Programme Structure for 2024/2025
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
|
Compliance
3.0 ECTS
|
Mandatory Courses | 3.0 |
|
Corporate Strategy and Business Development
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Corporate Governance
3.0 ECTS
|
Mandatory Courses | 3.0 |
|
Corporate Finance
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Performance Management
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Financial Performance and Responsibility
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Financial Reporting
6.0 ECTS
|
Mandatory Courses | 6.0 |
|
Disruptive Technologies for Digital Business Transformation
6.0 ECTS
|
Mandatory Courses | 6.0 |
Compliance
At the end of the unit, students should be able:
LG1. To understand different types of risks
LG2. To understand internal control systems
LG3. To understand tools for risk management"
1. Internal control
2. The compliance function
3. Compliance risk management
4. Ethics and conduct
1) Periodical evaluation: case solving/work, in group/individual (50%) and an individual written final test (50%). Requires a minimum grade of 10 points in the final test, attendance to classes of at least 66%, and a minimum of 10 points in the final classification. 2) Exam (1st sitting): written test (100%), requiring minimum 10 points to get approval. 3) Exam (2nd sitting): written test (100%), requiring minimum 10 points to get approval. Scale: 0-20 points.
BibliographyTitle: Biegelman, M. and Bartow, J., 2012, Executive Roadmap to Fraud Prevention and Internal Control: creating a culture of compliance
Authors:
Reference:
Year:
Corporate Strategy and Business Development
LG 1 - To develop some of the concepts underlying the strategic management process and understand the ways different theoretical perspectives approach this process.
LG 2 - To understand and apply the concept of dynamic capabilities and its approach to strategy
LG 3 - To introduce some of the concepts underlying the development of competitive and corporate strategies
LG 4 - To understand the importance of implementation and control in the process of strategic management
LG 5 - To develop critical thinking
LG 6 - To have autonomy to plan their own learning processes in order to deep their knowledge in this area of study.
1. Fundamentals of strategy
2. The strategic management process: New trends
3. Internal analysis of the organisation
4. External environment analysis
5. Business Strategies
6. Corporate Strategies
7. Strategy Implementation
8. Strategic Control
Option 1 (Continuous Assessment)
i. Individual Written Test 50%
ii. 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 10 points in each component of the continuous assessment.
Option 2 (Final Exam)
To pass: 10 or more points
Title: Stadler, C., Hautz, J., Matzler, K. & Friedrich von den Eichen, S. (2021) Open Strategy: Mastering Disruption from Outside the C-Suite. Cambridge, MA: The MIT Press.
Pearce, J. & Robison, R. (2013) Strategic Management, 13th Edition, MacGraw-hill Higher Education.
Grant, R. (2018) Contemporary Strategy Analysis (10th edition), Wiley.
Barney, J. & Hesterley S. (2019) Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition, Pearson.
Authors:
Reference:
Year:
Title: Teece, D., Pisano, G. & Shuen, A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal , 18(7), pp. 509-533.
Riviere, M. & Suder, G. (2016) Perspectives on strategic internationalisation: developing capabilities for renewal. International Business Review, 25(4), pp. 847-858.
Prange, C. & Verdier, S. (2011) Dynamic Capabilities, internationalisation processes and performance. Journal of World Business, 46(1), pp. 126-133.
Gebauer, H. (2011) Exploring the Contribution of management innovation to the evolution of dynamic capabilities. Industrial Marketing Management, 40(8), pp. 1238-1250.
Eisenhardt, K. & Martin, J. (2000) Dynamic Capabilities: what are they? Strategic Management Journal, 21 (10-11), pp. 1105-1121.
Cardeal, N. & António, N. (2012) Valuable, rare, inimitable resources and organisation (VRIO) or valuable, rare, inimitable resources (VRI) capabilities: what leads to competitive advantage? African Journal of Business Management, Volume 6, nº 37, pp. 10159-10170.
Breznik, L. & D. Hisrich, R. (2014) Dynamic Capabilities vs. innovation capability: are there related? Journal of Small Business and Enterprise Development, 21(3), pp. 368-384.
Authors:
Reference:
Year:
Corporate Governance
OA1: Understand the goals, rules and scope of diferente governance models
OA2: Know the role of diferente bodies, remunerations and Dynamics between stakeholders
OA3: Analyze and discuss trends in corporate governance.
1. Definition, Origin and Evolution
2. Corporate Governance Models and Bodies
3. Risk Management, Compliance and Internal Audit
4. Selection and Evaluation of Administrators
5. Compensation Policies
6. Dynamics and multi-stakeholder management
7. Ethics, ESG, Diversity
8. Corporate Corporate Governance 4.0
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- Class participation with a weight of 20%;
- An individual assignment, with a weight of 80% and a minimum grade of 10 points.
There will not be a 1st season final examination, and there will be a 2nd season final examination which will account for 100% of the final grade, disregarding the periodical assessment component.
Title: Manual of Corporate Governance: Theory and Practice for Scholars, Executive and Non-Executive Directors. Ivens Governance Advisors Lda.
Authors: Ferraz, D. P. & Adhikari, A
Reference:
Year: 2021
Corporate Finance
At the end of the course, students should be able to:
1. Explain the main concepts of time value of money and be able to compare cash flows with different maturities;
2. To describe the concept of business profitability, liquidity and solvency and to compute and analyze the most relevant economic/financial ratios and indicators;
3. To describe and compute de concept of working capital and liquidity indicator and to link it with the firm's financial condition
4. Use the fundamental techniques of capital budgeting evaluation;
1. Time Value of Money
2. Financial analysis and value added
3. Economic analysis of growth opportunities
4. Advanced topics in capital budgeting
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 30%;
- An individual test, with a weight of 70% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
Title: Finanças Empresariais - ESPERANCA, JOSE PAULO E FERNAN, José Paulo Esperança, Fernanda Matias
Authors:
Reference:
Year:
Title: 2. Damodaran - Corporate Finance, Wiley
1. Brealey, Myers e Allen - Princípios de Finanças Empresariais, McGraw Hill
Authors:
Reference:
Year:
Performance Management
LO1 - Identify performance appraisal models.
LO2 - To be able to identify the critical issues in effectively implementing a performance appraisal and management
LO3 - To be able to strategically use performance appraisal and management systems.
1. Performance appraisal models
a. To understand and analyze the main issues implied in performance appraisal.
b. To identify contextual and structural alignment contingencies
2. Performance management models
c. To acknowledge the critical issues in implementing with effectiveness a performance management system.
d. To draw effective performance management processes.
Periodic evaluation implies:
- Group assignment + discussion (40%)
- Individual exam (60%)
Title: Nascimento, G. e Pereira, A. (2015). A Gestão e Avaliação de Desempenho. GRH para Gestores. Lisboa: Rh Editora, 247-305.
Armstrong, M. e Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice: Building Sustainable Organizational Performance Improvement (13th ed), Londres: Kogan.
Authors:
Reference:
Year:
Title: Weber, A. (1995). Making performance appraisals consistent with a quality environment, Quality Progress, Vol. 28, p.65-70.
Spencer, L. and Spencer, S. (1993). Competence at work - models for superior performance. USA: John Wiley & Sons, Inc.
Sandberg, J. (2000). Understanding Human Competence at work: an interpretative approach. Academy of Management Journal. Vol. 43, p. 9-25.
Rynes, S., Gerhart, B. e Parks, L. (2005). Personnel Psychology: Performance Evaluation and Pay for Performance. Annual Review of Psychology. Vol. 56, pp. 571-600.
Murphy K. and Cleveland, J. (1995). Understanding performance appraisal. Sage Publication.
Locke, E. and Lathan, G. (1990). A theory of goal setting & task performance. New Jersey: Prentice Hall.
Kaplan, S. e Norton, D. (1996). "Using the balanced scorecard as a strategic management system" in Harvard Business Review, Jan-Fev.
Flannery, T., Hofrichter, D. & Platen, P. (1996). People, performance, and pay. New York: Free Press.
Deblieux, M. (2003). Performance Appraisal: Source Book. Virginia: Society for Human Resource Management.
Cascio, W. F. e Aguinis, H. (2005). Applied psychology in human resource management. Upper Saddle River: Prentice Hall.
Caetano, A. e Vala, J. (2008). Gestão de Recursos Humanos - Contextos, Processos e Técnicas. Lisboa: Editora RH.
Caetano, A (2008). Avaliação de desempenho: O essencial que avaliadores e avaliados precisam de saber. Lisboa: Horizonte.
Caetano, A. (1996). A avaliação de desempenho - metáforas, conceitos e práticas. Lisboa: RH Editores.
Arvey, R. e Murphy, K. (1998). Performance evaluation in work settings. Annual Review of Psychology. Vol. 49, pp. 141-168.
Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River: Pearson Prentice Hall.
Authors:
Reference:
Year:
Financial Performance and Responsibility
OA1. To understand the methodologies of evaluation performance
OA2. Be able to select the most appropriate criteria to adequate to obtain responsibility centers results.
OA3. Structure a management performance system that improves individual and global performance
1. Management control key ideas
2. Financial performance evaluation
3. Financial performance and responsibility
4. Balanced scorecard
In addition to strict compliance with the program regulation, the periodical evaluation method requires a minimum class attendance of 60% and:
- An assignment (individual or in group) with a weight of 50%;
- An individual test, with a weight of 50% and a minimum grade of 10 points.
Alternatively, the final exam, similarly to phase two exams, will account for 100% of the final grade, disregarding the periodical assessment component.
Title: Jordan, H., Neves, J.C., e Rodrigues, J. A. (2021). O Controlo de Gestão - ao Serviço da Estratégia e dos Gestores. Áreas Editora. Simons, Robert (2000). Performance Measurement & Control Systems for Implementing Strategy, Prentice Hall.
Authors: Jordan, H., Neves, J.C., e Rodrigues, J. A.
Reference:
Year: 2021
Title: Kenneth A. Merchant & Wim A. Van der Stede, Management Control Systems. Performance Measurement, Evaluation and Incentives. 4ª Ed. Prentice Hall, 2018
Authors: Kenneth A. Merchant & Wim A. Van der Stede
Reference:
Year: 2018
Financial Reporting
LG1. To know and understand the conceptual framework of financial reporting and its relevance in solving everyday corporate challenges; LG2. To know and be able to interpret the content of each financial statement; LG3- To understand the criteria for recognition, measurement and disclosure of relevant items of the financial statements.
ProgramChapter 1: Study of fundamental aspects of accounting and financial reporting relevant to increase the ability to read Financial Statements; Chapter 2: Recognition, measurement and disclosure of the relevant items of the Financial Statements (from the perspective of the Portuguese accounting standards).
Evaluation process1) Periodical evaluation: group work (40%) and an individual written final test (60%). Requires a minimum grade of 10 points in the final test, attendance to classes of at least 66%, and a minimum of 10 points in the final classification. 2) Exam (1st sitting): written test (100%), requiring minimum 10 points to get approval. 3) Exam (2nd sitting): written test (100%), requiring minimum 10 points to get approval. Scale: 0-20 points.
BibliographyTitle: Sistema de normalização contabilística publicado através do Decreto-Lei n.º 158/2009, de 13-07-2009, e inerentes avisos publicados em Diário da República (com as alterações introduzidas pelo Decreto-Lei n.º 98/2015 de 2 de junho).
Authors:
Reference:
Year:
Title: LOUGHRAN, M.; Financial accounting for dummies. 2nd ed.. New Jersey : John Wiley & Sons , 2021. 358 p.. ISBN 978-1-119-75812-9.
ITTELSON, T.; Financial statements : a step by step guide to understanding and creating financial reports. 3rd ed. revised, updated and expanded. Newburyport : Career Press, 2020. 295 p.. ISBN 978-1-63265-175-4;
FRAMPTON, P.; ROBILLIARD, M.; The joy of accounting : a game-changing approach that makes accounting easy. London : Wealthvox Press, 2020. ix, 279 p.. ISBN 978-1-7353129-2-7;
ATRILL, P.; MCLANEY, E.; Accounting and finance : for non-specialists. 11th ed. Harlow: Pearson education limited, 2019. xvi, 589 p.. ISBN 978-1-292-24401-3;
Authors:
Reference:
Year:
Disruptive Technologies for Digital Business Transformation
(KNOWLEDGE)
OA1. Deepen the domain of the most used approaches, technologies, standards, tools and techniques in IoT, AI, Data Science, Computer Vision, Text mining, Digital Twins, Blockchain, 5G , identified as disruptive technologies (DT).
OA2. Acquire critical thinking about the constraints in the conception, design, implementation and exploitation of solutions within the context of DT
OA3. To increase the ability to integrate / associate the knowledge acquired in the various fields of knowledge of DT
(KNOW HOW TO DO)
OA4 Improve knowledge in the area of disruptive technologies through practical tasks illustrating these topics.
OA5 Understand reference / standard specifications, protocols and protocol stacks in the areas of DT.
(SOFT SKILLS)
OA6. To increase the ability to deal with research and innovation through concepts, technologies and tools in the area of DT.
OA7. To train group work skills
CP1 [IoT Systems] IoT system general concepts, IoT system layers, concepts of Edge, Fog and Cloud Computing
CP2 [IoT Communications] 5G and Low Power Long Range. Concepts, operation and implementation.
CP3 [Data Analysis and Knowledge Extraction] Key concepts, data selection, organization and presentation. Dashboards, knowledge extraction. Identification of standards.
CP4 [Human Sensing] Social Network, Text Mining, Opinion Mining.
CP5 [Computer Vision] Concepts, operation and application cases.
CP6 [Digital Twins] Concepts, operation and application cases.
CP7 [Blockchain] Concepts, operation and application cases.
CP8 [SmartAnything] Smart Cities, Smart Grids, Industry 4.0, Smart Health, Precision Agriculture. Concepts, functioning, challenges and application cases.
Final Exam 50% final mark and group work 50% final mark. Minimum score of 10 points in the exam
BibliographyTitle: Karen A. Wager, Frances W. Lee, John P. Glaser. Health Care Information Systems: A Practical Approach for Health Care Management 4th Edition
Jamil Y. Khan and Mehmet R. Yuce (2019). Internet of Things (IoT): Systems and Applications, Jenny Stanford Publishing ISBN-13: 978-9814800297
Germaine Halegoua. Smart Cities (2020) .MIT Press Essential Knowledge series ISBN-10: 0262538059
Puneet Mathur (2020). IoT Machine Learning Applications in Telecom, Energy, and Agriculture: With Raspberry Pi and Arduino Using Python, Apress, ISBN-13: 978-1484255483
Perry Lea (2018). Internet of Things for Architects: Architecting IoT solutions by implementing sensors, communication infrastructure, edge computing, analytics, and security, Packt Publishing, ISBN-10: 1788470591
Authors:
Reference:
Year:
Title: McKinsey Global Institute (2017). Reinventing Construction: A Route To Higher Productivity. https://www.mckinsey.com/~/media/McKinsey/Industries/Capital%20Projects%20and%20Infrastructure/Our%20Insights/Reinventing%20construction%20through%20a%20productivity%20revolution/MGI-Reinventing-construction-A-route-to-higher-productivity-Full-report.ashx
Joel José P.C. Rodrigues, Sandra Sendra Compte, Isabel de la Torra Diez. e-Health Systems (2016), https://doi.org/10.1016/C2015-0-01240-0.
Subramanian Vadari (2018). Smart Grid Redefined: Transformation of the Electric Utility, Artech House, ISBN-10: 9781630814762
Annamaria Castrignano, Gabriele Buttafuoco, Raj Khosla, Abdul Mouazen, Dimitrios Moshou, Olivier Naud (2020). Agricultural Internet of Things and Decision Support for Precision Smart Farming, Academic Press, ISBN-13: 978-0128183731
Bharat S. Chaudhari, Marco Zennaro (2020). LPWAN Technologies for IoT and M2M Applications, Academic Press, ISBN-13: 978-0128188804
Stefan Rommer, Peter Hedman, Magnus Olsson , Lars Frid, Shabnam Sultana, Catherine Mulligan (2019). 5G Core Networks: Powering Digitalization, Academic Press, ISBN-10: 0081030096
Charu C. Aggarwal (2018), Machine Learning for Text, Springer, ISBN-10: 3319735306
Isak Karabegovi, Ahmed Kovaevi, Lejla Banjanovi-Mehmedovi, Predrag Dai (2020). Handbook of Research on Integrating Industry 4.0 in Business and Manufacturing, IGI Global; ISBN-13: 978-1799827252
Authors:
Reference:
Year: