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    • Your first opportunity to meet your fellow CEMS classmates comes during the Block Seminar; a week-long interdisciplinary workshop held at the beginning of the programme by each CEMS school. These seminars are led by inter-university teams of professors and consultants, and are organised off-campus. The Block Seminar provides an arena for debate and discussion of innovative management topics from different perspectives and you can choose to attend block seminars held by any of the CEMS partner schools.

      RSM organises two parallel block seminars. Both take place at the European Space Agency (ESA) in Noordwijk, about 45 km from Rotterdam. One seminar provides students with the challenge of developing commercial uses for a specific space technology. The second seminar deals with start-up companies in the Business Incubator of ESA and focuses on developing strategy development.

    • How firms internationalise, and how multinational companies create and sustain competitive advantage in an international marketplace are the subjects of this first core course. Students learn how they, as future managers, can assist companies in their internationalisation process, for example by targeting and selecting new markets, or by evaluating, designing and implementing entry strategies. Students also develop an awareness of the potential issues and problems involved in the implementation of an internationalisation process such as host government policy, knowledge transfer, and interfirm collaboration. 

      Review the course guide for more details. 

      Taught by dr. Brian Campbell Pinkham.

    • Companies moving into new, international markets need to prepare their supply chain for the new challenge. Many companies are finding that effective management of the supply chain brings a competitive advantage so this sector is becoming a more high-profile, demanding and complex task. In this course, students will investigate how multinational companies deal with the challenges of expanding product variety, short product life cycles, increasing outsourcing, globalisation of business and continuous advances in information technology. 

      Review the course guide for more details. 

      Taught by M.B.M. de Koster

    • Our globalizing world is witnessing the emergence of innovative start-ups that have a worldwide focus and sometimes resource base from inception. The international activities of these firms that have decided to go abroad almost directly after their creation, have received an increasing amount of attention over the past years; they are called born globals or international new ventures. In addition to small and medium-sized firms with incremental growth strategies, the focus in this course is on these dynamic start-up firms that make products and sell services that are ‘new to the world’, strive for scaling up their activities and seek international presence. These growth-oriented start-ups with global expansion strategies face much uncertainty compared to established multinational companies with more traditional products and services: their novel products or services (as well as the effect of their products for the customer) are unknown to the market. Also, in bringing these niche products and services to the international market, young firms have limited resources and few complementary assets. In this course we will look how innovative start-ups and ambitious small firms mitigate the risks starting-up, early growth and internationalization, and more specifically how they address and manage their country selection and market investigation, their entry mode choice(s) and international operations and capabilities. Other interesting characteristics of these international new ventures are the importance of the founders and the entrepreneurial team, their particular motives for international expansion, and the relevance of strategic partners and investors.

      Review the course guide for more details. 

      Taught by dr. W. Hulsink

    • Innovation is the most important process in companies. It determines the future activities of the company, its future performance, and thereby its survival and success. Well known example of innovation success is Airbnb, whereas Nokia provides an example of failure as a result of misguided innovation (the company was once absolute market leader in cell phones!).  In this course students learn to manage the innovation process in such a way that it shows creativity and novelty, that it anticipates or even creates changes in the market, that it is successful in implementing innovation projects, and that the firm executes the process itself in a efficient and ‘lean’ manner. 

      View the course guide for more details.

      This course is taught by JCM van den Ende.

    • Financial Management & Control Systems (FMCS) form the bridge between the organization’s strategy and its operations/services. Their purpose is to align managerial behaviour and decision making with organizational strategic goals. Although management controls are typically embedded in the organization’s FMCS, their design and use does not only require an understanding of accounting standards and techniques. It should also be based on a thorough understanding of how managerial behaviour is influenced by relevant control system elements, such as target setting, performance measurement and monetary incentives. Indeed, as the proper design of FMCS is paramount for organizational performance, organizational failure can often be attributed to a poor design or implementation of the organization’s management control system. Past scandals such as the collapse of Enron and the recent crisis in the financial sector can be directly traced back to failures in FMCS design. The emphasis of the course is on the analysis and understanding of the drivers of managerial (rational and irrational) decision making in complex organizations rather than on the application of accounting tools often associated with financial management.

      View the course guide for more details.

      This course is taught by prof.dr. M van Rinsum

    • All electives enable you to broaden your knowledge of a chosen field before starting work on your Master Thesis. 

      CEMS electives cover a broad range of subjects, from strategic management to current issues in sustainability. Through your selection of electives, you gain either in-depth knowledge of a certain field, or a broader view across the entire international business landscape, depending on your preference for your future career: to apply for a specialist entry-level job, or to gain a broad foundation for a wide range of careers in management.

      You can choose your electives from the master course offerings at RSM, or your exchange school. Examples of free electives chosen by CEMS students include:

    • As organisations move from domestic to global business arenas, a key lever at their disposal in terms of achieving competitive advantage is the effective management of human resources. Managing international human resources and shaping the behaviour of a global workforce are complex and challenging tasks. This second core course explores these complexities and challenges, and helps students to understand optimising human talent in a global business setting.

      Review the course guide for more details. 

      Taught by dr. M. Shemla

    • Climate change is one of today’s most pressing issues, receiving international attention from political leaders, corporations, the media, advocacy groups, and the general public. In the future, it is likely to become even more pressing as the effects of climate change intensify resource competition, natural disasters, disease vectors, water and food scarcity, and refugee migration.

      According to Sir Nicholas Stern, former chief economist of the World Bank, the impact of climate change is likely to change the international business environment dramatically. However, the business relevance of climate change is insufficiently understood by future decision makers in international management and society.

      We believe that tomorrow’s business leaders should be educated on the key elements of climate change – the science, the evolving policy, and role of business. They can become an essential part of the solution, but only if equipped with a sound understanding of the challenges at hand and the processes by which new policies are constructed.

      The Climate Change Strategy course and its Model United Nations Framework Convention on Climate Change (UNFCCC) form an innovative educational approach to closing this knowledge gap. Our goal is to broaden students' understanding of climate change, climate policy, and their impacts on the future of business.

      The course modules deal with the core issues of climate change and include a wide range of effective didactic tools and exercises. Students are given a deeper understanding of the background and consequences of climate change for business, and of corporate responses to it. Special emphasis is laid on international and national regulatory frameworks, and on emerging resource challenges and market opportunities. Furthermore the course will provide students with an opportunity to develop a broad set of personal skills such as negotiation, forming strategy, research, public speaking and debating.

      The 2018 edition of the course will be simultaneously offered at eight leading CEMS universities and culminates in a two-day UNFCCC simulation event at one of the business schools (TBC – host will not be RSM). Students will be using the recent Paris Agreement created at COP21 and be simulating the upcoming COP23 to be held in Asia. Negotiations will seek to enhance the current Nationally Determined Contributions (NDCs) of countries and work out details of how the new mechanisms and funds will function. The big challenge is how to improve the current commitments to be in line with the universally agreed target of limiting global temperature rise to ‘well-below 2 degrees’.

      Students will negotiate on issues such as mitigation of greenhouse gases (new voluntary targets, financing and compliance), adaptation to climate change (financing, climate change refugees, technology transfer), and market mechanisms (sustainable development mechanism, REDD+, aviation and shipping).

      Review the course guide for more details.

      Taught by dr. S.P. Kennedy.

    • The course is heavily based on the case method. This means you will be exposed to a series of real-world cases that you are expected to analyze and solve using your best effort, the theory and materials found in the reader, cited references and hand-outs.
      Lecture materials will be distributed after class. Not all slides will be distributed, so make notes and study the theory and tools found in the original material (course package, handouts and papers). Do not limit yourself to slides. Slides are only tools to illustrate and help coordinate a discussion.

      View the course guide for more details.

      This course is taught by prof.dr. G Liberali

    • International business strategy means effectively and efficiently matching a multinational firm’s internal strengths (relative to competitors) with the opportunities and challenges found in institutionally and geographically dispersed environments that cross international borders. Such matching is a requirement for creating value and satisfying stakeholders’ goals, both domestically and internationally, and hence for survival and good performance.

      Since globalization has increased both the opportunities and challenges found in the international business environment, forming and executing successful international business strategies has become increasingly complex for firms. Developing and building on a unifying framework of the practitioner-oriented and academic literature on international business strategies, the course familiarizes students with the core concepts and dynamics associated with such strategies, thereby increasing students’ understanding of successful international strategy formation and implementation.

      View the course guide for more details.

      This course is taught by prof.dr. VJA van de Vrande


    • Multinational firms and new, rapidly-growing large enterprises access new markets across borders more than ever before. As a consequence, developing the expertise to evaluate, finance and control these opportunities requires a deep understanding of global capital markets, exchange rates, tax rules, and legal, cultural and institutional complexities. In addition, market conditions and developments in various parts of the world affect firms’ decisions across the world. This course deals with the finance aspects of multinational businesses. The course provides an analytic framework for understanding how financial management of multinational companies deals with these issues in order to create and sustain value across borders.

      View the course guide for more details.

      This course is taught by dr. CHO Schmitt

    • The International Business Project takes place during the spring semester and constitutes an important part of the CEMS programme at RSM. Over a period of almost four months, teams of international students work intensively on a consultancy project for a company or institution, supervised by coaches from the university and the company. Students are expected to respond professionally to a real-world management problem, and to learn from working together in multidisciplinary and culturally heterogeneous groups. 

      Client organisations can be large, prestigious multinational companies, medium-sized or entrepreneurial firms; the projects can have a human resources, marketing, strategy, or logistical focus. However, each project presents a unique ‘problem’ or managerial issue the company would like to have solved or addressed. Each project also provides students with an important learning experience. The projects should preferably have a distinct international focus.

      For examples of projects from spring 2015 please click here.

    • All electives enable you to broaden your knowledge of a chosen field before starting work on your Master Thesis. 

      CEMS electives cover a broad range of subjects, from strategic management to current issues in sustainability. Through your selection of electives, you may gain either in-depth knowledge of a certain field, or a broader view across the entire international business landscape, depending on your preference for your future career: to apply for a specialist entry-level job, or to gain a broad foundation for a wide range of careers in management.

      You can choose your electives from the master course offerings at RSM, or your exchange school. Examples of free electives chosen by CEMS students at RSM include:

    • The Research Clinic in this programme is a first step towards writing your final thesis. You will deepen your knowledge of research design, methods and skills in the field of management, and acquire and apply the skills necessary to write research proposals – including a proposal for your Master Thesis.

      Review the course guide for more information.

    • Like all of RSM’s MSc programmes, the MSc IM programme requires you to conduct independent research, resulting in your Master Thesis (20 EC). The Master Thesis entails a theoretical and empirical exploration of an academic issue in the field of international management, and is your opportunity to test specific theories in practice – a genuinely challenging and rewarding pursuit. Knowing how to conduct quality research and how to formulate your ideas are just two of the proficiencies you will take away from this project.

      Master thesis topics include:

      1. Global and local strategies of MNCs in dealing with climate change
      2. CSR in the supply chain
      3. International Mergers and Acquisitions Media and prices
      4. Global branding International expansion strategies and multinational subsidiary management
      5. Cross-cultural management & international HRM
      6. Pay of performance and risk inclination of managers Entrepreneurship
    • As a student of IM/CEMS, you are required to spend the autumn or spring semester at a CEMS partner university. Each school applies the same curriculum structure to their course design and a local CEMS Club provides an active social life for the international student body, helping to build the CEMS community spirit.

      For more information about CEMS Partner Schools please click here.

    • You are required to do an internship abroad of at least 8 weeks. Most students join one of our CEMS corporate partners, although you are able to look independently for an organisation in which to pursue your internship. Because the internship is designed to be an intercultural experience, it must be taken in a country with which you are relatively unfamiliar. This is your chance to get a real taste of a future profession or organisation. Many students acquire their first job from the contacts they establish during this period.

      Examples of Internships taken by IM /CEMS Students

      1. DaimlerChrysler AG, Germany 
        Optimising the testing strategy and product quality of several Mercedes-Benz series 
      2. UBS AG, Switzerland 
        Researching the energy derivative field in Europe 
      3. L’Oreal, UK 
        Marketing department 
      4. Volkswagen Group China, China 
        Production readiness department 
      5. Emerson Process Management, Singapore 
        Developing and executing a co-ordinates plan for the yearly sales meeting 
      6. Procter & Gamble, Belgium 
        Improving the Benelux intranet site concerning human resources 
      7. Frape Behr, Spain 
        Purchasing department 
      8. DZ Bank, Germany 
      9. Mergers and acquisitions, and initial public offerings
    • During the first and second semesters of the IM/CEMS programme, skills seminars help you to develop the critical skills needed of successful international managers. These seminars are typically organised in close collaboration with CEMS corporate partners.

      Additionally, RSM offers CEMS students a series called the Personal and Professional Development track, designed to help you develop awareness of your own personal and professional goals and competencies. This multi-session track is mandatory for CEMS students and is worth total 1 CEMS skill seminar day.

      Other skill seminars are offered by RSM each semester for varying credit values, in areas such as consulting, negotiation, and transformational leadership.

      Review the course guide for more information.

    • On completion of the International Management/CEMS programme, you must have minimum proven proficiency in at least two languages in addition to English. You are expected to improve language skills of your own accord, and your standards in both foreign languages should improve during your studies at RSM. Erasmus University's Language and Training Centre organises special language courses and language level tests.

Note regarding taking courses if you are not an RSM master student: RSM does not offer the possibility for non-RSM students (master or otherwise) to take RSM courses outside of official exchange partnerships or other inter-faculty agreements.