| 1 | Business in Transition EMBA SBM | EBE068A05 |
| This course focuses on important external developments, such as changes in demography, technology, economy, political & cultural and societal changes and their possible impact on macro and meso economic developments as well as their impact on consumer behaviour. |
|
| terug naar boven |
| |
| 2 | Data-driven and Purpose-driven Change | EBE070A05 |
| This course aims to provide students with knowledge and tools to become data- and purpose-driven. You will learn how to influence management and other key stakeholders on the competitive advantages of being a purpose-driven firm, and how to integrate values to help transform firms into catalysts for system-level change. In this course, we also learn that data is a key catalyst to solve societal issues, like climate change and inequality. The pooling and sharing of data across firms and industries allow students to learn from the data and validate the social impact to help overcome coordination problems. We explore how data can be collected, analyzed, and visualized to convince stakeholders and potential partners – via storytelling – and facilitate the monetization of multiple benefits like CO2 reductions, higher citizenship involvement, cleaner air. Finally, we explore how data cannot only be used to evaluate past performance but also be used to improve social impact by predicting behavior and develop more effective interventions that truly effectuate change. |
|
| terug naar boven |
| |
| 3 | EMBA Integration Proj. I EMBA SBM | EBE086A05 |
| In this course, the application of theory towards business cases in practice is an important learning objective. Each student writes an assignment in which s/he applies the theory discussed during the courses of the corresponding module. The theory is properly applied to a business case that is highly relevant for the students’ employer and/or sector. In total, the student writes 3 written assignments during the full EMBA program. Each assignment is presented and defended in front of a committee consisting of academics and/or senior executives. Based on the total report. the student develops propositions that will be defended. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Nederlands | | Coordinator | dr. T.L.J. Broekhuizen | | Docent(en) | prof. dr. ir. D.J. Langley | | Onderwijsvorm | -individuele begeleiding, -interactief hoorcollege | | Toetsvorm | -individuele opdracht, -individuele presentatie | | ECTS | 5 |
|
| terug naar boven |
| |
| 4 | EMBA Integration Proj. II EMBA SBM | EBE089A05 |
| In this course, the application of theory towards business cases in practice is an important learning objective. Each student writes an assignment in which s/he applies the theory discussed during the courses of the corresponding module. The theory is properly applied to a business case that is highly relevant for the students’ employer and/or sector. In total, the student writes 3 written assignments during the full EMBA program. Each assignment is presented and defended in front of a committee consisting of academics and/or senior executives. Based on the total report. the student develops propositions that will be defended. |
|
| terug naar boven |
| |
| 5 | EMBA Integration Proj. III EMBA SBM | EBE092A05 |
| In this course, the application of theory towards business cases in practice is an important learning objective. Each student writes an assignment in which s/he applies the theory discussed during the courses of the corresponding module. The theory is properly applied to a business case that is highly relevant for the students’ employer and/or sector. In total, the student writes 3 written assignments during the full EMBA program. Each assignment is presented and defended in front of a committee consisting of academics and/or senior executives. Based on the total report. the student develops propositions that will be defended. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Nederlands | | Coordinator | dr. T.L.J. Broekhuizen | | Docent(en) | | | Onderwijsvorm | -individuele begeleiding | | Toetsvorm | -individueel mondeling tentamen, -individuele opdracht | | ECTS | 5 |
|
| terug naar boven |
| |
| 6 | Enacting Change in Ecosystems | EBE072A05 |
| The aim of this course is to provide the student with knowledge on system or ecosystem thinking as an encompassing yet practical approach toward enacting system change. Taking an ecosystem perspective helps to describe a range of value-creating interactions and relationships between sets of interconnected organizations and institutions with heterogeneous and potentially conflicting goals. The ecosystem approach helps to shift from industry-focused strategic planning towards strategizing within and around ecosystems. In this course, students analyze business cases to determine what is needed from a structural (identifying relevant institutions, business actors, and gatekeepers) and cultural (developing an open culture aimed at joint value creation instead of individual value appropriation) perspective to realize system change. In doing so, students learn to evaluate how to construct interventions and facilitate alignment and collaboration for sustainable change. |
|
| terug naar boven |
| |
| 7 | Finance and Bus. Valuation EMBA SBM | EBE091A05 |
| In this course, students learn how to analyze annual reports and derive insights of financial company reports as well as understand the main shortcomings of financial reports. We also discuss several methods of how a company can be valued from a financial perspective and how mergers & acquisitions, as well as divestments, can enhance business value. Also, the pros and cons of several ways to finance a business (stock market, private equity, family-owned companies, cooperatives) will be discussed. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels en Nederlands | | Coordinator | dr. T.L.J. Broekhuizen | | Docent(en) | | | Onderwijsvorm | -gastcollege , gecombineerde hoor-/werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht | | ECTS | 5 |
|
| terug naar boven |
| |
| 8 | Leadership and Organization EMBA SBM | EBE090A05 |
| “Structure follows Strategy” is a concept proposed by Alfred DuPont Chandler, a former professor of business history at Harvard Business School. It implicates that the company’s organization should be in line with its strategy. In this course, we will discuss the implications of how a chosen strategy should impact the company’s organization and what this means for the leadership within the company, including the participant’s own leadership. |
|
| terug naar boven |
| |
| 9 | Leadership in Transformation | EBE071A05 |
| This course aims to provide the student with leadership theories that explain under what circumstances leaders are effective change agents and transform followers in the context of societal and sustainable change. The course will broaden students’ scope of vision to prepare them to envision and facilitate the transition from the old to the new system. In this course, we learn how leaders can be effective change agents, overcome barriers to change, obtain networking support, secure resources, and implement a sustainability action plan. It also explores the use of digital technologies (AI and robots) as possible leaders. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels en Nederlands | | Coordinator | dr. T.L.J. Broekhuizen | | Docent(en) | Gastdocent(en) | | Onderwijsvorm | -gastcollege , gecombineerde hoor-/werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht | | ECTS | 5 |
|
| terug naar boven |
| |
| 10 | Positioning and Branding EMBA SBM | EBE088A05 |
For many companies, the brand is considered as most valuable asset of a firm. A Coca-Cola executive once stated: “The reason Coca-Cola is so valuable is because of the ideas, perceptions, and expectations about the brand that consumers all over the world carry around in their heads. If the company were to lose all its production-related assets in a disaster, it would still survive because of the brand; but if all consumers were to have a sudden lapse of memory and forget everything related to Coca-Cola, the company would go out of business.”
In this course, particular emphasis is placed on understanding psychological principles at the customer level that will improve managerial decision-making regarding brands. Topics that will be addressed are the positioning process, how brand associations are formed in the mind of the consumer and how brand associations can be monitored, and how brands are built in a world that combines offline with online communication. |
| Faculteit | Economie en Bedrijfskunde | | Voertaal | Engels en Nederlands | | Coordinator | dr. T.L.J. Broekhuizen | | Docent(en) | dr. K.J. Alsemprof. dr. ir. K. van Ittersum | | Onderwijsvorm | -gastcollege , gecombineerde hoor-/werkcolleges | | Toetsvorm | -groepsopdracht, -groepspresentatie, -individuele opdracht, -tussentijds tentamen (open en mc vragen) | | ECTS | 5 |
|
| terug naar boven |
| |
| 11 | Strat. Man. & Bus. Models EMBA SBM | EBE087A05 |
| In this course, students take a deep dive into the most relevant strategic analysis tools (PESTEL-analysis, SWOT-analysis, Abell-model, etc.) organizations can use in their strategy formulation process. Students further elaborate on the impact of strategic forces on the companies’ business model and how these business models should change stay ahead or become successful again. |
|
| terug naar boven |
| |
| 12 | Sustainable Business | EBE069A05 |
| This course aims to provide the student with an understanding of the broader context of sustainable business. In this course, we will spend time typifying the various aspects that pertain to sustainable business and explore the different business models that organizations can use to drive change. We learn about how these business models and activities can contribute to attaining sustainable development goals. Taking a systems perspective, we will show that different stakeholders may have different and (potentially) conflicting objectives that require alignment and at times result in trade-offs. Considering the increasing globalization and interrelatedness between local, national, and international markets, this course also highlights important trends in sustainability and explores future sustainability challenges that go beyond the regional and national markets. |
|
| terug naar boven |
| |
Login
English
Nederlands