Student in tech commercialization class.

Full-Time MBA concentration in Technology Commercialization, Innovation and Entrepreneurship

Where MBAs learn to innovate.

Entrepreneurs are leaders. They solve problems, seek opportunities and build a sustainable future for our world through innovation. Entrepreneurship is more than a skill; it’s a passion and a vision. It’s the ability to see the world as it could be and persuade others to help make it happen.

Rutgers Business School is where you come to fuel that passion and get your business ideas rolling.

The Technology Commercialization, Innovation and Entrepreneurship MBA (formerly “entrepreneurship”) encourages you to lead technology commercialization efforts inside of your company, come up with innovative business ideas, generate new sources of enterprise, and create new jobs. You will acquire the skills you need and meet an entirely new network of classmates, professors and alumni who will be your future advisors, mentors and investors, and business partners.


Through a modern curriculum, the MBA Concentration in Technology Commercialization, Innovation and Entrepreneurship teaches MBA students important 21st century skills in innovation and entrepreneurship.

Rutgers STEM MBA

You can now choose to earn a STEM degree with any of our MBA concentrations. To qualify, you must complete 50% of the total required degree credits for your program with courses that fall under STEM. The Core Curriculum provides 9 STEM credits. I you are seeking the STEM certification, you should take Data Analysis & Decision Making as a Foundation course, at least 3 STEM-designated Concentration Courses, and additional STEM Foundation or Elective courses.

(*) Indicates a STEM-designated course


This concentration is comprised of 4 courses (12-14 credits).

Required Course

Course # Title Cr
22:620:654  Managing Growing Ventures  3

Specialized Courses

Course # Title Cr
22:620:624 Opportunity Identification and Evaluation 3
22:620:685/6 Collaborative for Technology Entrepreneurship & Commercialization 3
22:620:687 Business Models to Launch 3


Elective Courses inside MGB

Course # Title Cr
22:620:601 Management of Innovation and Technology 3
22:620:617 Negotiations 3
22:620:674 Social Entrepreneurship and Innovation 3
22:620:680 Mergers, Acquisitions, and Alliances 3
22:620:672 Urban Entrepreneurship and Economic Development* 3
22:553:671,674,679 Doing Business in … (Global Experience Courses)

(China, Russia, India, South Africa)

*Note: Urban Entrepreneurship & Economic Development can fulfill the "Integrative Course Requirement" within the MBA curriculum. If a student uses it to fulfill the Integrative Course Requirement, it cannot be used towards the Entrepreneurship concentration. Double counting is not permitted.

Courses outside MGB that can count as electives

Course # Title Cr
22:390:674 Evaluating Business Ventures 3
22:390:689 Venture Capital 3
22:390:612 Entrepreneurial Finance 3
22:630:602 New Product Innovation 3

Suggested Sequence

Option 1: For students interested in New Venture Creation and Evaluation

Managing Growing Ventures
Opportunity Identification
Business Model to Launch
+ 1 Elective

Option 2: For students interested in Technology Commercialization (in collaboration with the SOE and Sciences)

Managing Growing Ventures
Business Model to Launch
+ 1 Elective

Option 3: For students interested more generally in Innovation and Entrepreneurship

Managing Growing Ventures
+ 3 Electives

Course Descriptions



22:620:687/8 - Business Models to Launch *

This is the course where students will complete the journey from idea to business plan and pitch. Topics covered: voice of the customer, opportunity validation, strategy and partnership development, pro forma financials, investor pitch and business plan. This course is applicable for all the projects coming from both Opportunity Identification and Evaluation and Technology Entrepreneurship and Commercialization. This is possible because the projects, whether they start from an observed opportunity in the market or market potential of products derived from technical breakthroughs, are at the same stage of development by the end of the first course and follow similar paths for strategy development and business plan writing.

22:620:685 - Collaborative for Technology Entrepreneurship & Commercialization *

The Collaborative for Technology Entrepreneurship and Commercialization (CTEC) is a unique, interdisciplinary and experiential learning initiative at Rutgers, designed like some famous business accelerators. Graduate Students in RBS, SOE, Medical School, and Pharmacy School become co-founders and executives to master the skills necessary for entrepreneurship and technology commercialization. CTEC provides two courses that focus on translating cutting-edge technology into business ventures. Students, faculty, inventors and executive mentors collaborate to learn how to launch real startups and acquire small businesses (entrepreneurship through acquisition). Learn how to develop business models, raise venture capital, lead as entrepreneurs or intrapreneurs (corporate), invest, consult, and serve on Advisory Boards.

22:553:671 - Doing Business in China

This unique course features a study trip to China. The objective of the course is to learn about China's dynamic economy and business environment through hands-on learning. This course is open to all students (MBA, Masters, and undergraduate) and alums. Students should consult with the department chair of their concentration to see if this course will count toward their concentration. For anyone interested in doing business in China, or knowing more about one of the most important developing economies today, this course is a must.

22:390:674 - Evaluating Business Ventures *

This multidisciplinary MBA course will provide students with the real world skills and business acumen to screen, analyze, and invest in early-stage technology and life-sciences start up companies. By the end of the semester, students will conduct technical and financial due diligence around a Rutgers invention. They will in turn create a full-blown business plan that they will pitch to the BEST institute for funding. The goal is to turn these real-world business plans into viable real-world businesses.

22:620:624 - Opportunity Identification and Evaluation

This course will take students through the process of identifying an opportunity and building an organization to take advantage of it. Topics to be covered: opportunity assessment, value propositions, market assessment, strategic assessment, organizational structures, business model development, and feasibility studies. The final deliverable will be a clearly defined product/service, a defined target market and a business model for a proposed startup company.

Prerequisite: All MBA Core courses

22:799:661 - Introduction to Project Management

Project Management is one of the most critical elements in the competitiveness and growth of organizations. Projects are the drivers of innovation and change and no organization can survive today without projects. Effective leaders in today’s leading companies must be effective project managers.  Furthermore, almost every MBA graduate may sooner or later be asked to manage a project. This course presents the classical foundations of project management and introduces students to the world of real-life project problems. Upon completion of this course, students will understand the basic concepts and critical factors of initiating, planning, organizing, controlling, and running a project. They will be able to develop a project plan, build a project team and adapt their project management style to the unique project characteristics. Course topics will include: project initiation, project success dimensions, integration, scope, planning, controlling and monitoring, time, cost and risk management, project organization, project teamwork, and project adaptation. The course will also advise students how they could prepare themselves for the PMP Exam of the Project Management Institute in order to become Professional Project Managers.

22:620:601 - Management of Innovation and Technology

Examines a variety of problems in the management of science and technology with emphasis on the strategic management of technology. Topics include integration of business strategy with technology, the product development process, manufacturing/process technologies, time to market, technology-based strategic alliances, and technology venture development. Case studies will be used extensively. Should be of interest to people working or intending to work in any functional area in an organization which develops or uses new technology-based products or services.

 Prerequisite: Organizational Behavior (22:620:540)

22:620:606 - Managing Strategic Transformations

Explores new approaches for organizing the total enterprise, including structuring, processes, and culture. Using cases and simulations, new forms of organizing are linked to various competitive strategies and to performance, and skills for designing, implementing, and managing strategic transformation are developed.

 Prerequisite: Organizational Behavior (22:620:540)

22:620:654 - Managing Growing Ventures

This course is the required course for graduate students who want the concentration in Technology Commercialization, Innovation and Entrepreneurship.  In this course, students will work with early stage businesses to address challenges and develop a strategic plan for growth. Topics covered: social networks, organizational structure and culture, innovation, firm growth and change, intellectual property, employment practices and incentives, financing, and entrepreneurial improvisation.

22:620:680 - Mergers, Acquisitions, and Alliances

This course provides an overview of the principles, tools, processes, and practices used by senior executives, investment bankers, venture capitalists, and consultants to manage mergers and acquisitions (M&A) and strategic alliances (SA) that achieve/sustain competitive advantage and deliver intended performance levels. Topics include: strategic and practical considerations for pursuing mergers, acquisitions, and alliances; understanding the underlying economics, financial, cultural and legal implications of M&A; identifying and evaluating acquisition targets and establishing priorities and valuations; negotiating the deal for M&A and SA, and structuring transactions and agreements; managing M&A integration and SA cooperation; and a discussion of exemplary processes and practices in M&A and SA.

22:620:617 - Negotiations

Provides an introduction to the principles, practice, and processes of negotiations as a management skill with bosses, subordinates, peers, clients, and customers. Discussion of the preparation and planning for negotiation, the strategy and tactics of negotiation, issues regarding both distributive and integrative bargaining, and ethics in negotiation.

22:630:602 - Product Innovation

Introduces concepts and methods used for coordinating strategy formulation and the identification and evaluation of new product opportunities; planning and organizing the process of development; testing new products and new markets; and commercialization. Special emphasis is given to issues related to marketing and R & D. Text, cases, guest speakers.

Prerequisite: Marketing Management (22:630:550)

22:390:612 - Entrepreneurial Finance

Crowd funding, venture capital, angel investors, joint ventures, government grants, export financing, SBA loan guarantees, purchase order financing, and equipment leasing are some of the course topics. The class features case studies and 12 industry guest lecturers. Students will analyze financing strategies and prepare financing plans for start-ups and existing businesses.  Future small business entrepreneurs, investors, lenders, and advisors can benefit from taking this course.

Prerequisite: Completion of 12 undergraduate, or 9 graduate credits in accounting and finance

22:620:674 - Social Entrepreneurship and Innovation

Social entrepreneurship is recognized as encompassing a wide range of activities: enterprising individuals devoted to making a difference; social purpose business ventures dedicated to adding for-profit motivations to the nonprofit sector; new types of philanthropists supporting venture capital-like 'investment' portfolios; and nonprofit organizations that are reinventing themselves by drawing on lessons learned from the business world. This course explores entrepreneurship as a mechanism for social change, economic development, and community wealth creation.  Specifically, we examine the concepts and practice of social entrepreneurship, through reading and project assignments, class discussions, cases, and guest speakers.

22:620:645 - Technology Ventures

In this course, students will explore the fundamental issues that revolve around technology-intensive ventures. Analysis and evaluation of a business plan for technology business ventures including demand forecasting, financial modeling, licensing of technology and intellectual property and other issues for current business conditions. Through a collection of case studies, lectures, workshops, and projects that cover high-growth ventures in information technology, electronics, life sciences, biotechnology and other industries, this course provides the student with the tools necessary to successfully identify a true business opportunity, and to start a technology enterprise, gather resources such as talent and capital, and managing rapid growth.

Prerequisite: Organizational Behavior (22:620:540)

22:620:672 - Urban Entrepreneurship & Economic Development

This course is designed for students who exhibit high degrees of self-direction and significant interest in urban issues, entrepreneurship, and/or economic development. Students will be challenged to work individually and in teams on projects, reports, and research at the intersection of business, community development, new venture creation, urban policy, and economic development.

The course will explore the many dimensions of urban entrepreneurship and economic development through an exploration of the business and policy issues, the use of action research methods and the development and completion of consulting projects. The location of the course in Newark provides a unique opportunity to have the city become a laboratory for student education in the areas of urban entrepreneurship and economic development.  Students in this course will be directly involved in the economic development initiatives of Rutgers-Newark and The Center for Urban Entrepreneurship & Economic Development.

22:799:648 - Valuation of New Business Ventures: A Supply Chain Perspective

Knowledge contained in the supply chain can be used to foster new demand-driven product innovations and to initiate new ventures. Virtual company teams are formed to plan the design, assembly, marketing and distribution of new innovative products.  A business plan will be formed by each virtual company team. The business plan will include: a marketing plan; financial analysis including income statements and balance sheets, procurement, supplier alliances, logistics and fulfillment plans for the products to be produced. A design plan for the proposed new product will also be produced. The expected outcome of each project is a marketable new product together with a design of its supply chain that is resilient, profitable, cost-effective, and responsive to the highly dynamic market. A large number of project opportunities will be encountered as the participants work through the introductory material.

Faculty Spotlight

Jeffrey Robinson

Provost & Executive Vice Chancellor, RU-Newark; Prudential Chair in Business, RBS

Jeffrey A. Robinson, Ph.D. is an award-winning business school professor, international speaker and entrepreneur. Since 2008, he has been a leading faculty member at Rutgers Business School, where he is a professor of management and entrepreneurship and the Academic Director of The Center for Urban Entrepreneurship & Economic Development and...

I started my business while at Rutgers Business School. The more I learned and grew in my experience at Rutgers, the more tools I had in my tool belt to actually pursue my business. I don’t know that without my Rutgers MBA I would have had the confidence to pursue the entrepreneurial route to launch my business as quickly as I did,
—  Amanda Burton, Founder/Owner Little Miss Mrs