Syllabus
Enseignements obligatoires
- Business basics in cultural and creative industries
Business basics in cultural and creative industries
- Strategic management (anglais)
Strategic management (anglais)
Ects : 3
Lecturer :
Total hours : 30
Overview :
The course includes 10 sessions of 3 hours, organized toward 3 key challenges that strategists face. Each session addresses one specific issue. Two "intermediary" sessions allow students to present the progress of their projects.
- S1. Introduction: strategic management, past and current issues. This session traces the main evolutions of strategy as a discipline, and highlights the major issues currently facing organizations (which structure the three parts of the course), particularly those linked to digital transformation and social and environmental challenges. This session also presents the methodological elements needed to carry out the case studies and the group project.
> PART 1: RETHINKING VALUE CREATION
- S2. Why and how to rethink a company's business model? This session presents various conceptions of the business model as tools to define new value creation mechanisms, and introduces the challenges related to business model innovation.
- S3. Under what conditions can an innovation create a market disruption? This session addresses "breakthrough strategies", by analyzing how an innovation (product, process, business model, etc.) can not only destabilize the rules of the game of a market ("disruption"), but also generate a new market ("blue ocean").
- S4. How do platforms change the way value is created? This session discusses platforms as a new organizational model to challenge established firms in a sector and to propose new business models. The success factors of platforms are discussed.
- S5. Intermediate synthesis
: presentation of group projects.
> PART 2: INFLUENCING AND INTERACTING WITH THE ENVIRONMENT’S ACTORS
- S6. Competition or cooperation: why and how to structure a business ecosystem? This session looks at the limitations of traditional tools for representing firms' environments and the contribution of the notion of business ecosystems. The new forms and dynamics of competition based on cooperation with networks of actors, including competitors, to form these business ecosystems are also discussed.
- S7. How can a firm shape the institutional context to its own advantage? This session shows how the institutional environment (State, regulation, etc.) conditions a firm's strategy, but also how a firm can influence this environment to its advantage ("non-market strategies" such as lobbying, etc.).
- S8. Intermediate synthesis
: presentation of group projects.
> PART 3: LegitimiZing STRATEGY
- S9. Governance: how to align strategy with stakeholders’ expectations? This session analyses how the legal form of an organization partly determines its strategic choices, and discusses the main governance mechanisms for aligning the strategy with the challenges of the organization’s stakeholders.
- S10. How to think about strategy in the era of major social and environmental challenges? This session addresses the social and environmental issues that now underpin the definition, planning and implementation of strategy, as well as its legitimization by stakeholders.
Coefficient : 1
Recommended prerequisites :
connaissances de base en stratégie d'entreprise
Require prerequisites :
Aucun
Learning outcomes :
The objective of the strategic management course is to provide keys to understanding and analyzing these strategic situations. At the end of this course, the student will be able to:
- Know and understand the main strategic issues that companies are currently facing;
- Master essential theoretical concepts to shed light on these issues and mobilize them as a framework for analysis;
- Elaborate a structured and reflexive analysis of a company's strategic situation.
Assessment :
The course’s’ evaluation is structured as follows:
1.
Continuous assessment (50%)
· Group project (40%) (collective work) : Strategic report on a company case, analyzed through one of the course topics (30 pages max.)
· Each group of students must analyze a company of their choice from the point of view of the social and environmental problems or issues it faces. The proposed analysis must be based on at least one course theme. In sessions 5 and 8, oral presentation (15 minutes), in groups of 4-5 students, to discuss progress and problems encountered.
· Case study (10%) (individual) : On the basis of a press corpus, students must analyze the strategic situation of a company by formulating a problem linked to at least one theme of the course. They must then respond to this problem with a structured, well-argued analysis, and conclude with recommendations.
· Classroom participation (facultative) : (bonus/malus on the individual grade, optional, depending on the teacher’s choice) : Participation is evaluated according to the modalities indicated by the teacher, which may be: presentation of a press review, contribution to classroom discussions, attendance…
2.
Final exam (50%)
· Case study : Individual exam (3h): Same instructions as those of the case study in continuous assessment (the case studies proposed in continuous assessment allow for practice).
Bibliography-recommended reading
JOHNSON G., SCHOLES K., WHITTINGTON R., ANGWIN D., REGNER P. Exploring Corporate Strategy, Pearson, 13th edition, 2023.
CUSUMANO M.A., GAWER, A., YOFFIE B., The business of platforms: Strategy in the age of digital competition, innovation, and power, Harper Business, 2019.
ADNER R., The wide lens: A new strategy for innovation, Penguin, 2012.
- Research in management
Research in management
- Foreign language
Foreign language
- Tutored projects
Tutored projects
- Management basics complement
Management basics complement
- Management accounting
Management accounting
Ects : 3
Lecturer :
Total hours : 18
Overview :
The course aims to provide students with an understanding of the role played by accounting, accountants and auditors in our economic system. It provides:
- an introduction to accounting and auditing: principles, issues and practices.
- and an introduction to research perspectives and controversies in the accounting and auditing fields.
It does not require any prior knowledge of accounting or management control but requires an interest in research and theoretical thinking as student will be asked to read, comment, debate and write research-based materials.
Coefficient : 1
Recommended prerequisites :
The course does not require any prior knowledge of accounting or management control but requires an interest in research and theoretical thinking as student will be asked to read, comment, debate and write research-based materials.
Require prerequisites :
The course does not require any prior knowledge of accounting or management control but requires an interest in research and theoretical thinking as student will be asked to read, comment, debate and write research-based materials.
Learning outcomes :
- General knowledge of accounting and auditing: principles, issues and practices.
- Research methods
- Critical thinking
Assessment :
Continuous assessment: Active participation in class discussions (30%)
Final assessment: Research proposal (70%)
- Organizational Theory
Organizational Theory
- Marketing
Marketing
- Management research methodology
Management research methodology
- Human Resources Management
Human Resources Management
Ects : 3
Lecturer :
- LAURENT TASKIN
Total hours : 18
Coefficient : 1
- Management of information Systems
Management of information Systems
Enseignements obligatoires
- Institutional integrity
Institutional integrity
Ects : 3
Lecturer :
- CEDRIC BOURGEOIS
Total hours : 18
Coefficient : 1
- Master thesis
Master thesis
Ects : 6
Coefficient : 2
- Management control
Management control
Ects : 3
Lecturer :
Total hours : 18
Overview :
The course presents the tools and theories of management control and performance measurement (budgets, dashboards, etc.) in public and private organizations. It aims to train future researchers and professionals who are aware of the necessity to adapt management control techniques to the specificities of organizations, and who are able to discuss the design of specific control systems and to reflect on their social, financial and environmental outcomes.
The course is organised in three modules:
- a general introduction to management control and performance measurement tools and theories (6 hours),
- a specific focus on control in the public sector (6 hours),
- and a discussion on social and environmental control and reporting tools (6 hours).
This course is committed to teaching through research and is based on research presentations and discussions.
Coefficient : 1
Recommended prerequisites :
- The course does not require any prior knowledge of accounting or management control but requires an interest for those subjects as well as an interest in research and theoretical thinking as student will be asked to read, comment, debate and write research-based materials.
- Small class size facilitates interaction between faculty and students but requires a high level of commitment from students.
Learning outcomes :
Understanding the main challenges of public, financial, social and environmental control and how these issues can be studied and better understood.
Being able to understand, synthesize and discuss scientific research.
Assessment :
- Continuous assessment : 30%.
- Final assignment (essay) : 70 %
- Research Design workshop
Research Design workshop
- Current and new issues in management
Current and new issues in management
- PSL Week 2
PSL Week 2
Ects : 3
Total hours : 24
Coefficient : validation
- Innovation
Innovation
Ects : 3
Lecturer :
- MARINE AGOGUE
Total hours : 18
Coefficient : 1
Academic Training Year 2025 - 2026 - subject to modification
Teaching Modalities
The first year of the program brings together academically talented students from multiple countries seeking multidisciplinary training of excellence in management and a professional pathway built on research competencies.
It provides rigorous training covering most of the fundamentals of management science (marketing, organization theory, human resources, strategy, accounting, innovation, information systems).
Specific courses are also devoted to research design, methods, and issues. Most courses follow a seminar format based on readings and discussions.
They are fully taught in English by internationally recognized researchers.
The small class size (maximum of 15 participants) in the first-year fosters exchanges and ensures personalized guidance for students and their projects.
From the first year, students conduct an individual research project and write a thesis. The research seminars ("Research in Management" and "Current and New Issues in Management") are led by members of Dauphine Recherches en Management (DRM), one of France’s largest and most prestigious management science research centers.
These seminars provide students with the opportunity to study and discuss with scholars from several research teams: Marketing (ERMES); Management and Regulation (M&R); Critical Management Studies (MOST); and Innovation and Strategy (M-Lab).
Furthermore, the fundamental courses expose students to the various specializations offered in the second year, helping them plan their academic pathway effectively.
This is a full-time, intensive training year (September to June). Depending on individual student projects, research or organizational internships may be arranged, usually starting at the end of April.
A gap year with an internship may also be scheduled at the end of the first year.
Since the second-year specializations are often at least partially taught in French, students who are not fluent in French should plan to use the first year, in addition to the French as a Foreign Language courses offered by the program, to achieve the level of French required by their chosen specializations.
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