Fall 2018_MASTER course list (preliminary)

Contents:
Preliminary schedule outline ................................................................................................................................ 2
International Marketing (CEMS accredited) ......................................................................................................... 4
Knowledge Engineering......................................................................................................................................... 5
Technology Innovations (CEMS accredited).......................................................................................................... 8
Consumer Behavior and Advanced Research Methods ...................................................................................... 11
Supply Chain and Operations Management ....................................................................................................... 13
International Oil and Gas Markets (CEMS accredited) ....................................................................................... 15
New Product Management ................................................................................................................................. 17
Internationalization of Emerging Market Multinational Enterprises (CEMS accredited) ................................... 18
Doing Business in Russia (CEMS accredited) ....................................................................................................... 21
Inventory Control and Management (CEMS accredited) .................................................................................... 22
Business Analytics and Big Data (CEMS accredited) ........................................................................................... 25
Digital Business (CEMS accredited) ..................................................................................................................... 28
Managing Intellectual Capital for Company’s Value Creation ............................................................................ 31
Machine Learning ................................................................................................................................................ 34
Industry Business Analytics ................................................................................................................................. 35
Statistical Programming In Python ...................................................................................................................... 36
Managerial Economics ........................................................................................................................................ 37
Contemporary Public Management .................................................................................................................... 38
Managing Government Information Technology ............................................................................................... 39
Financial Markets and Instruments..................................................................................................................... 40
Financial Accounting and Reporting ................................................................................................................... 42
Quantitative Methods in Finance........................................................................................................................ 43
Consulting Project (upon request*) .................................................................................................................... 45
Manager Professional Skills (upon request*)...................................................................................................... 48

*The complete list of the available courses to CEMS students was emailed by Daria Urbanskaya, CEMS
manager.
Preliminary schedule outline

First day of the

3 10 17 24 1 8 15 22 29 5 12 19 26 3 10 17 24
week (date)
Last day of the
9 16 23 7 14 21 28 4 11 18 25 2 9 16 23 30
week (date)
Program

ECTS
Year

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Unit Title (by language of instruction)

MiM 2 1 R R Е R Е Manager Professional Skills

MiM 1 1 R R Е R Е Manager Professional Skills
MiM 2 1 R R Е R Е Consulting Project
MiBA 1 3 R R Е R Е Industry Business Analytics
MiBA 1 6 R R Е R Е Statistical Programming in Python and R
MiBA 1 6 R R Е R Е Machine Learning
MiM 2 1 R R Е R Е Manager Professional Skills
MiM 2 6 R R Е R Business Analytics and Big Data
MiM 2 6 R R Е R Е Consumer Behavior and Advanced Research Methods
MiM 2 6 R R Е R Е Digital Business
MiM 2 6 R R Е R Е Doing Business in Russia
MCF 1 6 R R Е R Е Financial Accounting and Reporting
MCF 1 4 R R Е R Е Financial Markets and Instruments
MiM 2 6 R R Е R Е International Marketing
MiM 2 6 R R Е R Е International Oil and Gas Markets
Internationalization of Emerging Market Multinational Enterprises
MiM 2 6 R R Е R Е
(EMNEs)
MiM 2 6 R R Е R Е Inventory Control and Management
MiM 2 6 R R Е R Е Knowledge Engineering
MiM 1 6 R R Е R Е Managerial Economics
MPM 2 6 R R Е R Е Managing Government Information Technologies
MiM 2 6 R R Е R Е Managing Intellectual Capital for Business Value Creation
MiM 2 6 R R Е R Е New Product Management
MCF 1 4 R R Е R Е Quantitative Methods in Finance
MiM 2 6 R R Е R Е Supply Chain and Operations Management
MiM 2 6 R R Е R Е Technology Innovation

*R – reserved week either for exams or extra lectures when required

*E – exam expected + January main exam session which is not reflected in the table.
NB: All the information is preliminary and will be reconfirmed before the registration for courses.
AVOID booking your return ticket until you know the exact dates of the semester confirmed by the academic offices (as a rule announced to you with the
relevant course lists) as the date of the end of the semester will be the date when your visa expires.
Otherwise you risk being forced to change your tickets.
You should not plan ANY trips (including your return date) until you have an exam schedule with dates of mid-term and final assessment for all the courses
you are registered for. You can resit ONLY midterm exams during the official resit period established at GSOM.
Note that GSOM doesn’t provide with the alternative exam arrangements except for the documentally supported emergencies.
Business Analytics and Big Data (CEMS accredited)

Instructor: Vladimir Gorovoy, Can.Sc., Senior Lecturer, Department of Information Technologies

in Management, Graduate School of Management, St.Petersburg University
email: vladimir.gorovoy@gmail.com
Workload: 6 ECTS,
36 contact hours
Prerequisites: No prerequisites
Year: 2 year
Program(s)/ Master in Management
Concentrations:
Course Business Development officers, consultants, other knowledge workers exploit new
Description opportunities with BI. They have a wide portfolio of standard reports published on
one hand, ad-hoc reporting on the other. They connect to multidimensional OLAP
cubes to run dozens of business queries a day. As simple as the famous LEGO bricks...
And so speedy!
You start observing sales figures by product line, after lunch you look through each
subsidiary breakdown by quarter, comparing it to last parallel period. Then you check
the best selling strategy and point out the best line managers
Carrying out a strategic business decision never comes easy. Intuits and commercial
luck are not enough. Sum up past period experience, get clear figures and provide a
solid foundation for decision making. Somehow these figures could uncover more.
With the help of modern computation power, vast data storage opportunities and
good theory (math statistics, probability,...) you get knowledge from your data assets:
patterns, trends, deviations help you in diverse business domains and scenarios.
Course Content Topic 1. IT in the organization
(Topics and • The need for IT in the organization
subtopics) • IT toolkit as a new driver for business efficiency. Traditional examples of
doing business opposed to digital economy. Benefits of deploying IT solutions:
tangible and intangible.
• Introducing IT department
• Communication and collaboration with IT professionals. IT common trends. IT
department structure according to ITIL
Topic 2. Information Systems
• Information Systems Fundamentals
• Information Systems concepts and definitions. Environment and
infrastructure assessment for an information system. Databases and transaction
processing. Functional Applications: Logistics, Operations, Sales and Marketing,
Finance and Accounting, Human Resources
• Enterprise wide Applications classification
• Supply chain automation essentials. Resource planning. MRP, ERP, CSRP.
CRM. Integration and global issues.
Topic 3. Business Intelligence
• Business Intelligence Fundamentals.
• Historical review. BI solution architecture. BI process. Deployment issues
• Datawarehousing concepts.
• Transactional Information Systems and relational databases opposed to
 Analytical Information systems – addressing the needs for decision making. Choosing
a DW architecture. Data extraction and upload. Data integration models. Usage of
metadata.
• Reporting concepts.
• Deploying an enterprise wide reporting solution.
Topic 4. OLAP and Data Mining
• OLAP.
• Building up multidimensional cubes. Non-relational and denormalized
databases physical design. Defining measures and dimensions. Introducing ad-hoc
reporting.
• Data Mining
• KDD (Knowledge discovery from databases) process definition. Types of
interesting and potentially useful output patterns, common algorithms. Use cases in
different industries and knowledge domains.
• KPI and Balanced Scorecards
• A modern paradigm for strategic management. A key to long term success
and business development. Common steps for implementing a BSC. Simple toolkit for
data engineer and business analyst: take the most of BI at your enterprise and make
it simple and convincing.
Course The course is based on interactive teaching style with intensive student participation.
Organization As a part of the course, students should prepare a software BI solution during their
lab works.
Course Reading Required reading
(the full list): 1. Information Technology for Management: Transforming Organizations in the
Digital Economy (6th edition). Efraim Turban , Dorothy Leidner , Ephraim McLean ,
James Wetherbe. 2008.
2. Decision Support and Business Intelligence Systems (9th Edition). Efraim
Turban , Jay E. Aronson , Ting-Peng Liang , Ramesh Sharda. 2010.
Supplementary reading
• Data Mining: Concepts and Techniques (3rd edition). Jiawei Han , Micheline
Kamber . 2011.
• Building the Data Warehouse. W. H. Inmon. 1995.
• Data Mining: Overview and Optimization Opportunity. P.Bradley, U.Fayyad,
O.Mangasarian. (1998), http://www.research.microsoft.com/datamine/.
• http://www.cs.uregina.ca/~dbd/cs831/notes/ml/dtrees/c4.5/tutorial.html
• Providing OLAP (On-Line Analytical Processing) to User-Analysts: An IT
Mandate. Codd E. F., Codd S. B., Salley C. T. E. F. Codd & Associates, 1993.
• 6. U.M.Fayyad, G.Piatetsky-Shapiro, P.Smyth. (1995), From Data Mining
to Knowledge Discovery: An Overview. In "Advances in Knowledge Discovery and
Data Mining" (Eds. U.M.Fayyad, G.Piatetsky-Shapiro, P.Smyth), Cambridge, Mass: MIT
Press, pp. 1-34.
Exam format: Length: 90 minutes
Format: online
Final test structure:
Part # Questions type # of questions Weight in the
course grade
1 Questions on a case study 6 50%
Grading Policy Control forms Weight in the Number of points in
(% or points) course grade the course grade
structure
Final test 0,50 (50%) 50
Assessment of academic progress 0,50 (50%) 50
Assessment of academic progress
Assignment Weight in the course grade
Labwork 1 7%
Labwork 2 7%
Labwork 3 7%
Labwork 4 7%
Labwork 5 7%
Discussion 5%
Data analysis project 10%
Totally: 0,50 (50%)
Digital Business (CEMS accredited)

Instructor: Yablonsky, Sergey, Associate professor, Department of Information Technologies in

Management, Graduate School of Management, St. Petersburg University
E-mail: yablonsky@gsom.pu.ru
Workload: 6 ECTS
36 contact hours
Prerequisites: Core courses of the previous semesters
Year: 2 year
Program(s)/ Master in Management
Concentrations:
Course Digital technologies, including Internet and other related technologies, are changing
Description the way companies do business. The digital economy is an economy based on digital
technologies. As a result, new ways of doing business in the digital economy have
been opened up.
The course provides an introduction to digital business. Digital business is the
creation of new business designs by blurring the digital and physical worlds (Gartner).
Digital business involves the interaction of people, businesses and intelligent or smart
"things/machines”. Digital business usually refers to business conducted over the
Internet, but in general, any network, public or private, can be included. Digital
business is a term that has a broader definition of digital commerce that includes
servicing customers and collaborating with business partners in ecosystems,
conducting electronic transactions within an organization, as well as buying and
selling. Digital business is increasingly important in our networked world of global
transactions and global competition.
The course offers the basics of digital business and includes understanding of the
digitalization technologies (cloud computing, big data, IoT, mobile, artificial
intelligence, blockchain etc.), concepts, terminology, strategy, business models
(especially, platform business models), digital transformation, business cases, and
services related to digital business. The course aims on how digital business is carried
out, including innovative technologies, strategy, business models, value chain,
infrastructure, services, planning, marketing, logistics, and retailing, as well as the
advantages and disadvantages of digital business. Specifically, the focus will be placed
on understanding how multinational firms can deploy existing digital strategies and
business models that it would lead to the creation of strong competitive advantages
and innovative way of operating for international expansion to the emerging markets
with the specific emphasis on digital platforms (Alibaba, Amazon, eBay, Google,
Baidu, Apple, Facebook, Uber, Airbnb as well as Russian Yandex, VK, mail.ru, ozon.ru)
and undertake the critical analysis of their differences.
After course students will have all knowledge and skills to answer on such research
questions:
Knowledge:
• Understanding the concepts, terminology, and innovative technologies
related to digital business.
• Understanding the strategy, sourcing, and governance in the digital business
domain.
• Identification and explanation the variety of digital business models.
• Explanation the benefits and limitations of using digital business models in
 relation to traditional business models.
• Introduction in digital retail, web/mobile analytics, digital marketing.
• Identification and explanation the digital business applications.
• Introduction in digital transformation and economics
Skills and abilities:
• Practice in preparing a group project report and presentation of digital start-
up/transformation pitch.
• Hand-on practice in digital business solutions (Strategyzer, Shopify, Google /
Facebook /Youtube and some other digital business services).
• Team working and decision-making in digital business sphere.
• Paper and case analysis in digital business.
Course Content Topic 1. Brief introduction to digital business. Digital Enterprise intro
(Topics and Topic 2. Innovative digital technologies and digital business. Big Data, Cloud
subtopics) computing, Mobile, Internet of Things (IoT), Artificial Intelligence (AI), Smart
machines/things. Digital products and services.
Topic 3. Digital business strategy. Digital business models (BM). Platform BM and
markets.
Topic 4. Digital Commerce. Web Store. From Retailing to digital tailing. Digital
Auctions
Topic 5. Digital marketing. Web analytics. CRM
Topic 6. Digital supply chain. Digital Logistics. Cloud computing, IoT, Big Data,
Blockchain influence
Topic 7. Digital enterprise
Topic 8. Digital enterprise transformation
Topic 9. Digital Finance, Digital banking, Digital payment systems. Cryptocurrencies
and Blockchain
Topic 10. Digital business security
Topic 11. Planning, financing and launching digital business
Topic 12. Law, ethics and consumer policies in the digital age

Course 1) Lectures, case studies, tests, in-class discussions,hand-on practice, group projects.
Organization 2) Special software required for the course (Strategyzer cloud service 1 license,
Shopify e-shop standard cloud service (6 one month licenses), Google AddWords
campaign, 6 x 200 rubles, Facebook Add campaign, 6 x 200 rubles).
3) Maximum number of students per group (<30).
Course Reading Core reading:
(the full list): 1. Turban, E., King, D., Lee, J.K., Liang, T.-P., Turban, D.C. “Electronic Commerce.
A Managerial and Social Networks Perspective”. Springer Texts in Business and
Economics, 2015. 791 p. (9 paper books in GSOM library).
2. Morabito, Vincenzo. Trends and Challenges in Digital Business Innovation.
Springer. 2014. GSOM Digital Library Books24x7.
Supplementary reading:
1. Osterwalder, Alexander, and Yves Pigneur. Business Model Generation: A
Handbook for Visionaries, Game Changers, and Challengers. John Wiley & Sons. ©
2010. Books24x7.
2. Uhl, A., Gollenia, L. (eds) (2014). Digital Enterprise Transformation: A
Business-Driven Approach to Leveraging Innovative IT, Gower Publishing Limited, 314
p. GSOM Digital Library Books24x7.
 3. Papers from professional journals in management, economics, marketing or
other areas.
4. 5 HBS Cases.
Exam format: On-line
Duration: 90 minutes
Grading Policy Course progress – 50 %, exam – 50 %.
(% or points) The course progress tasks include: cases discussions, project development, class
assignments (digital services practice: Strategyzer business model development,
mastering e-shop, e-shop development, Google analytics, SEO, Google AdWords,
Facebook campaigns etc.), home assignments (paper reading).
Course progress includes:
1. Class and home assignments – 10 %
2. Group project – 25 %
3. Cases – 15 %
Doing Business in Russia (spring 2018)

Instructor: Olga Makarova, Can.Sc., MBA, Sr.Lecturer, Department of Strategic and International
Management, Graduate School of Management, St.Petersburg University
Karina Bogatyreva, Can.Sc., Assistant professor, Department of Strategic and
International Management, Graduate School of Management, St.Petersburg University
Workload: 6 ECTS, 45 contact hours
Prerequisites: Basic knowledge in Strategy, Marketing and business-planning
Course The course is focusing on two objectives: to give students and overview of
Description Russian business environment, introduce them to specificity of doing business in
Russia as an emerging country and teach them to apply this knowledge into practice
through business-plan preparation and defense. Lectures are delivered by GSOM
professors, as well as by top-managers of Russian and international companies. Big
emphasis is put on guest lectures oriented on providing practical insights on doing
business in unstable Russian environment. Additionally, students will be given an
opportunity of company visit to the facilities of well-known local or international
company with strong presence in local market.
The guest lectures, visits and entrepreneurial feedback sessions will be given in
cooperation with top-managers of Russian and international companies. Guests
speakers are different in each turn of this course, but the following companies
participate almost all the turns: PriceWaterhouseCoopers, Baltic Brewery, Capital
Legal Services, Ingria Business Incubator, Hyundai and other companies.
Guided and consulted by GSOM professors, students will develop a detailed and
feasible business plan for a branch of an international company in Russia. They will
work intensively in mixed international groups, with at least one Russian-speaking
student in each group. As final evaluation, groups of students are expected to write a
paper containing all the business plan essential parts including financials as well as to
deliver a convincing group presentation at the end of the course. Approximate time for
the intensive project work in groups is 3-4 weeks starting from the very first days.
Though course has its pre-requisites, international students without pre-
requisites are also invited for participation but should consider putting more
efforts to contribute to the group work successfully.
Course Learning the business context:
Content • Facts and figures about Russia, macroeconomic summary;
• History of business, demographic challenges;
• Russian financial system and investment climate;
• Marketing landscape;
• Legal and tax system: Opportunities and risks;
• Russia’s potential in entrepreneurship and innovation.
Practical insights in the following areas:
• FMCG and production
• Investment Projects & Banking
• Entrepreneurship incl. Social entrepreneurship
• Technology and Innovations
Group work: detailed business plan development (paper + group presentation)
Course preparatory readings, lectures, in-class discussions, company visits, group project.
Organization
Course Core reading:
Reading: • Marsh, Clive. Business and Financial Models. Kogan Page – 2013.
• PwC Doing Business and Investing in the Russian Federation
(http://www.pwc.ru/en/doing-business-in-russia.html);
Supplementary reading:
• Covello, Joseph A. Hazelgren, Brian J. The Complete Book of Business Plans: Simple
Steps to Writing Powerful Business Plans, Second Edition, Sourcebooks, 2006.
• Russia Economic Report 36 (November 2016): The Russian Economy Inches Forward: Will
that suffice to turn the tide?
(http://documents.worldbank.org/curated/en/424231478762595715/pdf/110037-WP-P161778-PUBLIC-
ENGLISH-NovfinalRussiaInchingtowardsGrowthRERfinal.pdf );
• KPMG Doing Business in Russia: Your Roadmap to Successful Investments
https://assets.kpmg.com/content/dam/kpmg/ru/pdf/2017/05/ru-en-doing-business-in-russia-2017.pdf
• Doing Business 2017. Economy Profile. Russian Federation. The World Bank Group
Flagship report
http://www.doingbusiness.org/~/media/wbg/doingbusiness/documents/profiles/country/rus.pdf
• World Economic Forum’s Global Agenda Council on Russia. Unknown Russia: Powered by
Entrepreneurs (http://www3.weforum.org/docs/WEF_Unkown_Russia_2015.pdf);
• Zhuplev A. Doing Business in Russia: A Concise Guide, First Edition, Business Expert
Press, NY, 2017
• M. Strochevoy 2014 articles: Understanding Russia, New Russian Capitalism;
Exam format: Exam in-class: group presentation (business-plan defense) based on group final
report (group business-plan), peer-to-peer evaluation applies
Timing: 30 minutes for each group, students should also attend and evaluate
presentations of the other groups
Grading Policy Course progress – 70%: individual assessments – 40%, group assessments (written
report) – 30%. Exam (presentation, group assessment) – 30 %. Peer-to-peer
evaluation applies to group assessments

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International Oil and Gas Markets (CEMS accredited)

Instructor: Garanina Olga, Associate Professor, Department of Strategic and International

Management, Graduate School of Management, St.Petersburg University
E-mail: o.garanina@gsom.pu.ru
Workload: 6 ECTS,
36 contact hours
Prerequisites: No
Year: 2 year
Program(s)/ Master in Management
Concentrations:
Course The course aims to familiarize the students with major trends in the international oil
Description and gas markets and with key business related issues in the global oil and gas
industry. It discusses market fundamentals with particular emphasis on recent
challenges raised by exploration of unconventional energy resources. The course
builds understanding of investment decisions in hydrocarbon exploration and
production projects as well as organization of trade in oil and natural gas at global
and regional scale. It concludes by analyzing challenges of international cooperation
for energy security.
Upon completion of the course, the students should: gain basic knowledge and key
concepts related to energy supply and demand, oil and gas industry structure and
pricing; gain understanding of major trends in oil and gas markets, as well as related
risks and uncertainties; critically reflect on strategic decisions of energy companies
and value creation in oil and gas industry.
Course Content Introduction
Topic 1. Global trends in oil and gas markets
Topic 2. Unconventional hydrocarbon resources
Topic 3. Energy companies: objectives and strategies
Topic 4. Upstream petroleum agreements
Topic 5. Developing oil and gas projects and investment decisions
Topic 6. Oil markets and pricing
Topic 7. Natural gas markets and pricing
Conclusion. Energy security and energy governance
Course Lectures, seminars, case studies, group work, exercises, home and class discussion
Organization and assignments
Course Reading Core reading:
Inkpen A., Moffet M. (2011). Global Oil and Gas Industry: Management, Strategy and
Finance. PenWell.
Cases (The Case Centre collection), to be distributed in class
Supplementary reading:
Henderson J., Grushevenko E. (2017) Russian Oil Production Outlook to 2020. Oxford
Institute for Energy Studies. Energy Insight: 3.
Henderson J., Mitrova T. (2015) The Political and Commercial Dynamics of Russia’s
Gas Export Strategy. Oxford Institute for Energy Studies. NG 102.
Hirst N., Froggatt A. The Reform of Global Energy Governance. Grantham Institute For
Climate Change Discussion Paper No 3, December 2012.
IEA (2014). Energy Policies Beyond IEA Countries: Russia 2014. OECD/IEA.
IEA (2016). World Energy Outlook 2015. OECD/IEA.
 Johnston D. International Petroleum Fiscal System Design and Analysis. In Simkins B.,
Simkins R (eds). Energy Finance and Economics: Analysis and Valuation, Risk
Management, and the Future of Energy. Kold series in Finance. John Wiley and sons,
2013. (Chapter 12, pp. 269-312)
Leidos (2014) Global Natural Gas Markets Overview: A Report Prepared by Leidos,
Inc., Under Contract to EIA. Working Paper Series, August.
Putting a Price on Energy: Oil Pricing Update. (2011). Energy Charter Secretariat.
Stevens P. (2016) International Oil Companies The Death of the Old Business Model.
Research Paper. Chatham House. The Royal Institute of International relations.

Exam format: In-class, 90 minutes.

Grading Policy Course progress – 50 %, exam – 50 %.

(% or points) In class tests, group and individual exercises, group project.
Internationalization of Emerging Market Multinational Enterprises (CEMS accredited)

Instructor Andrei Panibratov, Professor, Department of Strategic and International

and e-mail: Management, Graduate School of Management, St.Petersburg University
E-mail: panibratov@gsom.pu.ru
Workload: 6 ECTS
36 contact hours
Prerequisites: International management, Strategic management and International business
strategy
Year: 2 year
Program(s)/ Master in Management
Concentrations:
The aim of the course is to provide master students with understanding of the
Course Description phenomenon of emerging multinational enterprises (EMNEs), with the insights of
integrative influence of institutional, industry- and firm-specific determinants of
EMNEs’ internationalization strategies. More specifically, students will concentrate on
the following issues: how the EMNE is interpreted theoretically in contrast to their
western counterparts; how EMNEs organize their resources and capabilities to
achieve competitive success in competition with firms from advanced economies;
what managerial approaches managers of EMNEs use when entering and organizing
activities in other emerging economies; why and how companies from less developed
countries compete internationally, including in advanced markets such as Western
Europe and the USA; how EMNEs deal with institutional challenges and overcome
other non-economic barriers in the process of their global expansion.
Introduction to the course
Course Content ‒ The subject and the content of the course
‒ Organization of the work
‒ Literature and sources
‒ Requirements to students
‒ Assignments and group projects
‒ Preparation to exam
Contemporary meaning and context for international business
‒ What is internationalization today?
‒ Entry mode: why companies choose only few?
‒ Ownership mode: why do company choices vary?
‒ Internationalization of emerging market firms: what makes the difference?
The rise of emerging economies: BRIC and beyond
‒ Historical background of the emerging economies
‒ BRIC and the next wave
‒ Destinations, motives and institutional determinants for outward FDI from
emerging economies
Theoretical explanation of internationalization
‒ The resource-based view of internationalization
‒ The institutional perspective
‒ Transaction cost approach and eclectic paradigm
‒ Uppsala model and network perspective
Dynamic perspective on internationalization
 ‒ Export strategy
‒ Foreign direct investments
‒ MNEs and M&As
‒ Intangible strategies
International strategies of Brazilian multinationals
‒ Globalization of Brazil and international investments of Brazilian firms
‒ Targeting markets selectively
‒ Spreading operations globally
International strategies of Chinese multinationals
‒ Globalization of China and international investments of Chinese firms
‒ Capturing knowledge
‒ Cultivating knowledge
International strategies of Indian multinationals
‒ Globalization of India and international investments of Indian firms
‒ Acquiring to sell
‒ Acquiring to learn
International strategies of Russian multinationals
‒ Globalization of Russia and international investments of Russian firms
‒ Catching the fish and throwing it back
‒ Acquisitions on the sly
Serving customers in a way the State cannot
Non-market strategy perspective
‒ Government involvement in the international strategy
‒ Overcoming the liability of foreignness
‒ Political connections as a part of strategy
Irrational side of internationalization
‒ Moving from natural resources to technology
‒ Developing absorptive capacity
‒ Integrating organizations into cultures
«Internationalization challenges for emerging market firms»
The preparation and presentation of the group project in the topic chosen by the
group of three students under the supervision of the instructor. The theme supposes
students to reveal, analyze and discuss the problems related to the strategy
implementation by EMNE, and the consideration of the prospects of the further
management by the company’ strategy. The format of the group project is a
combination of the case study and consulting project. The company may be suggested
by students, but is finally approved / selected instructor.
Teaching methods The course is held in the form of lectures, workshops and discussions with the support
of the PowerPoint presentations. Workshops are based on the discussion of the
course materials, with the theory and empirical evidence being two supportive
sources. Strategy practice is analyzed through case study discussion. Students also
have assignments based on the work with the literature designed to deepen their
knowledge and improve their capability to work independently or in small groups.
During the period of the course, students work in the groups consisting of 3-4 mates
(depending on the overall number of the course participants), which helps in
developing their collective decision making capability towards the cases analyzed.
• Panibratov, A. International Strategy of Emerging Market Firms: Absorbing
Literature Global Knowledge and Building Competitive Advantage, New York: Routledge, 2017.
 Length: 120 minutes
Final Exam: Format: Online, in class

Course progress – 70%, exam – 30%.

Grading Policy
Managing Intellectual Capital for Company’s Value Creation

Instructor Giovanni Schiuma, Professor at University of Basilicata, Italy,

and e-mail: giovanni.schiuma@unibas.it
Workload: 6 ECTS
36 contact hours
Prerequisites: No
Year: 2 year
Program(s)/ Master in Management
Concentrations:
This course aims to develop a critical understanding of how to manage and assess
Course Description intellectual capital in order to support business performance improvements and drive
company value creation. The course provides the fundamental insights in order to
develop an understanding of the conceptual background of the knowledge-based view
of the company and equips students with practical approaches, frameworks and tools
to design implement and assess intellectual capital management initiatives. Overall, this
module provides a clear and interesting treatment of how managing intellectual capital
can enhance the value creation capacity of companies. In addition it provides an
understanding of the new emerging intangible value drivers for competitiveness in the
XXI century and the innovative managerial approaches to manage such strategic factors.
In this light the relevance of the corporate social responsibility and of the management
approaches for its integration in the company’s governance are introduced.
PART 1. FOUNDATIONS OF INTELLECTUAL CAPITAL MANAGEMENT
Course Content • Understanding the relevance of intangible assets and knowledge resources for
company competitiveness.
• Understanding the role and relevance of knowledge-based resources in actual
business landscape. Introduction to the resource-based view, competence-based view
and knowledge-based view of firm.
• Understanding of how to make operative the notion of organisational
knowledge-based resources: the epistemological and managerial approach. A
conceptualization of knowledge and intangible assets and intellectual capital, and
analysis of the relationships among them.
PART 2. LINKING INTELLECTUAL CAPITAL TO COMPANY VALUE CREATION
• The role of intellectual capital in defining the value of a company
• Why managers need to care about intellectual capital in order to drive value
creation mechanisms
• How intellectual capital affects business performance
• Introduction to the analysis of a company’s business model and discussion of
the role and relevance of intellectual capital
PART 3. MANAGING INTELLECTUAL CAPITAL
• Interpreting intellectual capital management: a knowledge-based perspective.
• Perspectives of intellectual capital management: strategic, managerial and
operational.
PART 4. DESIGNING AND IMPLEMENTING INTELLECTUAL CAPITAL MANAGEMENT
INITIATIVES FOR COMPANY VALUE CREATION
• How to design and implement intellectual capital management initiatives aimed
to improve business performance
 • A model to interpret the intellectual capital management: the knowledge assets
value spiral
PART 5. THE KEY EMERGENT INTELLECTUAL CAPITAL-BASED VALUE DRIVERS OF 21ST
CENTURY ORGANISATIONS
• Managerial challenges of 21st century business landscape.
• Towards a post-modern management paradigm: new management principles
for 21st century organizations
• The key soft value dimensions of the intellectual capital of 21st century business
organizations: the 6Es
PART 6. INTEGRATING INTELLECTUAL CAPITAL INTO CORPORATE SOCIAL RESONSABILITY
• Understanding the relationship between measuring and managing intellectual
capital and generation of company value in
• Corporate Social Responsibility: contents and approaches accordance with a
stakeholder-based perspective
Teaching methods Class work, presentations, assignments, group project

1. Carlucci D., Marr B., Schiuma G. (2004), “The Knowledge Value Chain – How
Literature Intellectual Capital Impacts Business Performance”, International Journal of Technology
Management, Vol. 27, N. 6-7, pp. 575-590.
2. Carlucci D., Schiuma G. (2005), “Knowledge Asset Value Spiral”, Knowledge and
Process Management Journal, Vol. 13, Issue 1, pp. 35-46.
3. D. Teece (1998), Capturing Value from knowledge assets, California
Management Review, Vol. 40, N. 3, p.55-79.
4. Freeman R. (1984), Strategic management :a stakeholder approach, Pitman.
I. Nonaka (1991), The Knowledge-Creating Company, Harvard Business Review,
Nov-Dec, p. 96-104.
5. JC Spender and R.M. Grant (1996), knowledge and the firm: overview, Strategic
Management Journal, Vol. 17, p. 5-9.
6. Marr B., Gray D., Schiuma G. (2004), “Measuring intellectual capital – what,
why, and how” in BOURNE, M., (editor) Handbook of performance measurement, GEE
Publishing, London, pp. 369-411.
7. Marr B., Schiuma G. (2001), “Measuring and Managing Intellectual Capital and
Knowledge Assets in New Economy Organisations”, in BOURNE M. (editor) Performance
Measurement Handbook, GEE Publishing, London, C4B/i.
8. Marr B., Schiuma G., Neely A. (2004), “The Dynamics of Value Creation:
Mapping your Intellectual Performance Drivers”, Journal of Intellectual Capital, Vol. 5,
N. 2, pp. 312-325.
9. Schiuma G. (2009), “Managerial Foundations of Knowledge Assets Dynamics”,
Knowledge Management Research and Practice, 7(4): 290-299. DOI:
10.1057/kmrp.2009.21; ISSN: 1477-8238.
10. Schiuma G. (2009), “Mapping Arts-Based Initiatives – Assessing the
Organisational Value of Arts”, Arts&Business, UK.
11. Schiuma G., Lerro A., Sanitate D. (2008), “Intellectual Capital Dimensions of
Ducati’s Turnaround – Exploring Knowledge Assets Grounding a Change Management
Program”, International Journal of Innovation Management, Vol. 12, N. 2, (June): pp.
161-193
12. Wood D. (1991), “Corporate Social Performance Revisited”, The Academy of
Management Review 16(4).
 13. Kaplan R., Norton D.P. (2004), “Measuring the Strategic Readiness of Intangible
Assets”, Harvard Business Review, February, pp. 52-63.
14. Kaplan R., Norton D. (1996), “Using Balance Scorecard as a Strategic
Management System”, Harvard Business Review, Vol. 74 issue 1, p. 75-85.
on-line open-book (case-based)
Final Exam: Duration: 90 minutes
Course progress – 50 %, exam – 50 %.
Grading Policy Class and home assignments – 25 %
Group project – 25 %
New Product Management

Instructor Joan Freixanet, Doctor in Economics, Senior Lecturer, GSOM j.freixanet@gsom.pu.ru

and e-mail:
Workload: 6 ECTS
36 contact hours
Prerequisites: Strategic Management, Marketing
Year: 2 year
Program(s)/ Master in Management
Concentrations:
Innovation and the development of new products is at the forefront of economic and
Course Description political debate about how to improve the competitiveness of economies and firms.
New Product Management deals with the conditions and strategies that enable
companies to come out with new competitive products. The object of study is
innovation as a management process. Most of the best new products present in our
everyday life have not come from flashes of inspiration but from collaborative
endeavors. We will analyze how companies can foster, develop and appropriate the
value of their innovations. This implies setting up a corporate culture that allows for
creativity, effectively managing R&D, establishing alliances, and protecting intellectual
property. In this subject, these aspects are analyzed, together with the specific steps
involved in the creation of new products.

Introduction to the course subject, terminology and literature Topic 1. Innovation in the
Course Content Company.
Topic 2. Managing Technology and Knowledge Topic 3. New Product Development.

Final Project

Teaching methods Lectures, individual assignments, case studies, group projects

1. Paul Trott (2012). Innovation Management and New Product Development, 5th
Literature Edition, Financial Times Press.
2. Karl T. Ulrich and Steven D. Eppinger (2012). Product Design and Development, 5th
Edition, Irwin McGraw-Hill, 2012.
3. C. Merle Crawford and C. Anthony Di Benedetto (2014), New Products
Management, 11th edition, McGraw-Hill.

Final exam will consist of multiple-choice questions to test the understanding of

Final Exam: material presented in class.
In-Class, 90 min.
Final Project 20 (10 written report + 10 presentation) Case Studies
Grading Policy and articles 25
Individual Performance 25
Final Exam 30
Total: 100
Technology Innovations (CEMS accredited)

Instructor: Dr.Igor Rozhdestvenskii, CEO, Martal SPb, and Head, Technology Marketing Division,
Institute for Advanced Manufacturing Technologies, Peter the Great St.Peterburg
Polytechnic University
E-mail: info@martal.ru, irojdest@gmail.com
Workload: 6 ECTS,
36 contact hours
Prerequisites: No prerequisites
Year: 2 year
Program(s)/ Master in Management
Concentrations:
Course The aim of the course is to give the students basic knowledge on technology
Description management including:
• Commercialization of knowledge and competence
• Modern trends in technology markets
• Universities and research centers as sources for technology
• Industry as the principle technology recipient
• Role of institutes of development and innovation infrastructure in technology
management (technoparks and science parks, business incubators, tech transfer
centers, engineering centers, etc)
• Process of technology transfer and related topics
• Technology entrepreneurship: management upside down
• Immaterial assets in technology management
• Intellectual property basics and commecialization
• Role of legislature and legal practice
• Open innovation and efficient business models of innovation management in
universities and industry
• Communications as a principle process in TM
The course is mosly structured around practical issues, based the first hand
experiences and borrowed examples from Russian and foreign practices. The practical
part of the course involves small group and personal exercises in technology scouting,
Technology Readiness Levels (TTL) evaluation, startup strategy and business
development. All the examples will be taken from real life and bear practical value
beyond purely educational purposes. Guest lectures and seminars, as well as
cooperation in practical exercises will be given tech startup teams, business
incubators and accelerators’ management, venture fund experts and other related
speakers
Course Content Topic 1A. Introduction in technology management and commercialization of
(Topics and innovations.
subtopics) • Interlude: Industry and innovation or do companies need technology?
• Commercialization of knowledge and competence
• Modern trends in technology markets
• Open innovations
• Scenaria of technology commercialization

Topic 1B. Innovative technology entrepreneurship and intrapreneurship

• Off-topic Interlude: How to manage success. A bit of mathematics and
psychology
• Technology startup and spin off lifecycle
• Product development
• Customer development and marketing
• Business model
• Financial model and investments
• Team management and stakeholders
• Tools of startup business development

Topic 1C. A touch of real life: Real tech startup cases from Ingria Business Incubator
Assignement 1: Tech startup strategy planning (task setting for out of class work)

Topic 2A. Technology marketing and scouting

• Technology Marketing
• Technology scouting, assessment and adoption

Topic 2B. Managing the intangible: intellectual property.

• IP protection: pros and contras
• Motivations for IP deals
• Assessment of the technology value
• Negotiations in technology transfer

Topic 2C. Startup development strategy. Student presentations of the Assignment 1.

Topic 2D. A touch of real life: Real tech priorities of Russian industrial companies
Assignement 2: Technology scouting (task setting for out of class work)

Topic 3A. Innovative infrastructure

• Ecosystem
• Technoparks
• Business incubators
• Engineering centers
• Technology transfer centers
• Consulting, coaching, etc
• Innovations.ru: a snapshot of Russian ecosystem
• Institutes of development

Topic 3B. Venture capital intro

• Interlude: True story of Silicon Valley
• Types of venture capital
• Concepts and definitions
• Role of venture in technology management
• Corporate venture

Topic 3C. Technology scouting. Student presentations of the Assignment 2.

Topic 3D. A touch of real life: Technoparks, business incubators and venture funds of
 the world
Assignement 3: Cases of innovation infrastructure (task setting for out of class work)

Topic 4A. University innovation systems: business models and results

• Korea
• Israel
• Great Britain
• US

Topic 4B. Industrial innovation and technology management systems

• Korea
• Israel
• Great Britain
• US

Topic 4C. Cases of innovation infrastructure.

Student presentations of the Assignment 3.

Topic 4D. A touch of real life: Cases of university and industry tech management
Assignement 4: Cases of university and industry tech management (task setting for
out of class work)

Topic 4E. Cases of university and industry tech management. Student presentations
of the Assignment 4.
Course Four home assignments, each 20h of out of class work + 30 min in class group
Organization presentation
Course Reading Core reading:
(the full list): Lecture notes.
Supplementary reading:
• Joe Tidd, John Bessant (2013), Managing Innovation: Integrating
Technological, Market and Organizational Change, 5th Edition, Managing Innovation:
Integrating Technological, Market and Organizational Change, 5th Edition
• Burgelman Robert, Christensen Clayton, Wheelwright Steven, Strategic
Management of Technology and Innovation, 7th edition, McGraw-Hill, 2008
• Chesbrough, Henry (2003). Open Innovation: The new imperative for creating
and profiting from technology. Boston: Harvard Business School Press.
Exam format: in-class with computer
Duration: 90 minutes
Grading Policy Course progress – 60 %, exam – 40 %.
(% or points) Assessment of academic progress:
Seminar work 1 – 10 %
Seminar work 2 – 10 %
Seminar work presentation – 40 %