Maastricht University - School of Business and Economics

This course gives a brief introduction to the economics of technological change and the labor market. The main aim of this course is to understand the impact of Information and Communication Technology (ICT) on the demand for workers and on wages. The course considers such questions as what are the effects of ICT on the structures of organizations; how does ICT impact wages and the division of labor? do people with ICT skills earn higher wages?

This is an introductory course to the management of innovation. Core topics covered in this course include market failures faced by innovating firms, knowledge about the various definitions of innovation and innovative activities, how to search for novel ideas (inside as well as outside of the firms’ boundaries), what tools to use inside and outside of the firm to evaluate promising ideas efficiently and accurately, ways to acquire external financing in case of cash flow constraints, tools to use to increase appropriability of innovations as well as various forms to develop innovations inside and outside of the firm. In examples, cases, and an assignment students work out in practice how to assess the feasibility and desirability of innovation opportunities and how to manage innovation from the first idea to implementing an innovation plan. PREREQUISITES: Basic knowledge of management/business economics, organization, and strategy.

To improve the performance of a firm, managers have to find tools to hire the right people, sort them into the right job, motivate them to do their work well, develop their skills through formal and informal learning, and cooperate efficiently with co-workers. Firms that stimulate one aspect might do so at the cost of others. Managers, therefore, face many complex trade-offs in their personnel policies. In this course, economic tools to understand these trade-offs are discussed and illustrated with examples of how to apply them in practice. Questions posed in the course include: Why should pay vary across workers within firms – and how "compressed" should pay be within firms? Should firms pay workers for their performance on the job or for their skills or hours of work? How are pay and promotions structured across jobs to induce optimal effort from employees? How are jobs designed and performance measures? Why use teams and how are teams used most effectively? How should all these human resource management practices, from incentive pay to teamwork, be combined within firms?