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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 | |||
| Opmerkingen | DD-studenten kunnen alleen starten in september | ||||||
| » 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 | 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 | EBM149B05 | Sustainabilty in Global Value Chains | Engels | 5 | |||
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| » Jaar 2 (basisprogramma (start Groningen)) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I | verplicht | keuzevak DD MSc IB&M - NUBS | 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 | Engels | 5 | |||
| verplicht | EBM091A25 | Master's Thesis IB&M - DD Newcastle | Engels | 25 | |||
| » keuzevakken DD MSc IB&M - NUBS, Newcastle | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | ||
| keuze | EBM086A05 | Foreign Dir. Investment & Trade (MSc) | Engels | 5 | |||
| keuze | EBM048A05 | IT Governance | Engels | 5 | 3 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| semester I b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM211A05 | Data-driven Business Processes | Engels | 5 | 3 | ||
| keuze | EBM212A05 | Digital Transformation Strategy | Engels | 5 | 2 | ||
| keuze | EBM221A05 | Int. Business Models in a Changing World | Engels | 5 | |||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 3 | ||
| keuze | EBM071A05 | Responsible Finance and Investing | Engels | 5 | variabel | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| keuze | EBM097A05 | Trade, Environment and Growth | Engels | 5 | |||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM083A05 | Comparative Corporate Governance | Engels | 5 | |||
| keuze | EBM093A05 | Country Studies | Engels | 5 | |||
| semester II b | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 1 | ||
| 1 | Business Ethics | EBM043A05 | |||||||||||||||||||||||||||
| Bonuses, board diversity, consumer rights, corporate social responsibility, suggestive or deceptive marketing techniques, bribes to get international contracts—ethics is everywhere in business. But research in moral psychology shows that we often fail to see what is morally important about a situation. And if we do see it, we often don’t know how to deal with it. And even if we know how to deal with it, we often don’t act accordingly. For all sorts of reasons. This course takes a practical approach to business ethics. Its main objectives are to foster sensitivity to moral aspects of decisions; to teach analytic skills that help you take a position in moral debates and to give a reasonable justification for your position; and to develop ways to successfully cope with moral dilemmas and issues. We examine the main normative theories in business ethics, moral psychology, corporate social responsibility, customer relations, and the environment; we consider specific moral issues in accounting, finance, international business management, and marketing; and we approach these theories, arguments, and concepts in highly interactively ways, devoting significant part of the time to a number of important and well known cases from business ethics by means of collaborative in-class assignments. | |||||||||||||||||||||||||||||
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| 2 | Business Research and Consulting | EBM151A05 | |||||||||||||||||||||||||||
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business or Industrial Engineering & Management) will examine a real managerial issue. They translate the issue into a problem statement that can be addressed within the time frame of this course. Inherent parts of this course are that mixed teams of students 1) visit the company, 2) carry out desk research and literature search, 3) develop a research design (qualitative and/or quantitative), 4) analyze the results 5) draw conclusions and 6) propose a feasible solution including implementation steps to address the problem of a company. Master students have to reflect on the research process from methodological and theoretical perspectives and their role as master-level consultant and researcher. | |||||||||||||||||||||||||||||
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| 3 | B2B Marketing | EBM808B05 | |||||||||||||||||||||||||||
| Firms operating in a Business-to-Business environment acquire goods and services either for their own use, to incorporate into the products or services that they produce, or for resale along with other products and services to other firms, institutions, or the government. Although the majority of the transaction volume in the Netherlands takes place in a Business-to-Business context, literature traditionally focuses on the marketing of fast-moving consumer goods. B2B marketing can be defined as the process of understanding, creating and delivering value to targeted business markets and customers. Understanding and quantifying the value of a market offering is therewith the cornerstone of B2B marketing. This course will cover the following topics: - Understanding business markets and business customers (collecting information about the market, organizational buying behavior, understanding and quantifying value creation in business markets) - Managing existing market offerings and realizing new offers - Price Management in B2B markets - Managing Sales Channels - Customer relationships (gaining, sustaining, and reacquiring customers). The topics will be discussed in lectures, case studies and guest lectures of business market practitioners. Also, students will experience negotiations in business markets in a practice case. | |||||||||||||||||||||||||||||
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| 4 | Comparative Corporate Governance | EBM083A05 | |||||||||||||||||||||||||||
| The world of the corporate upper echelons has changed rapidly and significantly in the last two decades. Ongoing corporate scandals and the global financial crisis of 2008 have generated important questions about the concentration of power at the top of large corporations. Who runs these large corporations? How are these executives monitored and on behalf of whom? What is the basis of such corporate governance systems, and how do these systems change over time? What determines differences and similarities between corporate governance systems between countries? What does the increasing concentration of capital in the hands of large institutional investors and the super-rich imply for this system? And very recently, how does the system survive a huge economic shock stemming from global pandemics like the spread of corona virus? Do present day corporations have the right purpose and still serve the needs of society? This course introduces students to the recent debates in this field to help them develop a better understanding of the inner circles of corporate power and its consequences. | |||||||||||||||||||||||||||||
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| 5 | Comparative Environmental Analysis | EBM084B05 | |||||||||||||||||||||||||||
| This course aims to familiarize students with the most widely used frameworks in comparative environmental analysis in the field of International Business and Management. Focusing on the role of institutional and cultural diversity in International Business, students learn how leading frameworks have been constructed and how to set-up and conduct comparative environmental analysis on their own. | |||||||||||||||||||||||||||||
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| 6 | Country Studies | EBM093A05 | |||||||||||||||||||||||||||
| What are the opportunities and bottlenecks for economic development in a country? What are the lessons for government policies? In this hands-on course, you will focus in-depth on the causes and consequences of economic development in a specific country. As part of a small team, you will analyze one particular theme such as the education system, trade, the business environment or the financial sector. Your analysis will be based on academic literature that discusses what makes a successful institution and statistical data sources. The literature on your theme will be introduced in thematic groups with members from other country teams. The analysis of your theme forms one chapter of the final country report. The insights from the different analyses by the group members are synthesized into a summary chapter to provide useful information for policy makers about the prospects for economic growth and doing business in your country. Together with your team, you will analyze growth patterns and discuss the findings and policy recommendations from your report with the lecturers and other course participants. Your final course grade is based on an individual grade for the chapter you contribute to the country report; a grade for the quality of the feedback you provide to fellow students; a group grade for the summary chapter that synthesizes the other chapters; and a grade for your contribution to a discussion panel. | |||||||||||||||||||||||||||||
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| 7 | Data-driven Business Processes | EBM211A05 | |||||||||||||||||||||||||||
| Business processes represent the `vehicle' through which an organization delivers its products and/or services in accordance with customers' expectations. Business process management (BPM) involves the (re)configuration of activities within an organization towards achieving the corporate strategy. Business processes and their performance are thus subjected to constant evaluation and scrutiny. The (re)design of business processes, based on the data available, and through the enhancement of supporting ICT and human infrastructures, therefore reflects a core competency for an organization to maintain sustainable competitive advantages in the marketplace. | |||||||||||||||||||||||||||||
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| 8 | Digital Transformation Strategy | EBM212A05 | |||||||||||||||||||||||||||
| Digital technologies are increasingly playing a major role as enablers or inhibitors for organizations to achieve sustainable competitive advantages in the market. For established organizations, a digital transformation strategy is of vital importance for business model innovation and ultimately for commercial success. New startups also need to devise strategies to compete in digital environments and challenge incumbents. Course participants will learn how businesses can leverage digital technologies and data to create innovations, transform business models, and manage platforms and ecosystems. There are no easy answers to strategic questions in the digital age, and the course is designed to sharpen participants' analytical and reflective skills. Students are trained to develop strategic solutions in a creative, digitally enabled approach. | |||||||||||||||||||||||||||||
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| 9 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course is practitioner oriented and provides a nuanced perspective on doing business in low income, high growth countries (emerging markets) such as Brazil, Russia, India and China. Primary emphasis is on, 1) Recognizing the uniqueness and challenges of the context characterizing the business environment in these economies such as rapidly evolving business environment, underdeveloped infrastructure, bottom of the pyramid consumers, and 2) How the context then shapes the nature and behavior of firms. From an academic perspective, the course emphasis is on recognizing and evaluating the assumptions and limitations of popular theories and frameworks, originally developed and applied in the context of developed economies. The course employs real business case studies to assess the relevance of theory in the context of emerging markets and to gain second-hand experience of the thought processes of top managers and CEOs grappling with business related challenges. | |||||||||||||||||||||||||||||
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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 | Int. Business Models in a Changing World | EBM221A05 | |||||||||||||||||||||||||||
| Changes in the international business environment and advancements in technology rapidly transform the fundamental nature of many companies, creating a VUCA (i.e., volatility, uncertainty, complexity, and ambiguity) kind of environment and, therewith, a multitude of new challenges but also opportunities in a wide range of industries. New business realities and new technologies disrupt business on a national and international level. Therefore, it is crucial to understand how managers can adequately react on and proactively approach changes in the business environment and how they can take advantage of a changing business environment. In this course, we explore how new global realities impact the international business landscape and how and where firms can leverage new business models to create, deliver and capture value in an international context. We will systematically analyze how changes in the business environment influence businesses and reshape the way they operate using insights and examples from practitioners from diverse industries and draw implications for firm internationalization. Specifically, the course will address the following issues: 1. How can firms tackle the new realities in the global economy through new international business models? 2. What are central concepts relevant in the scalability of international business activities? 3. How can `traditional' industry sectors take advantage of digital technologies and transition their international business operations? Through analysis of real-world practical topics and a group project, students will explore examples of how internationally active firms can proactively approach a changing business environment. | |||||||||||||||||||||||||||||
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| 14 | International Business Strategy (MSc) | EBM088A05 | |||||||||||||||||||||||||||
| The International Business Strategy (IBS) course is dedicated to offering in-depth knowledge about how to formulate an effective strategy from both the strategic management perspective and the financial management perspective. From the strategic management perspective, this course discusses issues relating to corporate strategic goals and how to solve strategic issues (leadership, structure, and context) to achieve those goals. From the corporate financial management perspective, this course discusses financial feasibility of foreign investment through a cost-benefit analysis and how to deploy financial tools to ensure foreign investment. Virtually all students in the FEB programs continue a non-academic career in business or public management. Understanding the causes and consequences of successful IBS, therefore, is of the utmost importance for FEB students. Questions about IBS are relevant for almost all companies in which FEB students will work. The course is also relevant for students that have an ambition to work in the public sector such as a Ministry of Economic Affairs, a healthcare institute or international organizations such as the World Bank or the EU. These organizations also are confronted with IBS challenges next to and on top of being part of the context in which for-profit firms design and implement IBS. Students that enter the course accept the conditions of the program and the advanced level of the IBS subjects. Students need to prepare a great number of journal articles each week in order to constructively contribute to tutorial discussions and presentations. Additionally, the course requires students to analyze financial data and relate that data to a foreign investment project and complete a written exam with essay questions. Not meeting any of the standards of the course will have implications for the grade. The course requires students to develop, use, and appreciate (advanced) interdisciplinary theoretical models and (advanced) multi-method perspectives in combination with best-practice managerial cases that characterize modern IBS. | |||||||||||||||||||||||||||||
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| 15 | International Financial Reporting | EBM045B05 | |||||||||||||||||||||||||||
| The course introduces the subject of international financial accounting and explains the relevance thereof. The course will be built upon the idea that financial statements are meant to inform public investors. Throughout the course, specific international issues regarding the analysis of financial statements and accounting ratio's will be addressed. Such issues relate of course to international diversity in financial accounting systems. The most important differences in international financial accounting systems will be presented. Recently, huge steps have been taken in regard of international convergence and harmonization, as well as auditing and corporate governance. Important international financial reporting subjects such as the assessment of foreign currency risks and hedge accounting as well as the consolidation process on a parent company level will be covered. International tax regimes are presented and potential consequences thereof discussed such as tax saving models developed by multinationals. The development in international accounting, auditing and governance rules and standards are critically reviewed during this course. | |||||||||||||||||||||||||||||
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| 16 | International Strategic Alliances | EBM090A05 | |||||||||||||||||||||||||||
| The course deals with managing strategic alliances-- a key factor for successful internationalization. The course specifically deals with the challenges and pitfalls of managing international alliances. The various managerial challenges will be analyzed by using interorganizational theories such as transaction cost economy, resource-based-view, and the relational view. Furthermore, contemporary research findings will be discussed and applied in case studies. | |||||||||||||||||||||||||||||
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| 17 | 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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| 18 | 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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| 19 | 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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| 20 | 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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| 21 | Organization Design (MSc) | EBM049A05 | |||||||||||||||||||||||||||
| This course conveys how to analyze organizations from a design perspective. Design implies a practical orientation – finding solutions for problems. This orientation is somewhat at odds with organization and management studies focusing on theory development. A managerial take portrays organization design as mere ‘technical’ task, in which the organization is seen as an instrument to reach specific outcomes – the designer as engineer. Much of the mainstream literature on organizational structure adopts this approach. Yet, a deeper understanding also acknowledges social, cultural, and processual aspects of organizational worlds. | |||||||||||||||||||||||||||||
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| 22 | Research Seminar for IB&M | EBM718B05 | |||||||||||||||||||||||||||
| This course focuses on the development of high quality research proposals. Considering the variety of methodological approaches commonly used in the area of International Business studies, we will develop an advanced understanding of a number of essential decisions to be made when translating a rough idea into a specific research proposal. The theoretical understanding will be enhanced by analyzing and discussing research methods and research design. This knowledge will be applied towards the development of your own research proposal. | |||||||||||||||||||||||||||||
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| 23 | Responsible Finance and Investing | EBM071A05 | |||||||||||||||||||||||||||
| This course focuses on the role of non-financial attributes in production. We study the interaction between financial and social/environmental performance of firms, in particular financial institutions, and the impact of this interaction on finance and investment decisions. This regards both the firms as such as well as the investment portfolio. As to financing, it especially is appropriate pricing that will be discussed; as to investing, we investigate the impact of screening on performance. We highlight the costs and benefits of managing non-financial attributes and go into their pricing and into the consequences of inappropriate pricing. Students will be required to work on projects in which they try to come to grips with responsibility in financing and investing. They will experience how to make trade-offs between financial and non-financial performance . Students will analyze and argue about how financial and non-financial performance interact and they will learn how to model this using Matlab. For Finance students, these skills are highly important and sought after. | |||||||||||||||||||||||||||||
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| 24 | 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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| 25 | Sustainabilty in Global Value Chains | EBM149B05 | |||||||||||||||||||||||||||
| Multinational companies are more and more forced to think about the (unintended) externalities of their cross-border activities. For these companies, it is impossible to deny the consequences of their actions and develop a stance on how they want to incorporate these in their policies. Some companies see this as a moral obligation, or even a business opportunity. Others might be more reluctant, but they experience growing pressures from consumers, local governments and NGOs to report their CSR activities and those of their suppliers. Vice versa, the concept of the Global Value Chain can offers the option to study what happens in local situation from the perspective of the local economy. So the focus shifts from the perspective of the MNE to the perspective of the local society/economy in a specific region. In this course, we will explore a variety of issues, perspectives and policies and focus on the newest developments in this field. The course has a thematic orientation and integrates recent academic findings from a variety of perspectives (MNCs, NGOs, intergovernmental agencies, and so on). | |||||||||||||||||||||||||||||
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| 26 | Trade, Environment and Growth | EBM097A05 | |||||||||||||||||||||||||||
| This course (for which some basic knowledge of matrix algebra is indispensable) applies input-output analysis to issues on trade, on environment, and on growth. For the production of commodities and services, industries depend on other industries for their intermediate products. More and more, such linkages between industries cross borders. Input-output analysis is a tool that takes such interdependencies in the production structure into full account. It has been applied to a wide variety of topics, ranging from international and development economics to disciplines dealing with energy and environmental issues. The course will focus on three such topics. Typical questions are the following. How much high-skilled labor in the US is involved in satisfying the demand for cars by households in Australia, reflecting trade in production factors? What is the greenhouse gas footprint of China, or how large are the Chinese exports of greenhouse gas emissions? What percentage of the growth in German GDP between 1995 and 2009 was due to the increased household consumption in the rest of the EU? To analyze these questions, the World Input-Output Database will be used. | |||||||||||||||||||||||||||||
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