Business Administration

This course examines distinctive forms of innovation as an experimental process, a recombinant search process, human-centric process and data-driven process. It also explores innovation at different levels of analysis from the team level to the firm level, all the way to the regional and global levels. It also covers what managers need to better understand and manage innovative businesses successfully and strategically.

This course provides students with a model of marketing appropriate for organizations operating in creative industries. The core concept of the model is the value for the customer. In creative industries this value is generated by transforming the creativity contained in creative products into intense and satisfactory customer experience. The course gives evidence to the cultural and organizational role of marketing within organizations operating in creative industries. This role consists in keeping organizations aligned to their markets, by means of the development of a broad and deep market knowledge and the building of long-lasting relations with customers through the continuous renovation of value propositions.

In this course, students learn how to use a prominent data analytics programming language. They gain practical experience in different analytical techniques, such as network analysis and time series decomposition. The course also emphasizes the creation and usage of programmable visualizations for the communication of business insights by means of lab studies and presentations.

This course begins by examining the scope of international marketing and identifying the nature of this specialized environment. It continues with an exploration of the range of international market entry and pricing strategies and ends with a review of the impact of ethical considerations and the political dimensions of international marketing.

This course builds a comprehensive understanding of what it means to do business in China and with Chinese corporations. The course offers in-depth knowledge of the specific incentives and constraints defined by China’s unique political, economic, and legal business environment. Building on this macro-framework, the course then continues to explore a variety of different kinds of organizations (ranging from state-owned firms to private and foreign firms) and their distinctive characteristics of business management. The course takes a multi-layered, institutional approach that links firm level strategies in a variety of different organizational forms with the embedding macro-environment and coordination mechanisms at the meso-level. The course consists of three modules: 1)The Macro embeddedness of business in China; 2) Market and non-market behavior; 3) Firm strategies. 

This course examines the systems approach to planning, scheduling, control, and evaluation of business project management. Topics include management on scope, time, cost, quality, resources, organization, communication, risk, and procurement. 

This course examines the analytical and managerial tasks involved in developing strategies that create value by satisfying customer demands and stakeholders’ interests in an everchanging competitive landscape. it covers strategy issues from the perspectives of Western firms as well as emerging market firms, both of which increasingly exposed to international competition. 

This course belongs to the small class which is required for the Corporate Finance. The orientation of small-class teaching is: deepen understanding, locate interest, improve ability.

This course presents how to understand and manage the human side of doing business in China. Some basic concepts, theories, research results, and successful management stories related to this domain are taught. 

This course examines the design of effective marketing strategies from a general management perspective. It examines the marketing management concepts underlying both consumer and industrial marketing strategy and tactics. Strategic marketing focuses on the concepts and processes involved in developing market-driven strategies. The key challenges in formulating market-driven strategies include: (1) acquiring a shared understanding throughout the organization about the current market and how it may change in the future, (2) identifying opportunities for delivering superior value to customers, (3) positioning the organization and its offerings to best meet the needs of its target markets, and (4) developing a coordinated marketing program to deliver superior customer value.