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Informatie over DD MSc IB&M – NUBS, Newcastle (1,5-jarig)
Hieronder staan het programma en de vakomschrijvingen van DD MSc IB&M – NUBS, Newcastle (1,5-jarig) Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma (start Groningen)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
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| semester I | verplicht | keuzevakken DD IB&M - NUBS (st Gron) | 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 | EBM090A05 | International Strategic Alliances | Engels | 5 | |||
| semester II | verplicht | studie aan NUBS, Newcastle | Engels | 30 | |||
| » Jaar 1 (basisprogramma (start Newcastle)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I | verplicht | studie aan NUBS, Newcastle | Engels | 30 | |||
| semester II | verplicht | keuzevak DD MSc IB&M - NUBS (st Gron) | Engels | 5 | |||
| semester II a | verplicht | EBM088A05 | International Business Strategy (MSc) | Engels | 5 | ||
| verplicht | EBM190A05 | Managing Cultural Differences | Engels | 5 | |||
| keuzegroep A | EBM197A05 | Multinationals and CSR | Engels | 5 | |||
| semester II b | verplicht | EBM084B05 | Comparative Environmental Analysis | Engels | 5 | ||
| verplicht | EBM718B05 | Research Seminar for IB&M | Engels | 5 | 6 | ||
| keuzegroep A | EBM149A05 | Corporate Soc.Resp. & Global Value Chain | Engels | 5 | |||
| Opmerkingen | Studenten kiezen 5 EC uit de keuzegroep (KG) en 5 EC uit de lijst met keuzevakken DD MSc IB&M - NUBS. | ||||||
| » Jaar 1 (keuzevakken DD MSc IB&M - NUBS, Newcastle (start Groningen)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 3 | |
| keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | ||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM048A05 | IT Governance | Engels | 5 | 4 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| semester I b | keuze | EBM044A05 | Business Process Innovation and Change | Engels | 5 | 4 | |
| keuze | EBM098A05 | International Corporate Finance | Engels | 5 | 4 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| 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 | |||
| » Jaar 1 (keuzevakken DD MSc IB&M - NUBS, Newcastle (start Newcastle) ) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester II a | keuze | EBM083A05 | Comparative Corporate Governance | Engels | 5 | ||
| keuze | EBM093A05 | Country Studies | Engels | 5 | |||
| semester II b | keuze | EBM023A05 | Behavioural Perspectives on Corp. Gov. | Engels | 5 | 3 | |
| keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 5 | ||
| keuze | EBM089A05 | International Entrepreneurship | Engels | 5 | |||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| » Jaar 2 (basisprogramma (start Groningen)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I | verplicht | keuzevak DD MSc IB&M - NUBS (st Gron) | Engels | 5 | |||
| verplicht | EBM091A25 | Master’s Thesis IB&M - DD Newcastle | Engels | 25 | |||
| Opmerkingen | Studenten die hun Master's Thesis IB&M in Newcastle doen, moeten hun keuzevak van 5 EC in semester 1 van jaar 1 doen (in plaats van in semester 1 van jaar 2). | ||||||
| » Jaar 2 (basisprogramma (start Newcastle)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I | verplicht | keuzevak DD MSc IB&M - NUBS (st Gron) | Engels | 5 | |||
| verplicht | EBM091A25 | Master’s Thesis IB&M - DD Newcastle | Engels | 25 | |||
| 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 | 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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| 5 | 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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| 6 | 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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| 7 | 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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| 8 | Country Studies | EBM093A05 | |||||||||||||||||||||||||||
| What are the opportunities and bottlenecks for economic development in a country? What are the lessons for government policies? In this hands-on course, you will focus in-depth on the causes and consequences of economic development in a specific country. As part of a small team, you will analyze one particular theme such as the education system, the business environment or the financial sector. Your analysis will be based on academic literature that discusses what makes a successful institution and statistical data sources. The literature on your theme will be introduced in thematic groups with members from other country teams. The analysis of your theme forms one chapter of the final country report. The insights from the different analyses by the group members are synthesized into a summary chapter to provide useful information for policy makers or multinational firms about the prospects for economic growth and doing business in your country. Together with your team, you will discuss 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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| 9 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course provides a nuanced perspective on doing business in countries such as Brazil, Russia, India and China. Primary emphasis is on • recognizing the uniqueness of the context characterizing the business environment in these economies, and • 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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| 10 | Foreign Dir. Investment & Trade (MSc) | EBM086A05 | |||||||||||||||||||||||||||
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| 11 | 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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| 12 | 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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| 13 | 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 literature review (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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| 14 | 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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| 15 | 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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| 16 | 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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| 17 | 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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| 18 | 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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| 19 | 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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| 20 | Master’s Thesis IB&M - DD Newcastle | EBM091A25 | |||||||||||||||||||||||||||
| 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 Methodology for IB&M.. In consultation with the thesis coordinator, a staff member is asked to supervise the thesis. | |||||||||||||||||||||||||||||
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| 21 | 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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| 22 | Operations Management in Proc. Industry | EBM725C05 | |||||||||||||||||||||||||||
| The 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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| 23 | 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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| 24 | 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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| 25 | 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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| 26 | Strategic Management of Inf. Technology | EBM051B05 | |||||||||||||||||||||||||||
| Information technology increasingly plays a principle role as the enabler or inhibitor for organizations to achieve strategic objectives.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 strategic management. The alignment between strategic innovation management and information technology management is the focus of this course. Through this course, students will learn how to identify and solve strategic management issues by using information technology to develop innovation. There are no simple, right answers. Students are trained on how to deal with strategic management in a creative, information technology-based approach. | |||||||||||||||||||||||||||||
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| 27 | 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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| 28 | 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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