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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 | |
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| hele jaar | verplicht | elective(s) MSc IB&M A (see list) | 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 | EBM098A05 | International Corporate Finance | Engels | 5 | 4 | |
| 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 | EBM149A05 | Corporate Soc.Resp. & Global Value Chain | Engels | 5 | ||
| keuze | EBM089A05 | International Entrepreneurship | 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 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 16 | ||
| keuze | EBM092A05 | Competitiveness of Firms and Nations | Engels | 5 | |||
| keuze | EBM062A05 | Developing for Markets | Engels | 5 | |||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM095A05 | Growth and Development Policies | Engels | 5 | |||
| keuze | EBM096A05 | International Banking and Finance | Engels | 5 | |||
| keuze | EBM048A05 | IT Governance | Engels | 5 | 4 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 4 | ||
| keuze | EBM880A05 | Retail Marketing | Engels | 5 | 4 | ||
| semester I b | keuze | EBM044A05 | Business Process Innovation and Change | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 16 | ||
| keuze | EBM101A05 | Economic Growth in History | Engels | 5 | 3 | ||
| keuze | EBM034A05 | Healthcare Operations | Engels | 5 | 4 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM027A05 | Managerial Decision Making and Control | Engels | 5 | 3 | ||
| keuze | EBM192A05 | Marketing and Consumer Well-being | Engels | 5 | 5 | ||
| keuze | EBM725C05 | Operations Management in Proc. Industry | Engels | 5 | 4 | ||
| keuze | EBM071A05 | Responsible Finance and Investing | Engels | 5 | 4 | ||
| keuze | EBM051B05 | Strategic Management of Inf. Technology | Engels | 5 | 2 | ||
| keuze | EBM097A05 | Trade, Environment and Growth | Engels | 5 | |||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 16 | |
| keuze | EBM673A05 | Conflict Man. & Industrial Relations | Engels | 5 | 2 | ||
| keuze | EBM093A05 | Country Studies | Engels | 5 | |||
| keuze | EBM094A05 | Economic Geography | Engels | 5 | |||
| keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | |||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM162A05 | Korea in the East Asian Region | Engels | 5 | |||
| keuze | EBM078A05 | Marketing Communication | Engels | 5 | 3 | ||
| keuze | EBM107A05 | Monetary Policy and Financial Regulation | Engels | 5 | 2 | ||
| keuze | EBM065A05 | Policies for a Dynamic Economy | Engels | 5 | |||
| keuze | EBM036B05 | Process Improvement and Change | Engels | 5 | 4 | ||
| keuze | EBM037A05 | Purchasing | Engels | 5 | 4 | ||
| keuze | EBM645A05 | Working Capital Management | Engels | 5 | 4 | ||
| semester II b | keuze | EBM023A05 | Behavioural Perspectives on Corp. Gov. | Engels | 5 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 16 | ||
| keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | ||
| keuze | EBM092A05 | Competitiveness of Firms and Nations | Engels | 5 | |||
| keuze | EBM074A05 | Consumer Psychology | Engels | 5 | 3 | ||
| keuze | EBM148A05 | Economics of Regulating Markets | Engels | 5 | 4 | ||
| keuze | EBM069A05 | Finance and Development | Engels | 5 | 6 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 5 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| 1 | Behavioural Perspectives on Corp. Gov. | EBM023A05 | |||||||||||||||||||||||||||
| Effective governance is crucial for organizations. Students learn how to critically evaluate governance research and practice, how to apply theories and findings from such research to analyze governance problems. The aim of this course is to provide students with in-depth knowledge of how the determinants and outcomes of corporate governance arrangements have been measured and studied in the academic literature and applied to governance problems. As this literature is extensive, we need to focus on a number of topics that are of interest. The topics that will be chosen will be particularly relevant as they are hotly debated in academic as well as policymaking circles (e.g. executive pay, the Chief Executive Officer (CEO), the board of directors, diversity). | |||||||||||||||||||||||||||||
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| 2 | 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. | |||||||||||||||||||||||||||||
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| 3 | Business Process Innovation and Change | EBM044A05 | |||||||||||||||||||||||||||
| Business processes represent the “vehicle” through which an organization delivers its products and/or services in accordance with customers’ expectations. Business process management involves the (re)configuration of activities within an organization towards achieving the corporate strategy. Business process architecture and its performance are thus subjected to constant evaluation and scrutiny. The (re)design of business process architecture, 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. | |||||||||||||||||||||||||||||
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| 4 | Business Research and Consulting | EBM151A05 | |||||||||||||||||||||||||||
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business) 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. | |||||||||||||||||||||||||||||
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| 5 | 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) - Crafting marketing strategy - Managing existing market offerings and realizing new offers - Gaining customers and sustaining customer relationships. 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. | |||||||||||||||||||||||||||||
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| 6 | Comparative Corporate Governance | EBM083A05 | |||||||||||||||||||||||||||
| In the upper echelons of multinational companies, important decisions are made with substantial effects on the future of the organization. These decisions are made by the board of directors, and the consequences can be significant both in a positive and a negative way. In this course, we will focus on two aspects of this decision making process. On the one hand, it is suggested that it matters who is a member of the board of directors in regard to what the outcome will be. On the other hand, boards are regulated by the corporate governance system already in place. Based on formal and informal rules and regulations, decision making is shaped and affects outcomes. To complicate matters even further, both board compositions as well as the corporate governance systems vary between countries. In this course, we will bring these three lines of research together and develop a deeper understanding of the processes at hand. | |||||||||||||||||||||||||||||
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| 7 | 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. | |||||||||||||||||||||||||||||
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| 8 | Competitiveness of Firms and Nations | EBM092A05 | |||||||||||||||||||||||||||
| This course is about the core themes in international economics and business. It focuses on the relationships and interactions between the development of firms, industries, regions and countries. Firms that operate across national borders face a number of unique challenges. These include the need to understand and analyze a range of contextually different but interdependent economic and business environments. An emerging form of arrangement is the global value chain in which firms’ activities are linked across borders, involving both advanced and emerging regions. The notion and implications of global value chains with respect to innovation, governance, development potential, and rent distributions are introduced and analyzed. | |||||||||||||||||||||||||||||
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| 9 | Conflict Man. & Industrial Relations | EBM673A05 | |||||||||||||||||||||||||||
| As reflected in the notion of 'stakeholders', a large number of different groups with (more or less) different interests are present within a firm and the economy as a whole: there is ample room for conflicts. At present, much attention is paid to the relation between shareholders and management under the heading of 'corporate governance'. In this course, we will focus upon the relation between workers and employers and their interests, specifically, the kind of conflicts that exist between them and the conflict resolution mechanisms that have been developed. Given this age of the unification of the countries of the European Union and globalisation, a comparative perspective (comparison of countries) will be used; these kinds of institutions tend to be very country-specific. | |||||||||||||||||||||||||||||
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| 10 | 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. | |||||||||||||||||||||||||||||
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| 11 | Corporate Soc.Resp. & Global Value Chain | EBM149A05 | |||||||||||||||||||||||||||
| 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). | |||||||||||||||||||||||||||||
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| 12 | Country Studies | EBM093A05 | |||||||||||||||||||||||||||
| What are the opportunities for growth and development in a country and what holds it back? What are the lessons for government policies and firms that are contemplating investment? In this hands-on course, you will focus in-depth on the causes and consequences of growth in a specific country. As part of a small team, you will analyze one particular institution such as the innovation system, trade openness 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 institution 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 or multinational firms about the prospects for economic growth and doing business in your country. Together with your team, you will present the findings and policy or business recommendations from your report to 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. | |||||||||||||||||||||||||||||
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| 13 | 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 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. | |||||||||||||||||||||||||||||
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| 14 | 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 FDI and international trade and the underlying strategic decision of firms to 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. | |||||||||||||||||||||||||||||
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| 15 | 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. | |||||||||||||||||||||||||||||
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| 16 | Economics of Regulating Markets | EBM148A05 | |||||||||||||||||||||||||||
| The central theme of the course is: how can governments (regulators) effectively improve the functioning of markets, in particular those markets which are characterized by economies of scale resulting in natural monopolies? Examples of those markets are energy markets, transport markets and telecom markets. Topics to be discussed are among others: how to determine the tariffs that an operator of an gas network, airport or rail track is allowed to charge on users of the network infrastructure as gas users, airlines and railway companies, respectively? How to implement competition in the energy industry, both on wholesale level and retail level? Knowledge of economics of regulating market is useful for positions within regulated companies (TenneT, Gasunie, Schiphol, Prorail, etc.), companies using regulated infrastructures (airlines, large energy users, etc.) 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 particularly energy markets, but also in telecom and transport. The course consists of 7 meetings of 3 hours per week. In each meeting we discuss a specific topic. We start by discussing the question why some markets, in particular energy markets, need regulation and others not (Meeting 1). Then, we discuss how the government could regulate these markets (Meeting 2). These first two meetings are meant to give the students some theoretical background in economic regulation. Afterwards, we have two meetings in which we discuss key issues in the daily practice of regulation. The first one is on benchmarking on efficiency (Meeting 3). Here we discuss how to assess the costs of a regulated firm. In the other one we discuss how to determine the appropriate reward (i.e. the WACC) on capital which is invested in the network (Meeting 4). 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 these industries. These sessions are mainly directed at energy markets. First, we discuss the design of electricity and gas markets on wholesale level (Meeting 5). Afterwards, we analyze how electricity and gas markets can become more integrated on an international level (Meeting 6). In the final meeting, we pay attention to the retail market, discussing how competition can be implemented in markets where consumers (instead of firms) play a key role (Meeting 7). For those not having a strong background in microeconomics, two additional lectures are organized in which all relevant microeconomic concepts are discussed. 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'. | |||||||||||||||||||||||||||||
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| 17 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course provides a nuanced perspective on strategic decision processes and outcomes of firms in emerging economy markets such as China, Brazil and India. Primary emphasis is on 1) recognizing the uniqueness of the context characterizing the business environment in these economies and, 2) how the context then shapes the nature and behavior of firms. From an academic perspective, the course introduces students to recognizing and evaluating the assumptions and limitations of popular theories and frameworks commonly developed and applied in the context of developed economies. For those interested in practical aspects of the course, real-life business situations in the form of case studies provide a firsthand experience of the multiple challenges faced by firms due to a rapidly evolving business environment, increasing global competition and local constraints. The business cases reveal the thought processes of top managers and CEOs grappling with these problems. | |||||||||||||||||||||||||||||
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| 18 | Energy Transition & Innovation | EBM167A05 | |||||||||||||||||||||||||||
| The shift towards renewable energy requires innovation in technologies and social behavior. The energy industry has changed and is changing dramatically. Once an oligopolistic structure, the industry is rapidly changing and incumbent businesses face threats from disruptive innovation. Similarly, newcomers face high levels of uncertainty about future demand, technological trajectories, and governmental policies. What does this mean for the established players and new start-ups? And what is the role of renewable energy innovation to be competitive in this industry? The purpose of this course is to give students an advanced understanding of these topics, using current academic research on strategy and innovation, to understand how collaboration and innovation can be used in this industry to adjust to change. We consider the complex transition towards sustainable energy, and will focus on the role of government-industry and industry-industry collaborations. In the process, students gain knowledge about how to realize and align partnerships in the transition of traditional (fossil fuels) to more sustainable sources of energy (wind, solar, biomass, tidal power). 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'. | |||||||||||||||||||||||||||||
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| 19 | Finance and Development | EBM069A05 | |||||||||||||||||||||||||||
| The course is designed for MSc students with a background in (business) economics. The focus is on the role of finance in the process of development in developing countries, with a strong focus on microfinance. The basis for the course consists of theories on financial development and the economics of microfinance which are applied to developing countries. Attention is paid to the opportunities and limitations of financial institutions in developing countries in general, and microfinance institutions in particular. Questions regarding the functioning and performance of (rural) financial markets in the context of developing economies are raised and discussed. Specific topics include: Finance and Development; Finance and Inequality; the role of state banks; why intervene in credit markets?; the economics of microfinance; techniques to measure impact of financial interventions. The course contains main lectures, guest lectures and group oral presentations by students. | |||||||||||||||||||||||||||||
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| 20 | Foreign Dir. Investment & Trade (MSc) | EBM086A05 | |||||||||||||||||||||||||||
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| 21 | 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. | |||||||||||||||||||||||||||||
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| 22 | Growth and Development Policies | EBM095A05 | |||||||||||||||||||||||||||
| Why are some countries poor and some countries rich? This course will introduce you to the debate about strategies for sustained 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? Which policies have contributed to this success? What are the new growth challenges ahead at the regional and global level and how can we cope with these? Based on the explanatory growth framework of Angus Maddison we delve into the possibilities of generating development. We discuss new global trends that provide both opportunities and challenges for growth and development, and end the course with an evaluation of possible policy options against this background. This will be done by in-depth study and discussion of major articles in this field. | |||||||||||||||||||||||||||||
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| 23 | Healthcare Operations | EBM034A05 | |||||||||||||||||||||||||||
| Healthcare systems have distinct characteristics because of high clinical, flow and professional variability. Students will learn how healthcare systems cope with these kinds of variability. The performance of healthcare systems can be measured by different aspects: patient centeredness, patient safety, effectiveness, efficiency, timeliness, equity. Approaches, methods and techniques to improve performance on these aspects will be discussed in this course. The focus is on secondary care, in particular the phases of diagnostics tests and the treatment processes within hospitals. So far, research on healthcare operations has been dominated mainly by unit (departmental) approaches. This course will provide an overview of these approaches on a strategic, tactical and operational level. A few approaches (e.g. appointment scheduling; sharing resources; quality improvement) will be discussed in-depth. Moreover, we will explore how chain and network approaches may help in delivering integrated care. In the lectures research on healthcare operations from scientific journals will be discussed. Topics of the lectures are: complexity and sources of variability; performance indicators for quality improvement and patient safety; process integration in acute care; integration of planning and control in elective care; capacity planning and the role of shared resources; lean and quantitative tools. In the tutorials students elaborate on two real-life problems, one on analysing and designing clinical pathways and one on logistics decision making. This course is part of the focus area 'Healthcare Management'. When you focus your MSc on healthcare management subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the healthcare sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 24 | 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. | |||||||||||||||||||||||||||||
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| 25 | International Banking and Finance | EBM096A05 | |||||||||||||||||||||||||||
| This course introduces theory, evidence and policy on international finance and in particular on banks. We study bank internationalization strategies and regulation of international banks. We analyze channels through which risk spreads across banks, especially internationally, and look at how crises spread. We also look at bank risk-taking and contagion. Finally, we study bank policies aimed at financial stability and prudence, and consider the dependence of banks on governments and vice versa. The course studies research that relies on theoretical models and various statistical techniques. Overall, the course covers about three papers per week, one in the lecture (with additional context and introduction) and two in small group tutorials. | |||||||||||||||||||||||||||||
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| 26 | International Business Strategy (MSc) | EBM088A05 | |||||||||||||||||||||||||||
| The design and implementation of a successful international business strategy (IBS) is key for the sustainable performance of many companies. IBS enables companies to successfully differentiate themselves from their competitors. IBS is directly relevant for the performance of companies but also for other stakeholders including the employees, citizens and policy-makers. Among others, policy-makers aim to develop regions or countries. Enabling companies to develop and implement the best strategy benefits economic growth and general well-being. However, some companies are very successful in IBS whereas others fail. IBS is not a product that can be bought on a market – companies need to develop and learn IBS themselves. This course is dedicated to obtaining in-depth knowledge and (research) experience about the multifaceted nature of IBS. 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 or 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. This advanced course in IBS moves far beyond what is learned in bachelor courses of strategy and management. We will study key elements of IBS such as management and leadership, organization structure, strategic alliances, global environments and public policy. For each of these themes, we will review leading theories, learn about best-practices and study a wide variety of research methods needed to come to grips with the causes and consequences of successful 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 almost independently write a research proposal (following instructions) and 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. The course is less feasible for students that, for example, favor uni-dimensional (economic) models and theories that present quantitative methods only. | |||||||||||||||||||||||||||||
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| 27 | International Corporate Finance | EBM098A05 | |||||||||||||||||||||||||||
| The course concentrates on advanced financial management issues, which are placed in an international setting. It provides both a thorough basis in corporate finance as well as a broader management perspective. Topics to be dealt with include financial planning of organisations, investment selection using financial analyses, the role of equity and debt within organisations, how financial derivatives work and the link between these subjects. | |||||||||||||||||||||||||||||
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| 28 | International Entrepreneurship | EBM089A05 | |||||||||||||||||||||||||||
| This course provides students with an understanding of various topics in international entrepreneurship. The course consists of seven lectures discussing the contributions of entrepreneurial firms to society, international corporate entrepreneurship, institutional entrepreneurship, cross-cultural differences and internationalization. Students will prepare several group-assignments regarding these topics. | |||||||||||||||||||||||||||||
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| 29 | 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 accounting based 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. | |||||||||||||||||||||||||||||
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| 30 | International Strategic Alliances | EBM090A05 | |||||||||||||||||||||||||||
| The course deals with managing strategic alliances-- a key factor for successful internationalization. These alliances can occur on the horizontal level (e.g. with rivals) or vertical level (e.g. with suppliers) and can result in complex organizational forms such as international joint ventures and global value chains. 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. | |||||||||||||||||||||||||||||
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| 31 | 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. | |||||||||||||||||||||||||||||
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| 32 | Korea in the East Asian Region | EBM162A05 | |||||||||||||||||||||||||||
| South Korea was one of the poorest countries in the world after the Korean war in 1950s. Now South Korea has become one of the leading industrial countries in the world. Korea’s economic development history of the last decades appears to be a good example for developing countries to follow. This course is designed to provide students with the knowledge of development experience of the Korean economy and contemporary issues of the current Korean economy. In specific, the government strategy and policies for economic growth, challenges for sustainable growth, and the side effects of rapid economic growth will be discussed in addition to some topical issues of the current Korean economy. | |||||||||||||||||||||||||||||
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| 33 | Managerial Decision Making and Control | EBM027A05 | |||||||||||||||||||||||||||
| The course provides insights into the 'state of the art' in the field of management accounting. The course aims to contribute to the students’ understanding of the relationships between management accounting information, the organisational context, and managerial decision making and control. The objective is to be able to understand the various ways in which management accounting and control systems can support or undermine decision making and control within organisations. These decisions may relate to various topics like how to improve manufacturing efficiency and how to make decisions on the use and renewal of technology. The focus of the control part will be on the measurement and evaluation of the performances of organisational entities and their managers. Here both behavioural and technical aspects related to performance management will be taken into account. The course also includes the issue of value creation through innovation and how management accounting and control concepts can be used in a dynamic and innovative organisational setting. Furthermore, the course will include change management issues concerning control systems. Students will develop both theoretical and practical knowledge, because the course includes both theoretical papers and practical case assignments. The main topics to be dealt with are: • the context of accounting systems: how do they construct them and use them (sometimes to their own advantage) • costing systems and change in organisations theory and analysis: Activity Based Costing, traditional methods of cost allocation, how the choice of these costing methods have developed and influenced decision making in organisations • financial control systems: use of budgets and incentive systems in a dynamic environment: budgeting, beyond budgeting, budget participation • performance management: performance measurement and evaluation, Balanced Scorecard (BSC), financial performance indicators (Return on Investment and Residual Income), implementation of new performance evaluation systems • control and ethics: the role of auditors and the ethical behavior of board of directors and managers. | |||||||||||||||||||||||||||||
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| 34 | 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. | |||||||||||||||||||||||||||||
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| 35 | Marketing and Consumer Well-being | EBM192A05 | |||||||||||||||||||||||||||
| “Without consumption—at least at the basic level of air, water, food, and shelter—life ceases” (Mick et al. 2012, p3). Consumption is a critical determinant of consumer well-being. Marketing plays an essential and central role in fulfilling the needs and wants that drive their consumption behavior. Yet, in many western societies consumption levels have increased to an extent that they actually are deteriorating societal and consumer well-being. The growing demand for and consumption of goods and service has serious societal and personal implications; for example, the overconsumption of energy contributes to environmental pollution and global warming, while the overconsumption of food and the resulting obesity epidemic contributes to a dramatic increase in the cost of health care, while reducing economic productivity world-wide. In response to the negative implications of the (over)consumption of goods and services, a growing number of firms experience an increasing pressure to improve their business practices to help address these negative implications. This course will focus on the most recent insights pertaining the challenges and opportunities associated with transforming business to contribute to societal and consumer well-being. To accomplish this, this course uniquely merges marketing theory and consumer psychology. The course takes a business-to-consumer perspective. Specific attention will be paid to sustainability (incl. energy, animal well-being, labor conditions) and personal health and healthy lifestyles. 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. This course is also part of the focus area 'Healthcare Management'. When you focus your MSc on healthcare management subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the healthcare sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 36 | 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. | |||||||||||||||||||||||||||||
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| 37 | 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. | |||||||||||||||||||||||||||||
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| 38 | 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. | |||||||||||||||||||||||||||||
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| 39 | 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. | |||||||||||||||||||||||||||||
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| 40 | Operations Management in Proc. Industry | EBM725C05 | |||||||||||||||||||||||||||
| This course presents an introduction to operations management in process industries, and provides the students with concepts and tools to analyze and improve operational capabilities of process-oriented organizations. It includes lectures, guest lectures, individual and group assignments, and a day long plant visit which all together provide a considerable amount of experience on process industries. The content of the course is closely related to past and current research in the Department of Operations. The course gives an overview of the characteristics of process industries. It provides the knowledge and skills to adapt planning and scheduling to deal with industry-specific aspects such as sequence dependent setups, limited intermediate storage, perishability of materials, and tracking and tracing. It also places an emphasis on how seemingly general applicable concepts such as lean manufacturing can be made suitable for process industries. The course has a research oriented approach with a strong focus on scientific writing and appropriate use of the literature in individual and group assignments. It offers an excellent start for students that aim for a master project and/or career in the process industries. | |||||||||||||||||||||||||||||
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| 41 | Organization Design (MSc) | EBM049A05 | |||||||||||||||||||||||||||
| As organizations strive for competitiveness in an increasingly complex marketplace, they seek to configure their resources in ways that support business strategies. The term organizational design refers both to the process of reconfiguring elements of the organization, and the outcome of this process, such as specific design solutions. Organizational design might seem a mere ‘technical’ task of shaping organizational architecture (i.e., strategy, structure, people and technology). However, the social system dynamics inherent in organizations ask for a richer view that accounts for the socio-political and interpretive, sense-making properties of organizations and their effects on design process. Further organizations are not isolated entities but embedded in an environment. The technical, sociopolitical, and interpretive perspectives also serve to analyze how organizational relations with the environment impact on design issues. | |||||||||||||||||||||||||||||
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| 42 | Policies for a Dynamic Economy | EBM065A05 | |||||||||||||||||||||||||||
| The aim of the course is to give students a basic understanding of the relationship between knowledge and economic development. Students will learn about different policy areas related to the innovation system such as science policy, innovation policy, technology policy, knowledge policy and entrepreneurship policy. The course teaches students basic principles of national and sectoral innovation systems, industrial dynamics, and the role of innovation and entrepreneurship for firm growth and economic development. Other important subjects include the design and methods for program evaluations, the design of policy mixes, and exercises to develop skills to work on the interface between technology and societal issues. | |||||||||||||||||||||||||||||
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| 43 | Process Improvement and Change | EBM036B05 | |||||||||||||||||||||||||||
| The course Process Improvement & Change (PI&C) starts with describing a framework for discussing critically several change and improvement approaches and methods that are applied in the field of operations and supply chains. For each approach we will focus on analysing the ‘how’ of the process improvement approach. The review of several approaches such as Lean Manufacturing, Six Sigma, Total Quality Management, and Business Process Reengineering, will reveal gaps, differences and similarities. Furthermore, we will discuss in this course how a diagnosis of the change content and context can be made, and what this diagnosis implies for an improvement plan. A final focus is on the execution of a real-case improvement project. Representatives of companies will introduce their case. Specific topics that will be addressed in this course are the roles of different players in the change processes, the role of performance indicators in the change processes and the input of both customers and suppliers in change processes. | |||||||||||||||||||||||||||||
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| 44 | Purchasing | EBM037A05 | |||||||||||||||||||||||||||
| During the course students will get hands on experience of project management, resulting in a jointly developed e-book on the State of the Art in Purchasing 2018. The main goal of this project is to link theoretical notions on purchasing to research and practice. While the structure and content of the book should reflect current practices, research and theoretical ideas such as purchasing in relation to the global SCM field, trends, internal and external integration or sustainability its specific contents are decided jointly by the lecturers and the students. | |||||||||||||||||||||||||||||
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| 45 | Research Seminar for IB&M | EBM718B05 | |||||||||||||||||||||||||||
| This course focuses on the development of complete and high quality research proposals. Considering the variety of methodological approaches commonly used in the area of 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 its application, both on paper and in class. This knowledge will be applied towards the development of your own research proposal. | |||||||||||||||||||||||||||||
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| 46 | Responsible Finance and Investing | EBM071A05 | |||||||||||||||||||||||||||
| This course focuses on the role of non-financial attributes in production, especially 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 at the level of these firms and with respect to 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. Student will be required to work on projects in which they try to come to grips with responsibility in financing and investing. | |||||||||||||||||||||||||||||
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| 47 | Retail Marketing | EBM880A05 | |||||||||||||||||||||||||||
| The Retail Marketing elective will focus on several strategic and operational retail topics in highly competitive retail markets. In the first part of the course, we will focus on how retailers make decisions with regard to the retail-mix. We will discuss state-of-the art theory with regard to pricing, promotions, assortment management and instore merchandising. We will also focus on buying & sourcing of products. The theory of part 1 can be used in assignment 1 (writing a category management plan). In the second part of the course we will focus on the topic of omni-channel marketing. This concerns the strategic decision that retailers make with regard the channels used to sell their products (stores, online, catalogues) as well as the customer journey consumers follow when orienting and deciding about which products to buy. The theory of this part of the course can be used in assignment 2 (writing a retail marketing channel plan). | |||||||||||||||||||||||||||||
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| 48 | Strategic Management of Inf. Technology | EBM051B05 | |||||||||||||||||||||||||||
| Information technology increasingly plays a principle role as the enabler or inhibitor for organizations to develop innovation.Strategically managing information technology is paramount importance to contemporary companies. The key objective of this course for students is to understand the critical and nuanced role of information technology in innovation. The alignment between innovation management and information technology management is the focus of this course. Through this course, students will learn how to identify and analyze strategic issues related to using information technology for innovation. There are no simple, right answers. Students are trained on how to deal with innovation management in a creative, technology-based approach. | |||||||||||||||||||||||||||||
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| 49 | 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. | |||||||||||||||||||||||||||||
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| 50 | 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 agricultural 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. | |||||||||||||||||||||||||||||
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| 51 | Working Capital Management | EBM645A05 | |||||||||||||||||||||||||||
| Working capital management studies in particular the several interrelationships that exist between working capital and the operations that take place in a firm and how an organisation is able to control these. The co-ordinated management and control of the working capital operations within a firm encompass decisions concerning cash holdings, purchase processes, production and inventory process and sales. The course will develop an understanding of the specific way in which these operating processes interact with the working capital management and control of a firm. The course will pay attention to the financing and investment decisions regarding working capital. During the course we will be studying the organizational aspects of the working capital functions, the relations with other departments within the firm and the control cycle of forecasting, planning, monitoring and evaluating working capital. The focus of working capital management and control will be directed both internally (control, optimisation, value measurement) and externally (backward and forward linkages of the firm). Special topics include amongst others the focus of working capital in small firms, a comparative study of working capital in government, transition and privatised firms, cash management in the euro zone, the determinants of cash holdings, the relation between product quality and payment policy, governance costs and the allocation of inventories. | |||||||||||||||||||||||||||||
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