At the end of the course students should be able to:
1. Show personal communication skills.
2. Make powerful and impactful presentations.
3. Demonstrate effectiveness when communicating.

1. Communication tools
2. Presentation skills
3. Specific situations (giving feedback, negotiations, conflicts)
4. Corporate communication and image.

Written papers: 20%.
Exam: 80%.

1. Discuss the content, framework and drivers of electronic commerce
2. List the major e-commerce activities, processes and the mechanics that support them
3. Describe the characteristics of e-tailing as well as its primary business models
4. Learn about consumer behavior online, e-market research and Internet advertising
strategies
5. Understand the Web 2.0 revolution and the context of social media as well as the valueadded benefits of m-commerce

1. Overview of Electronic Commerce
2. E-Commerce Mechanisms
3. Retailing in E-Commerce
4. Marketing and Advertising in E-Commerce
5. Social and Mobile Commerce

Regular Season: periodic assessment, min 2/3 attendance. a)Individual Exam 50%;b) Team or individual exercises 50%. Minimum grade 7,5 in each assessment. Min. final score 10 points for approval. Students who choose only the individual exam, min 10p. and the exam accounts 100% for final grade. Re-sitting: Students who fail in the regular season or wish to improve their grade. Exam accounts 100% for final grade, minimum score 10p. There is no oral evaluation for improving the grade.

At the end of this learning unit?s term, the student must be able to:
1. Describe the theory and real-world application of the key components of an international human resources management and leadership strategy
2. Explain the critical human resources management and cross-cultural leadership competencies required for global business managers to interact effectively in different international environments
3. Define and describe leadership and motivations behaviours that are effective in multicultural environments.

1. The International Context of Business
2. Global Trends Affecting HRM
3. Meaning of Work Across Cultures
4. Ethics and Social Responsibility in HRM
5. Impact of Culture Variables in Global HRM
6. Shaping the Corporate Culture
7. Cross-Cultural Leadership and Applications
8. Motivation Across National Boundaries
Communicating Effectively Across Cultures

Periodic Evaluation:
1 Case-Study Analysis (40%)
Written Test (60%)

Final Evaluation:
Written Exam (100%)

At the end of the course students should be able to:
1. Have a good knowledge of the main models within the Intercultural Management field, namely the models of Hofstede, of Gesteland, and GLOBE and relate these models to international management issues.
2. Identify the importance of national culture in the different areas of management.
3. Know more about how to operate successfully in multicultural teams and communicate and negotiate in an effective way with partners from different countries and cultures

1 Management and organisational behaviour in different contexts. Differences and similarities across countries, economic systems and civilisations. The field of Intercultural Management. Types of studies.
2 Culture as an explanatory factor. Hofstede?s dimensions: power distance, uncertainty avoidance, individualism, masculinity, long-term orientation. Implicit models of organisation.
Other cultural dimensions. Trompenaars? model.
3 Intercultural communication. Negotiating across the globe. Gesteland?s model.
4 The GLOBE project.
5 Country profiles. How to communicate and negotiate in different parts of the world.

Individual and Group assignments, participation (30%)
Final written test (70%).
Attendance must be 80% or higher.
Students may opt for a final written exam at the end of the period.

At the end of the course unit the learner is expected to be able to:
LG1 - Identify and rationally discuss ethical, responsible and sustainable management
LG2 - Recognise that multiple, often conflicting, viewpoints and trade-offs exist around issues of ethical, responsible and sustainable management
LG3 - Develop a critical and sophisticated understanding of the complex issues facing global leaders in choosing sustainable business models

S1. Ethical Management
S2. Responsible Management
S3. Sustainable Management
S4. Sustainable Business Model Designs

Option 1- Periodic assessment
- Test (50%)
- Group Assignment (50%)
For approval: Weighted average of 10 or more, with the average of each component of 8 points. Minimum attendance of 2/3 of the classes.

Option 2- Final exam
For approval: 10 or more.

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

LG1.: Identify and describe concepts and instruments used in Operations and Logistics;

LG2.: Examine and express how Operations and Logistics contribute to develop and sustain businesses value proposition;

LG3.: Break down the supply chain structure and develop, compare, and contrast different alternatives for value improvement;

LG4.: Plan and decide how the supply chain should perform to improve its effectiveness and efficiency.

S1.: Logistics Fundamentals;
S2.: From Logistics to Supply Chain Management and Network Management;
S3.: Supply Chain Management;
S4.: Collaborative Management and Movements;
S5.: Service Management;
S6.: Managing logistics internationally and Transport Management;
S7.: Location decisions and warehouse management.

Continuous assessment:
In class participation - 10% (A minimum attendance of 90% of participation in class is due, in class or online as instructed by IBS/Iscte academic services)
Group assignment - 40%
Final test - 50%

In order to get approval, students must score, at least, 8 points (over 20) in both the group assignment and the final test.
Minimum passing grade: 10 points.

Final exam
Final exam - 100%

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

LG1.Create and develop analytic frameworks for establishing international or global marketing programmes.
LG2.Analyse, select and assess the specific framework, which address some or all of the four management decisions related to the internationalisation process which are (1) the decision whether to internationalise; (2) The international market selection; (3) The foreign market entry mode and (4) the international marketing programme.
LG3.Understand how the organisation can achieve international competitiveness through the development and implementation of international or global marketing programmes.

1. International Market Research
2. International Market Selection
3. The International Marketing Program
4. Product Decisions
5. Pricing Decisions
6. International Distribution Decisions
7. Promotion Strategy

Exam end of semester 50%
Case Study analysis and presentation of solutions 25%
Individual Essay 25%
TOTAL 100%

To be considered passed, the student has to achieve the minimum of 8 (eight) values in the exam.

1) Select the appropriate research methodology given the research objectives and the problem under analysis (LG1).
2) Select the appropriate data collection methods, given the research problem, the objectives and the type of data available (LG2).
3) Design a valid data collection instrument (LG3).
4) Identify the most important concepts and correctly apply sampling methods (LG4).
5) Identify the most appropriate sample dimension (LG5).
6) Use the statistical package SPSS to perform quantitative data analysis (LG6).
7) Integrate in the individual research project the theoretical framework, the data collection and statistical methods discussed in the classes (LG7).

1. Objectives of research in management. Steps in a research project.
2. Introduction to SPSS.
2.1. Descriptive and exploratory data analysis.
2. 2. Statistical inference: confidence intervals. Interpretation of SPSS outputs.
3. Methodological choices.
3.1. Qualitative vs Quantitative vs Mixed.
3.2. Extensive vs Intensive.
3.3. Survey, Case study, Action Research, Grounded theory.
4. Research approaches.
4.1. Deductive vs Inductive vs Abductive.
5. Research philosophies.
5.1. Positivistic vs Phenomenological.
5.2. Assumptions: Ontological, Epistemological, Axiological.
6. Validity and reliability of research.
6.1. Sampling error and bias.
7. Data collection instrument.
7.1. Questionnaire design.
7.2. Types of scales.
8. Sampling methods.
8.1 Random or probabilistic.
8.2. Non random.
9. Sample dimension, estimates precision and results confidence level.

Continuous evaluation process:
- 1 written individual test, with 50% weight;
- 4 written assignments , 10% weight each;
- Class attendance and participation (10% weight);
- This type of evaluation requires that students attend at least 80% of classes.
Approval will be obtained by the students that obtain a final average grade of 10, with a minimum of 8 for the test mark.
Evaluation can be made through a final exam (re-sitting), the same rule of a minimum of 10 values being applied for approval.

The main purpose of this course is to enable students to understand and solve negotiation and conflict management situations in organizational contexts.

1. Negotiation and conflict management: main concepts and issues;
2. Strategic Approach to Negotiation: the negotiation dilemma of value capturing vs. value creation; win-win vs win-lose; The 3 Negotiations; The Key Negotiation Elements
3. Preparation; Relation, Process, Communication
4. Interests, Options, Legitimacy, Commitments and Alternatives
5. Tactics in an ethical framing

Evaluation throughout the semester: 90% Individual work + 10% Individual Class Participation (exercises in the classroom). In order to get approval, students must score, at least, 8 points (over 20) in the Individual Work. Minimum passing grade: 10 points.

Evaluation at the end of the semester: Final exam - 100%

1. Characterize the financial statements prepared under IFRS
2. Identify the main differences at international level in the presentation of the financial statements

1. An integrated view of the financial statements
2. Structure and content of the financial statements
3. The international diversity in the presentation of the financial statements

Group work 30%
Individual final test 70%.
Mandatory minimum attendance: 2/3 of the classes taught.
Minimum grade of 8.5 points in each of the assessment instruments (group work and individual test).
Approval with a minimum average of 10 points.

At the end of this learning unit?s term, the student must be able to:
1. Describe the requirements, tasks, actions and development trends of international consultancy
2. Explain and apply strategic tools in an international consultancy project
3. Design and present consultancy projects

1. The nature of the consulting business
2. Current trends and challenges
3. Planning and management of consulting projects
4. Tools in Consulting
5. Cooperation with the client during the implementation of the project Personnel and development possibilities in the Consulting job Management of consulting firms
6. Winning new markets
7. Report manufacturing and presentation

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

1. To understand the essential problematic of international entrepreneurship and its relation with innovation
2. To understand the importance of business modelling for innovative entrepreneurship
3. To understand the business model Canvas framework
4. To understand the importance of emerging technologies for developing innovative business models and identify the most relevant ones
5. To understand the importance of networks for the development of international entrepreneurship

1. Entrepreneurship, international entrepreneurship, and innovation
2. Business modelling and innovative entrepreneurship
3. Business model Canvas
4. Emerging technologies and international business development
5. Creating and managing international entrepreneurial networks

PERIODICAL (Minimum attendance of 80% required)
Individual-based:
Participation in a research activity - 20%
Written test - 30%
Team-based:
Case study presentation and discussion - 50%

FINAL
Written exam - 100%

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

1. Discuss and apply their understanding of what factors determine the success of firms in global business environments.
2. Identify and analyze key elements for home base advantages with international operations and development of new capabilities.
3. Apply generic international strategies.
4. Identify and analyze differences across countries using different frameworks.
5. Identify, analyze and select different markets and appropriate entry strategies.
6. Identify and analyze location choices, factors involved and organizational structures in new location/s.
7. Identify and address relevant managerial problems in international business strategies by developing problem solving skills.

1. Fundamentals of strategic management and international strategy.
2. Globalization of markets and business-environment challenges.
3. The resource-based view.
4. Internationalization process: Motivations, choice of international destination/s, stakeholders and generic internationalization strategies.
5. Formulation of a global strategy and coordination of international operations.
6. Internal organization and social responsibility of a global company.

Individual Written Test: 50%
Group Assignment: 50%

To successfully complete the course, students must obtain a weighted average of 10 points or more (0-20 scale), with at least 8 (0-20 scale) in each evaluation component.

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

LG1. Understand the functioning of the foreign exchange market.
LG2. Understand the functioning of the global financial system.
LG3. Create and develop analytic frameworks for assessment of foreign exchange risk and available hedging instruments.

1. Globalisation and international trade
2. The balance of payment
3. The international financial system
4. The foreign exchange market
5. International parity conditions
6. Foreign currency derivatives and swaps
7. Hedging using forwards, FX options, and money market instruments

Final exam 100%

At the end of the course students should be able to:
1. Identify different management perspectives and business and cultural realities across the globe
2. Be able to deal with diverse business environments.

One or more from the following topics:
1. Japanese Business and Culture
2. Doing Business in India
3. Buddhism & Management in South East Asia
4. Doing Business in New Central European Countries
5. Doing Business in the Middle East and the Arab Countries
6. Doing Business in Latin America

There will be tests for individual modules. The final grade is the average of the results per module.

The aim of the IP is designed to integrate the various components of the programme and to provide an opportunity to apply the previously acquired knowledge in International Management classes by giving participants exposure to real business problems

1. Development of proposals for future international strategic directions of a selected company. Preliminary investigation may include an industry analysis, firm?s current competitive position with focus on geographical dispersion of its value-chain activities.
2. Working as a consulting team for an organisation, preparing a report providing possible solutions to a problem faced by the organisation, related to its international activities, actual or potential.
3. Development of an illustrative or explanatory case-study of a chosen company over its internationalisation process.
4. Doing research concerning an issue or challenge that might be of concern to organisations exposed to international competition and draw conclusions that could be valuable to these organisations.

Group Project - 100%
Every IP shall include a final report (around 10000 words) with the main results, conclusions, recommendations and a description of the way these were obtained
In case the project is developed in conjunction with a company or organisation, a presentation is made by the group?s members with recommendations to the company or organisation

At the end of the course students should be able to:
1. Identify the subject of the dissertation or applied project they will complete and present as part of their master degree
2. Distinguish the different phases of a research project and the most common problems associated with each one

1. Use of online databases such as Proquest
2. Methodologies that can be used in the dissertation or final project.
3. Phases of a research project.

The evaluation is based on thesis/project outline and individual presentation.
Attendance must be 80% or higher.

1. Define a scientific problem and its relevance.
2. Define research goals and possible hypothesis;
3. Produce a literature review supporting the dissertation main problem
4. Apply the methodologies more suitable to data collection and analysis;
5. Critical reflexion sustained on theoretical frameworks and empirical results.

1. Writing the introduction and abstract
2. Definition of a research problem
3. Definition of research goals
4. Literature review
5. Defining hypothesis
6. Data collection methods
7. Data analysis methods
8. Writing conclusions and defining new research paths

Evaluation
- Written presentation of the thesis
- Oral presentation with the synthesis of the thesis followed by a public defense with a jury

Diagnose a organizational environment and internal problem in need of a management intervention;
Produce a literature review supporting an applied project;
Define the project phases;
Define ways of supporting the implementation of the project and its evaluation

Brief organisational diagnosis
Diagnosis of organizational environment and of a specific organizational problem
Applied literature review
Project cost / benefit analysis to organisations
Definition of a intervention project or synthesis of a case and possible solutions
Evaluation of impacts and possibilities of control of results

- Written presentation of the project
- Oral presentation with the synthesis of the project followed by a public defense with a jury.