Accreditations
Tuition fee EU nationals (2025/2026)
Tuition fee non-EU nationals (2025/2026)
7.000
Programme Structure for 2025/2026
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
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Financial Accounting for Decision-Making
6.0 ECTS
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Corporate Financial Strategy
6.0 ECTS
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Strategy and Corporate Development
6.0 ECTS
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Data Analysis Applied to Management
6.0 ECTS
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Research Seminar in Management
6.0 ECTS
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Strategic Human Resource Management
6.0 ECTS
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Planning and Marketing Innovation
6.0 ECTS
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Logistics and Supply Chain Management
6.0 ECTS
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| 2nd Year | ||
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Master Dissertation in Management
30.0 ECTS
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Master Project in Management
30.0 ECTS
|
Financial Accounting for Decision-Making
Data Analysis Applied to Management
Strategic Human Resource Management
LG1. To distinguish the conditions in which organizational competitiveness is related to HR practices and systems
LG2. To develop HRM strategies leading to different sustainable competitive advantages, promoting individual and organizational performance
LG3. To assess the consistency between HRM systems and specific strategic events
PC1. HRM and organizations: from HR practices to performance
PC2. The different types of alignment: horizontal, vertical, and temporal
PC3. The AMO model
PC4. HRM and organizational capabilities: service climate, relational coordination
PC5. HRM and dynamic capabilities: contextual ambidexterity, organizational resilience; organizational learning,
PC6. HRM in the context of mergers, acquisitions, and restructuring processes
PC7. The future of work: Challenges to HRM in a digitalized world
Assessment throughout the semester entails: an individual assignment (60%); group task (40%).
Students who fail the delivery of any assignment, who score below 7.5 on the individual component, or that have more than 20% of absenteeism should take the final examination (an exam that corresponds to 100% of the final grade).
Wirtz, W. (2020). Organizational ambidexterity: cost-effective service excellence, service robots, and artificial intelligence. Organizational Dynamics, 49, 3, 1-9.
Weick, K. and Sutcliffe, K. (2015). Managing the unexpected: Sustained performance in a complex world. New Jersey: John Wiley & Sons.
Pfeffer, J. (2005) Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.
Guest, D. E. (2017). Human resource management and employee well-being: towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.
Gratton, L. and Truss, C. (2003). The three-dimensional people strategy: Putting human resources policies into action. The Academy of Management Executive, 17, 3, 74-86.
Gittell, J. (2011). New direction for relational coordination theory. In Cameron & Spreitzer (Eds), The Oxford handbook of positive organizational scholarship. Oxford University Press.
Campion, M. A., Guerrero, L. and Posthuma, R. (2011). Reasonable human resource practices for making employee downsizing decisions. Organizational Dynamics, 40, 174-180
Collins, C. (2021). Expanding the resource-based view model of strategic human resource management. International Journal of Humana Resource Management, 32(2) 331-358.
Crawshaw, J., Budhwar, P., & Davis, A. (Eds.). (2020). Human resource management: Strategic and international perspectives. Sage.
Hill, S. and Birkinshaw, J. (2014). Ambidexterity and survival in corporate venture units. Journal of Management, 40, 7, 1899-1931.
Hong et al. (2013). Missing Link in the service profit chain. Journal of Applied Psychology, 98, 2, 237-267.
Jiang et. al. (2012). How does human resource management influence organizational outcomes? Academy of Management Journal, 55, 6, 1264-1294.
Schuler, R. and Jackson, S. (1987). Linking competitive strategies with human resource management practices. The Academy of Management Executive, 1, 3, 207-219.
Seo, M-G. and Hill, N. S. (2005). Understanding the human side of merger and acquisition: An integrative framework. The Journal of Applied Behavioral Science, 41, 1, 422-443.
Thusman, M., Smith, W, and Binns, A. (2011). The ambidextrous CEO. Harvard Business Review, June, 75-80.
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Objectives
The Master's in Management provides comprehensive and rigorous training, preparing students to face complex challenges in the global business world. Throughout the course, students develop advanced analytical and quantitative skills, which are fundamental for making informed, data-driven strategic decisions.
The programme fosters critical thinking and problem-solving skills, preparing students to lead and innovate in dynamic environments. The international component of the course provides an in-depth understanding of global markets, the digitalisation of business and corporate sustainability.
Effective communication and negotiation skills are key competences developed, enabling students to convey ideas and solutions clearly and persuasively. The course also encourages involvement in applied research projects, promoting the use of advanced methodologies for analysing management problems.
Ethical training and social responsibility are fundamental pillars of the programme, preparing students for responsible and sustainable leadership. In addition, the master's programme promotes a mindset of continuous learning, flexibility and adaptation, essential for thriving in a constantly evolving business environment.
This set of objectives aims to train highly qualified managers capable of generating a positive impact on organisations and society.
By the end of the program, the students in the Master in Management will have gained the following competencies and reached the following learning objectives:
1) Competence in producing written communication in business environments with impact and effectiveness, namely:
1.1) Produce a well-structured written document
1.2) Clearly identify and communicate the relevant key messages within a written document
1.3) Clearly express the link between theoretical arguments and specific practical issues within a written document
1.4) Effectively summarize ideas and conclusions within a written document
2) Competence in delivering oral communication in a business environment with impact and effectiveness, namely:
2.1) Select the appropriate format for a given presentation
2.2) Demonstrate confidence that the communication was well-prepared
2.3) Develop and make presentations with impact
3) Competence in ethical behavior, responsibility, and sustainability, namely:
3.1) Identify and discuss the myriad challenges surrounding corporate responsibility and/or sustainability
3.2) Recognize and critically reflect on ethical dilemmas
4) Competence in Thinking critically about topics, namely:
4.1) Select and interpret relevant data and references from academic and non-academic sources
4.2) Analyse issues effectively, leading to the formulation of well-supported conclusions or solutions
5) Competence in teamwork and interpersonal dealing, namely:
5.1) Organize and allocate tasks among group members to meet goals in an efficient and effective manner
5.2) Show a willingness to listen to others and exhibit curiosity about what people are saying and experiencing
5.3) Schedule tasks to meet milestones deadlines
6) Competence in Management, namely:
6.1) Evaluate the role of strategy and strategic management in companies based on foundational principles of business strategy
6.2) Analyze the role of finance, marketing, and logistics in the strategic process to develop an integrated and holistic perspective of business strategy
6.3) Examine HR practices and their effectiveness in different strategic contexts
6.4) Analyze the financial statements of companies to assess the impact of financial transactions
6.5) Apply appropriate data analysis methods and tools to solve business-related problems and interpret their implications.