International Management
Accreditations
Programme Structure for 2024/2025
Curricular Courses | Credits | |
---|---|---|
Communications Skills
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
E-Business
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Human Resource Management
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Intercultural Management
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Management, Ethics and Social Responsibility
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Global Operations and Logistics
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Global Marketing
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Research Methods in International Management
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Negotiation Skills
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Reporting
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Consulting
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Entrepreneurship and Networks
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
International Strategy
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Finance for International Business
3.0 ECTS
|
Parte Escolar > Mandatory Courses | 3.0 |
Global Business and Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
International Project
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Research Project Seminar in International Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Dissertation in International Management
54.0 ECTS
|
Final Work | 54.0 |
Project in International Management
54.0 ECTS
|
Final Work | 54.0 |
Communications Skills
At the end of the course students should be able to:
1. Show personal communication skills.
2. Make powerful and impactful presentations.
3. Demonstrate effectiveness when communicating.
1. Communication tools
2. Presentation skills
3. Specific situations (giving feedback, negotiations, conflicts)
4. Corporate communication and image.
Written papers: 20%.
Exam: 80%.
Title: 3. Face-to-face Communications for clarity and impact ? Harvard Business Scholl Press, Boston, USA
Presentations that persuade and motivate ? Harvard Business School Press, Boston, USA.
2. Presenting to win ? Jerry Weissman, Prentice Hall.
1. The fifth discipline fieldbook - Senge, Peter (Nicholas Brealey, London).
Authors:
Reference: null
Year:
Title: 12. The last word on Power - Tracy Goss
11. Eliminating fears: an intervention that permanently eliminates the fear of public speaking. J Wiley,2006.
10. The ten worst presentation moments, Microsoft Corporation, 2006.
9. How to make your case in 30 seconds or less ? Harvard management Communication Letter article. N Wreden, 2002.
8. How to craft Successful business presentations and effective public speaking ? Patrick Forsyth, 2006.
7. Improve your Communication skills ? The Sunday Times, Alan Barker, 2006.
6. Effective Communication ? Harvard Business Review, 1999.
5. Don?t let the messenger they shoot, be you! ? C. Mike Jousan, Scottsdale, Arizona, USA
4. How to talk to anyone, anytime, anywhere ? the secrets of good communication ? Larry King (1994).
3. The power of persuasion ? Rupert Eales-White, Kogan Page Limited, London, UK.
2. 30 minutes before a presentation ? Patrick Forsyth, Kogan Page Limited, London, UK.
1. Non-violent Communication, a language of life ? Marshall B. Rosenberg (2003), A Puddle Dancer Press Book.
Authors:
Reference: null
Year:
E-Business
1. Discuss the content, framework and drivers of electronic commerce
2. List the major e-commerce activities, processes and the mechanics that support them
3. Describe the characteristics of e-tailing as well as its primary business models
4. Learn about consumer behavior online, e-market research and Internet advertising
strategies
5. Understand the Web 2.0 revolution and the context of social media as well as the valueadded benefits of m-commerce
1. Overview of Electronic Commerce
2. E-Commerce Mechanisms
3. Retailing in E-Commerce
4. Marketing and Advertising in E-Commerce
5. Social and Mobile Commerce
Regular Season: periodic assessment, min 2/3 attendance. a)Individual Exam 50%;b) Team or individual exercises 50%. Minimum grade 7,5 in each assessment. Min. final score 10 points for approval. Students who choose only the individual exam, min 10p. and the exam accounts 100% for final grade. Re-sitting: Students who fail in the regular season or wish to improve their grade. Exam accounts 100% for final grade, minimum score 10p. There is no oral evaluation for improving the grade.
BibliographyTitle: Laudon Kenneth, Traver Carol (2014) E-Commerce Essentials (1/E). Pearson.
Authors:
Reference: null
Year:
Title: Enge, E., Spencer, S., Stricchiola, J., & Fishkin, R. (2015). The art of SEO. (3/E) O'Reilly Media, Inc.
Authors:
Reference: null
Year:
International Human Resource Management
At the end of this learning unit?s term, the student must be able to:
1. Describe the theory and real-world application of the key components of an international human resources management and leadership strategy
2. Explain the critical human resources management and cross-cultural leadership competencies required for global business managers to interact effectively in different international environments
3. Define and describe leadership and motivations behaviours that are effective in multicultural environments.
1. The International Context of Business
2. Global Trends Affecting HRM
3. Meaning of Work Across Cultures
4. Ethics and Social Responsibility in HRM
5. Impact of Culture Variables in Global HRM
6. Shaping the Corporate Culture
7. Cross-Cultural Leadership and Applications
8. Motivation Across National Boundaries
Communicating Effectively Across Cultures
Periodic Evaluation:
1 Case-Study Analysis (40%)
Written Test (60%)
Final Evaluation:
Written Exam (100%)
Title: 1. Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.
2. Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Management across cultures: Challenges and strategies. Cambridge University Press.
3. McFarlin, D., & Sweeney, P. D. (2014). International management: strategic opportunities & cultural challenges (4th Edition). Routledge.
Authors:
Reference: null
Year:
Title: -
Authors:
Reference: null
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Intercultural Management
At the end of the course students should be able to:
1. Have a good knowledge of the main models within the Intercultural Management field, namely the models of Hofstede, of Gesteland, and GLOBE and relate these models to international management issues.
2. Identify the importance of national culture in the different areas of management.
3. Know more about how to operate successfully in multicultural teams and communicate and negotiate in an effective way with partners from different countries and cultures
1 Management and organisational behaviour in different contexts. Differences and similarities across countries, economic systems and civilisations. The field of Intercultural Management. Types of studies.
2 Culture as an explanatory factor. Hofstede?s dimensions: power distance, uncertainty avoidance, individualism, masculinity, long-term orientation. Implicit models of organisation.
Other cultural dimensions. Trompenaars? model.
3 Intercultural communication. Negotiating across the globe. Gesteland?s model.
4 The GLOBE project.
5 Country profiles. How to communicate and negotiate in different parts of the world.
Individual and Group assignments, participation (30%)
Final written test (70%).
Attendance must be 80% or higher.
Students may opt for a final written exam at the end of the period.
Title: Robalo, A. Comparative management Sílabo, 2004 (Bilingual edition)
House et all - Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE Journal of World Business, 2002 V.37 p. 3-10
Gesteland, Richard Cross-Cultural Business Behavior Copenhagen Business School Press, 2005 (4th Ed)
Hofstede, Geert - Cultures and Organizations: Software of the Mind ? McGraw-Hill, 2010 (3rd Ed)
Authors:
Reference: null
Year:
Title: Casos e artigos a serem indicados / Class readings.
Trompenaars, Fons - Riding the Waves of Culture - N. Brealey, 1997
Lewis, Richard When Cultures Collide ? Nicholas Brealey Pub., 1999
Koen, Carla Comparative International Management McGraw-Hill, 2005
Huntington, Samuel The Clash of Civilizations Remaking of World Order, 1996
Fukuda, Kazuo Japanese Management in East Asia and Beyond The Chinese Univ.Press (HK), 1997
Harvard Business Review, October 2004, p.139
Earley, P. Christopher, Mosakowski, Elaine Cultural Intelligence
Adler, Nancy - International Dimensions of Organizational Behavior South-Western College Pub. 2202 (4th Ed.)
Authors:
Reference: null
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International Management, Ethics and Social Responsibility
At the end of the course unit the learner is expected to be able to:
LG1 - Identify and rationally discuss ethical, responsible and sustainable management
LG2 - Recognise that multiple, often conflicting, viewpoints and trade-offs exist around issues of ethical, responsible and sustainable management
LG3 - Develop a critical and sophisticated understanding of the complex issues facing global leaders in choosing sustainable business models
S1. Ethical Management
S2. Responsible Management
S3. Sustainable Management
S4. Sustainable Business Model Designs
Option 1- Assessment throughout the semester
- Exam (50%)
- Group work (50%)
To pass: Weighted average of 10 points or more, with an average of 8 points for each component. Minimum attendance of 2/3.
Option 2- Assessment by exam
Exam - 100%
To pass: 10 points or more.
Title: - Lüdeke-Freund, Florian, Breuer, Henning, and Massa, Lorenzo (2022). Sustainable Business Model Design - 45 Patterns.
- Laasch, O. (2021). Principles of Management (2nd Edition). SAGE Publications, Ltd. (UK).
Authors:
Reference: null
Year:
Title: - Korhonen, J., Honkasalo, A., Seppälä, J. (2018). Circular Economy: The Concept and its Limitations. Ecological Economics (143) pp. 37-46
- Geissdoerfer, M., Savaget, P., Bocken, N.M.P., & Hultink, E.J. (2017). The Circular Economy e A new sustainability paradigm? Journal of Cleaner Production (143) pp. 757-768
- Engert, S., Rauter, R., & Baumgartner, R. J. (2016). Exploring the integration of corporate sustainability into strategic management: a literature review. Journal of Cleaner Production, 112, 2833?2850.
- Bansal, P., & Song, H. (2017). Similar But Not the Same: Differentiating Corporate Sustainability from Corporate Responsibility. Academy of Management Annals (11)1, pp. 105-149
Authors:
Reference: null
Year:
Global Operations and Logistics
By the end of this course students should be able to:
LG1.: Identify and describe concepts and instruments used in Operations and Logistics;
LG2.: Examine and express how Operations and Logistics contribute to develop and sustain businesses value proposition;
LG3.: Break down the supply chain structure and develop, compare, and contrast different alternatives for value improvement;
LG4.: Plan and decide how the supply chain should perform to improve its effectiveness and efficiency.
S1.: Logistics Fundamentals;
S2.: From Logistics to Supply Chain Management and Network Management;
S3.: Supply Chain Management;
S4.: Collaborative Management and Movements;
S5.: Service Management;
S6.: Managing logistics internationally and Transport Management;
S7.: Location decisions and warehouse management.
Assessment throughout the semester:
Class participation - 10% (a minimum attendance of 80% is required)
Group work - 40%
Final test - 50%
To obtain a final pass in continuous assessment, students must obtain at least 8 marks in both the group work and the final test.
Minimum pass mark: 10 marks.
Assessment at the end of the semester
Final exam - 100%
Title: Harrison, A.; van Hoek, R. (2019). Logistics Management & Strategy, 6/E Edition. Pearson.
Bozarth, C., Handfield, R. (2019). Introduction to Operations and Supply Chain Management. 5/E. Pearson
Heizer, J., Render, B., Munson, C. (2020). Operations Management: Sustainability and Supply Chain Management, Global Edition, 13/E. Pearson. (se existir na biblioteca)
Christpher, Martin (2022). Logistics and Supply Chain Management. Financial Times Publishing
Authors:
Reference: null
Year:
Title: - Womack, J.; Jones, D. (1996). Beyond Toyota: How to root out waste and pursue perfection. Harvard Business Review, Sept-Oct, pp. 140-158.
- Mason-Jones, R.; Naylor, B.; Towill, D.; (2000). Engineering the Leagile Supply Chain. International Journal of Agile Management Systems, 2/1, pp. 54-61.
- Hines, P.; Rich, N.; (1997). The seven value stream mapping tools. International Journal of Operations & Production Management, 17, 1, 46-64.
- Lee, H. (2002). Aligning supply chain strategies with product uncertainties. California Management Review, Spring, 44, 3, pp. 105-119.
- Ballou, R. (2007). The evolution and future of logistics and supply chain management. European Business Review, 19, 4, 332-348.
Authors:
Reference: null
Year:
International Global Marketing
At the end of the course students should be able to:
LG1.Create and develop analytic frameworks for establishing international or global marketing programmes.
LG2.Analyse, select and assess the specific framework, which address some or all of the four management decisions related to the internationalisation process which are (1) the decision whether to internationalise; (2) The international market selection; (3) The foreign market entry mode and (4) the international marketing programme.
LG3.Understand how the organisation can achieve international competitiveness through the development and implementation of international or global marketing programmes.
1. International Market Research
2. International Market Selection
3. The International Marketing Program
4. Product Decisions
5. Pricing Decisions
6. International Distribution Decisions
7. Promotion Strategy
Exam end of semester 50%
Case Study analysis and presentation of solutions 25%
Individual Essay 25%
TOTAL 100%
To be considered passed, the student has to achieve the minimum of 8 (eight) values in the exam.
Title: Ghauri, P. & Cateora, P. (2010). International Marketing, Second Edition, McGraw-Hill.
Authors:
Reference: null
Year:
Title: 5. Sousa, C.M.P. ; Lengler, J. F. B. (2009). Psychic Distance, International Marketing Strategy and Export Performance: Establishing an Empirical Link. Journal of Marketing Management, v. 25, (5/6), 591-610.
4. Sousa, C.M.P.; Lengler, J. F. B. (2011). Examining the Determinants of Interfunctional Coordination and Export Performance: An Investigation of Brazilian Exporters. Advances in International Marketing, v. 21, 189-206.
Journal articles:
3. Albaum, G.; Duerr, Edwin; Strandskov, Jesper ?International Marketing and Export Management?, 5th ed. Financial Times/ Prentice Hall, England, 2005.
2. Kotabe, Masaaki; Helsen, Kristiaan ?Global Marketing Management? 4th Edition, Wiley John Wiley & Sons, NJ, 2008.
1. Hollensen, Svend ?Global Marketing- A Decision-Oriented Approach?, 4th Edition, Financial Times/Prentice Hall, England, 2007.
Authors:
Reference: null
Year:
Research Methods in International Management
1) Select the appropriate research methodology given the research objectives and the problem under analysis (LO1).
2) Select the appropriate data collection methods, given the research problem, the objectives and the type of data available (LO2).
3) Design a valid data collection instrument (LO3).
4) Identify the most important concepts and correctly apply sampling methods (LO4).
5) Identify the most appropriate sample dimension (LO5).
6) Use the statistical package SPSS to perform quantitative data analysis (LO6).
7) Integrate in the individual research project the theoretical framework, the data collection and statistical methods discussed in the classes (LO7).
1. Objectives of research in management. Steps in a research project.
2. Introduction to SPSS.
2.1. Descriptive and exploratory data analysis.
2. 2. Statistical inference: confidence intervals. Interpretation of SPSS outputs.
3. Methodological choices.
3.1. Qualitative vs Quantitative vs Mixed.
3.2. Extensive vs Intensive.
3.3. Survey, Case study, Action Research, Grounded theory.
4. Research approaches.
4.1. Deductive vs Inductive vs Abductive.
5. Research philosophies.
5.1. Positivistic vs Phenomenological.
5.2. Assumptions: Ontological, Epistemological, Axiological.
6. Validity and reliability of research.
6.1. Sampling error and bias.
7. Data collection instrument.
7.1. Questionnaire design.
7.2. Types of scales.
8. Sampling methods.
8.1 Random or probabilistic.
8.2. Non random.
9. Sample dimension, estimates precision and results confidence level.
Assessment throughout the semester includes:
- 1 written individual test, with 50% weight;
- 4 written assignments , 10% weight each;
- Class attendance and participation (10% weight);
- This type of evaluation requires that students attend at least 80% of classes.
Approval will be obtained by the students that obtain a final average grade of 10, with a minimum of 8 for the test mark.
Evaluation can be made through a final exam (re-sitting), the same rule of a minimum of 10 values being applied for approval.
Title: Collis, J. & Hussey, R. (2003, 2nd ed.) Business Research: a practical guide for undergraduate and postgraduate students, Basingstoke: Palgrave Macmillan.
Greene, S. (2007) Business Research Methods, Bookboom.com.
Hakim, C. (1987) Research Design. Strategies and Choices in the Design of Social Research, London: Allen & Unwin.
Reis, Elizabeth (2024-25) Research Methods for Management. Class slides.
Remenyi, D., Williams, B., Money, A. & Swartz, E. (1998) Doing Research in Business and Management. An introduction to Process and Method, Sage Publications.
Saunders, M., Lewis, P. & Thornhill, A. (2019, 8th ed.) Research Methods for Business Students, Pearson.
Authors:
Reference: null
Year:
Title: Blaikie, N. (2011, 2nd ed.) Approaches to Social Enquiry, Cambridge: Polity Press.
Bryman, A. & Cramer, D. (1992) Análise de Dados em Ciências Sociais. Introdução às Técnicas utilizando o SPSS, Celta Editora.
Flick, U. (2005) Métodos Qualitativos na Investigação Científica, Lisboa: Monitor.
Greener, J. C. (2008) Mixed methods in social inquiry, San Francisco, CA: John Wiley.
Hill, M.M. & Hill, A. (2000) Investigação por Questionário, Lisboa: Edições Sílabo.
Laureano, R. & Botelho, M.C. (2010) SPSS: o meu Manual de Consulta Rápida, Lisboa: Edições Sílabo.
Malhotra, N.K. & Birks, D.F. (2003) Marketing Research – An applied Approach, Prentice Hall.
Quivy, R. & Van Campenhoudt, L. (2008, 5th ed.) Manual de Investigação emn Ciências Sociais, Lisboa: Gradiva.
Remenyi, D. & Money, A. (2006) Research Supervision for Supervisors and their Students, UK: Academic Conferences Ltd.
Authors:
Reference: null
Year:
Negotiation Skills
1. To understand the concepts and key elements of negotiation and conflict management in intra-organizational and inter-organizational contexts;
2. To understand and know how to manage the value capture vs. value creation;
3. To understand and know how to manage the negotiation steps in a win-win perspective
4. To identify and use negotiation techniques and tactics in an ethical framing
1. Negotiation and conflict management: main concepts and issues;
2. Strategic Approach to Negotiation: the negotiation dilemma of value capturing vs. value creation; win-win vs win-lose; The 3 Negotiations; The Key Negotiation Elements
3. Main phases: Preparation; Relation, Process, Communication , Interests, Options, Legitimacy, Commitments and Alternatives
4. Tactics in an ethical framing
Evaluation throughout the semester: 80% Individual work + 20% Individual participation in classes (attendance and exercises in class). To obtain final approval in evaluation throughout the semester, students must obtain at least 8 points in the Individual Work. Minimum passing grade: 10 points.
Evaluation by exam: Test - 100% .
Title: - Lewicki, R. J., Barry, B., & Saunders, D. M. (2020). Essentials of negotiation. McGraw-Hill Education.
Authors:
Reference: null
Year:
Title: - Falcão, P. F. (2018). Todos Podemos Negociar Bem!. Leya.
- Brett, J., & Thompson, L. (2016). Negotiation. Organizational Behavior and Human Decision Processes, 136, 68-79.
- Ury, W. (2015). Getting to yes with yourself: How to get what you truly want. Harper One
- Thompson, L. L. (2021). The mind and heart of the negotiator (Global Edition). Pearson.
Authors:
Reference: null
Year:
International Reporting
1. Characterize the financial statements prepared under IFRS
2. Identify the main differences at international level in the presentation of the financial statements
1. An integrated view of the financial statements
2. Structure and content of the financial statements
3. The international diversity in the presentation of the financial statements
1. Evaluation throughout the semester:
- Group work (30%)
- Final exam (70%).
Requirements:
- A minimum level of attendance is not required.
- Minimum grade of 8,5 points in the final exam is required.
Approval requires a minimum of 10 points (weighted average).
2. Evaluation by exam
- Final sitting exam (100%).
Approval requires a minimum of 10 points.
Title: Stolowy, Ding, and Paugam (2024), Financial Accounting and Reporting: a global perspective, Cengage (7ª edição).
Authors:
Reference: null
Year:
Title: IFRS Foundation, International Financial Reporting Standards, IFRS Foundation, 2024.
Authors:
Reference: null
Year:
International Consulting
At the end of this learning unit?s term, the student must be able to:
1. Describe the requirements, tasks, actions and development trends of international consultancy
2. Explain and apply strategic tools in an international consultancy project
3. Design and present consultancy projects
1. The nature of the consulting business
2. Current trends and challenges
3. Planning and management of consulting projects
4. Tools in Consulting
5. Cooperation with the client during the implementation of the project Personnel and development possibilities in the Consulting job Management of consulting firms
6. Winning new markets
7. Report manufacturing and presentation
Performance during case study (efficiency and quality of output): 100%
BibliographyTitle: 3. Block, Peter (2011). Flawless Consulting
2. DeMarco, Tom (1997). The Deadline
1. Kubr, Milan (2002). Management Consulting
Authors:
Reference: null
Year:
Title: -
Authors:
Reference: null
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Entrepreneurship and Networks
1. To understand the essential problematic of international entrepreneurship and its relation with innovation
2. To understand the importance of business modelling for innovative entrepreneurship
3. To understand the business model Canvas framework
4. To understand the importance of emerging technologies for developing innovative business models and identify the most relevant ones
5. To understand the importance of networks for the development of international entrepreneurship
1. Entrepreneurship, international entrepreneurship, and innovation
2. Business modelling and innovative entrepreneurship
3. Business model Canvas
4. Emerging technologies and international business development
5. Creating and managing international entrepreneurial networks
PERIODICAL (Minimum attendance of 80% required)
Individual-based:
Participation in a research activity - 20%
Written test - 30%
Team-based:
Case study presentation and discussion - 50%
FINAL
Written exam - 100%
Title: Osterwalder, A., Pigneur, Y., Smith, A., & Etiemble, F. (2020). The invincible company: How to constantly reinvent your organization with inspiration from the world?s best business models. Wiley
Zucchella, A., Hagen, B., & Serapio, M. G. (2018). International Entrepreneurship. Edward Elgar Publishing
Authors:
Reference: null
Year:
Title: Lopes, J. N. M., & Farinha, L. (2018), Measuring the performance of innovation and entrepreneurship networks. Journal of the Knowledge Economy, 9(4), 402-423.
Hayter, C. S. (2013). Conceptualizing knowledge-based entrepreneurship networks: Perspectives from the literature. Small Business Economics, 41(4), 899-911.
Griffin-El., Wosu. E., & Olabisi, J. (2019). Diasporic synergies: Conceptualizing African entrepreneurship based upon trans-local networks. Journal of African Business, 20(1), 55-71.
Hisrich, R. D. (2015). International Entrepreneurship: Starting, Developing, and Managing a Global Venture. 3rd edition. Sage.
Authors:
Reference: null
Year:
International Strategy
By the end of this course, students will be able to:
1. Discuss and apply their understanding of what factors determine the success of firms in global business environments.
2. Identify and analyze key elements for home base advantages with international operations and development of new capabilities.
3. Apply generic international strategies.
4. Identify and analyze differences across countries using different frameworks.
5. Identify, analyze and select different markets and appropriate entry strategies.
6. Identify and analyze location choices, factors involved and organizational structures in new location/s.
7. Identify and address relevant managerial problems in international business strategies by developing problem solving skills.
1. Fundamentals of strategic management and international strategy.
2. Globalization of markets and business-environment challenges.
3. The resource-based view.
4. Internationalization process: Motivations, choice of international destination/s, stakeholders and generic internationalization strategies.
5. Formulation of a global strategy and coordination of international operations.
6. Internal organization and social responsibility of a global company.
Individual Written Test: 50%
Group Assignment: 50%
To successfully complete the course, students must obtain a weighted average of 10 points or more (0-20 scale), with at least 8 (0-20 scale) in each evaluation component.
Title: Stadler, C., Hautz, J., Matzler, K. & Friedrish von den Eichen, S. (2021) Open Strategy: Mastering Disruption from Outside the C-Suite, Cambridge, MA: The MIT Press.
Pearce, J. & Robison, R. (2013) Strategic Management, 13th Edition, MacGraw-hill Higher Education.
Grant, R. (2018) Contemporary Strategy Analysis (10th edition), Wiley.
Barney, J. & Hesterley S. (2019) Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition, Pearson.
Authors:
Reference: null
Year:
Title: Hill, C. (1998) Global business today, Boston: Irwin/McGraw-Hill.
Collis, D. (2014) International Strategy: Context, Concepts and Implications, Harvard Business School: Wiley.
Authors:
Reference: null
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Finance for International Business
At the end of the course students should be able to:
LG1. Understand the functioning of the foreign exchange market.
LG2. Understand the functioning of the global financial system.
LG3. Create and develop analytic frameworks for assessment of foreign exchange risk and available hedging instruments.
1. Globalisation and international trade
2. The balance of payment
3. The international financial system
4. The foreign exchange market
5. International parity conditions
6. Foreign currency derivatives and swaps
7. Hedging using forwards, FX options, and money market instruments
Final exam 100%
BibliographyTitle: Some selected cases and readings.
Shapiro, A. C, Multinational Financial Management 10th edition (2013), John Wiley & Sons, Inc.
Eiteman, Stonehill and Moffett, Multinational Business Finance (MBF) 13th edition (2013), Pearson
Authors:
Reference: null
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Global Business and Management
At the end of the course students should be able to:
1. Identify different management perspectives and business and cultural realities across the globe
2. Be able to deal with diverse business environments.
One or more from the following topics:
1. Japanese Business and Culture
2. Doing Business in India
3. Buddhism & Management in South East Asia
4. Doing Business in New Central European Countries
5. Doing Business in the Middle East and the Arab Countries
6. Doing Business in Latin America
There will be tests for individual modules. The final grade is the average of the results per module.
BibliographyTitle: Morrison, T. et all - Kiss, Bow or Shake Hands (Adams Media Corp, 2006)
Travis, T. - Doing Business Anywhere: The Essential Guide to Going Global (John Wiley & Sons, Inc., 2007)
Authors:
Reference: null
Year:
Title: Specific references are given for each region analyzed
Authors:
Reference: null
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International Project
The aim of the IP is designed to integrate the various components of the programme and to provide an opportunity to apply the previously acquired knowledge in International Management classes by giving participants exposure to real business problems
1. Development of proposals for future international strategic directions of a selected company. Preliminary investigation may include an industry analysis, firm?s current competitive position with focus on geographical dispersion of its value-chain activities.
2. Working as a consulting team for an organisation, preparing a report providing possible solutions to a problem faced by the organisation, related to its international activities, actual or potential.
3. Development of an illustrative or explanatory case-study of a chosen company over its internationalisation process.
4. Doing research concerning an issue or challenge that might be of concern to organisations exposed to international competition and draw conclusions that could be valuable to these organisations.
Group Project - 100%
Every IP shall include a final report (around 10000 words) with the main results, conclusions, recommendations and a description of the way these were obtained
In case the project is developed in conjunction with a company or organisation, a presentation is made by the group?s members with recommendations to the company or organisation
Title: Murphy, O. - International Project Management, South-Western Ed Pub, 2005
Authors:
Reference: null
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Title: Depending on the identified business problems
Authors:
Reference: null
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Research Project Seminar in International Management
At the end of the course students should be able to:
1. Identify the subject of the dissertation or applied project they will complete and present as part of their master degree
2. Distinguish the different phases of a research project and the most common problems associated with each one
1. Use of online databases such as Proquest
2. Methodologies that can be used in the dissertation or final project.
3. Phases of a research project.
The evaluation is based on thesis/project outline and individual presentation.
Attendance must be 80% or higher.
Title: Rudestam, Kjell Erik and Newton, Rae R. (2007) - Surviving your dissertation: A Comprehensive Guide to Content and Process, Sage Pub.
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Title: Examples of thesis from previous years
Guidelines for master thesis
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Dissertation in International Management
1. Define a scientific problem and its relevance.
2. Define research goals and possible hypothesis;
3. Produce a literature review supporting the dissertation main problem
4. Apply the methodologies more suitable to data collection and analysis;
5. Critical reflexion sustained on theoretical frameworks and empirical results.
1. Writing the introduction and abstract
2. Definition of a research problem
3. Definition of research goals
4. Literature review
5. Defining hypothesis
6. Data collection methods
7. Data analysis methods
8. Writing conclusions and defining new research paths
Evaluation
- Written presentation of the thesis
- Oral presentation with the synthesis of the thesis followed by a public defense with a jury
Title: - Pidd, M. (2003). Tools for thinking: Modelling in Mangement Science. West Sussex: Wiley.
- Gummesson, E. (1991). Qualitative Methods in Management Research. London: Sage Publications.
- Ellet, W. (2007). The case study handbook. USA: Harvard Business Press.
- Fisher, C. (2007). Researching and writing a dissertation: A guidebook for business students. Essex: Prentice Hall
- Bryman, A. (2003). Business Research Methods. Oxford: Oxford University Press
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Project in International Management
Diagnose a organizational environment and internal problem in need of a management intervention;
Produce a literature review supporting an applied project;
Define the project phases;
Define ways of supporting the implementation of the project and its evaluation
Brief organisational diagnosis
Diagnosis of organizational environment and of a specific organizational problem
Applied literature review
Project cost / benefit analysis to organisations
Definition of a intervention project or synthesis of a case and possible solutions
Evaluation of impacts and possibilities of control of results
- Written presentation of the project
- Oral presentation with the synthesis of the project followed by a public defense with a jury.
Title: Meredith, J. R. & Mantel, S. J., Project Management: A managerial approach, 2006, New Jersey: John Wiley
Kerkner, H., Project Management: A systems approach to planning, schedulling, and controlling, 2006, New Jersey: John Wiley
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Title: Pidd, M., Tools for thinking: Modelling in Management Science, 2003, West Sussex: Wiley
Pinto, J. K., Project Management Handbook, 1998, San Francisco: Jossey-Bass.
Phillips, J. J., Bothell, T. W. & Snead, G. L., The project management scorecard: Measuring the success of project management solutions, 2002, Wolburn: Butterworth Heinemann
Kilmann, R. H et al, Producing useful knowledge for organizations, 1994, San Francisco: Jossey-Bass
Burton, C. & Michael, N., A pratical guide to project management, 1993, London: Kogan Page.
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Recommended optative
Objectives
The aim of the master is to provide specialized training of academic nature with research activity, innovation or deepening of professional skills in the field of international management.
Objective 1: Display effective written communication skills, including the following aspects: produce a well-structured document; demonstrate that the key messages have been clearly identified; express theoretical arguments to a specific application; summarize ideas and conclusions.
Objective 2: Display effective oral communication skills, including the following aspects: select the appropriate format for a given presentation; demonstrate confidence and that the communication was well-prepared; develop and make presentations with impact.
Objective 3: Develop critical thinking skills, including the following aspects: select and interpret relevant data and references from academic and non-academic sources; identify and debate ethical issues in business and management; formulate well-supported conclusions or solutions, apply appropriate methodologies or formulas to analyze and assess business issues and problems.
Objective 4: Our graduates will be prepared to operate in an intercultural environment including the following aspects: accept and understand differences in national cultures and acknowledge how these differences impact on ways of managing; demonstrate competency in communication and negotiation with partners from different countries.
Objective 5: Develop effective management skills for a global business environment including the following aspects: be competent to recognize and evaluate international strategies appropriate for different global settings and conditions; demonstrate competence integrating learning from different disciplines relevant to international business; demonstrate competence in the development of projects for specific business environments.
Accreditations