BMA5001 – Managerial Economics
The objective of this course is to provide a rigorous foundation in economic theory for analysing the key managerial decision problems of firms and other economic organisations. The course develops the analytic tools of microeconomic theory for modelling the economic behaviour of economic agents (consumers, firms, asset owners etc.) and the functioning of markets, and shows how these tools can be applied to deal with problems of practical relevance to managers. The course takes a “modernist” approach, incorporating recent theoretical developments such as transaction costs theory, markets with asymmetric information, principal-agent models to enhance the student’s appreciation of the analytical power and practical applicability of economic theory.
BMA5011 – Macroeconomics in the Global Economy
The purpose of this Module is to provide students with the necessary tools and economic framework to better understand and analyze macroeconomics issues such as economic growth, unemployment, inflation, business cycles, government budget, trade deficit/surplus, and the measures and policies adopted by government and international institutions to cope with them. Undoubtedly, macroeconomics at both the domestic and international levels will have impact on the business decision and strategies for product innovation, market expansion, and investment. This module emphasize application of the macroeconomic models and analytical framework to real life macroeconomic events in the global economy.
BMA5013 – Corporate Strategy
This course focuses on the work of top management in business organisations. The primary perspective adopted is that of the general manager at the head of a business entity the corporation, business, division, or plants whose main responsibility is the overall success of his or her organisation. The course concentrates on the skills and actions required of the general manager for the development, communication and implementation of strategic organisational choices in the context of complex business situations. Two related areas make up the core of the course. The first, strategy formulation, address the goals and objectives of the course, and the means by which these goals and objectives are to be achieved. The second area, strategy implementation, concentrates on how the general manager deploys the organisation’s resources to implement, control and improve the formulated strategy. In order to capture the pragmatic, action oriented nature of the general managers’ task and the complexity of the environment in which he or she operates, part of the course is taught through the case method. In addition, students will be exposed to a range of practitioner or theoretical readings on the subject.
BMA5102 – Legal Issues in Business
This course introduces students to the basics of laws and legal reasoning, particularly in the context of business. Topics covered under this course include the role of law and international organizations in business, sources of international and domestic law, classification of law, dispute resolution, conflicts of law and contract law. Students will be able to understand the legal risks involved when entering into contracts with parties from another jurisdiction and the different ways they can seek redress when the other party defaults.
BMA5104 – Global Strategic Management
The course aims to provide participants with the basic theoretical knowledge, skills, and sensitivities that will help them deal effectively with key management issues and challenges in today’s global business environment. We intend to explore the major issues and challenges facing companies with worldwide operations as seen by the managers themselves. The questions addressed include:
Each of these areas poses the multidisciplinary issues that are the hallmark of the general manager’s job. The course will offer plenty of opportunities for students to: bring their diverse perspectives and experiences; solve complex business problems; and build on the knowledge acquired in several previous functional courses.
BMA5108 – Technopreneurship
The course provides a comprehensive overview of the major elements of high technology entrepreneurial activity, including evaluation and planning of a new business, intellectual property protection, financing, team building, product development, marketing and operational management issues, alternative models for revenue and growth, and exit strategies.
The course is targeted primarily at graduate students with technical backgrounds, particularly those from engineering, science and computing who are interested in commercialising their inventions or technical know-how by starting up their own ventures.
BMA5112 – Asia Business Environments
This course studies the evolution of the Asia-Pacific business environment in the context of industrialization and modernization. It presents the patterns of economic development and political and social change, while emphasizing the economic, political and social institutions of the region.
The course begins with the principles of international trade, foreign direct investment, and exchange rates. It then examines how institutions such as the State and markets interact to shape optimal corporate strategy.
The course then proceeds to thematic country studies, which emphasize the development and evolution of economic, social, and political institutions in the context of particular Asia-Pacific countries.
BMA5115 – Management of Technological Innovation
The aim of this course is to help students develop a strong conceptual foundation for managing technological innovation. It introduces concepts and frameworks for analysing how firms can create, commercialise and capture value from technology based products and services.
The course is not just for those who want to become technopreneurs or technology managers. It also covers commercialising technology, how to manage innovation within a corporation, or how to protect an invention you might someday want to commercialise. The focus is on management rather than the specific details of any particular technology, i.e. this is not a “technical” or engineering course. This is also not a course on Information Technology, although some of our examples come from the IT industry.
BMA5119 – Family Business
Family firms are the dominant type of publicly traded firms everywhere around the world. As such, family firms play an important role in all economies, but especially so in Asian economies, where large family firms often constitute a large part of the private sector. Large Asian family firms – the focus of this course – are often organized into corporate groups. This type of organization has lost its attractiveness in many parts of the developed world, but continues to be important in most emerging economies. In many ways, the Asian family firm defies the wisdom of strategic management. Its demise continues to be predicted, but does not appear imminent. This course provides students the opportunity to develop deep skills and understanding of the strategy and governance of family firms, and focuses in particular on strategic issues faced by family firms in Asia. Topics include characteristics, strengths and weaknesses of family ownership and management, the governance of family businesses, and how to sustain the legacy of family business. The knowledge obtained from this course is essential to doing business intelligently with family firms in Asia and globally.
BMA5122 – Macroeconomics & Finance: Perspective from Asia
This module explores the link between macroeconomics, financial markets and policy in Asia, from a structural as well as cyclical perspective. Students taking this module should have three goals in mind:
The course draws on and extends many analytical tools of macro and international economics covered in BMA5011, which is a pre-requisite. Topics covered include: capital flows in Asia and policy challenges, real exchange rate adjustment in Asia and macroeconomic imbalances, regional economic integration and implications for business cycles and asset price, and the legacy of Asian financial crisis and the future of Asian exchange rate regime.
BMA5123 – Managing for Environment Business Sustainability
For the sake of the their market reputations, public relations, regulatory management, access to capital, and long term resilience, firms must recognize the many ways in which they affect the environment and natural resources over the long term, and the ways that the environment and natural resources, in turn, affect the firms’ long term sustainability. This course will take you through a series of topics to help you examine how firms, and the markets on which they depend, are affected by commodity prices, government environmental and resource policies, and consumer attitudes to the environment. You will review a number of analytical issues related to sustainability mapping, life cycle analysis, carbon finance, risk management, political risk analysis, renewable energy investment, ISO compliance, and sustainability metrics to provide practical skills and insights. The course will then turn to strategic issues of managing sustainability including corporate governance and organization, investor and employee relations, public engagement and sustainability reporting, product design, and supply chain management.
Throughout the course the emphasis will be on the use of data to help firms understand not only their own operations, but the larger environment (physical, political, and market) in which they work. The course will compare various views of sustainability from global, national, municipal, business and consumer levels, and from profit, risk management, and ethical perspectives.
BMA5126 – Strategy and Big Data
The application of computing power to the collection and analysis of detailed information relating to a wide variety of processes and issues – summarized as big data – has the potential to change how business problems are evaluated and solved. In turn this has the potential to change how organizations operate and succeed. This module introduces students to big data constructs and uses in strategy and decision making. It will focus on capabilities development, and how these influence the content and implementation of strategy.
We will learn about how to manipulate structured and unstructured data, revise regression and apply it to high dimensional data for predictions, understand how hypothesis testing enables you to further enhance your decision making abilities, using hands on exercises using statistical methods and beginner level R-programming, and visualization tools such as Power BI and Tableau.
This course prepares you for understanding the potential that big data unlocks in changing the way we structure, plan and make decisions using your questions, curiosity, case studies of spectacular success stories and hard lessons learnt. The class discussions will address unique complexities, challenges and opportunities in harnessing the power of big data and help students to articulate impact and use data in strategy formulation, execution and decision making and ascertain implications for management strategy and business operations.
BMA5127 – Consulting: Process and Industry
This course examines the managerial capabilities required to work with internal as well as external clients to the firm as well as to manage the process of working with consultants. Of principal focus are the exploration of problem identification and specification, what to ask of consultants, when to contract consultants for implementation and execution as well as how to substantiate recommendations and decisions.
The traditional view of management of the firm is increasingly in variance with current business developments. Instead of investing in internal functions managed by a fixed team of experienced personnel who set strategy and make tactical decisions, there is a growing trend in contracting consultants and distributed management processes.
Through a series of case studies, interviews of industry consultants, team-based learning exploration and role-plays as well as a team project, students will develop the capabilities to identify and communicate succinctly the focal problem, specify an appropriate process for examination and development of solutions, as well as the important skills in presenting the case to internal as well as external clients and stakeholders.
This course will examine the economics of the consulting industry, client relationship management, various consulting capabilities, winning strategies of successful consultants, the evolution, history and development of the consulting industry, strategies to obtain employment in the consulting field and major current consulting opportunities.
BMA5128 – Venture Capital
Venture capital and other sources of private equity play a critical role in the founding and development of new enterprises. Over the past 25 years, there has been an enormous surge in the financial resources allocated to venture capital. This course covers all major aspects of starting and operating a venture capital firm and the role venture capital firms play in the startup ecosystem. It will cover fund raising, sourcing & screening investments, managing investments, exiting investments, strategy for the venture capital firm itself, and public policy.
Venture capital is a core factor of the current entrepreneurship and innovation ecosystems around the world. Understanding its functioning is thus important for all students interested in entrepreneurship and innovation, whether their goal is to work in startups, established firms, finance, public policy, or elsewhere.