ISCTE BUSINESS SCHOOL MASTER IN INTERNATIONAL MANAGEMENT COURSES...

ISCTE BUSINESS SCHOOL

MASTER IN INTERNATIONAL MANAGEMENT COURSES SILLABI

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Index

Quantitative Models for Management (3 ECTS) .......................................................................................... 2

Management Foundations and Marketing (3 ECTS) ..................................................................................... 3

Financial Management (3 ECTS) ................................................................................................................... 5

Communication Skills (3 ECTS) ..................................................................................................................... 7

Negotiation Skills (3 ECTS) ............................................................................................................................ 8

International Business (3 ECTS) .................................................................................................................. 10

Global Operations and Logistics (3 ECTS) ................................................................................................... 12

Intercultural Management (3 ECTS) ........................................................................................................... 14

International Finance (3 ECTS) ................................................................................................................... 16

International Global Marketing (3 ECTS) .................................................................................................... 17

E-Business (3 ECTS) ..................................................................................................................................... 19

Entrepreneurship and Networks (3 ECTS) .................................................................................................. 20

International Consulting (3 ECTS) ............................................................................................................... 22

International Human Resource Management (3 ECTS) .............................................................................. 23

Global Business and Management (6 ECTS) ............................................................................................... 25

International Strategy (3 ECTS) .................................................................................................................. 26

International Project (3 ECTS) .................................................................................................................... 27

Research Methods in International Management (3 ECTS) ...................................................................... 28

Research Project Seminar (3 ECTS)............................................................................................................. 29

International Corporate Governance (elective) (3 ECTS) ........................................................................... 30

Advanced International Finance (elective) (3 ECTS) ................................................................................... 32

Marketing Portfolio (elective) (3ECTS) ....................................................................................................... 33

Governance of International Organisations (elective) (3ECTS) .................................................................. 34

Electives from other international master programmes ............................................................................ 35

Lisbon, September 2011


MASTER IN INTERNATIONAL MANAGEMENT

Course Syllabus Quantitative Models of Management

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Lecturer JOSÉ DIAS CURTO

Office INDEG - 2nd floor Phone + 351 21 782 61 00

E-mail: [email protected]

QUANTITATIVE MODELS FOR MANAGEMENT (3 ECTS)

Objectives / Learning Outcomes

The main objective of the Quantitative Models for Management is to provide the fundamentals in

mathematics and statistics to the students. At the end of the course students should be able to

understand the meaning of real functions and matrix algebra main concepts (Mathematics); they should

also be able to deal with the basic concepts of statistics, namely, descriptive statistics, probability and

distribution theory and statistical inference (Statistics).

Course Contents

Mathematics

1. The real-number system;

2. The concept of sets;

3. Relations and functions;

4. Types of functions;

5. Functions of two or more independent variables;

6. Vectors and matrices;

7. Matrix algebra;

8. The concepts of derivative and elasticity.

Statistics

1. Descriptive statistics;

2. Probability and distribution theory;

3. Statistical inference.

Methodology

The classes take place in computer’s lab room. The theoretical concepts are explained, discussed and

illustrated by using management and economics real applications.

Assessment

A team work: 100%.

Bibliography

1. Alpha C Chiang, Fundamental Methods of Mathematical Economics (3d edition);

2. James T. McClave, P. George Benson, and Terry Sincich, Statistics for Business and Economics

(9th Edition)

mailto:[email protected]

http://www.amazon.com/exec/obidos/search-handle-url/index=books&field-author-exact=Alpha%20C%20Chiang&rank=-relevance%2C%2Bavailability%2C-daterank/104-7733044-3791152

http://www.amazon.com/Statistics-Business-Economics-James-McClave/dp/0130466417/sr=1-2/qid=1157120853/ref=pd_bbs_2/104-7733044-3791152?ie=UTF8&s=books

http://www.amazon.com/Statistics-Business-Economics-James-McClave/dp/0130466417/sr=1-2/qid=1157120853/ref=pd_bbs_2/104-7733044-3791152?ie=UTF8&s=books



Course Syllabus Management Foundations and Marketing

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Lecturer Alexandra Fernandes (Module Management Foundations)

Office D421 Phone +351 963249894


Carmen Lages (Module Marketing)

Office D 422 (Ed II) Phone +351 217903442


MANAGEMENT FOUNDATIONS AND MARKETING (3 ECTS)

Module Management Foundations


At the end of this module students should be able to understand the basic concepts of management.

Course Contents

1. The Challenge of Management

2. Pioneering Ideas in Management

3. Basic Elements of Organization Structure

4. Strategic Organization Design

5. Motivation

6. Leadership

7. Managerial Communication and Interpersonal Processes

Methodology

This module is based on very participative classes in order to infuse reality into the classroom

experience and accustom students to share their own views.

Assessment

Final test 100%

Bibliography

Bartol, K. and Martin, D. (1998). Management (3rd

Edition). Boston, MA: McGraw-Hill.

Module Marketing


This is an introductory course in marketing with two main objectives: 1. Comprehension of the main marketing concepts and theories. 2. Ability to use those concepts to design marketing strategies to solve marketing problems.

Course Contents

1. Conceptual Background

2. Environmental and Market Analysis

3. Market Segmentation, Targeting and Positioning

4. The Marketing-Mix

5. Managing The Overall Marketing Effort

Methodology

Resolution and presentation of case studies and articles, and constructive class participation.





Course Syllabus Management Foundations and Marketing

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Assessment

Workgroups 60%

Individual Evaluation 40%.

Bibliography

1. Kotler, P. (2000), Marketing Management - Analysis, Planning, Implementation and Controle

(Millennium Edition, 10th) Englewood Cliffs: Prentice Hall.

2. Dibb, S; Simkin, L; Pride, W & Ferrell, O. (2001), Marketing - Concepts and Strategies, (4th

European Edition). Boston: Houghton Mifflin.



Course Syllabus Financial Management

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Lecturer Luís Laureano (Corporate Finance)

Office D 5.21 Phone +351 21 790 39 61


Helena Isidro (Module Accounting)

Office D 5.04; TUE & WED 15-16h Phone +351 21 790 34 80


FINANCIAL MANAGEMENT (3 ECTS)

Module Corporate Finance


At the end of this module students should be able to:

1. Know the concept of corporate finance

2. Evaluate investment projects. Students should be able to forecast cash flows, and be able to

evaluate investments with different criteria such as Payback Period, Net Present value (NPV),

Internal rate of Return (IRR) and Profitability Index (PI).

3. Make a robustness analysis of a project, identifying its drivers through a series of

complementary tests: Sensitivity Analysis, Scenario Analysis.

4. Know the meaning and calculate the cost of equity and debt of a firm.

Course Contents

1. Introduction to corporate finance

2. The capital budgeting decision:

a. Cash Flow Estimation

b. Criteria for Investment Selection (Payback Period, NPV, IRR, Profitability Index).

3. Sensitivity Analysis and Scenario Analysis

4. Interaction between investment and financing decisions

5. Cost of equity and debt of a firm.

Methodology

Theoretical explanations and practical examples are used throughout the course, aimed at providing a

basic understanding and capability to use the core concepts of Corporate Finance.

Assessment

Work group 30%

Final exam 70%

Bibliography

1. Brealey, Myers, Allen, 2008, Principles of Corporate Finance, McGraw-Hill, Ninth Edition

(English)

Module Accounting


The aim of this module is to learn the basic accounting concepts and financial statements. The course

will help the student to:

1. Understand the need for accounting information

2. Understand the concept of profit and other fundamental accounting concepts

3. Become familiar with the balance sheet and the income statement





Course Syllabus Financial Management

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Furthermore, students will be able to prepare and interpret simple financial statements.

Course Contents

1. The background of accounting

Accounting and the business activity

Users of accounting information

Global accounting standard setters. The IASB and the FASB.

International harmonisation of financial reporting

2. Fundamental accounting concepts and financial reports

The concept of profit and the income statement

The concepts of asset and liability and the balance sheet

The concept of cash and the cash flow statement

3. Recording business transactions and preparing financial statements

Double entry bookkeeping and the accounting equation

Accrual versus cash. Income versus cash flow

The balance sheet and income statement

4. Overview of assets, liabilities and equity

Inventories

Non-current assets and depreciation

Current and non-current liabilities

Equity

5. Financial statements

Preparation of simple financial statements

Interpretation of financial reports

Methodology

Lectures and exercises

Assessment

Exam 80%

Class participation and exercise preparation 20%

Bibliography

1. Thomas, A. and A. M. Ward. Introduction to Financial Accounting. 6th

Edition, 2009. McGraw-

Hill

Collins, B. and McKeith. Financial Accounting and Reporting. 2009. McGraw-Hill

2. Stolowy, H. and M.J. Lebas. Financial Accounting and Reporting. A Global Perspective. 2nd

Edition, 2006, Thomson Learning

3. IASB (2010). International Financial Reporting Standards. www.iasb.org

4. EDP Energias de Portugal - financial report 2009.

http://www.iasb.org/



Course Syllabus COMMUNICATION SKILLS

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Lecturer Reinier Starink (visiting professor), &Samhoud Malaysia


COMMUNICATION SKILLS (3 ECTS)


To develop students’ capacity to communicate in order to improve personal effectiveness and

interpersonal relations

At the end of the course students should be able to:

1. Improve personal communication skills.

2. Make powerful and impactful presentations.

3. Be effective when communicating.

Course Contents

1. Communication tools

2. Presentation skills

3. Specific situations (giving feedback, negotiations, conflicts)

4. Corporate Communication / image.

Methodology

Interactive learning + likely 1 or 2 guest speakers (Corporate communication).

Assessment

Written papers 20%.

Exam 80%.

Bibliography

1. The fifth discipline fieldbook - Senge, Peter (Nicholas Brealey, London).

2. Presenting to win – Jerry Weissman, Prentice Hall.

3. Presentations that persuade and motivate – Harvard Business School Press, Boston, USA.

4. Face-to-face Communications for clarity and impact – Harvard Business Scholl Press, Boston,

USA.

5. Non-violent Communication, a language of life – Marshall B. Rosenberg (2003), A Puddle

Dancer Press Book.

6. 30 minutes before a presentation – Patrick Forsyth, Kogan Page Limited, London, UK.

7. The power of persuasion – Rupert Eales-White, Kogan Page Limited, London, UK.

8. How to talk to anyone, anytime, anywhere – the secrets of good communication – Larry King

(1994).

9. Don’t let the messenger they shoot, be you! – C. Mike Jousan, Scottsdale, Arizona, USA

10. Effective Communication – Harvard Business Review, 1999.

11. Improve your Communication skills – The Sunday Times, Alan Barker, 2006.

12. How to craft Successful business presentations and effective public speaking – Patrick Forsyth,

2006.

13. How to make your case in 30 seconds or less – Harvard management Communication Letter

article. N Wreden, 2002.

14. The ten worst presentation moments, Microsoft Corporation, 2006.

15. Eliminating fears: an intervention that permanently eliminates the fear of public speaking. J

Wiley,2006.

16. The last word on Power - Tracy Goss.




Course Syllabus Negotiation Skills

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Lecturer Pascal Brassier, Dr.

Chair of the Institute of Sales Development, Department of Management, RHD & Sales;

Groupe ESC Clermont (France)


NEGOTIATION SKILLS (3 ECTS)


By the end of the course students will be able to:

1. Identify your personal negotiation style

2. Use professional negotiation methods and tools

3. Decode your partners’ behaviours and expectations

4. Master a set of business negotiation techniques

5. Adapt your behaviours to international negotiation

Course Contents

Day 1. Negotiation & You

Practice: Negotiation Style

Course content: Framing the Negotiation

Methodology: OCEAN Preparation method

Readings: Thompson, Chapter 6

Day 2. Negotiation & Information Management

Practice: Active Discovering Skills

Course content: Active Listening in Communication & Negotiation

Methodology: I.M. instruments

Readings: Grehalva, Chapters 4 & 5

Day 3. Negotiation & Individuals

Practice: Win as Much as You Can

Course content: Individual vs. Collective Objectives & Tactics

Methodology: OCEAN Preparation method

Readings: Fisher, “7 Elements in Negotiation”

Day 4. Negotiation & Results

Practice: Face-to-Face round of Negotiation

Course content: Win-Win Approach in Negotiation

Methodology: OCEAN instruments in action

Readings: Barron Starck & Flaherty, “How to Negotiate”

Day 5. Negotiation Global Process

Practice: Business Negotiation

Course content: Global Overview of the Negotiation Process

Methodology: PROACTS

Methodology

Group exercises, Readings, Lectures

Assessment

Online assignment 80%

Participation in class 20%




Course Syllabus Negotiation Skills

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Required Bibliography (before each session)

1. GREHALVA Richard, Unleashing the Power of Consultative Selling, People 2 People Editions, 2004 (e-

book)

2. THOMPSON Leigh L., The Heart and Mind of a Negotiator, Chapter 6,

Pearson Prentice Hall, 2005.

3. FISHER R., “7 Elements in a Negotiation”, Harvard Negotiation Project on Negotiation, 2006.

4. BARRON STARK P., FLAHERTY J., “How to Negotiate; Tactical Maneuvers”, Development, American

Society for Training & Development, 2004.

Suggested Bibliography (additional content)

1. CARRELL Michael R., HEAVRIN Christina, Negotiating Essentials, PEARSON PRENTICE HALL, 2008

2. COE John M., The fundamentals of business to business. Sales and marketing, McGRAW-HILL, 20033.

COLLECTIVE, Harvard Business Review on negotiation and conflict resolution, HARVARD BUSINESS

REVIEW, 2000

4. COOPER Simon, Selling: principles, practice and management, PITMAN PUBLISHING, 1996

5. GHAURI Pervez N., USUNIER Jean-Claude, International business negotiations, ELSEVIER SCIENCE,

1996

6. HOPKINS Tom, How to master the art of selling, GRAFTON, 1983

7. LUM Grande, The Negotiation Fieldbook, McGraw Hill, 2005

8. REARDON Kathleen, Becoming a Skilled Negotiator, WILEY, 2005



Course Syllabus International Business

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Lecturer José Esperança

Office D511 Phone +351 21 790 39 51


INTERNATIONAL BUSINESS (3 ECTS)


The course provides an overview of the topic, with a focus on the specificities arising from the

international environment and a core theme on entry modes.

At the end of the course students should be able to undertake a strategic plan for foreign market entry,

including product/market and entry mode selection. They should also be able to assess the main costs

and risks of entering foreign markets.

Course Contents

1. INTRODUCTION – The environment and specificity of international business, Guillen and Garcia-

Canal (2009).

2. Transaction costs and International Business. Types of MNEs. Buckley and Casson (1998);

Hennart (1991).

3. Internationalization strategies: configuration versus coordination; Control and coordination in

International Business, PORTER (1986), Bartlett and Ghoshal (2000). Case Accor.

4. Entry modes – design of entry strategies: exporting and contractual agreements ROOT (1998, c.

1). Case: Ikea. Case: FCB and Publicis.

5. Cooperation and Strategic Alliances. ROOT (1998, c.5). Case: Nike in China; Case Dorcas.

6. Foreign Direct Investment and host country evaluation: Market Size and Political Risk Emerging

multinationals. Martinez et al (2005). Case: PT in Brazil.

Methodology

The course is based on an overview of the main theoretical foundations of international business

coupled with illustrations and examples. A number of selected case studies discussed in class by working

groups enhances the active involvement of students in real situations and challenges of international

business.

Assessment

Test of 2,5 hours 60%

Cases 30%

Class Participation 10%

Bibliography

1. ROOT, Franklin S. (1998), Entry Strategies for International Markets, Jossey Bass Wiley, San

Francisco.

2. Bartlett, C. and S. Ghoshal (2000) "Transnational Management", Addison Wesley.




Course Syllabus International Business

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Articles:

1. BUCKLEY, P. and M. CASSON (1998) “Analyzing Foreign Market Entry Strategies: Extending the

Internalization Approach”, Journal of International Business Studies, Vol. 29, No. 3, pp. 539-

61.

2. GUILLÉN M. and E. GARCÍA-CANAL (2009) “The American Model of the Multinational Firm and

the “New” Multinationals From Emerging Economies”, Academy of Management

Perspectives, pp. 23-35.

3. HENNART J.F. (1991) "Control in MNEs: The Role and Price of Hierarchy", Management

International Review, pp. 71-96.

4. MARTINEZ, J., J. ESPERANÇA and J. de la TORRE (2005) Organizational Change Among Emerging

Latin American Firms: From “Multilatinas” to Multinationals, Management Research, Fall, N. 3

(3).

5. PORTER, M. (1986) “Changing Patterns of International Competition”, California Business

Review, Vol. 28, pp. 9-40.



Course Syllabus Global Operations and Logistics

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Lecturer Ana Lúcia Martins

Office D417 Phone +351 21 790 34 17


GLOBAL OPERATIONS AND LOGISTICS (3 ECTS)


By the end of the unit, students should be able to:

1. Identify and understand concepts and instruments used in Operations and Logistics;

2. Examine and express how Operations and Logistics contribute to develop and sustain

business’s value proposition;

3. Break down the supply chain structure and develop, compare, and contrast different

alternatives for value improvement.

Course Contents

1. Logistics Fundamentals

2. From Logistics to Supply Chain Management and Network Management

3. Supply Chain Management

4. Collaborative Management and Movements

5. Logistics and Customer Service

6. Managing Logistics Internationally

7. Facility Location and Warehouse Management

8. Inventory Management

Methodology

Lectures, case studies and exercises

Assessment

The evaluation system includes:

In-class participation (20%);

Assignment – individual presentation and discussion (40%)

Written test (40%)

In order to succeed in continuous evaluation, students must score at least 10 points out of 20 in each

evaluation component.

This global grading system requires an attendance record of at least 80%.

Bibliography

1. Ballou, R. (2007). The evolution and future of logistics and supply chain management. European

Business Review, 19, 4, 332-348.

2. Stock, James R.; Lambert, Douglas M. (2001). Strategic Logistics Management, 4th

edition.

McGraw-Hill/Irwin.

3. Chase, R.; Jacobs, F. R.; Aquilano, N. (2007). Operations Management for Competitive

Advantage, 11th

edition. McGraw-Hill.

4. Christopher, M. (2005). Logistics and Supply Chain Management, 3rd

Edition. Prentice Hall.

5. Harrison, A.; van Hoek, R. (2002). Logistics Management and Strategy. Prentice Hall, C. and S.

Ghoshal (2000) "Transnational Management", Addison Wesley.




Course Syllabus Global Operations and Logistics

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Supplementary bibliography:

6. Bucklin, L. (1965). Postponement, Speculation and the Structure of Distribution Channels.

Journal of Marketing Research, 2, pp. 26-31.

7. Lee, H. (1997). The bullwhip effect in supply chains. Sloan Management Review, Spring pp. 93-

102.

8. Lee, H. (2002). Aligning supply chain strategies with product uncertainties. California

Management Review, Spring, 44, 3, pp. 105-119.

9. Mason-Jones, R.; Naylor, B.; Towill, D.; (2000). Engineering the Leagile Supply Chain.

International Journal of Agile Management Systems, 2/1, pp. 54-61.

10. Womack, J.; Jones, D. (1996). Beyond Toyota: How to root out waste and pursue perfection.

Harvard Business Review, Sept-Oct, pp. 140-158.

11. Hines, P.; Rich, N.; (1997). The seven value stream mapping tools. International Journal of

Operations & Production Management, 17, 1, 46-64.



Course Syllabus Intercultural Management

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Lecturer António Robalo

Office D435 Phone +351 21 790 30 38


INTERCULTURAL MANAGEMENT (3 ECTS)


This course focuses on the study of management and organisational behaviour across different

countries and cultures, their differences and similarities, and their impact on international management.

For this purpose, the most relevant models in the field of Intercultural Management are covered.

It is expected that participants increase their awareness to cultural differences, helping them overcome

the difficulties which arise when negotiating and doing business in international settings and when

interacting with persons from different nationalities.

Participation, working within multicultural teams and oral presentations in class are important methods

used, along with lecturing and presenting the main models and concepts.


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. Be aware of the importance of national culture in different areas of management.

3. Increase their intercultural intelligence.

4. Know more about how to operate successfully in multicultural teams and work effectively in a

different culture

5. Communicate and negotiate in an effective way with partners from different countries and

cultures

Course Contents

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.

Additional dimensions. 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.

Methodology

Lectures and discussions based on case studies and practical examples. Group presentations on selected

topics.

Assessment

Class participation, individual and group assignments (50%) and a final written test (50%).

Bibliography

1. Hofstede, Geert - Cultures and Organizations: Software of the Mind – McGraw-Hill, 1997

2. Gesteland, Richard – Cross-Cultural Business Behavior – Copenhagen Business School Press,

1999




Course Syllabus Intercultural Management

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3. Robalo, Antonio – Gestão Comparada/Comparative Management – Sílabo, 2004

4. Adler, Nancy - International Dimensions of Organizational Behavior South-Western College

Pub. 2002 (4th Ed.)

5. Koen, Carla – Comparative International Management – McGraw-Hill, 2005

6. Fukuda, Kazuo – Japanese Management in East Asia and Beyond – The Chinese Univ. Press (HK),

1997

7. Hofstede, G. - Riding the Waves of Commerce: a Test of Trompenaars' "Model" of National

Culture Differences, Response and Rejoinder - Int. J. Intercultural Rel. Vol. 20, 21

8. Huntington, Samuel – The Clash of Civilizations – Remaking of World Order, Simon and

Schuster, 1996

9. Pascale, R. and Athos, A. - The Art of Japanese Management - Penguin, 1981/1986

10. Trompenaars, Fons - Riding the Waves of Culture - N. Brealey, 1997

11. Earley, P. Christopher, Mosakowski, Elaine – “Cultural Intelligence” Harvard Business Review,

October 2004, p.139

Class Handouts: Various readings



Course Syllabus International Finance

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Lecturer Marek Jochec

Office D513 Phone +351 217903492


INTERNATIONAL FINANCE (3 ECTS)


Understand and be able to work with different aspects of international finance, such as the foreign

exchange market, international parity conditions, foreign currency derivatives and transaction exposure

Course Contents

1. The foreign Exchange Market (textbook chapter 5)

2. International parity conditions

3. Foreign currency derivatives

4. Transaction exposure

Methodology

Lectures, in-class exercises and homework. Simulation game by using the currency trading online

platform OANDA.

Assessment

60% individual written final exam

30% group homework assignments

10% in-class graded questions Homework:

Homework is to be done in groups of three students. Groups will be set up in the first class; students

may form them on their own, or else they will be assigned to groups. A grade on homework is assigned

to the whole group (i.e., one solution per group is submitted; group members then receive the same

grade).

Bibliography Textbook:

“Fundamentals of Multinational Finance” by Moffett, Stonehill, and Eiteman, 3rd edition.

It is intended to cover chapters 5, 6, 8, and 9




Course Syllabus International Global Marketing

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Lecturer Jorge Lengler

Office D402


INTERNATIONAL GLOBAL MARKETING (3 ECTS)


The course takes a holistic perspective about internationalisation of firms and intends to help students:

1. Link global marketing research to the decision-making process.

2. Distinguish between different research approaches, data sources and data types.

3. To develop the understanding and process analysis of international market selection,

international market segmentation, development of market segments and market

diversification strategies.

4. To develop an International Marketing Program (product, price, distribution and promotion), as

part of the International Business Strategy.


1. Create and develop analytic frameworks for establishing international or global marketing

programmes.

2. 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.

3. Understand how the organisation can achieve international competitiveness through the

development and implementation of international or global marketing programmes.

Course Contents 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

Methodology

Lectures and Case Studies analysis

Assessment Test 50% Case Studies 25% Essay 25%

Bibliography 1. Hollensen, Svend “Global Marketing- A Decision-Oriented Approach”, 4

th Edition, Financial

Times/Prentice Hall, England, 2007.

2. Kotabe, Masaaki; Helsen, Kristiaan “Global Marketing Management” 4th Edition, Wiley John

Wiley & Sons, NJ, 2008.




Course Syllabus International Global Marketing

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3. Albaum, G.; Duerr, Edwin; Strandskov, Jesper “International Marketing and Export

Management”, 5th

ed. Financial Times/ Prentice Hall, England, 2005.

4. Bernardino, Luis and Jones, Marian “Internationalization and Performance: An Empirical Study

of High-Tech SMEs in Portugal”, Booknomics, Lisboa, 2008.

Supplementary

Articles to be given in class



Course Syllabus E-Business

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Lecturer Paulo Rita

Office D433 +351 21 790 34 33


E-BUSINESS (3 ECTS)


At the end of this course students should be able to:

1. Understand today’s e-business environment as well as the fundamentals of electronic

commerce

2. Discuss electronic markets, their mechanisms and impact

3. Describe e-tailing and electronic service industries

4. Discuss the major advertising methods and strategies used in the web

5. Understand the web 2.0 revolution, social and business networks

Course Contents

1. Overview of Electronic Commerce

2. E-Marketplaces

3. E-Tailing

4. Consumer Behaviour Online and E-Market Research

5. Internet Advertising

6. Social Networks and Web 2.0

Methodology

The instructional method emphasizes active and interactive learning through student participation and

practical applications, namely:

1. Explanation of core concept and group discussion around key issues

2. Case Studies / Internet exercises

Assessment Individual written test (minimum grade 8) 50 % Group assignment (minimum grade 10) 50 % Minimum attendance of 80%

Bibliography

1. Efraim Turban, Jae K. Lee, David King, Ting Peng Liang, Deborah Turban (2010). Electronic

Commerce: A managerial perspective. Prentice Hall, New Jersey, USA.




Course Syllabus Entrepreneurship and Networks

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Lecturer Matthias Eickhoff

Office University of Applied Science Mainz,

Germany


ENTREPRENEURSHIP AND NETWORKS (3 ECTS)


At the end of this course students should be able to:

1. Establish the importance of entre-/intrapreneurship

2. Recognise different aspects of entrepreneurship

3. Analyse ways to encourage and promote entrepreneurship

4. Be aware and belief in an entrepreneurial career

5. Recognise the value of networks as must-have resources for entrepreneurial success

Course Contents 1. Towards an Understanding of Entrepreneurship

The perception of entrepreneurship

Different perspectives and myths

The evolution of the thought on entrepreneurship

The Entrepreneur – a transaction-cost specialist

2. The Entrepreneurial Surrounding

Empirical evidence

Important (infra)structures

Entrepreneurial change

Entrepreneurial culture

COEUR – Competence in EuroPreneurship

3. Dimensions of Entrepreneurship

Ownership and risk

Innovation and proaction

Employment and organisation

Failure and Learning

Sustainability and responsibility

4. The Entrepreneurial Process

Idea – Product – Market

Opportunity recognition

Business concept

Value proposition

The business plan

Harvesting the business

5. The Intrapreneurial Challenge

Dance of the dinosaurs

The organisational dimension, e.g. Complexity

The personel dimension, e.g. goal-orientation

Intrapreneurship: prerequisite and ‚killer‘ of careers

6. Networks

Markets, hierarchies and networks

Benefits of a good network




Course Syllabus Entrepreneurship and Networks

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Methodology

The course will use interactive taught classes and case studies

Assessment Participation and mini case 40 % Final exam 60 % Evaluation Criteria will be presented in the lecture

Bibliography 1. Bygrave, William/Zacharakis, Andrew: Entrepreneurship, Wiley and Sons, 2008 2. Baron, Robert A./Shane, Scott A.: Entrepreneurship. A Process Perspective, Pearson 2008 3. http://europa.eu/index_en.htm 4. http://epp.eurostat.ec.europa.eu/portal/page?_pageid=1090,30070682,1090_33076576&_dad

=portal&_schema=PORTAL 5. http://www.getentrepreneurial.com 6. Handouts on the e-learning platform 7. And many more in library and internet !



Course Syllabus International Consulting

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Lecturer

Juergen Janovsky

Office (optional) Phone (optional)


INTERNATIONAL CONSULTING (3 ECTS)


Participants acquire a fundamental understanding for the tasks, requirements and development trends

in the International Consulting.

At the end of the course students should be able to understand the position of a vocational field in its

width and acquire profound (also operational) knowledge for their professional work in this field of

activity.

Course Contents

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

Methodology

Beside lecture units, the course contains a binational case-study of two days with the participation of

Master-students from Germany

Assessment

Performance during case study (efficiency and quality of output) 100%

Bibliography

1. Kubr, Milan (2002). Management Consulting

2. DeMarco, Tom (1997). The Deadline

3. Block, Peter (2011). Flawless Consulting




Course Syllabus International Human Resource Management

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Lecturer Rudolfo Rivas

Office Phone

E-mail

INTERNATIONAL HUMAN RESOURCES MANAGEMENT (3 ECTS)


This course has been designed for students to gain an application-oriented understanding of and to

develop the critical skills that all managers with human resources responsibilities must have to lead and

motivate their employees in today’s increasingly global business context. The course is specifically

intended to help students:

1. Learn theory and real-world application of the key components of an international human

resources management and leadership strategy

2. Build critical human resources management and cross-cultural leadership competencies

required of global business managers capable of interacting effectively in different

international environments

3. Shape your own practical, flexible and culture-bound, style of leading and motivating people

from different national cultures

Course Contents

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. Case “The Ousting of HP’s boss”

6. Impact of Culture Variables in Global HRM

7. Shaping the Corporate Culture

8. Cross-Cultural Leadership and Applications

9. Motivation Across National Boundaries

10. Communicating Effectively Across Cultures

Comparing HRM Practices Around the World

Attracting and Selecting Talent

Case “Google Struggles to Retain Talent”

International Work Assignments

Compensation and Reward Systems

Performance Assessment and Management

The Global Manager: Myth or Reality?

Looking to the Future

What’s Ahead for Global HRM

Methodology

This is a skill-building and application-oriented course integrating relevant theory with real-life

scenarios. Class sessions consist of a warm-up “takeaways” from previous session, lecture presentations

summarizing critical concepts, interactive class discussions, two case analyses, and a comprehensive

final exam.



Course Syllabus International Human Resource Management

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Assessment

2 Case Analyses = maximum each 4 points (20%), total maximum 8 points (40%)

Written Final Exam = maximum 12 points (60% of final grade), multiple-choice and essay questions

covering all topics studied in class

Bibliography

1. Steers, Sanchez-Runde, and Nardon “Management Across Cultures – Challenges and

Opportunities”, 2010, Cambridge University Press

2. McFarlin, Dean and Sweeney, Paul “International Management, Strategic Opportunities and

Cultural Challenges”, 4th edition, Routledge, 2011



Course Syllabus Global Business and Management

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Lecturer

Several visiting professors

E-mail Please see the contacts at the contact

list of our academic staff

GLOBAL BUSINESS AND MANAGEMENT (6 ECTS)


To get acquainted with different cultures and business practices around the world.


Through the contact with scholars from different countries, participants will gain an understanding of

different management perspectives and business realities across the globe and enhance their

capabilities to deal with such diverse environments.

Course Contents

Examples of Modules: 1. Japanese Business and Culture

Prof. George Harada, Hiroshima University of Economics, Japan

2. Doing Business in India (March 2011)

Prof. Madhwendu Shekhar, InfoSys India and University of Pforzheim, Germany

3. Buddhism & Management in South East Asia

Prof. Viphandh Roengpithya, Asian University, Thailand

4. Doing Business in New Central European Countries

Prof. Krzysztof Fonfara, Poznan University of Economics, Poland

5. Doing Business in the Middle East and the Arab Countries

Prof. Muhsen Makhamreh, University of Jordan, Jordan

6. Doing Business in Latin America (title to be defined by Prof. Guzmán) –

Prof. Eduardo Guzmán, Instituto Tecnologico y de Estudios Superiores de Monterrey, Mexico

Methodology

Lectures and case-studies pertaining to the different topics covered

Assessment

Based on partial scores obtained in the different modules and students’ attendance and participation of

the different module (one final grade)

Bibliography

To be announced at each module



Course Syllabus International Strategy

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Lecturer Nelson António

Office D439 Phone +351 21 790 32 39

E-mail [email protected]

INTERNATIONAL STRATEGY (3 ECTS)


To provide the students with the theoretical background and tools in order to formulate, implement and

change an international strategy.

At the end of the course students should be able to: to analyse the firm environment and the firm itself.

To define, implement and change a strategy.

Course Contents

1. Strategic Management: From Positioning to Movement.

2. The Environmental Challenge.

3. The Resources Based School.

4. The Stakeholder Theory

5. Designing a Global Strategy.

6. Global Strategic Alliances

7. The Social Responsibility of the Global Firm.

Methodology

Lectures and Students’ presentations

Assessment

Individual Examination 50 %.

Group Project 50 %

Bibliography

1. António, Nelson Santos, (2002), “The Resource Based Theory and Strategic Management: an

overview”, Working Paper.

2. António, Nelson Santos, (2001), Corporate Governance and the Stakeholders’ Theory – a brief

introduction of the German-Japanese Model. In Global Economics and Management Review, nº

1.

3. Grant, Robert M.,(2002), Contemporary Strategy Analysis; Concepts, Techniques, Applications.

Blackwell.

4. Lassere, Philipe, (2003), Global Strategic Management. Palgrave, Macmillan.

5. Kogut, B. (1999) What makes a Company Global? Harvard Business Review, Jan-Feb.

6. Perlmutter, H. (1969), The Tortous Evolution of the Multinational Corporation, Columbia

Journal of World Business

7. Porter, Michael; Kramer, Mark (2011) Creating Shared Value: How to reinvent capitalism and

unleash a wave of innovation and growth. Harvard Business Review, January-February




Course Syllabus International Project

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Lecturer Antonio Vieira da Silva / Reinier Starink

Office Phone


[email protected]

INTERNATIONAL PROJECT (3 ECTS)


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. Solve (or contribute) to solving real business problems.

2. Develop project Management skills.

3. Present solutions to the client.

Course Contents

In this context, the IP should be carried out by groups of 4 to 7 students and can consist of one of the

following paths: 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.

5. Other forms of conducting the IP may be accepted, when, for some reason, the above

mentioned are not feasible.

Each group reports to an academic supervisor who gives feed-back on the work and provides comments.

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.

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.

Assessment

Group Project 100%

Methodology

Lectures, group discussions, meetings/video conferences with company members, feedback sessions

Bibliography

Depending on the identified business problems.





Course Syllabus Research Methods in International Management

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Lecturer José Gonçalves Dias

Office 108 AA Phone +351 217903208


RESEARCH METHODS IN

INTERNATIONAL MANAGEMENT (3 ECTS)


1. Understanding the most important concepts in multivariate statistics;

2. Oral and written communication skills concerning work conducted within the scope of

statistical analysis;

3. Enhancing skills in application of statistics in empirical research.

At the end of the course, students should be able:

1. To identify the most relevant concepts in statistics for conducting empirical research;

2. To analyse and discuss statistical frameworks of concrete research projects;

3. To integrate frameworks, concepts and tools in the individual research project.

Course Contents

1. Introduction to SPSS

2. Hypothesis testing

3. Multiple linear regression

4. Logistic regression

Methodology

The classes take place in computer’s laboratory room. Theoretical concepts are explained and illustrated

with empirical applications (case studies).

Assessment

Class participation 20%

Written exam 80 %

Bibliography

1. Hair, J.F., Black, B., Babin, B., Anderson, R.E., Tatham, R.L. (2006), Multivariate Data Analysis, 6ª

Edição, Prentice Hall.

2. Maroco, J. (2007) Análise Estatística com a utilização do SPSS. 3ª Ed. Silabo. Lisboa.

3. Reis, E. (2003). Estatística Descritiva 5ª ed., Lisboa: Sílabo.

Supplementary:

1. Franses, P.H. e R. Paap (2001), Quantitative Models in Marketing Research, Cambridge:

Cambridge University Press.

2. Lattin, J., D. Carroll e P. Green (2003), Analyzing Multivariate Data, Pacific Grove, CA: Thomson

Learning.




Course Syllabus Research Project Seminar

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Lecturer António Robalo

Office D435 Phone +351 21 790 30 38


RESEARCH PROJECT SEMINAR (3 ECTS)


Course Contents

Methodology

Assessment

Bibliography

1. Rudestam, Kjell Erik, Rudestam; Newton, Rae R (eds.) (2007). Surviving your dissertation. SAGE

Publications




Course Syllabus Elective International Corporate Governance

30 of 36

Lecturer Álvaro Rosa

Office AA1.04 Phone +351 21 790 32 04


INTERNATIONAL CORPORATE GOVERNANCE (ELECTIVE)

(3 ECTS)


This course aims to enable the participants a deep and thorough discussion of fundamental topics on

corporate governance practices around the world. Different governance systems will be studied and

accompanied by cases for a better understanding of their implications in today’s global businesses.

It is also aim of the course to enable the participants in applying theoretical frameworks of

international corporate governance in practical enterprise problems solving.

Course contents

1. Introduction

1.2 Alternative perspectives of corporate governance

1.3 Capital Structure and corporate governance

2. Systems of corporate governance

2.1 Anglo-Saxon system

2.2 The corporate governance in Germany

2.3 The corporate governance in Asia

2.4. The corporate governance in Europe

3. Special topics in Corporate Governance: CSR and sustainability

4. International corporate governance: a comparative review Assessment A case study work out (30%) Class participation (10%) Final Exam (60%) Methodology: The teaching methodology is based on lectures, case discussion and examples presentation. The students are requested to participate in the discussions and presentations.

Bibliography

Text books:

1. Mallin, Christine A. (2010). Corporate Governance (3rd edition). Oxford University Press

2. Clarke, Thomas (2007). International Corporate Governance: A comparative approach,

Routledge

Complementary:

1. Theory of the firm

R. H. Coase (1937). “The nature of the Firm”, Economica

Jensen, Michael & William Meckling (1976), “Theory of firm: managerial behaviour, agency

costs and ownership structure”, Journal of Financial Economics, 3, 4, 203-360

Fama, Eugene, (1980). Agency problems and the theory of the firm”, The Journal of Political

Economy, 88, 2, pp.288-307

2. Agency Theory




Course Syllabus Elective International Corporate Governance

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• Eisenhardt, Kathleen (1989), “Agency theory and assessment and review”, The Academy of

Management Review, 14, 1 pp. 57-74

• Milgrom, Paul & John Roberts (1992), “Moral hazard and performance incentives”, Ch. 6 of

Economics, Organization and Management, Prentice-Hall.

3. The Anglo-Saxon perspective of Corporate Governance

Monks, Robert (2005). Corporate Governance – USA – Fall 2004 Reform – The wrong and the

right way, Corporate Governance International, 13, 2, pp.108-114



Course Syllabus Elective Advanced International Finance

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Lecturer t.b.a.

ADVANCED INTERNATIONAL FINANCE (ELECTIVE) (3 ECTS)


This course aims at giving students the chance to deepen their knowledge in International Finance. In a

smaller group and on a more practical level, this course can be understood as a continuation of the

previous International Finance course.

Course contents

After covering foreign currency transaction risk hedging techniques using FX derivatives (foreign

currency forwards and options) in International Finance course, Advanced International Finance takes a

broader look into the mechanics of options and futures markets.

Assessment

Group homework (30%) and individual final exam (70%)

Bibliography

Textbook:

“Fundamentals of Futures and Options Markets” by John C. Hull, 6th edition: Chapters covered: Chapter 1: Introduction Chapter 2: Mechanics of Futures and Forward Markets Chapter 3: Hedging Strategies Using Futures Chapter 8: Mechanics of Options Markets



Course Syllabus Elective Marketing Portfolio

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Lecturer Paulo Rita

Office D4.33 Phone +351 21 790 34 33


MARKETING PORTFOLIO (ELECTIVE) (3ECTS)


This case-based course provides grounded theory with a practitioner perspective on the major area of

marketing management.

Course contents

1. Marketing Management & Strategy

Case Study - Cola Wars in China: The Future is Here (China) 2. Consumer Marketing

Case Study - IKEA Invades America (Sweden) 3. Market Research

Case Study - Toyota: Driving the Mainstream Market to Purchase Hybrid electric Vehicles (Japan)

4. Branding Strategy

Case Study – Real Madrid Club de Football (Spain) 5. Customer Service

Case Study – Singapore Airlines: Customer Service Innovation (Singapore) 6. Advertising

Case Study - BMW Films (Germany) 7. Computer-based Marketing Simulation

Methodology

The Instructional Method emphasises active and interactive learning, through student participation and

practical applications, namely:

Explanation of core concepts and group discussion around key issues

Real-World Case Studies from companies across the globe

Marketing Simulation Game

Assessment

Participants will be evaluated according to their performance in presenting and discussing the allocated

case studies to the different teams as well as from their achievements in the marketing simulator.

Bibliography

1. Harvard Business School: Articles & Case Studies

2. The Marketing Game - Charlotte Mason and William Perreault. McGraw-Hill




Course Syllabus Elective Governance of International Organizations

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Lecturer Maria Rosário Veiga

Office n/a Phone n/a


GOVERNANCE OF INTERNATIONAL ORGANISATIONS (ELECTIVE) (3ECTS)


An international organisation is, by definition, any organisation with international membership, scope,

or presence. However, in common usage, the term is commonly reserved for intergovernmental

organisations (IGO) such as the U.N., the European Community, or the World Trade Organisation, with

sovereign states or other IGOs as members. Their scope and aims are most usually in the public interest

but may also have been created with a specific purpose.

Today, there are in the world approximately 232 intergovernmental organisations and thousand of

other international bodies, having their own structure and pursuing various objectives. Beyond their

diversity, however, they have common governing principles and laws.

The pedagogical objectives of the course include: 1. Sensitising participants to the contextual setting of theoretical and empirical work on

multilateral governance and international organisations; 2. Providing a basis to form a sophisticated understanding of contemporary theoretical work on

multilateral governance and international organisations; 3. Illustrating how different concepts of governance have emerged over the past century.

Course Contents 1. After a short introduction to their historical development, the course will focus on the different

legal structures, their decision-making processes and the different forms of dispute settlement mechanisms. It will then examine competences and privileges of international organisations as well as membership and representation within international organisations.

2. Explore more recent debates about the role of institutions after the end of the Cold War, the revival of the UN as an operational collective security organisation, the emergence of private authority in global governance, the significance of transnational issue networks, and the idea of “coalitions of the willing” as a basis for contemporary multilateral governance;

3. It will briefly explore theoretical perspectives on the role of international institutions and then provides an overview of the United Nations system, European Union and a number of regional organisations along with a close look at the activities of some organisations and their corresponding substantive issues.

4. Provide a “historicisation” of debates about multilateral governance and the changing role of international organisations over the course of the past century illustrating both contradictory and transcendental elements of different governance arrangements.

Methodology

Lectures and discussions based on case studies and practical examples. Group presentations on selected

topics.

Assessment

To be announced

Bibliography

To be announced


http://en.wikipedia.org/wiki/Intergovernmental_organizations

http://en.wikipedia.org/wiki/Intergovernmental_organizations

http://en.wikipedia.org/wiki/United_Nations



List of electives other international master programmes

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ELECTIVES FROM OTHER INTERNATIONAL MASTER PROGRAMMES (lectured during the day)

Master programme Course ECTS Lecturer

MSc. Accounting International Accounting 6 ECTS Sebahattin Demirkan

MSc. in Finance Finance Seminars 6 ECTS TBA

MSc. in Finance Financial Corporate Strategy 3 ECTS Helena Pinto Sousa

MSc. in Finance Financial Modelling 3 ECTS Marek Jochec

MSc. in Finance Forecasting Methods 6 ECTS José Dias Curto

MSc. in Finance Portfolio Management 6 ECTS Sofia Ramos

MSc. in Finance Real Estate Finance 3 ECTS Rui Alpalhão

MSc. in Finance Risk Management 6 ECTS António Barbosa

OPEN Business and Economy of India 3 ECTS V. Upadhyay/Nélson António

MSc. in Management Chinese Business Culture 3 ECTS Nélson António

MSc. in Marketing Brand Expression and Identity 6 ECTS João Faria Gomes

MSc. in Marketing Business and Brand Strategy 6 ECTS João Faria Gomes

MSc. in Marketing Corporate Reputation and Competitiveness 6 ECTS Rui Vinhas da Silva

MSc. in Marketing International Marketing Strategy 6 ECTS Jorge Lengler

MSc. in Marketing Marketing Communications 6 ECTS Carmen Lages

MSc. in Marketing Services and B2B Marketing 6 ECTS Conceição Santos e João Faria Gomes

MSc. in Business Administration Consumer Behaviour 3 ECTS Jorge Medeiros

MSc. in Business Administration Corporate Reputation and Competitiveness 3 ECTS Rui Vinhas da Silva

MSc. in Business Administration CRM - Customer Relationship Management 3 ECTS Eduardo Correia

MSc. in Business Administration Futures & Options 3 ECTS Marek Jochec



List of electives other international master programmes

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Master programme Course ECTS Lecturer

MSc. in Business Administration International Finance 3 ECTS Azzim Gulamhussen

MSc. in Business Administration Management Simulation 3 ECTS Jorge Lengler

MSc. in Business Administration Marketing Simulation 3 ECTS Paulo Rita

MSc. in Business Administration Recent Success and Failure Experiences in Global

Strategic Management 3 ECTS Rodolfo Rivas

MSc. in Business Administration Trading in Stock Markets 3 ECTS Rodrigues da Costa

ISCTE BUSINESS SCHOOL MASTER IN INTERNATIONAL MANAGEMENT COURSES...

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