courses' syllabus 2021 - unisabana.edu.co

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Publicação: 11/2020

Insper Instituto de Ensino e Pesquisa

Portaria MEC nº 915, de 06/07/2012, D.O.U. 09/07/2012

Courses’ Syllabus 2021 | 1° Semester (January – July)

Academic Support

November/2020


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ÍNDICE

ADVANCED MANUFACTURING PROCESSES ..................................................... 4

ADVANCED ORGANIZATIONAL ANALYSIS: PAST, PRESENT, AND

FUTURE ......................................................................................................................... 5

ADVANCED TOPICS IN VALUATION ................................................................... 7

ANALYSIS OF THE ECONOMIC ENVIRONMENT I ........................................... 9

COLLABORATIVE ROBOT PROGRAMMING ..................................................... 11

CROSS-CULTURAL MANAGEMENT ..................................................................... 13

DESIGN THINKING ................................................................................................. 15

DIGITAL MARKETING ............................................................................................ 17

FAMILY BUSINESS ................................................................................................. 19

FINANCIAL TECHNOLOGIES ............................................................................... 20

GLOBAL CITIES ........................................................................................................ 22

GLOBALIZATION AND SUSTAINABILITY ....................................................... 24

INCOME DISTRIBUTION AND PUBLIC POLICY ............................................ 26

MARKETING METRICS AND DATA MARKETING ........................................... 28

MONEY, BANKING, DERIVATIVES AND FUTURES MARKETS .................. 30

ORGANIZING THE CROWD .................................................................................. 32

PRIVATE EQUITY AND VENTURE CAPITAL .................................................... 34

START-UP VALUATION AND FINANCING ....................................................... 36

TECHNOLOGY VENTURES: INSIGHTS FROM TECHNICAL CHANGE AND

INNOVATION ............................................................................................................ 38

VALUE CHAIN AND BUSINESS ECOSYSTEMS MANAGEMENT .................. 39

WORK TEAMS FOR SOCIAL INNOVATION ..................................................... 41

SUSTAINABLE SUPPLY CHAINS FOR SOCIAL BUSINESS (ONLY FOR

MASTERS’ STUDENTS) .......................................................................................... 43


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INNOVATION POLICY FOR GROWTH: CONCEPTS AND PRACTICE

(ONLY FOR MASTERS’ STUDENTS) ................................................................... 46

STRATEGIC MANAGEMENT II (ONLY FOR MASTERS’ STUDENTS) ........ 48


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ADVANCED MANUFACTURING PROCESSES Professor: Alex Camilli Bottene Course Load: 80 horas https://youtu.be/rm_LvROqH_0 Summary:


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ADVANCED ORGANIZATIONAL ANALYSIS: PAST, PRESENT, AND FUTURE Professor: Bruno Varella Miranda

Course Load: 80 hours

Summary: The nature of the market and the firm: the firm as a “nexus of contracts” and beyond. Behavioral assumptions and human action: rationality and bounded rationality(ies). The role of institutions in explaining economic performance: what do we mean by saying that “institutions matter”? Transaction costs and organizational choice: is it all about the “holdup” problem? Principal-agent theory in a world of organizational diversity. The tragedy and the governance of the “commons”: organizational design and environmental sustainability. Governance of international organizations. Objective: This course builds on the theoretical foundations established in Organizational Strategy. Moreover, it expands the repertoire of tools available for the analysis of institutions and organizations. By the end of the semester, students are expected to be able to apply advanced theoretical tools to solve problems related to diverse types of organizations at the national and international levels – e.g., firms, non-governmental organizations, cooperatives, public bureaucracies, and international organizations. Students will be incentivized to identify clear questions and organize their arguments in critical essays and presentations that will connect the discussed theories with contemporary and past organizational problems observed in the real world. Program Content:

1. The nature of the firm: what we know and what is missing. 2. Can we extend our understanding of organizational problems in a corporate context to the resolution of problems in other types of organization? 3. How do institutional rules affect economic action and performance in a world of organizational diversity? 4. How does organizational analysis help us to tackle complex international problems? Basic Bibliography: Books: 1. FURUBOTN, E. & RICHTER, R. Institutions and Economic Theory: The Contribution of the New Institutional Economics. Ann Arbor: University of Michigan Press, 1997. 2. GIBBONS, R. & ROBERTS, J. (eds.) Handbook of Organizational Economics. Princeton: Princeton University Press, 2011. 3. HAWKINS, D., LAKE, D., NIELSON, D. & TIERNEY, J. (eds.) Delegation and Agency in International Organizations. Cambridge: Cambridge University Press, 2006. Articles: 1. GIBBONS, R. (2012). “Four Formal(izable) Theories of the Firm?”. Journal of Economic Behavior & Organization, v. 58, n. 2, p. 200-245. https://doi.org/10.1016/j.jebo.2004.09.010. Complementary Bibliography Books: 1. BRICKLEY, J., SMITH, C & ZIMMERMAN, J. Managerial Economics and Organizational Architecture. Nova Iorque: McGraw-Hill Education, 2015. 2. GRANDORI, A. (ed.) Handbook of Economic Organization: Integrating Economic and Organization Theory. Cheltenham: Edward Elgar, 2013.


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3. MILGROM, P. & ROBERTS, J. Economics, Organization, and Management. Englewood Cliffs: Prentice-Hall, 1992. 4. OSTROM, Elinor. Governing the Commons: The Evolution of Institutions for Collective Action. Cambridge: Cambridge University Press, 1990. 5. WILLIAMSON, Oliver. The Economic Institutions of Capitalism. New York: Free Press, 1985. Articles: 1. HOLMSTROM, B. (2017). “Pay for Performance and Beyond”. American Economic Review, v. 107, n 7, p. 1753-1777. https://doi.org/10.1257/aer.107.7.1753


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ADVANCED TOPICS IN VALUATION Professor: Rodrigo Takashi Okimura


Summary: The course is designed to cover advanced topics of corporate finance and firm and equity valuation from a conceptual and practical framework. Discounted cash flow models and relative valuation are used in standard cases (public companies) and specific cases (private companies, start-up, distressed companies, etc.). Finance theory is introduced in this course with application and integration of finance, business strategy and accounting concepts to valuation of companies. Objective: The main objectives of this course are (students shall be able to): - apply different valuation approaches as FCFF, FCFE, DDM and relative valuation to estimate firm and equity value; - identify which technique best fits each case, outlining benefits and disadvantages of each situation; - analyze a company's financial performance and extract information from the financial statements to make projections and estimates; - identify and analyze value drivers and relate these drivers to the valuation process; - conduct a practical valuation of a company, in collaboration with other students, and produce a written report and an oral presentation. Program Content:

1. Introduction and approaches to valuation 2. Financial statements analysis and valuation 3. Cash flow, growth and terminal value determinants 4. Cost of equity, cost of debt and weighted average cost of capital (WACC) 5. Discounted cash flow valuation models: free cash flow to equity model, free cash flow

to firm model and dividend discount model 6. Relative valuation: earnings, book value, revenue and sector specific multiples 7. Acquisitions and Takeovers: value of synergies and control 8. Valuation of start-up firms: private equity method, scoreboard 9. Valuation of private firms: size premium, value of transparency, total beta 10. Valuation of distressed firms: financial difficulties, bankruptcy costs, liquidation value

Basic Bibliography Books: DAMODARAN, A. Investment Valuation: Tools and Techniques for Determining the Value of Any Asset, 2nd edition, New York, John Wiley & Sons, 2002. COPELAND, T., KOLLER, T., MURRIN, J. Avaliação de Empresas Valuation – Calculando e gerenciando o valor das empresas, 3.a ed. São Paulo: Makron Books, 2002. (see C2 for this reference in English) DAMODARAN, A. Finanças corporativas: teoria e prática, 2.a ed. Porto Alegre: Bookman, 2004. (Damodaran, A. Corporate Finance: theory and practice, 2nd ed., Wiley, 2001) Articles: DASS, M.; Kumar, P.. Bringing product and consumer ecosystem to the strategic front.. Business horizons. , v. 57 , p. 225-234 , 2014. ; Disponível em: https://ac.els-cdn.com/S0007681313001870/1-s2.0-S0007681313001870-main.pdf?_tid=d51de126-


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3b00-4abf-94dedd7bf83de058&acdnat=1535569103_1630bcc297b11690c1663de4224ac03d . Acesso em: 27 fev 2020. Complementary Bibliography Books: DAMODARAN, A., Avaliação de Empresas, 2ª ed., Pearson Prentice Hall, 2007. KOLLER, T., GOEDHART, M., WESSELS, D. Valuation. 4th edition, John Wiley & Sons, 2005. RAPPAPORT, A. Creating Shareholder Value: A Guide for Managers and Investors; Ed. New York Free Press, 2nd ed., 1998. BENNINGA, S., SARIG, O. H. Corporate finance: a valuation approach. New York: McGraw-Hill, 1997. TITIMAN, S., MARTIN, J. D. Valuation: the art and science of corporate investment decisions, 2nd ed., Boston: Prentice Hall, 2011. Article: KUMAR, P.; KUMAR,S.; DASS, M.. From competitive advantage to nodal advantage: ecosystem structure and the new five forces that affect prosperity.. Business horizons. , v. 58 , n. 4 , p. 469-481 , 2015. ; Disponível em: https://www.sciencedirect.com/science/article/pii/S0007681315000403?via%3Dihub.. Acesso em: 27 fev 2020. HARSEN, M.T.; BIRKINSHAW, J..The Innovation value chain. HBR Spotlight. Harvard business review. , v. 85 , n. 6 , p. 121-130 , 2007. ; Disponível em: http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=0&sid=96f9cc49-b8c0-4d52-ac71- 97bf197148f8%40sessionmgr4010. Acesso em: 27 fev 2020


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ANALYSIS OF THE ECONOMIC ENVIRONMENT I Professor: João Luiz Mascolo Course Load: 80 hours Summary: This course is designed for students interested in Macroeconomics or those who are willing to learn but have not the opportunity yet. In part, for this reason the course balances the theoretical aspects with the more empirical ones. Students must be acquainted with the leading newspapers and blog in the world. Likewise, students should also follow the debate on the theoretical field. Among the topics discussed in this course one can find the following ones: monetary policy, quantitative easing, relationship between economic policy and the behavior of the main macro variables, leading and lagging indicators, fiscal policy, the external sector, growth forecast. Objective: Discuss and debate the ongoing problems in the macroeconomic scenario in Brazil and in the key countries like: Japan, US, UK, Australia, New Zealand, Canada, Japan and China. The idea is to put together the previous theoretical framework that students learn in the early Macro and International Economics course with a real world approach. With that in mind, the course has two goals: one is to offer a crash course in economics and the second, and more broad, idea is to prepare students for the demands of the upcoming job market. Program Content: • Level of Activity: the real side of the economy. • Employment and Income. • Inflation and Monetary Policy • Public Finance and Fiscal Policy. • External Sector and the World Economy.

Basic Bibliography Books: Mishkin, Frederick. , The Economics of Money, Banking and Financial Markets, 8ª ed., Pearson - Prentice Hall, 2010 BLANCHARD, Olivier., Macroeconomia, 4ª ed., Pearson - Prentice Hall, 2010 Krugman, Paul & Maurice Obstfeld, International economics, 8ª ed., Prentice Hall, 2008. Articles: Tomas Sargent & Neil Wallace.Some Unpleasant Monetarist Arithmetics.Federal Reserve Bank of Minneapolis;Quarterly Review/Fall . , 1981 Complementary Bibliography Books: ANDREW B. ABEL, MACROECONOMIA - 6º EDICAO, 6ª ed., PEB - PEARSON (NACIONAL), 2008 Bain, K. & Howells P. , Monetary economics, 2ª ed., MacMillan, 2009 CHAMP, Bruce; FREEMAN, Scott., Modeling Monetary Economies, 2ª ed., Cambridge University Press, 2001 SARGENT, Thomas J.,, Dynamic Macroeconomic Theory, ª ed., Harvard University Press, 1987 SACHS, Jeffrey D.; LARRAIN B., Felipe., Macroeconomia, 11ª ed., , 1998


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Articles:

Finn E. Kydland and Edward C. Prescott. Rules rather than Discretion :The Inconsistency of optimal plans. Journal of Political Economy. , v. 85 , n. 3 , p. 473-491 , 1977.


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COLLABORATIVE ROBOT PROGRAMMING Professor: Lie Pablo Grala Pinto Course Load: 80 hours Summary: The application of robotics, once restricted to manufacturing, has unfolded into many different fields, including healthcare, agriculture, domestic tasks, entertainment, and other robotic services. Recent advances in robotic manipulators had achieved the level of human cooperation, giving rise of the collaborative robots, known as cobots. This new class of robots allows an easy, intuitive, and practical learning environment in professional industrial robots, without extensive prior technical knowledge and, most importantly, with very little risk. This course is based on self-learning activities, set up as a sequence of micro challenges or exercises, with little theory and slowly increasing difficulty as hands on practice on the Universal Robots – UR5. Objective: 1. Identify, formulate, and solve common programming tasks in collaborative robotic manipulators; 2. Work effectively in a team, providing leadership, cooperation, establishing goals, planning tasks, and meeting objectives; 3. Acquire and apply new knowledge as needed, using appropriate learning strategies while programming collaborative robots. Program Content: 1. Main applications of robotics, perspectives and impact of robotic on the society; 2. Cobot parts, safety and robot interaction with the environment; 3. Setting a robot program, points and type of trajectories; 4. 3D Position and rotations, displacements and orientation; 5. Force, torque, speed and acceleration; 6. Main commands and functions, programming loops, variables; 7. Programming structures, timing, events and threads; 8. Reference frames, position variables and operations with positions; 9. Offline programming, communication and I/O. Basic Bibliography Books: 1. CORKE, P. , Robotics, Vision and Control, fundamental algorithms in matlab, 2a ed., Springer, 2017 2. Universal Robots. User Manual, UR10/CB3 Original instructions (en). URL: https://www.universal-robots.com/download/ v. 3.1 (rev. 17782) 3. Universal Robots. PolyScope Manual, UR10/CB3 Original instructions (en). URL: https://www.universal-robots.com/download/ v. 3.10 Articles: 1. World Robotics. Industrial Robots (2019). IFR – International Federation of Robotics. 2. World Robotics. Service Robots (2019). IFR – International Federation of Robotics. 3. Chang, G. A., and W. L. Stone. "An effective learning approach for industrial robot programming." ASEE Annual Conference and Exposition, Atlanta, US. 2013 Complementary Bibliography Books 1. Universal Robots. The URScript Programming Language. URL: https://www.universal-robots.com/download/ v. 3.10. May 31, 2019


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2. CRAIG, J. , Introduction to Robotics, Mechanics and Control, 4a ed., Pearson, 2017 3. Standard IS. ISO/TS 15066: 2016 Robots and robotic devices-collaborative robots. 4. NEWMAN, W., A Systematic Approach to Learning Robot Programming with ROS, 1a ed., Press, 2017 5. Wallén, Johanna. The history of the industrial robot. Linköping University Electronic Press, 2008. Articles: 1. Lapham, John. "RobotScript™: the introduction of a universal robot programming language." Industrial Robot: An International Journal (1999). 2. Chiriatti, Giorgia, Giacomo Palmieri, and Matteo Claudio Palpacelli. "A framework for the study of human-robot collaboration in rehabilitation practices." International Conference on Robotics in Alpe-Adria Danube Region. Springer, Cham, 2020. 3. Afsari, Kereshmeh, et al. "Applications of Collaborative Industrial Robots in Building Construction." 54th ASC Annual International Conference Proceedings. 2018. 4. Röhrig, Christof, et al. "Mobile Manipulation for Human-Robot Collaboration in Intralogistics." IAENG Transactions on Engineering Sciences-Special Issue for the International Association of Engineers Conferences 2019. Vol. 24. World Scientific, 2019.


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CROSS-CULTURAL MANAGEMENT Professor: Ana Diniz

Course Load: 40 hours Summary: Culture and corporate culture; cultural intelligence; introduction to international management, CAGE distance framework, organization of MNE activity; dimensions of national culture, Trompenaars' model of national culture differences; managing diversity, stereotyping, prejudice, and discrimination; communicating, negotiating, building trust and resolving conflicts across cultures; working with multicultural groups; expatriates, expatriate adjustment. Objective: In an interconnected world, it is not companies that go abroad, it is their people. These people are already overwhelmed with tasks and now they need to interact with other individuals with different cultures. These situations can cause stress, misunderstandings and/or frictions. Besides this, not all of us are good at working effectively in different cultural settings. In order to be successful, what are the aspects that need special attention? Why are they important? How can difficult cross-cultural situations be handled? These are some of the questions that we intend to discuss during this course. At the end of it, we hope that our participants will be better prepared for future work assignments abroad. Program Content: • Culture and corporate culture • Cultural intelligence • International management: an introduction • Dimensions of national culture • Managing diversity • Cross-cultural communication • Global teams and conflict resolution • Challenges of expatriation process Basic Bibliography Books: HOFSTEDE, G.; HOFSTEDE, G. J.; MINKOV, M., Cultures and Organizations: Software of the Mind., 3ª ed., McGraw-Hill, 2010 TROMPENAARS, F.; HAMPDEN-TURNER, C., Riding the Waves of Culture: Understanding Diversity in Global Business., 3ª ed., McGraw-Hill Education, 2012 THOMAS, D. C.; PETERSON, M. F., Cross-Cultural Management: Essential Concepts, 3ª ed., SAGE Publications, 2015 Articles: KIRKMAN, B. L.; LOWE, K. B.; GIBSON, C. B.. A quarter century of culture's consequences: a review of empirical research incorporating Hofstede's cultural values framework.. Journal of international business studies. , v. 37 , n. 3 , p. 285-320 , 2006. Complementary Bibliography Books: MOLINKSY, A., Global Dexterity: How to Adapt Your Behavior Across Cultures without Losing Yourself in the Process, ª ed., Harvard Business Review Press, 2013 THOMAS, D. C.; INKSON, K., Cultural Intelligence: People Skills for Global Business, 2ª ed., Berrett-Koehler Publishers, 2009


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REYNOLDS, S.; VALENTINE, D.; MUNTER, M. M,, Guide to Cross- Cultural Communications, 2ª ed., Prentice Hall, 2010 LEWIS, R. D., When Culture Collide: Leading Across Cultures, 3ª ed., McGraw-Hill Education, 2010 HOUSE, R. J. et al., Strategic Leadership Across Cultures: GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries., 1ª ed., SAGE Publications, 2013 Articles: JAVIDAN, M. et al. . Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches. Journal of international business studies. , v. 37 , n. 6 , p. 897-914 , 2006. ADLER, N. J.. Cross-cultural management research: the ostrich and the trend.. Academy of management review, . , v. 8 , n. 2 , p. 226-232 , 1983.


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DESIGN THINKING Professor: Edgard Charles Stuber Course Load: 80 hours Summary: The ability to identify and solve problems is the initial part of the innovation process, which is accomplished when the solutions found are implemented, generating value for the stakeholders involved. This hands-on discipline uses PBL (Problem Based Learning) with theory and practice of design thinking, a human-centered approach to innovation that combines the needs of people, the possibilities of technology, and the requirements for business success. Students will use creative tools to gather inspiration, generate ideas, make them tangible, and tell stories. Thus, participants will learn and practice the design thinking method to expand creativity, to gain insights more connected to the real needs of people, and to materialize ideas through prototyping (for products, services or spaces). The theoretical part will be based on recent articles, videos and cases about design thinking and the practical part will be based on real field projects conducted in groups. Objective: At the end of the course, students will be able to:

• Identify and generate alternatives to solve contemporary problems. • Use collaborative techniques and tools to analyze and synthesize the data collected in

the field • Conduct rapid experiments addressing problem-solving as a learning process

Program Content: • Deep understanding of the customer needs to solve complex problems the post pandemic phase will impose on the market • Innovation as a driver to generate value in market economy • New business models • Human Centered Design: Research, Sense Making, Ideation and Test • Design Thinking tools - interviewing, observing, data analysis and synthesis to generate insights, opportunities, ideation, idea presentation, collaboration, prototyping and validation, storytelling; • Field project: identification of an opportunity, proposal of a creative solution, prototyping, storytelling and validation; Basic Bibliography Books: PINE, J. and GILMORE, J. The Experience Economy. Harvard Business Press, 1999. 9781422161975 KUMAR, V., 101 Design Methods: A Structured Approach for Driving Innovation in Your Organization. 1ª ed., Wiley & Sons, 2013

9781118083468 MARTIN, R. The Design of Business: Why Design Thinking is the next competitive advantage. Boston: Harvard Business Press, 2009 9781422177808 Complementary Bibliography Books: BROWN, T. Design Thinking. Harvard Business Review, 2008. 9788550801346


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MARTIN, R. The opposable mind. Boston: Harvard Business School Publishing, 2009. 9781422139776 OSTERWALDER, A.; PIGNEUR, Y. Business Model Generation. NJ: John Wiley e Sons, 2010. MARTIN B.; HANINGTON B. Universal Methods of Design. MA: Rockport Publihers, 2012

9781592537563 OSTEWALDER, Alexander; PIGNEUR, Yves; BERNARDA, Greg; SMITH, Alan. Value Proposition Design: How to Create Products and Services Customers Want, 1a ed., Wiley, 2014 Articles: BECKMAN, S.; BARRY, M. Innovation as a Learning Process: Embedding Design Thinking. [S.l.]: California Management Review, 2007. LIEDTKA, J. Learning to use design thinking tools for successful innovation. Strategy & Leadership . , v. 39 , n. 5 , p. 13-19 , 2011. BROWN, T.; WYATT, J. Design Thinking for Social Innovation. In: Stanford Social Innovation Review, 2010.


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DIGITAL MARKETING Professor: Farah Diba Mary Anni Abrantes Braga Course Load: 80 hours Summary: Technology has changed the ways firms engage in communications and rapport with consumers. For many years, companies and brands have relied on one-way tools to connect with clients. The advent and widespread of mobile phones and personal computers have enabled shared communication, which has opened up a new era where interactions, information, and dialogue with customers are critical for business success. Social media, mobile technology, and new monitoring tools have allowed new targeting and referral strategies. In that sense, digital marketing is how organizations deploy digital tools, data, channels, and techniques to produce value for their customers.

Objective: This course introduces a paradigm of dynamically and directly interacting with customers through digital means by providing a framework and tools for managing and analyzing an organization’s virtual presence for marketing purposes. It applies concepts of digital marketing in practice through applicable projects and assignments. By the end of the course participants should be able to apply the knowledge of marketing theories, the digital marketing framework and tools:

• To evaluate (audit) an organization’s current digital marketing strategy and tools. • To evaluate, formulate and communicate practical solutions to commonly faced digital

marketing problems across industries. • To develop a digital marketing strategy recommending marketing actions and how to

measure the results. The course will use reading materials, case discussions, tutorial, in-class examples, and exercises as means to apply the principles learned in the lectures and readings to real-world marketing problems. The emphasis of the course will not be on memorizing marketing facts and vocabulary, but rather on systematic critical thinking, reasoned application of underlying principles, and strong quantitative and conceptual analyses.

In this course you will play on a Harvard Multimedia Tutorial on Digital Marketing, Social Media, and Mobile Marketing where you will get an introduction to key concepts in digital marketing, social media and mobile marketing. Through the multimedia, you will be presented through Maria and her journey through the different digital marketing channels while looking

for a hotel in India. Program Content: These topics are subject to change. Initial plans are to cover the following:

1. The context of the digital society: The fourth revolution and the digital landscape. 2. Marketing 4.0 – from traditional to digital (the connected consumer; the paradox; the

4 C’s: segmentation; targeting; pricing; product development in the digital era; the consumer journey in the digital era).

3. Digital marketing framework: concept; outbound and inbound marketing.


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4. Social Media and Social Media Marketing. 5. Digital advertising and promotion: Search advertising (paid search, display, SEO). 6. Digital marketing metrics (analytics and reporting)

Basic Bibliography Books: SIMON, K. , Digital Marketing Strategy: An Integrated Approach to Online Marketing., 1ª ed., Kogan Page Limited, 2016 ROBERTS, M.L.; ZAHAY, D. , Internet marketing, integrating online and offline strategies, 3ª ed., Cencage learning, 2016 FARRIS, Paul W.; BENDLE, Neil T.; PFEIFER, Phillip E.; REIBSTEIN, David J., Marketing metrics: 50 + metrics every executive should master, ª ed., Wharton School Publishing, 2007 Complementary Bibliography Books: SHIH, Clara Chung-wai, The Facebook era: tapping online social networks to market, sell and innovate, 2ª ed., Prentice Hall,2011 TAPSCOTT, Don; WILLIAMS, Anthony D. , Wikinomics: how mass collaboration changes everything, ª ed., Portfolio, 2007 STONE, Bob; JACOBS, Ron., Successful direct marketing methods: interative, database, and customer-based marketing for digital age, ª ed., Mc Graw Hill, 2008 WUYTS, Stefan; DEKIMPE, Marnik G.; GIJSBRECHTS, Els; PIETERS, Rik (Ed.)., The connected customer: the changing nature of consumer and business markets, ª ed., N.Y.: Routledge, 2010 MOHAMMED, Rafi A., Internet marketing: building advantage in the networked economy, 2ª ed., McGraw-Hill/Irwin , 2004


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FAMILY BUSINESS Professor: Patricia da Cunha Tavares

Course Load: 80 hours Summary: Family Businesses are the most common type of enterprise in the world and perhaps the most complex. Also, family firms drive economies and employment around the globe. Understanding the major differences in structuring and managing a family enterprise is the main objective of this program. And, if you come from a business family, tools to assess each dimension will be used, making it a real hands-on experience. Attendance and preparation are mandatory, as well as the readings assigned for each topic. Objective: Understanding the essence of Business Families and Family Businesses; Strategy for the Firm and for the Family; Family Agreement and Governance; Succession and the new generations (Siblings, Cousins); Mediation and conflict management, Legacy and Values. Program Content: Essentials of Family Businesses and Business Families Preparation and Research (genogram and history) Long term Strategy and Sustainability– Family and Business Basics of Governance: Family Agreement and Shareholder Agreement Sibling generation Cousins generation Interference of Third Parties Preparation of Heirs– Values, Legacy and Philanthropy Preparing to deal with difficult issues Preparing to working a Family Business or Family Office (special topic) Basic Bibliography Books: Aronoff, C., Ward, J. ,Family Business Governance, ª ed., , 2011 Kets de Vries, M. ,Family Business on the couch: a Psychological Perspective, ª ed.,, 0 Ward, J. , Perpetuating the Family Business, ª ed., , 2004 Complementary Bibliography Books: Aronoff, C. ,Family Business Succession, ª ed., , 2011 Willians, R. , Preparing Heirs: Five Steps to a Successful Transition of Family Wealth and Values, ª ed., , 0 Hughes, J. Family Wealth ,–Keeping it in the Familiy: How Family Members and their Advisors preserve Human, Intellectual and Financial Assets for Generations, ª ed.,, Hilburt_Davis, J, Dyer W. , Consulting to Family Business, ª ed., , 2003 PFEFFER, J., Managing with Power, 1ª ed., Harvard BusinessSchool, 1992


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FINANCIAL TECHNOLOGIES Professor: Ahmed Khalid Sewaid


Summary: This course intends to provide an overview of financial technologies and the different aspects retaining to it. This includes knowledge on how financial technologies disrupted the financial sector, different forms of financial technologies, what do financial technologies bring to the table, data and privacy issues in financial technologies, modeling techniques, and policy implications. Objectives At the end of this course, the student should:

1. Understand the drivers for different Fintech solutions 2. Comprehend the dynamics and mechanisms behind different Fintechs 3. Have knowledge of essentials data science modeling techniques applied by Fintechs 4. Acknowledge limits and risks of Fintechs 5. Formulate implications for Fintechs, investors, and policymakers

Program Content: 1. Introduction to FinTechs 2. Blockchain 3. Cryptocurrencies 4. Mobile money 5. Robo-advising 6. Crowdfunding 7. Marketplace Lending 8. Machine Learning in FinTechs 9. Regulatory Environment and Future of Fintechs

Basic Bibliography Books: Burniske, C. and J. Tatar (2018). Cryptoassets: The Innovative Investor’s Guide to Bitcoin and Beyond (McGraw-Hill) Cumming, D. and L. Hornuf (2018). The Economics of Crowdfunding: Startups, Portals, and Investor Behavior (Palgrave Macmillan) Hill, J. (2018). Fintech and the Remaking of Financial Institutions (Elsevier)

Articles: Nakamoto, Satoshi. (2009). Bitcoin: A Peer-to-Peer Electronic Cash System. Cryptography Mailing list at https://metzdowd.com. Böhme, Rainer, Nicolas Christin, Benjamin Edelman, and Tyler Moore, Bitcoin: Economics, Technology, and Governance, Journal of Economic Perspectives, Volume 29 Issue 2, 2015, Pages 213-38. Andrew Urquhart, The inefficiency of Bitcoin, Economics Letters, Volume 148, 2016 Christian Fisch, Initial coin offerings (ICOs) to finance new ventures, Journal of Business Venturing, Volume 34, Issue 1, 2019, Pages 1-22 Francesco D’Acunto, Nagpurnanand Prabhala, Alberto G Rossi, The Promises and Pitfalls of Robo-Advising, The Review of Financial Studies, Volume 32, Issue 5, May 2019, Pages 1983–2020, Humoud Alsabah, Agostino Capponi, Octavio Ruiz Lacedelli, Matt Stern, Robo-Advising: Learning Investors’ Risk Preferences via Portfolio Choices, Journal of Financial Econometrics.

2020


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Ethan Mollick, The dynamics of crowdfunding: An exploratory study, Journal of Business Venturing, Volume 29, Issue 1, 2014

Complementary Bibliography Books: Chishti, S. and J. Barberis (2016). The FINTECH Book (Wiley) Narayanan, A., J. Bonneau, E. Felten, A. Miller, and S. Goldfeder (2016). Bitcoin and Cryptocurrency Technologies: A Comprehensive Introduction (Princeton University Press) Sironi, P. (2016). FinTech Innovation: From Robo-Advisors to Goal Based Investing and Gamification. Wiley de Prado, M. L. (2018). Advances in Financial Machine Learning. Wiley. Cumming, D., & Johan, S. (2019). Crowdfunding: Fundamental Cases, Facts, and Insights. Elsevier.


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GLOBAL CITIES Professor: Monica de Maria S Fornitani Pinhanez Course Load: 80 hours

Summary: Rapid urbanization in both the developed and less developed world, combined with recent trends towards globalization and fiscal decentralization, has put enormous pressure on large cities and city-regions. As urban populations grow, large cities struggle to provide basic services (e.g. housing, water, sanitation, public safety, transit) and address the negative externalities associated with rapid growth (e.g. pollution and congestion). In the early 21st century, despite economic development and growth around the world, urbanization is most often associated with informal occupations and precarious modes of life, due to lack of services provision, poor transportation and infrastructure, and mismanagement. Yet, urban areas are seen as vibrant, diverse and desirable places to live, work and visit and are seeing a wave of revitalization not seen in many decades. The way of living and surviving in cities across the world can be described in different ways: through the decline of the industrial economy, the offshoring of work, the creation of network cities, and the emergence of “global cities.” Public and private sector alike, such as policy makers and real estate developers, have to deal with the global issues and economic crisis at the city level, and try to devise new, smarter, and safer solutions to make life in cities better. This course will set out a basic economics and public management framework to understand the problems faced by cities and use it to evaluate the issues and challenges they endure. It also addresses some of the promises and dilemmas of creating and managing the space where we live, work and produce, through a number of best practices studies, which suggest that there is a smart and best way to impact the places we live. Objective: The students will be able to understand and criticize current problems in large cities. It is expected that the students will be able to evaluate urban realities in different contexts, both domestically and internationally. The students will be able to: • To understand the key issues about urbanization; • To analyze different aspects of cities, large and small, and discuss the differences between megacities, global cities, and smart cities; • To apply basic principles for analysis of large cities and metropolitan regions in countries with diverse political, institutional, and cultural contexts; and • To evaluate the practice of urban governance. Program Content:

1. Urbanization Overview a. Concepts of Cities b. Cities in a World Economy c. Patterns of Urban Growth d. Rankings and Classifications 2. The economics approach to Cities a. Urban Public Economy b. Local Government Expenditures 3. Governing Global, Mega, Worldly, and Smart Cities a. Global Cities


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b. Large Metropolitan Areas c. Competitive Cities 4. Financing Cities a. Taxes b. Alternative Revenues c. Financing Cities, Metropolitan and Large Areas d. Fiscal Federalism 5. The City as a Growth Machine a. Recession and the future of cities b. City Business 6. The Triumph of Cities? Sustainability and Survival

Basic Bibliography Books: Glaeser, Edward. , The Triumph of the City: How Our Greatest Invention Makes Us Richer, Smarter, Greener, Healthier, and Happier Penguin Press Jacobs, ª ed., Penguin Press Jacobs, 1969 Sassen, Saskia, Cities in a World Economy, 3ª ed., Pine Forge Press, 2006 Ferrer, Jorge Núñez , Financing models for smart cities, 2ª ed., , 2013 Articles: Sousa, Kleber M., Pinhanez, Monca, Monte, Paulo and Diniz, Josedilton A.. Salary, financial autonomy and efficiency of healthcare systems in local governments. Applied Economics Letters. , v. 26 , p. 1053-1059 , 2019. Complementary Bibliography Books: Amen, Michael M., Kevin Archer, M. Martin Bosman, Relocating Global Cities: From the Center to the Margins. , ª ed., Rowan and Littlefield Publishers, 2015 ATKearney., Global Cities 2015. The Race Accelerates, ª ed., , 2015 Brenner, Neil, and Roger Keil , The Global Cities Reader, ª ed., Rouotledge, 2006 Detter, Dag and Stefan Folster., The Public Wealth of the Cities. How to Unlock Hidden Assets to Boost Growth and prosperity, ª ed., Brookings Institution Press, 2017 World Bank., Planning, Connecting, and Financing Cities—Now. Priorities for City Leaders International Bank for Reconstruction and Development, ª ed., The World Bank, 2013 Articles: Marchetti, D, Oliveira, R. and Figueira A. R.. ” Are Global North Smart Cities Model Capable to Assess Latin American Cities? A model and indicators for a new concept. Cities. , v. 92 , p. 197-207 , 2019.


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GLOBALIZATION AND SUSTAINABILITY Professor: Ana Diniz Course Load: 40 hours Summary: Globalization as a historical, economic, and socio-political phenomenon. Criticism on globalization from the Global North and the Global South. The role of key players in the global dynamic: multinationals and global firms, nations and political-economic blocs, multilateral organizations, social movements and Non-Governmental Organizations (NGOs). Topics on globalization and sustainability: global governance, global supply chain, sustainable development, multiculturalism and diversity, human rights and equality. Objective: 1. Assess different approaches to globalization. 2. Analyze the role and practices adopted by key players in the global dynamics. 3. Engage with current trends in globalization. 4. Analyze the imbrications between globalization and pressing economic, social and political issues. 5. Develop analytical skills and critical thinking through theoretical discussion and case studies. Programmed Content: Part One: 360-degree analysis – Globalization as a historical phenomenon – Globalization as an economic phenomenon – Globalization as a socio-political phenomenon – Criticism on globalization from the Global North and the Global South Part Two: The role of key players – Multinationals and global firms – States and political-economic blocs – Multilateral organizations – Social movements and NGOs Part Three: Connecting with Sustainability – Global governance – Global Supply Chain – Sustainable development – Multiculturalism and diversity – Human Rights and equality Basic Bibliography Books: 1. Baylis, J., Smith, S. (2006). ‘The globalization of world politics: an introduction to international relations’. Oxford University Press. 2. Morrison, J. (2020) ‘The Global Business Environment: towards sustainability?’ Fifth Edition. Palgrave Macmillan 3. Rodrik, D. (2011). ‘The globalization paradox: democracy and the future of the world economy’. W.W. Norton. Complementary Bibliography Books: 1. Bhagwati, J. N. (2004). ‘In defense of globalization’. Oxford University Press. 2. Fukuyama, F. (2015). ‘Political order and political decay: from the industrial revolution to the globalization of democracy’. First Edition. Farrar, Straus and Giroux.


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3. Hamilton, L., Webster, P. (2015) ‘The International Business Environment’. Forth Edition. Oxford University Press 4. Rodrik, D. (2007). ‘One economics, many recipes: globalization, institutions, and economic growth’. Princeton University Press. 5. Stiglitz, J. E. (2003) ‘Globalization and its discontents’. W. W. Norton, 2003.


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INCOME DISTRIBUTION AND PUBLIC POLICY Professor: Ricardo Paes de Barros Course Load: 40 hours Summary: Inequality of what and types of inequality (inequality of conditions, opportunities, treatment and outcomes); How to measure inequality; Income inequality in Brazil and Latin America; The recent evolution of inequality in Brazil; The importance of reducing inequality; The causes of inequality; Policies to reduce inequality 1 (Income); Policies to reduce inequality 2 (Employment) Objective: The Income distribution policy discipline focuses on strategies to face the inequality of income distribution in Brazil and Latin America through an adequate diagnostic of the types of inequality, the consequences of inequality and through the analysis of existing and possible action alternatives. Program Content: Data Tópico 1 Inequality of what and types of inequality (inequality of conditions, opportunities, treatment and outcomes) 2 Inequality of what and types of inequality (inequality of conditions, opportunities, treatment and outcomes) 3 How to measure inequality 4 How to measure inequality 5 Income inequality in Brazil and Latin America 6 Income inequality in Brazil and Latin America 7 Evaluation 8 The recent evolution of inequality in Brazil 9 The importance of reducing inequality 10 The importance of reducing inequality 11 The causes of inequality 12 Policies to reduce inequality 1 (Income) 13 Policies to reduce inequality 1 (Income) 14 Policies to reduce inequality 2 (Employment) 15 Evaluation Basic Bibliography: Class 1 and 2:

1. Amartya Sen, 1992, Inequality Reexamined, Cambridge: Harvard University Press Class 3 and 4:

2. FOSTER, James et al. A Unified Approach to Measuring Poverty and Inequality: Theory and Practice. Washington, D.C.: The World Bank, 2013.

3. HAUGHTON, Jonathan; KHANDKER, Shahidur R.. Handbook on Poverty and Inequality. Washington, D.C: The World Bank, 2009.

4. Barros, R. P. ; Mendonça, R. S. . The evolution of welfare, poverty and inequality in Brazil over the last three decades: 1960-1990.. In: IPEA. (Org.). Brazilian Economic Studies. Brasília: IPEA, 1999, v. , p. 09-45.

Class 5, 6 and 7: 5. Lopez-Calva, L. F. and N. Lustig. 2010. Declining Inequality in Latin America: A Decade

of Progress?, Brookings Institution Press and UNDP. Class 9 and 10:


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6. Inter-American Development Bank (1999). “Facing Up to Inequality in Latin America,” Economic and Social Progress in Latin America: 1998-1999 Report, Washington DC: Johns Hopkins University Press. Class 11: 7. Bourguignon, Francois; Ferreira, Francisco H.G.; Lustig, Nora. 2005. The Microeconomics of Income Distribution Dynamics in East Asia and Latin America. Class 12, 13 and 14: 8. Edwards, Sebastian, and Nora Claudia, Lustig, eds. 1997. Labor Markets in Latin America: Combining Social Protection with Market Flexibility. Washington, DC: Brooking Institution Press.Google Scholar


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MARKETING METRICS AND DATA MARKETING Professor: Farah Diba Mary Anni Abrantes Braga


Summary: How can managers measure the effectiveness of marketing expenditures to help them make better investments to get more "bang" for the buck? The advent of the cloud computing, big data, the internet, and mobile devices dissemination boosted data collection and processing opening a new era where interactions, information and dialogue with all stakeholders are critical for business success. Understanding the role of analyzing marketplace data effectively to make better business decisions is key success factor for any professional, not only in marketing, but in any other decision-making position. Objective: To provide students with an applied knowledge in the domain of marketing analytics by exploring the most applicable metrics and data driven-marketing management and strategies. This course provides rigorous tools and approaches to measure the effectiveness of marketing expenditures that can help marketing managers make better investments decisions. The course also provides a sophisticated framework to quantify the impact of various marketing efforts. By the end of this course, you will be able to:

1. Know the importance of adding value and using data to drive marketing decisions. 2. Understand how market insights techniques enhance decision-making by translating

market data into insights for decisions like branding, sales, product, channels pricing, advertising response, resource allocation, consumer behavior, segmentation and positioning, new product forecasting etc.

3. Demonstrate high levels of analytical skill in a marketing context defining problems, identifying opportunities and interpreting their implications for decision making.

4. Demonstrate high levels of practical decision-making skills using persuasive arguments in support of realistic marketing decisions.

The course will use Harvard simulations and case discussion, certification, reading materials, in-class examples, and exercises as means to apply the principles learned in the lectures and readings to real-world marketing problems. The emphasis of the course will not be on memorizing marketing facts and vocabulary, but rather on systematic critical thinking, reasoned application of underlying principles, and strong quantitative and conceptual analyses.

This single-player simulation teaches you the power of analytics in decision-making. Acting as the brand manager for a laundry detergent, you will be tasked with turning around the brand's performance by using sophisticated analytic techniques to understand current issues and determine the best strategy for improving performance. Program Content:

• A world overloaded with data: Is data the new oil? How does it change marketing? • The concept of marketing, and the new role of marketing as technology develops.


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• A brief review of marketing concepts: 4Ps, Porter’s Five Forcer, customer centricity, customer journey, sales funnel, business intelligence, data science.

• Brief review of concepts: quantitative and qualitative research; primary and secondary data

• Data in the digital era, the evolution of data. • Basic Metrics: What is a metric? Why do you need them? Concept, purpose, basic

metrics that everyone in marketing should know? • Data analysis and decision making - simulations • Understanding, visualizing and presenting data (descriptive and graphs) • Certification Google Analytics for Beginners • Certification Advanced Google Analytics

Basic Bibliography: Books: Farris, Paul W.; Bendle, Neil T.; Pfeifer, Phillip E.; Reibstein, David J. Marketing metrics: 50 + metrics every executive should master. Upper Saddle Riverw: Wharton School Publishing, 2007. 359p. Malhotra, Naresh, Marketing Research: an Applied Orientation, Sixth Edition, Pearson Prentice Hall. 2010. Hair Jr., J.F.; Anderson, R.E.; Tatham, R.L.; Black, W.C. Multivariate Data Analysis. 7 ed. New Jersey: Prentice Hall, 2010. Complementary Bibliography Livros: Jeffery, M. (2010). Data-driven marketing: the 15 metrics everyone in marketing should know. John Wiley & Sons. Greene, William H. Econometric analysis. 6. ed. Upper Saddle River: Prentice-Hall, c2008. 1178 p. Feinberg, F.M., Kinnear, T. and Taylor, J.R., 2012. Modern marketing research: Concepts, methods, and cases. Cengage Learning. Wayne L. Winston, Marketing Analytics: Data-Driven Techniques with Microsoft Excel, (2014). Lilien, G. L.; Rangaswamy, A. Marketing Engineering. 2 ed. Trafford, 2004.


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MONEY, BANKING, DERIVATIVES AND FUTURES MARKETS Professor: Vitória Cristina Cardoso Saddi Course Load: 80 hours Summary: This course is set for students who are willing to apply economics and finance to real world situations. The starting point here is that we start with a trading room, where we use a trading software with real time data where students learn how to create positions of stock indexes, interest rates and currencies. The course stresses the applied field of economics and finance. In previous courses students learned about banks, bank runs, leverage and derivatives. In this course we apply these concepts using three softwares that uses future markets, forex and option strategies as well. Among the tasks, student groups, using a computer platform, decide to buy (or sell) the asset according to the economic environment and other variables into consideration. In each decision the software records a monetary gain or loss and the winner is the one with highest monetary gain. Objective: he main goal of this course is to provide students a taste of ‘real life’ situations in a hedge fund/ trading desk. In brief, students will learn how to trade the leading indexes in the world: S&P, Nasdaq, Dow Jones. The most important currencies: Euro/USD, USD/Yen, USD/Canadian Dollar; the metals: Gold, silver, copper; commodities: Corn and oil and the all NYSE stocks. Trading is a mixture of sound economic theory with a touch of economic news and lots of technical analysis. The proposal (and my wish) is to be able to pass along to students what makes a successful trader/fund manager. We use computer software where students get acquainted with spot and futures transactions in the key markets: commodities, currencies, stock indexes and metals. Students will then apply option strategies like: straddles, butterfly, strangle, collar and candle, among others.

Program Content: • Bank Runs, Hedge Funds and Markets • Understanding Interest Rates • Mechanics of Future Markets • Mechanics of Spot markets • Leverage • Margin calls • Margin policy • Technical Analysis and Robots and Expert Analysis • The Federal Reserve • Trading • Capturing alpha and beta • Risk management • Tools of Monetary Policy

Basic Bibliography: 1. MISHIN, F. The Economics of Money, Banking and Financial Markets- 8th edition. New York: Pearson, 2010. 2. LOWESTEIN, R. When Genius Failed – The Rise and Fall of Long Term Capital Management. 4th Edition. Harper Collins: 2013. 3. MURPHY, J. Technical Analysis of the Financial Markets. New York: NYIF 2011. 4 LEVINE R. and CORBAE, D. “Competition, Stability and Efficiency in Financial Markets” Jackson Hole Symposium Paper Proceedings 2018. Complementary Bibliography:


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1. COVEL, M. The Complete Turtle Trader. Harper Collins 2016. 2. DOUGLAS, M. Trading in the Zone. New York Institute of Finance: 2015. 3. COVEL, M. The Little Book of Trading. John Wiley and Sons: 2011. 4. SARGENT, T.. Dynamic Macroeconomic Theory, Boston: Harvard University Press, 1992. 6. Gertler, Mark and Simon Gilchrist. (2018). “What Happened: Financial Factors in the Great Recession” Journal of Economic Perspectives, 32 (3): 3-30. 7. Schwager, Jack. Market Wizards (MW), New York: Harper Collins, 1989. 8. Schwager, Jack. The New Market Wizards (NMW), New York: Harper Collins, 1992. Aditional Bibliography: 1. Gertler, Mark, Nobuhiro Kiyotaki, and Andrea Prestipino. (2017). “A Macroeconomic Model with Financial Panics.” NBER Working Paper 24126.


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ORGANIZING THE CROWD Professor: Charles Kirschbaum Course Load: 40 hours

Summary: Increasingly, new ventures and established firms are incorporating into their business models a vision where community members are empowered: users and clients, suppliers, and other stakeholders are expected to contribute directly to firms’ strategy and ideas, thereby blurring the firms’ boundaries. ‘Crowds’ are central to several widespread business models, including collaborative platforms where individuals’ behavior and connections constitute a major source of data. We will unpack what is behind buzzwords like ‘wisdom of crowds’, ‘crowdsourcing’, ‘collaborative platforms’, ‘online communities’, ‘user communities’, ‘communities of practice’ and so on. The class dynamics will include case discussion, business model analysis and practitioners’ lectures. Objective: In this class, we will pursue the following goals: • examine how different business models rely on ‘crowds’ in order to generate value and establish their competitive advantage • discuss how these business models rely on technological trends, including the increasing digitalization, usage of algorithms and AI • explore the implications of ‘crowd-based’ elements to strategic implSummarytion Program Content: 1. Collective Intelligence and Crowdsourcing 2. Social Capital and Networks 3. Collaborative Platforms 4. Open Innovation 5. Reputation Systems 6. Recommendation Systems 7. Online Communities 8. Designing research and experiments on communities, platforms and crowds Basic Bibliography: Books: 1. Harhoff, D., & Lakhani, K. R. (Eds.). (2016). Revolutionizing innovation: Users, communities, and open innovation. Mit Press. 2. McAfee, Andrew, e Erik Brynjolfsson. Machine, platform, crowd: Harnessing our digital future. WW Norton & Company, 2017. 3. Van Dijck, J., Poell, T., & De Waal, M. (2018). The platform society: Public values in a connective world. Oxford University Press Articles: 1. Heimans, J., & Timms, H. (2014). Understanding “new power”. Harvard Business Review, 92(12), 48-56. 2. Kohler, T. (2015). Crowdsourcing-based business models: How to create and capture value. California management review, 57(4), 63-84. 3. Malhotra, A., & Majchrzak, A. (2014). Managing crowds in innovation challenges. California Management Review, 56(4), 103-123. Complementary Bibliography Books: 1. Heimans, Jeremy, e Henry Timms. New Power. Macmillan Publishers Aus., 2018.


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2. Jemielniak, D. (2014). Common knowledge?: An ethnography of Wikipedia. Stanford University Press. 3. Piskorski, M. J. (2016). A social strategy: How we profit from social media. Princeton University Press. 4. Rainie, H., & Wellman, B. (2012). Networked: The new social operating system. Cambridge, MA: Mit Press. 5. Raymond, E. S. (1997). The cathedral and the bazaar. 6. Shirky, Clay. Here comes everybody: The power of organizing without organizations. Penguin, 2008. 7. Surowiecki, James. The wisdom of crowds. Anchor, 2005. Articles: 1. Boudreau, K. J., & Lakhani, K. R. (2013). Using the crowd as an innovation partner. Harvard business review, 91(4), 60-9. 2. De Filippi, P. (2017). What blockchain means for the sharing economy. Harvard Business Review, 15. 3. Greenstein, S., & Zhu, F. (2018). Do experts or crowd-based models produce more bias? Evidence from encyclopædia britannica and wikipedia. Mis Quarterly.


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PRIVATE EQUITY AND VENTURE CAPITAL Professor: Andrea Minardi Course Load: 40 hours

Summary: Private Equity Industry Overview; Private Equity Entrepreneurial Ecosystem; Funding Structure; Fundraising process ; Investing and monitoring portfolio companies ;Exitsand Distribution. Objective: Private Equity (PE) and Venture Capital (VC) funds are active investors that invest from startups to late stage, to mature companies with restructuring and consolidation opportunities to distressed firms. Besides financial resources, PE and VC funds usually improve portfolio companies’ corporate governance, professionalization and use their network to increase growth opportunities and value creation. This industry has been growing significantly worldwide. Preqin estimates that in the end of 2015 there was around US$1.4 trillion of dry powder globally (available financial resources for PE and VC new investments in companies). Brazilian PE and VC industry also has grown substantially in the last 30 years. The objective of this course is to introduce and discuss the Private Equity and Venture Capital industry, explain how are their cycles, who are the players, what are the risk and return for investors, why the industry is important for developed and emerging countries, what are their perspectives. Although we discuss the industry globally, we have a focus in Brazil. Program Content: 1. What are PE and VC funds and what are the benefits and costs of investing in this asset class. 2. PE and VC role in the Entrepreneurial Ecosystem: who are the players, what are their roles, what is the importance of the ecosystem for the economic development of a country. Structuring funds and the fundraising process. 3.The relationship between investors (LP – limited partners) and fund managers (GP – General Partners): conflict of interests and agency problems, compensation arrangements, contractual clauses and governance. 4. PE and VC funds and asset class in institutional investors’ portfolio. 5. Industry organization and difficulties in raising first time funds. Investing and monitoring portfolio companies 1. Deal sourcing and evaluation: pre deal consideration sand qualitative issues. 2. Deal valuation: comparable, the Venture Capital Method, WACC and APV. 3. Deal structuring: basic securities used to invest in portfolio companies, usual clauses, term sheets, due diligence 4. Monitoring portfolio companies and implementing value creation strategies: boards, governance techniques, LBO model Exits and Distributions 1. Different kinds of exits 2.The IPO process 3. Distribution to LPs Basic Bibliography: Books: GOMPERS, P. A.; LERNER, J., The Venture Capital Cycle., 2ª ed., The MIT Press, 2004 METRICK, A.; YASUDA, A.,, Venture Capital and the Finance of Innovation, 2ª ed., John Willey & Sons, 2011


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LERNER, J.; LEAMON, A.; HARDYMON, F.,, Venture capital, private equity, and the financing of entrepreneurship: the power of active investing. , 1ª ed., John Wiley & Sons, 2012 Articles: INVEST EUROPE.. Guide to private equity and venture capital for pension funds. Bélgica., p. 33 , 0. ; Disponível em: https://investeurope.eu/media/510671/Invest-Europe-Pension-Fund-Guide-to-Private-Equity-and-Venture-Capital.pdf. Acesso em: 08 nov 2019. INSEAD..ESG in private equity: a fast evolving standard. . , p. 44 , 2014. ; Disponível em: https://centres.insead.edu/global-privateequity-initiative/research-publications/documents/ESG-in-private-equity.pdf. Acesso em: 08 nov 2019. CULLINAN, G.; LE ROUX, J. M.; WEDDIGEN, R. M.. When to walkaway from a deal. Harvard business review. , v. 82 , n. 4 , p. 97-104 , 2004. ; Available at: http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=0&sid=f5ff591c-77ed-4ca6-8c48- b61aef98d971%40sessionmgr4007. Acesso em: 08 nov 2019. LUEHRMAN,T. A.. Using APV:a better tool for valuing operations. . Harvard business review. , v. 75 , n. 3 , p. 145-154 , 1997. ; Available at: http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=0&sid=890bd6fe-5030-4416-a528-17d84023c675%40sessionmgr4010. Access in: 08 nov 2019. Complementary Bibliography Books: HULL, J. C.,, Options, Futures, and other derivatives, 9ª ed., Prentice-Hall, 2015 TITIMAN,S., MARTIN, J. D.,, Valuation: The art and Science of Corporate Investment Decisions, 2ª ed., Pearson, 2011 LAKE, R., Private equity and venture capital: a practical guide for investors and practitioners. , 1ª ed.,Euromoney Books, 2000 BREALEY, R. A; MYERS,S. C.; ALLEN, F., Principles Of Corporate Finance, 11ª ed., McGraw-Hill, 2014 FELD, B.; MENDELSON, J.,, Venture Deals: be smarter than your lawyer and venture capitalist , 3ª ed., Willey, 2016 Articles: KESTER, W. C.; LUEHRMAN,T. A. . Rehabilitating the leverage buyout. Harvard business review. , v. 73 , n. 3 , p. 119-130 , 1995. ; Available at: http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?vid=0&sid=b47fdd9d-a613-47a3-9245- 4a4419f71867%40sessionmgr4008. Acesso em: 08 Nov 2019. MINARDI, A. M. A. F.; KANITZ, R. V.; BASSANI, R. H. . Private equity and venture capital industry performance in Brazil: 1990-2013.. The journal of private equity. , v. 17 , n. 4 , p. 48-58 , 2014. ; Available at: http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer? vid=0&sid=544608a9-bcec-4f92-855f-de9c6ed1d769%40sessionmgr4009. Acesso em: 08 Nov 2019.


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START-UP VALUATION AND FINANCING Professor: Ahmed Khalid Sewaid Course Load: 40 hours Summary: This course intends to provide an overview of the entrepreneurial finance landscape. This starts with essentials of financial analysis and valuation methods for start-ups and extends to financial resource acquisitions. Course Objectives: At the end of this course, students should be able to:

1. Analyze the performance of startups 2. Value different start-ups using a suite of valuation tools. 3. Recognize different financing options 4. Identify alternative routes to entrepreneurship

Program Content:

1. Financial Analysis for Start-ups a. Financial Ratios b. Financial Planning 2. Start-up Valuation Methods a. Discounted Cash Flow Approaches b. Multiples Approaches c. VC Method 3. Financing for Start-ups a. Angel Investors b. Crowdfunding c. Venture Capital d. Private Equity 4. Alternative Entrepreneurial Routes a. Management Buyouts and Management Buyins b. Search Model

Basic Bibliography Books: Palepu, K. and Healy, P. (2008) Business Analysis & Valuation: Using Financial Statements. (Thomson - South-Western) Alemany, L., Andreoli, J. (2018) Entrepreneurial Finance: The Art & Science of Growing Ventures. (Cambridge) LERNER, Josh (Joshua); LEAMON, Ann K.; HARDYMON, Felda (2012). Venture capital, private equity, and the financing of entrepreneurship. (Wiley) Complementary Bibliography: Books: GOMPERS, Paul A.; LERNER, Josh (Joshua). The venture capital cycle. 2nd ed. Cambridge, Mass.: MIT Press, 2006 FELD, Brad; MENDELSON, Jason. Venture deals: be smarter than your lawyer and venture capitalist. 3rd ed. Hoboken, NJ: Wiley, c2016. xxiv, 217 p. ISBN 9781119259756 (enc.). THOMPSON, Richard. Real venture capital: building international businesses. New York: Palgrave Macmillan, 2008 METRICK, Andrew; YASUDA, Ayako. Venture capital and the finance of innovation. 2nd ed. Danvers: John Wiley & Sons


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LERNER, Josh (Joshua); HARDYMON, G. Felda.; LEAMON, Ann K. Venture capital and private equity: a casebook. 4th ed. New York: Wiley, 2009


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TECHNOLOGY VENTURES: INSIGHTS FROM TECHNICAL CHANGE AND INNOVATION Professor: Nelson Ricardo Laverde Cubillos



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VALUE CHAIN AND BUSINESS ECOSYSTEMS MANAGEMENT Professor: Luiz Francisco Modenese Vieira

Course Load: 80 hours Summary: Competitive advantage, value creation, profitability pools, relative cost and relative price position, business management, value chain, supply and demand management, industry structure, firm resources and capabilities, activity systems, new venture/innovation, product design and production, business concepts and models, logistics, supply chain management, inter-firm coordination, business ecosystems structure, nodal advantage and strategies. Objective: By completion of the program, students will be able to:

• Understand value creation, competitive advantage and profitability sources of a firm; • Analyze firm-level value chains to develop competitive advantage and improve

profitability; • Practice venture/innovation value chains to develop a new product; • Recognize global and local industry-level value chains to design competitive supply-

chains; • Understand competition in a networked economy and leveraging business ecosystems;

Students will build from these concepts and practice to have an integrative perspective of business development and management. Program Content:

The course Value Chain and Business Ecosystems Management evolves from the concept of value chains, initially defined by Porter (1985) to business ecosystems, first defined by Moore, 1993 and more recently leveraged to overcome output-centric industry definitions in a networked economy. The underlying logic is to provide value chain/ecosystems management tools and to the extent possible, practice them through cases, exercises and a group project involving venture/innovation value chains in the design of a new product.

The course starts with an introduction to value creation, competitive advantage and profit pools, involving analysis of relative price and relative cost to relate the value chain and the business P&L. Then, the course unfolds in three main parts with different time dedication: the first one, firm-level value chains offers an integrative perspective of business management including its supply side (sourcing, inbound logistics, technology and production management), demand side (sales, marketing, distribution and revenue) and the value side (profit, cost and value-based management), from a strategic, planning and operations perspective. Students will develop a product design/production group project to experience the venture/innovation value chain within a firm, leveraging our FabLab and TechLab facilities.

The second part, industry-level value chains, builds on the extended enterprise concept to design differentiated supply chains (first defined by Keith Oliver, 1982). Competition is not anymore restricted to one firm but in how they interact/coordinate with anterior (suppliers) and posterior (clients) firms in their value chain, i.e. supply-chains are designed to link firm-level value chains from raw material producers to the delivery of final products to clients. Different cases and recent trends are going to be used to discuss tools and approaches to supply chain management.

Finally, the third part of the course discusses business ecosystems from its definition by Moore (1993) as a parallel to nature ecosystems evolution and dynamic characteristics, to recent strategies to build and compete with ecosystems from competitive advantage of a firm to nodal advantage in an ecosystem (Kumar et al, 2015). Case discussion and experiencing


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ecosystems among the groups in the venture/innovation value chain groups in the first part will be used to apply the concepts and ideas of business ecosystems.

Basic Bibliography: Books: SHAPIRO, J., Modeling the Supply Chain (Duxbury Applied), 2ª ed., Cengage Learning, 2006 MOORE, James F., The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems, ª ed., Harper Paperbacks, 1997 MAGRETTA, J., Understanding Michael Porter: The Essential Guide to Competition and Strategy, 1ª ed., Harvard Business Review Press, 2011 Articles: DASS, M.; Kumar, P.. Bringing product and consumer ecosystem to the strategic front.. Business horizons., v. 57 , p. 225-234 , 2014. ; Complementary Bibliography Books: CHIPCHASE, J.; STEINHARDT, S., Hidden in Plain Sight: How to Create Extraordinary Products for Tomorrow's Customers, ª ed., HarperBusiness, 2013 PORTER, M.E, Competitive Advantage: Creating and Sustaining Superior Performance, ª ed., The Free Press, 1998 STEAD, Jean Garner, STEAD, W. Edward, Sustainable Strategic Management, 2ª ed., Routledge, 2013 ADNER, Ron, The Wide Lens: A New Strategy for Innovation, ª ed., Portfolio, 2012 PRESUTTI JR., W. D.; MAWHINNEY, J., Understanding the Dynamics of the Value Chain, ª ed., Business Expert Press, 2013 Articles: KUMAR, P.; KUMAR, S.; DASS, M.. From competitive advantage to nodal advantage: ecosystem structure and the new five forces that affect prosperity.. Business horizons. , v. 58 , n. 4 , p. 469-481 , 2015. ; Available at: https://www.sciencedirect.com/science/article/pii/S0007681315000403?via%3Dihub. Access: 14 jun 2019. HARSEN, M. T.; BIRKINSHAW, J. . The Innovation value chain. HBR Spotlight. Harvard business review. , v. 85 , n. 6 , p. 121-130 , 2007. ;


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WORK TEAMS FOR SOCIAL INNOVATION Professor: Juliana Miranda Mitkiewicz

Course Load: 40 hours Summary: The Work Teams For Social Innovation class delves into an evidence-based, innovation-driven, problem-solving approach called Participatory Design. It aims to introduce, define, and compare the different types of participatory design in an International humanitarian context: human-centered design, co-design, and user-generated design. The class will present a step-by-step process to engage Bottom of the Pyramid (BoP) stakeholders in co-design. Students will learn and practice tools and techniques for establishing the proper mindset, exploring and framing problems, generating and evaluating ideas, as well as developing businesses of impact applying the Theory of Change Method. Each week, students will engage in hands-on activities to apply these tools and techniques to a real projects in a global underdeveloped context. Objectives: · Define Participatory Design and its components in the context of global development · Distinguish between the types of Participatory Design and the contexts in which each may be most useful ; · Recognize and mitigate the power dynamics and barriers that may impact the innovation process ; · Apply frameworks and tools of Participatory Design process among diverse stakeholders to solve real global humanitarian problems ; · Develop business of impact applying the theory of change method. Basic Bibliography Books: 1. Hopper, Paul. Understanding Development - Issues and Debates 2. Groupe URD. Participation Handbook for Humanitarians field workers, 2009. 3. Brown, Tim. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation, New York: Harper Business, 2009. the process ember Likes Wishes Effort Basic Article Bibliography: 1. MIT D-Lab Case Study - Aguajira: The Practice of Co-design for Technology Transfer 2. Hoffecker, Elizabeth. The Lean Research Framework: Principles for Human-Centered Field Research, 2015 3. Byrne, E. (2006) Participatory Design for Social Development: A South African Case Study on Community-Based Health Information Systems. Information Technology for Development, Vol. 13 (1) 71–94 (2007) 4. IDEO.org. Field Guide to Human-Centered Design, 2015 5. Equipe ICE. Modelo C: uma nova abordagem para o campo dos Negócios de Impacto Socioambiental no Brasil. 2018 Complementary Bibliography Books: 1. Britton, Garth. Co-design and Social Innovation: Connections, Tensions and Opportunities, 2019. 2. Osterwalder, A., Pigneur, Y., Clark, T., Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, 2010. 3. William Aulet e Bill Aulet. Disciplined Entrepreneurship: 24 Steps to a Successful Startup, 2013 4. Andrew Shea. Designing for Social Change: Strategies for Community-Based Graphic


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Design, 2012. 5. Wilfred L. David. The Humanitarian Development Paradigm: Search For Global Justice.

Basic Article Bibliography: 1. Chambers, R. (1997). Whose reality counts? Putting the first last. Richmond, Surrey, U.K.: Intermediate Technology Publications. 2. Cleaver, F. (2002). Institutions, agency and the limitations of participatory approaches to development. In B. Cooke & U. Kothari (Eds.), Participation: The new tyranny (pp. 36–55). New York: Zed Books. 3. Insper Metricis. Guia para Avaliação de Impacto Socioambiental para utilização em Investimentos de Impacto – Guia geral com foco em verificação de adicionalidade. São Paulo, 2017. Disponível em: https://goo.gl/ThW8bX


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Sustainable Supply Chains for Social Business (only for Masters’ students) Professors: Priscila Claro e Vinícius Picanço Course Load: 36 hs Summary Design to be a hands-on, multi-disciplinary and multi-stakeholder experience, this course is geared towards developing competencies and technical skills by applying a design approach to the formulation of sustainability strategies and in the context of complex supply chains. Within this context, the course is built on the interface between three major knowledge areas: (1) sustainability strategies; (2) supply chain management and (3) design thinking. The schematic figure below illustrates the potential positioning of the course relative to the different domains. All this knowledge will be directly applied to develop case studies of social businesses operating in food supply chains in Brazil’s Amazon region, such as tropical fruits and vegetables, nuts, manioc, açaí, fish etc. Students will work in multidisciplinary teams with colleagues from New York University (NYU), Universidade Federal do Pará (UFPA) and Universidade Federal do Oeste do Pará (UFOPA). Objective By the end of the course, students will be able to: Understand the different sustainability approaches to analyzing and making decisions; Identify relevant socioeconomic and environmental problems in organizational and supply chain contexts; Analyze the causes and impacts of socioeconomic and environmental problems; Apply the design thinking approach to socioeconomic and environmental problems in

organizational and supply chain contexts.

Program

Mondays (19:30 – 22:30)

Sessions for Insper students only

# Date Problem Topics Activities

1 01-Feb

What is strategy?

How sustainability affects

organizations’ competitive

advantage?

● Introduction to Strategy

● Introduction to Sustainable Development

● Sustainability as strategy

Lecture and

guided

discussions

based on

cases

2 08-Feb

How sustainability affects

organizations’ competitive

advantage?

How the context of Brazil’s

Legal Amazon affects the

competitive advantage of

organizations?

● Social Businesses

● Amazon and development

Lecture and

guided

discussions

based on

cases

3 22-Feb

What is a sustainable

supply chain?

How the new wave of

Circular Economy affects

supply chains?

● Introduction to supply chain management

● Sustainable supply chains

● Circular supply chains

Lecture and

guided

discussions

based on

cases


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4 01-Mar

What is Design Thinking?

How can we explore a

problem more deeply?

● Introduction to Design Thinking

● Problem exploration and definition

● Interview guidelines

Lecture and

hands-on

exercises

Wednesdays (10:00 – 11:40)

Joint sessions with students from the New York University (NYU), Universidade Federal do Pará (UFPA) and Universidade Federal do Oeste do Pará (UFOPA).

# Date Activity outline

1 03-Feb Intro to the course, expectations, course dynamics, discussion about resilience, racial justice, indigenous people's rights, gender equality

2 10-Feb Intro to the value chains / organize the teams / icebreaker

3 24-Feb Primer on how to conduct good interviews and analyze them

4 03-Mar Pará-led: async look into the local business infrastructure: transportation, markets

5 10-Mar Pará-led: async look into the local market for the chosen products

6 17-Mar Synchronous interview with firms I (each team conducts its interview)

7 24-Mar Synchronous interview with other actors in supply chain (supplier / client)

8 31-Mar SP-led: async look into labor (training, regulations) & access to capital (banks)

9 07-Apr SP-led: async look into the SP market (supermarkets, restaurants, food industries)

10 14-Apr NYU-led: async look into retailers (supermarkets, corner stores, restaurants)

11 21-Apr NYU-led: async look into food industries

12 28-Apr Synchronous interview with firms II

13 05-May Workshop – writing the case

14 12-May Workshop – presentation skills

15 TBD Final presentation

Evaluation Criteria

Evaluation Type Weight

Class Participation Individual 30%


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Mid-term Presentation Group 20%

Final Case Group 50%


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Innovation Policy for Growth: Concepts and Practice (Only for Masters’ students) Professor: Ricardo Laverde Course Load: 30 hs

Summary

The course is an introduction to innovation policy, leadership policy analysis in order to

provide awareness of the main topics and challenges of coordinating innovation policy for

economic growth. It will also include elements of strategy, technological innovation and

globalization.

This curse seeks to provide policy related knowledge and skills for those planning careers that

might be affected by innovation policy. Innovation policy is a broad term that includes element

of industrial, technology and science policy. This course adopts a professional practice

approach and as such stresses career-relevant insights and skills over comprehensive and

reflective scholarship. Its purpose is not simply to provide a theoretical foundation in

‘Innovation Policy’. This class is intended for a broad audience. For business and technology

leaders, interaction with government plays an increasing role in business. The ability to

influence governmental rule making has been critical for new business models such as the

“gig” economy, new sustainable technologies, etc.

The goals of the course include an introductory understanding of public policy in innovation,

competence in communicating with policy makers and insights concerning the relationship

between the business, technology and society. Students will work in groups to define a policy

issue (“Challenge”) to address with a complete analysis and design. Students are expected to

apply public policy concepts from the program and the class in the group assignment.

Students are expected to develop analysis of role-playing, negotiation and strategic planning

to develop the solution to the Policy Challenge. The instructor will play a role as an

advisor/client that support the development of the students skills during the class. Every

week the class will have time devoted to each group project work, coordination and guidance.

Objectives

Having taken the course students should

1. Have a clear framework for the definition and boundaries of innovation policy 2. Have a historic perspective on the evolution of innovation and technology policy 3. Be able to discuss and analyze government rationales for innovation policy in a well-

defined framework of public policy. 4. Analyze a well-defined strategic issue in innovation policy at using a public policy

framework. 5. Communicate concepts and analysis to a broad audience as a team of policy

advisors.

Content

1. Introduction: Team Project Definition. Ethics. 2. Core ideas on innovation and technology policy 3. Science and human capital 4. Economics of innovation and R&D


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5. Industrial policy and innovation 6. Innovation measurement and assessment 7. Policy coordination – Innovation Systems 8. Business leadership in policy-making 9. Globalization and innovation

Intellectual property and regulation


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STRATEGIC MANAGEMENT II (Only for Masters’ students) Professor: Sandro Cabral Objectives: The course intends to discuss some recent developments at the interface between strategic management and other areas with potential for future research. For example, conversations between strategy and entrepreneurship have been helping to increase our understanding on the performance implications of innovation activities not only for the firm but also at the societal-level. By the same toking, the interplay between strategic management and public administration enables the acknowledgment for improving value creation for both public and private organizations involved in the delivery of public services. Strategic management lenses can bring different analytical tools not available in other fields to illuminate meaningful problems beyond economic performance of organizations. In this sense, academics and practitioners may benefit from cross fertilization between different fields. Important lessons and insights can be obtained when one explores the conceptual foundations, the theoretical and empirical developments of strategy and areas at the interface. Although this is not a methods course (and, it is really not!), the course is an opportunity to explore theories and methods more related to (strategic) management contents. It is expected that the training provided in this course will enable students to better craft their own research to a (strategic) management audience and to improve their understanding of the expectations of editors and referees at top journals. Program Content: Essence of the strategic management field. Crafting scholarly contributions to (strategic) management audiences. Qualitative research in strategy. Interfaces between Strategic Management and: Industrial Organization, Corporate Social Responsibility, Entrepreneurship, Innovation and Technology, Public-Private Interactions, International Business, Corporate Political Action/Nonmarket strategies. Course Grade Component Weight Class Discussion 40% Term Paper 60%

courses' syllabus 2021 - unisabana.edu.co

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