Login
English
Nederlands
Informatie over MSc International Business & Management/IB&M
Hieronder staan het programma en de vakomschrijvingen van MSc International Business & Management/IB&M Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma MSc IB&M) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
|---|---|---|---|---|---|---|---|
| hele jaar | verplicht | keuzevakken A MSc IB&M | Engels | 10 | |||
| verplicht | keuzevakken B MSc IB&M | Engels | 10 | ||||
| semester I a | verplicht | EBM088A05 | International Business Strategy (MSc) | Engels | 5 | ||
| verplicht | EBM190A05 | Managing Cultural Differences | Engels | 5 | |||
| semester I b | verplicht | EBM084B05 | Comparative Environmental Analysis | Engels | 5 | ||
| verplicht | EBM718B05 | Research Seminar for IB&M | Engels | 5 | 6 | ||
| semester II | verplicht | EBM719A20 | Master's Thesis IB&M | Engels | 20 | ||
| Opmerkingen | Studenten kiezen 10 EC uit 'keuzevakken A MSc IB&M' (zie onder). | ||||||
| » Jaar 1 (keuzevakken A MSc IB&M) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | |
| semester I b | keuze | EBM221A05 | Int. Business Models in a Changing World | Engels | 5 | ||
| keuze | EBM090A05 | International Strategic Alliances | Engels | 5 | |||
| semester II a | keuze | EBM083A05 | Comparative Corporate Governance | Engels | 5 | ||
| keuze | EBM197A05 | Multinationals and CSR | Engels | 5 | |||
| semester II b | keuze | EBM149B05 | Sustainabilty in Global Value Chains | Engels | 5 | ||
| » Jaar 1 (keuzevakken B MSc IB&M) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM062A05 | Developing for Markets | Engels | 5 | 2 | ||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM096A05 | International Banking and Finance | Engels | 5 | |||
| keuze | EBM048A05 | IT Governance | Engels | 5 | 3 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| keuze | EBM210A05 | Sustainability: Strat., Innov. & Change | Engels | 5 | 2 | ||
| semester I b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM211A05 | Data-driven Business Processes | Engels | 5 | 3 | ||
| keuze | EBM212A05 | Digital Transformation Strategy | Engels | 5 | 2 | ||
| keuze | EBM101A05 | Economic Growth in History | Engels | 5 | 3 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 3 | ||
| keuze | EBM071A05 | Responsible Finance and Investing | Engels | 5 | variabel | ||
| keuze | EBM209A05 | Sustainability in Business and Economics | Engels | 5 | 4 | ||
| keuze | EBM097A05 | Trade, Environment and Growth | Engels | 5 | |||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM093A05 | Country Studies | Engels | 5 | |||
| keuze | EBM094A05 | Economic Geography | Engels | 5 | |||
| keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | 3 | ||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM078A05 | Marketing Communication | Engels | 5 | 3 | ||
| keuze | EBM107A05 | Monetary Policy and Financial Regulation | Engels | 5 | 2 | ||
| keuze | EBM037A05 | Purchasing | Engels | 5 | 4 | ||
| semester II b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | ||
| keuze | EBM074A05 | Consumer Psychology | Engels | 5 | 3 | ||
| keuze | EBM095B05 | Economic Development | Engels | 5 | |||
| keuze | EBM148A05 | Economics of Regulating Markets | Engels | 5 | 4 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM069B05 | Inclusive Finance | Engels | 5 | 6 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 1 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 3 | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| 1 | Business Ethics | EBM043A05 | |||||||||||||||||||||||||||
| Bonuses, board diversity, consumer rights, corporate social responsibility, suggestive or deceptive marketing techniques, bribes to get international contracts—ethics is everywhere in business. But research in moral psychology shows that we often fail to see what is morally important about a situation. And if we do see it, we often don’t know how to deal with it. And even if we know how to deal with it, we often don’t act accordingly. For all sorts of reasons. This course takes a practical approach to business ethics. Its main objectives are to foster sensitivity to moral aspects of decisions; to teach analytic skills that help you take a position in moral debates and to give a reasonable justification for your position; and to develop ways to successfully cope with moral dilemmas and issues. We examine the main normative theories in business ethics, moral psychology, corporate social responsibility, customer relations, and the environment; we consider specific moral issues in accounting, finance, international business management, and marketing; and we approach these theories, arguments, and concepts in highly interactively ways, devoting significant part of the time to a number of important and well known cases from business ethics by means of collaborative in-class assignments. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 2 | Business Research and Consulting | EBM151A05 | |||||||||||||||||||||||||||
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business or Industrial Engineering & Management) will examine a real managerial issue. They translate the issue into a problem statement that can be addressed within the time frame of this course. Inherent parts of this course are that mixed teams of students 1) visit the company, 2) carry out desk research and literature search, 3) develop a research design (qualitative and/or quantitative), 4) analyze the results 5) draw conclusions and 6) propose a feasible solution including implementation steps to address the problem of a company. Master students have to reflect on the research process from methodological and theoretical perspectives and their role as master-level consultant and researcher. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 3 | B2B Marketing | EBM808B05 | |||||||||||||||||||||||||||
| Firms operating in a Business-to-Business environment acquire goods and services either for their own use, to incorporate into the products or services that they produce, or for resale along with other products and services to other firms, institutions, or the government. Although the majority of the transaction volume in the Netherlands takes place in a Business-to-Business context, literature traditionally focuses on the marketing of fast-moving consumer goods. B2B marketing can be defined as the process of understanding, creating and delivering value to targeted business markets and customers. Understanding and quantifying the value of a market offering is therewith the cornerstone of B2B marketing. This course will cover the following topics: - Understanding business markets and business customers (collecting information about the market, organizational buying behavior, understanding and quantifying value creation in business markets) - Managing existing market offerings and realizing new offers - Price Management in B2B markets - Managing Sales Channels - Customer relationships (gaining, sustaining, and reacquiring customers). The topics will be discussed in lectures, case studies and guest lectures of business market practitioners. Also, students will experience negotiations in business markets in a practice case. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 4 | Comparative Corporate Governance | EBM083A05 | |||||||||||||||||||||||||||
| The world of the corporate upper echelons has changed rapidly and significantly in the last two decades. Ongoing corporate scandals and the global financial crisis of 2008 have generated important questions about the concentration of power at the top of large corporations. Who runs these large corporations? How are these executives monitored and on behalf of whom? What is the basis of such corporate governance systems, and how do these systems change over time? What determines differences and similarities between corporate governance systems between countries? What does the increasing concentration of capital in the hands of large institutional investors and the super-rich imply for this system? And very recently, how does the system survive a huge economic shock stemming from global pandemics like the spread of corona virus? Do present day corporations have the right purpose and still serve the needs of society? This course introduces students to the recent debates in this field to help them develop a better understanding of the inner circles of corporate power and its consequences. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 5 | Comparative Environmental Analysis | EBM084B05 | |||||||||||||||||||||||||||
| This course aims to familiarize students with the most widely used frameworks in comparative environmental analysis in the field of International Business and Management. Focusing on the role of institutional and cultural diversity in International Business, students learn how leading frameworks have been constructed and how to set-up and conduct comparative environmental analysis on their own. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 6 | Consumer Psychology | EBM074A05 | |||||||||||||||||||||||||||
| Whether it concerns the design of advertisements, store design or loyalty programs, all marketing strategies are built on assumptions about consumer psychology. This course aims to provide students with a better understanding of the motives and cognitive capacities that determine consumers’ behavior. An array of (social) psychological theories and findings will be discussed, as well as their relevance in understanding and predicting consumer behavior. Course topics include, amongst others, (un-)consious processes, self-regulation, emotions and well-being, and social influence. The course consists of lectures (given by the course coordinator and other experts in consumer psychology), as well as group assignments in which students apply findings and theories from consumer psychology to specific marketing issues. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 7 | Country Studies | EBM093A05 | |||||||||||||||||||||||||||
| What are the opportunities and bottlenecks for economic development in a country? What are the lessons for government policies? In this hands-on course, you will focus in-depth on the causes and consequences of economic development in a specific country. As part of a small team, you will analyze one particular theme such as the education system, trade, the business environment or the financial sector. Your analysis will be based on academic literature that discusses what makes a successful institution and statistical data sources. The literature on your theme will be introduced in thematic groups with members from other country teams. The analysis of your theme forms one chapter of the final country report. The insights from the different analyses by the group members are synthesized into a summary chapter to provide useful information for policy makers about the prospects for economic growth and doing business in your country. Together with your team, you will analyze growth patterns and discuss the findings and policy recommendations from your report with the lecturers and other course participants. Your final course grade is based on an individual grade for the chapter you contribute to the country report; a grade for the quality of the feedback you provide to fellow students; a group grade for the summary chapter that synthesizes the other chapters; and a grade for your contribution to a discussion panel. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 8 | Data-driven Business Processes | EBM211A05 | |||||||||||||||||||||||||||
| Business processes represent the `vehicle' through which an organization delivers its products and/or services in accordance with customers' expectations. Business process management (BPM) involves the (re)configuration of activities within an organization towards achieving the corporate strategy. Business processes and their performance are thus subjected to constant evaluation and scrutiny. The (re)design of business processes, based on the data available, and through the enhancement of supporting ICT and human infrastructures, therefore reflects a core competency for an organization to maintain sustainable competitive advantages in the marketplace. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 9 | Developing for Markets | EBM062A05 | |||||||||||||||||||||||||||
| The course aims to explain the role of a customer focus in innovation management. Students are taught analytical and design skills in order to propose, design and market new products (or services) that offer superior value to customers. They learn to synthesize different theoretical perspectives, and to apply theoretical concepts of innovation management and marketing to real-life situations. Synthesis of the theory is achieved through an intensive series of lectures during the first part of the course. The second part of the course is reserved for the project in which groups of students apply the acquired theoretical insights to identify, analyze, and solve a real-life customer problem. The project is an important part of the course, as it enables learning by experiencing. It deepens the students’ understanding of why so many firms struggle with applying a customer focus in innovation. Innovation management deals with the challenge of developing new markets and new products. New products need to solve real customer pain points and must be well-differentiated from competition. Firms can only identify and successfully develop such products (goods and services) if they have acquired an in-depth understanding of customers. As products are no more than a means towards an end, managers need to understand the job that customers are trying to do. But how can they learn from customers? How can they involve customers in the innovation process? How can they translate customer insights creatively into new product concepts? And how to move such concepts successfully through the stages of development, launch, and market acceptance? A real innovative firm is able to go through this process again and again. Such a firm has a shared customer orientation and is organized accordingly. In short: it pursues outside-in innovation, the focus of this course. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 10 | Digital Transformation Strategy | EBM212A05 | |||||||||||||||||||||||||||
| Digital technologies are increasingly playing a major role as enablers or inhibitors for organizations to achieve sustainable competitive advantages in the market. For established organizations, a digital transformation strategy is of vital importance for business model innovation and ultimately for commercial success. New startups also need to devise strategies to compete in digital environments and challenge incumbents. Course participants will learn how businesses can leverage digital technologies and data to create innovations, transform business models, and manage platforms and ecosystems. There are no easy answers to strategic questions in the digital age, and the course is designed to sharpen participants' analytical and reflective skills. Students are trained to develop strategic solutions in a creative, digitally enabled approach. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 11 | Economic Development | EBM095B05 | |||||||||||||||||||||||||||
| Why are some countries poor and some countries rich? This course explores the measurement and analysis of growth and development in today's world. Global economic growth has been rapid since the 1950s but uneven across countries, and major challenges to growth have appeared in the last decade. What were successful growth strategies in the past, and what are the implications of recent changes to trade and technology? What are the implications for inequality and the sustainability of living standards around the world? We discuss new global trends that provide both opportunities and challenges for growth and development. This will be done by in-depth study and discussion of major articles in this field. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 12 | Economic Geography | EBM094A05 | |||||||||||||||||||||||||||
| The geo-economic map of the world changes constantly. Globalization has led to a rapid increase of these changes in the location decisions of firms. This course aims to provide students with a better understanding of the resulting changes in the geo-economic patterns of the uneven distribution of economic activity over space and the underlying strategic decision of firms to re-locate in (or offshore to) knowledge intensive clusters of economic activity. We discuss key theories and empirical evidence to understand these changes and, subsequently, discuss the firm level drivers of these changes. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 13 | Economic Growth in History | EBM101A05 | |||||||||||||||||||||||||||
| The aims of this module are to provide at an advanced level the sources and methods of quantitative economic history, together with a review of some major findings of economic historical research of interest to economists. This course deals with selected issues during the period of modern economic growth that is, from the industrial revolution until the present time. Within this time frame a comparison will be made between the nature of the growth process in Western Europe during the 19th and the 20th century and that of the post-World War II experience of the East Asian and Latin American countries. The course will address the issue of transferability or replicability of the European experience under different institutional and social conditions. Important questions include: How did globalization begin? When and why did it lead to development or underdevelopment, did it play a role in the great divergence in income between the West and the rest of the world. What was the impact of colonialism and free trade on these regions. What lessons does history teach to countries that want to catch up to the West today? The course focuses on important topics related to modern economic growth: technological progress / general purpose technologies, historical institutional analysis, globalization and the historical geography of economic development and Divergence Big Time: Economic growth since 1870. Students should achieve an understanding of both how economic historical research can be used to shed light on the current state of the economy and how economic analysis can sharpen our understanding of history. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 14 | Economics of Regulating Markets | EBM148A05 | |||||||||||||||||||||||||||
| The central theme of the course is: how do energy markets, in particular electricity and gas markets, function and how can this be improved by governments (regulators). The functioning of energy markets differs from many other sectors because of the economies of scale of the networks, resulting in natural monopolies, the importance of network balance, the societal objective to radically change the nature of the energy industry (i.e. energy transition) and the fact that energy is a basic commodity which is needed by everyone. Topics to be discussed are among others: how to determine the tariffs that an operator of an electricity or gas network is allowed to charge on users of the infrastructure? How to implement competition in the energy industry, both on wholesale level and retail level? To what extent need the energy markets be changed because of the energy transition in which fossil technologies are replaced by renewable sources (as wind and solar)? How to give incentives to energy producers and consumers to reduce carbon emissions? Knowledge of economics of regulating market is useful for positions within regulated companies (TenneT, Gasunie, etc.), companies using regulated infrastructures (in particular large energy users), governments (national, EU), regulatory bodies (ACM, ACER, etc.) and consultancies (PWC, Oxera, etc.). The course not only deals with the economic theory behind the regulation of markets, but also applies this theory to real-life problems in energy markets. The course consists of lectures and tutorials every week. The course starts by discussing the question why some markets, in particular energy markets, need regulation and others not, Then, we discuss how the government could regulate these markets. These first meetings are meant to give the students some theoretical background in economic regulation. Afterwards, we discuss key issues in the daily practice of regulation: benchmarking on efficiency and the determination of the the appropriate reward (i.e. the WACC) on capital which is invested in the network. These questions are highly important for regulated firms as it affects how much profit they are allowed to make and to which extent they are able to finance the investments. Then, we go into in the question how to implement competition in energy markets. We discuss the design of electricity and gas markets on wholesale level and how these markets become more integrated on an international level. We also pay attention to how environmental regulation (like emissions trading and subsidies for renewables) can be designed and how this affects the electricity sector/market. In the final meeting, we pay attention to the retail energy market, discussing how competition can be implemented in markets where the demand is affected by factors like (perceived) switching costs and trust in retailers. In most weeks, there will be assignments, which are discussed in the tutorials based on presentations by students. In addition, there will be a few extra tutorials where we recap the material and discuss questions of students. This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 15 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course is practitioner oriented and provides a nuanced perspective on doing business in low income, high growth countries (emerging markets) such as Brazil, Russia, India and China. Primary emphasis is on, 1) Recognizing the uniqueness and challenges of the context characterizing the business environment in these economies such as rapidly evolving business environment, underdeveloped infrastructure, bottom of the pyramid consumers, and 2) How the context then shapes the nature and behavior of firms. From an academic perspective, the course emphasis is on recognizing and evaluating the assumptions and limitations of popular theories and frameworks, originally developed and applied in the context of developed economies. The course employs real business case studies to assess the relevance of theory in the context of emerging markets and to gain second-hand experience of the thought processes of top managers and CEOs grappling with business related challenges. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 16 | Energy Transition & Innovation | EBM167A05 | |||||||||||||||||||||||||||
| The energy industry has changed, is changing, and must continue to change, in order to become more sustainable. The transition, however, presents faces a number of challenges, such as: (1) social challenges, for example, in terms of social resistance to the change; (2) business challenges, for example, as both emergent green technologies and polluter incumbents look for ways in which to become financially sustainable in the new environment; (3) policy challenges, for example, as governments look for ways in which to incentivise the transition; and (4) marketing challenges, for example, as once niche ideas about sustainability and environmental protection, are mainstreamed. In this course we will explore each of these challenges, we will reflect upon the business opportunities that each creates, and will consider the supporting role of competition and markets. In the process, students will gain knowledge about the challenges and opportunities presented by the transition. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 17 | Foreign Dir. Investment & Trade (MSc) | EBM086A05 | |||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 18 | Franchising | EBM046A05 | |||||||||||||||||||||||||||
| The objective of this course is to provide students with an understanding of the major issues in strategy and management of franchise systems as a special entrepreneurial business context. Students will acquire and apply academic knowledge needed for effective strategy and management from both the franchisor's and the franchisee's perspective. Business format franchising is an increasingly popular business strategy in various countries and industries, such as retailing, hospitality, fast food, services, and healthcare. It is therefore likely that students have to deal with it in their future careers, for example as a franchisor, an employee at a franchise organization, a franchisee/entrepreneur, a (small business) consultant, or an employee at a bank. Franchising has several advantages for both franchisors and franchisees, but it also has its pitfalls. This course builds on several theoretical perspectives to discuss a wide range of strategic and managerial issues that are relevant to franchisors, franchisees and their stakeholders, such as system and unit performance, innovation, entrepreneurship, strategic renewal, internationalization, standardization versus local adaptation, and trust between franchise partners. The course also contains several practical components in the form of guest lecturers and case examples. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 19 | Inclusive Finance | EBM069B05 | |||||||||||||||||||||||||||
| The course is designed for MSc students with a background in (business) economics. The focus is on the role of financial markets in low-income countries with a strong focus on microfinance and financial inclusion. In this course, we will study why financial markets in low income countries fail to provide access to financial services for the poor, which mechanisms allow to provide these services, and which alternative methods are used by the poor to manage their cash flows, finance investments, and cope with income risks. Both theories on financial development and the economics of microfinance as well as empirical applications in low-income countries will be studied in this course. We look at opportunities and limitations of financial institutions in low-income countries in general, and of microfinance institutions in particular. Specific topics include: finance and development; credit market failures; the economics of microfinance; techniques to measure impact of financial interventions on borrower welfare. The course contains main lectures, guest lectures and group oral presentations by students. The course is part of the focus area on finance and development together with the course 'International Finance and Development'. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 20 | Innovation & Entrepreneurship | EBM621A05 | |||||||||||||||||||||||||||
| The general objective of this course is to provide students with a full understanding of the process of successfully engaging in innovation/entrepreneurial activities. Upon completion of the course the student is able to: 1. Define the concepts of innovation and entrepreneurship and explain their interrelationships. 2. List a number of criteria to determine the success of innovation and entrepreneurial activities and to determine which ones are most relevant in a specific context. 3. Describe the different stages in innovation management processes and entrepreneurial processes and how different factors during these stages may influence the success of innovations and entrepreneurial activities. 4. Develop a theoretical framework distinguishing factors that influence the success of an innovation/entrepreneurial activity. 5. Assess the validity of the theoretical framework in a real business setting by analyzing secondary data on a specific case (i.e. a specific innovation/entrepreneurial activity). 6. Logically, clearly, carefully express his/her own activities, opinions and research findings to the lecturer and fellow students. The course consists of two parts that run parallel. The first is the theoretical part in which existing theories on innovation and entrepreneurship are discussed. In the second part, the students will apply these theories to concrete organizational settings by studying particular practical cases. Guest lectures provide the students with first hand insights on how processes of innovation and entrepreneurship take place in practice. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 21 | Int. Business Models in a Changing World | EBM221A05 | |||||||||||||||||||||||||||
| Changes in the international business environment and advancements in technology rapidly transform the fundamental nature of many companies, creating a VUCA (i.e., volatility, uncertainty, complexity, and ambiguity) kind of environment and, therewith, a multitude of new challenges but also opportunities in a wide range of industries. New business realities and new technologies disrupt business on a national and international level. Therefore, it is crucial to understand how managers can adequately react on and proactively approach changes in the business environment and how they can take advantage of a changing business environment. In this course, we explore how new global realities impact the international business landscape and how and where firms can leverage new business models to create, deliver and capture value in an international context. We will systematically analyze how changes in the business environment influence businesses and reshape the way they operate using insights and examples from practitioners from diverse industries and draw implications for firm internationalization. Specifically, the course will address the following issues: 1. How can firms tackle the new realities in the global economy through new international business models? 2. What are central concepts relevant in the scalability of international business activities? 3. How can `traditional' industry sectors take advantage of digital technologies and transition their international business operations? Through analysis of real-world practical topics and a group project, students will explore examples of how internationally active firms can proactively approach a changing business environment. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 22 | International Banking and Finance | EBM096A05 | |||||||||||||||||||||||||||
| In this course we study internationally operating banks and other financial institutions from an institutional, evolutionary perspective, and with attention to their impacts on the economy. We start by studying money, credit and banking. We study consequences for the economy’s growth and stability. We take a balance sheet approach to understanding each topic. Study materials include online lectures, empirical academic articles and policy papers. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 23 | International Business Strategy (MSc) | EBM088A05 | |||||||||||||||||||||||||||
| The International Business Strategy (IBS) course is dedicated to offering in-depth knowledge about how to formulate an effective strategy from both the strategic management perspective and the financial management perspective. From the strategic management perspective, this course discusses issues relating to corporate strategic goals and how to solve strategic issues (leadership, structure, and context) to achieve those goals. From the corporate financial management perspective, this course discusses financial feasibility of foreign investment through a cost-benefit analysis and how to deploy financial tools to ensure foreign investment. Virtually all students in the FEB programs continue a non-academic career in business or public management. Understanding the causes and consequences of successful IBS, therefore, is of the utmost importance for FEB students. Questions about IBS are relevant for almost all companies in which FEB students will work. The course is also relevant for students that have an ambition to work in the public sector such as a Ministry of Economic Affairs, a healthcare institute or international organizations such as the World Bank or the EU. These organizations also are confronted with IBS challenges next to and on top of being part of the context in which for-profit firms design and implement IBS. Students that enter the course accept the conditions of the program and the advanced level of the IBS subjects. Students need to prepare a great number of journal articles each week in order to constructively contribute to tutorial discussions and presentations. Additionally, the course requires students to analyze financial data and relate that data to a foreign investment project and complete a written exam with essay questions. Not meeting any of the standards of the course will have implications for the grade. The course requires students to develop, use, and appreciate (advanced) interdisciplinary theoretical models and (advanced) multi-method perspectives in combination with best-practice managerial cases that characterize modern IBS. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 24 | International Financial Reporting | EBM045B05 | |||||||||||||||||||||||||||
| The course introduces the subject of international financial accounting and explains the relevance thereof. The course will be built upon the idea that financial statements are meant to inform public investors. Throughout the course, specific international issues regarding the analysis of financial statements and accounting ratio's will be addressed. Such issues relate of course to international diversity in financial accounting systems. The most important differences in international financial accounting systems will be presented. Recently, huge steps have been taken in regard of international convergence and harmonization, as well as auditing and corporate governance. Important international financial reporting subjects such as the assessment of foreign currency risks and hedge accounting as well as the consolidation process on a parent company level will be covered. International tax regimes are presented and potential consequences thereof discussed such as tax saving models developed by multinationals. The development in international accounting, auditing and governance rules and standards are critically reviewed during this course. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 25 | International Strategic Alliances | EBM090A05 | |||||||||||||||||||||||||||
| The course deals with managing strategic alliances-- a key factor for successful internationalization. The course specifically deals with the challenges and pitfalls of managing international alliances. The various managerial challenges will be analyzed by using interorganizational theories such as transaction cost economy, resource-based-view, and the relational view. Furthermore, contemporary research findings will be discussed and applied in case studies. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 26 | IT Governance | EBM048A05 | |||||||||||||||||||||||||||
| The IT Governance course is a condensed state-of-the-art management of information technology course for business and economics students withouth specialized IT background. The course provides overview of contemporary IT governance and management frameworks. The course focuses on the interrelation between business strategy and IT governance. In other words, how IT should be organized in modern industrial organizations. The course is intended for business and economics students with limited background in information technology and intend to improve their IT managerial and consulting skills. Through this course, students will be trained to analyze IT governance literature and resolve practical IT management challenges in an interdisciplinary approach. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 27 | Managing Cultural Differences | EBM190A05 | |||||||||||||||||||||||||||
| In the course of your career, you will be required to work in and/ or manage culturally diverse teams. This course is set up to provide theoretical frameworks to understand cultural differences, and apply the concepts learned to manage cultural differences in a real world virtual, multinational team. It seeks to provide an in-depth, theoretical, understanding of three core issues: a) what culture is, b) divergence and convergence in cultural values and practices around the world, and c) the influence of cultural values and practices on business behaviours and outcomes such as communication, leadership, global strategy and ethics. Moreover, based on principles of adult learning and to cater to the demands of the real world, you will be required to apply concepts by participating in a unique experiential exercise: the X-culture project. This exercise requires you to work with students from overseas universities over several weeks to solve a real world strategic issue faced by a company and give them advice. By combining theory and application, the course aims to help you to learn about and improve your cross-cultural competencies. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 28 | Marketing Communication | EBM078A05 | |||||||||||||||||||||||||||
| This course aims to provide students with an overview of the psychology of marketing communications. Grounded in recent academic findings, the effects of marketing communications on consumers’ cognition, attitude, and behavior will be discussed during the lectures. Students are expected to comprehend the psychological theories and findings of communications, apply them to marketing issues, and provide suggestions to managerial decision-making. The course consists of lectures, tutorials, and group assignments. In the lectures, students will obtain up-to-date knowledge about the psychology of marketing communications. In the first group assignment, students need to formulate scentifically and practically relevant research questions about marketing communications and translated them to hypotheses. In the second group assignment, students are expected to collect data, apply appropriate empirical tests, and discuss the findings of their research. In the tutorials, students will present their research proposal and findings in groups. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 29 | Master's Thesis IB&M | EBM719A20 | |||||||||||||||||||||||||||
| The master thesis is the final element of the MSc programme in International Business and Management. The thesis should reflect an original (but manageable) piece of research which is conducted according to scientific standards and focused on knowledge creation. It should be based on existing theoretical insights as well as a piece of new empirical research. The empirical research may either be based on a case study, a database or existing survey. The central task of the thesis project is that students themselves are responsible for selecting the research topic and for setting up their research programme. Supervisors have a coaching and reflective role. Students should propose a topic (or shortlist of possible topics) or a managerial problem within the IB&M subject area during the course Research Seminar for IB&M. In consultation with the thesis coordinator, a staff member is asked to supervise the thesis. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 30 | Monetary Policy and Financial Regulation | EBM107A05 | |||||||||||||||||||||||||||
| The course will discuss the following topics: European Economic and Monetary Union and the European System of Central Banks; European monetary policy (conventional and unconventional); global financial crisis; European debt crisis; European Banking Union; supporting policies needed in an incomplete monetary union, financial systems in the Netherlands, Europe, and worldwide; recent developments in the financial system and their mutual relationships; developments in prudential supervision of banks and other financial institutions; financial crises; macro-prudential supervision; systemic risk and financial stability. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 31 | Multinationals and CSR | EBM197A05 | |||||||||||||||||||||||||||
| This course is focused on enhancing students' understanding of the strategic dilemmas multinational enterprises face when it comes to dealing with social issues. We will discuss topics such as: how expectations for CSR may vary depending on the multinational's pattern of internationalization; how multinationals try to manage the 'global versus local' dilemma in their CSR efforts; and how these choices relate to their overall CSR performance. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 32 | Organization Design (MSc) | EBM049A05 | |||||||||||||||||||||||||||
| This course conveys how to analyze organizations from a design perspective. Design implies a practical orientation – finding solutions for problems. This orientation is somewhat at odds with organization and management studies focusing on theory development. A managerial take portrays organization design as mere ‘technical’ task, in which the organization is seen as an instrument to reach specific outcomes – the designer as engineer. Much of the mainstream literature on organizational structure adopts this approach. Yet, a deeper understanding also acknowledges social, cultural, and processual aspects of organizational worlds. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 33 | Purchasing | EBM037A05 | |||||||||||||||||||||||||||
| This course will bring the importance of modern strategic Purchasing to the forefront of doing business in the 21st century. Strategic Purchasing is key in almost any organization and is responsible for acquisitions ranging from technical equipment to production input, marketing material or personnel. Still often seen as a support function, purchasing can contribute beyond cost savings to the value creation of a company by managing internal and external relationship, ensuring sustainability and quality or by ensuring that new product development is feasible in terms of supply. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 34 | Research Seminar for IB&M | EBM718B05 | |||||||||||||||||||||||||||
| This course focuses on the development of high quality research proposals. Considering the variety of methodological approaches commonly used in the area of International Business studies, we will develop an advanced understanding of a number of essential decisions to be made when translating a rough idea into a specific research proposal. The theoretical understanding will be enhanced by analyzing and discussing research methods and research design. This knowledge will be applied towards the development of your own research proposal. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 35 | Responsible Finance and Investing | EBM071A05 | |||||||||||||||||||||||||||
| This course focuses on the role of non-financial attributes in production. We study the interaction between financial and social/environmental performance of firms, in particular financial institutions, and the impact of this interaction on finance and investment decisions. This regards both the firms as such as well as the investment portfolio. As to financing, it especially is appropriate pricing that will be discussed; as to investing, we investigate the impact of screening on performance. We highlight the costs and benefits of managing non-financial attributes and go into their pricing and into the consequences of inappropriate pricing. Students will be required to work on projects in which they try to come to grips with responsibility in financing and investing. They will experience how to make trade-offs between financial and non-financial performance . Students will analyze and argue about how financial and non-financial performance interact and they will learn how to model this using Matlab. For Finance students, these skills are highly important and sought after. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 36 | Strategic Supply Chain Management | EBM039A05 | |||||||||||||||||||||||||||
| Almost all companies face an increased complexity in their supply chains caused by global competition, more demanding customers, worldwide outsourcing and sustainability requirements. This course introduces students to strategic and global aspects of manufacturing and supply chain management. The course offers an overview of contemporary theoretical findings in the field through a book and lectures, complemented with research papers, which are assessed in a literature examination. Specifically, the course focuses on buyer-supplier relationships, the use of ICT in those relations, the role of outsourcing, and the importance of sustainability and corporate social responsibility in shaping supply chains. Students have to complete several practical oriented cases and are trained in using and evaluating literature through writing reviews of relevant scientific papers. The final part of the course is a group based project that aims at playing a supply chain game and theoretically interpreting and evaluating the results. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 37 | Sustainability in Business and Economics | EBM209A05 | |||||||||||||||||||||||||||
| This course serves as a foundation course for students who are interested in deepening their knowledge of sustainable development in the context of business and economics. Using the UN Sustainable Development Goals (SDGs) as the guiding template, several aspects of sustainable development, such as biodiversity, climate change, resilient cities, poverty, inequality and human rights will be discussed. The nature of the course is interactive; the students prepare the course materials and watch video lectures before class. Classroom time will be spend doing group or individual exercises and assignments. This will include: - Quizzes on the course materials. - During the lectures, at least the following items will be reflected upon: What is the problem; why does this problem exist; how to determine (un)sustainability; how to relate to the relevant SDGs; what can you do. - A group assignment analysing an external organisation’s position in and potential regarding a transition to sustainable development, culminating in a poster presentation and a written report. - Completing the Suli test (https://www.sulitest.org/en/index.html) both before and after the course. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 38 | Sustainability: Strat., Innov. & Change | EBM210A05 | |||||||||||||||||||||||||||
| Firms are increasingly expected to take more responsibility for their social and environmental impacts, while continuing to turn a profit. Sustainability starts to become an important differentiator for more discerning customers and financial investors. New industry entrants compete on the premise of combining environmental, social, and economic rent generation. Social activists command increasing attention of the public when surfacing corporate sustainability scandals. All this necessitates businesses to make a success of integrating sustainability into their activities for continued public approval and competitive performance. This course will teach students how to critically assess corporate sustainability initiatives, to analyze the need for sustainability strategies, to manage change for sustainability, and to support sustainability focused innovation. It trains students to apply classic management theory as well as the newest research insights to business sustainability issues. To do so, it uses an interactive flipped-classroom design, with online lecture modules and application focused tutorials. It combines case method teaching and authentic assessment techniques to ensure students develop the practical skills required for successful sustainability management. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 39 | Sustainabilty in Global Value Chains | EBM149B05 | |||||||||||||||||||||||||||
| Multinational companies are more and more forced to think about the (unintended) externalities of their cross-border activities. For these companies, it is impossible to deny the consequences of their actions and develop a stance on how they want to incorporate these in their policies. Some companies see this as a moral obligation, or even a business opportunity. Others might be more reluctant, but they experience growing pressures from consumers, local governments and NGOs to report their CSR activities and those of their suppliers. Vice versa, the concept of the Global Value Chain can offers the option to study what happens in local situation from the perspective of the local economy. So the focus shifts from the perspective of the MNE to the perspective of the local society/economy in a specific region. In this course, we will explore a variety of issues, perspectives and policies and focus on the newest developments in this field. The course has a thematic orientation and integrates recent academic findings from a variety of perspectives (MNCs, NGOs, intergovernmental agencies, and so on). | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||
| 40 | Trade, Environment and Growth | EBM097A05 | |||||||||||||||||||||||||||
| This course (for which some basic knowledge of matrix algebra is indispensable) applies input-output analysis to issues on trade, on environment, and on growth. For the production of commodities and services, industries depend on other industries for their intermediate products. More and more, such linkages between industries cross borders. Input-output analysis is a tool that takes such interdependencies in the production structure into full account. It has been applied to a wide variety of topics, ranging from international and development economics to disciplines dealing with energy and environmental issues. The course will focus on three such topics. Typical questions are the following. How much high-skilled labor in the US is involved in satisfying the demand for cars by households in Australia, reflecting trade in production factors? What is the greenhouse gas footprint of China, or how large are the Chinese exports of greenhouse gas emissions? What percentage of the growth in German GDP between 1995 and 2009 was due to the increased household consumption in the rest of the EU? To analyze these questions, the World Input-Output Database will be used. | |||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||
| terug naar boven | |||||||||||||||||||||||||||||