M2 International Business and Sustainability (MIBS)

Strategic Diagnosis

1. Introduction: Growth Strategies and Corporate Development
2. Strategic Rationale and Typologies
3. Partner and Target Evaluation
4. Deal Structuring and Negotiation
5. Post-Merger Integration and Alliance Management
6. Strategic Alliances and Networks
7. Risks, Ethics, and CSR in M&A

• Understand cooperation and consolidation strategies (identify the role of strategic alliances, mergers, and acquisitions in growth and international competitiveness; analyze forms of integration at the strategic, organizational, and operational levels; clarify the managerial and financial objectives of operations in uncertain environments).
• Analyze the opportunities and risks of alliances and M&A (assess companies' motivations for entering into partnerships or merging/acquiring; identify potential synergies, financial, cultural, and organizational risks, and the impact on stakeholders; apply analytical tools for selecting and evaluating partners or targets).
• Evaluate and structure transactions (audit internal resources and skills to anticipate potential complementarities and conflicts; examine the organizational structure, culture, and processes of the entities involved to anticipate integration challenges).
• Formulate and implement integration or partnership strategies (design integration or cooperation models adapted to strategic objectives and market constraints; evaluate options according to their feasibility, acceptability and sustainability, developing operational recommendations for management and project teams)

The Strategic Alliances, Mergers & Acquisitions course explores the principles, methods, and challenges of cooperation strategies and mergers and acquisitions in an international context. Students study the motivations, risks, synergies, and organizational, financial, and cultural impacts of these transactions, as well as their ethical and sustainability dimensions.

The course combines lectures, real-world case studies, and group work, allowing students to connect theory and practice and develop strategic decision-making skills.

Assessment is based on continuous evaluation (participation, case studies, group work).

• Analyze cooperation and consolidation strategies in an international context
• Evaluate the opportunities and risks of alliances and M&A transactions
• Structuring and preparing cooperation or consolidation transactions
• Formulating and implementing effective integration and partnership strategies

Cartwright, S., & Cooper, C. L. (2012). Managing mergers acquisitions and strategic alliances. Routledge.

Faulkner, D., & de Rond, M. (2000). Cooperative Strategy: Economic, Business, and Organizational Issues. Oxford University Press.

None

1. Introduction to Global Supply Chain Management
2. Supply Chain Design and Strategy
3. Operations, Risk, and Resilience
4. Sustainable and Ethical Supply Chains
5. Digital Transformation in Supply Chains
6. Measuring and Reporting Supply Chain Performance
7. Global and Regional Perspectives

• Analyze global supply chains and identify levers for operational and strategic optimization.
• Assess risks related to international logistics, suppliers, and local and global regulations.
• Integrate the principles of sustainability, ethics, and social responsibility into the design and management of supply chains.
• Propose innovative solutions to improve the performance, resilience, and sustainability of supply chains.
• Develop a systemic and critical approach to the challenges of globalization, digitalization, and the sustainable transition of supply chains.

The International and Sustainable Supply Chain Management course aims to develop the skills necessary to design, manage, and optimize international supply chains while integrating sustainability and social responsibility considerations. Students analyze logistics processes, supplier management, operational performance, and the risks associated with the global supply chain.

The course combines interactive lectures, real-world case studies, group work, and applied projects, allowing students to connect theoretical concepts with operational practices.

Assessment is based on continuous evaluation (participation, group work, case studies).

• Analyze and optimize international supply chains
• Assess and manage risks related to logistics and global operations
• Integrate sustainability and social responsibility into supply chain management
• Design innovative and resilient solutions

Christopher, M. (2016). Logistics & Supply Chain Management (5th ed.). Pearson Education.

Mentzer, J. T. (Ed.). (2004). Fundamentals of Supply Chain Management: Twelve Drivers of Competitive Advantage. SAGE Publications.

Strategic Diagnosis

1. Foundations of International Strategic Management
2. Analyzing the Global Business Environment
3. Strategy Formulation and International Growth
4. Corporate Social Responsibility and Sustainability
5. Ethics, Governance, and Responsible Leadership
6. Strategic Human Resource Management and Global Leadership
7. Integrating Strategy and CSR

This advanced, management-focused course provides an overview of international strategy and management theory and practice, while integrating the challenges of corporate social responsibility and sustainability. It aims to connect traditional approaches to strategic management with new, responsible, and inclusive business models. Students are able to make strategic decisions based on specific management processes within an international context.

• Analyze the challenges and opportunities associated with developing a global presence in a rapidly changing environment (examine how political, legal, economic, and technological forces influence the formulation of international strategies; assess the dynamics of globalization, including the impact of new trade blocs, regulatory developments, and corporate social responsibility issues).
• Develop strategic decision-making skills applied to international markets (use strategic analysis tools and models to develop relevant international strategies regarding market selection, entry into foreign markets, product diversification, and sustainable growth).
• Understand the role of global leadership and strategic human resource management (explore the skills, processes, and models necessary for effective leadership in a global environment; analyze how strategic human resource management supports the organizational objectives of multinational companies).
• Integrate sustainability and social responsibility into international strategy (align strategic objectives with the United Nations Sustainable Development Goals (SDGs); design strategies that promote environmental sustainability, ethical governance, and positive social impact).

The International Strategic Management and CSR course addresses the design, implementation, and evaluation of corporate strategies in an international context, while integrating the challenges of corporate social responsibility and sustainability.

The course combines lectures with real-world case studies, group work, and applied projects.

Assessment is based on continuous evaluation (participation, case studies, group projects, oral presentations) to assess students' ability to design and advocate for comprehensive strategies that integrate economic, social, and environmental dimensions.

• Analyze the international strategic environment
• Develop and implement effective international strategies
• Exercise global leadership
• Integrate sustainability and corporate social responsibility into corporate strategy

Crane, A., Matten, D., Glozer, S., & Spence, L. J. (2019). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (6th ed.). Oxford University Press.

Peng, M. W. (2022). Global Business (5th ed.). Cengage Learning.

Whittington, R., Regnér, P., Angwin, D., Johnson, G., & Scholes, K. (2019). Exploring Strategy: Text and Cases (12th ed.). Pearson Education.

European Business Law and Regulations

1. Introduction: Globalization, Geopolitics, and International Business
2. The Global Legal Framework for International Business
3. Geopolitical Risks and Strategic Decision-Making
4. The Geoeconomy of Trade and Regulation
5. The Legal and Ethical Challenges of Globalization
6. Regional Case Studies and Business Implications
7. Integrating Geopolitical and Legal Analysis into Business Strategy

• Critically analyze geopolitical power dynamics and their implications for international economic actors.
• Interpret developments in international business law, trade agreements, and environmental and social regulations.
• Assess political, regulatory, and geoeconomic risks in corporate strategic decision-making.
• Formulate strategic recommendations that integrate geopolitical, legal, and ethical constraints within an uncertain global context.

The Geopolitics and Legal Environment of International Business course offers an in-depth analysis of the interactions between global geopolitical dynamics, international regulations, and the strategies of global corporations.

To illustrate the current challenges of international regulation, the course employs interactive lectures, case studies, analyses, and group work, connecting theory to concrete strategic decision-making situations.

Assessment is based on continuous evaluation (participation, case studies, group presentations, and portfolios) designed to measure students' ability to interpret geopolitical and legal issues and formulate coherent strategic recommendations within a complex international environment.

• Analyze and interpret complex geopolitical dynamics
• Leverage international legal knowledge for decision-making
• Assess risks and opportunities in an uncertain global environment
• Develop strategies adapted to the geopolitical, legal, and ethical challenges of an unstable international environment.

Baldwin, R. (2016). The Great Convergence: Information Technology and the New Globalization. Harvard University Press.

Friedman, T. L. (2007). The World Is Flat: A Brief History of the Twenty-First Century. Picador / Farrar, Straus and Giroux.

Sornarajah, M. (2021). The International Law on Foreign Investment (6th ed.). Cambridge University Press.

Sustainable Entrepreneurship

1. Foundations of Business Ethics
2. Corporate Social Responsibility (CSR) and Sustainability
3. Ethical Decision-Making and Dilemmas
4. Governance, Compliance, and Accountability
5. Leadership and Ethical Culture
6. Stakeholders and Global Citizenship
7. Contemporary Ethical Challenges

• Understanding the foundations of business ethics and social responsibility (major schools of ethical thought and their implications for organizational management, analysis of the links between economic performance, social responsibility, and organizational legitimacy)
• Analyzing ethical dilemmas and governance challenges (conflicts of interest, corruption, discrimination, transparency, data ethics, etc., critical thinking skills to identify the ethical implications of managerial decisions, mechanisms for responsible governance – codes of conduct, ethics committees, charters, international standards, the role of the leader and principles of leadership – ethics, exemplary conduct, integrity, justice, respect)
• Implementing social and environmental responsibility in corporate strategy (strategies and policies integrating social and environmental objectives into the business model, impact of corporate activities on internal and external stakeholders, use of ethical and CSR performance assessment tools – sustainability reports, ESG indicators, certifications, audits).
• Developing critical and civic thinking on the role of business in society (contemporary issues such as ecological transition, social justice, equity, diversity and inclusion, global dimension of ethical responsibility in a context of globalization and digitalization)

This module builds upon previous courses in strategic management, governance, and sustainable development. It helps train responsible managers who are aware of their impact and capable of embodying ethical leadership in complex and multicultural environments.

The course is based on interactive lectures, real-world case studies and ethical dilemmas drawn from the business world (scandals, governance, CSR, environment, diversity), guided discussions and debates on contemporary issues (artificial intelligence, climate justice, digital ethics), role-playing, and group work.

Assessment is based on continuous evaluation (participation, case studies, reports).

This course aims to develop a deep understanding of the foundations of business ethics and social responsibility, as well as their strategic role in organizational governance. Students learn to critically analyze the ethical dilemmas faced by managers—such as conflicts of interest, corruption, discrimination, and transparency—and to assess the social, environmental, and economic implications of organizational decisions. The course guides them in integrating the principles of social and environmental responsibility into corporate strategy, utilizing tools such as sustainability reports, ESG indicators, and ethical certifications. It also fosters the development of responsible leadership based on integrity, fairness, equity, and respect, as well as critical and civic reflection on the role of business in society, particularly in the face of contemporary challenges related to diversity, social justice, and the ecological transition.

Carroll, A. B., Brown, J. A., & Buchholtz, A. K. (2018). Business & Society: Ethics, Sustainability, and Stakeholder Management (10th ed.). Cengage Learning.

Crane, A., Matten, D., Glozer, S., & Spence, L. J. (2019). Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization (5th ed.). Oxford University Press.

Business English or Français des Affaires 1

1. Advanced Professional Communication
2. Persuasive Speaking and Presentations
3. Negotiation and Diplomacy
4. Meetings and Professional Interaction
5. Written Communication and Documentation
6. Intercultural Business Communication
7. Ethics, CSR, and Global Business Discourse

• Deepen mastery of professional and industry-specific language (enrich specialized vocabulary, use idiomatic expressions, nuanced language, and registers appropriate for strategic meetings, presentations, and arguments, and understand and produce complex documents)
• Communicate effectively in advanced professional situations (deliver persuasive presentations, conduct complex negotiations, and lead business meetings in a multicultural context, and develop argumentation skills adapted to diverse audiences)
• Analyze and manage complex intercultural interactions (identify intercultural issues in international negotiations, partnerships, and business exchanges, assess the risks of cultural misunderstandings, and propose appropriate intercultural communication solutions)
• Develop an international professional presence (speak confidently in an international professional environment, strengthen the ability to represent one's organization in multicultural and multilingual contexts, and demonstrate a critical understanding of global business practices, business ethics, and corporate social responsibility)

The Business English or French for Business 2 module is a continuation of the Level 1 module.

It aims to consolidate previously acquired language and communication skills while applying them to more complex and strategic professional situations. It emphasizes professional fluency, lexical precision, and mastery of complex interactions in an international environment.

The course is based on guided activities combining interactive sessions, role-playing, oral presentations, and document analysis (articles, case studies, videos). Group work promotes language practice in concrete situations and intercultural cooperation.

Assessment is based on continuous evaluation (assignments, presentations, participation, case studies, group and individual work).

This course aims to develop advanced linguistic, communication, and intercultural skills essential for success in an international professional environment. Students deepen their mastery of professional language by enriching their specialized vocabulary and using registers precisely suited to strategic and managerial contexts. They learn to communicate effectively in complex situations, conduct persuasive presentations, negotiations, and business meetings, adapting their communication style to diverse audiences. The course also fosters an international professional approach and enables students to analyze and manage intercultural interactions by identifying the challenges and risks associated with cultural differences.

Calvet, N., Coulomies-Friscic, B., Daoulas, A., & Nguyen-Gateff, H. (2018). Affaires étrangères – Niveaux B1/B2 : Livre de l’élève + CD [Student’s book + CD]. CLE International.

Cotton, D., Falvey, D., & Kent, S. (2020). Market Leader 3E Extra Intermediate: Student’s Book & Interactive eBook with Online Practice (1st ed.). Pearson Education.

MacKenzie, I. (2010). English for Business Studies – Third Edition: Student’s Book (3rd ed.). Cambridge University Press.

International Human Resources Management

1. Introduction to Global HRM
2. The Global Context of HRM
3. Staffing and Global Mobility
4. Global Talent and Performance Management
5. Training, Learning, and Leadership Development
6. Diversity, Inclusion, and CSR in HRM
7. HRM in a Digital and Globalized World

• Understanding the foundations and challenges of international human resource management (strategic role of the HR function in multinational companies, specificities of talent management on a global scale, links between the company's overall strategy and international HR policy)
• Analyzing the institutional, cultural, and organizational differences that influence international HR management (impact of cultural, legal, and socio-economic contexts on HR practices – recruitment, compensation, performance appraisal, training, adaptation of company policies to reconcile global consistency with local adaptation)
• Managing international mobility and expatriate management (challenges related to expatriation, selection and preparation of international employees, evaluation of support, guidance, and reintegration practices for expatriates, new forms of mobility – virtual assignments, short-term secondments, hybrid global teams)
• Developing and managing talent in a global environment (international skills development and career management policies, mechanisms promoting performance, motivation, and talent retention in global environments) multicultural)
• Promote diversity, inclusion, and social responsibility within the HR function (identifying diversity-related issues, designing inclusive HR policies, integrating sustainability and ethical principles into international human resource management)
• Strengthen global leadership and intercultural communication skills (collaborating in multicultural contexts, managing remote teams)

This course aims to deepen understanding of the human, organizational, and strategic challenges of the HR function in an international context. Teaching is based on participatory lectures, incorporating case studies and comparative analyses, group work and oral presentations, role-playing and simulations, thereby fostering intercultural collaboration, the development of communication skills, and collective reflection on complex HR issues. Assessment is based on continuous evaluation (portfolios, reports, case studies, group and individual assignments).

This course aims to develop a deep understanding of the strategic issues related to international human resource management. Students learn to link global HR policies to corporate strategy and to analyze the impact of institutional, cultural, and socio-economic contexts on recruitment, compensation, training, and performance evaluation practices. They develop skills to manage international mobility and global careers, mastering expatriation, support, and reintegration processes, as well as new forms of mobility in hybrid and multicultural environments. The course also emphasizes global talent management and development, fostering employee performance, motivation, and retention. Finally, it strengthens the global leadership and intercultural communication skills necessary for collaboration and leading international teams.

Briscoe, D. R., Schuler, R. S., & Tarique, I. (2012). International Human Resource Management: Policies and Practices for Multinational Enterprises (4th ed.). Routledge.

Dowling, P. J., Festing, M., & Engle, A. D. (2023). International Human Resource Management (8th ed.). Cengage Learning.

Reiche, B. S., Harzing, A.-W., & Tenzer, H. (2018). International Human Resource Management (5th ed.). SAGE Publications.

None

1. Introduction to Management and Organizational Theory
2. Understanding Individual Behavior at Work
3. Communication, Leadership, and Interpersonal Skills
4. Group Dynamics and Team Management
5. Organizational Structure and Culture
6. Human Resource Management and Employee Development
7. Organizational Change and Innovation
8. Ethics, Diversity, and Global Responsibility

• Master the main theories of organizations and management (concepts of organizational behavior and their link to managerial functions – planning, organizing, leading, controlling; classical, neoclassical, and modern approaches to organizational management; relevance of these models in different organizational and cultural contexts)
• Analyze individual behavior at work (determinants of individual performance – attitudes, job satisfaction, emotions, emotional intelligence, values, and motivation; theories of motivation and decision-making in concrete management situations)
• Understand and manage group dynamics and interpersonal processes (characteristics and behaviors of groups and teams in multicultural environments; development of communication, leadership, conflict management, and negotiation skills; leveraging cultural diversity as a driver of collective performance)
• Analyze organizational structures and cultures (foundations of organizational culture and its effects on the performance and behavior of organizational members; examination of the influence of organizational structures on coordination, communication, and decision-making)
• Understand human resource policies and change management (HR practices contributing to employee motivation, development, and well-being; organizational change processes and associated stress management approaches)
• Adopting a global and responsible perspective in the management of people and organizations (developing an intercultural understanding of managing individuals and teams in an international environment; promoting ethical, inclusive, and sustainable management focused on talent development and organizational social responsibility)

The Managing People and Organizations course aims to provide an in-depth understanding of individual behavior, group dynamics, and organizational structures in an international context. It combines theoretical approaches to organizational behavior with concrete applications from contemporary management. Interactive lectures are structured to integrate conceptual input, practical case studies, and participatory activities. Case studies and simulations, along with group work and individual reflection exercises, encourage critical thinking. Assessment is based on continuous evaluation (participation, case studies, group and individual work, and presentations).

The Managing People and Organizations course aims to develop a thorough understanding of management theories and practices in diverse organizational contexts. Students learn to apply key approaches to organizational behavior to analyze the determinants of individual performance, such as motivation, attitudes, values, and decision-making. They also develop their ability to understand and manage group dynamics, strengthening their communication, leadership, conflict management, and negotiation skills, particularly in multicultural environments. The course leads them to examine the impact of organizational structures and cultures on coordination, communication, and performance, while introducing them to human resource management practices that foster employee motivation, development, and well-being. Finally, students acquire a comprehensive, ethical, and responsible perspective on management, integrating change management, cultural diversity, and corporate social responsibility into the leadership of teams and projects.

Daft, R. L. (2021). Organization Theory and Design (13th ed.). Cengage Learning.

Mullins, L. J., & Christy, G. (2016). Management and Organisational Behaviour (11th ed.). Pearson Education.

Robbins, S. P., & Judge, T. A. (2022). Organizational Behavior (19th ed.). Pearson Education.

International Business and Management in France

1. Understanding Culture and Its Impact on Organizations
2. Cultural Awareness and Self-Reflection
3. Communication Across Cultures
4. Leadership and Motivation in a Multicultural Context
5. Managing Multicultural Teams
6. Cultural Intelligence (CQ) and Global Competences
7. Organizational Culture and Global Integration

• Define the concept of culture and demonstrate its influence on work and organizations (understand the different approaches to culture – values, norms, behaviors, representations – and analyze how these influence managerial practices, communication, decision-making, and team dynamics; learn to recognize the impact of cultural differences on performance, motivation, and cohesion within international organizations).
• Develop cultural openness and sensitivity (foster a reflective and empathetic approach to cultural diversity, question one's own frames of reference, adopt an attitude of active listening and respect for differences, strengthen adaptability in multicultural contexts, and encourage the intellectual curiosity and behavioral flexibility necessary for inclusive and effective management).
• Identify the risks associated with the encounter of cultures in the workplace (identify the main sources of misunderstandings, tensions, or conflicts arising from cultural differences, such as discrepancies in communication, relationships to authority, time, work, or hierarchy; learn to analyze problematic intercultural situations). and to anticipate potential obstacles to collaboration)
• Identify the various strategies that not only overcome these difficulties but also create synergies between cultures (explore the levers for success in intercultural management: adapted communication, mediation, inclusive leadership, cultural intelligence and collaborative work; transform cultural diversity into an asset for innovation, creativity and collective performance, by developing managerial practices that promote mutual understanding and cooperation).

The teaching is based on participatory lectures and is structured around a combination of theoretical input, case studies, interactive activities, and simulations, aiming to connect concepts to concrete practices in an international context. Sessions will alternate between role-playing, debates, and simulation exercises, fostering the development of cultural sensitivity, intercultural communication, and cooperation within multicultural teams. Individual and group work aims to deepen personal reflection and develop the mindset of a future manager capable of thriving in an international environment.

Assessment is based on continuous evaluation (participation, case studies, group and individual work).

• Understand the concept of culture and its main dimensions (values, norms, behaviors, representations) in order to analyze their influence on managerial practices, communication, decision-making, and the dynamics of international teams.
• Identify the effects of cultural differences on performance, motivation, and cohesion within international organizations.
• Develop intercultural openness and sensitivity by adopting a reflective, empathetic, and respectful approach to differences.
• Recognize and anticipate the risks associated with cultural clashes or misunderstandings in multicultural work environments.
• Develop intercultural management strategies that foster mutual understanding, cooperation, and the transformation of diversity into a driver of innovation and collective performance.
• Strengthen the ability to communicate, collaborate, and lead effectively in diverse cultural environments by leveraging cultural intelligence and inclusive leadership.

Barmeyer, C., & Franklin, P. (2016). Intercultural Management: A Case-Based Approach to Achieving Complementarity and Synergy.

Browaeys, M. J., & Price, R. (2008). Understanding Cross-cultural Management.

Hall, Edward T. (1966). 'The Hidden Dimension'. Anchor Books.

Hampden-Turner, C., & Trompenaars, F. (2011). Riding the Waves of Culture: Understanding Diversity in Global Business.

Hofstede, G. (1991). Cultures and Organizations, Software of the Mind?: Intercultural Cooperation and its Importance for Survival. McGraw-Hill.

None

1. Introduction to Risk and Its Strategic Importance
2. Frameworks and Methodologies
3. Tools and Techniques for Risk Assessment
4. Crisis and Continuity Management
5. Financial and Cyber Risk Management
6. Risk Governance and Organizational Culture
7. Global and Emerging Risks

• Understand the principles and challenges of risk management (identify the nature, types, and sources of risk; analyze the strategic role of risk management in the sustainability and performance of organizations)
• Master the tools and methods for identifying, assessing, and managing risks (use international tools and frameworks; integrate digital and analytical tools to improve risk detection and management)
• Anticipate and manage organizational crises (develop continuity and resilience plans to address critical risks: cyberattacks, economic crises, pandemics, logistical disruptions, geopolitical risks; develop a crisis management culture, effective crisis communication protocols, and continuity and resilience plans)
• Integrate risk management into the business strategy (understand the links between strategy, performance, and risk exposure; design a risk governance framework adapted to the size, sector, and culture of the organization)

This course aims to develop a thorough understanding of the principles, tools, and practices of risk management in contemporary organizations. It prepares students to identify, assess, and manage the strategic, operational, financial, technological, and environmental risks that businesses face in a complex and uncertain global context.

Lectures are based on the concepts, frameworks, and tools of risk management, real-world case studies focusing on crisis management, organizational failures and resilience strategies, group work, and role-playing exercises.

Assessment is continuous (participation, case studies, group work, presentations).

The Risk Management course aims to develop a thorough understanding of the principles and challenges of risk management in organizations. Students learn to identify, assess, and address different types of risks using international tools and frameworks, integrating digital and analytical approaches. The course also trains them to anticipate and manage organizational crises by developing business continuity and resilience plans. Finally, it emphasizes the integration of risk management into corporate strategy to strengthen organizational performance, sustainability, and overall governance.

Hopkin, P. (2018). Fundamentals of Risk Management: Understanding, Evaluating and Implementing Effective Risk Management (5th ed.). Kogan Page.

Lam, J. (2014). Enterprise Risk Management: From Incentives to Controls (2nd ed.). Wiley.

Sadgrove, K. (2015). The Complete Guide to Business Risk Management (3rd ed.). Gower Publishing / Routledge.

Digital Transformation Strategy and AI

1. Introduction to Digital Project Management
2. Frameworks and Methodologies
3. Digital Tools and Collaboration Platforms
4. Managing Human and Organizational Factors
5. Innovation and Agile Leadership
6. Risk, Quality, and Performance in Digital Projects
7. Sustainability and Ethics in Digital Project Management

• Implement digital transformation through the management of concrete projects (translate digital transformation and AI integration strategies into operational project plans, identify the priorities, resources, and technological levers necessary for the success of digital projects).
• Master digital project management methodologies and tools (apply advanced methods such as Scrum, Kanban, Lean, and Design Thinking to manage digital projects, use collaborative digital tools, and implement digital performance indicators to assess project progress, quality, and impact).
• Manage the human and organizational dimensions of digital projects (develop agile and collaborative leadership skills to manage multidisciplinary, multicultural, and remote teams, and manage communication, coordination, and stakeholder motivation).
• Develop a digital and innovative leadership approach (adopt an innovation-driven and continuous improvement approach, and demonstrate the ability to leverage digital tools to support organizational strategy and performance).

The Digital Project Management course aims to deepen students' skills in managing digital projects and in the operational implementation of digital and artificial intelligence strategies studied in the Digital Transformation Strategy and AI module in the first year of the Master's program (M1). It trains students in the design, planning, and execution of complex digital projects. Emphasis is placed on innovation management, the coordination of multidisciplinary teams, and the mastery of digital project management tools.

The interactive lectures combine theoretical input, real-world case studies, and practical workshops focused on project management. Students work in teams on concrete digital transformation projects, use professional tools, and present their deliverables to an academic or professional audience.

Assessment is based on continuous evaluation (participation, case studies, practical workshops, group work).

The Digital Project Management course develops the skills necessary to design and manage digital transformation projects. Students learn to translate digital strategies into operational plans, master agile methodologies (Scrum, Kanban, Design Thinking), and use collaborative tools to track project performance. The course also strengthens agile leadership, the management of multidisciplinary teams, and the ability to innovate to drive organizational performance.

Endress, T. (Ed.). (2020). Digital Project Practice: Managing Innovation and Change. Tredition.

Rothman, J. (2016). Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects (2nd ed.). Pragmatic Bookshelf.

Digital Transformation Strategy and AI

1. Introduction to Business Analytics and Data-Driven Management
2. Data, Information, and Value Creation
3. Tools and Techniques of Business Analytics
4. Predictive and Prescriptive Analytics
5. Artificial Intelligence and Machine Learning for Managers
6. Ethics, Governance, and Responsible Use of Data
7. Leading in a Data-Driven Organization

• Understand the principles and challenges of Business Analytics (identify the role of data in value creation and organizational transformation, understand descriptive, predictive, and prescriptive approaches to data analysis, explain the links with business strategy, and recognize the ethical issues related to data collection, processing, and use)
• Master the tools and methods of data analysis (use fundamental Business Analytics tools, apply data visualization techniques to facilitate understanding and communication of results, and interpret quantitative and qualitative analyses for managerial decision-making)
• Discover and leverage the potential of artificial intelligence in management (understand the fundamental principles of artificial intelligence, identify concrete applications of AI in various management areas, and analyze the benefits, limitations, and ethical impacts of AI on decision-making, productivity, and innovation)
• Develop a data-driven leadership approach (adopt a data and innovation culture to support management and develop transferable skills) in data analysis, communication and interpretation, working in a multidisciplinary team to link the technical, strategic and human challenges of AI, formulating recommendations based on data and a critical understanding of analytical tools)

This module builds upon the courses in strategic management and digital transformation. It aims to train decision-makers capable of integrating data and AI into corporate strategy, balancing performance, responsibility, and innovation. It thus develops data-driven management and critical thinking about the uses of AI in organizations.

Lectures alternate with case studies and collaborative projects, allowing students to apply the concepts covered to real-world management and decision-making situations.

Assessment is based on continuous evaluation (participation, case studies, group and individual assignments).

This course aims to develop a strategic understanding of the role of data in value creation and organizational transformation. Students learn to master data analysis tools and methods, interpret quantitative and qualitative results, and use them to support managerial decision-making. The course also explores the principles and applications of artificial intelligence in various management fields, analyzing its benefits, limitations, and ethical implications. Finally, it fosters the development of a data-driven leadership approach, enabling students to connect the technical, strategic, and human dimensions of data and formulate informed recommendations based on a critical understanding of analytical tools.

Provost, F., & Fawcett, T. (2013). Data Science for Business: What You Need to Know about Data Mining and Data-Analytic Thinking. O’Reilly Media.

Sharda, R., Delen, D., & Turban, E. (2023). Business Intelligence, Analytics, Data Science, and AI: A Managerial Perspective (5th ed., Global Edition).

International Project Management

Strategic and International Dimensions of Project Management

Advanced Project Planning and Control

Risk, Quality, and Change Management

Leadership and Communication in Global Projects

Innovation, Sustainability, and Responsible Project Management

International Project Simulation / Case Studies

International Seminar

• Workshops led by international experts and guest speakers
• Exchange of best practices in project governance, leadership, and innovation
• Reflection on intercultural communication and professional identity
• Networking with international professionals and partner institutions

• Deepen strategic mastery of international project management by understanding global challenges and complex dynamics, and developing a strategic vision of the project manager’s role as coordinator, decision-maker, and cross-functional leader in multicultural environments.
• Manage the performance and governance of complex projects by implementing advanced planning, monitoring, and management tools (performance indicators, portfolio management, dashboards, strategic reporting) and integrating risk, quality, and change management into international project execution.
• Develop international project leadership by adopting a collaborative and ethical leadership approach, inspiring and uniting multicultural and multidisciplinary teams, managing communication, negotiation, and conflict resolution, and strengthening intercultural intelligence, empathy, and assertiveness in leading virtual and global teams.
• Integrate innovation, sustainability, and responsibility into project management by designing projects aligned with the Sustainable Development Goals and principles of corporate social responsibility, promoting sustainable and ethical management practices.
• Apply knowledge within the framework of the international seminar by collaborating with international experts, teachers, and professionals, and developing and presenting a project or final report that integrates theoretical, strategic, and intercultural dimensions of project management.

This module plays a strategic role in the Master 2 program.

It aims to prepare students for roles in project management, international coordination, and strategic leadership. It offers an integrated approach combining advanced project management methodologies, strategic thinking, and practical application through real-world case studies explored in tutorials and an international seminar. The associated international seminar broadens perspectives through exchanges with professionals and academics.

Assessment is based on continuous evaluation (group and individual projects, case studies, portfolios, and seminar reports).

The course aims to develop strategic mastery of managing international projects in complex and multicultural environments. Students learn to drive project performance and governance by leveraging advanced planning, monitoring, and evaluation tools while integrating risk, quality, and change management. The course emphasizes the development of collaborative, ethical, and intercultural leadership. It also encourages the integration of innovation, sustainability, and social responsibility into project design and execution, in line with the Sustainable Development Goals. Finally, students apply their knowledge during an international seminar, designing and presenting a project that integrates the strategic, theoretical, and operational dimensions of project management.

Kerzner, H. (2022). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (13th ed.). Wiley.

Turner, J. R. (2014). Handbook of Project-Based Management: Leading Strategic Change in Organizations (4th ed.). McGraw-Hill Education.

• Completion of a practical project within a company
• Research methodology course

1. The Nature and Process of Research in Management
2. From Topic to Research Question
3. Reviewing the Literature
4. Research Design and Methodology
5. Data Collection and Analysis Tools
6. Writing and Structuring the Master Thesis
7. Interpreting and Presenting Research Findings
8. The Master Thesis Defense

• Deepen mastery of the scientific research process in management (deepen understanding of research paradigms and analytical models in management science, design a comprehensive and coherent research project)
• Develop a relevant and high-impact research problem (identify a research question aligned with contemporary challenges in international management, sustainability, and digitalization; construct a robust conceptual framework articulating theory, existing literature, and empirical context; justify the scientific and managerial relevance of the chosen topic by demonstrating its added value)
• Implement advanced research methodologies (design an appropriate methodological approach; use suitable analytical tools and software to process empirical data; ensure the validity, reliability, and reproducibility of the results produced)
• Analyze, interpret, and disseminate research results (interpret data in light of the theoretical framework and formulated hypotheses; connect empirical results to existing scientific and managerial debates; identify practical implications and recommendations for businesses)
• Write and defend a Master's thesis (write a complete academic thesis using a writing style that conforms to scientific standards, prepare and deliver a professional, clear, concise and convincing oral presentation, adopting the posture of a reflective researcher and practitioner)

The Methods for Business Research and Master's Thesis course guides students through the creation, writing, and defense of their Master's thesis. It expands upon the research methods covered in the first year and emphasizes the independent implementation of the research process. The course aims to develop critical analysis skills, academic writing abilities, and the capacity to communicate research findings effectively.

Lectures and tutorials are complemented by methodological guidance sessions and individualized mentoring.

Assessment includes ongoing evaluation, measuring methodological progress and the quality of research, as well as a final assessment based on the writing and defense of the thesis before an academic jury.

This course aims to deepen students' mastery of the scientific research process in management, from project conception to the thesis defense. Students learn to formulate a relevant and impactful research question, construct a robust conceptual framework, and design a rigorous methodological approach tailored to their subject of study. The course develops their ability to collect, analyze, and interpret empirical data using advanced analytical tools, while ensuring the validity and reliability of the results. Finally, students are trained in writing and defending an academic thesis that meets scientific standards, enabling them to connect theory and practice from a critical and managerial perspective.

Bryman, A., & Bell, E. (2015). Business Research Methods (4th ed.). Oxford University Press.

Easterby-Smith, M., Thorpe, R., & Jackson, P. (2021). Management and Business Research (7th ed.). SAGE Publications.

Saunders, M., Lewis, P., & Thornhill, A. (2019). Research Methods for Business Students (8th ed.). Pearson Education.