Due to continued travel restrictions to and from China, the Global 3 program has been suspended for the 2023-24 academic year. Updates on admissions for future years will be posted as soon as circumstances permit.
M.S. in Global Commerce
The 40-credit-hour curriculum includes an integrative selection of coursework taken at all three schools.
Corporate governance concerns the relationship between managers and a firm’s other stakeholder groups, including shareholders, employees, and the larger community. This course explores fundamental theories of corporate governance and how governance practices differ across countries. We discuss how globalization is driving changes in governance and examine different perspectives on what practices are best for international organizations.
This course seeks to develop students’ ability to respond to complex leadership challenges in a global context. Through experiential learning, students will be better prepared to influence the strategic direction of their organizations. Topics include understanding the role of strategic leaders, crafting organizational narratives, managing cultures, guiding change, balancing stakeholder expectations, and managing organizational threats.
This course aims to provide students with a managerial toolkit of analytical skills while also demonstrating the wide range of global managerial situations in which quantitative analysis and business analytics are necessary and relevant. Through case studies and use of current analytical tools, students will gain experience in solving business problems, supporting decision making, and communicating analytical results.
This course focuses on researching and writing a thesis on a global business topic. Students will identify and defend a thesis topic, review significant literature, refine thesis research methodology, present thesis proposal ideas for class critique, revise and formally defend a thesis proposal, and begin initial research. The approved thesis proposal will launch research that culminates in a formal thesis defense in the spring session.
This course is a research-oriented class that examines how firms can leverage customer analytics to create, manage, and grow brands. The class provides students with a strategic framework and analytical tools to develop and execute data-driven strategies that enhance customer engagement and loyalty. Through lectures, analysis workshops, class exercises, and team projects, the course investigates the art and science of delivering customer value.
This course combines relevant classroom discussions, executive presentations, and a study trip to explore the interrelationships between business, politics, and economic development in the United States. We use texts and documentary films to explore the history of American business and to analyze the factors that have shaped the current institutional environment.
This course leads students to investigate key operational issues in managing global operations and supply chains. It delivers the latest theories, principles, and methods of modern operations management and global supply chain management. The course relies on case discussions, lectures, readings, and assignments. The principal pedagogy for this course is instructor-led group discussion of the results of analyses performed by students.
This course explores the process of consumer decision making and its determinants, and the resulting implications for marketing strategy. Concepts and theories covered in this course are essential for consumer analysis and development of effective marketing strategies. In addition, the course develops understanding of consumer behavior by exploring theoretical concepts borrowed from fields such as psychology, sociology, and economics.
This course aims to provide today’s non-financial managers with sufficient understanding of fundamental concepts and tools of financial management in international settings to be effective global managers. The course reviews the institutional use and valuation of financial instruments such as currency futures, currency options, and swaps. We discuss hedging against exchange rate risk. The course uses a highly applied orientation.
This course examines the business context of China, including Taiwan and Hong Kong. This course follows the “Doing Business: U.S.” course and precedes the “Doing Business: EU” course.
This course seeks to familiarize students with concepts and models relevant to innovators and entrepreneurs. The course focuses on key aspects of the entrepreneurial process. It also seeks to prepare students to lead an innovative company beyond the scope of a startup, and to understand processes of corporate entrepreneurship, including those in large multinational firms. The course explores how to identify innovation while managing uncertainty.
The objective of the course is to present the students with some tools and methodologies to understand, interpret, and manage sustainability in a corporate setting. Different companies refer to sustainability management using different terms, such as CSR, compliance, social impact, or shared value among others, but for our purposes these are all synonymous.
This course is designed to give students an introduction to the complex world of strategic alliances, seen as an integrated process rather than watertight compartments of finance, business policy, and human resources. By the end of the course, students should have grasped the complexity of such alliances, the risks they entail, and ways to increase critical success factors.
This course aims to provide students with experience and top management vision, while validating and assessing the necessity of proven business management tools. The course provides the experience of managing an organization in a rapidly moving, competitive environment. The business simulation is an interactive experience integrating business administration’s and strategic management’s most relevant concepts.
This course involves the research and completion of a written thesis on an approved global business topic and culminates in a formal thesis defense.
This course builds on the "Strategic Leadership" course offered in the fall. It draws on insights from psychology and behavioral economics to explore negotiations and conflict management in organizational settings. The course’s interactive format develops students’ ability to negotiate strategically for individual and organizational success and to handle conflict effectively in cross-cultural contexts.
This course covers the global non-market environment of the internationalized firm, with a special focus on Europe. First, we cover the geopolitical dynamics as the overarching trends in a globalized economy. We then cover the European economy. The European Union, its politics, and institutions are introduced before focusing on lobbying at the EU level. This course is provides an introduction to non-market strategy at an international level.