Search result: Catalogue data in Spring Semester 2019
MAS in Management, Technology, and Economics  | ||||||
 2. Semester | ||||||
| Core Courses | ||||||
| General Management and Human Resource Management | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
|---|---|---|---|---|---|---|
| 363-0302-00L | Human Resource Management: Leading Teams Only for MTEC MAS students: Successful completion of this lecture is mandatory if you wish to enroll in the MAS MTEC course 365-1068-00 Case Studies in HRM Leading Teams in the following spring semester. | W+ | 3 credits | 2G | G. Grote | |
| Abstract | The basic processes of human resource management are discussed (selection, reward systems, performance evaluation, career development) and embedded in the broader context of leadership in teams. Leadership concepts and group processes are presented. Practical instruments supporting leadership functions are introduced and applied in business settings. | |||||
| Learning objective | The basic processes of human resource management are discussed (selection, reward systems, performance evaluation, career development) and embedded in the broader context of leadership in teams. Leadership concepts and group processes are presented. Practical instruments supporting leadership functions are introduced and applied in business settings. | |||||
| 363-1039-00L | Introduction to Negotiation | W+ | 3 credits | 2G | M. Ambühl | |
| Abstract | The course combines different lecture formats to provide students with both the theoretical background and the practical appreciation of negotiation. A core element of the course is an introduction to the concept of negotiation engineering. | |||||
| Learning objective | Students learn to understand and to identify different negotiation situations, analyze specific cases, and discuss respective negotiation approaches based on important negotiation methods (i.a. Game Theory, Harvard Method). | |||||
| Content | The course combines different lecture formats to provide students with both the theoretical background and the practical appreciation of negotiation. A core element is an introduction to the concept of negotiation engineering. The course covers a brief overview of different negotiation approaches, different categories of negotiations, selected negotiation models, as well as in-depth discussions of real-world case studies on international negotiations involving Switzerland. Students learn to deconstruct specific negotiation situations, to differentiate key aspects and to develop and apply a suitable negotiation approach based on important negotiation methods. | |||||
| Literature | The list of relevant references will be distributed in the beginning of the course. | |||||
| Strategy, Technology and Innovation Management | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
| 363-0392-00L | Strategic Management  Number of participants limited to 80. Registration through myStudies (first come, first served). If you are unable to sign up through myStudies, please contact the course assistant: http://www.smi.ethz.ch/education/strategic-management.html | W+ | 3 credits | 2G | S. Herting | |
| Abstract | This courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry. | |||||
| Learning objective | The lecture "strategic management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students asked to solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives. | |||||
| Content | Contents: a. Introduction to strategy b. Industry dynamics I: Industry analysis c. Industry dynamics II: Analysis of technology and innovation d. The resource-based theory of the firm e. The knowledge-based theory of the firm | |||||
| Prerequisites / Notice | Session #0: (25.02.19) Introduction & How to solve a case Session #1: (04.03.19) Introduction to Strategy Session #2: (11.03.19) Industry Dynamics I Session #3: (18.03.19) Industry Dynamics II Session #4: (25.03.19) Resource-Based Theory Session #5: (01.04.19) Guest Lecture I Session #6: (15.04.19) Knowledge-based Theory Session #7: (06.05.19) Guest Lecture II Please NOTE: The dates of the guest lectures subject to change due to availability of the guest lecturers. The final schedule will be provided in the first session. FIND MORE INFORMATION ABOUT THE REGISTRATION HERE: http://www.smi.ethz.ch/education/strategic-management.html | |||||
| 363-1077-00L | Entrepreneurship | W+ | 3 credits | 2G | B. Clarysse | |
| Abstract | This course introduces the various elements important to start an innovative business. These are: insights into how technology as a context shapes opportunities to start a business, assessing opportunities, protecting one's idea and technology, market testing and feedback, how to form a team, raising investment and deal evaluation, use of novel financing sources, development of term sheets. | |||||
| Learning objective | This course enables to understand: How technologies develop from science to commercial products What kind of entrepreneurial opportunities emerge from this cycle How assumptions are tested in the market and evolve into business plans What the importance is of founding teams and how they are fit together How to raise money from various sources such as crowd funding, ICO, business angels and venture capitalists How to develop a business case How to negotiate and structure a funding deal | |||||
| Content | The course consists of 7 sessions of 4 hours, every other week. The first 2 hours typically cover the content of the session, while in the last 2 hours students work in teams to apply the content in specific case settings. The course is structured as follows: In session 1, we discuss how science develops into technologies that are eventually commercialized into products ...We discuss how technology entrepreneurs can create ventures based upon the technology they work on, the demand they see in their environment or just through the mere aspiration of creating a company. We specifically focus on how these companies can create value in the absence of clear customer revenues and what the eventual outcome is of such a venture. In Session 2, we look at how entrepreneurs do market research and how different types of market research help them to develop their business. In addition, you will get an overview of various forms of prototyping, and of how the use of such prototyping can help you test the market and incorporate market feedback into your product or service. In Session 3, we introduce the concept of "appropriability". For entrepreneurs, especially in a technology environment, it is very important to think about how they can appropriate value from the ideas they develop and the products they introduce in the market. Such appropriation can be enabled through legal mechanisms such as IP or might be facilitated through the way in which the company is set up. We also discuss how value can be delivered in an industry, how negotiation power can be assessed, what different actors need to be taken into consideration when determining the value flow in a network and, eventually, how to think of a business model annex business plan. Session 4 touches upon a number of HR questions and managerial challenges for the budding entrepreneur: Is it better to go alone or in a team? Are there more or less successful compositions of an entrepreneurial team and if so, where to find the right co-conspirators? We also introduce the basic elements of making a financial plan. Session 5 introduces you in the world of raising capital. You get an overview of the various sources of capital including business angels, accelerators, crowd funding, venture capital and corporate capital. Guest speakers from the financing industry will answer your questions with regards to getting finance. Session 6 deals with the legal side of making a deal between an investor and a company. We also explain how to make an elevator pitch and how to pitch for money (including business plan competitions) Session 7 includes a negotiation game. The negotiation game allows you to go through the different conditions of a term sheet including the valuation of a start-up, the lock-in of the management team, the liquidation options and the division of power. The aim is to learn how to use each of these terms in a practical setting and be able to write a term sheet with an investor. Each of the sessions includes a mix of theory (usually 2 hours), case study/exercise work and occasional guest presentations (usually 1 hour). The course is an excellent introduction to 'do it yourself courses' such as the Deep Science Sprint, the Digital Entrepreneurship Course,.. | |||||
| Lecture notes | Powerpoint slides are provided ahead of each session and provide together with Clarysse and Kiefer (2011) the core course material. In addition to the slides and handbook, most sessions have case material (uploaded ahead of the course and to be read BEFORE the lecture in which the case will be discussed). Video material is part of the core syllabus. | |||||
| Literature | Clarysse, B. & S. Kiefer The Smart Entrepreneur (Elliott & Thompson, 2011) is used as core reading material. In addition, each session also has "advanced reading" papers, which are useful to deepen your knowledge about the specific subject under discussion. It is sufficient to read the introduction and the conclusions of the papers to get the core idea. The papers are uploaded through Moodle, the book is available for sale at Amazon.com or can be ordered from any book store. | |||||
| Prerequisites / Notice | No special background is needed. | |||||
| 365-1097-00L | Innovation Management Exclusively for MAS MTEC students (second semester). Once you have completed the course enrollment in «myStudies», please press the button «Learning Materials» to access the Moodle course. Directly afterwards you must select the date for the second course day in Moodle. | W+ | 2 credits | 1S | P. Bubenzer | |
| Abstract | This interactive course provides emerging leaders in technology-driven companies with critical insights and tools for addressing key challenges in innovation management. | |||||
| Learning objective | This course offers an intensive, two-day integrated learning experience to provide leaders in technology-driven enterprises with critical insights and fundamental tools for tackling key innovation management challenges. The course combines an innovate set of lectures with practical case studies taught by professors and industry executives with experience in technology-driven start-ups and large firms in a variety of industries. This course is a highly interactive immersion into real-life challenges where established frameworks and contemporary models are used to develop leadership capabilities in technologically complex business environments. This course is thus designed to particularly suit the needs and expectations of engineers or other technology specialists who intend to develop the necessary vocabulary and tools in order to grow into more general leadership roles in technology based enterprises. | |||||
| Information Management, Operations Management | ||||||
| Quantitative and Qualitative Methods for Solving Complex Problems | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
| 365-1120-00L | Executive Business Analytics For MAS MTEC students (second semester) but classes are together with MSc students. Students, who have already successfully completed the course “Business Analytics (363-1098-00L)” can't register again. | W | 3 credits | 2G | S. Feuerriegel | |
| Abstract | This course will teach what distinguishes the varying capabilities across business analytics – namely the underlying methods. Participants will learn different strategies for data collection, data analysis, and data visualization. Sample approaches include dimension reduction of big data, data visualization, model selection, clustering and forecasting. | |||||
| Learning objective | Forecasting: How can historical values be used to make predictions of future developments ahead of time? How can firms utilize unstructured data to facilitate the predictive performance? What are metrics to evaluate the performance of predictions? Data analysis: How can one derive explanatory power in order to study the response to an input? Clustering: How can businesses group consumers into distinct categories according to their purchase behavior? Dimension reduction: How can businesses simplify a large amount of indicators into a smaller subset with similar characteristics? | |||||
| Content | Prior to the start of the Information Age in the late 20th century, companies were forced to collect data from non-automated sources manually. Companies back then lacked the computing capabilities necessary for data to be analyzed, and as a result, decisions primarily originated not from knowledge but from intuition. With the emergence of ubiquitous computing technology, company decisions nowadays rely strongly on computer-aided “Business Analytics”. Business analytics refers to technologies that target how business information (or sometimes information in general) is collected, analyzed and presented. Combining these features results in software serving the purpose of providing better decision support for individuals, businesses and organizations. | |||||
| Prerequisites / Notice | Students, who have already successfully completed the course “Business Analytics (363-1098-00)” can't register again. | |||||
| Micro and Macroeconomics | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
| 363-0515-00L | Decisions and Markets | W+ | 3 credits | 2V | A. Bommier | |
| Abstract | This course provides an introduction to microeconomics. The course is open to students who have completed an undergraduate course in economics principles and an undergraduate course in multivariate calculus. The course emphasizes the conceptual foundations of microeconomics and contains concrete examples of their application. | |||||
| Learning objective | Microeconomics is an element of nearly every subfield in economic analysis today. Model building in economics relies on a number of fundamental frameworks, many of which are introduced for the first time in intermediate microeconomics. The purpose of this course is to provide MTEC master students with an introduction to graduate-level microeconomics, particularly for students considering further graduate work in economics, business administration or management science. The course provides the fundamental concepts and tools for graduate courses in economics offered at ETH and UZH. | |||||
| Content | The lectures will cover consumer choice, producer theory, markets and market failure. The course will include concrete examples of the use of choice theory in applied economics. | |||||
| Lecture notes | The course is mostly based on the textbook by R. Serrano and A. Feldman: "A short Course in Intermediate Economics with Calculus" (Cambridge University Press, 2013) Another textbook of interest is "Intermediate Microeconomics: A Modern Approach" by H. Varian (Norton, 2009). | |||||
| Literature | Exercises are available in the textbook by R. Serrano and A. Feldman on which the lecture is based ("A short Course in Intermediate Economics with Calculus", Cambridge University Press, 2013). More exercises can be found in the book "Workouts in Intermediate Microeconomics" by T. Bergstrom and H. Varian (Norton, 2010). | |||||
| 363-0575-00L | Economic Growth, Cycles and Policy | W+ | 3 credits | 2G | H. Gersbach | |
| Abstract | This intermediate macroeconomics course focuses on topics in macroeconomics and monetary economics, like economic growth, financial markets and expectations, the goods market in an open economy, monetary policy, and fiscal policy. | |||||
| Learning objective | Students obtain a deeper understanding of some important macroeconomic issues. | |||||
| Content | This intermediate macroeconomics course focuses on topics in macroeconomics and monetary economics, like economic growth, financial markets and expectations, the goods market in an open economy, monetary policy, and fiscal policy. | |||||
| Lecture notes | Copies of the slides will be made available. | |||||
| Literature | Chapters in Manfred Gärtner (2009), Macroeconomics, Third Edition, Prentice Hall. and selected chapters in other books and/or papers | |||||
| Prerequisites / Notice | It is required that participants have attended the lecture "Principles of Macroeconomics" (363-0565-00L). | |||||
| Financial Management | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
| 363-0560-00L | Financial Management | W+ | 3 credits | 2V | J.‑P. Chardonnens | |
| Abstract | Financial goals and reporting, profitability and efficiency, liquidity, cash planning, cash flow statement, financial statement analysis and planning, financing the business, equity and debt financing, cost of capital, capital structure decision, capital budgeting decision, corporate valuation, acquisition and financial restructuring. | |||||
| Learning objective | - Understand the principles of financial management - Develop thinking in financial environment - Master tools and methods of financial management | |||||
| Content | - Financial goals and reporting, value-based management - Profitability and efficiency management - Liquidity, working capital management, cash planning, cash flow statement - Financial statement analysis and planning - Financing the business, equity and debt financing - Capital structure decision, financial leverage, cost of capital, - Capital budgeting decision - Corporate valuation, mergers and acquisitions - Bankruptcy and financial restructuring | |||||
| Prerequisites / Notice | Requirement : Knowledge of accounting (Accounting for Managers) | |||||
| Electives | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
| 365-1085-00L | Business Experimentation Exclusively for MAS MTEC students (second semester). | W | 3 credits | 2S | M. Zimmer | |
| Abstract | This seminar teaches students how to design, conduct and analyze small but insightful experiments in business environments. | |||||
| Learning objective | After participating in this course, students will be able to: 1) Recognize situations in their work routines in which empirical testing is helpful or even necessary 2) Translate the business problem into a research question 3) Identify structural, situational, and contextual factors that might influence the outcome and formulate hypotheses 4) Select the proper experimental design 5) Develop experimental treatments and stimuli 6) Determine sample characteristics 7) Collect data for business experiments 8) Analyze experimental data 9) Derive managerial implications from the empirical results 10) Consider ethical issues in the context of business experiments | |||||
| Content | Seemingly ubiquitous "big data" from human and technical sources promise radically new insights into the customer's mind but come with some strings attached: collecting and analyzing "big data" is expensive and complex; translating results into managerial implications is usually difficult. In this seminar, we present a more efficient way to create knowledge about customers: marketing experimentation - the systemic variation of marketing parameters, which are expected to have an impact on central customer variables such as buying behavior, customer value or brand image. In contrast to big data marketing analytics, smart business experiments are easy to handle and the results are easy to implement. In this seminar, students will be given the necessary skills and knowledge to plan, conduct and analyze their own business experiments. | |||||
| Literature | Anderson, Eric T. and Duncan Simester (2011), "A Step-by-Step Guide to Smart Business Experiments," Harvard Business Review, 89 (3), 98-105-105. Davenport, Thomas H. (2009), "How to Design Smart Business Experiments," Harvard Business Review, 87 (2), 68-76. | |||||
| 365-1112-00L | Digital Transformation and Disruptive Futures Exclusively for MAS MTEC students (second semester). Enrolment in both courses "Digital Transformation and Disruptive Futures” and "Digital Strategist: Developing new Digital Initiatives (365-1113-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies. This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. | W | 1 credit | 1S | M. Cooray, R. Duus | |
| Abstract | In this interactive two-day course, we will introduce digital transformation, its impact on businesses and explore how organisations can embrace digital technologies to re-imagine and re-think their business. | |||||
| Learning objective | This course is designed as an action learning experience, led by two academic facilitators. During the sessions, we will consider core themes, including value creation in a digital environment, the influence of digital tech trends and new data platforms on organisational strategy, and the challenges and opportunities for born-digital as well as incumbent businesses. We will also delve into the always-on connected consumer and their behavioural traits to explore new-age customer engagement and dynamic digital journeys that lead to innovation and competitive differentiation of organisations. Participants will have the opportunity to work on two live action projects. The briefs for these action projects will be provided by representatives from the organisations. These competitive action projects will reflect real-world scenarios that organisations are faced with. | |||||
| Content | This is more of an all-encompassing introductory course to digital transformation. In this course we will explore the wider trends of digital transformation and the impact on businesses and consumers. Participants will be introduced to many business examples to illustrates how organisations are responding and adapting to the digital environment. The focus will be on learning from these organisations and how they are re-thinking and re-imagining their business. We will use two live action case scenarios for participants to work on. | |||||
| Prerequisites / Notice | This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. Enrolment in both courses "Digital Strategist: Developing new Digital Initiatives” and “Digital Transformation and Disruptive Futures (365-1112-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies. | |||||
| 365-1113-00L | Digital Strategist: Developing New Digital Initiatives Exclusively for MAS MTEC students (second semester). Enrolment in both courses "Digital Strategist: Developing new Digital Initiatives” and “Digital Transformation and Disruptive Futures (365-1112-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies. This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. | W | 1 credit | 1S | M. Cooray, R. Duus | |
| Abstract | Due to the fierce impact of digital technologies, many organisations are challenged as to how they can design, develop and execute digital initiatives that deliver real results. Students will explore why organisations trail behind the digital curve and how new digital initiatives can be the key to their future competitiveness. | |||||
| Learning objective | This is a ‘learning by doing’ course facilitated by two senior academics with extensive international experience. This interactive course provides the opportunity for participating students to design and develop a proposal for a new digital initiative to submit to their decision-makers and senior managers. This proposal will take advantage of the ‘white spaces’ in the market, new competitive dynamics and emerging digital technologies. To support the development of the proposals, students will use the 3xD Digital Strategy framework. This framework can be used in any organisation to drive business to the next level through the design and execution of new digital initiatives. Students will be addressing key strategic challenges within their organisation’s industry, new competitive players, changing customer demands and opportunities for digital innovation. By the end of this course, students will have a heightened understanding of their own organisation’s position in the new digital environment and ways in which digital initiatives can actively transform the organisation’s future endeavours. | |||||
| Content | This course has a strong focus on supporting participants to develop new digital initiatives/solutions for their own organisations. In this course we will use the 3xD Digital Strategy framework to facilitate participants to design and develop new digital initiatives. The course is designed for those who wish to engage in driving the digital agenda of their organisation and advance their knowledge of digital technology and innovation. Therefore, the main outcome of this course is that participants design and develop a proposal for a new digital initiative that they can confidently present to managers and decision-makers in their organisation. This is relevant for participants who want to take on a more active role within their organisation and/or wish to contribute to the digital agenda. The taught sessions will help participants to analyse the impact of digital technology on their industry, identify new competitive players, changes in customer demands/expectations and potential white spaces where new digital initiatives could help strengthen their organisation’s position. | |||||
| Prerequisites / Notice | This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. Enrolment in both courses "Digital Strategist: Developing new Digital Initiatives” and “Digital Transformation and Disruptive Futures (365-1112-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies. | |||||
| 363-0448-00L | Global Operations Strategy | W | 3 credits | 3G | T. Netland | |
| Abstract | This course provides students a theoretical fundament and practical skills for strategic configuration and coordination of global production networks and facility planning and design. | |||||
| Learning objective | Students will be able to analyze, plan, and design factory networks and single facilities. 1. Students can analyze strengths and weaknesses of a company’s global factory network. 2. Students can conduct a basic factory localization analysis and elaborate the risks involved and the limitations of the chosen method. 3. Students are familiar with key issues in managing global operations. 4. Students can analyze a global productivity improvement program. 5. Additional skills: Students acquire experience in teamwork, report writing and presentation. | |||||
| Content | This course deals with the configuration and coordination of global manufacturing operations. | |||||
| Lecture notes | See Moodle | |||||
| Literature | See Moodle | |||||
| Prerequisites / Notice | Requirements: Preferably the course 363-0445-00L Production and Operations Management | |||||
| 363-0514-00L | Energy Economics and Policy It is recommended for students to have taken a course in introductory microeconomics. If not, they should be familiar with microeconomics as in, for example,"Microeconomics" by Mankiw & Taylor and the appendices 4 and 7 of the book "Microeconomics" by Pindyck & Rubinfeld. | W | 3 credits | 2G | M. Filippini | |
| Abstract | An introduction to principles of energy economics and applications using energy policies: demand analysis, economic analysis of energy investments and cost analysis, economics of fossil fuels, economics of electricity, economics of renewable energy, market and behavioral failures and energy policy, market-based and non-market based instruments and regulation of energy industries. | |||||
| Learning objective | The students will develop the understanding of economic principles and tools necessary to analyze energy issues and to formulate energy policy instruments. Emphasis will be put on empirical analysis of energy demand and supply, market failures, behavioral economics, energy policy instruments, investments in power plants and in energy efficiency technologies and the reform of the electric power sector. | |||||
| Content | The course provides an introduction to energy economics principles and policy applications. The core topics are -Demand analysis -Behavioral analysis of the energy sector -Economic analysis of energy investments and cost analysis -Economics of fossil fuels -Economics of electricity -Economics of renewable energies -Market failures and energy policy -Market oriented and non-market oriented instruments -Regulation of energy industries | |||||
| Prerequisites / Notice | It is recommended for students to have taken a course in introductory microeconomics. If not, they should be familiar with microeconomics as in, for example, "Microeconomics" by Mankiw & Taylor and the appendices 4 and 7 of the book "Microeconomics" by Pindyck & Rubinfeld. | |||||
| 363-0586-00L | International Economics: Theory of New Trade and Multinational Firms | W | 3 credits | 2V | P. Egger, K. M. K. Erhardt | |
| Abstract | The primary goal of the course is to familiarize students with recent work in international economics. | |||||
| Learning objective | The primary goal of the course is to familiarize students with recent work in international economics. While traditional text books are largely concerned with models where production cost differences between countries (through differences in factor productivity or in relative factor endowments) are the main source of gains from trade, I will assume that students are familiar with these concepts and only briefly touch on them. The focus will be on models where the main reason for trade are consumer preferences and their love of variety and its major impediments are transport costs. Covering models of trade only, of trade and multinational firms, and of factor mobility and agglomeration, students will get a good overview of key contributions in international economics within the last quarter of a century. | |||||
| Literature | Copies of the original articles and relevant chapters of books will be made available to participants of the course. | |||||
| 363-0768-00L | Lecture Cycle ETH and UZH: Logistics Management | W | 3 credits | 2V | T. Netland, H. Dietl | |
| Abstract | To show potentials for an efficient, flexible and rapid processing of material and information flows. | |||||
| Learning objective | To show potentials for an efficient, felxible and rapid processing of material and information flows. | |||||
| Content | New approaches and integral concepts to optimize business processes. Projects in industry, engineering tools | |||||
| Lecture notes | Am Ende der Vorlesungsreihe werden Präsentationsunterlagen abgegeben. | |||||
| 363-0792-00L | Knowledge Management Number of participants limited to 48. | W | 1 credit | 2G | P. Wolf | |
| Abstract | The course introduces theoretical concepts of Knowledge Management from the perspective of two different social sciences: Organization Studies/Management and Sociology. Common Knowledge Management approaches, methods and tools will be presented, and the participants will have the opportunity to test some of them. | |||||
| Learning objective | The efficient management of knowledge as a resource of an organization is considered to be a major source of competitive advantage. The course aims at - introducing participants to the most common knowledge management theories, - raising their awareness on opportunities and barriers to attempts of managing knowledge in organizations - drawing a realistic picture of what can be achieved by managers in the frame of knowledge management initatives by what means and approaches. | |||||
| Content | The course is building on a systemic-constructionist perspective of knowledge. From this perspective, knowledge is understood as co-constructed by people in interactions. Such a theoretic perspective looks at systemic (organizational) structures and the interplay between individuals and these structures in processes of knowledge generation and transformation. Next to an introduction into knowledge management theories, the course will also present participants with knowledge management approaches and tools. | |||||
| Lecture notes | None. Participants will be provided with slides before the course. | |||||
| Literature | Relevant literature (3-5 articles) will be send to the students at least four weeks before the course. | |||||
| Prerequisites / Notice | There will be a term work assignment - reports to be handed in in the second half of May. Students will work on an own KM case study. | |||||
| 363-0887-00L | Management Research Participation in both sessions and completion of all assignments is required to receive the credit. This course requires preparation time and completion of an assignment before the first course day. Please check the Moodle course page for more information. | W | 1 credit | 1S | N. Geilinger | |
| Abstract | This course teaches students about the basic principles of scientific work in the field of management research. | |||||
| Learning objective | This course is for students who write their master’s thesis at the Department of Management, Technology, and Economics. You will acquire the foundations for good empirical management research. The successful completion of the course will help you to improve the quality of your thesis. Specifically, you will be able to: • Evaluate the strengths and weaknesses of published research in academic management journals • Find and select appropriate literature and research streams • Formulate interesting and relevant research questions and problem statements • Design your empirical research study and select a methodology (specific research methods and techniques are not discussed in this course) • Plan your thesis project and write a thesis proposal Finally, the goal of this course is to motivate you to take full advantage of the opportunity to study a management topic of your interest, and enjoy writing your thesis. | |||||
| Content | This course teaches students about the basic principles of scientific work in the field of management research. It is an introduction into the fascinating field of research. The course shows the power of theory and literature, helps formulating intriguing research questions, provides an overview of research designs, and gives hints on how to derive insightful conclusions out of results. The goal is to motivate students to find and read research papers relevant to their field, develop an own thesis proposal and write a high-quality thesis. The course is designed with two main groups of students in mind: first, those writing their master's thesis at the Chair of Strategic Management and Innovation, and second, other MTEC students writing their master's thesis in the field of management. For both groups, the focal issues of this course will arise frequently during their journey of writing their thesis. We will provide some specific content which might not be applicable for students writing their thesis at other MTEC chairs, but the main part should be relevant for all students. | |||||
| Prerequisites / Notice | The course is given once every semester and takes place during two separate days. Attendance on both days and completion of all assignments is required to successfully complete the course. The course is mandatory for MSc students and recommended for MAS students who write their thesis at the Chair of Strategic Management and Innovation (SMI). | |||||
| 851-0708-00L | Introduction to Law Introduction to Law as GESS Compulsory Elective Course: Students who have attended or will attend the lecture "Introduction to Law for Architecture" (851-0703-01L), "Introduction to Law for Civil Engineering" (851-0703-03L) or " Introduction to Law" (851-0703-00) , cannot register for this course unit. Particularly suitable for students of D-HEST, D-MAVT, D-MATL, D-USYS. | W | 2 credits | 2V | A. Stremitzer | |
| Abstract | This class introduces students to basic features of the legal system. Questions of constitutional and administrative law, contract law, tort law, corporate law, intellectual property law, as well as procedural law are covered. | |||||
| Learning objective | Introduction to fundamental questions of public and private law which serves as a foundation for more advanced law classes. | |||||
| Content | 1. Öffentliches Recht Staatsrecht: Funktion und Quellen des Rechts, Aufbau und Organisation des Staates, Grundrechte, Grundzüge des Völker- und Europarechts. Verwaltungsrecht: Verwaltungsverhältnis, Verfügung, Verwaltungsorganisation, Durchsetzung des Verwaltungsrechts, Verwaltungsverfahrensrecht, Grundzüge des Polizei-, Umwelt- und Raumplanungsrechts. 2. Privatrecht Vertragsrecht: Vertragsfreiheit, Vertragsentstehung, -erfüllung und -verletzung, Grundzüge des Kauf- und Mietvertrags. Haftungsrecht: Verschuldenshaftung und Kausalhaftung, Beschränkung der Haftung. Grundzüge des Gesellschafts,- Immaterialgüter- und Zivilprozessrechts. | |||||
| Lecture notes | Auf der Moodle-Plattform verfügbar. | |||||
| Literature | Weiterführende Informationen sind auf der Moodle-Lernumgebung zur Vorlesung erhältlich (s. http://www.ip.ethz.ch/education/grundzuege). | |||||
| 363-1029-00L | Sustainability & Financial Markets Limited number of participants. Credit points will awarded for attending all course days. Prerequisites: Basic understanding of corporate sustainability (see lecture Prof. Hoffmann, autumn semester) and interest in financial markets and investments. | W | 2 credits | 2G | T. O. Busch | |
| Abstract | Sustainable investments are becoming increasingly prominent while at the same time current business practices reach beyond ecological limits. Are sustainable investments a myth? Clearly not; however, sustainable investment practices still have to move on. This lecture is focused on the related challenges and discusses ways how the field of sustainable investments could become more effective. | |||||
| Learning objective | Sustainable investments are becoming increasingly prominent while at the same time the market reality remains unchanged despite evidence that current business practices reach beyond ecological limits and are in breach of both the inter-generational and intra-generational equity. Are sustainable investments a myth? Clearly not - capital markets could indeed play a central role in overcoming this dilemma. However, sustainable investment practices still have to move on for effectively incorporating and promoting sustainability. For this to occur, two central challenges need to be addressed: In order to improve the authenticity of data, it is important to make clear what environmental, social, and governance (ESG) related data is actually measuring. This, in turn, will contribute to ensuring that investors gain trust in ESG-criteria and investments. In order to overcome the prevailing focus on short-term profit maximization, it is necessary to put more emphasis on a systems-perspective. This, in turn, will help investors to move on from having a too narrow ceteris paribus perspective towards addressing risks and opportunities within changing ecological and human-social systems. The learning objectives of this lecture is to understand these two challenges in detail and discusses ways how the field of sustainable investments could move ahead. | |||||
| Content | Day 1 & 2: Introduction (basic Introduction to theme "Sustainability & Financial Markets"); several Lectures (covering diverse concepts, theories, and practitioner perspectives; case studies); and assignment of topics to students Day 3 & 4: Presentations (students will present their topics in class) & Discussions | |||||
| Prerequisites / Notice | Number of participants: max. 20 persons. First come first severed by order of enrollment in myStudies. Credit points will awarded for attending all course days. Requirements for this course: Basic understanding of corporate sustainability (see lecture Prof. Hoffmann, fall term) and general interest in financial markets and investments. Students will be noticed about their successful registration at the beginning of the semester. | |||||
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