Doctoral Curriculum 2009 Courses

8/2/2019 Doctoral Curriculum 2009 Courses

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[email protected]

[email protected]

[email protected]

Doctoral Curriculum 2009

Approved at the meeting of theEstonian Business School Senate

January 22, 2009

Certified at the meeting of the

Board of EBS EducationJanuary 29, 2009

ManagementDoctor of Philosophy (PhD)Curriculum of Doctorate Studies

Teaching licence: nr 5221HTM, issued 03.10.2008State code: 80041

Nominal study period: 4 yearsTotal volume of studies: 240 ECTS

The goal of doctoral studies:

The main objective of doctoral studies at EBS is to equip graduates with doctoral level competencein the field of management. This competence is described by the following competence profile:

Profound knowledge of the main theories in the field of management

Knowledge and skills required for management research Formulation of management problems as research problems Conducting management research Documenting and presenting the results of management research Application of management research results in private, public and non-governmental

organizations, and processes thereof

Expected learning outcomes:

A student who has completed the programme:

has general knowledge and systematic overview of the fields of social and economicsciences and profound and relevant knowledge in management science;

understands the importance of knowledge, research methods and range inside and betweenthe existing management science fields and is able to increase, re-evaluate and formulatethem;

is able to analyse and evaluate independently and critically new and complicated ideastypical for the speciality, as well as identify and formulate research questions creativelyand precisely;

knows the methodology and research methods of social and management research;
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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is able to act independently in a difficult, particularly international, work and studyenvironment, including research that requires management and cooperation skills,innovative thinking and the ability to adopt strategic decisions;

is able to initiate, plan, implement and evaluate critically research and development workwhich leads to new academic and procedural solutions;

is able to evaluate scientifically and ethically, and understand the opportunities and limitsof science, the role of science in society and responsibility of people employing scientificachievements;

is able to analyse social norms and relationships, correspond to them and change them ifnecessary;

is able to present in writing and orally to audiences familiar or unfamiliar with the subjectthose problems and conclusions, and the theories on which they are the based, related withhis/her scientific field of research. He or she must also be able to explain them and take part in professional debates both in Estonian and in English, especially through thepresentation of original scientific results in internationally pre-reviewed publications;

is able to identify his/her need for new knowledge and skills and support studies of others

both in the context of education and science and at the higher societal level; is able to impart adequately his/her knowledge by means of teaching, supervising etc.

Admission requirements:

Master of Social Sciences, Master of Business Administration (MBA) or any otherequivalent qualification;

Written reference and consent of the prospective supervisor for the Doctoral Thesis; Draft of the future Doctoral Thesis which has to include the definition of the subject of the

research and the problem, applicability of the topic and explanation of the researchmethod(s).

Programme structure:

Core courses 15 ECTS Basic courses 18 ECTS Special courses (including pedagogic practice) 18 ECTS Doctoral seminar 9 ECTS Doctoral Thesis 180ECTS

TOTAL 240 ECTS

Graduation requirement:

Successfully completion of core, basic and special courses and doctoral seminar;

Publication of the results of the Doctoral Thesis (at least 3 scientific publicationscorresponding to the requirements of the Quality Agreement between Estonianuniversities);

Successful defence of Doctoral Thesis.

Qualification:

Doctor of Philosophy (Management)


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The list of the subjects is defined by the programme stated below. The conditions for their

fulfilment are defined by the Procedure for Successful Completion of the Doctoral Programme

and Defence (see Appendix 5) and byEBS Academic Regulations.

PROGRAMME

Core Courses 15 ECTS

Philosophy of Science 6 ECTSMethodology and Methods in Social and Management Studies 9 ECTS

Basic Courses 18 ECTS

Management and Organisation Theories 6 ECTS

Microeconomics 6 ECTSManagement of Public Organisations and their Legal Framework 6 ECTS

Special Courses 18 ECTS

The Doctoral student together with his/her supervisor composes a special programme of studiesaccording to the topic of the Doctoral Thesis and field of research. Following the supervisors

advice, the doctoral student may take an elective course from the programme or a reading course

up to 12 ECTS. The student may complete special courses in another university within a programme accredited at the same level after agreement with the supervisor.

Pedagogical practice and development activity methods and their implementation (up to 12 ECTS).

Teaching students at a university or any other training institution.

Elective subjects (choose up to 12 ECTS)

Strategic Management 6 ECTSTheories of Management of Organisational Changes 6ECTSMethods, Paradigms and Approaches of Contemporary

Social Sciences 6 ECTS

Knowledge Management and Intellectual Capital 6 ECTS

Systems Science 6 ECTSLogic 6 ECTSSocial Psychology 3 ECTSInternational Marketing 6 ECTSEthics and Responsibility in Management 6 ECTS

Fundamentals of Cybernetics and Emergent Systems 3 ECTSOptional courses up to 6 ECTS

Doctoral seminars 9 ECTS

Doctoral Thesis 180 ECTS


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Course descriptions

1. NAME (in Estonian) TEADUSFILOSOOFIA

2. NAME(in English) PHILOSOPHY OF SCIENCE

3. SUBJECT CODE SOC631

4. VOLUME OF STUDIES 6 ECTS 36 contact hours, 124 independent work hours

5. LEADING PROFESSOR Peeter Mrsepp, Ph.D.

6. GENERAL GOALS OF THESUBJECT

The course provides an overview of the main problems ofthe philosophy of science and their analyses and solutionspresented by the most outstanding thinkers in the field.The common ground between the methodologicalproblems of natural and social science, includingeconomics, is addressed.

7. LEARNING OUTCOMES OFTHE SUBJECT

The students learn about the main problems of philosophyof science, including their historical background and thetypical attempts of solving them. They can distinguishbetween scientific and nonscientific hypotheses andtheories. The students recognize the specific features ofsocial science (including economics) in comparison withnatural science. They can analyze the content of theirdoctoral research from the methodological point of view.

8. ORGANIZATION OF THE

SUBJECT

Lectures 20 hours, seminars (including student

presentations) 16 hours and independent assignments 124hours

9. INDEPENDENT WORK Every student has to write a paper anlyzing some typicalproblem of philosophy of science. It is recommended toconnect the content of their paper with the topic of theirdoctoral research. The main points of the paper have to bepresented in class and discussed.

10.

EVALUATION FORMS Presentation in class, the paper and the final testconcerning the main concepts of the course will begrades.

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OBLIGATORY AND OPTIONAL

STUDY MATERIALS

Chalmers, Alan F. What is This Thing Called Science?

RecommendedKuhn, Thomas S. The Structure of Scientific Revolutions.Popper, Karl R. The Logic of Scientific Discovery


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1. NAME (in Estonian) SOTSIAAL- JA JUHTIMISUURINGUTEMETODOLOOGILISED JA METOODILISEDKSITLUSED

2. NAME(in English) METHODOLOGY AND METHODS IN SOCIALAND MANAGEMENT STUDIES

3. SUBJECT CODE MAN663


5. LEADING PROFESSOR ROBERT PEFFERLY, Ph.D.MARI KOOSKORA, Ph.D.


To create a holistic understanding of writing the PhDdissertation, high level scientific research project andexplore the issues related to PhD research.

To help students to position their research, handlesystematically the methods used in social sciences and the

comparative analysis of different paradigms.To create an overview of the research methods andapproaches used in social sciences and managementresearch.

To enrich knowledge about quantitative and qualitativeresearch methods to enable students to use these in theirPhD research projects.

To prepare students choosing suitable research andanalyzing methods for their own research projects andusing these in practice.


Upon completion of the course, the student has deepenedknowledge about:

Quantitative and qualitative research and analysismethods

The essence of quantitative and qualitativemethods, empirical research, types of data,reliability and validity.

Statistical methods of data processing: dispersionanalysis, correlation analysis, regression analysis,and cluster analysis, factor analysis.

Methods for collecting and handling qualitative

data. A mixed methods approach.

Students acknowledge main quantitative and qualitativeresearch methods, are able to compare and contrastdifferent approaches and are to find a suitable approachfor a concrete research project and how to use quantitativeand qualitative approaches in their practical researchprojects.


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Students understand how to move from project design, toproject implementation, to data analysis and reporting.

Upon completion of the course, the student will be ableto:

Formulate good research questions and designappropriate research. Collect and document own data using a variety of

methods. Analyze both qualitative and quantitative data. Interpret the research results logically and

convincingly Critically evaluate own research and that of other

social scientists.

According to the concrete research project a student isable to find a suitable methodological approach and

creatively use it in his/her practical research activities.8. ORGANIZATION OF THE

SUBJECT

48 contact hours is divided into 32 academic hours forquantitative and 16 academic hours for qualitativeresearch methods. Contact hours include lectures,discussions, independent exercises and working in groups.

9. INDEPENDENT WORK Independent work 198 hours includes:

- Independent work with literature

- A practical written work project in form of a formalproposal, or plan, for future research.

- Proposal should entail a discussion of a concrete

research question, the motivation and background for thatquestion, a brief literature review, defense of the researchmethodology, an overview of the project (the sections orchapters you and what they will include).

A student has to justify his/her methods using thereadings from the course and anticipate addressing someof the key debates and problems of quantitative andqualitative research within the paper as well.

10.

EVALUATION FORMS Grading / evaluation is based on:a) active class participationb) independent and group work exercises

c) practical written research projectd) presentation of the independent work results inclass

11.

EVALUATION TIME Grading / evaluation will take place after discussing theresults of assignments in class

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EVALUATION CRITERIA Criteria for grading / evaluating written research proposal: The writing should be organized -- the main point

of the argument is evident, and there is a logic in


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going from A to B. Arguments are justified using readings and class

material. The purpose is to convince the audienceas to the correctness of your position. Theaudience will be skeptical, and the burden is onthe student to show proof.

The readings are synthesized and / or there arediscussions to create his/her own ideas.

Analyses should be thoughtful, specific, anddetailed.

Implications are offered of the analysis. Purposeis to go beyond the obvious; the solutions must becritically sound.

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STUDY MATERIALS

Required literature:

Bryman, A. & Bell, E. 2003. Business Research Methods.

Oxford University Press.

Recommended literature:

Easterby-Smith, M., Thorpe, R., & Lowe, A. 2003. Management Research, An Introduction (2ed). SagePublications.

Ghauri, P. & Gronhaug, K. 2002. Research methods inbusiness studies, a practical guide. 2nd ed. Prentice HallEurope.

Saunders, M., Lewis, P. and Thornhill, P. 2007. Research Methods for Business Students. 4th ed. UK: PearsonEducation Limited.

Silverman, David 2000. Doing Qualitative Research: APractical Handbook. London: Sage

Denzin, N.K. & Lincoln, Y.S. (eds.) (2000). Handbook ofqualitative research. London: Sage Publications.

Alvesson, M. 2003. Beyond Neopositivists, Romantics,and Localists: A Reflexive Approach to Interviews in

Organizational Research. Academy of ManagementReview 28, 13-33.

Stake, Robert: The Art of Case Study Research. Sage 1995.Adler, P.A & Adler, P. 1994. Observational Techniques.In Lincoln, Y.S & Denzin, N.K. (eds.) Handbook of

Qualitative Research. Thousand Oaks, CA: Sage.Blaikie, N. 1991. A Critique of the Use of Triangulationin Social Research. Quality and Quantity 25, 115-36.

Eisenhardt Kathleen, "Building Theories from Case StudyResearch", Academy of Management Review, vol. 14, no.4, pp. 532-550, 1989.

Dyer, W. G. and Wilkins, A.L. (1991) "Better stories, not


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better constructs, to generate better theory: a rejoinder toEisenhardt", Academy of Management Review, Vol. 16No. 3. pp. 613-619.

Coffey, A. & Atkinson, P. 1996.Making Sense ofQualitative Data: Complimentary Research Strategies.

London: Sage.Czarniawska, B. 2004.Narrative in Social ScienceResearch London: Sage.

Additionally the students are required to become familiarwith other sources, especially those located electronically:to critically review articles in ProQuest and EBSCOdatabases and use ideas discussed in these articles in theirown research projects.


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1. NAME (in Estonian) JUHTIMIS- JAORGANISATSIOONITEOORIAD

2. NAME(in English) MANAGEMENT AND ORGANISATIONTHEORIES



5. LEADING PROFESSORS RUTH ALAS, Ph.D.TIIT ELENURM, Ph.D.

6. GENERAL GOALS OF THE

SUBJECT

To give profound knowledge in the field of organisation

and management combining the present theoretical

concepts with the analysis of future trends.

To create a general understanding of the main areas of

organisation and management theories.

To create a vision of the different interpretations of objectand principles of the organisation and management theoryin the following areas: connections between organisationand environment; organisation as a complex ofsubsystems; organisations structure and basic processes;factors that influence organisations development andfunctioning; organisations mechanisms.

To guarantee sufficient preparation for furtherdevelopment of theoretical principles of organisation andmanagement in such a way that students achieve a wholeunderstanding of basic concepts of organisation andmanagement theories and basic contradictions in existing

interpretations.Emphasising managerial aspect, to give essential

theoretical knowledge to cover the field widely, i.e. a

person in the organisation and his/her behaviour and

activity in different organisational cultures

7. LEARNING OUTCOMES OF

THE SUBJECT

Knowledge:

Student acquires knowledge about contingency theory,resource dependency theory, organisation ecology,transaction cost theory, institutional theory, organisationand environment integration theory, theory explaining thepower, political and cultural mechanisms of anorganisation, theory of relationships betweenorganisations.

Student acquires knowledge about the implementation ofthe newest organisational theories concepts to explainand forecast the economic development of theorganisation.


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Student is able to set up a research goal, draw uphypotheses and choose a method to conduct anorganization and management based research.

Student knows what kind of research goals andhypotheses it is possible to set according to different

theoretical principles and what kind of methodologicalprerequisites are important in developing the researchwithin the analyzed theories.

Skills:

Student is able to state managerial problems and evaluatetheir connection with the topic of the research.

Prepares a draft of the dissertations subparagraphs whichshows the connections between the problem and the mostimportant theoretical principles of the fields oforganisation and management.

Attitudes:

Understands the role of human resources in managementand similarities and differences between management inbusiness organisations and public sector.


SUBJECT

24 ac/h of auditory work, 12 ac/h of seminars, 124 hoursof independent work.

9. INDEPENDENT WORK Compilation of the bibliography on organisationand management and reports on bibliography

Analysis of hypotheses originating from differenttheories and possible tasks of research programmes

Independent work with bibliographical sources

and their discussion in small groups Identification of real management problems and

practical cases during interviews with top-rankedmanager and their analysis in small groups usingworld theories.

Discussions of independent work with the professor take

place later at the seminars:

- in the reports the main points of the articles are stated,comparative tables and conceptual schemes are compiled

- in the report progress and group processes are analysed

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EVALUATION FORMS The following aspectss are evaluated:a) preliminary knowledge of the admitted doctoralstudents about the basic concepts of organisation andmanagement;a) results of the independent written workb) reports on the articlesb) participation in seminars.


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EVALUATION TIME An admission test is held at the beginning of the course.Evaluation of independent works takes place after thediscussion of their results

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EVALUATION CRITERIA At the application test the preliminary knowledge of thedoctoral student in the fields of organisation andmanagement is evaluated. In case of a negative result thedoctoral student is given an additional task to make areport on the gaps of his knowledge.

The basis for evaluation of independent works is thesubstantial modernity and argumentativeness of the report,structure of the written paper and consistence andpersuasiveness of oral presentation.

Ability to work in a team or independently is the basis forevaluation of participation.

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STUDY MATERIALS

Hellriegel, D.. Jackson, S.E., Slocum J.W. 2002.Management: A Competency-Based Approach. Cincinatti:South-Western

Tsoukas, H., Knudsen, Ch. (Eds). 2005. The OxfordHandbook of Organizational Theory. Meta-theoretical

perspectives. Oxford: Oxford University Press

Pugh, D., Hickson, D. 2007. Great Writers onOrganizations. Hamspshire: Ashgate.

To pass the admission test at the beginning of the coursehave a look at the following material:

ksvrav, R. 2008. Organisatsioon ja juhtimine. Neljas,tiendatud trkk. TT Kirjastus; Alas, R. 2008.Juhtimisealused, Klim.

To write a report doctoral students use such databases asProQuest and EBSCO choosing new articles in the fieldsof organisation and management that are connected withtheir topic as supplementary literature.


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1. NAME (in Estonian) MIKROKONOOMIKA

2. NAME(in English) MICROECONOMICS

3. SUBJECT CODE ECO601


5. LEADING PROFESSOR ALARI PURJU, Ph.D.6. GENERAL GOALS OF THE

SUBJECT

One target of the course is to study fundamental conceptsof economics;

Another target is to describe an learn how to usemicroeconomics application in making managementdecisions.

The course goal is also to link the management decisionmaking with investigation of regularities of markets withdifferent structures.


Knowledge:

Microeconomics is a subject dealing with conceptualbasics and analytical methods in economic science.

The decision making process of individuals and firmsbased on these concepts and impact of market structure onit is analyzed.

The impact of risk an uncertainty, different time periods,asymmetry of information on economic analysis istreated.

The transaction cost approach and principal-agentframework together with game theory approach areconsidered additionally to traditional methods applied inmicroeconomics.

The last part of the course covers market failures, impactof taxes and role of public goods.

Skills:

Can apply microeconomic tools in analysis of demandand supply side factors related to economic activities;

Can apply economic analysis to prepare the economicdecision making on individual and company level;

Can formulate a core problems for economic analysis oncompany and industry level;

Can use info technological tools for economic analysis;

Attitudes:

Applies rational decision making tools and understandsthe role of objective analysis in decision making process;

Share values of rational approach to economic and


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business problems;

Understands a a wider social meaning of economic andbusiness activities


SUBJECT

40 contact hours and 120 hours of individual work.

9. INDEPENDENT WORK Two home works with emphasis on problems solving anda literature overview targeting application of economicanalysis tools in business filed close to topic of thesis.

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EVALUATION FORMS Grading take into account the regular work during thecourse and there is also an exam after the course based onthe whole study material

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EVALUATION TIME Current work is graded during the course and exam takesplace after the course ends.

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EVALUATION CRITERIA Grading:a) 2 homeworks, 10% of grade eachb) literature overview 10% of gradec) two tests, 10% of grade eachd) exam, 50% of grade

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OBLIGATORY AND OPTIONALSTUDY MATERIALS

Varian, Hal, R., 2003, 2006,IntermediateMicroeconomics. A Modern Approach. Sixth or Seventh

Edition, W.W. Norton&Company, New York, London.

Bowles, Samuel, 2004,Microeconomics. Behavior,Institutions, and Evolution. Princton University Press,Princton and London.

Journal of Economic Literature, different articles


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1. NAME (in Estonian) AVALIKE ORGANISATSIOONIDEJUHTIMINE JA SELLE IGUSLIKKESKKOND

2. NAME(in English) MANAGEMENT OF PUBLIC

ORGANISATIONS AND THEIR LEGALFRAMEWORK

3. SUBJECT CODE PUB621


5. LEADING PROFESSOR ARNO ALMANN, Ph.D.


To provide a generalised discussion on the basiccharacteristics of public institutions administration as wellas on theoretical and practical problems related to theadministration of public institutions.

To give an overview of choices and opportunities of apublic power institution during strategic decision-making,cooperation opportunities and forms between differentsectors and factors influencing them.

To give knowledge about the competencies of publicinstitutions and legal arrangement of relations betweenthem.

To achieve a good theoretical preparation for managingpublic institutions at different public power levels and incoordinating cooperation between different institutions inchanging and globalising world.


THE SUBJECT

Student understands the differences in management ofpublic institutions and is able to implement them whenmanaging public institutions.

Student knows the analytical methods essential forcompiling strategies and development plans and is able toimplement those in compiling, realising and monitoringstrategic development programmes and plans.

Student has a sufficient overview of cooperationopportunities in public sector, knows cooperation formsbetween sectors and within a sector, is able to take intoaccount internal and external factors that influencecooperation during planning, organising and supervisingcooperation process.

Student thoroughly knows competencies of publicinstitutions, and legal arrangement of relations in publicadministration organisations and typical problems thatoccur while implementing them, and is able to solve theseproblems. probleeme ja oskab neid lahendada.


SUBJECT

Obligatory auditory works consists of lectures andseminars. Independent work is studying theoretical


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sources and legislative act.

9. INDEPENDENT WORK Analysis of topics relevant to the subject in the context ofDoctoral Thesis on the basis of topics given by theProfessor.

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EVALUATION FORMS Participation in auditory work (10%), at seminars (20%)

and independent work (20%) are evaluated. The courseends with an individual exam (50%).

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EVALUATION TIME Evaluation takes place during the course and at its end.

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EVALUATION CRITERIA Knowledge of the materials.Ability to combine theoretical knowledge with practicalopportunities and needs.Ability to use legislative acts in managing publicadministration institutions in different situations.Ability to connect the acquired knowledge with theproblems of the Thesis.

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OBLIGATORY AND OPTIONALSTUDY MATERIALS Obligatory legislative acts:Constitution of the Republic of Estonia. Commented

Edition. Government of the Republic Act, LocalGovernment Organisation Act, Administrative Co-operation Act, Constitutional JudgementsNote: additional study materials are given during thecourse.


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1. NAME (in Estonian) STRATEEGILINE JUHTIMINE

2. NAME(in English) STRATEGIC MANAGEMENT



5. LEADING PROFESSOR TIIT ELENURM, Ph.D.


SUBJECT

To give knowledge required for research and developmentof strategic management.

To create an idea of theoretical principles in the strategicmanagement process and managers strategic choices.

To give an overview of new areas and concepts ofstrategic management and the possibilities of theirimplementation in order to develop organisation and toenable strategic changes in business organisations and inpublic administration.

To guarantee the preparation of the doctoral student forimplementation of his/her research results as one of thecomponents of strategic management


THE SUBJECT

Knowledge:

Student deepens his/her knowledge of developmentphases of strategic management in large, middle and smallcompanies and strategic managements keys to success.

Student knows new strategic concepts, understands theiropportunities and limits in strategic sense and is able tofind practical aqpplications of strategy theories.

Student understands the role of managers and owners instrategy work and the opportunities of researchers ininfluencing the process of development andimplementation of a strategy.

Skills:

Student is able to analyse important strategic choicesmade in large companies in Estonia and in the world atthe level of group, strategic business unit or function.Student is able to compare strategic choices in large andsmall enterprises and organisations.

Student is able to evaluate opportunities and risks of

strategic solutions made to creatively redefine innovationand business ideas.

According to the connection of the Doctoral Thesis with acertain economic sector student is able to implementstrategic models and mindmaps to influence strategicdevelopment by means of presenting and implementingthe results of his/her research.

Student is able to plan strategic meetings and training


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activities for organisation development programmes.

Attitudes:

Student understands the importance of opportunities andrisks of strategic solutions made to creatively redefineinnovation and business ideas as a means to guarantee

competitive advantage of Estonian economy andcontinuous development of Estonian society.


SUBJECT

20 ac/h of lectures, 16 ac/h of seminars, 124hours of independent work

9. INDEPENDENT WORK Compiling reports of strategic bibliography andreviews of publications

Analysis of practical strategic cases

Tasks on conducting strategic audit

development and test of strategic managementmethods

Planning a strategic seminar in an organisationResults of independent work are discussed at the seminars

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EVALUATION FORMS The following aspects are evaluated:a) results of the independent written workb) reports on articlesc) plan of strategy training (role play)d) participation in seminars

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EVALUATION TIME Evaluation of independent work takes place after thediscussion of their results at the trainings.

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EVALUATION CRITERIA The basis for evaluation of independent works is thesubstantial new information and argumentativeness of the

report, structure of the written paper and consistence andpersuasiveness of oral presentation.While evaluation the plan of strategic training itspurposefulness, diversification of strategic trainingmethods and compatibility with the situation are takeninto consideration.Ability to work in a team or independently is the basis forevaluation of participation.

13.


Boxall, P., Purcell, J. 2003. Strategy and human resourcemanagement,New York: Palgrave MacmillianGhemawat, P., Cassiman, B., Collins, D., Rivkin, J. 2006.Strategy and the business landscape. 2nd ed., Upper

Saddle River, N.Y.:Pearson/Prentice Hall.Hill, Ch., Jones, G. 2008. Strategic Management Theory.An integrated approach, Cengage Learning.

Jones, P. 2008. Communicating strategy, Aldershot :Gower.Kim, C., Mauborgne, R. 2005. Blue Ocean Strategy: Howto Create Uncontested Market Space and MakeCompetition Irrelevant, Harvad Business School
http://www.multitran.ru/c/m.exe?t=791764_1_2http://www.multitran.ru/c/m.exe?t=791764_1_2


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Publishing.Kaplan, R.S., D.P. 2004. Strategy maps, Harvard BusinessSchool Press.

Mintzberg, H., Ahlstrand, B., Lampel, J. 2005. Strategysafari: a guided tour through the wilds of strategic

management, New York: Free PressAlas, R. 2005. Strateegiline juhtimine. 3tr. Tallinn: Klim.

Koch, R. 2007. Strateegia ksiraamat. Tallinn: Tnapev.Leimann, J., Skrvad, P.-H., Teder, J. 2003. Strateegilinejuhtimine, Tallinn: Klim.

As supplementary material Doctoral students analyse thenewest articles available in Pro Questiis ja EBSCOswith the help of which they can connect the topic of theirDoctoral Thesis with problems of strategic management.


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1. NAME (in Estonian) TNAPEVA SOTSIAALTEADUSTEPARADIGMAD, MEETODID, LHENEMISED

2. NAME(in English) METHODS, PARADIGMS AND APPROACHESOF CONTEMPORARY SOCIAL SCIENCES

3. SUBJECT CODE SOC6404. VOLUME OF STUDIES 6 ECTS 36 contact hours, 124 independent work hours

5. LEADING PROFESSOR EERO LOONE, D.Sc.


Provide doctoral students with background knowledgeand critical abilities for rational and reasonable choicebetween major available research approaches andmethods in social sciences, to facilitate reasonableselection and development of methods appropriate forparticular research goals.


THE SUBJECT

Understanding the diversity of social science paradigms

and implications of the existence of a variety of methodsand approaches

Understanding of essential features, similarities anddifferences of major research approaches in socialsciences

Development of a basic critical ability to effect selectionbetween available methods in accordance withresearchers particular goals and tasks

Understanding of the dependencies between researchresults and methods / approaches used in research

8. ORGANIZATION OF THESUBJECT Lectures 20 hours, seminars 16 hours, paper 124 hours

9. INDEPENDENT WORK Independent paper: independent analysis of an approach,paradigm or a set of methods.Preparation for seminar discussions.

10

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EVALUATION FORMS Summary grade at the end of the course, grading inaccordance to the EBS grading scale

11.

EVALUATION TIME At the end of the course (during examination period)

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EVALUATION CRITERIA Grading is based on written examination at the end ofcourse, assessment of the paper and of the seminar

contributions of the student, assesses the strengths andweaknesses of the student and, in particular, her creativeabilities, independence of thinking, skills in using datawithin reasoning

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STUDY MATERIALS

*Theory and Methods in Political Science, ed. DavidMarsh and Stoker, Gerry. Palgrave Macmillan, 2002.*Harold Kincaid.Philosophical Foundations of the SocialSciences. Cambridge University Press, 1996.


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Ernest Gellner.Relativism and the Social Sciences.Cambridge University Press, 1985.R.G.Collingwood. The Idea of History. Clarendon Press,various editions.Titles marked * are obligatory. Additional titles may berecommended for particular seminars and papers.


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1. NAME (in Estonian) TEADMUSJUHTIMINE JAINTELLEKTUAALNE KAPITAL

2. NAME(in English) KNOWLEDGE MANAGEMENT ANDINTELLECTUAL CAPITAL



5. LEADING PROFESSOR TIIT ELENURM, Ph.D.


SUBJECT

To explain the role of knowledge management andintellectual capital in development of different types oforganisations.

To create an idea of knowledge management andintellectual capital and their implementation.

To obtain abilities of using and developingWebCT/Blackboard e-learning environment.

To guarantee that doctoral student understands the role ofhis/her research in developing knowledge managementand increasing intellectual capital.

To develop abilities essential to start and directknowledge management projects


THE SUBJECT

Knowledge:

Student knows the concepts of knowledge managementand intellectual capital, understands their specificity inbusiness and public administration, small and biginternational companies.

Student understands the role of knowledge managementin consumer-oriented and research-oriented companies.

Student knows the means and processes of developmentof knowledge management and the barriers occurring inthese processes.

Skills:

Student is able to evaluate the intellectual capital of anorganisation and analyse priorities of knowledgemanagement in organisations that are connected with thedoctoral students Thesis.

Student is able to analyse and disclose an organisationscore competencies and the processes connected with it.

According to the connection of the Thesis with a certaineconomic sector or public administration student is able toset up initial tasks of the development of knowledgemanagement.

Student is able to find organisational and IT means that


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help to share knowledge.

Attitudes:

Student understands the role of sharing knowledge andnetwork cooperation as the key to success oforganisations, researchers and experts.


SUBJECT


9. INDEPENDENT WORK Analysis of study materials in WebCT/Blackboard e-learning environment

Passing tests in e-learning environment anddeveloping additional questions for furtherdevelopment of tests

Analysis of cases of knowledge management projects

Evaluation of knowledge management prerequisitesDiscussions with the professor take place later at the

seminars10.

EVALUATION FORMS The following aspects are evaluated:a) results of the independent written workb) reports on articlesc) plan of strategic training (role play)d) participation in seminars

11

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EVALUATION TIME Evaluation of independent work takes place after thediscussion of their results at the trainings.

12

.

EVALUATION CRITERIA The basis for evaluation of independent works is thesubstantial modernity and argumentativeness of thereport, structure of the written paper and consistence and

persuasiveness of oral presentation. .While evaluation the plan of strategic training itspurposefulness, diversification of strategic trainingmethods and compatibility with the situation are takeninto consideration.

Ability to work in a team or independently is the basis forevaluation of participation.

13.


Arbnor, I., Bjerke, B. 2009.Methodology for creatingbusiness knowledge. 3rd ed., London: Sage Publications.

Easterby-Smith, M., Lyles, M (Eds). 2005.Handbook oforganizational learning and knowledge management,

Blackwell Publishing.Elenurm, T. 2006. Learning Networking and KnowledgeSharing Skills in Cross-border E-learning and StudentExchange Processes. Proceedings 6th EuropeanConference on Knowledge Management. Ed. by DanRemenyi, p. 144-151.

Edvinsson, L. 2003.Ettevtluse pikkuskraadid.
http://www.multitran.ru/c/m.exe?t=791764_1_2http://www.multitran.ru/c/m.exe?t=791764_1_2


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Avastusretk teadmusmajandusse, Tallinn: Pegasus.

Jansen, W. , Steenbakkers, W., Jgers, H. 2007.Newbusiness models for the knowledge economy, Aldershot:Gower, c2007

Morely, D., Maybury, M., Thuraisingham, B.(ed). 2002.

Knowledge Management: classic and contemporary works,Massachusetts: MIT

As supplementary material Doctoral students analyse thenewest articles available in Pro Questi and EBSCOs withthe help of which they can connect the topic of theirDoctoral Thesis with problemats of strategic management.


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1. NAME (in Estonian) SSTEEMITEOORIA

2. NAME(in English) SYSTEMS SCIENCE

3. SUBJECT CODE INF602

4. VOLUME OF STUDIES 6 ECTS 36 contact hours, 124 independent work hours5. LEADING PROFESSOR PEETER LORENTS, Ph.D.


SUBJECT

To give an overview of those concepts, principles andmethods that we need in us and in the surrounding worldto describe different systems and understand their statusand development.To give an idea of the essence of property and relations.To give an idea of the system as a complex of certainelements, property of elements and relations betweenthem.To give an idea of similarity forms and the essence ofmodelling of systems.To give an idea of time as a system, the essence ofdependence on time, static and dynamic interpretationmethods of systems.To give an idea of evaluating, controlling and analysingsystems.To give an idea of general principles with whichconstruction, condition and development of systemscomply regardless of the type of system: either inanimatesystems (e.g. houses, cars, computer networks etc) oranimate systems (e.g. people) or mixed systems (e.g.business organisations, manufacturing businesses etc).To give an idea of systems animateness and

inanimateness, and their death.To give an idea of the principles of systems ethics.


THE SUBJECT

Knowledge: Elements and profound elements in complex. Property and relations. Systems with one or many basic sets of elements.

Immanent parts of systems. Similarities and modelling of systems. Time as a system. Dependence of time. Causality.

Influences and factors of influence. Similarity of systems. Modelling.

Estimation and evaluation. Control and analysis. Life and death of systems. Vital part of systems.

Struggle and protection of systems. Systems ethics.

Skills: Ability to describe systems. Ability to mine systems (systems mining).


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Ability to recognise similarities and differences ofsystems.

Ability to define influence factors, profound reasons,concurrent reasons and concurrent and distantconsequences.

Ability to define immanent and vital components ofsystems and evaluate their animateness andinanimateness.

Ability to esteem ethically. Ability to rest upon terms and basic principles of

systemics to understand the construction of systemsand everything that happens with or in them.

Attitudes:Student understands the role of correctly defined termsand basic principles to construct systems, describe theirdevelopment and comprehend them.

Student respects and doesnt ignore principles of systemswhile modelling decisions and plans connected withsystems.


SUBJECT


9. INDEPENDENT WORK Description of things, events etc in his/her life orsomewhere else as systems.

Description of events linked to the basic principles ofsystems world in his/her everyday life or somewhereelse.

Description of immanent and vital parts of systemsappearing in everyday life.

Ethical evaluation of opportunities or vica versa ofexamples linked to opportunities

10

.

EVALUATION FORMS The following aspects are evaluated:a) results of independent written workb) reports on articles and books

In case of completing tasks the grade is formed on thebasis of proportion between the number of given tasksand the number of correct answers (number of correctanswers/number of given tasks)

11

.

EVALUATION TIME Evaluation takes place about a week after the agreeddeadline of handing in assignments.

12.

EVALUATION CRITERIA The criteria for evaluation of independent works or oralpresentations are the modernity of the content,argumentativeness, systematicalness, consistency andpersuasiveness.

In case of given tasks the criteria for evaluation is thecorrectness of answers.

15

.


STUDY MATERIALS

Lorents P. Ssteemide maailm. Tartu likooli Kirjastus.Tartu 2006.


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1. NAME (in Estonian) LOOGIKA

2. NAME(in English) LOGIC

3. SUBJECT CODE INF601

4. VOLUME OF STUDIES 6 ECTS 36 contact hours, 124 independent work hours5. LEADING PROFESSOR PEETER LORENTS, Ph.D.


To give an overview of those terms and methods of logicthat are needed to declare and analyse logical aspects (e.g.truthfulness, consistency etc) of statements andexplanations appearing in documents or duringnegotiations

To create an idea of transformation of statements andexplanations in natural language into logical formulas andproofs.

To create an idea of the essence and connection of truth

(falsehood) and provability (unprovability).

To create an idea of the essence of contradictoriness andconsistency and methods of its recognition.


Knowledge:

Logics alphabets, terms, formulas, sequences andtheir classical and non-classical interpretations.

Logics terms and formulas as a presentation ofinstructions and statements in the natural language

Derivational steps and their consistency andincorrectness. Derivation and arguments as a

presentation of argumentation in texts in naturallanguage. Systems of derivation rules. Contradictions. Deductive and semantic consistency.

Skills:

Ability to transform texts in the natural language intologics terms, formulas and proofs.

Ability to transform statements in the texts in naturallanguage into logics formulas.

Ability to recognise consistency or incorrectness ofderivational steps.

Ability to make conclusions and arguments. Ability to recognise incorrectness in argumentations.

Attitudes:

Student understands scientific approach; the importanceof logics intellectual instrument and methods from theaspect of guarantee and control of reliability of statementsand arguments.

8. ORGANIZATION OF THE 20 ac/h of lectures, 16 ac/h of seminars, 124


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SUBJECT hours of independent work

9. INDEPENDENT WORK Mining Interpretation of formulas

Recognition of the consistency or incorrectness ofderivation steps

Recognition of contradiction and consistency Report on different logics and their fields of

implementation

Report on the history of logic

10. EVALUATION FORMS The following aspects are evaluated:a) results of independent written workb) reports on articles and books

In case of completing tasks the grade is formed on thebasis of proportion between the number of given tasksand the number of correct answers (number of correctanswers/number of given tasks)

11. EVALUATION TIME Evaluation takes place about a week after the agreeddeadline of handing in assignments.

12. EVALUATION CRITERIA The criteria for evaluation of written works or oralpresentations are the modernity of the content,argumentativeness, systematicalness, consistency andpersuasiveness.

In case of given tasks the criteria for evaluation is thecorrectness of answers.

13. OBLIGATORY AND OPTIONALSTUDY MATERIALS

Lorents P.Keel ja loogika. EBS Print. Tallinn 2000.

Lorents P.Hulgad, valemid, algoritmid. EBS Print.Tallinn 2002.

Tamme t., Tammet T., Prank R.Loogika. Mtlemisesttestamiseni. Tartu likooli Kirjastus. Tartu 2002


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1. NAME (in Estonian) SOTSIAALPSHHOLOOGIA

2. NAME(in English) SOCIAL PSYCHOLOGY

3. SUBJECT CODE SOC650

4. VOLUME OF STUDIES 3 ECTS, 18 contact hours, 62 independent work hours

5. LEADING PROFESSOR JAAN ENNULO, Ph.D.


SUBJECT

To acquire competencies in the most important theoriesand regularities of social psychology, and theirimplementation.

To guarantee that student understands relationship andprocesses between people in organisations.

To give essential knowledge to manage socialpsychological processes in an organisation.


At the end of the course students must know the mostimportant theories, be familiar with their differences, be

able to implement them to understand and solve certainproblems while managing people. Students must be ableto draw up hypotheses, plan experiments and use socialpsychological methods in their research.

At the end of the course student knows what can beexplained with the help of social psychological researchand is able to explain the tasks to the person conductingthe research. Students communication and managementskills must be improved.


SUBJECT

Study work is held in form of lectures, seminars andindependent work.

9. INDEPENDENT WORK Every student must find one social psychological conflictsituation from his or others life, explain the situation withthe help of theories and propose a solution. The workmust be presented and discussed in groups.

10.

EVALUATION FORMS Exam, homework and participation are evaluatedaccording to EBS evaluation system.


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1. NAME (in Estonian) RAHVUSVAHELINE TURUNDUS

2. NAME(in English) INTERNATIONAL MARKETING

3. SUBJECT CODE BUS638


5. LEADING PROFESSOR KATRI KEREM, Ph.D.


To give various information about international marketingtheories and concepts.

To give an idea of international marketing system and keyfactors.

To create connections between theoretical interpretationsand practical problem solving using the analysis ofresearch cases.

To guarantee that students are sufficiently prepared forconducting international marketing researchindependently.


THE SUBJECT

Student gets information in the following areas: International marketing theories Environmental factors of international marketing Essence and development of distribution systems Social and cultural factors and business traditions Product and service management on international

markets International markets penetration strategies International pricing

Skills: Student is able to create, manage and analyse

international marketing strategies Student analyses research cases Student is able to implement international marketing

theories to solve practical problems and answertheoretical questions.

Attitudes: Understanding of different influence factors of

international marketing Understanding of the specifics of globalisation and

localisation8. ORGANIZATION OF THE

SUBJECT

20 ac/h of auditory lectures, 16 ac/h of seminars, 124hours of independent work.

9. INDEPENDENT WORK Studying scientific literature and analysing articles

Group discussions

Analysis of case studies

Creating marketing strategies


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10

.

EVALUATION FORMS The following factors are evaluated:a) studying scientific literature and presenting the resultsat seminarsb) results of group worksb) participation in seminars

c) general knowledge at the end of the course13.

EVALUATION TIME 60% of evaluation takes place during the course on thebasis of independent works and participation in seminars.40% of the grade gives the exam at the end of the course

12

.

EVALUATION CRITERIA Argumentativeness, structure and content quality of workare the basis for evaluation of analysis of scientificliterature and group works. Structure and persuasivenessof the presentation are taken into account to evaluate oralpresentations.

13

.


STUDY MATERIALS

Study literature:Onkvisit, Sak; John Shaw 2008International Marketing.Strategy and Theory. Routledge

Lee, Kiefer and Steve Carter 2009 Global MarketingManagement. Oxford University Press

Scientific periodicals:Journal of International Marketing

International Marketing Review

International Business Review

Journal of Business Ethics

Journal of Business Research

European Journal of Marketing

International Journal of Advertising

Journal of AdvertisingJournal of Advertising Research

Journal of International Business Studies


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1. NAME (in Estonian) ORGANISATSIOONILISTE MUUDATUSTEJUHTIMISTEOORIAD

2. NAME(in English) THEORIES OF MANAGEMENT OF

ORGANISATIONAL CHANGES3. SUBJECT CODE MAN678


5. LEADING PROFESSOR RUTH ALAS, Ph.D.


SUBJECT

To give profound knowledge in management oforganisational changes combining the present theoreticalconcepts with the analysis of future trends.

To create a general understanding of the main trends ofthe theories of management of organisational changes.

To create a vision of the different interpretations of objectand principles of the theories of management oforganisational changes in the following fields: types oforganisational changes, the process of organisationalchange enablement, the readiness of the organisation forchanges, contact between organisation and environment.

To guarantee sufficient preparation for furtherdevelopment of theoretical principles in such a way thatstudents achieve a whole understanding of basic conceptsand contradictions of theories of management oforganisational changes.

Emphasising managerial aspect, to give essentialtheoretical knowledge to cover the field widely, i.e. aperson in the organisation and his/her behaviour andactivity before, during and after change enablement.


THE SUBJECT

Student acquires knowledge about theories of the essenceof changes, process theories, readiness theories andenvironment theories.

Student understands the implementation of theories ofmanagement of organisational changes in transitioneconomy organisations.

Student is able to set up research goals, draw uphypotheses and choose methods to conduct a research onorganisational changes.

Student knows what kind of research goals andhypotheses it is possible to set according to differenttheoretical principles and what kind of methodologicalprerequisites are important in developing the researchwithin the analysed theories.

8. ORGANIZATION OF THESUBJECT

20 ac/h of lectures, 16 ac/h of seminars, 124 hours ofindependent work.


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9. INDEPENDENT WORK Compilation of the bibliography on and reports onbibliography

Compilation of hypotheses and research programmesaccording to different theories

Writing reports based on independent and groupdiscussions of sources

Analysis of real situations and practical cases in smallgroups using world theories. Writing of reports.

Both discussions take place later with the Professors at theseminar.

Writing reports: the main points of the articles are stated, comparative

tables and conceptual schemes are compiled in thereports

progress and group processes are analysed in thereport

10.

EVALUATION FORMS The results of the independent written works andparticipation in seminars are evaluated.

11.


Alas, R. (2008). `The impact of Work-related Values onthe Readiness to Change in Estonian Organizations .Journal of Business Ethics, accepted.

Alas, R. (2008). `Implementation of organizationalchanges in Estonian companies . Journal of BusinessEconomics and Management, 9(4), 289-297.

Alas, R. and Rees, C. J. (2006). Work-related Attitudes,Values and Radical Change in Post-Socialist Contexts: AComparative Study, Journal of Business Ethics, 68(2),

181-189.Alas, R., Ennulo, J. and Trnpuu, L. (2006). Managerialvalues in the institutional context, Journal of BusinessEthics, 65(3): 269-278.

Alas, R. and Vadi, M., (2008). `Lessons for strategiccommunication from transitional changes in the Estonianorganizations`, International Journal of StrategicCommunication, 2(4): 201 215.

Alas, R. (2008). Employee's Willingness to participate inImplementation of organizational Change, Managementof Organizations: Systematic Research, 46, 7-16.

Alas, R. (2007). `The Triangular Model for Dealing withOrganizational Change`. Journal of ChangeManagement. Vol. 7, No. 3 & 4, 255 - 271.

Alas, R. and Sharifi, S. 2002. Organizational Learningand Resistance to Change in Estonian Companies. HumanResource Development International, 5(3), pp. 313-331.

Argyris, C. (1990) Overcoming Organizational Defences:Facilitating Organizational Learning. Boston: Allyn &


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Bacon.

Armenakis, A. A. 1988.A Review of Research on theChange Typology. in: Woodman, R. W., Pasmore, W. A.(Eds.) Research in Organizational Change andDevelopment, Vol. 2: 163-194.

Armenakis, A. A., & Bedeian, A., G. (1999)Organizational Change: A Review of Theory andResearch in the 1990s. Journal of Management, 25, pp.293-315.

Beer, M., Eisenstat, R., & Spector, B. (1990) WhyChange Programs Dont Produce Change. HarvardBusiness Review, November-December, pp.158-166.

Bennis, W.G. (1966) Changing Organizations. Essays onthe Development and Evolution of Human Organization.McGraw-Hill.

Bian, M. L. 2005. The Making of the State Enterprise

System in Modern China: The Dynamics of InstitutionalChange. Cambridge: Harvard University Press.

Chiabury, D.S. 2006. Managing Organizational Change inTransition Economies. Journal of Organizational ChangeManagement 19 (6): 738-746.

Kotter, J. 1995. Leading change: Why transformationefforts fail, Harvard Business Review 73(2): 59-67.

Liuhto, K. 1999. The Organisational and ManagerialTransformation in Turbulent Business Environments Managers views on the transition of their enterprise insome of the European former Soviet Respublics in the

1990s, Publications of the Turku School of Economicsand Business Administration. Series A-9.

Marshak, R. 1993. Lewin meets Confucius: a review ofthe OD model of change, Journal of Applied BehavioralScience 29(4): 393-415.

Struckman, C. H., and Yammarino, F. J. 2003.Organizational change: A categorization scheme andresponse model with readiness factors. In Woodman, R.W., & Pasmore, W. A. (Eds.) Research in OrganizationalChange and Development, 14, 1-50. Greenwich, JAIPress.

Uhlenbruck, K., Meyer, K.E. & Hitt, M.A. 2003.Organizational transformation in transition economies:Resource-based and organizational learning perspectives,Journal of Management Studies 40(2): 257-82.

Van de Ven, A. & Poole, M. 1995. Explainingdevelopment and change in organizations, Academy ofManagement Review 20(3): 510-40.

Weick, K. & Quinn, R. 1999. Organizational change anddevelopment, Annual Review of Psychology 50(1):


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361-86.


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1. NAME (in Estonian) EETIKA JA VASTUTUSTUNDLIKKUSJUHTIMISES

2. NAME(in English) ETHICS AND RESPONSIBILITY INMANAGEMENT

3. SUBJECT CODE SOC6764. VOLUME OF STUDIES 6 ECTS 36 contact hours, 124 independent work hours

5. LEADING PROFESSOR MARI KOOSKORA, Ph.D.


SUBJECT

To give profound knowledge in ethics and responsibility inmanagement combining the present theoretical conceptswith the analysis of future trends.

To create a general understanding of the main trends of thetheories of business ethics, corporate responsibility andethical leadership.

To create a vision of the different interpretations of objectand principles of the theories in the following fields: ethicsand responsibility in management, in business, inorganization, in leadership, relationships of organizationsand the environment, stakeholder approach.

To guarantee sufficient preparation for furtherdevelopment of theoretical principles in such a way thatstudents achieve a whole understanding of basic conceptsand contradictions of theories of ethics and responsibilityin management.

Emphasising managerial aspect, to give essentialtheoretical knowledge to cover the field widely, i.e. aperson in the organisation and his/her behaviour andactivity before, during and after change enablement.


THE SUBJECT

Student acquires knowledge about theories of the ethicsand responsibility in management, the need and essenceethical and responsible business activities.

Student understands the implementation of theories ofethics and responsibility in transition economyorganisations.

Student is able to set up research goals, draw up researchquestions and / or hypothesis, and choose methods toconduct a research on ethics and responsibility inmanagement.

Student knows what kind of research goals and researchquestions and / or hypotheses it is possible to set accordingto different theoretical principles and what kind ofmethodological prerequisites are important in developingthe research within the analyzed theories.


20 ac/h of lectures, 16 ac/h of seminars, 124 hours ofindependent work.


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9. INDEPENDENT WORK Compilation of the bibliography on and reports onbibliography

Compilation of hypotheses and research programmesaccording to different theories

Writing reports based on independent and groupdiscussions of sources

Analysis of real situations and practical cases in smallgroups using world theories. Writing of reports.

Both discussions take place later with the Professors at theseminar.

Writing reports: the main points of the articles are stated, comparative

tables and conceptual schemes are compiled in thereports

progress and group processes are analysed in the report

10. EVALUATION FORMS The results of the independent written works andparticipation in seminars are evaluated.

11. EVALUATION CRITERIA

(assume that the subject is whole,take into account the subjectvolume, think about evaluationmethods, besides internalexpectancies describe also theformal ones)

The writing should be organized -- the main point ofthe argument is evident, and there is a logic in goingfrom A to B

Arguments are justified using readings and classmaterial. The purpose is to convince the audience as tothe correctness of ones position. The audience willbe skeptical, and the burden is on the student to showproof

The readings are synthesized and/or there arediscussions to create his/her own ideas

Implications are offered of the analysis. Purpose is togo beyond the obvious; the solutions must be criticallysound.

12. OBLIGATORY AND OPTIONAL

STUDY MATERIALS

Kooskora, M. 2008. Understanding Corporate MoralDevelopment in the Context of Rapid and RadicalChanges. The Case of Estonia. Doctoral dissertation.Jyvskyl: Jyvskyl University. ISBN: 978-951-39-3221-3 ISSN: 1457-1986, 65

Kooskora, M. 2008. Corporate governance from thestakeholder perspective, in the context of Estonian businessorganizations, Baltic Management Journal, 2 (3), pp. 193-

217.Kooskora, M. 2005. (ed) Proceedings of the EBENResearch Conference June 16-18, 2005, EBS, Tallinn,Estonia, (peer-reviewed) 70p.

Issues of EBS Review

Carroll, A.B. 1995. Stakeholder Thinking in Three Modelsof Management Morality: A Perspective with Strategic
http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=DE47D342209506D1AB946D256B62C43B?contentType=Article&contentId=1724225


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Implications. In: Nsi, J. (Ed.) Understanding StakeholderThinking. Helsinki: LSR Publications.

Carroll, A.B. 1991. The pyramid of corporate socialresponsibility:toward the moral management oforganizational stakeholders. Business Horizons 34 (4), 39-

48.Cavanagh, G. F., Moberg, D. J. & Velasquez, M. 1981.The Ethics of rganizational Politics. Academy ofManagement Review 6, 363374.

Donaldson, T. 1994. The Social Contract: Norms for acorporate conscience. In: Hoffman, M.W. & Frederick,R.E. (Eds.) Business Ethics: Readings and Cases inCorporate Morality. 3ed, New York: McGraw-Hill.

Donaldson, T. 1992. The language of internationalcorporate ethics. Business Ethics Quarterly 2 (3), 271-281.

Donaldson, T.W. & Preston, L.E. 1995. The StakeholderTheory of the Corporation: Concepts, Evidence, andImplications. Academy of Management Review 20, 65-91.

Freeman, R.E. 1995. Stakeholder Thinking: The State ofthe Art. In: Nsi, J. (Ed.) Understanding StakeholderThinking. Helsinki: LSR-Julkaisut, 35-46.

Freeman, E.R. & Liedka, J. 1991. Corporate SocialResponsibility: A Critical Approach. Business Horizons,July-August, 92-96.

Freeman, E.R., Wicks, A.C. & Parmar, B. 2004.Stakeholder Theory and the Corporate Objective Revisited.

Organization Science 15 (3), 364369.Jones, T.M. 1995. Instrumental Stakeholder Theory: ASynthesis of Ethics and Economics. Academy ofManagement Review 20, 404-437.

Kujala, Johanna, Merikari, Paula & Enroth, Jenni 2007.Putting Corporate Responsibility in Practice: Examiningthe Gap between Strategic Plans and Operational Actions.In Wempe, Ben & Logsdon

Jeanne M. (eds.) Proceedings of the Eighteenth AnnualMeeting of the International Association for Business andSociety, 192196.

Logsdon, J.M. & Yuthas, K. 1997. Corporate socialperformance, stakeholder orientation, and organizationalmoral development. Journal of Business Ethics 16 (12/13),1213-1226.

Nsi, J. 1995. What is Stakeholder Thinking? A snapshotof a social theory of the firm. In: Nsi, J. (Ed.)Understanding Stakeholder Thinking. Jyvskyl:


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Gummerus Kirjapaino.

O'Malley, C. 2003. Why entrepreneurs and innovators, notestablished businesses, will lead the way to a sustainablesociety. European Business Forumhttp://www.ebfonline.com/at_forum/at_forum.asp?

id=449&linked=448 (02.04.06)Paine, L.S. 2002. Value Shift: Why Companies MustMerge Social and Financial Imperatives to AchieveSuperior Performance. McGraw-Hill Companies.Velasquez, M. 2002. Business Ethics. Concepts and Cases.5ed, Pearson Education International.

Additionally the students are required to become familiarwith other sources, especially those located electronically:to critically review articles in ProQuest and EBSCOdatabases and be able to use ideas discussed in thesearticles in their own research projects.

Journals and Periodicals:Journal of Psychology, Academy of Management Journal,

Administrative Science Quarterly, Journal of Management,

Management Review and Society for the Advancement of

Management (SAM) journal; Journal of Business Ethics.
http://www.ebfonline.com/at_forum/at_forum.asp?id=449&linked=448http://www.ebfonline.com/at_forum/at_forum.asp?id=449&linked=448http://www.ebfonline.com/at_forum/at_forum.asp?id=449&linked=448http://www.ebfonline.com/at_forum/at_forum.asp?id=449&linked=448


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1. NAME (in Estonian) KBERNEETIKA ALUSED JAEMERGENTSED SSTEEMID

2. NAME(in English) FUNDAMENTALS OF CYBERNETICS ANDEMERGENT SYSTEMS

3. SUBJECT CODE PUB6224. VOLUME OF STUDIES 3 ECTS 18 contact hours, 64 independent work hours

5. LEADING PROFESSOR OLAV AARNA, D.Sc.


SUBJECT

To develop general understanding of the philosophicaland methodological role of cybernetic theories and theirapplicability in management and management research.To develop generalized approach to managementproblems based on first and second order cyberneticmodels.Introduce emergent systems models as a tool formodelling organizations behaviour.


Student knows: concepts and models of the first order cybernetics and

second order cybernetics concepts and models of the second order cybernetics

and second order cybernetics concepts and models of emergent systems different interpretations and applications of the state

and measurement concepts

Student understands interrelations between basic conceptsand models of first order and second order cyberneticsand is able to apply them to his/her objects of research.


Lectures 12 hours and seminars 6 hours. Independentwork 64 hours for preparing a paper.

9. INDEPENDENT WORK The student prepares a course paper analysing his/herresearch object from the cybernetical and emergentsystems modelling point of view

10

.

EVALUATION FORMS Participation in lectures (10%) and seminars (20%). Thecourse ends with public defence of the course paper(70%).

11

.

EVALUATION TIME Evaluation takes place during the course and at its end.

12.

EVALUATION CRITERIA Knowledge of the theoretical concepts and models.

Ability to combine theoretical knowledge with practicalopportunities and needs.Ability to synthesize the acquired knowledge with theproblems of the Thesis.

13

.


STUDY MATERIALS

Principia Cybernetica Web. http://pespmc1.vub.ac.be/Wheatley, M.J. (2002).Juhtimine ja loodusteadus. Korraotsingul kaootilises maailmas, Fontese KirjastusLorents, P. (2006). Ssteemides maailm, T Kirjastus
http://pespmc1.vub.ac.be/http://pespmc1.vub.ac.be/


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Savimaa, R. (2005).Modelling Emergent Behaviour ofOrganisations. Time-aware, UML and agent basedapproach, TUT Press, Tallinn


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1. NAME (in Estonian) DOKTORISEMINAR

2. NAME(in English) DOCTORAL SEMINAR

3. SUBJECT CODE DMS609

4. VOLUME OF STUDIES 9 ECTS contact hours 48, independent work 192 hours

5. LEADING PROFESSOR RUTH ALAS, Ph.D.

TIIT ELENURM, Ph.D.

ARNO ALMANN, Ph.D.

ALARI PURJU, Ph.D.PEETER LORENTS, Ph.D.


SUBJECT

To give practical experience in presenting the results of anacademic research and disputing with the opponent

To give practical experience in acting as an opponent of aresearch programme and reviewing an article

To give practical experience in introducing and explaininghis/her own area of research

To compare and evaluate different research problemsdefinitions


THE SUBJECT

Knowledge:

Student is able to define the research goal, formulate theresearch problem, set up a hypothesis and researchquestions and choose a method to conduct organisationand management research.

Student knows what kind of research goals, hypothesesand questions he can define according to different

methodological principles and what kind ofmethodological factors are important to develop theresearch within the analysed theories.

Skills:

Student is able to present the results of the scientificresearch.

Student is able to critically analyse scientific articles

Student is able to define the research problem

Student is able to evaluate the ability of other doctoralstudents to formulate the problems of a scientific research,

choose methods, analyse the results and propose newsolutions.

Student is able to present his/her research direction eitherbriefly or at a great length

Attitudes:

Student develops his/her communication skills, ability towork in a group and to constructively criticise.


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Understands the importance of constructive criticism indeveloping a scientific idea.


8 ac/h of auditory work in the form of a seminar persemester. 32 ac/h of independent work per semester.

9. INDEPENDENT WORK Doctoral students present a scientific article or a part of a

Doctoral Thesis as the result of the independent work. Anopponent to the article or the part of the Doctoral thesis ischosen among other Doctoral students. The opponentasks questions and presents critical remarks andsuggestions to the speaker after the presentation.Other doctoral students who previously reviewed thematerial can ask questions after the dispute.

10

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EVALUATION FORMS The following aspects are evaluated:

Presentation

Opponent

Ivolvement of the doctoral students in the seminars

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EVALUATION CRITERIA The basis for evaluating independent work is the contentof the part of the article or the Doctoral Thesis: modernityand argumentativeness, structure of the written paper andconsistence and persuasiveness of oral presentation.

Ability to work in a group and individual presentation arethe basis for evaluating participation.

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STUDY MATERIALS

The drafts of the doctoral students articles are analysed

Doctoral Curriculum 2009 Courses

Documents

Transcript of Doctoral Curriculum 2009 Courses