| 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. R.O.S. Zaal | | Docent(en) | J.A.M. de Grefte J.R. de Wit, PhD.dr. R.O.S. Zaal | | Onderwijsvorm | -werkcollege, -hoorcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Opmerkingen | Secretary: Grietje Pol, phone: +31 (0)50 363 3685, e-mail: g.pol@rug.nl, room: 5411.0836 |
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| 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | prof. dr. J. Riezebos | | Docent(en) | drs. ing. B.S. Baalmansdrs. G.F. HaanstraDr. L. Marusterdr. B.J.W. Penninkdr. G.C. Ruëldrs. D.P. Tavenier | | Onderwijsvorm | -groepsbegeleiding , -practicum, -werkcollege | | Toetsvorm | -groepsopdracht | | ECTS | 5 | | Entreevoorwaarden | 1. You cannot enroll to this course in Progress, but have to fill out the webform on www.rug.nl/feb/brc no later then two weeks before the enrolment period ends. If more students apply than the available capacity in a block, we do a selection based on the submitted forms. 2. You will hear from us whether you are admitted to the course in time for you to enroll for another elective if needed.
3. You cannot register for this course in Progress: we will take care of that for you. | | Opmerkingen | Enrolment is not through Progress, but through a webform available at www.rug.nl/feb/brc As we cannot guarantee there will be enough positions for all applying students, we will close the enrollment period for this course two weeks earlier than the normal period. You will be informed in time if you are not admitted, which will enable you to register for another elective in Progress. The companies that participate in this course will be arranged by FEB Career Services. This course will be given in English, but in some cases communication (e.g. with companies) might be in Dutch. BR&C will run in every half-semester. Upon completion of the course, master students will receive 5 credits. In some master programmes, the course might not be listed as a recognized elective, in which case you have to contact your programme director in order to find out whether you may list it as an elective course within or on top of your programme. Please do so before you apply through the webform in order to avoid disappointments. |
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| 3 | Capturing Value from Innovation | EBM738A05 |
| The course aims to provide the student with knowledge on how firms capture and protect value from their innovations - also referred to as 'value appropriation'. Value creation through innovation and value appropriation in the form of economic returns can be considered as two sides of the same coin: without prospects of value appropriation from innovations, firms will not or cannot create new sources of value. In this course, we examine the appropriability side of the coin. We will analyze which factors determine appropriability and analyze the effectiveness of the mechanisms firms use to assure appropriability such as intellectual property rights, lead time, learning advantages and so forth. We will show that firms use different mechanisms to reap their benefits from innovations. Other important subjects which are dealt with in different lecturers are: the legal and economic significance of intellectual property rights (IPR) (such as patents and trademarks), open versus closed business models; platform-based business models; value creation and value appropriation in the entertainment industry. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. P.J. Steinberg | | Docent(en) | A. Ayvazyan, PhD.dr. T.L.J. Broekhuizen G.J. Rietveld, PhD.Dr. P.J. Steinberg | | Onderwijsvorm | -gastcollege , -groepsbegeleiding , -hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MScBA | | Opmerkingen | Contact person: Dr P.J. Steinberg, email: p.j.steinberg@rug.nl
Secretary: room 5411-0434, tel. +31(0)50 363 4111, email: i.b.a.neef@rug.nl |
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| 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. K. van Veen | | Docent(en) | Dr. E. Mendirattadr. K. van Veen | | Onderwijsvorm | -hoorcollege , gecombineerde hoor-/werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretariat GEM: e-mail gem.feb@rug.nl, phone +31(0)50 363 3458, room 5411.0538
Coordinator: e-mail k.van.veen@rug.nl |
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| 5 | Cooperating for Innovation | EBM061A05 |
| Cooperation plays a central role in the innovation strategy of firms, since cooperative innovation activities are considered an efficient mean for the management of complex R&D and innovation processes. Within this framework, this course aims to empower students to acquire a comprehensive picture of the phenomenon of cooperative innovation and relevant academic literature on the topic. The course starts with a general discussion around the concept of cooperative innovation and with an introduction to key theories/concepts linked to this research field. The following lectures focus on core topics regarding the phenomenon of cooperative innovation. These core topics include: cooperation types and partners types, governance and management of cooperative innovation, performance of cooperative innovation activities, and capturing value from cooperative innovation. In the lectures/tutorials, students play an active role and have the opportunity to present their assignments and to receive feedback from the lecturers and fellow students. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. I. Estrada Vaquero | | Docent(en) | Prof. Dr. P.M.M. de FariaDr. I. Estrada VaqueroDr. P.J.O. Kuusela V.G. Tu | | Onderwijsvorm | -gastcollege , -groepsbegeleiding , -hoorcollege , -werkcollege, gecombineerde hoor-/werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen), verplichte aanwezigheid | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MScBA | | Opmerkingen | Contact person: dr. I. Estrada Vaquero
email: i.estrada.vaquero@rug.nl
Secretary room: 5411-0434: tel. +31(0)50 363 6543; email: j.m.wiersema@rug.nl |
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| 6 | 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. L. Maruster | | Docent(en) | Dr. L. Maruster | | Onderwijsvorm | -computer practicum, -gastcollege , -hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | Students are expected to have a Bachelor's degree in Management, Organization and Economics with specific interest in the data-driven management of business processes within organizations. They should possess basic knowledge of core management disciplines such as strategic management, information systems, logistics, marketing, operations and HRM. They should also be equipped with the necessary analytical and language skills to: (1) diagnose organizational problems; (2) propose workable solutions, (3) perform data analysis and; (4) present ideas in a structured and comprehensible manner. |
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| 7 | 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. K.R.E. Huizingh | | Docent(en) | dr. W.G. Biemansdr. K.R.E. Huizingh | | Onderwijsvorm | -gastcollege , -interactief hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc BA | | Opmerkingen | Coordinator: Dr K.R.E. Huizingh, phone +31(0)50 363 3779, email: k.r.e.huizingh@rug.nl
Secretary: room 5411-0434, phone +31(0)50 363 6543, e-mail: j.m.wiersema@rug.nl |
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| 8 | 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | M. Hanisch | | Docent(en) | P. Arque-Castells, PhD. M. Hanisch | | Onderwijsvorm | -groepsbegeleiding , -hoorcollege , -werkcollege | | Toetsvorm | -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should have basic knowledge about digital technologies and strategic management. | | Opmerkingen | Secretary room: 5411-0434, tel. +31(0)50 363 4111, email: i.b.a.neef@rug.nl |
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| 9 | E-Health | EBM204A05 |
During the course, students will get familiar with the developing landscape of E-Health applications, their uses, and the reported effects in the literature. They will critically reflect on E-Health's usefulness in practice. The course will focus on two main areas:
1. The interplay between the development of E-Health applications, and the role of key actors during this process analyzed through three theoretical lenses. First, by acquainting the student with perspectives on e-Health development, students learn to suggest a design strategy to arrive at a fitting design for a specified set of actors. Second, by addressing a business related e-Health related problem for a real life organization, students develop the skills to analyze expected E-Health outcomes based on the three lenses on e-Health development. Finally, by analyzing key actors' current perspectives on E-Health, students learn about the complexities surrounding E-Health use.
2. Outcomes in terms of efficacy, effectiveness, efficiency, and ethics. Students learn about the difficulties regarding the assessment of E-Health related outcomes and are introduced to evaluation perspectives that may help to overcome some of these difficulties. In particular, students gain knowledge about ethical aspects of E-Health use, e.g., socio-economic barriers to E-Health use, E-Health literacy, privacy and security of health-related data. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | M.L. Hage, PhD. | | Docent(en) | M.L. Hage, PhD. | | Onderwijsvorm | -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc | | Opmerkingen | This course contains irregular contact hours: approximately 3 hours per week |
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| 10 | Energy & Finance | EBM166A05 |
This is a course in the MSc Finance which focuses on risk analysis and valuation in the energy sector, with an emphasis on mathematical modelling of these risks. Almost all methods that are developed and used in financial market analysis can be used in energy markets as well. However, we concentrate on two general aspects in particular and aim to deepen their understanding. These are real option analysis and energy markets and derivatives. First, real option analysis uses the mathematical methods of derivatives pricing to analyze the value of various types of flexibilities in (real) investment projects. Real option analysis so far has only remotely been touched upon in the finance curriculum and is perfectly suitable to apply in the valuation of energy projects. Secondly, we delve into energy risk management as, in energy markets, many risks are related to underlying cost structures and the characteristics of volatility of prices. Power prices for instance are related to the price of fuels and to carbon prices.
In the course Energy & Finance, we investigate how to assess the exposure of firms to a variety of energy risks regarding both their costs and revenues, and study related risk management and investment strategies. 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 Examination Regulations: 'Focus areas in the master programmes'. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. G.T.J. Zwart | | Docent(en) | prof. dr. M. Mulderprof. dr. L.J.R. Scholtensdr. G.T.J. Zwart | | Onderwijsvorm | -hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | The course is mathematical in nature. Students are strongly recommended to have mathematical skills and background in finance comparable to those acquired in a minor in Finance or equivalent program. | | Opmerkingen | Secretary: Ellie Jelsema; email e.t.jelsema@rug.nl, room 5411.0836, phone: +31(0)50 3633685 |
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| 11 | 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. K.J. McCarthy | | Docent(en) | Dr. S. Asad G.H.J. Berends, MSc.Dr. K.J. McCarthyProf. Dr. F. Noseleit | | Onderwijsvorm | -werkcollege, -gastcollege , -hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc | | Opmerkingen | Secretary: room 5411 0434, tel. +31 (0)50 363 4111, e-mail i.b.a.neef@rug.nl |
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| 12 | Fin. & Econ. Org. of Healthcare Markets | EBM194A05 |
| This course incorporates an advanced perspective on the economics behind organizations operating in the health and healthcare sectors. We recap the individual decision to buy health insurance and discuss the social benefits and costs arising from its provision. We explain why health insurance markets may fail, and solutions that may arise to obviate such market failure. We then discuss major actors in health and healthcare markets: physicians, hospitals, and the pharmaceutical industry. We examine how principal-agent problems characterize the patient-physician relationship. We examine funding methods for hospitals and their impact on physician's incentives. We finally examine the role of the pharmaceutical industry in researching and developing new health technologies and treatments, as well as the process of getting drugs to market. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. A. Bergemann | | Docent(en) | Dr. A. Bergemann H.H. Dijk, PhD. | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Opmerkingen | Secretary: Kim Beute, phone: +31(0)50 36 37018, e-mail: k.beute@rug.nl, room 5411.0734. |
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| 13 | Financial Management for Multinationals | EBM200A05 |
| The course deals with financial management of firms operating in international environments. Multinational firms face a variety of risks that arise in international financial markets and but they also have a wide variety of financial instruments available to manage them. Understanding how to manage risks and seize opportunities allows financial managers to take investment decisions that enhance the firm's value. The objectives of the course are to: 1. Recognize risk exposures of multinational firms; 2. Evaluate needs and ways to manage different exposures, and 3. Evaluate international investment opportunities. The course consists of lectures and tutorials, during which the students learn from solving, presenting and discussing exercises and case studies. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. K. Czura | | Docent(en) | Dr. K. Czura | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -groepspresentatie, -verplichte aanwezigheid, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | Basic knowledge of business, corporate finance and calculus is required. | | Opmerkingen | Secretary: Ellie Jelsema; e-mail e.t.jelsema@rug.nl, phone +31 (0)50 363 3685, room 5411.0836. |
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| 14 | Financial Reporting and Risk Management | EBM168A05 |
| Every organisation faces a variety of risks. Unexpected events in its external or internal environment may affect the probability of achievement of the organisation's goals. Some of the risks are related to compliance with laws and regulation, and more specifically to reliable financial reporting. To assess the financial reporting risks, the adequacy of how an organization has applied the accounting principles and valuation methods should be determined. The first step in understanding financial reporting issues is a thorough understanding of journal entries. The second step is the evaluation of choices and risks that a manager faces when financial statements are compiled. In addition to financial reporting risks, organizations are also exposed to risks related to their core activities. For instance, changes in market circumstances may threaten the organisation's ability to achieve its strategic objectives, or some of the organisation's assets may disappear due to fraud by employees. Ignoring risks can endanger the organisation's survival. Therefore, organisations often rely on systems which enable them to identify and assess risks, and to develop and monitor control activities. However, using such systems also has its drawbacks. In this course, a textbook will be used to refresh students' understanding of business transactions, valuation and accounting principles. Cases and academic papers will provide the basis for a critical thinking regarding risk management issues including an organisation's risk culture and ethical considerations. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. N. Hussain | | Docent(en) | Dr. N. Hussaindr. K. Linke | | Onderwijsvorm | -werkcollege, -hoorcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students are expected to have passed at least an introductory course in Financial Accounting. | | Opmerkingen | Secretary: drs. Jessica Bakker, tel: +31 (0)50 36 33535, room 5411-829, email: i.j.bakker@rug.nl |
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| 15 | Foreign Market Entry Strategies | EBM090B05 |
| The course deals with managing foreign market entry strategies-- a key factor for successful internationalization. The course specifically deals with the challenges and pitfalls of managing entry modes. The various managerial challenges will be analyzed by using interorganizational theories such as transaction cost economy and institutional theroy. Furthermore, contemporary research findings will be discussed and applied in case studies. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. M.C. Sestu | | Docent(en) | Prof. Dr. P.M.M. de FariaDr. M.C. Sestu | | Onderwijsvorm | -hoorcollege , -werkcollege | | Toetsvorm | -actieve deelname, -computer test/wekelijkse quiz, -groepspresentatie, -individuele opdracht, -schriftelijk tentamen (open en mc vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should have basic knowledge on main organizational theories (i.e. resource-based view, transaction cost theory) and be familiar with working with cases | | Opmerkingen | Coordinator: m.c.sestu@rug.nl, +31 (0)50 36 39744
Secretariat: gem.feb@rug.nl, +31 (0)50 363 3458, 5411.0538 |
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| 16 | Healthcare Purchasing And Supply Chains | EBM193B05 |
This course will discuss purchasing and supply chain management in the healthcare sector. We focus on the purchasing of care, not particularly on the purchasing of materials and/or services by the healthcare provider. In the course there is much attention for the implications of different healthcare systems and policies for purchasing.
In pursuing the triple aim of healthcare (quality, accessibility, and cost), purchasers (e.g., health insurers or regional or local governmental bodies) can play an important role. For example, how can we move from volume to value for patients through the incorporation of innovative payment models and how can we better define and measure value of care? What type of contracts should, and can, purchasers agree upon with healthcare providers to incentivize quality? What are the potential effects of such contracts? Importantly, purchasers are not alone- we must consider the interests of care suppliers as well in order to address issues of population health, affordability and quality.
Some further questions arise concerning the healthcare supply chain: What type of purchaser-provider relationships and market conditions are most effective for achieving better care delivery? Should providers cooperate or compete in order to strive for better health outcomes, better care experiences and for healthcare expenses to be reduced? Do we really have optimal market conditions in healthcare? We will critically assess concepts such as payment via diagnosis related groups (DRG), Value-based healthcare (VBHC) and approaches for internal financial control within hospitals. We will use different organisation theories to study the role of the healthcare purchaser and the relationships between key stakeholders.
Furthermore, in order to keep healthcare affordable, one has to think about which provider should offer which service in the healthcare supply chain. As we see in the Netherlands, care is becoming concentrated. More complex care is performed by university hospitals while less complex care can be delivered at peripheral hospitals. But what should the right balance be between complex and non-complex care for university hospitals? How can purchasers manage networks of care?
These types of questions will be elaborated upon in this course. We will show how complex healthcare systems are, and how challenging it is to deal with or change the deeply rooted positions of purchasers and providers in the care chain. |
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| 17 | 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.
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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | P. Arque-Castells, PhD. | | Docent(en) | P. Arque-Castells, PhD. A. Nakamura, PhD. | | Onderwijsvorm | -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Students should meet the general requirements for admittance to MSc BA. | | Opmerkingen | Secretary: room 5411-0434, phone +31(0)50 363 6543, e-mail: j.m.wiersema@rug.nl |
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| 18 | Int. Fin. Institutions and Governance | EBM198A05 |
| This course will provide students with an overview of the theoretical and empirical literature on the main themes in international financial institutions and governance. The aim is to provide students with in-depth knowledge of how multinationals finance their operations and investments, taking the perspective from the supply side. During the course we will discuss what role (international) banks, stock markets, different types of investors (such as institutional investors, hedge funds, sovereign wealth funds, etc.) play in financing these companies. We will also discuss the consequences of the different types of finance for the governance of these companies. We will deal with these issues by discussing a number of academic articles on related topics. Moreover, we will discuss cases describing the role of various suppliers of finance and their consequences for the governance of multinationals. These cases will be prepared by teams of students and presented during tutorials. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. N. Selmane | | Docent(en) | Dr. N. Selmane | | Onderwijsvorm | -hoorcollege , -werkcollege, -groepsbegeleiding , -gastcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Only open to students of the MSc IFM and to exchange students. | | Opmerkingen | Secretariat: phone: +31 (0)50 363 3685, room 5411.0836 |
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| 19 | Master's Thesis BA SIM | EBM723B20 |
| The purpose of the master's thesis in Business Administration and Strategic Innovation Management is that the graduate demonstrates his or her ability to do research independently within the chosen specialization. Each semester, students can choose a preferred research theme from available research topics. In general teachers supervise a group of students working on the same theme or topic. Each supervisor defines a broad theme for the master's thesis projects he/ she is willing to supervise in a specific semester. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. P.J. Steinberg | | Docent(en) | Prof. Dr. P.M.M. de Faria | | Onderwijsvorm | -groepsbegeleiding , -individuele begeleiding | | Toetsvorm | -individuele opdracht, -individueel mondeling tentamen | | ECTS | 20 | | Entreevoorwaarden | Students need 20 EC of their master of which 10 EC from mandatory, profile-specific courses. | | Opmerkingen | Students can start their thesis 2 times a year at the beginning of semester 1 and 2. Thesis supervision only takes place during that semester; the final submission is at the end of the semester in which the thesis research started.
Contact person: Dr P.J. Steinberg, email: p.j.steinberg@rug.nl Secretary: room 5411-0434, tel. +31(0)50 363 4111, email: i.b.a.neef@rug.nl |
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| 20 | 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. Through discussion-focused seminars, we will explore how this apparent tension is actually generative despite first appearances.
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. By the end of this course, you will be able to appreciate how different theoretical perspectives can jointly inform the practice of organizational design. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. M. Kleine | | Docent(en) | Dr. B.C. Mitzinneck | | Onderwijsvorm | -interactief hoorcollege , -groepsbegeleiding | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen), verplichte aanwezigheid | | ECTS | 5 | | Entreevoorwaarden | Although no formal prerequisite, basic knowledge in the field of Organizational Theory and Design is expected. If students have not followed any bachelor course in this field, we recommend that they read up on organizational forms, contingency theory, organizational culture, decision making, power, conflict and politics based on the following sources:
- R. L. Daft: Organizational Theory and Design
- G. R. Jones: Organizational Theory, Design, and Change
- Mintzberg, H. ( 1980) Structure in 5s: a synthesis of the research of organization design. Management Science 2(3): 322-341
- Anand, N. and Daft, R.L., ( 2007) What is the right organization design? Organizational Dynamics 36(4): 329-344. | | Opmerkingen | Secretary room: 5411-0434: tel. +31(0)50 363 6543; email: j.m.wiersema@rug.nl |
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| 21 | Organizing for Innovation | EBM064A05 |
| Innovation is key to a firm's ability to compete and survive in an increasingly sophisticated environment. Innovation implies arranging a wide range of organizational activities, including the development of new products and the implementation of emerging technologies. But how can firms organize for innovation successfully? The purpose of this course is to give students an advanced understanding of current academic research on Organizing for Innovation. In line with the multi-disciplinary nature of the innovation phenomenon, we will discuss state-of-the-art research on Organizing for innovation from different academic perspectives (e.g., R&D and knowledge management). The course is organized in interactive weekly lectures that require students to prepare beforehand. We will address core themes in the field of Organizing for Innovation, which may include topics such as organizing for discontinuous innovation, organizing knowledge for innovation, etc. During the lectures the main theoretical concepts and implications of the topic will be presented. Related academic articles deepen the understanding of the topic. Based on specific assignments, students will be asked to play an active role in the presentation and critical assessment of these papers. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. P.J.O. Kuusela | | Docent(en) | T.S. Fokkemadr. K.R.E. HuizinghDr. P.J.O. Kuusela | | Onderwijsvorm | -gastcollege , -hoorcollege , -interactief hoorcollege | | Toetsvorm | -groepsopdracht, -schriftelijk tentamen (open en mc vragen), actieve deelname | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MScBA | | Opmerkingen | Secretary: room 5411-0434, tel. +31(0)50 363 7147, e-mail t.j.beuker@rug.nl |
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| 22 | Purchasing | EBM037A05 |
| During the course students will get frontier knowledge in Strategic Purchasing aiming to provide an advanced understanding of management concepts and tools in the field. Moreover, students will get hands on experience during tutorials to develop purchasing skills, project management skills, communication skills, etc. Students will learn how to translate and integrate theory into managerial recommendations through tutorials and (group) assignments. The main goal of the course is to 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 relationships, ensuring sustainability and quality or by ensuring innovation and new product development in feasible terms of supply. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. A.P. Seepma | | Docent(en) | L.M. Gelsomino, PhD.Dr. K. ScholtenDr. A.P. Seepma | | Onderwijsvorm | -groepsbegeleiding , -gastcollege , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Opmerkingen | Secretary: room 5411-0634, phone +31(0)50 3637020,
email: secr.operations.feb@rug.nl |
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| 23 | Regulating Energy Markets | EBM148B05 |
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: renewables, hydrogen, electrification) 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 energy markets need regulation. 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. We also pay attention to the retail energy market and consumer behaviour, 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. At the end there will be a meeting to discuss the mock exam. This course is part of the focus area 'Energy'. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | prof. dr. M. Mulder | | Docent(en) | prof. dr. M. Mulder | | Onderwijsvorm | -gastcollege , gecombineerde hoor-/werkcolleges, werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | Open to all MSc students, but students are recommended to have some background in microeconomics and finance. | | Opmerkingen | Info: Prof. Machiel Mulder, e-mail machiel.mulder@rug.nl
Secretary: K. Beute; e-mail k.beute@rug.nl, room 5411.0734, phone +31(0)50 3637018 |
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| 24 | Research & Skills for MSc BA | EBM050A05 |
| This course aims to prepare students for their Master's thesis projects. It focuses on methodological and professional skills preparation, as well as research ethics. For research methods, students have to gain some basic knowledge about the topics. In weeks 1-3 there are two lectures about theory building, quantitative research methods and qualitative research methods and a MC test about lectures and literature. In weeks 4-7 students are introduced to either quantitative or qualitative tutorials. More in-depth topics about corresponding topics are introduced, how to develop a research proposal following the favored quantitative or qualitative approach is explained, and an existing research proposal is judged by the students. Presence in the lectures and tutorials is optional. For skills training, students set individual learning goals on the basis of an assessment of their current interactional and communication skills. In profile-specific groups of 15 students, we will work on these competencies by practicing, observing and reflecting on individual experiences during the Master's thesis period and with a view to the professional field. Real-life cases will be used to explore options in interactional skills. Varying per profile, competencies include listening and feedback skills, effective interactional skills, dealing with ambiguities and resistance, self-reflection, consultancy skills, empathy, persuasive skills and personal leadership. The training will be completed by group coaching. Full attendance of training sessions is required. For research ethics four online modules of the CITI program must be successfully passed through, plagiarism, privacy and confidentiality, data management, and misconduct. Each module includes a short introductory lecture, study materials, and a MC test. If you pass the test you will receive a certificate that should be handed over to the course coordinator in order to receive a course grade. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | dr. S.J.S. Matr | | Docent(en) | Dr. S. Asaddrs. A.H. Bijldr. T.L.J. Broekhuizen S. Buwaldadrs. G.J.M.H. Coffeng Y. Deendrs. M.M. KroeseDr. P.J.O. Kuusela M.H. Mohamoud, MA. J.B. Rozema, MSc.drs. M.J.M. SchoeversMSc. L. Schuitemadr. J.D. van der Bij | | Onderwijsvorm | -computer practicum, -groepsbegeleiding , -interactief hoorcollege , -practicum | | Toetsvorm | -computer test/wekelijkse quiz, -groepsopdracht, -individuele opdracht, -tussentijds tentamen (open en mc vragen) | | ECTS | 5 | | Opmerkingen | This course covers in-depth knowledge about research methods and professional skills. Attendance of lectures and tutorials in not enforced by grade. Yet, preparation for, attendance at, and participation in lectures and tutorials are important for achieving the learning objectives. The successful completion of skills training requires full attendance of all training sessions. Students need to read a series of academic articles before each lecture and do the assignments before tutorials and skills training. |
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| 25 | Smart Industry Operations | EBM223A05 |
| Industry 4.0 technologies have a transformative impact on the design and management of operations in industry. Operational performance for example can directly benefit from increased connectivity among different actors, but also through the application of machine learning and artificial intelligence on the data generated by such connected systems. Typically, the role of the human is changing within smart industrial environments. This, requires renewed attention to the design and management of socio-technical systems towards what is now called Industry 5.0, complementing Industry 4.0 towards a transition to sustainable, human-centric, and resilient industry. This course provides introductory knowledge and coverage of Industry 4.0 technologies and their interrelation with humans, with a specific focus on technologies such as internet of things, and machine learning / artificial intelligence, including relevant Python implementation programming, to provide working knowledge and necessary skills for designing, implementing, and managing smart industry operations. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Prof. Dr. C. Emmanouilidis | | Docent(en) | Prof. Dr. C. EmmanouilidisDr. O.A. Kilic S. Waschull, MSc. | | Onderwijsvorm | -computer practicum, -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -individuele opdracht | | ECTS | 5 | | Entreevoorwaarden | Students should have an understanding of Operations Management (OM) and the role of data for driving OM activities. | | Opmerkingen | Secretary: room 5411-0634, phone +31(0)50 3637020, e-mail: secr.operations.feb@rug.nl |
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| 26 | Strategy & Innovation Management | EBM066A05 |
This course takes a broad view of the diverse themes relevant to strategic management in the context of innovation. The subsets of these diverse themes are handled in more depth in the more specialized courses in this program. The primary focus in this course is to link strategy to innovation management within the themes. In general, strategic management is typically described as a search for a fit between the firm and its environment. This is an ongoing process that is particularly challenging since the industry context and organizational context may both be in flux as technologies evolve.
Particular topics of interest include how to create a context that is conducive for innovation, how to source information, how to cope with the ambiguity and uncertainty, and how to adjust business models and strategies according to industry characteristics. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | P. Arque-Castells, PhD. | | Docent(en) | P. Arque-Castells, PhD.dr. T.L.J. Broekhuizen A. Nakamura, PhD. | | Onderwijsvorm | hoorcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc BA | | Opmerkingen | Contact person: dr. P. Arque-Castells
email: p.arque-castells@rug.nl
Secretary room: 5411-0434; tel. +31(0)50 363 6543, email: j.m.wiersema@rug.nl |
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| 27 | Stress, Health and Sustainable Working Life | EBM203A05 |
The World Health Organization has called job stress the “health epidemic of the 21st century” and has found that most European managers are concerned about stress in their workplaces. Job stress is a major cause for a variety of serious mental and physical diseases ranging from coronary heart disease, high blood pressure and chronic back pain to anxiety, depression and burnout. Highly stressed employees often display low levels of work motivation and job performance, and are more prone to make mistakes that can result in work accidents. They may be hostile or aggressive towards co-workers and disengage from their work by calling in sick, quitting their job, or retiring early. Therefore, job stress is associated with reduced organizational productivity, quality of products and services. In the Netherlands, Blatter et al. (2005) estimated the costs of absenteeism, disability benefits and healthcare due to stress-related illnesses at €4 billion per year.
But why is job stress such a common day phenomenon and more and more prevalent among workers? Spatial and temporary boundaries between work and private life increasingly vanish. Modern employees work in globalized 24/7 economies and smart mobile ICT devices enable and oblige them to work anywhere and anytime. Telework has become the new normal. Workers often have to perform several tasks simultaneously and rapidly, and continuously update their knowledge and learn new skills. Moreover, poorly paid, temporary and project-based work with high-levels of job insecurity is on the rise. Eventually, each HR-manager will need to deal with the effects of stress on employee well-being and performance at some stage of their career. Accordingly, it is essential to understand its causes, consequences and possibilities to lower stress with the help of structural interventions.
In this course students will learn to identify symptoms of stress and understand the mechanisms, which link job stress to mental and physical health deterioration. Based on major stress theories, they will learn about sources of job stress such as role stress, work intensification, telework and factors in the job itself, for instance adverse work schedules, low levels of autonomy or emotional labor. Special attention will be paid to specific groups of workers and the stressors they face. A significant share of the course will be devoted to organizational-level and individual-level interventions to prevent or ameliorate job-related stress. The overall aim of the course is to increase student´s understanding of sustainable working life and the importance of lowering stress to support well-being and prolong working careers of a workforce composed of people with different backgrounds and conflicting roles. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. J. de Bloom | | Docent(en) | student-assistentenDr. J. de Bloom | | Onderwijsvorm | -gastcollege , -groepsbegeleiding , -hoorcollege , -werkcollege | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (open vragen) | | ECTS | 5 | | Entreevoorwaarden | • Students who have a BSc degree in Economics and/or Business and who are officially registered as master students at the Faculty of Economics and Business
• Interactive learning is an integral part of the course. Student must be available for participation at all times during the course. | | Opmerkingen | For further information please contact the secretary of MSc HRM: Zedef Karakayali, z.karakayali@rug.nl - phone: +31 (0)50 363 4288, room 5411-0343 |
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| 28 | 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. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels | | Coordinator | Dr. B.C. Mitzinneck | | Docent(en) | Dr. B.C. Mitzinneck M.K. Pit, MSc. | | Onderwijsvorm | -werkcollege, -hoorcollege , -practicum | | Toetsvorm | -groepsopdracht, -groepspresentatie, -schriftelijk tentamen (meerkeuze vragen) | | ECTS | 5 | | Entreevoorwaarden | General requirements for admittance to the MSc BA | | Opmerkingen | Secretary: room 5411-0434, e-mail t.j.beuker@rug.nl, tel. +31(0)50 363 4303 |
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