Program Year
International strategy
-
Go to Market Strategies and innovation
Go to Market Strategies and innovation
Ects : 3
Lecturer :
ALICE COATALEM
Total hours : 18
Overview :
1/ GTM definition and relation to corporate strategy and marketing strategy 2/ GTM conception process , key decision points and performance metrics GTM choices when developing an international business 3/ GTM strategies in B2B and in B2C: differences and convergence 4/ Impact of digital transformation on marketing (including digital marketing, content marketing, marketing analytics, artificial intelligence) 5/ Impact of digital transformation on sales (including e-commerce, marketplaces, Social selling, omnichannel strategies, integration of sales and marketing processes) 6/ Customer Experience focus: the drivers for the change of paradigm towards customer experience centered strategies, the key metrics of customer experience and integration of customer experience in the Go-to-Market System
Coefficient : 3
Learning outcomes :
Awareness of GTM problematic, decision points and their respective importance in B2B and B2C - Awareness of new marketing and sales methods enabled by the digital transformation, and acquisition of based concepts and vocabulary required to engage productively in conversations with the teams constructing and executing go-to-market strategies. - Awareness of the importance of customer experience to build a successful GTM strategy and main methods to measure customer experience - Ability to collect information and analyze company cases. Ability to articulate relevant GTM strategy recommendations at a strategical and tactical level.
Assessment :
Continuous 50 % :Presentation of an article, Business case analysis and presentation, Quiz . Final 50 % Written report analyzing a GTM strategy from a company, 8 pages, including critical perspective and recommendations
Bibliography-recommended reading
Laurence G. Friedman , Go to Market Strategy, Routledge 2002. Building routes to customers
. P Raulerson et al., 2009 . •Creating and adaptive go-to-market system, Mark Kovac, Diane Ledingham, Lewis Weinger , Bain & Company. The Elements of Value, Eric Almquist, John Senior, Nicolas Bloch, Harvard Business Review , 2016 . The B2B Elements of value, Eric Almquist, Jamie Cleghorn, Loro Sherer, Harvard Business Review , 2018 . Perceived value in B2B and B2C: a comparative approach and cross-fertilization, Remi Mencarelli, Arnaud Riviere, Marketing Theory, Sage, 2013 . Understanding Customer Experience, Christopher Meyer, Andre Schwager, Harvard Business Review 2007 . Appetizer or main course : Early market vs Majority market GTM strategies for radical innovation
, Monika C. Schuhmacher , Sabine Kuester, and Erik Jan Hultink, PRODUCT INNOV MANAG 2017. Get the show on the road: go to market strategies for e-innovations of start ups
Sabine Kuester, Elisa Konya-Baumbauch, Monika Schuhmacher, Journal of Business Research 2017 . Conceptualization of omnichannel customer experience and its impact on shopping intention: A mixed-method approach,
Si Shia , Yi Wanga,? , Xuanzhu Chenb , Qian Zhang,
International Journal of Information Management, February 2020
-
Global Management of Information Systems and digital strategies
Global Management of Information Systems and digital strategies
Ects : 6
Lecturer :
ANOUCK ADROT
FLORIAN CHAMPAGNE
Total hours : 48
Coefficient : 9
-
Key transversal topics in International Business : global geopolitical challenges & economics of digitalization
Key transversal topics in International Business : global geopolitical challenges & economics of digitalization
Ects : 3
Lecturer :
AURORE HAAS
Total hours : 21
Overview :
This course will familiarize students with some important concepts and present-day issues within the study of international relations, including topics regarding political actors, systems and stability. The reference to major theoretical schools of thought will help to make better sense of the world today.
Coefficient : 3
Recommended prerequisites :
Students are expected to have an interest on international affairs – actors, organizations… – and to have kept abreast of major world events. Critical thinking is required equipment.
Learning outcomes :
Upon satisfactory completion of this course, the student will be able to:
- Evaluate international relations by formulating relevant questions (and thus be able to look for relevant answers)
- By answering these questions, outline international affairs factors and integrate them in business strategy
- Analyze and understand some major themes of international relations and global politics
- Improve critical thinking in general
- Demonstrate his/her ability to describe the social, political, and economic forces that influence social behavior and the global system
- Use knowledge of international affairs in a practical problem-solving way to address issues of immediate international concern
Assessment :
The examination will consist of a case study / group presentation.
Bibliography-recommended reading
Agnew, John.
Geopolitics: Re-visioning World Politics. Second Edition. New York: Routledge, 2009
Baylis, J., Steve Smith and Patricia Owens (eds).
The Globalization of World Politics: An Introduction to International Relations, Sixt Edition, Oxford: Oxford University Press, 2016
Cox, Kevin
et al., eds.
The Sage Handbook of Political Geography. London: Sage, 2008
Csurgai, Gyula, ed.
Geopolitics: Schools of Thought, Method of Analysis, Case Studies. Geneva: Éditions de Penthes, 2009.
Dalby, Simon and Paul Routledge
et al. (eds).
The Geopolitics Reader. Second Edition. London: Routledge, 2006
Dittmer, J. & Sharp, Joanne (eds),
Geopolitics: An Introductory Reading, New York: Routledge, 2014
Dodds, Klaus.
Geopolitics: A Very Short Introduction. Oxford: Oxford University Press, 2007
Flint, Colin.
Introduction to Geopolitics. Third Edition. New York: Routledge, 2017
Gallaher, Carolyn
et al., eds.
Key Concepts in Political Geography. London: Sage, 2009
Munoz, Joseph Mark S. (ed).
Handbook on the Geopolitics of Business, Cheltenham: Edward Elgar, 2013
Painter, Joe and Alex Jeffrey.
Political Geography: An Introduction to Space and Power. Second Edition. London: Sage, 2009
International management
-
International Corporate Finance
International Corporate Finance
Ects : 3
Lecturer :
TAMARA NEFEDOVA
Total hours : 21
Overview :
1. Financial Statements: review
2. Time Value of Money
3. Working capital Management
4. Financial Statement Analysis
5. Valuation
6. Corporate Governance
Coefficient : 3
Recommended prerequisites :
No pre-requisites
Require prerequisites :
No pre-requisites
Learning outcomes :
This course presents fundamental corporate finance concepts and applies them to real company situations. You will learn financial tools firms use to determine their financial needs and to decide on their investment and financial policies. Beyond theories and formulas, you will learn to apply your judgment and common sense in making corporate finance decisions.
Assessment :
Final written examination 60% and group work 40%
-
International & Digital Marketing
International & Digital Marketing
Ects : 3
Lecturer :
FRANCK DEBANE
Total hours : 24
Overview :
We will cover the key concepts of digital marketing (the marketing funnel, the customer journey, the communication plan, touch points) and take an overview of digital marketing industry today and the current trends. We will explore the major digital channels available today (Display, SEO, SEM, email, social media, mobile, video) and explain the latest tools and techniques developed (contextual targeting, retargeting, behavioural targeting, RTB, growth hacking, how to build a landing page) and drill-down on the measurable analysis of efficiency of digital marketing campaigns (attribution models, cross-channels, ROI, CAC and CLTV, AARRR metrics, NPS). In the last sessions we will broaden to wider concepts such as the long tail, vitality and word-of-mouth, crisis communication and the hook model.
The course aims at showing these different facets of Digital Marketing to expand students’ knowledge, broaden their global vision and give an opportunity to discuss specific examples in each session.
The course will consist of lectures (class topics detailed below), enriched with in-class discussions based on exercises and case studies.
Session 1: Introduction to marketing.
The marketing funnel, the customer journey, touch points matrix. Sales, marketing, product management. Overview of digital marketing today. Project introduction.
Session 2: The communication plan
Segmentation, targeting, positioning, channels and messages. A short history of digital marketing. The Cookies. Display advertising. Search Engine Marketing & SEO.
Session 3: Case study and social media
Case study: How companies learn your secrets. Social Medial (Facebook, twitter and others). Affiliation. Targeting capabilities.
Session 4: Virality, Crisis and growth hacking
Virality, word of mouth and crisis communication. Mobile advertising and mobile marketing. Growth Hacking, mind set and techniques. News Jacking & B2B hacks. Virality
Session 5: Measure of efficiency and new perspectives
Attribution models, cross-channels, ROI, CAC and CLTV, AARRR metrics, NPS. Engine of Growth. The Hook Model. The long tail. iBeacon and geo-fencing.
Session 6: Project presentation and feedback
Project presentation.
Coefficient : 6
Learning outcomes :
Designing, planning and executing a digital marketing campaign
Thinking like the customer
Assessment :
The course evaluation will be based on:
- Project presentation: 50 %
- Project report : 50%
-
International Business Law
International Business Law
Ects : 3
Lecturer :
ARNAUD RAYNOUARD
Total hours : 18
Coefficient : 3
-
Global Knowledge Management
Global Knowledge Management
Ects : 3
Lecturer :
AURORE HAAS
Total hours : 15
Overview :
The course addresses key issues in knowledge management, including knowledge creation and innovation, as well as knowledge capitalization in global companies
Coefficient : 3
Learning outcomes :
Knowledge is the new oil. This course trains students to become knowledge managers in multinational organizations. Students become acquainted with key issues in relation to knowledge sharing, innovation and creativity. Students apply the knowledge management toolbox in several case studies
International project management
-
Project Management : principles, methods and change management
Project Management : principles, methods and change management
Ects : 3
Lecturer :
CATHERINE AUBERT-BAUDEQUIN
Total hours : 30
Overview :
Basics knowledge in change management : approach, models and tools
- Basics: project definition, issues, stakeholders, project phases
- Tools: Project Charter, WBS, OBS, SOW (statement of work), Gantt, RAM
- Monitoring: Budget and Gantt
Project report for PRB (Project Review Board) and REX (Return On Experience)
Coefficient : 6
Recommended prerequisites :
None
Require prerequisites :
None
Learning outcomes :
be able to understand the driving and restraining forces of change management
Be able to define, plan and organise change management (methodology and models)
- be able to initiate and manage projects efficiently and effectively, which means:
- Be able to identify project customers and their needs and formalize the SOW
- Be able to organize project phases and tasks using tools such as WBS, OBS and RAM and monitor team work
- Be able to conduct a negotiation with the customer(s) of a project
- Be able to elaborate the budget and the final report of a project
Assessment :
Workshop final report (oral submission and written report)
Bibliography-recommended reading
· PM Knowledge deck – Alan MacIntyre, PMP – published by Exigent, Inc
· PMBOK® Guide – Sixth Edition (2017). A Guide to the
Project Management Body of Knowledge (PMBOK® Guide)
· The project management memory jogger – second edition – Karen Tate and Paula Martin
-
International Project Management : SCRUM & Lean Methods
International Project Management : SCRUM & Lean Methods
Ects : 3
Lecturer :
PHILIPPE PUSCHMANN
Total hours : 15
Coefficient : 3
International strategy
-
Global Strategy
Global Strategy
Ects : 3
Lecturer :
PIERRE-MARIE RELECOM
Total hours : 18
Overview :
Growth Strategy / Market Intelligence - Benchmark / SWOT / PESTEL / M&A vs greenfield vs brownfield / Tender process vs unsolicited offers / Compliance
Coefficient : 3
Recommended prerequisites :
Multiculturalism / Understand how it works in fast growing markets / Cultural differences
Learning outcomes :
how to use SWOT / PESTEL and define a market entry strategy
Assessment :
business cases / inclass participations
-
Business Research Methods
Business Research Methods
Lecturer :
AURORE HAAS
Total hours : 15
Overview :
Classes are dedicated to presenting and applying scientific methods of research in Management: qualitative methods, quantitative methods, as well as support regarding how to write a Master's thesis
Learning outcomes :
The objective of this course is to help students to perform well regarding the conception and writing of their Master's thesis. The course enables students to develop their scientific approach to resolve issues and tackle topics
-
Business Analytics and Data Mining
Business Analytics and Data Mining
Ects : 3
Lecturer :
JEAN AXEL ULLERN
Total hours : 24
Overview :
1
The whole lecture will be very practical based on the collaborative data science platform
from Dataiku with business cases and real datasets on your own PC/laptop
Introduction , main Concepts & vocabulary : datascience , big data, Machine learning
How companies extract value from data ? how they manage big data projects ?
The role of businesses in big data project The role of Datascientists or Data analysts
Elementary statistics notions
2
Importing data , preparing and cleaning data
3
Performing transformation on Data , enriching data: joining several datasets and aggregations
4
In depth analysis using datavisualisation techniques
5
Conducting a predictive analysis using machine Learning algorithms
6
Business Cases exemples : Finance, health, security , Marketing, Human resources
7
Preparation of final presentation
8
Final Presentation
Coefficient : 3
Recommended prerequisites :
Notion of statistics
Require prerequisites :
A PC or a laptop up to date and in good health , no smartphone.
Learning outcomes :
Learning outcomes
Having followed this lecture you will be in capacity of :
· Identifying appropriate data in order to solve a business complex topics
· Preparing data for analysis by using best-in-class tools
· Analyzing those data to get business insights or take decisions
· Vizualising your results and present management synthesis of your work
· Understanding the main models and algorithm and select one to make predictive analysis
· Running a predictive analysis using Machine Learning techniques
· Using your own judgment to evaluate quality of predictions
Assessment :
- Exercices in class will give you a max of 10 points
- Final group presentation will give you a max of 10 additional points.
The grading will be addition of your results in class plus grading for the final presentation
The numerical grade distribution will dictate the final grade. The passing grade for a course is 10/20.
Class participation: Active class participation – this is what makes classes lively and instructive. Come on time and prepared. Class participation is based on quality of comments, not quantity.
Exam policy: In the exam, students will not be allowed to bring any document (except if allowed by the lecturer). Unexcused absences from exams or failure to submit cases will result in zero grades in the calculation of numerical averages. Exams are collected at the end of examination periods.
Bibliography-recommended reading
- R for datascience Hadley Wickam O’Reilly
- Machine Learning with R Brett Lantz Packt Publishing
- www.dataiku.com/www.dataiku.com
International management
-
Global Suply Chain Management
Global Suply Chain Management
Ects : 3
Lecturer :
CATHERINE AUBERT-BAUDEQUIN
Total hours : 21
Overview :
- Supply Chain Management and cross-functionality in a VUCA environment
- Customer-driven supply chain and value creation strategy
- Planning and forecasting
- System and process approach
Cross-functional Performance management
Coefficient : 3
Recommended prerequisites :
None
Require prerequisites :
None
Learning outcomes :
- Have command of the basic knowledge required to understand Supply Chain operations, planning and future challenges (4.0 Revolution)
- Be able to understand and analyze a Supply Chain map
- Be able to identify competitive drivers in the international supply chain
- Be able to formalize and submit a continuous improvement plan of supply chain processes with a view to international development
Assessment :
Workshop and submission of the project (oral and written)
Bibliography-recommended reading
- Operations Management in Supply Chain – Decisions and Cases – 6th edition
Schroeder, Meyer Goldstein, Rungtusanatham
– Recommended
- Lean Supply Chain and Logistics Management – Paul Myerson – Mc Graw Hill –
recommended
- The Supply Chain management casebook – Comprehensive coverage and best practices in the SCM – Chuck Munson - Pearson
-
Organizational Behavior & Ethics
Organizational Behavior & Ethics
Ects : 3
Lecturer :
AMINE EZZEROUALI
Total hours : 18
Overview :
This course aims to better understand human behavior in contemporary organizations as well as current ethical patterns in the workplace. This field of knowledge deals with the various dimensions inherent in life in organizations and in the dynamics of interactions between individuals, such as: communication and information processing, decision-making processes, the advent of technologies and their influence on tasks organization, motivation, rules and values, etc.
In fact, the exploration of these themes is all the more important given the considerable upheavals undergone by our society in recent years: interdependence of economies, global competition, migration, change of lifestyles, pandemic, etc. Organizational actors are therefore faced with unprecedented challenges in terms of social responsibility, performance, work-family balance and cultural diversity. We want the theoretical and practical knowledge acquired during this course to help future managers to act and interact more effectively within the organizational environment by developing the skills necessary to better understand the situations they will be confronted with.
The main themes are :
- Ethical malpractice
- Introduction to the field of Organizational Behaviour
- Individual behaviour, Personality and Values
- Employee Motivation
- Conflict and Negotiation in the workplace
- Virtual Teams
Coefficient : 3
Learning outcomes :
- to expose the main aspects of organizational behavior and its links with management, in particular in the context of high performing organization and globalization;
- to analyze the behavior of individuals in an organization;
- to analyze the behavior of groups in an organization;
- to show the links between organizational culture and management;
- to analyze the management of certain organizational processes.
Assessment :
The course work includes cases studies at 15%, class participation at 15% and group projetcs at 20%.
The Final Exam, weighted at 50%, consists of short answer questions and a mini case study.
Bibliography-recommended reading
Gully, S. M., Griffin, R. W., Phillips, J. M. (2016). Organizational Behavior: Managing People and Organizations. États-Unis: Cengage Learning.
Latham, G. P. (2007). Work Motivation: History, Theory, Research, and Practice. Royaume-Uni: SAGE Publications.
Marinov, M. A., Marinova, S. T. (2020). Covid-19 and International Business: Change of Era. Royaume-Uni: Taylor & Francis.
Stanwick, S. D., Stanwick, P. A. (2015). Understanding Business Ethics. Royaume-Uni: SAGE Publications.
-
Cross-cultural management
Cross-cultural management
Ects : 3
Lecturer :
BERNARD FERNANDEZ
Total hours : 18
Overview :
As already aware of intercultural problematic, students of such a curriculum will increase their knowledge and mastery of intercultural management applications, in discovering new thematic dealing with:
o How to compare cultural values and managerial practices
o Multicultural teams building, decision settling, motivation, leadership, authority, conflicts, working organization
o The challenges of Intercultural in front of, on one side the so called “globalization “and on the other the fact of “Glocalization”.
o Understanding cross-cultural management in China
This deepening of the matter will contain specific tools to allow students to prepare to decide, anticipate global and local managerial issues and evaluate potential synergies that building multicultural teams must initiate.
Coefficient : 3
Recommended prerequisites :
Personal or professional experiences desired in international contexts. Qualifications: curious, observant and an ability to question oneself
Learning outcomes :
Teaching objectives
:
o Helping students to acquire an
analytical methodology of comparing management models, practices and methods with
national cultures
o Enlarging
theories and their proper
practical adaptability to professional everyday life situations
o Helping students to acquire a
metacultural global understanding of management issues.
Assessment :
Teaching methods and aids
:
This course is broken down into 4 Learning Modules
o Each Learning Session includes theoretical displays and actual events– Video projections and Pdf documentation - Duplicates:
o Each session will include
a- Lecture by the professor.
b- Presentation of a small subgroup’s work based on reading’s session (approximately one hour) Remark: all students are requested to read and annotate the handout or case study paper. The appointed subgroup for presentation must carry out some further research work, under the supervision of the professor.
c- Group discussion and debate
Bibliography-recommended reading
Bartlett A. Christopher, Ghoshal Sumantra, 2002 (1998).
Managing across Borders, The transnational solution, Harvard Business School press.
Bennet Milton J., 1998:
Basic concepts of intercultural communication, Selected readings, London, Intercultural Press.
Bond M.H., (1991),
Beyond the Chinese face, Insights from psychology, Oxford University Press, Hong Kong, p. 125
Chao-Chuan Chen & Yueh-Ting Lee,
Leadership and Management in China, Philosophies, Theories & Practices, Cambridge, 2008.
Clifford Geertz,
The Interpretation of Cultures, Basic Books, New York, 1973
Fernandez B. (2010),
Built trust in China, a cross-cultural & relational perspectives, in (Zheng & Yang)), La confiance et les relations sino-européennes, L’Harmattan, 2010, pp.49-60.
Fernandez, B. & alii.
International Executives, Identity, Strategies and Mobility in France and China, Asia Pacific Business Review, Vol. 12, N°1 53-76, January 2006.
Geert Hofstede, (1991): Cultures and Organizations - Intercultural and its importance for Survival - Software of the mind - Printed : Harper Collins Business, London
Hall E.T. , 1976 Beyond Culture, Anchor/Doubleday
Inglehart R. (1997),
Modernization and Postmodernisation, Cultural, Economic and political change in 43 societies, Princeton University Press, Princeton, New Jersey, 453 p.
Kwang Ng. Aik, (2001),
Why Asians are less creative than Westerners, Prentice Hall, Pearson Education Asia Pte Ltd.
Min Chen, 2004: “
Asian Management Systems”, Thomson, UK
Redding Gordon, Stening Bruce W. 2003 :
Cross-cultural Management, Volume I The Theory of culture, Bodmin, Cornwall, “The international Library of critical Writings on Business and Management”, EE Published.
Redding Gordon, Stening Bruce W. 2003 :
Cross-cultural Management, Volume II Managing Cultural Differences, Bodmin, Cornwall,
“The international Library of critical Writings on Business and Management”, EE Published.
In French :
Chanlat Jean François, Pierre Philippe,
Le management interculturel, évolution, tendances et critiques, Editions EMS, 2018
Cailliau Hesna, Le paradoxe du poisson rouge, Edition Saint Simon, 2015.
Cheng A., Histoire de la Pensée Chinoise, Seuil, Paris, 1997
Fernandez Bernard,
IDENTITE NOMADE,
De l’expérience d’Occidentaux en Asie, Anthropos-Economica, 2002
International project management
-
International consulting Project : Tools and Methods
International consulting Project : Tools and Methods
Ects : 3
Lecturer :
DAVID HATCHUEL
Total hours : 21
Overview :
Presentation of the Course
- Trends and market for consulting sector
- Organization and activities of a consulting firm
- Consulting tools and methods
Coefficient : 6
Learning outcomes :
In this course, you will:
- Discover the consulting sector and the organization and activities of a consulting firm
- Learn and practice consulting methods
- Share experience with consultants
- Work in team on case studies and share your analysis with classmates
Assessment :
Individual + Case study in small groups
-
Global Project Management Accounting
Global Project Management Accounting
Ects : 3
Lecturer :
ROLAND STASIA
Total hours : 15
Overview :
RISK AND COST MANAGEMENT
The planet called “Risk” / Risk management with examples / Cost management using design to cost, target costing, through cost plus and price less models /
BINGO business case
CORPORATE AND PROJECT FINANCE
Performance (monetary or not) / Reminder finance and relevant cost concept for non-financial people
DULUX-DISTRIBOCHAN / HOTEL PATOUCHE / BOUYGUES vs CARREFOUR /
MINIMARGE/MINIBREAK/LA CROISIERE S’AMUSE/DURAIL/VACANCES SPARTIATES/business cases
ECONOMIC STEERING IN CERTAIN ENVIRONMENT
Economic management of traditional projects / Actuarial calculation, NPV, IRR & Payback / Application to an original case requiring budget preparation, and the treatment of a particular mode of financing
LET’SGO startup business case
PRACTICE OF INNOVATION AND PRACTICAL INNOVATION
Innovation and its operational processes: from design thinking to management by design through Open Innovation projects
LEVECLAIR SAS business case
ECONOMIC STEERING IN UNCERTAIN ENVIRONMENT
Economic management of "hyper-uncertain" projects for a reconciliation between immediate profitability and innovative projects
ECOFOSS business case
Coefficient : 3
Learning outcomes :
At the end of the course, students will be able to:
- distinguish the
type of projects entrusted
-
adjust the project management according to these different types
- work in close collaboration with the stakeholders of
controlling function
- analyze the typology of project and company
risks, and propose
organizational action plans to deal with them
- estimate a
breakeven point in volume and in value
- carry out
profitability studies of projects
in certain environments, such as
in uncertain environments
- apprehend the main lines of
new methods of creativity such as design thinking, or management by design
- have a good knowledge of the sphere of
innovation and open innovation
Assessment :
Class participation: Since 40% of the time will be devoted to collectively processed business cases, the level of involvement and participation in these cases will obviously be taken into account. This may be up to 20% of the examination mark. Example: A student who has 14/20 on the final exam and who has participated in class will be able to see his grade rounded to 14 + 20% = 16.8.
Exam policy: In the exam, students will not be allowed to bring any document. Unexcused absences from exams or failure to submit cases will result in zero grades in the calculation of numerical averages. Exams are collected at the end of examination periods.
Exam content: The final exam will consist of one-hour multiple choice quiz with 60 questions with only one correct answer, and no penalty for wrong answer. The questions will alternate between course questions and simple small calculations.
Bibliography-recommended reading
- (Very) many books on corporate management control, project management control, business performance management.
- Principal authors: Bouquin, Berland, Malleret, ...
- Works on project management and risk management, Roger AÏM documents for AFNOR, website of INNOVACTION company.
- Renault organization on risk management, Personal experiences on cost management and management of innovation, among others ...
- Performance de la R&D et de l’Innovation, par Sophie HOOGE et Roland STASIA aux éditions des Presses des Mines de Paris
Mandatory courses
-
Master thesis
Master thesis
Ects : 6
Lecturer :
AURORE HAAS
Total hours : 35
Overview :
Courses on research methods as well as mentoring by a researcher enable students to develop their capacities
Coefficient : 9
Learning outcomes :
The Master's thesis aims at developing the critical thinking and scientific research capacities of students. It strengthens their analytical and synthetical skills and enables students to become experts in a specific topic of their choice
-
International Projects (abroad)
International Projects (abroad)
Lecturer :
BERNARD FERNANDEZ
Total hours : 52
Coefficient : 3
-
Corporate experiences
Corporate experiences
Ects : 3
Lecturer :
AURORE HAAS
Total hours : 20
Overview :
Internship or apprenticeship
Coefficient : 6
Learning outcomes :
Corporate experiences enable students to develop and apply their knowledge in real life situations, as well as to strenghten their experiences before entering the job market
Academic Training Year 2022 - 2023 - subject to modification
Teaching Modalities
The program is offered in “apprenticeship” or “formation initiale”. It will run over a period of 15 months, from September to the end of September of the year N + 1. The program is delivered entirely in English.
Two tracks are offered:
Apprenticeship Track:
The apprenticeship track combines lessons and a practical experience through the apprenticeship. The schedule is as follows:
- September: full time at university,
- October to the end of March: Monday-Wednesday in a company, Thursday-Friday at university,
- April to the end of November: full time in the company,
- May: Study trip abroad (7 to 12 days)
Initial training track:
The Initial training track offers a program of courses followed by an internship. The restrictions of the apprenticeship track do not apply. Students who have completed an M1 at Dauphine may participate in academic exchanges abroad within this track.
- 1st semester: full time at university,
- 2nd semester: full time at the university or academic exchange abroad at one of Dauphine-PSL’s partner universities (eligible students – academic records and langage requirements).
- Followed by a 6-month internship in an international context.
Students from all tracks are eligible to the optional summer-program in London before the start of the program (fees apply).
Internships and Supervised Projects
The program includes apprenticeship and internships in accordance with the objectives of the program. In either track, the students are accompanied by 2 advisors (1 from the University and 1 from the company).
Students in the “Initial training” track must complete an internship abroad or in an international context, for a minimum of 6 months.
Research-driven Programs
Training courses are developed in close collaboration with Dauphine's world-class research programs, which ensure high standards and innovation.
Research is organized around 6 disciplines all centered on the sciences of organizations and decision making.
Learn more about research at Dauphine