Program Description Academic Year 2012 2013. Master's Degree in Business Administration: Specialization in Industrial Economics

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 1/9 Program Description Academic Year 2012 2013 Master's Degree in Business Administration: Specialization in Industrial Economics HiBu - School of Business and Social Sciences Buskerud University College Postboks 164 Sentrum 3502 HØNEFOSS Tel.: +47 32117100 Fax.: +47 32117110 E-mail: info.honefoss@hibu.no 1

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 2/9 Document change history Date Signature Change 19.06.07 Øystein Sørebø First draft written 21.09.07 Kåre Sandvik Adjustment of positioning of certain courses in semesters in accordance with feedback. 15.03.08 Kåre Sandvik Tables and thesis updated. 03.05.2008 KSR Program description reviewed and approved. 14.04.2009 Kåre Sandvik Revised according to the school's new program policy. 7.12.2010 Kåre Sandvik INDØK/SE specialization added. 23.3.2011 Kåre Sandvik Descriptions of learning outcomes revised according to kval.rv. 09.05.11 Fred E. Nilsson Course descriptions updated. 5.3.2012 Kåre Sandvik English versjon updated 2

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 3/9 Introduction The Master's Degree Program in Economics and Business Administration is worth 120 ECTS credits and provides specialization in methods, theories and decision-making models within the five areas of specialization: marketing, information systems, business administrative analysis, strategy and competence management, and industrial economics. Completion of the master's degree program in one of these five areas of specialization entitles students to be awarded the following title: Master's Degree in Business Administration Siviløkonom Awarding of the additional title of "siviløkonom" requires completion of a Bachelor in Economics and Business and Administration approved on the basis of the criteria stipulated by the National Council of Business Administration Education (NRØA). Master's degree students who are admitted to the program on the basis of a bachelor's degree that has not been approved according to the criteria from the National Council of Business Administration Education may therefore not be granted the additional title of "siviløkonom". The master's degree program at Buskerud University College is a so-called specialized master's degree program, and offers student the opportunity to gain unique and valuable competence in marketing, information systems, business financial analysis, strategy and competence management or industrial economics. The master's thesis offers the opportunity to specialize in a theoretical problem of the student's choice under academic supervision. The master's degree program comprises three parts: Business administration methods, comprising three courses, one of which focuses on general research and testing methods and specialization in quantitative analytical techniques, and one that focuses on qualitative methods. The specialization consists of six courses and a project assignment, each worth 7.5 ECTS credits, and provides basic theory and knowledge about the international frontier of research within the area of specialization. For students who choose to specialize in industrial economics, the specialization involves nine courses. The master's thesis accounts for 45 ECTS credits and represents a major independent theoryand method-based piece of research, where students are given the opportunity to specialize in a theoretical problem of their choice. For students who choose to specialize in industrial economics, the master's thesis accounts for 30 ECTS credits. Specializations Marketing The Master's Degree Program in Marketing gives students specialist competence in marketing. It combines in-depth knowledge of marketing with management topics at strategy level. This is a soughtafter combination in the labor market, and gives students opportunities to seek challenging positions in small, medium-sized and large enterprises. The specialization qualifies students for jobs in analyst agencies, the advertising and media industries, and in marketing departments in branding companies as well as B2B companies. Information Systems The Master's Degree Program in Information Systems gives students competence in the use of IT as a tool for achieving the strategic goals of a company or other enterprise. Both the public and private sectors have a need for employees who can lead development projects and change processes and who are able to see the interaction between IT and an organization. The Master's Degree Program in Information Systems gives students high-level competence in IT management and an in-depth understanding of strategic analysis, system development processes, databases and data warehouses. 3

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 4/9 With interdisciplinary competence in IT and economics, this specialization qualifies students to lead procurement projects and to evaluate the financial and organizational impacts of IT investments. Business Financial Analysis The Master's Degree Program in Business Financial Analysis prepares students for resolving complex financial problems. The Master's Degree Program in Business Financial Analysis provides competence in financial accounts analysis, financial management, management accounts and strategic analysis. It will qualify students for positions as banking and financial advisors, fund managers, financial analysts and consultants. Strategy and Competence Management The Master's Degree program in Strategy and Competence Management gives students competence in the management of strategic competence and development processes, and provides good management training. The master's degree program qualifies students for managerial positions with a particular focus on strategic human resource management and management and reporting tasks at a high level in both public and private enterprises. Industrial Economics The specialization in Industrial Economics and systems engineering combines the subjects of technology, systems and economics. The specialization shall give students knowledge in how to participate in and lead development of large-scale complex products and systems that require the involvement of multiple disciplines. Students will acquire knowledge of economics subjects that support this through focusing on management of value chains, organizing and implementing projects through project and contract management, quality and risk management, innovation and marketing, methods and strategy. Learning outcomes Knowledge 1. The candidates have advanced knowledge of the business administration subjects necessary for dealing with the interfaces between their field (function) and other fields in context, both in theory and in practice (interdisciplinarity). 2. The candidates have sound insight into different methodical and analytical tools for matching decision-making problems, theories and contexts in a valid and effective manner (empirical data). 3. The candidates have in-depth and up-to-date knowledge of relevant theories, state-of-the-art scientific papers and empirical results within their field (in-depth). 4. The candidates have a performance management insight linked to their field which means that they have good insight into how contributions to an enterprise's value creation are affected and governed by different conditions that make up a research, decision-making and implementation process (with performance as the common denominator). Skills 1. The candidates have developed good analytical skills, and shall have learned to work independently and innovatively on advanced theoretical as well as practical problems, be able to communicate with both specialists and others, and to reflect on ethical issues and social responsibility. 2. The candidates shall be qualified for specialist and managerial positions in working life within their field. They shall be able to undertake strategic analyses, develop plans and effectively organize available resources. 3. The candidates can conduct innovative, independent, delimited, quantitative and qualitative empirical research or development projects under supervision and in line with requirements for critical realism and valid codes of research ethics. 4

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 5/9 4. The candidates shall be able to work effectively in teams and as leaders of project processes. 5. They shall be able to keep themselves updated in their field and to utilize new knowledge throughout their professional career. Competence 1. The candidates have a broad platform for working in business and industry, public administration and other organizations with a focus on innovative value creation as specialists, advisers, managers or in the area of training. 2. The candidates have an integrated competence platform for working on theories, empirical data and analyses in business-related decision-making problems. 3. The candidates are well equipped to proceed with doctoral studies in Norway or abroad. Admission requirements The program is based on a completed bachelor's degree in economics and business administration or equivalent, with in-depth study in the specialization pathway for which students apply. In situations where the number of applicants exceeds the number of available study places for a specialization, applicants will be ranked on the basis of grades achieved in the bachelor program or other completed program that qualifies for admission (such as cand.mag., siviløkonom or equivalent). Buskerud University College may set quotas for foreign students who wish to take the entire program or who are participating in exchange programs. Requirements for the master's degree The core courses in the master's degree program are quantitative methods, strategy, qualitative research methods, design and data strategy, theory evaluation. Three topics in the respective specializations are also compulsory. Self-study/pilot project and an independent piece of theoreticallyand methodologically-based research (cf. master's thesis) is also compulsory. One course may be chosen from a selection of elective courses. Students may apply to the school for approval of courses other than those offered in this master's degree program as part of their master's degree. This is particularly relevant where part of a master's degree is taken in connection with stays abroad. No requirements are set as to the order of the courses as long as the program amounts to a total of 120 ECTS credits. The number of credits may be reduced in cases where the chosen courses overlap each other. Internationalization No special arrangements for study periods abroad have been made, but exchanges will be facilitated on an individual basis. Principles for choice of teaching methods Tuition is given in the form of lectures, supervision, self-study and project work. Emphasis will be placed on the student's acquisition of skills by means of practical training. Some of the topics in the program may therefore differ in the way they are covered in the lectures. The academic year lasts for 10 months (normally from the beginning of August to mid-june). Tuition, compulsory self-study, tests, exams, etc. are given throughout the whole of this period, independent of whether the university college allocates certain periods for holding exams. Interconnections between courses Throughout the entire program, students are expected to be familiar with the content of previous courses. There will often be interconnections between different courses that are run in parallel. An exam in one course may therefore include content from others. 5

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 6/9 Assessment Unless specified otherwise, up to 2 compulsory assignments may be given during the course. Unless specified otherwise, compulsory assignments are graded on the basis of a pass or fail grade, and students must pass them in order to take the exam. Compulsory assignments and submission deadlines may be announced and changed throughout the semester if a course lecturer considers this to be necessary. The course lecturer may permit assignments to be answered in groups. The course lecturer is also free to permit certain students to take individual tests without giving grounds for such decisions. These may take the form of a written or oral test, or on computer, or a combination of these. The master's thesis may be completed individually or together with a fellow student. Exam Exam papers and compulsory assignments are evaluated on the basis of either a pass or fail grade or a graded scale. This will be specified for each course. Please refer to the exam regulations for more details on the examination system and right of appeal. In situations where only a few students shall take an exam, the school may decide to organize an oral exam, regardless of which form of exam was otherwise specified. Aids allowed Unless otherwise specified for individual courses, no aids are allowed during exams. The course lecturer may, however, permit the use of certain aids. Notification of this will be given well in advance of the exam. Program description and content The program is divided into different courses. There are several alternatives for arranging the order in which these are held and when exams will take place, depending on whether the program is offered as a full-time program and/or part-time program/distance learning. In the case of full-time programs, the progression as shown in the table below is normally followed. 6

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 7/9 Table 1 Year 1 Multivariate Data Analysis 7.5 ECTS credits (F) Strategy 7.5 ECTS credits (F) Elective courses (are chosen from COURSE I) 7.5 ECTS credits (F) Information Systems CORE COURSES and ELECTIVE COURSES Year 1. SPECIALIZATIONS YEAR 1 Strategy and Competence Marketing Management Qualitative Research Methods 7.5 ECTS credits (S) Elective courses (are chosen from COURSE II)* 7.5 ECTS credits (S) Business Financial Analysis Industrial Economics Elective course (fall) replaced by: Fundamentals of System Engineering Elective course (spring) replaced by: Project Management for Complex Systems Course I: Information Systems and End Users 7.5 ECTS credits (F) Motivation and Achievement 7.5 ECTS credits (F) Brand Management 7.5 ECTS credits (F) Financial Accounting Theory 7.5 ECTS credits (F) Business-to-Business Marketing 7.5 ECTS credits (F) Course II: IT, Strategy and Organization 7.5 ECTS credits (S) Learning and Competence Development within and between Enterprises 7.5 ECTS credits (S) Market-Based Product Development 7.5 ECTS credits (S) Financial Theory and Empirical Finance 7.5 ECTS credits (F) Systems Support and Logistics 7.5 ECTS credits (S) Self-study/pilot project 7.5 ECTS credits (S) Self-study/pilot project 7.5 ECTS credits (S) Self-study/pilot project 7.5 ECTS credits (S) Self-study/pilot project 7.5 ECTS credits (S) Market-Based Product Development 7.5 ECTS credits (S) Year 2 Course III: Database Theory 7.5 ECTS credits (F) Cooperation, Alliances and Networks 7.5 ECTS credits (F) Distribution, Sales and Pricing Strategies 7.5 ECTS credits (F) Financial Statement Analysis and Valuation 7.5 ECTS credits (F) Research Design and Data Strategy 7.5 ECTS credits (fall + 1 week in first semester of Year 1) Strategic Management Accounting 7.5 ECTS credits (F) MASTER'S THESIS 45 ECTS credits A major and independent theory- and method-based piece of research. within a problem area of the student's choice. International Business 7.5 ECTS credits (S) Financial Statement Analysis and Valuation 7.5 ECTS credits (F) Master's Thesis 30 ECTS credits (S) 7

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 8/9 Enclosures: Summary of specialization in Industrial Economics Summary of Master's Degree Program in Business Administration with Specialization in Industrial Economics 4 years, part-time Year 1 Year 2 Year 3 Year 4 1st semester (fall) 2nd semester (spring) 3rd semester (fall) 4th semester (spring) 5th semester (fall) 6th semester (spring) 7th semester (fall) 8th semester (spring) Fundamentals of Systems Engineering (Kongsberg) Multivariate Data Analysis Project Management of Complex Systems (Kongsberg) Qualitative Research Methods Business-to- Business Marketing (Kongsberg) New Strategic Management Accounting Systems Supportability and Logistics (Kongsberg) Market- Based Product Development Strategic Management (Kongsberg) New Research Design and Data Strategy International Business (Kongsberg/ Ringerike) New Financial Statement Analysis and Valuation Master s Thesis Master s Thesis Master's Thesis Master's Thesis (Ringerike) (Ringerike) (Ringerike) (Ringerike) or Innovation and Business Development (Ringerike) or Cooperation, Alliances and Networks (Ringerike) (elective) (Kongsberg) New (elective) (Ringerike) Subject to minor changes in courses offered and sequence. 8

HiBu - School of Business and Social Sciences Master s Degree Program in Business Administration Academic Year 2012-2013 Page 9/9 Summary of Master's Degree Program in Business Administration with Specialization in Industrial Economics 2 years, full-time (preliminary to be revised). Table 1 Year 1 Year 2 1st semester (fall) 2nd semester (spring) 3rd semester (fall) Fundamentals of Systems Systems Supportablity and Engineering Logistics Research Design and Data Strategy or Cooperation, Alliances and Networks 4th semester (spring) Financial Statement Analysis and Valuation Business-to- Business Marketing Qualitative Research Methods Strategic Management International Business Business Financial Analysis Research Methods Project Management of Complex Systems Master s Thesis Master s Thesis Strategic Management Accounting Market-Based Product Development Master s Thesis Master s Thesis Innovation and Business Development 9

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 1/2 MET405 MET410 MET415 Kvantitative metoder (Multivariate Data Analysis) - paper 1 - paper 2 7,5 studiepoeng Norsk Fellesfag HØST 1. LÆRINGSMÅL Kurset skal gi studentene forståelse for hvordan undersøkelser kan og bør gjennomføres for å tilfredsstille vitenskapelige krav. Kunnskap om vitenskapelige krav og normer står sentralt for å kunne utforme egne empiriske studier og for å kunne ta stilling til andres arbeider, både vitenskapelige artikler og ulike typer undersøkelser og analyser som gjennomføres for beslutningsformål i næringslivet. Studenten skal få en innsikt i muligheter og begrensninger i kvantitative forskningstilnærminger. Studenten skal få oversikt over ulike tilnærminger til kvantitative datainnsamlings- og analyseteknikker til å belyse problemstillinger i økonomisk-administrativ forskning, arbeidsliv og som grunnlag for å validere og teste ut måle- og strukturmodeller i mastergradsarbeidet. 2. INNHOLD Emnet inneholder: Kritisk realisme som vitenskapsteoretisk posisjon Måling av variabler teoretisk/konseptuelt vs empirisk nivå begrepet "måling" målemodeller (formative/reflektive) skalanivåer konstruksjon av mål (testprosedyrer) validitet (begrepsvaliditet) - Kvantitativ dataanalyse analyse av krysstabeller korrelasjon statistisk inferens regresjon forutsetningsanalyse for regresjonsanalyser logistisk regresjon diskriminant analyse faktoranalyse målemodeller strukturmodeller / kausalanalyse eksplorative teknikker Praktiske øvinger i SPSS Filnavn: Kvanitative metoder 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 2/2 3. LÆRINGSAKTIVITETER Undervisningen vil i hovedsak være basert på forelesninger og aktiv medvirkning fra studentenes side. Studieopplegget er i stor grad basert på selvstudium med fordypning i de ulike emneområdene. Det forutsettes videre at studentene deltar aktivt i undervisningen, øvelser på datalab og seminararbeidet. 4. DELTAKELSE Det forventes aktiv deltakelse i undervisningen og særlig i øvelsene i datalab. 5. VURDERING Vurdering gjennom studietiden Ingen Avsluttende vurdering Det inngår to hjemmeeksamener (papers). Begge løses individuelt eller i grupper inntil 4 personer og teller hver 50% av endelig karakter. Hjemmeeksamenene sensureres av intern sensor eller faglærer. Hjemmeeksamenene leveres innen fastsatt tidsfrist, oppgitt ved semesterstart, og studentene leverer inn underskrevet egenerklæring på at arbeidet utelukkende er basert på egen innsats og uten direkte bistand fra andre. Vurderingsuttrykk Gradert karakterskala A F, der A er beste karakter og F er ikke bestått. Hjelpemidler til eksamen Pensum og notater fra forelesningene forutsettes brukt. 6. LITTERATUR Litteratur blir offentliggjort sammen med plan for hvert semester. Filnavn: Kvanitative metoder 12-13.doc Dato: 28.03.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 1/2 MAR425 Business to Business Marketing 7,5 studiepoeng 7,5 ECTS Credits English Master in Industrial Economy FALL 1. LEARNING OUTCOME Business markets are characterised by few, large customers, products that require high degrees of customization, and often complex and challenging relationships.upon completion of this course, students should understand how to deal with these issues by focusing on key questions such as creation and maintenance of relationships, activity links, and resource ties. More specifically, students should... Understand characteristics of business markets and how they differ from consumer markets Be able to develope a strategic focus in business marketing decisions Understand the importance of strong customer and supplier relationships for firm competitiveness Be able to develope and manage strong relationships, including knowledge of how to plan and execute negotiations, and how to manage conflicts. 2. COURSE CONTENTS What are characteristics of business markets, organizational buyer behavior Understanding the market, market and prospect analysis Marketing strategy and business marketing decisions Developing and maintaining strong business partner relationships Sales management Negotiations Conflict management 3. TEACHING METHODS Lectures and class discussions, case work and group presentations. 4. PREREQUISITES None. 5. ATTENDANCE Partly voluntary 6. ASSESMENT METHODS Presentation of one group project is mandatory. Final assessment is based on a 4 hr written exam Filnavn: Business to Business Marketing 12-13.doc Dato: 13.07.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 2/2 7. LITERATURE/READINGS Author F. Robert Dwyer and John F. Tanner Jr Year 2009 Articles tba upon semester start Title Business Marketing, Connecting strategy, relationships, and learning Publisher New York: Mc-Graw Hill Irwin NAME OF LECTURERS Filnavn: Business to Business Marketing 12-13.doc Dato: 13.07.2012

HiBu School of Business and Social Sciences Master of Science in Business Administration Semester: Autumn 2012 Side 1/2 BED485 Strategic Management Accounting 7,5 Norwegian Credits, 3 US Credits or 7,5 ECTS Norwegian Master in Industrial Economics Master in Systems Engineering Master in Business Administration - elective SPRING 1. OBJECTIVE The students shall Develop an understanding of what is meant by the term strategic management accounting Develop knowledge about developments within the field of strategic management accounting Develop the ability to evaluate different management accounting concepts, techniques and tools Develop advanced skills in applying strategic management accounting concepts such as Balanced Scorecard Develop knowledge about planning and budgeting Develop knowledge about Beyond Budgeting and other recent developments Develop an understanding of the behavioral and organizational issues in management accounting and control systems Develop knowledge about management compensation and incentive systems Develop an understanding of the influence of national and organizational cultures on management accounting and control systems 2. CONTENT What is strategic management accounting Overview of developments within the field of strategic management accounting The link between strategy and management accounting Overview of different management accounting innovations, e.g. Balanced Scorecard Planning and budgeting Beyond Budgeting and dynamic control systems Behavioral and organizational issues Management compensation and incentives Management accounting and control in an international context 3. STUDY METHOD Lectures, class discussions, case work and group presentations. The students should be prepared to participate in the classes, and must be prepared to read parts of the required readings on their own or in study groups. It is not the teacher s responsibility to organize such study groups. 4. PREREQUISITES None, but a basic understanding of management accounting and organization theory is assumed. 5. ASSESSMENT Filnavn: Strategic Management Accounting 12-13.doc Dato: 28.03.2012

HiBu School of Business and Social Sciences Master of Science in Business Administration Semester: Autumn 2012 Side 2/2 Assessment during the semester A mandatory assignment may be given during the course of the semester. The students must pass this assignment in order to get a final grade in the course. Final assessment The students must pass a take-home exam and a final 4 hr individual written exam. The take-home exam constitutes 30 % of the total grade. The take-home exam is held in the middle of the semester. The take-home exam has to be evaluated to be at least an E in order for the student to be able to sit for the written exam. The 4 hr individual written exam is held at the end of the semester. The written exam constitutes 70 % of the total grade. Grading Scale The grades are described below. Grade Description Qualitative description of valuation criteria A Excellent An excellent performance, clearly outstanding. The candidate demonstrates excellent judgement and a high degree of independent thinking. B Very good A very good performance. The candidate demonstrates sound judgement and a very good degree of independent thinking. C Good A good performance in most areas. The candidate demonstrates a reasonable degree of judgement and independent thinking in the most important areas. D Satisfactory A satisfactory performance, but with significant shortcomings. The candidate demonstrates a limited degree of judgement and independent thinking. E Sufficient A performance that meets the minimum criteria, but no more. The candidate demonstrates a very limited degree of judgement and independent thinking. F Fail A performance that does not meet the minimum academic criteria. The candidate demonstrates an absence of both judgement and independent thinking. Support materials for written exam Calculator. 6. LITERATURE Mandatory literature The mandatory literature consists of two textbooks and a compendium of articles. Textbooks: Anthony A. Atkinson, Robert S. Kaplan, Ella Mae Matsumura & S. Mark Young (2011). Management Accounting: Information for Decision-Making and Strategy Execution. 6th Edition. Prentice Hall. Merchant, Kenneth A. & Wim A. Van der Stede (2012), Management Control Systems: Performance Measurement, Evaluation, and Incentives. 3rd Edition. London: Prentice-Hall/Financial Times. Compendium of articles (available at the beginning of the semester) Filnavn: Strategic Management Accounting 12-13.doc Dato: 28.03.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 1/2 BUS405 Innovation and Business Development 7,5 studiepoeng 7,5 ECTS Credits English Master in Industrial Economy SPRING 1. LEARNING OUTCOME In close cooperation with leading centre of expertise in industrialization of advanced technologies, students are invited to investigate into real world innovation problems and business developments. This course has three aims discovery, development and realization of business opportunities. After successfully completing this course the students Have knowledge about real world innovation problems and business developments Have knowledge how to discover business opportunities Understand/have knowledge about team management, team cultivation and knowledge development as well as project management in innovation processes. Have knowledge about how to develop industry on an extensive scale on the basis of the product idea through an adapted Business Model 2. COURSE CONTENTS 1. Discovery In this first part of the course the student learns/is trained to discover business opportunities. We define business opportunities in this respect as opportunities for wealth creation. This could be new products, or services giving higher need satisfaction. It could also mean new processes, or organization offering more for less. It could like vice mean new customers/new markets. An important aspect in this part of the course is the sense of real life. The necessary connection to business life and finance is being offered. This part ends up with certain demands that will find a solution in the next phase. 2. Develop This part of the course rests on The Value Model developed and used at Chalmers University of Technology in Gothenburg. The Value Model is teaching the student how to run a development project. The Value Creation process and the two support processes Project Management, focusing on business opportunity and risk reduction, and Team Management, focusing on team cultivation and knowledge development supply the student with answers on how to create unrivalled level of customer value and profitable growth. 3. Realize The student is given an overview of how to develop industry on an extensive scale on the basis of the product idea. Good product ideas reach its potential through an adapted Business Model. In this part of the course the student is given an overview of various Business Models that could suite the very idea that the students have come up with in previous parts of the course. In this final part of the course students are trained to express their ideas and solution orally as well as in writing. The written statement should take form of a business plan. 3. TEACHING METHODS Subject oriented lectures and tutorials. Class discussions and project assignments. Theories, models and methods will be presented in lectures. Students are expected to prepare for the lectures, participate in discussions, project presentations and assignments. Groupe participation is of great importance during this course. Filnavn: Innovation and Business Development 12-13.doc Dato: 13.07.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 2/2 4. PREREQUISITES None. 5. ATTENDANCE Partly voluntary 6. ASSESMENT METHODS Continuous Assessment and Final assessment Mandatory group tasks (max 5 students pr group) and presentations. There will be 4 written group assignments through the course. First assignment counting 10 %, second 20 %, third 30 %, while the fourth and last assignment counting 40 % of the final grade. Assessment type/scale Graded marks between A and F. A is best mark while F is not passed. Aids allowed No limitations. 7. LITERATURE/READINGS Reading list consists of three textbooks (approx 970 pages), one article compendium (approx 150 pages), teaching material used at lectures (approx150 pages). Author Year Title Publisher Trott, Paul Innovation Management and New Product Prentice Hall Development, 4 th Edition Watson, David Business models Harriman House LTD Chan Kim m.fl. Harvard Business Review on Innovation Harvard Business School Press Richard Luecke, Ralph Katz Managing Creativity and Innovation Harvard Business School Press Clayton M. Christensen The Innovator's Dilemma: The Revolutionary National Bestseller That Changed The Way We Do Business Harper Collins Publishers Compendium of articles A Compendium is handed out at the beginning of the course. 1. NAME OF LECTURERS Associate professors Arnt Farbu, Jan Erik Korsjøen og Rolf Quenild Filnavn: Innovation and Business Development 12-13.doc Dato: 13.07.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 1/2 BED490 International Business 7,5 studiepoeng 7,5 ECTS Credits English Master in Industrial Economy SPRING 1. LEARNING OUTCOME This course aims to develop an advanced understanding of the management and marketing concepts within an international context. The students should be able to consider important success factors of marketing and management when entering a new market and through the expansion of activities and relationships. The students should be aware of country differences and how to approach them. The students should develop a positive attitude toward country and cultural differences on one hand and ethical consciousness on the other. 2. COURSE CONTENTS Analyses of legal, political, and macroeconomic factors Analyses and implications of cultural similarities and differences Entry strategies Global market research Export strategies Contractual entry modes Direct investment modes Global management and organization strategies Product and project development across boarders Management of ethics and conflict 3. TEACHING METHODS The research methods course will include lectures, discussions, assigned readings, in-class and take-home exercises, individual and small group problem-solving exercises, and presentations by students. This variety provides opportunities for students to learn in different ways. Both the students and the professor are challenged equally to make the learning experience a success. Each and every person draws upon his or her own experiences and talents to help others understand the course materials and accomplish the learning objectives. The students are expected to come to class prepared to participate in all activities that are scheduled in the course calendar. Filnavn: International Business 12-13.doc Dato: 13.07.2012

HiBu School of Business and Social Sciences Master Program in Business Administration Semester: Fall 2012 Side 2/2 The course will include in-class and take-home exercises, individual and small group problemsolving exercises, and presentations by students. The course calendar will schedule the different exercises. 4. PREREQUISITES None. 5. ATTENDANCE Partly voluntary 6. ASSESMENT METHODS Continuous Assessment One mandatory paper that needs to be passed in order to qualify for final assessment. Final assessment The school exam counts 100% of the course grade. Assessment type/scale Letter grade A-F Aids allowed None 7. LITERATURE/READINGS Author Year Title Publisher Franlin R. Root ntry Strategies for International Markets, Lexington Books Christopher Bartlett, Sumantra Ghoshal & Paul Beamish Transnational Management: Text, Cases, and Readings in Cross-Border Management, McGraw-Hill 1. NAME OF LECTURERS Filnavn: International Business 12-13.doc Dato: 13.07.2012

HiBu Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 1/2 MAR415 Markedsorientert produktutvikling (Market Based Product Development) 7,5 studiepoeng Norsk Spesialisering i markedsføring VÅR 1. LÆRINGSMÅL Kurset gir fordypning i teorier, modeller og metoder som er relevante for å forstå og gjennomføre markedsstrategiske beslutninger relatert til produktutvikling og andre innovasjoner knyttet til markedseffektivitet. Studentene skal kjenne til hvordan produktutviklingsprosesser er bygget opp, hvilke effekt de har, og hvordan de kan styres. De samme prinsippene kan sannsynligvis også benyttes i øvrig innovasjonsarbeid, både innen innovasjon innenfor de andre markedsvirkemidler (pris, kommunikasjon og distribusjon) og internt i bedriften. Studentene skal ha god kunnskap om hvordan bedriftens markedsorientering kan måles, utvikles og hvilke effekter markedsorientering har på bedriftens ytelse. Særlig er grenseflaten mellom markedsorientering og produkutvikling/innovasjon sentral. Studentens skal ha kjennskap til forskningsfronten innen temaene i kurset og skal også ha evne til å se klare anvendelser av kunnskapen som utøver i eller rådgiver for bedrifter. 2. INNHOLD Emnet inneholder: - Innovasjonstyper - Produktutviklingssuksess - Produutviklingsprosesser - Innovasjonsprosesser i marketing - Markedsorientering: konseptualisering, måling, årsaker og effekter - Analytisk CRM - Lærende organisasjoner, læring i prosesser og kvalitetssikringsmuligheter 3. LÆRINGSAKTIVITETER Undervisningen vil i hovedsak være basert på forelesninger og aktiv medvirkning fra studentenes side. Studieopplegget er i stor grad basert på selvstudium med fordypning i de ulike emneområdene. Det forutsettes videre at studentene deltar aktivt i undervisningen og seminararbeidet. 4. DELTAKELSE Obligatoriske seminarinnlegg og oppgaveløsninger vil være knyttet til sentrale emneområder i fagplanen. Oppgavene og seminarinnlegg må være løst på en tilfredsstillende måte innenfor gitte tidsfrister for at den enkelte student kan melde seg til eksamen. Deler av undervisningen skjer på engelsk, og det oppfordres også til at studentene leverer inn besvarelser på engelsk for at studentene skal bli fortrolig med engelsk som arbeidsspråk i praktisk markedsføring. Filnavn: Markedsorientert produktutvikling 12-13.doc Dato: 28.03.2012

HiBu Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 2/2 5. VURDERING Vurdering gjennom studietiden Oppgaver og presentasjoner som må være løst i løpet av kurset må være bestått før kandidaten kan få kurset godkjent. Avsluttende vurdering Den avsluttende vurderingen skjer ved innlevering av en hjemmeeksamen som teller 100% av karakteren i kurset. Kurspaperet kan løses individuelt eller i grupper på inntil 3 personer. Vurderingsuttrykk Gradert karakterskala A F, der A er beste karakter og F er ikke bestått. Hjelpemidler til eksamen Ingen 6. LITTERATUR Litteratur blir offentliggjort sammen med plan for hvert semester. Filnavn: Markedsorientert produktutvikling 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 1/2 MET435 Forskningsdesign og datastrategi (Research Design and Data Strategy) 7,5 studiepoeng Norsk Fellesfag HØST 1. sem og HØST 3. sem 1. LÆRINGSMÅL Kurset skal gi studentene forståelse for hvordan undersøkelser kan og bør gjennomføres for å tilfredsstille vitenskapelige krav. Kunnskap om vitenskapelige krav og normer står sentralt for å kunne utforme egne empiriske studier og for å kunne ta stilling til andres arbeider, både vitenskapelige artikler og ulike typer undersøkelser og analyser som gjennomføres for beslutningsformål i næringslivet. Studenten skal få en innsikt i muligheter og begrensninger i forskningsprosessen, problemformulering, forskningsdesign og datastrategi. Det skal innledningsvis legges vekt på at studentene skal tilegne seg vitenskapelig arbeidsteknikk i forhold til praktiske problemstillinger. Avslutningsvis legges det vekt på valg og utforming av forskningsdesign og effektiv datastrategi. 2. INNHOLD Emnet inneholder: Teoritradisjoner, elementer i teori, og spørsmålet om hva teori er Kriterier for evaluering av empirisk forskning Forskningsprosessen Problemdefinisjon Litteratursøk Modell og hypotesegenerering Forskningsdesign Populasjon og utvalgsmetoder Nøkkelinformant Elektronisk datainnsamling Multi-data-analyse 3. LÆRINGSAKTIVITETER Undervisningen vil i hovedsak være basert på forelesninger og aktiv medvirkning fra studentenes side. Studieopplegget er i stor grad basert på selvstudium med fordypning i de ulike emneområdene. Det forutsettes videre at studentene deltar aktivt i undervisningen, øvelser på datalab og seminararbeidet. Det benyttes SPSS og MIPro i undervisningen. 4. DELTAKELSE Det forventes aktiv deltakelse i undervisningen og særlig i øvelsene i datalab. Filnavn: Forskningsdesign og datastrategi 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 2/2 5. VURDERING Vurdering gjennom studietiden Kurspaper etter første kurssamling skal være bestått for å kunne få kurset godkjent. Avsluttende vurdering Den endelige vurderingen er knyttet til datastrategi og innebærer et teoretisk-teknisk paper. Dette løses individuelt eller i grupper inntil 4 personer og teller 100% av endelig karakter. Hjemmeeksamenen sensureres av intern sensor eller faglærer. Hjemmeeksamenen leveres innen fastsatt tidsfrist, oppgitt ved semesterstart, og studentene leverer inn underskrevet egenerklæring på at arbeidet utelukkende er basert på egen innsats og uten direkte bistand fra andre. Vurderingsuttrykk Gradert karakterskala A F, der A er beste karakter og F er ikke bestått. Hjelpemidler til eksamen Pensum og notater fra forelesningene forutsettes brukt. 6. LITTERATUR Litteratur blir offentliggjort sammen med plan for hvert semester. Filnavn: Forskningsdesign og datastrategi 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 1/4 STR405 Samarbeid, allianser, og nettverk 7,5 studiepoeng Norsk Spesialisering i strategi og kompetanseledelse Høst 1. LÆRINGSUTBYTTE Kurset har en sterk forankring i strategi, fokuserer på relasjoner mellom foretak, og i særdeleshet på samarbeidsrelasjoner, strategiske allianser, og nettverk. Et sentralt mål er å bidra til en balansert forståelse av begrensninger og muligheter som følger av tradisjonelle markedsløsninger og intern organisering i foretak. Mellom disse ytterpunktene finnes det mange mellomløsninger, og kurset skal bidra til en god forståelse for fordeler og ulemper ved ulike mellomformer. Sentralt i kurset er styring og ledelse av foretaksrelasjoner, og hvordan ulike mekanismer for styring kan brukes og kombineres slik at gode rammer for samarbeid kan etableres og bidra til verdiskaping. Forpliktende foretaksrelasjoner innebærer imidlertid også betydelig usikkerhet, og dette tas opp i kurset. Videre er fordeling av felles skapte verdier sentralt. For å bedre forstå interaksjon mellom foretak og utviklingsprosesser over tid tar kurset også opp forhandlingsatferd særlig knyttet til ulike former for kontrakter. Hensikten med dette er å skape god forståelse for sammenhengen mellom struktur og handling. Kurset er i stor grad relatert til dyader (topartssamarbeid), men også foretaksnettverk, sosiale nettverk, og sosial kapital er sentralt i kurset. 2. INNHOLD Følgende tema vil bli belyst i kurset: - Eksempler fra spillteori som illustrerer effekter av samarbeid/ikke-samarbeid mellom aktører - Strategi og organisering av økonomiske aktiviteter utover foretakets grenser - Ulike former for kontrakter (markedskontrakter, neoklassiske kontrakter, interne kontrakter, og relasjonskontrakter) og deres anvendelse - Ulike mekanismer for styring av relasjoner og anvendelse og effekter av disse - Opportunismeproblemet: former, årsaker, og håndteringsstrategier - Forhandlinger, forhandlingsstrategier og taktikk i foretaksrelasjoner - Nettverk og foretaket som innstøpt i ulike relasjoner (embeddedness) - Allianseportfolioer og konstellasjoner - Sosial nettverksteori - Samarbeidsprosesser og utvikling over tid 3. LÆRINGSAKTIVITETER Undervisningen vil i hovedsak være basert på forelesninger og aktiv medvirkning fra studentene gjennom diskusjon. Som en del av studentenes egen læringsprosess vil det vurderes arbeidskrav i kurset som innebærer presentasjon av pensumlitteratur og forberedte innspill til diskusjon. Det kan også bli aktuelt med gruppeoppgaver og gruppediskusjoner med etterfølgende presentasjon i plenum. Det er aktuelt å kreve at studentene skal skrive egne innleveringsoppgaver i kurset. Om dette kreves vil de vurderes til bestått / ikke bestått. Filnavn: Samarbeid, allianser og nettverk 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 2/4 4. FORKUNNSKAPSKRAV Kurset er på masternivå, og baserer seg på relevant bachelorutdanning eller tilsvarende. 5. DELTAGELSE Kurset har i utgangspunktet ikke krav om pliktig oppmøte, men dersom eventuelle arbeidskrav krever tilstedeværelse er dette å forstå som pliktig oppmøte. 6. VURDERING Vurdering gjennom studietiden Ved krav om innlevert oppgave eller presentasjon vil slike arbeidskrav vurderes med bestått / ikke bestått. Dersom det innføres arbeidskrav i kurset vil dette bli informert om på kursets første samling, og disse må være vurdert til bestått før studenten kan gå opp til skriftlig eksamen. Avsluttende vurdering Skriftlig eksamen, 3 timer. Vurderingsuttrykk Avsluttende skriftlig eksamen vurderes med karakterene A-F. Hjelpemidler til eksamen Ingen spesielle hjelpemidler tillatt. 7. LITTERATUR Pensum: Robert Axelrod (1984) The evolution of cooperation. New York: basoc Books. Den øvrige kurslitteraturen nedenfor er tilgjengelig som kompendium. Thomas, K. W. 1976. Conflict and conflict management. In M. Dunette (Ed.), Handbook of industrial and organizational psycology, 889-935. Chicago: Rand McNally. Greenhalgh, L.. 1987. Relationships in negotiations. Negotiation Journal, 3: 235-243. Anderson, James C. 1995. Relationships in business markets: Exchange episodes, value creation, and their empirical assessment. Journal of the Academy of Marketing Science, 23: 346-350. Boyle, B. F. R. Dwyer, R. A. Robicheaux and J. T. Simpson. 1992. Influence strategies in marketing channels: Measures and use in different relationship structures. Journal of Marketing Research, 29: 462-473. Ganesan, S. 1993. Negotiation strategies and the nature of channel relationships. Journal of Marketing Research, 30: 183-203. Filnavn: Samarbeid, allianser og nettverk 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 3/4 Liu, Ngo, and Hon. 2006. Coercive strategy in interfirm cooperation: Mediating roles of interpersonal and interorganizational trust. Journal of Business research, 59: 466-474. Iyer, Lee, and Venkatraman. 2006. Managing in a small world ecosystem : lessons from the software sector. California Management Review, 48, 3: 28-47. Fleming and Marx. 2006. Managing creativity in small worlds. California Management review, 48, 4: 6-27. Larson, A. 1992. Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37: 76-104. Uzzi, B. 1997. Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42,1:35-67. Brass, Galaskiewicz, Greve, and Tsai. 2004. Taking stock of networks and organizations: a multilevel perspective. Academy of Management Journal, 47, 6: 795-817. Coase, R. 1937. The nature of the firm. Economica, 4, 386-406. Ring, P. S. and A. H. Van de Ven. 1992. Structuring cooperative relationships between organizations. Strategic Management Journal, 13: 483-498. Bradach, J. L. and R. G. Eccles. 1989. Price, authority and trust: From ideal types to plural forms. Annual Review of Sociology, 15: 97-118. Stinchcombe, A. L. 1985. Contracts as hierarchical documents. In A. Stinchcombe and C. Heimer (Eds.), Organization theory and project management, 121-171. Bergen: Norwegian University Press. Wathne, K. H. and J. B. Heide. 2000. Opportunism in interfirm relationships: Forms, outcomes, and solutions. Journal of Marketing. Vol 64, October, 36-51. Heide, J. B. and G. John. 1992. Do norms matter in marketing relationships? Journal of Marketing, 56: 32-44. Zaheer, A., B. McEviliy & V. Perrone. 1998. Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, March-April: 141-159. Zaheer, A., Venkatraman, N. 1995. Relational governance as an interorganizational strategy: An empirical test of the role of trust in economic change. Strategic Management Journal, 16(5):373-392. Poppo, L. and T. Zenger. 2002. Do formal contracts and relational governance function as substitutes or complements? Strategic Management Journal. 23: 707-725. Ariño, A. 2001. To do or not to do? Noncooperative behavior by commissions and omission in interfirm ventures. Group and Organization Management. 26,1: 4-23. Rokkan, A. I., J. B. Heide and K. Wathne. 2003. Specific investments in marketing relationships: Expropriation and bonding effects. Journal of Marketing Research. XL, 2: 210-224. Coleman. 1988. Social capital in the creation of human capital. American Journal of Sociology, 94, Supplement: S95-S120. Filnavn: Samarbeid, allianser og nettverk 12-13.doc Dato: 28.03.2012

HiBu - Fakultet for økonomi og samfunnsvitenskap Master i økonomiskadministrative fag Gjelder for studieåret 2012 2013 Side 4/4 Yli-Renko, H., E. Autio and H. J. Sapienza. 2001. Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal. 22: 587-613. Kale, P., H. Singh and H. Perlmutter. 2000. Learning and protection of proprietary assets in strategic alliances: Building relational capital. Strategic Management Journal, 21: 217-237. Sarkar, M. B., R. Echambadi, S. T. Cavusgil and P. S. Aulakh. 2001. The influence of complementarity, compatibility, and relationship capital on alliance performance. Journal of the Academy of Marketing Science, 29, 4: 358-373. Ring, P. S. and A. H. Van de Ven. 1994. Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19: 90-118. Ness, H. and S.A. Haugland. The evolution of governance mechanisms and negotiation strategies in fixed-duration inter-firm relationships. Journal of Business Research, 58, 9: 1226-1239. Lui and Ngo. 2005. An action pattern model of inter-firm cooperation. Journal of Management Studies, 42, 6: 1123-1153. Human, S. E. and K. G. Provan. 1997. An emergent theory of structure and outcomes in smallfirm strategic manufacturing networks. Academy of Management Journal, 40: 368-403. Det tas forbehold om endringer i kurslitteraturen frem til kursstart. Filnavn: Samarbeid, allianser og nettverk 12-13.doc Dato: 28.03.2012