Multinational Strategic Planning - by Prof. Alain Verbeke

Ects: 6 Theory: 39h Practice: - 1st year, 1st semester (evening)

This advanced course on strategic management in multinational enterprises will provide an overview of the most recent research output in this area. However, only material with high managerial relevance will be included.
The following topics will be discussed: the origins and growth of multinational activity; the current significance and structure of multinational activity in the world; choice of entry mode and foreign direct investment process; joint ventures and strategic alliances in international business; the significance of global strategies; organizational requirements to implement global strategies; multinational networks; the role of company-specific advantages in global strategies; the impact of shelter-based strategies in international business; the future of the multinational enterprise.

Course material will be published on Pointcarre

Human Resources Management - by Prof. Roland Pepermans

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester (evening)

The main objectives of this course are to highlight the value and potential of employees in a company and to demonstrate how to ensure that employees as well as the organization benefit from optimal interaction.
Content: The course concentrates firstly on the relationship between human resources management and other management areas. It elaborates on basic subjects such as joint responsibilities of HR and other departments; starting an HR function through job analysis, job descriptions and job evaluations; basics of pay structure; planning new positions and filling vacancies; general information on testing and interviews; assessing people and potential and problems of evaluation; socializing employees and 'technical' training programmes; training employees and developing general management skills and careers. A number of small-scale exercises are included in order to develop practical HR skills (e.g. appraisals, interviews, teamwork).
Study material: J.M. Ivancevich, 'Human Resource Management', 8th Edition, Boston: McGraw-Hill - Irwin, 2001 (Chap. 1, 2, 4, 5, 6, 7, 8, 9, 10, 13, 14).
Evaluation: First session: Written exam 100% (multiple choice), oral continuation is optional (written 80%; oral 20%). Second session: Oral only

Course material will be published on Pointcarre

Advanced Marketing - by Holder of Interbrew Chair (Prof. Christian Bluemelhuber)

Ects: 5 Theory: 36h Practice: - 1st year, 1st semester

Course outline: Introduction to marketing (main concepts, challenges, new concepts, CE framework); customer selection (valuable customers, customer pyramid); value equity (products and services, quality, price, convenience); brand equity (customer knowledge, positioning, architecture); retention equity (loyalty programmes, FITD technique); management summary).
Evaluation: Written exam (January): content of the course: 50% + paper: 50%

course material:

• Advanced Marketing 1 (GEST-D-403) part2 - part 3 - part 4 - part 5
• Homework

Advanced Finance - by Prof. André Farber & Prof. Hugues Pirotte

Ects: 5 Theory: 24h Practice: - 1st year, 1st semester

The purpose of this course is to analyse corporate financing decisions. This course
is intended for students wishing to work in the financial community or in positions with
financial responsibilities in large corporations.

The course covers the theories of capital budgeting and long-term financing decisions. The second part of the course is an in-depth analysis of applications on the financial lifecycle of the firm.

course material will be published on MySBS

Advanced Accounting - by Prof. Michel Massart & Prof. Jean-Paul Loozen

Ects: 5 Theory: 24h Practice: 24h 1st year, 1st semester

The advanced accounting course focuses on selected financial accounting and reporting topics under IFRS standards:

• IFRS conceptual framework;
• Provisions;
• P.P. & E.;
• Revenue recognition, including long term contracting and variable pricing;
• Employee benefits and stock based compensation;
• Current and deferred taxation;
• Financial reporting, including cash flow statements, segment reporting and main differences between U.S. and Belgian GAAP.

Half of the course is dedicated to reviewing accounting for business combinations (mergers and acquisitions) and group accounts (consolidation). A short module highlights differences and regulatory requirements applicable under Belgian GAAP. Mandatory sessions to solve case exercises form part of this course.
Having followed a basic financial accounting course as part of the Bachelor curriculum is a practical prerequisite for successful completion of this course.

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Strategic Management - by Various professionals (IBM cases)

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester (evening)

Content: A series of guest lectures will cover the following topics: strategic priorities at CEO Level; six sigma; change management; human capital strategies; impact of technology on business; sales force transformation; balanced scorecard growth; distribution channel management + case study; valuation.

Evaluation: 1st session in June (written exam). This will be a case study in the form of an 'open book' exam, for which students may bring along whatever documents they wish. There will be around 10 questions covering the programme.

2nd session end August (written exam). All subjects covered during the year may be included: open discussion on strategy, based on concrete examples.

Course material will be published on Pointcarre

Quantitative HRM Methods - by Prof. Marie-anne Guerry

Ects: 6 Theory: 26h Practice: 26h 1st year, 2nd semester

The aim of this course is to introduce quantitative techniques used in manpower planning.  Subjects studied include career patterns, wastage analyses, recruitment and promotion policies, modelling manpower systems, push (Markov) models, pull (renewal) models, attainability and maintainability of personnel distributions.  All these subjects are illustrated by PC-applications.

Course material will be published on Pointcarre

Operations Management and Logistics - by Prof. Cathy Macharis

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester

This series of lectures and exercises will deal with operations and logistics management and the decision support systems that can be used in this area. Operations management is the business function responsible for planning, coordinating, and controlling the resources needed to produce a company's products and services. The logistics function has to provide the different resources at the right time and in the right place. The overall aim is to advocate principles and to recommend tools for investigating managerial decision problems via so-called prescriptive models with the ultimate goal of providing decision-makers with the means for finding good solutions to realistic decision problems. The role of operations and logistics in an organization is described, along with operations decisions taken.  The differences between manufacturing and services are described.  The history and current trends of operations management are discussed.  The interaction between operations and other business functions are described. We will see the different types of decisions to be taken ranging from strategic decisions (such as deciding on an operations strategy and deciding where to locate a facility) to more tactical and even operational decisions (such as inventory and scheduling issues).
Content: Designing decisions (operations strategy, product design and process selection, supply chain, quality management, statistical quality control, just-in-time systems), planning decisions (forecasting, capacity management and location analysis, facility layout, work system design), operating decisions (inventory management, aggregate planning, master production scheduling and rough-cut capacity planning, material requirements planning, operations scheduling, project management).
The main text for the course is: Reid, Dan R.; Sanders, Nada R., 2004, Operations Management, John Wiley and Sons, New York. ISBN: 0-471-32011-0 (2nd edition!).
Evaluation: Written exam (3 hours) in June. Closed book, an equation summary will be handed out. 50% theory (of which a part multiple choice and a part open questions), 50% exercises.

Course material will be published on Pointcarre

Multinational Corporate Investment - by Prof. Patrick Uyttendaele

Ects: 6 Theory: 26h Practice: 26h 1st year, 2nd semester

The objective of this course is to provide students with a practical understanding of financing multinational capital expenditures.
Content: Capex decision process; shareholder value; optimisation; investment and financing decisions; project definition; cost of capital (WACC) as discount rate; incentives; refunding issues; impact cost of financing on profitability of project; project financing; financing mega-projects; role of government - risk – guarantees; rental - lease versus debt financing; international finance corporation; financial versus socio-economic project appraisal; privatisation issues; concessions, BOT, BOOT. ...
Study material: Case Studies - Project and Infrastructure Finance in Asia (The financing of projects in China, Indonesia, the Philippines, Vietnam, Malaysia, Thailand, India and Pakistan, Hong Kong, Taiwan and Papua New Guinea. Coverage includes finance structures, BOT and concession contracts, project appraisal, managing risks and hedging volatile costs, structuring contracts, taking security, mitigating environmental risks, sources and terms of finance.)  Market specific reviews and numerous real-life case studies provide essential lessons.  The Life and Death of an Infrastructure Project (This book is a case study of a fictitious infrastructure project set in the PRC.  It brings together the experience of developers, tax advisers, financial and legal professionals who have been involved in infrastructure business for many years.  Detailed coverage includes partnership considerations, approvals and registration, financing, documenting the deal and issues of termination, dissolution and liquidation. Numerous case studies illustrate best industry practice, and checklists at the end of every chapter summarize the major concerns and how they can successfully be addressed.) Papers (International Finance Conferences - Topics to be selected.)
Evaluation: oral

Market research - by Prof. Malaika Brengman

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester (evening)

Learning objective: Participants acquire a pragmatic and methodologically sound knowledge of marketing research. Prerequisite: Marketing (mandatory) and statistics (advised): students are expected to have acquired hands-on experience with univariate statistics (z-test, t-test, ANOVA, chi-square) and multivariate statistics (correlation and regression analysis, factor analysis, discriminant analysis, cluster analysis, multidimensional scaling). Content: Marketing research may be defined as the systematic gathering, recording and analysis of data about problems relating to the marketing of goods and services.
The process of marketing research involves the following six steps: (1) Problem formulation, (2) determination of the research design, (3) development of the data collection methods and forms, (4) sample design and data collection, (5) data analysis and interpretation, and (6) communication of the findings. By means of case studies and real-life examples, students acquire hands-on insight and experience with the process of marketing research. Study material: Churchill G.A. Jr.: Marketing research (6th edition). Fort Worth: Dryden, 1995. The syllabus for this course contains the transparencies used in the classroom.
Mode of assessment: The oral exam is an open book exam. The students must apply their knowledge to a problem definition or findings of a market research study.

Course material will be published on Pointcarre

Leadership and Personal Development - by the holder of the Suez Chair of Leadership (Prof. M. Garcia-Prieto Chevalier)

Ects: 3 Theory: 24h Practice: 12h 1st year, 1st semester

Pre requisite:Students should have a basic knowledge of concepts and theories in organisational behaviour and HRM. Objective:The major aim of this course is to present the different psycho-social aspects of  leadership (e.g., emotional competence, decision-making dynamics in small groups, managing collaboration/competition between groups, organisational mobilisation through organisational identification, etc...) and to give each student the opportunity to learn what is most relevant to him/her with regards to her/his capacity to exercise leadership. That is, the capacity to mobilise others to tackle the most important organisational problems. At the end of this class students should be capable of:*demonstrate knowledge of the different psycho-social aspects of leadership (at the individual, group, intergroup and organisational levels),*analyse their own capacity to exercise leadership,

*elaborate an action plan for the development of their own capacity to exercise leadership (in the context of their professional development

Content

This course will be as much about group dynamics as it will be about leadership and personal development. Indeed, an individual’s capacity to diagnose what happens in any organisation, social system or group, and why is one of the critical components of exercising leadership.

References and supports

The syllabi include readings (in French and English) compulsory and recommended as well as a bibliography, and other pedagogical materials (case studies, questionnaires, etc.) that will be used in class.

Teaching method

The method that will be favoured will be reflexivity (thought/contemplation in action) through a mix of theory, exercises, and discussion of student cases in small groups.

Evaluation

Group Work (50% of the final grade)

Each week, and this outside class, students will be required to work in small groups of a minimum 3 and maximum 4 people.

• Task: Each week a student will present to the group a leadership/management situation in which they experienced a failure (this situation has to have a direct link with their personal development, for example a situation experienced during their studies or at work). The students who are not presenting will act as consultants using concepts discussed in class but also their personal experience.

• Organisation: The organisation of this group work (place, time and length) will be entirely decided on and managed by the students.

• Ongoing evaluation : At the end of each week (Sunday midnight at the latest) students will have to submit by email a completed questionnaire concerning the quality of the group work to the Professor

Please note: Participation and presence in these workgroup sessions as self-organised by the students and the completion of the weekly questionnaires are compulsory to pass the course.  Thus 50 % of the final grade will be noted pass/fail as a function of these two conditions without exception.

Individual Paper: « Professional Development Project» (50% of the final grade)

An individual paper should be submitted to the Professor at the end of the exam period in January 08 (last deadline January 26, 5pm).

Each student will develop their own « Professional development project» which will consist of 3 parts:

1. A critical analysis of their capacity to exercise leadership in the past, throughout their academic studies or professional life  (1page)
2. A critical analysis of the perceived impact of their actions in the present on their professional development as a future leader/manager (1page)
3. An action plan to develop their future leadership potential in the next 6 months (1 page)

In this project students will be asked to integrate class concepts, feedback obtained from other students during the small group consultations and their own thoughts as reported in the weekly questionnaires.

Only in extreme situations (e.g., chronic illness, personal or professional reasons all adequately justified in writing) and with express agreement of the Professor can a student replace these two evaluations for a single and more elaborated individual paper.

Teaching and evaluation language

The course will be taught in French in groups 1 and 2 and in English in group 3.  Students will be able to submit their evaluations in French or in English. However, students will be expected to read in both French and English and some class overheads may be presented in French.

Investment (and financial analysis) - by Prof. J. Lévy

Ects: 5 Theory: 36h Practice: - 1st year, 2nd semester

Course objectives: strong theoretical background in portfolio theory & real-world practice cases in equity valuation and portfolio management. Course content: the investment process (investment policy, security analysis, construction portfolio, revision portfolio, evaluating performance, …). Underlying theory (utility functions, portfolio modelling, equity and bonds valuation, portfolio management, behavioural finance, performance measurement, …) Evaluation: written exam for 50% of final grade. Case study in groups of 3 students for 50% of final grade. Textbook: BODIE, KANE & MARCUS. Investments. McGraw Hill, 6th edition, 2006.

course material will be published on MySBS

Global banking - by Prof. Freddy Van den Spiegel

Ects: 6 Theory: 26h Practice: 26h 2nd year, 2nd semester

The banking sector is undergoing a fundamental transition process. Technology, liberalisation of capital markets and globalisation of the world economy are fundamentally changing the environment in which financial intermediaries operate. This process of change is even more radical within the European Union, where the single currency and the political goal of financial integration are pushing banks even further towards cross border strategies. The course will give an overview of the new environment for banks and its consequences on banking organisations, products and strategies.
Content:  1. Introduction to global banking; European financial integration; consolidation 2. Global debt and equity markets 3. Global investment and asset management services 4. Retail banking 5. Payment systems 6. Organisation of key banking functions (risk management; solvency management; ALM; internal control; audit; compliance; marketing; strategy).
Teaching method: Lectures; Case studies to be prepared by students; Presentations by practitioners.
Study material: Roy C. Smith, Ingo Walter: Global banking, Oxford University Press 2003 and selected articles.

Course material will be published on Pointcarre.

Electronic Commerce (in the EU) - by Prof. Leo Van Hove

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester

Learning objectives

At the end of this course, students should understand the main concepts, theories, and business models related to e-commerce.  They should be able to recognise these concepts when presented with case studies, and be able to apply them to the case at hand.

Course Description

Theory

'Electronic Commerce' is a broad subject that cannot possibly be covered fully in a single course.  The goal is therefore to cover the major topics rather than be encyclopedic.  The course will concentrate on business strategies for 'the marketing, selling, and distribution of goods and services via the Internet' (and other electronic channels).  We will analyse the different business models used - with a clear distinction between business-to-consumer and business-to-business markets as well as between information goods and tangible goods.  See Section on 'Content & Structure' for more details.

The course will mainly consist of regular lectures, but I will try to make it as interactive as possible, especially where the cases are concerned.  If there are interesting opportunities, the course may feature guest speakers.

Practical part

In groups of 2-4 (depending on class size), you will be required to write a paper about a specific case related to the content of the course.  Potential topics are: an analysis of the business models and strategies used by Belgian or foreign dotcoms or bricks-and-clicks companies (such as Proxis.be, Yezzz.be, Info2Clear, Gift.be, Le Monde, etc.), an analysis of a specific sector on a European or international scale (e.g. clothing, gifts, the travel industry, etc.), … Obviously, you need to have the subject of your choice approved by me – by March 31 at the latest.  In principle I will not allow more than one group working on the same issue.  Hence: 'first come, first served' applies!

Each group will also be required to give a short presentation about the paper in the final sessions of the semester.  Detailed instructions about both the paper and the presentation will be given in class.

Course material

Required reading: Jelassi, Tawfik and Albrecht Enders, Strategies for e-business – Creating value though electronic and mobile commerce: concepts and cases, Prentice Hall, 2005 (ISBN 0-273-68840-5).  Companion site: <www.booksites.net/jelassi>.

Course material will be published on Pointcarre  

Advanced Technology - by Prof. Marc Van Overmeire

Ects: 6 Theory: 26h Practice: 13h 1st year, 2nd semester

Content of theoretical lessons: Historical introduction; the engineering design process (with case histories); analysis and implementation; protection of technical knowledge; innovation strategy and management; hazards of new technology, ethics and product liability; case studies in various fields: energy production; MEMS, LEV en ZLEV vehicles, greenhouse gases and emissions; trading.
Practical work: there will be seminars with guest speakers from industry and visits to selected companies. Students must write papers on selected topics.

Course material will be published on Pointcarre.

Advanced Quantitative Methods - by Prof. Bertrand Mareschal

Ects: 5 Theory: 24h Practice: 12h 1st year, 2nd semester

Content: The main objective of the course is to give students a good theoretical and practical knowledge of quantitative methods applied to management. The course will cover the main aspects of management science : statistical methods, optimization, decision aid, ...    Case studies will be used to emphasize the practical aspects of applying management science techniques in actual situations. The following table of contents is provided as a basis. The actual contents of the course will be adapted according to the background of the students: 1) Introduction (Quantitative methods for management, management science, operations research, decision aid, statistics, econometrics ? A definition, a context. ) 2) Decision analysis (Decision under uncertainty.) 3) Advanced optimization (Linear programming; Integer programming;Nonlinear programming) 4) Network analysis (Transportation problems; Network flow problems; Project management) 5) Simulation models 6) Inventory management 7) Advanced statistical methods (Data mining; Analysis of variance; Forecasting). Evaluation: A written exam is organized in June. Homework and case studies will also be a part of the evaluation.

course material will be published on Prof. Mareschal's site

Advanced IT - by Prof. Eddy Vandijck & Prof. Leo Van Hove

Ects: 6 Theory: 52h Practice: 26h 1st year, 2nd semester

Course description: This course consists of two distinct but related parts.  The first and more theoretical part, taught by Leo Van Hove, discusses the basic economics of information technology (IT).  The goal is to provide a review of some of the important economic factors affecting IT industries as well as IT users (both companies and individuals). Time permitting, the impact of these factors on competition policy will also be discussed. Use will be made of microeconomics and industrial organisation literature. Factors that will be discussed are: the specific cost structure of information goods and its implications for market structure; syndication; pricing of information goods in general and software in particular: (first-degree) price discrimination, versioning, bundling, etc.; switching costs and lock-in; intellectual property rights; network externalities and critical mass; compatibility and standards wars. The second part, taught by Eddy Vandijck, concerns the management of information in an organisation. It includes topics about application development and maintenance, the support of ICT-services, security management, delivering ICT-services including outsourcing. Finally it covers the problem of ICT-governance. The problem of knowledge management and business intelligence is handled in a separate chapter. 
Course structure: Part I - The economics of information technology (supply-side economies of scale; syndication; pricing of information goods; intellectual property rights; demand-side economies of scale; switching costs and lock-in; standards). Part II – Information management (application management (portfolio assessment and optimisation); application development: software development cycle (UML); implementation of packaged solutions (including selection); configuration management; outsourcing and service level management; security aspects; service continuity; roles and responsibilities; knowledge management). For the related workshop the set-up of an information plan for a practical case is required.
material: Required reading for part I:  Varian, H., Farrell, C. and C. Shapiro, The Economics of Information Technology, Raffaele Mattioli Lectures, Cambridge University Press, 2004 (ISBN 0-521-60521-0). Additional material (papers, newspaper clippings etc.) will be made available via the Internet. Recommended reading for part II: Fowler, Martin, UML distilled, Addison Wesley, 2004, (ISBN: 0-321-19368-7).
Exam: Oral. A report must be written on the workshop.

Course material will be published on Pointcarre

Topics in International trade and sustainable development - by Prof. Daniel Traca

Ects: 5 Theory: 36h Practice: - 2nd year, 1st semester

Objectives

This course is intended to provide future managers, expecting to work in or with developing countries, with an understanding of their current economic reality and future prospects of these nations. The course will concentrate on the relationship between corporate management and the economic and social development of poor countries. It will not cover in detail the internal operational challenges of corporations.

There are three parts to this course. Part A provides a general introduction to the problems of development, and the implications of the international economic and political order. Part B addresses the role that private business and markets can play in promoting economic growth, stressing the activities of foreign investors. Part C looks at the specificities of poverty and the role of the private sector in solving this problem.

Grades

The course is project-based and there will be no exam. The requirements for this course are as follows:

1. Class Participation: Active and thoughtful class participation is a must and will account for 20% of the total grade. Class attendance is mandatory, to obtain a grade for class participation. Students will automatically obtain a zero in their class participation mark, if they miss more than two (of the 12) sessions of the course (no justification accepted). Students are also advised to read the readings before each class, so that they can participate. The reading of the case-studies for class discussion, when assigned, is absolutely required.

2. Case-study (write-up and presentation). This project will account for 40% of the total grade. It is to be undertaken in groups of 5 students.

A short proposal, describing the event, topic and methodology, should be discussed with the instructor by 17/10/2007, at the latest.

There will be a class presentation of the main conclusions of the case-study, in the last session of the course; on 19/12/2007.

The final written case-study is due on 19/12/2007. The write-up is limited to 15 double-spaced pages. It will be judged by its originality and innovation, the use of tools developed in the course and, above all, the quality of the analysis and recommendations.

3. Individual class report (write-up). This project will account for 40% of the total grade. The report should answer to one of the three questions proposed by the professor in class. Students are expected to research relevant references on their own, and to provide empirical backing for their assertions and opinions. It is required to add a list of references at the end of the write-up. The strict standards of the ULB concerning references, sources and acknowledgements apply. The write-up is limited to 2 double-spaced pages, not including the list of references. The final class report should be handed on 05/01/2008.

More information about the course is available on the website : www.danieltraca.com

R&D in multinationals - by Prof. Michele Cincera

Ects: 5 Theory: 24h Practice: - 2nd year, 2nd semester

This course is intended to provide future managers, who expect to work in or with developing countries, with an understanding of the current economic reality and future prospects of these nations. The course will concentrate on the relationship between corporate management and the economic and social development of poor countries. It will not cover in detail the internal operational challenges of corporations. There are three parts to this course. Part A provides a general introduction to the problems of development and the implications of the international economic and political order. Part B addresses the role that private business and markets can play in promoting economic growth, stressing the activities of foreign investors. Part C looks at the specificities of poverty and the role of the private sector in solving this problem.

Multiculturality in Europe - by the holder of the Van Rossum chair (Prof. Fons Trompenaars)

Ects: 3 Theory: 24h Practice: - 2nd year, 1st semester

course content not available yet

International Trade - by Prof. Luc Hens

Ects: 6 Theory: 39h Practice: - 2nd year, 2nd semester (evening)

This course provides a concise, accessible and business-oriented introduction to key topics in international trade and investment. International trade focuses on international transactions that involve a physical movement of goods (trade flows) or factors of production (migration, foreign direct investment). Three themes are explored: the gains from trade (including the impact of trade on income distribution), the pattern of trade (who sells what to whom?), and protection (if trade is beneficial, why do countries protect domestic production?). Emphasis is on the role of international organizations (European Union, World Trade Organization) throughout.

Course material will be published on Pointcarre.

International Investments & Financial Mechanisms - by Prof. A. Chapelle & Prof. Jacques Lévy

Ects: 5 Theory: 48h Practice: - 2nd year, 1st semester

Part 1: (Prof. Chapelle)
The first part of the course will provide students with a comprehensive understanding of how international financial markets work (market microstructure, existing products, specialized actors…). It further aims to provide the tools necessary to evaluate most financial products. The course will discuss the implications of both passive and active investment strategies.
Part 2: (Prof. Lévy)
This part is centred on the study of mechanisms that allow the covering or taking of financial risks. It explains the logic behind the reasoning of economic agents and the way it is transformed in a chain of transactions which themselves affect financial markets.

European tax and financial law - by Prof. Marc Dassesse

Ects: 6 Theory: - Practice: - 2nd year, 2nd semester

The purpose of this course is to familiarise students with 1. TAX: The impact of European law on national tax rules affecting the unfettered exercise of fundamental freedom of movement (goods, services, persons, establishment, free movement of capitals and payments) and on the bilateral tax treaties concluded by Member States. 2. FINANCIAL LAW: The directives governing cross-border activities of EU incorporated credit institutions, the protection of branches in the EU of credit institutions incorporated in third countries, and the impact of the move to single currency for the activities of credit institutions in the EU (as well as for national tax systems). The position of insurance companies is also covered.

European Integration - by Prof. Jef Vuchelen & Prof.  Karel De Gucht

Ects: 6 Theory: 39h Practice: - 2nd year, 1st semester

The purpose of this course is to provide a theoretical background for the process of European integration.
The main topics of this course are:  discussion of the concept “integration” (by means of foreign examples and a historical illustration of Europe); a broad theoretical explication of the different phases of the integration process aided by means of international trade; detailed discussion of the internal market; discussion of common policies within the EU (agriculture, competition, monetary union, etc.); a discussion of current problems (e.g. new membership, coordination of tax policy).
Study material: Baldwin R. & C. Wyplosz, The economics of European integration (2006), 2nd edition, McGraw Hill
Evaluation: written exam.

Euromarketing seminar - by the holder of the Interbrew chair (Prof. Christian Bluemelhuber)

Ects: 5 Theory: 48h Practice: 12h 2nd year, 1st semester

content: Problems associated with the implementation of international marketing strategies. The development of integrated marketing systems at continental and global levels.  Practical issues for the effective functioning of such systems within the context of local constraints.

Competition Policy and State aids - by Prof. Jose Buendia Sierra

Ects: 6 Theory: 26h Practice: - 2nd year, 1st semester (evening)

This course will focus on the following topics:  Overview of EU competition policy (historical evolution, scope, modernisation of procedures, adjustment to the changing economic reality within the EU, adjustment to the prospect of EU enlargement, other competition authorities and policies outside the EU); state aid (the concept and scope of its control); types of state aid allowed (restrictions, mechanisms for approval); the process of shaping rules and policy in the field of state aid (the role of EU institutions, Member States and interested economic actors; the relevance of negotiation, "soft" law and judicial review);  services of public interest and competition policy; global mergers and merger control.

Course material will be published on Pointcarre.

Case studies in international strategy - by Prof. Paul Verdin

Ects: 5 Theory: 24h Practice: 12h 2nd year, 1st semester

This course is intended to provide students with an insight into the economics and management of international business from a strategic, mostly cross-functional or general management perspective, with special focus on the European context.
The course explores the underlying drivers for companies to internationalise and the challenges of internationalisation and globalisation that they subsequently face. It also considers the internationalisation strategies of “national champions” by analysing, on the basis of case studies, what it takes to internationalise and how important it is to manage the internationalisation process. The course also deals with the strategic and organisational issues facing established multinationals in a globalising market and the change multinationals require and the way the process of changing their strategy and organisation should be managed will be discussed.
The sessions will be based on case discussions. Students will work in small groups and each group will be asked to prepare a case study. This case study will be presented to the rest of the class.
Beside preparing and presenting a case study, each group will also have to play the role of discussant during the presentation of another group’s case.
Evaluation: grading for the course will be based on project work (60%) and on active class participation (40%). An optional exam will be planned for those willing to improve their grade. In this case, the exam will supplement the project grade, but project participation remains compulsory.

Case studies in international strategic marketing - by Prof. Jean-Pierre Baeyens

Ects: 5 Theory: 24h Practice: 12h 2nd year, 2nd semester

course content not available yet

Advanced Accounting and International Financial Statements - by Prof. Veronique Weets

Ects: 6 Theory: 26h Practice: 26h 2nd year, 1st semester

This course will cover the following topics:

• Introduction to international accounting
• Introduction to international financial reporting standards
• Framework
• Presentation of financial statements
• Property, plant and equipment
• Intangible assets
• Impairment of assets
• Leases
• Provisions
• Revenue recognition
• First-time adoption of IFRS

Innovation and technology (seminar) - by Prof. Bruno Van Pottelsberghe

Ects: 5 Theory: 24h Practice: 12h 2nd year, 2nd semester

The purpose of this course is to analyse various dimensions of the innovative process, from the effectiveness of science and technology policies to the role of innovative competencies within large firms.
Sessions: Each session is composed of two lectures of about 50 minutes and based on at least one reference article (and maximum two): 1) Introduction to innovation: why it matters; 2) R&D and growth; 3) S&T policies and the Lisbon Objectives; 4) Tax incentives; 5) The internationalisation of technologies; 6) Intellectual property rights; 7) Patent value; 8) The Bay-Dole Act and academic patents; 9) Sources of knowledge; 10) Disruptive technologies, the S-curve and standardisation; 11) Financing innovation; 12) Innovation competencies.
Teamwork: In groups of 6, students will develop – creatively – an original process of innovation. References to recognised working paper and scientific articles are strongly recommended. A full day will be devoted to the presentation of projects.
Exam: The evaluation process is composed of a final exam in English (including open questions, knowledge questions and multiple choices) accounting for 70% of the final mark and a presentation of group work (30%).

Course material will be published on Pointcarre.

Entrepreneurship - by Prof. Rosette S'Jegers

Ects: 6 Theory: 26h Practice: 13h 2nd year, 2nd semester

The purpose of this course is to provide insight into the economic importance of the ‘entrepreneurship” phenomenon, the specific issues of managing entrepreneurial companies and the policy instruments at the disposal of governments to stimulate entrepreneurship. This course also aims to expose students to the reality of entrepreneurship through presentations of 'hands-on' experts and case studies.
Content: The economic phenomenon of entrepreneurship (theories about entrepreneurship – freelancers, entrepreneurs, intrapreneurs, managers: who’s who – the origin of enterprises – the role of entrepreneurship in the economy – entrepreneurship and economic renovation, the role of the enterprise in innovation waves, the role of economic clusters); Management-aspects of entrepreneurship (financial – human resources – innovation & intellectual property – risk and entrepreneurship – the business plan); driving forces behind stimulating entrepreneurship and innovation by governments and academic institutions; testimonials of entrepreneurs and other actors.
Evaluation: Oral exam.

Course material will be published on Pointcarre.

Managing Corporate Social Responsability - by the holder of the Janssen Chair (Prof. Nigel Roome)

Ects: 3 Theory: 24h Practice: - 2nd year, 1st semester

Aim/Learning Objectives: (detailed course description)

•To appreciate the broad nature of leading responses to corporate social responsibility in the current period

 •To understand the managerial perspectives and responses that contribute to CSR

 •To recognize the analytical approach, strategic perspectives and content of modern CSR

Course Content:

Business is currently going through profound change.  Not only is this driven by market and economic conditions, social changes mean that business now has to deal with a more discriminating and articulate public, a complex set of non-governmental actors and public policy makers concerned about the environmental and social aspects of business. Many of the concerns of these stakeholders arise from an increasingly ‘industrial’ society designed around production sites, supply and distribution chains and products based on the engineered or chemical transformation of materials. Managers are responding to these pressures by developing approaches to integrate environmental and social concerns into decisions about company strategy, the management of plant and processes and the development of new products. Some companies are also integrating social aspects of business into their vision and operating practices.  This provides the issues and approach we call corporate social responsibility.

However, managers are addressing these problems at the same time they have to cope with globalization and contend with the shift from an ‘industrial’ to an ‘information and systems’ age.  For example, the ‘information’ society is based on looser networks of actors, who contribute to services that offer new values to global and local markets.  Technology increasingly provides the basis for services that people use rather than products they buy to own.  Global supply-chains raise questions over the way products are produced. The ‘systems’ society is based on our ability to engineer natural and human systems – energy, water, fisheries, agriculture, information and communications, the genome.  Some companies are positioning themselves as organizers and integrators of these systems.  Companies will increasingly find their activities influenced by the changes taking place in these systems.  And stakeholders are equally positioned in these complex systems.

Senior managers need to understand their business and its relationships with other actors and to appreciate the social and environmental complexity of different settings. They must be able to set strategic intentions, by identifying economic opportunities and operating their business efficiently and effectively, as well as managing a range of less tangible resources.  These include the company’s legitimacy, its interaction with stakeholders, and its image, identity and values against this highly dynamic backdrop.

This course addresses these pressures and responses.