...DDBA 8160: Business Strategy and Innovation Student Support and Calendar Information: So that you have all key information available to you offline, it is highly recommended that you print out the following items for your reference: * This Syllabus * Term Calendar * Instructor and Student Support Info Course Number and Title DDBA 8160: Business Strategy and Innovation Credits 3 credits Catalog Description This course focuses on the development and implementation of business strategies that enable competitive advantage, with an emphasis on understanding the current environment and innovation in which the organization competes and forecasting how that environment may change. Course assignments focus on the practical application of writing and critical-thinking skills and the integration of professional practice at the doctoral level. Learning Objectives Stated in Terms of Learning Outcomes By the end of this course, you will be able to: * Demonstrate an understanding of the evolution of traditional concepts of strategic management and thinking, including models of business-level competitive advantage * Evaluate contemporary challenges to traditional strategic management and thinking models * Apply systems-thinking principles to the framing and analysis of business problems and opportunities * Develop innovative business strategies designed to achieve sustainable solutions * Synthesize principles of sustainable strategic management...
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...MSc Business Management BS7916 Principles of Responsible Management Semester One 2013- Module Handbook Module Leader : Dr Roz Sunley Room 201 Roz.Sunley@winchester.ac.uk Room 201 West Downs 01962 827339 In this module study guide you will find much of what you need in order to successfully complete the module. Further learning materials and information are available on the learning network under the module code BS7916. Module Code BS7916 Module Name: Principles of Responsible Management It is your responsibility to: * Collect a copy of the reading pack from the faculty office * Attend both lecture and seminar sessions as stated on your timetable * Arrive in time for the start of all taught sessions * Read the preparatory reading before the taught sessions each week * Undertake any directed learning that may be set * Seek help from the module tutor if you are having any problems with any aspect of the module * Hand in assignments on time Tutor contact details: Module leader: Dr Roz Sunley Roz.Sunley@winchester.ac.uk Module tutor: Dr Natalia Yakovleva Natalia.Yakovleva@winchester.ac.uk Module administrator: Karen Robbertze Karen.Robbertze@winchester.ac.uk Contents Introduction and learning outcomes 3 Weekly schedule 4-6 Assessment 7-9 Useful texts 9-11 Feedback, Harvard referencing etc 12 Study guide for each week 12 - 17 Marking criteria 18 – 20 Background...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...Bachelor of Arts in Business Economics STUDENT’S HANDBOOK 2011/2012 Lazarski University Warsaw, June 2011 1 Lazarski School of Commerce and Law Student’s Handbook- Bachelor of Arts in Business Economics Content Page 4 6 8 13 15 15 15 17 17 18 19 21 23 24 26 28 30 32 34 35 37 39 41 43 44 46 48 49 50 51 53 54 55 57 58 59 60 62 63 63 64 66 67 69 72 74 75 76 77 79 80 82 The Programme The Degree Assessment Quality Assurance Admission Procedures Erasmus Study in BABE Programme Administrative Issues Course Descriptors Mathematics Introductory Microeconomics Introduction to Sociology Current Issues of the European and Global Economy Academic Writing Introduction into Business Introductory Macroeconomics Introduction into Economic Analysis Economics of Integration Information Technology Intermediate Microeconomics Issues in Macroeconomic Policy Mathematical Economics Statistics Regional Economics Introduction to Strategic Management Banking and Finance International Business Law Research Proseminar Accounting Managerial Economics International Economics Intermediate Macroeconomics Econometrics Research Methods Social Policy Game Theory Public Finance Investment Analysis BA Seminar Electives Financial Accounting Monetary Theory and Policy - The Impact of Global Crisis Principles of Marketing The World Economy – Retrospective View The Small and Medium-Sized Enterprises (SME) Sector Economics of Telecommunication Demography and Economics of Contemporary European Migration Personal...
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...Business School School of Management MGMT3101 INTERNATIONAL BUSINESS STRATEGY Course Outline Semester 2, 2015 Part A: Course-Specific Information Part B: Key Policies, Student Responsibilities and Support business.unsw.edu.au CRICOS Code 00098G Table of Contents PART A: COURSE-SPECIFIC INFORMATION 3 1 STAFF CONTACT DETAILS 3 2 COURSE DETAILS 3 2.1 2.2 2.3 2.4 2.5 Teaching Times and Locations Units of Credit Summary of Course Course Aims and Relationship to Other Courses Student Learning Outcomes 3 LEARNING AND TEACHING ACTIVITIES 3 3 3 4 4 6 3.1 Approach to Learning and Teaching in the Course 3.2 Learning Activities and Teaching Strategies 6 6 4 7 ASSESSMENT 4.1 Formal Requirements 4.2 Assessment Details INDIVIDUAL ASSESSMENTS 7 7 8 4.2.1 Individual Written Assignment (25%) 8 4.2.2. Quiz (total 20%) 9 4.2.3. Individual Participation (10%) 9 4.2.4. Peer Evaluation and Team Reflective Journal 10 4.2.4.1. Peer Evaluation (weighting marks on group assessments) 10 4.2.4.2. Team Reflective Journal (5%) 10 4.2.5. Team Case Analysis (15%) 11 4.2.6. Team Simulation Performance (25%) 12 4.3. Late Submission 14 14 5 COURSE RESOURCES 14 6 COURSE EVALUATION AND DEVELOPMENT 15 7 COURSE SCHEDULE 16 PART B: KEY POLICIES, STUDENT RESPONSIBILITIES AND SUPPORT 17 8 PROGRAM LEARNING...
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...Northwestern University Kellogg School of Management SYLLABUS and ASSIGNMENTS International Business Strategy INTL 460 SECTIONS 61 and 81 Fall 2008 Professor Daniel F. Spulber Office 606 Leverone 491-8675 E-mail: jems@kellogg.northwestern.edu International Business Strategy Course Description The course defines the objectives and strategies of international business. The course emphasizes economic analysis of international business strategy formulation. Topics covered include gains from trade, costs of trade, and the competitive strategy of the international business. The course considers alternative modes of market entry, including import and export through intermediaries, contracting with suppliers and distributors, strategic alliances and foreign direct investment (FDI). Case studies are used to illustrate the basic principles of multinational business management and strategy. The course introduces the “Strategy Star” analysis. The first week of the course is dedicated to introducing international business strategy and providing a review of the micro-economics concepts that will be employed during the course. The course then introduces the concept of the ‘Global Value Connection.” This concept is used to develop global competitive strategies that depend on doing business between countries. Weeks 2 and 3 present strategies for providing global added value. The course highlights the economic aspects of gains and costs of trade that are relevant...
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...SCHOOL OF ECONOMICS AND FINANCE FACULTY OF BUSINESS AND ECONOMICS THE UNIVERSITY OF HONG KONG Pokfulam Road, Hong Kong _____________________________________________________________________________________ ECON2102/2220 Intermediate Macroeconomics 2015-2016 ECON2102CD/2220CD Instructor: C. Chen Office: 901 KKL Office hours: Monday 1:40am – 3:00pm and Tuesday 4:40pm – 6:00pm E-mail: ccfour@hku.hk Semester: 2 Class meeting: ECON2102C/2220C: Monday 9:30am – 12:20pm in LE6 ECON2102D/2220D: Tuesday 1:30pm – 4:20pm in MB201 Mid-term Exams: ECON2102C/2220C: March/14th. (Mon.) 9:40am – 12:10pm in LE6 ECON2102D/2220D: March/15th. (Tue.) 1:40pm – 4:10pm in MB201 Teaching assistant: Mr. Yuk Kwan Wong. One extra class for ECON2102C: Please choose among March/7th. (Mon.) and May/3rd-6th. Q&A class for ECON2102CD: April/26th. (Tue.) Prerequisites: ECON1001/1210 introductory microeconomics and ECON1002/1220 Introductory macroeconomics according to the Regulations, Syllabus & Structure and List of Courses for the BEcon and BEcon&Fin programmes. The course is primarily for students majoring in economics and as such can be technical at times, involving the use of mathematics including elementary calculus. Slides are available at http://www.sef.hku.hk/~ccfour/#Teaching Textbook: Macroeconomics by Andrew B. Abel, Ben S. Bernanke, and Dean Croushore, 8th edition, Pearson Addison Wesley. Assessment: Homework (problem sets plus one short essay) Test (mid-term) Examination (final) 20% (10%+10%) 20% 60%...
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...Essay Writing 2: Planning & Structuring Your Essays Effective Learning Service Essay Writing 2: Planning & Structuring Your Essays University of Bradford, School of Management Essay Writing (2): Planning & Structuring Your Essays ESSAY WRITING (2): PLANNING & STRUCTURING YOUR ESSAYS WHY WRITE ESSAYS? Look for the word ‘essay’ in the dictionary and you will find one meaning listed is ‘to attempt’. An essay is an attempt by you to communicate your arguments or knowledge of a subject to the reader, usually your tutor. The mark awarded is a reflection, not on your intellect generally, but on your ability to communicate your ideas on the subject in question. Many tutors – and students – believe essays help in four ways: Ø They can be a good way to learn. The process of writing will help you clarify your thoughts on a subject or topic Ø They show your tutors that you understand key ideas on any particular subject Ø They are useful as a means of gaining feedback on your academic progress Ø Essays are usually an important part of overall assessment. Essay writing can therefore be viewed in a positive way. However, essays can cause be a source of anxiety to many students, particularly at the start of their academic careers. Many students feel vulnerable when they write and submit essays and feel their intellect generally is subject to official scrutiny. They have plenty of thoughts and ideas inside their heads – but how to get these out in a readable form? This is the challenge...
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...Managing in the Global Environment Instructor’s Name Instructor’s Contact Information: Office: By Appointment Office Hours:By Appointment Email: maltamirano@monroecollege.edu Phone: (914)563-1764 | Course Information: Online Course | Course Description Managers in the twenty-first century are challenged to operate in an increasingly complex, interdependent, and dynamic global environment. In this course, students are introduced to these challenges as they explore the tools and processes needed to accurately assess the political, legal, technological, competitive, and cultural factors that affect a firm’s strategies and operations within international and cross-cultural contexts. Integrative case studies are used to familiarize students with the challenging strategic decisions that global companies face as they work to ensure sustainable competitive advantage. Emphasis is placed on how the variable of culture interacts wth other national and international factors that affect managerial procesess and behaviors. This course also focuses on effective strategic, organizational, and interpersonal management as students learn how to develop the skills necessary to design and implement global strategies, conduct effective cross-national interactions, and manage daily operations in foreign subsidiaries. The growing competitive influence of technology is also discussed throughout the course. Prerequisites KG 592 Foundations of Business Management and Marketing ...
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...- AB Module Leader – Keith Seed Contents: 1 Contact details for the module leaders (and teaching team) NameK.SeedS CullifordV. AminP.Mason | RoomM248 | Phone 01707-28400 ext 5589 | EmailK.Seed@herts.ac.uks.culliford@herts.ac.ukV.1.Amin@herts.ac.ukP.Mason3@herts.ac.uk | Office & Feedback hours. The module leader has two office hours per week commencing 5th October 2015. Keith Seed’s office hours are Monday 2.30pm-3.30pm and Friday 2.30pm-3.30pm. | 2a Module aims Appreciate a range of issues and challenges confronting strategic leaders of public, private and third sector organisations in a turbulent global environment. 2b Learning Outcomes Knowledge and understanding Successful students will typically have a knowledge and understanding of: 1. the risks and opportunities confronting strategic leaders in a changing world; 2. the challenges facing organisations in times of economic growth and recession; 3. theoretical approaches to the evaluation of an organisation's strategic position, choices and implementation of options for change; 4. the distinctions between differing change contexts and styles of leadership. Skills and attributes Successful students will typically be able to: 5. research, diagnose and analyse a complex range of strategic problems 6. critically evaluate strategic concepts and theory, decision-making and planning, using practical examples of strategic leadership and change processes; 7. develop the ability to work...
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... School of Management Semester 1, Academic Session 2015/2016 Bachelor of Management COURSE OUTLINE ATW 395/3 – International Business Lecturer: Dr.Shankar Chelliah (DBA) Day/Time/Venue: Monday/9.00-10.50am/DK S email: shankarchelliah1@gmail.com Tel: 04 653 3426/012-4618731 Office: Level 2, Room 216, School of Management COURSE SYNOPSIS The course aims to introduce the core knowledge of international business as a core subject in the bachelor program. The students will be exposed to globalization, international business theories, government intervention in international business, emerging market, foreign market entry strategies and the existence of regional economic integration that affect international business. COURSE OBJECTIVES The objectives of the course are: 1. To enable students to understand the impact of globalisation and the key issues facing international businesses 2. To explain the environment in international business such as politics and law, emerging market and the regional economic integration 3. To make students appreciate the existence and use of fundamental international business theories and its evolution 4. To enable students to understand the various entry modes available to capture international market LEARNING OUTCOMES At the end of the course, students will be able to: 1. Acquire the pre-requisite knowledge of venturing a business at international level and describe the key concepts that driving globalization 2. Comprehend...
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...La Trobe Business School INTERNATIONAL MARKETING MKT3IMK Subject Learning Guide Semester Three, 2015 La Trobe University Sydney Campus Lecturer: Dr Ian Benton Email: BENI@learning.auscampus.net Subject Details GENERAL DETAILS Subject Code: MKT3IMK Subject Title: INTERNATIONAL MARKETING Teaching Period: Semester 3 Location(s): Sydney Credit Points: 15 Mode: On Campus 3 Level: ENROLMENT REQUIREMENTS Prerequisites: Co-requisites: Incompatibles: Assumed Skills & Knowledge: A sound understanding of basic marketing Special Study Requirements: N/A STAFF CONTACTS Role Campus Name Email Lecturer Sydney Dr Ian Benton BENI@learning.auscampus.net SUBJECT DESCRIPTION This subject focuses on the nature of the international marketplace and the problems and decisions facing managers of international marketing. It is comprehensive and practical covering marketing goods and services across national boundaries, as well as within different national markets. Major topic areas covered are the international marketing imperative, analysisof foreign environments, development of international marketing strategies and the implementation of marketing programs across different nations and within nations. SUBJECT INTENDED LEARNING OUTCOMES (SILOS) Upon successful completion of this subject, you shouldbe: Aware of the different socio-cultural, economic, and geopolitical environments in which...
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...LABUAN SCHOOL OF INTERNATIONAL BUSINESS AND FINANCE UNIVERSITI MALAYSIA SABAH – LABUAN INTERNATIONAL CAMPUS PRINCIPLES OF MARKETING (GT00803) SEMESTER 2 2014/2015 1. COURSE SYNOPSIS Kotler et al (2014) states that marketing is about creating customer value and building profitable customer relationships. It begins with the understanding of customer needs and target markets, designing customer-driven marketing strategies and programs, building customer relationships and capturing value for the firm. This module offers students with basic understanding of the marketing theory and concepts from a global perspective and application of soft skills among them throughout the assessments and later apply them in the real world. 2. COURSE OBJECTIVES The course is aimed at: ▪ Providing students with fundamental knowledge about marketing concepts from a global perspective ▪ Developing or enhancing analytical thinking, problem solving and basic marketing skills ▪ Promoting the importance of teamwork ▪ Enhancing leadership skills ▪ Improving interpersonal skills 3.0 LEARNING OUTCOMES Upon successful completion of the course, students should be able to: ▪ apply basic understanding of marketing theories and concepts into the real world of business ▪ function as an individual and produce synergy within a team ▪ communicate effectively with other profesionals and business communities; act in their capacity as a leader and manager in their...
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...University School of Business Admissions to Master’s Degree Admission 2014 Guide Admission Guide 2014 Admissions to Master’s degree Master of Science in Economics and Business Applicants with an appropriate Finnish Administration or non-Finnish university or university of applied sciences degree may apply directly to a Master’s degree programme to take the degree of Master of Science in Economics and Business Administration at the Aalto University School of Business. The Master of Science (Economics and Business Administration) degree is a higher academic degree (second-cycle degree) in Finland and equals to 120 ECTS credits which corresponds to two years of full-time This admission guide covers only admissions studying. The student may also be assigned to Master’s degree and gives you information supplementary studies (max. 60 ECTS credabout the Master’s admission requirements, its). Studying towards the Master’s degree does not suit students working full time. the application and selection process and some general information regarding studying Depending on the course, the lectures may be during the daytime or sometimes also in the and living in Finland. The Aalto University evening. reserves the right to make changes to the names, contents and details of the degree programmes to further develop education. Admission criteria for admission round 2014 have been decided and cannot be changed. Application period begins 16 Dec 2013 and ends 31 Jan 2014 at 4:15 pm (GMT +2:00)...
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...perhaps prompted many a CEO (or future CEO) to launch into a global plan or strategy without proper consideration of the demands and dynamics of the international marketplace. Many would-be globetrotters neglect the acquisition of language skills, knowledge of foreign trade and tax laws, accounting standards, etc., all of which are necessary to effectively “go global.” Superficial knowledge only leads to failure. This has, indeed, happened, and while there is no doubt that neglecting to capture the gains achievable in overseas markets is equally suicidal, misguided attempts at competing globally (along with rapidly developing opportunities in the global marketplace) have placed a dramatic premium on individuals who take the time to properly train themselves in international business. For me, the Columbia MBA is a significant component of this training. I foresee my own career moving in the direction of European/American business, initially from an advisory perspective (i.e. investment banking or consulting) and ultimately from a leadership role within a manufacturing entity, preferably a start-up venture. This prophecy, in part, has evolved from my past experiences in western and eastern Europe which, in turn, have formed my opinions about certain opportunities that should emerge in the future: there should be, with a good degree of certainty, immense windfall gains and comparative advantages for US-trained/thinking business leaders and managers in the European markets in the coming...
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