MGMT-MS Major students.) Comp Exam 3 (Fall, Spring, Summer). |
|
Data Management and Analytics Electives |
6 | |
Managerial Skills Electives |
6 | |
| Total Semester Credit Hours | 30 |
|
Electives
Data Management and Analytics Electives
| Course | |
|---|---|
| MGIS-650 | Introduction to Data Analytics and Business Intelligence This course serves as an introduction to data analysis including both descriptive and inferential statistical techniques. Contemporary data analytics and business intelligence tools will be explored through realistic problem assignments. Lecture 3 (Fall). |
| MGIS-725 | Data Management and Analytics This course discusses issues associated with data capture, organization, storage, extraction, and modeling for planned and ad hoc reporting. Enables student to model data by developing conceptual and semantic data models. Techniques taught for managing the design and development of large database systems including logical data models, concurrent processing, data distributions, database administration, data warehousing, data cleansing, and data mining. Lecture 3 (Spring). |
| BANA-680 | Data Management for Business Analytics This course introduces students to data management and analytics in a business setting. Students learn how to formulate hypotheses, collect and manage relevant data, and use standard tools such as Python and R in their analyses. The course exposes students to structured data as well as semi-structured and unstructured data. There are no pre or co-requisites; however, instructor permission is required for students not belonging to the MS-Business Analytics or other quantitative programs such as the MS-Computational Finance which have program-level pre-requisites in the areas of calculus, linear algebra, and programming. Lecture 3 (Fall). |
| DECS-782 | Statistical Analysis for Decision Making This is a course in applied statistics emphasizing an understanding of variation and inference (estimation and testing). Topics to be covered include: review of descriptive statistics, normal distribution, sampling distributions, estimation, test of hypothesis for single and two populations, analysis of variance (ANOVA), linear regression, multiple regression and model building. Students will apply these concepts using mini-cases and problem sets that involve both structured and unstructured data sets. The application of appropriate tools will be required. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall, Spring, Summer). |
Managerial Skills Electives
| Course | |
|---|---|
| MGMT-743 | Advanced Topics in Technology Management This course is the advanced treatment of topics introduced in the core course offering, MGMT 735. It reviews topics introduced in the core such as disruptive technology and adds significant new content on such topics as user innovation and organizational ambidexterity. Successful completion will prepare students for leadership and significant contributions as group members for any new technology development project. (Prerequisites: MGMT-735 or equivalent course.) Lecture 3 (Spring). |
| MGMT-755 | Negotiations This course is designed to teach the art and science of negotiation so that one can negotiate successfully in a variety of settings, within one's day-to-day experiences and, especially, within the broad spectrum of negotiation problems faced by managers and other professionals. Individual class sessions will explore the many ways that people think about and practice negotiation skills and strategies in a variety of contexts. Lecture 3 (Fall, Spring). |
| HRDE-742 | Leading Change Major change initiatives within organizations fail because of lack of understanding of the process of change and the lack of deliberate and focused attention to the change process. This course teaches students the change process and the alterations required in structures, processes, and activities to effectively implement change initiatives within organizations. The components of this course include applied approaches and tools to help analyze barriers for change, leverage power and influence, and provide frameworks to plan and implement change. Lecture 3 (Summer). |
| ACCT-603 | Accounting for Decision Makers A graduate-level introduction to the use of accounting information by decision makers. The focus of the course is on two subject areas: (1) financial reporting concepts/issues and the use of general-purpose financial statements by internal and external decision makers and (2) the development and use of special-purpose financial information intended to assist managers in planning and controlling an organization's activities. Generally accepted accounting principles and issues related to International Financial Reporting Standards are considered while studying the first subject area and ethical issues impacting accounting are considered throughout. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall, Spring, Summer). |
| MGMT-7## | Any other 700-level "MGMT" course |
Technology Innovation Management and Entrepreneurship (Technology Entrepreneurship Option), MS degree, typical course sequence
| Course | Sem. Cr. Hrs. | |
|---|---|---|
| First Year | ||
| DECS-744 | Project Management A study in the principles of project management and the application of various tools and techniques for project planning and control. This course focuses on the leadership role of the project manager, and the roles and responsibilities of the team members. Considerable emphasis is placed on statements of work and work breakdown structures. The course uses a combination of lecture/discussion, group exercises, and case studies. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall, Spring). |
3 |
| MGMT-740 | Leading Teams in Organizations This course examines why people behave as they do in organizations and what managers can do to improve organizational performance by influencing people's behavior. Students will learn a number of frameworks for diagnosing and dealing with managerial challenges dynamics at the individual, group and organizational level. Topics include leadership, motivation, team building, conflict, organizational change, cultures, decision making, and ethical leadership. Lecture 3 (Fall, Spring, Summer). |
3 |
| MGMT-720 | Entrepreneurship and Technology Entrepreneurship This course studies the process of creating new ventures with an emphasis on understanding the role of the entrepreneur in identifying opportunities, seeking capital and other resources, and managing the formation and growth of a new venture. Lecture 3 (Fall, Spring, Summer). |
3 |
| MGMT-780 | Technology Strategy Strategy-making in technology faces special challenges: risk assessment in the face of uncertainty, predicting trends and changes in social issues, government policy, and technology, stakeholder management and technology ethics, fitting your organization to the evolving demands of your technology, integrating new technology with your existing technology, globalization, and more. It also calls for decisions on issues such as how to diversify your technology, collaboration, merger and acquisition possibilities. This course covers how to make technology strategy, including such components as quantitative and qualitative forecasting, risk assessment, the use of statistical analysis in decision-making, and the application of decision-making theories. The class includes a capstone experience. (Prerequisites: INTB-710 or MKTG-768 or equivalent course.) Lecture 3 (Spring). |
3 |
| MKTG-768 | Marketing Analytics This course provides an overview of marketing analytics in the context of marketing research, product portfolios, social media monitoring, sentiment analysis, customer retention, clustering techniques, and customer lifetime value calculation. Students will be introduced to, mathematical and statistical models used in these applications and their implementation using statistical tools and programming languages such as SAS, SPSS, Python and R. Multiple data sources will be used ranging from structured data from company databases, scanner data, social media data, text data in the form of customer reviews, and research databases. Students will complete guided projects using real time data and make effective use of visualization to add impact to their reports. There are no listed pre or co-requisites; however, instructor permission is required – student aptitude for quantitative work will be assessed; waived for students enrolled in quantitative programs such as the MS-Computational Finance which have pre-requisites in the areas of calculus, linear algebra, and programming. Lecture 3 (Spring). |
3 |
| MGMT-765 | Applied Venture Creation This graduate course enables students to learn the entrepreneurial (value creation) process by advancing a business idea. The course provides weekly seminars focusing on customer discovery and business model development and weekly coaching mentoring sessions with an established entrepreneur/early stage marketer. The project is team based. Students may enter the course with a business concept or be integrated into an existing team in the course. Lecture 3 (Fall, Spring, Summer). |
3 |
Data Management and Analytics Electives |
6 | |
Managerial Skills Electives |
6 | |
| Total Semester Credit Hours | 30 |
|
Electives
Data Management and Analytics Electives
| Course | |
|---|---|
| MGIS-650 | Introduction to Data Analytics and Business Intelligence This course serves as an introduction to data analysis including both descriptive and inferential statistical techniques. Contemporary data analytics and business intelligence tools will be explored through realistic problem assignments. Lecture 3 (Fall). |
| MGIS-725 | Data Management and Analytics This course discusses issues associated with data capture, organization, storage, extraction, and modeling for planned and ad hoc reporting. Enables student to model data by developing conceptual and semantic data models. Techniques taught for managing the design and development of large database systems including logical data models, concurrent processing, data distributions, database administration, data warehousing, data cleansing, and data mining. Lecture 3 (Spring). |
| BANA-680 | Data Management for Business Analytics This course introduces students to data management and analytics in a business setting. Students learn how to formulate hypotheses, collect and manage relevant data, and use standard tools such as Python and R in their analyses. The course exposes students to structured data as well as semi-structured and unstructured data. There are no pre or co-requisites; however, instructor permission is required for students not belonging to the MS-Business Analytics or other quantitative programs such as the MS-Computational Finance which have program-level pre-requisites in the areas of calculus, linear algebra, and programming. Lecture 3 (Fall). |
| DECS-782 | Statistical Analysis for Decision Making This is a course in applied statistics emphasizing an understanding of variation and inference (estimation and testing). Topics to be covered include: review of descriptive statistics, normal distribution, sampling distributions, estimation, test of hypothesis for single and two populations, analysis of variance (ANOVA), linear regression, multiple regression and model building. Students will apply these concepts using mini-cases and problem sets that involve both structured and unstructured data sets. The application of appropriate tools will be required. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 3 (Fall, Spring, Summer). |
Managerial Skills Electives
| Course | |
|---|---|
| MGMT-610 | Global Entrepreneurship Global entrepreneurs need to utilize both domestic and overseas resources, explore transnational opportunities, and leverage worldwide networks at early stages of the development. This course is designed to address the unique challenges of this global challenge, as well as the richer opportunities faced by the “born globals.” Students will learn how to discover, evaluate, and enact opportunities across national borders in order to create goods and services that serve various company goals. Students will also be informed of the competitive strategies normally adopted by international entrepreneurs in other major economies such as EU, China, and India. Lecture 3 (Spring). |
| MGMT-755 | Negotiations This course is designed to teach the art and science of negotiation so that one can negotiate successfully in a variety of settings, within one's day-to-day experiences and, especially, within the broad spectrum of negotiation problems faced by managers and other professionals. Individual class sessions will explore the many ways that people think about and practice negotiation skills and strategies in a variety of contexts. Lecture 3 (Fall, Spring). |
| MKTG-778 | Commercialization and Marketing of New Products This course emphasizes the marketing and product strategy-related activities required to create, develop, and launch successful new products. Topics covered include identifying the market opportunity for new products, defining the product strategy, understanding customer requirements, developing and updating the product business plan, marketing's role in the firm's product development process, developing the marketing plan for launching new products, and managing the product life cycle. The course emphasizes best practices in marketing-related activities required for successful new product commercialization. (Prerequisites: MKTG-761 or equivalent course.) Lecture 3 (Spring). |
| FINC-605 | Financing New Ventures A focus on financial issues affecting an entrepreneur. The course emphasizes, identifies, and follows the wealth creation cycle. The wealth creation cycle begins with an idea for a good, product or service, progresses to an initial company startup, passes through successive stages of growth, considers alternative approaches to resource financing, and ends with harvesting the wealth created through an initial public offering, merger or sale. Identification and valuation of business opportunities, how and from whom entrepreneurs raise funds, how financial contracts are structured to both manage risk and align incentives, and alternative approaches by which entrepreneurs identify exit strategies are reviewed. Lecture 3 (Fall). |
Admissions and Financial Aid
This program is available on-campus only.
| Offered | Admit Term(s) | Application Deadline | STEM Designated |
|---|---|---|---|
| Full‑time | Fall | Rolling | Yes |
| Part‑time | Fall or Spring | Rolling | No |
Full-time study is 9+ semester credit hours. Part-time study is 1‑8 semester credit hours. International students requiring a visa to study at the RIT Rochester campus must study full‑time.
Application Details
To be considered for admission to the Technology Innovation Management and Entrepreneurship MS program, candidates must fulfill the following requirements:
- Complete an online graduate application.
- Submit copies of official transcript(s) (in English) of all previously completed undergraduate and graduate course work, including any transfer credit earned.
- Hold a baccalaureate degree (or US equivalent) from an accredited university or college.
- A recommended minimum cumulative GPA of 3.0 (or equivalent).
- Submit a current resume or curriculum vitae.
- Submit a personal statement of educational objectives.
- Letters of recommendation are optional.
- Entrance exam requirements: GRE or GMAT required for individuals with degrees from international universities. No minimum score requirement.
- Writing samples are optional.
- Submit English language test scores (TOEFL, IELTS, PTE Academic), if required. Details are below.
English Language Test Scores
International applicants whose native language is not English must submit one of the following official English language test scores. Some international applicants may be considered for an English test requirement waiver.
| TOEFL | IELTS | PTE Academic |
|---|---|---|
| 88 | 6.5 | 60 |
International students below the minimum requirement may be considered for conditional admission. Each program requires balanced sub-scores when determining an applicant’s need for additional English language courses.
How to Apply Start or Manage Your Application
Cost and Financial Aid
An RIT graduate degree is an investment with lifelong returns. Graduate tuition varies by degree, the number of credits taken per semester, and delivery method. View the general cost of attendance or estimate the cost of your graduate degree.
A combination of sources can help fund your graduate degree. Learn how to fund your degree
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Innovating Business and Building Resilience
Students in the organizational leadership and innovation (OLI), master of business administration (MBA), technology innovation management and entrepreneurship (TIME), and hospitality business management (HBM) programs learn to become leaders, change agents, and expert decision-makers in their fields by mastering foundational business skills and applying them in real-world situations.
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STEM-Designated Graduate Portfolio
Students can choose from several graduate programs that integrate business with STEM education: master of business administration (MBA), accounting and analytics, business analytics, finance, global supply chain management (GSCM), and technology innovation management and entrepreneurship (TIME).
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January 18, 2023
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New chair joins Saunders College with extensive study of social networks and organizations
Rich DeJordy comes to RIT as chair of the Department of Management at Saunders College of Business after serving in a similar role at the Craig School of Business at California State University, Fresno. Before that, DeJordy was a faculty member for eight years at D’Amore-McKim School of Business at Northeastern University.
