Course outlines

CORE COURSES:

Amsterdam Leadership Programme ®

The Amsterdam Leadership Programme of The Amsterdam MBA has been designed to underpin and enhance each student’s MBA educational experience. We work with three concepts in our leadership programme: Values, Purposes and Competencies. Students learn to observe and define these concepts at the firm level as well as what these concepts mean to them as a person.

The goal of the progamme is to increase the insight of students into their personal style of management and unique leadership talents. In addition, focus is on making leadership qualities more effective in an organisational context. 

Capstone Simulation

The Capstone Simulation is a group-based module that requires participants to design and implement an international business strategy for an athletic footwear company in the capacity of the MNE senior management team. Management teams compete head to head in a dynamic online simulated global marketplace, across four regions and in multiple market segments. Successful strategies require the integration of learning from across the MBA programme to inform strategic decision making for functional areas including operations, global logistics, marketing, human resource management, finance and corporate social responsibility. Central to the course is an active reflective engagement with the use of theory for decision-making and each week a number of the courses from the MBA will be discussed in relation to one of the functional areas. The central aim of the module is to facilitate the synthesis of learning from the preceding modules in as realistic a virtual environment as is possible and enable participants to further develop their organizational and team work skills. 

Competitive Strategy

Within the strategic management discipline, the field of competitive strategy is specifically concerned with understanding differences in the performance of competing firms. Why do some firms have advantages over their competitors, and what can managers do to build and maintain such competitive advantages? Over the years, the strategic management discipline has developed numerous theories and tools to help firms compete successfully. This course discusses these theories and tools. At the end of this course, students will understand the main theories of competitive strategy, their respective strengths and weaknesses, and their relevance in different strategic contexts. Moreover, students will have an in depth understanding of how competition, value creation, and value appropriation drive the performance of firms.

Corporate Finance

Corporate Finance focuses on the foundations of corporate finance. Corporate finance encompasses the financial management of corporations, in particular capital budgeting (investment) and funding decisions. The objective of the course is to achieve a rigorous working knowledge of key issues in finance related to valuation, capital budgeting and funding decisions. These are the fundamentals of company value and as such are the essential building blocks of management decision-making.

Corporate Strategy

Within the strategic management discipline, the field of corporate strategy is specifically concerned with the decisions faced by high-level managers in multi-business firms. Such decisions include developing an overall strategy for the firm, choosing the composition of the portfolio of businesses in which the firm is active, and organizing the firm in ways that generate synergies across business units. This course discusses the concepts that can inform managers’ decisions on these various issues. At the end of this course, students will be aware of the strategic issues faced by managers of multi-business firms, able to choose and apply the most relevant concepts to deal with these issues, and aware of the pitfalls inherent in using them.

Financial Accounting

The course is an introduction to financial accounting from an international perspective (focus on international rules of accounting – IFRS) that adopts a user perspective, rather than a preparer one. It focuses on the use of accounting as a tool for decision making and problem solving through the use of analytical, creative, and critical thinking.

The course emphasizes the understanding of how financial statements are created, the “language” of business and accounting, and the basic principles of financial accounting. It also emphasizes the problems associated to accounting flexibility and subjectivity while evaluating the appropriateness of accounting policies and estimates.

The course consists of a mixture of lectures, problem solving and HBS case discussions to provide a managerial focus rather than only an accounting focus. Special emphasis is given to topics like financial statement preparation, presentation and analysis.

Human Resource Management

Managing the employment relationship is an important challenge for managers and the design of strategies for the optimal management of people has become an issue on the agenda of many boardrooms. The core of strategic Human Resource Management (HRM) is the recognition of the value of employees for organizational success, which is often defined in terms of creating and sustaining competitive advantage. Practices such as selection, training, performance management, and compensation are core activities of HRM.

Strategic HRM not only influences whether or not companies achieve the organization’s strategic goals, but should at the same time effectively meet their responsibilities towards employees. As a result, strategic HRM is complex and challenging.

In this course, we discuss several key topics, such as the nature of strategic HRM and its practices, the role of HRM in companies, the link between HRM and firm performance, HRM dilemmas of today’s firms and future trends. Throughout the course, students learn HR concepts and practices through readings and lectures, and apply them to firms by using cases and exercises.

Integrity Workshop

The course covers basics or ethics, morality and ethical theory. Using a case, we review central theories within normative ethics such as egoism, utilitarianism, ethics of duties, and rights and justice based perspectives as well as more modern approaches. We also cover the individual and situational aspects that affect individual ethical decision-making. Furthermore, we examine situations related to integrity, defined as holding on to your own values. Key tools and practices within companies are reviewed.

International Business

There are over 77,000 Multinational Enterprises (MNEs) worldwide, and these MNEs together control 770,000 foreign subsidiaries, employ 62 million people, and generate $4.5 trillion in value added each year. Multinationals are at the heart of the global economy, but what is their function?

At their core, MNEs are "market makers". By internalizing markets through foreign direct investment (FDI), they allow cross-border markets to arise within the firm in cases where traditional arm’s length markets would otherwise fail. MNEs serve to transfer knowledge, resources, goods, people and capital across borders, redistributing these assets in ways that traditional markets might not. But are MNEs always successful? Far from it.

Foreign countries can tempt companies with potential sources of new growth, access to vital resources, lower labor costs, and new sources of innovation. Multinationals like Toyota, IBM and Nestlé have demonstrated world-class success in their international operations. But more often than not, foreign ventures flop – like Wal Mart in Germany, Chrysler’s merger with Daimler, or GE’s alliance with Rolls Royce.

So what distinguishes successful MNEs from failures? Some firms are better at negotiating the complexities of the international landscape than others, adapting to cross-country differences in politics, culture where necessary and even taking advantage of such differences where possible. Others underestimate these obstacles or overestimate their ability to negotiate them effectively. In this class, we’ll look more closely at the challenges of being a MNE to see what it means to succeed in foreign markets – against the odds.

Information Systems

Rapid changes in information and communication technology over the last years have caused major changes for individuals, organisations and industries. The Internet, and information systems and communication technology in general, have radically impacted our personal and professional lives and challenged our thinking on physical, geographical and industry boundaries, on distance, speed and communication, on how we live, work, learn, communicate and play. New business models have emerged, as have new types of entrepreneurship and new forms of leadership. This course aims at providing a deeper understanding of the issues, challenges and opportunities in this area, with a specific focus on the alignment of IT and a company's overall strategy.

International Study trip

Our inspirational international study trip is a student favourite, offering a unique opportunity for immersion in new social, cultural and economic environments, particularly in emerging markets. The global insights gained on the trip broaden students’ perspectives and allow for critical reflection on local business practices. In previous years the International Study Trip went to the Indian Institute of Management in Ahmedabad (India) and the Guanghua School of Management at Peking University in Beijing (China). In January 2016 the one-week study trip heads to vibrant, booming South Africa, where students attend a course of lectures at the University of Cape Town’s Graduate School of Business – among the world’s best business schools – as well as visiting local companies and cultural events. 

 

Marketing Strategy

Marketing strategy is concerned with decisions about bringing products and services to the market. Such decisions include which products to sell in which markets, how to position these products, and how to organise and manage the marketing function and its links to other business functions efficiently and effectively. Students will be asked to apply their skills to a variety of cases, with special emphasis on management of innovation, branding, positioning and the marketing of services. 

Operations & Supply Chain Management

Operations & Supply Chain Management (O&SCM) is concerned with the creation and distribution of products & services to satisfy the end-users (customers). Clearly, this is the key for the existence of any organisation. Fundamentally, O&SCM is all about management of "business processes" (recurring activities) and to create and distribute the right products of the right quality at the right time at the right cost to the right customers. The course introduces the issues, frameworks and tools for managing Operations & Supply Chains in a general business context.

Quantitative Methods

The course will review and explain the statistical concepts and techniques that are most commonly used in the area of Management and Business Administration. The emphasis will be on logic, understanding, practical application, and skill development, rather than mathematical proof. This course provides in-class assignments and practical examples. At the end, students will be able to a) comprehend the various statistical techniques b) critically assess the findings in reports that are based on these statistical techniques and c) use special statistical software (SPSS) to carry out the statistical analysis themselves, and interpret and report the results correctly.

The Executive Process

The subject of this course is the what, why and how of the application of the various instruments and processes (for Business Administration) a general manager may deploy to achieve his objectives respectively those of the firm or institutions. The goal of this course is to provide students a conceptual and analytic framework to understand the tasks and role of business administration in an integrating way, the roles of CEO and general manager in a changing context, to provide them with a basis for being an effective general manager.

Valuation

Corporate finance – in the academic context – encompasses the financial management of corporations, in particular capital budgeting (investment) and funding decisions. This course focuses on the foundations of Finance. In particular on capital budgeting and valuation. The objective of this course is to introduce students to fundamental concepts and to the most commonly used tools in valuation and capital budgeting. The topics covered include: arbitrage, the law of one price, time value of money, capital budgeting and company valuation, valuation of stocks, the relationship between risk and return, the Capital Asset Pricing Model and market efficiency. We also address the use of value based metrics like economic profit and economic value added and discuss the limitations of the NPV approach. The course is intended to provide you with both a lasting conceptual framework and, through the incorporation of real-world data and business cases, a greater understanding of how real life situations play out.

ELECTIVES:

Although The Amsterdam MBA is general in nature, you can design it according to your own needs by choosing a specific set of electives, see some examples below. The electives will be offered according to popular demand.

Branding (elective)

In this course several aspects of brand management will be covered and discussed in depth. The course will take a strong consumer-based focus, so we will discuss the foundation of branding and marketing communication in consumer behavior and consumer psychology. The course also has a practical component, as we will cover the managerial implications of the topics discussed. The general objective of this course is to give you an introduction to the communication of brands to consumers. On the one hand, we will build a strong theoretical foundation by studying the textbook chapters and journal articles. On the other hand, we will continuously translate this theory to practice, by means of short articles from the business press, group assignments, and lectures by guests with a business background. At the end of the course, you are expected to have an in-depth understanding of the theories concerning branding, marketing communication, and consumer behavior, and the implications of these theories for marketing management.

Business & Sustainability (elective)

In this course students learn how different theoretical insights from strategic management, organization theory, marketing and international business can be applied to analyze how firms deal with the social and environmental issues that they face. The purpose is to gain a deeper understanding of theories that students have already been acquainted with in previous courses, become familiar with new theoretical approaches, learn to apply them to social/environmental issues and, in the process, obtain more in-depth knowledge of these specific issues. Key themes that are covered include stakeholder management, business and poverty, strategic positioning of green businesses, sustainable entrepreneurship and innovation, and business and climate change. These themes are examined through academic and practical literature as well as company cases that students will debate in class.

Consumer Behaviour (elective)

In the business world, the importance of what is known as ‘customer focus’ cannot be overstated. It is widely recognized as a key to success in the marketplace. Companies base their marketing strategy on their understanding of their customers. This course provides insight into how people behave as consumers and discusses the theoretical and managerial implications of such behavior for firms. The course will focus exclusively on consumer markets, and will address in greater depth many of the consumer marketing concepts introduced in earlier marketing courses.

The general objective of this course is to give students more in‐depth insight in aspects of consumer behavior. This will be accomplished by studying the literature, plenary lectures, smaller group discussions, and team assignments in the field of consumer behavior.

The course focuses on several topics on the field of Consumer Behavior (CB) in more detail. Apart from the consumer behavior 'basics', we focus on behaviour modification, attitude formation and persuasion, consumer irrationality, social influences, and the impact of CSR on consumer behaviour. The meetings are predominantly interactive and the role of students is very active. At the end of the course, students are expected to have an in‐depth insight in developments in marketing and consumer behavior, relevant theories concerning these developments, and the implications of these developments and theories for marketing management.

Entrepreneurship (elective) 

This course covers recent developments in the theory and practice of entrepreneurship as applied in the international context. From a theory point of view, the course develops the perspective of entrepreneurship as a process of opportunity recognition-evaluation-exploitation, a definition which has been generally accepted among entrepreneurship scholars and practitioners (Shane & Venkataraman, 2000). Using this perspective, students will gain an understanding of the issues and challenges of developing and commercializing business ideas that are international by nature.

Fundamentals of Negotiation: Theory and Practice (elective)

This course starts from the observation that the world of managers, consultants, entrepreneurs, analysts, and other professionals is marked by interdependence, by fragmented sources of power, and by an uncertain future.  In this unruly world, the sources of understanding and stability are often provisional and the ability to learn and to manage change is at a premium.  The diversity of society and the work force contributes to conflicts over goals, interests, and frames of reference. These characteristics create an ongoing need for the ability to craft stable agreements that advance interests, build trust, and construct understanding in complex and unstable environments.  They create a need for negotiation.

This course addresses two goals.  First, the course should help participants develop their understanding of negotiation in relation to themes like strategic action, rationality, ethics, social psychology, decision analysis, organizational behavior and develop their facility in employing these concepts in the analysis of empirical problems.  Second, the course should help participants develop skills that will make them better negotiators. In more substantive terms, this course will help them to diagnose conflict, prepare to negotiate, negotiate purposefully and thoughtfully, and critically evaluate outcomes and experiences. 

Innovation Management: Myths & Realities (elective)

Innovation is a key strategic differentiator for many businesses, but should be seen in a wider context way beyond technology. In fact, successful organizations innovate in many realms such as: brand, customer care, sales channels, marketing messages, products and more.

The course will cover the following core three blocks: innovation, strategic marketing and behavioral economics. These study blocks are all different aspects of a contemporary highly competitive business environment. Students will discuss many aspects of innovation and strategic marketing by linking the new theories with practical aspects and real life examples.

The format of the course will include frontal presentations from both the teacher and the students. A large part will be dedicated to an open discussion and exchange of ideas. Students will prepare papers on specific topics, and present them on a rotating basis in class. Students will be encouraged to share their own personal and country-specific knowledge of strategic marketing with the class. Films, business games, internet exercises and practical cases will be used throughout the course

Leadership (elective)

What about leadership? Leadership is everywhere, be it your personal leadership or leading teams and organizations. If you google the word leadership you get about 470.000.000 hits within 30 seconds. We all think we know what good leaders are and what they do to be a good or great leader.

We also recognize bad examples of leadership from our own perception. Leadership is a topic on which nearly everybody has an opinion. So how do you find your leadership style within the 470.000.000 hits that google produces? 

In this course we will review and build upon the basic knowledge of leadership provided by expanding the scope and depth of the student’s knowledge of leadership theories, by providing practice in leadership skills, and by developing the student’s self-knowledge of his or her preferred leadership styles. The ultimate goal is that you as a student stretch yourself and grow your leadership skills and next to that understand, recognize and can work with the leadership styles that you find around you on a daily basis.

Real Estate - International Study trip to George Washington University (elective)

Investing in commercial real estate requires a unique set of knowledge and skills, including forecasting future cash-flows, finding optimal financing, and negotiating a deal with incomplete information. During this one week elective the students will learn how to buy, sell, and finance different types of real estate through lectures, company visits and by working on an high-powered and challenging interactive Case Study, where the student will need to compete and cooperate with others, while at the same time creating a number of useful spreadsheets to be used for financing decisions and investment analysis.
Not only will the student get in-depth lectures about the theory and practical applications on this topic, the course is augmented by selective company visits where the student gets first-hand insight into the “real world” analysis and actions of market participants.

This elective is being offered as an additional International Study trip. The classes take place at The George Washington University School of Business in the USA. 

Strategic Negotiation in Multi-Party Business Environment (elective)

The goal of the seminar is three-fold. First we bring together core insights from social and organisational psychology, political science, and strategy analysis and industrial economics to shed light on the issues described above at all the levels of analysis we have noted. Second, we draw on these insights to develop a comparative, multi-disciplinary, multi-level lens through which we can try to analyse, understand, and manage complex negotiations. Finally, we will test and develop this approach through the analysis of two particular cases - the the KLM-Air France negotiation in 2003 and the AOW pension fund accord. Here we will work together with key players who took part in critical episodes of these negotiations.

 

Strategic Performance Management (elective)

The course provides an understanding of management accounting systems, which includes a familiarization with: the goals, fundamental features and design of cost management systems, as well as the various uses of the data provided by the management accounting systems (performance management, product costing, planning and control, and decision making).

The course consists of a mixture of lectures, problem solving and case discussions. In each of the core areas of management accounting addressed, real-word company examples are used to illustrate how issues have been dealt with. Special emphasis is given to topics like target costing, kaizen costing, life-cycle costing, activity-based costing, strategic performance management and balanced scorecard. 

Strategy Execution (elective) 

Your organization finally has its new and ambitious strategy. Now what? How many strategic plans or vision documents are lying around and how many strategy days, workshops, and consulting hours have been spent on producing these? And how much of what has been ambitiously envisioned and written down actually gets done?

Questions like these point at one of the most challenging and underestimated tasks in strategic management: strategy implementation. Structured along five distinct perspectives from the academic literature, this course guides you through a variety of conventional and less conventional theories and tools for strategy implementation. As such, this course helps you to understand why strategy implementation is so difficult and it provides you with scholarly and practical insights into how to improve the strategy implementation process.

Published by  ABS

Amsterdam MBA

17 April 2015