COURSE CATALOGUE Exchange Students - bsbu · 6 MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced...

1

COURSE CATALOGUE

Exchange Students MSc Programmes

Spring 2017

2

Summary:

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced Accounting ............................... 4

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced Financial Economics ................ 5

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced management control and Value

management ........................................................................................................................... 6

MSc ACF MAIN COURSES S2 - MscACF-S2 Behavioral finance ..................................... 7

MSc ACF MAIN COURSES S2 - MscACF-S2 Business and Crime ................................... 8

MSc ACF MAIN COURSES S2 - MscACF-S2 Compliance ................................................ 9

MSc ACF MAIN COURSES S2 - MscACF-S2 Financial strategy ..................................... 10

MSc ACF MAIN COURSES S2 - MscACF-S2 Information System Management ........... 11

MSc ACM MAIN COURSES S2 - ACM - Creative Cities and Cultural heritage .............. 12

MSc ACM MAIN COURSES S2 - ACM - Cultural Entrepreneurship 2 ............................ 13

MSc ACM MAIN COURSES S2 - ACM - Cultural Project engineering ........................... 14

MSc ACM MAIN COURSES S2 - ACM - Culture and territory development .................. 15

MSc ACM MAIN COURSES S2 - ACM - Destination Governance and Cultural Tourism

.............................................................................................................................................. 17

MSc ACM MAIN COURSES S2 - ACM - Digitization & Creative Industries .................. 18

MSc ACM MAIN COURSES S2 - ACM - Fundraising ..................................................... 19

MSc ACM MAIN COURSES S2 - ACM - Sectorial Challenges for arts ........................... 20

MSc GMN MAIN COURSES S2 - MSC Research Methods .............................................. 21

MSc GMN MAIN COURSES S2 - MscGM Business Cases .............................................. 22

MSc GMN MAIN COURSES S2 - MscGM Implementing Evidence Based Marketing .... 23

MSc GMN MAIN COURSES S2 - MscGM International Business project ....................... 24

MSc GMN MAIN COURSES S2 - MscGM International Negotiation .............................. 25

MSc IBD MAIN COURSES S2 - European Business Environment ................................... 26

MSc IBD MAIN COURSES S2 - International Monetary and Financial Systems ............. 27

MSc IBD MAIN COURSES S2 - International Negotiation and Sales ............................... 28

MSc IBD MAIN COURSES S2 - MScIB Crew Project ...................................................... 29

MSc IBD MAIN COURSES S2 - MScIB International Business Law ............................... 30

MSc IBD MAIN COURSES S2 - MScIB International Business Seminars ....................... 32

MSc IBD MAIN COURSES S2 - MscIBENT Country Analysis ....................................... 33

MSc IBD MAIN COURSES S2 - MscIBENT Economic Intelligence ............................... 34

3

MSc IBD MAIN COURSES S2 - MscIBENT Managing International Business Operations

.............................................................................................................................................. 35

Français et Culture - French - Elementary ........................................................................... 36

Français et Culture - French - Intermediate ......................................................................... 37

Français et Culture - French - Advanced 1 .......................................................................... 38

You are required to choose ONLY ONE programme (MSc ACF OR

MSc ACM OR MSc GMN OR MSc IBD); it is IMPOSSIBLE to mix

courses from different programmes, due to course clashes.

4

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced Accounting

Contact time (in hours): 20 Total student workload: 60 ECTS: 2 Semester: Spring

Module Director: BIOT-PAQUEROT Guillaume

Pre-requisites: Intermediate accounting M1

Description: This course provides basic coverage of business combinations and consolidated financial statements, comprehensive coverage of fund accounting, partnerships, foreign exchange and other current issues.

1) Equity Method of Accounting 2) Consolidation 3) Foreign Currency Transactions 4) Segment Reporting 5) Governmental and Non-profit Accounting

Learning objectives: After completing this course students should be able to: • Apply the equity method to accounting for investments • Apply the pooling of interest and purchase methods to account consolidations • Prepare consolidated financial statements • Prepare and discuss segment reporting • Discuss difference between pooling of interest and purchase methods of accounting for consolidations • Explain the accounting issues, presentation and alternatives relating to foreign current transactions and translations. • Explain how governmental and non-profit accounting differs from for-profit accounting • Evaluate usefulness and limitations of advanced accounting topics

Methodology: Teaching language: English

Participatory sessions, group work, presentations, virtual simulations, and other activities.

Teaching tools: Manual. Cases. Course support. Work

Pedagogical methods: Seminars. Critical analysis. Case studies

Assessments:

Continuous collective assessment 40%

Continuous individual assessment 60%

References:

IASB (International Accounting Standards Board) (2014), IFRS: International Financial Reporting Standards 2014 / Part A: the conceptual framework and requirements, IFRS Foundation, 132.47 INT

IASB (International Accounting Standards Board) (2014), IFRS: International Financial Reporting Standards 2014 / Part B: the accompanying documents, IFRS Foundation, 132.47 INT

NOBES Christopher (2008), Comparative international accounting / 10th ed., Prentice Hall, 132.46 NOB

COOK David (2002), IAS/US GAAP comparison: a comparison between International GAAP and US GAAP by Ernst & Young's international financial reporting group, IASCF (International Accounting Standards Committee Foundation) / Ernst & Young, 132.47 COO

5

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced Financial Economics


Module Director: MATEU Guillermo

Pre-requisites: No special requirements. But is highly recommended to have a minimum knowledge about mathematics and graphic analysis.

Description: This course provides the advance knowledge of financial economics. Basically, the module is divided in two parts: Microeconomics and Macroeconomics. Microeconomics: This course is designed to help you build an understanding of the economics of the market place. In particular we focus on microeconomic principles that demonstrate the role and limitations of both competitive and imperfectly competitive markets in motivating socially efficient consumer, business, and public sector choices. Macroeconomics: This course aims to provide advanced knowledge about macroeconomics theory. The economic crisis recently occurred in Europe is going to be analysed in a detailed context, focusing of causes, movements and behaviours of the main variables in the analysis. Learn about concepts such as national income and price determination and develop your familiarity with economic performance measures, the financial sector, stabilization policies, economic growth and international economics.

Microeconomics: Chapter 1: The Basics of Supply and Demand; Chapter 2: Consumer Behaviour; Chapter 3: Individual and Market Demand; Chapter 4: Choice under Uncertainty; Chapter 5: Production Chapter; 6: Game Theory and Competitive Strategy; Chapter 7: Experimental Economics. Macroeconomics: 1) An introduction to macroeconomics; 2) Demand, supply and price determination; 3) Measurement of economics performance; 4) Macroeconomic theory and policy; 5) Money, banking, the financial sector and monetary policy; 6) The Phillips Curve and expectations theory.

Learning objectives: - Understand the microeconomic and macroeconomic principles. - Analyse the limitations of microeconomic and macroeconomic models. - Understand the consumer and industry behaviour. - Understand the main consequences from monetary and fiscal policies.

Methodology:

Teaching tools: E-learning. Manual. Course support. Work

Pedagogical methods: Case studies. Researches. Oral presentations. Debates

Assessments:

Continuous individual assessment - Individual dossier 20%


Final individual assessment - Written exam 60%

Skills:

ACF LO 03 - To know how to analyse and solve a problem and to know how to structure one’s thinking

ACF LO 09 - To understand the key concepts of money, money creation and banking regulation

References:

BLANCHARD Olivier (2012), Macroeconomics [E-BOOK], Pearson, 331.31 BLA

PINDYCK Robert S (2005), Microéconomie, Pearson Education, 331.11 PIN

6

MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced management control and Value management



Pre-requisites: None

Description: This course is designed for a thorough review of Value Management, combining concepts and methods to create sustainable value for both organisations and their stakeholders. The course builds on initial studies of financial management and reflects on the view of the modern finance theory, which suggests that managers should aim to maximize shareholder wealth. The discussions will cover issues faced by finance officers such as cost benefit analysis, objective hierarchies.

• Cost Benefit Analysis • Criteria Weighting Technique • Function Analysis System Technique (FAST) • Issues Generation and Analysis • Process Mapping • Risk Analysis • Stakeholder Analysis • SWOT Analysis

Learning objectives: At the end of the module, students will be able to: • Benchmark performance • Ensure that executives are accountable for outcomes • Drive project prioritization based on value throughout the implementation • Design processes for value • Foster performance-based thinking

Methodology: Teaching language in English

Participatory sessions, group work, presentations, virtual simulations, and other activities.

Teaching tools: E-learning. Cases. Course support. Work

Pedagogical methods: Seminars. Critical analysis. Case studies. Researches

Assessments:

Continuous collective assessment - Collective dossier 50%


Skills:

ACF LO 12 - To understand the value creation and value repartition processes within corporations

ACF LO 13 - To be acquainted with ethical financial issues within corporations dealing on a global scale

7

MSc ACF MAIN COURSES S2 - MscACF-S2 Behavioral finance




Description: This course surveys research which incorporates psychological evidence into economics, specially related with finance and market anomalies. Topics include: prospect theory, biases in probabilistic judgment, self-control and mental accounting with implications for consumption and savings, fairness, altruism, and public goods contributions, financial market anomalies and theories, impact of markets, learning, and incentives, and memory, attention, categorization, and the thinking process.

- 1) Introduction: evidence from psychology - 2) Efficient capital markets - 3) Prospect theory - 4) Risk and return - 5) The psychology of investor behavior - 6) Behavioral finance market strategies

Learning objectives: - To understand the basics of experimental finance in behavioral analysis

Methodology:

Teaching tools: E-learning. Manual

Pedagogical methods: Simulations. Games

Assessments:

Continuous individual assessment - Simulation game 50%

Final collective assessment - Collective oral presentation 50%

Skills:

References:

POMPIAN Michael (2012), Behavioral finance and investor types [E-BOOK], John Wiley & Sons, 134.44 POM

CAMERER Colin F. (2003), Behavioral game theory: experiments in strategic interaction, Princeton university press,, 113.97 CAM

8

MSc ACF MAIN COURSES S2 - MscACF-S2 Business and Crime




Description: The purpose of this project is to provide sufficient knowledge on the background and to deal mainly with the regulations relating to money laundering for those working within the regulated financial services sector. The course takes full account of the Money Laundering Regulations 2007 implemented following the EU Third Money Laundering Directive.

Learning objectives: Upon successful completion of this subject the student will be able to: 1. Define and explain the nature of accounting and GAPP/IFRS. 2. Define Corporate Governance as prescribed by the EU. 3. Analyze and describe appropriate forms of corporate structure and explain the roles of various committees of Boards of Directors. 4. Demonstrate an understanding of the need for professional ethics and independence in the performance of audits by reviewing and assessing various Codes of Conduct/best practices currently in use. 5. Explain how to identify and minimize potential conflicts of interest in the business environment. 6. Outline the responsibilities of Corporate Directors and Management in protecting the rights and interests of corporate stakeholders, including shareholders, investors, employees, and customers. 7. Describe the "Fraud Rich" environments that exist in Growth Companies, Downsizing Activities, and Distressed Companies.

Methodology: Teaching language in English

Mentored Projects and seminars

Teaching tools: Cases. Others

Pedagogical methods: Seminars. Case studies. Researches

Assessments:


Skills:

ACF LO 01 - To know how to carry out reflection on the governance of a firm

ACF LO 07 - To show open-mindedness and integrity

ACF LO 13 - To be acquainted with ethical financial issues within corporations dealing on a global scale

References:

HUSE Morten (2007), Boards, governance and Value Creation: the human side of corporate governance, Cambridge University Press, 630 HUS

KIM Kenneth A. (2010), Corporate governance, Prentice Hall, 111.23 KIM

GOMEZ Pierre-Yves (2003), Democracy in corporatia: Tocqueville and the evolution of corporate governance

MANSELL Robin (2005), Trust and crime in information societies, Edward Elgar, 224.55 MAN

9

MSc ACF MAIN COURSES S2 - MscACF-S2 Compliance

Time volume (in hour): 20 Total student workload: 60 ECTS: 2 Semester: Spring

Module's Manager: BIOT-PAQUEROT Guillaume

Pre-requisites: Basic knowledge in corporate governance Basic knowledge of information system framework

Description: This lecture will explore the effect of compliance on enterprise architecture, illustrating the question of how turning cost into value. Anchoring in corporate governance principles and best practices and risk management law and practice, the course will explore both theory and practice, together with specific issues in the implementation and execution of corporate compliance programs. Specific topics, using case studies, will include the role of boards, lawyers and other professionals; the role of ethics and codes of conduct; compliance systems and frameworks; the Foreign Corrupt Practices Act and other key statutes; government regulatory frameworks and enforcement efforts; and transnational issues and comparative views.

Learning objectives: Familiarization with different lines of risk governance; BoD, executive management, business unit, independent functions, and internal audit. Understanding of interactions between business heads, compliance, risk and regulators. How interactions are evolving in rules based environment, and what IT/computational solutions are explored/employed.

Methodology: Lecture presentations, associated case studies, tutorials and debates

Teaching tools: E-learning. Manual. Cases. Course support

Pedagogical methods: Seminars. Critical analysis. Case studies. Researches. Discussion groups

Assessments:

Continuous individual assessment - Individual executive summary 0.5%

Continuous collective assessment - Collective dossier 0.5%

Skills:


References:

HUSE Morten (2007), Boards, governance and Value Creation : the human side of corporate governance, Cambridge University Press, 630 HUS

LAUDON Kenneth C (2012), Essentials of management information systems [E-BOOK], Pearson Education,, 221.45 LAU

HOPKIN Paul (2012), Fundamentals of risk management [E-BOOK], Kogan Page,, 111.83 HOP

LORSCH J. W. (2004), Harvard Video : Corporate Governance in the U.S. : Scandals, Reforms, and the Future, Harvard Business School Publication Corp.,

AKHIGBE Aigbe (2008), Influence of disclosure and governance on risk of US financial services firms following Sarbanes-Oxley, Elsevier,

HULL John C. (2012), Risk management and financial institutions [E-BOOK], John Wiley & Sons,, 131.56 HUL

WEALLEANS David (2000), The quality audit for ISO 9001 : 2000, Gower,, 113.51 WEA

10

MSc ACF MAIN COURSES S2 - MscACF-S2 Financial strategy



Pre-requisites: English taught Basic notions of Finance, having taken the S1 MSc courses: 'Financial market and instruments' and 'Financial restructuring' or equivalent modules

Description: This module aims at presenting the main techniques used in the different financial decisions facing firms in formulating financial strategy, to ensure that students can apply them, critically evaluate them, and assess the problems experienced in firms’ use of them. Special attention is placed on growth financing, market operations and financial policy

• Growth: Advanced Financial diagnosis and growth financing * Financial Policy: Cost of capital, Long term financing, pay out policy, market operations * Specific topics: LBO, use of options, real options

Learning objectives: Be able to discuss and define a firm's Financial Policy & Strategy in line with the firm' development projects and its global strategy.

Methodology:

Teaching tools: Manual. Cases. Course support

Pedagogical methods: Case studies. Diagnostics

Assessments:


Skills:

ACF LO 10 - To understand the mergers and acquisitions functioning and the financial strategy

References:

• Hillier, D, M Grinblatt, and S Titman, Financial markets and corporate strategy (European Edition), 2nd edition, Mc Graw Hill, 2011. • Koller T, M Goedhart, and D Wessels, Valuation: Measuring and Managing the Value of Companies (University Edition), 5th edition, Wiley, 2010.

VERNIMMEN Pierre (2011), Corporate finance: theory and practice, John Wiley & Sons, 131.55 VER

BREALEY Richard A. (2008), Principles of corporate finance: international edition, McGraw-Hill, 131.55 BRE

11

MSc ACF MAIN COURSES S2 - MscACF-S2 Information System Management



Pre-requisites: A preliminary basic knowledge of finance and value management is an advantage to follow the course. To became a more effective business and financial manager there are certain spreadsheet modeling skills and automation knowledge that must be mastered.

Description: This course will: 1) explore the concepts, principles, and state-of-the-art methods in successfully integrating Enterprise Resource Planning (ERP) systems into extant enterprise architectures, and urbanization principles. 2) Motivate students to be more involved in understanding and building end-user applications, and more specifically using Excel and elements of VBA.

Methodology: Each student is expected to participate in every class. Positive participation means speaking so everyone can hear; asking appropriate questions; replying to questions, contributing ideas and participating in discussion without dominating it; and helping others. Positive participation creates a supportive learning environment in which other students feel comfortable asking questions and everyone contributes to the discussion. Positive participation requires that students come prepared for class. This means distilling the terminology and major concepts of assigned readings; having points of personal interest in mind for discussion; having questions in mind for ideas that are unclear; knowing what the day’s topics will be and what assignments are due; and bringing appropriate texts, materials, and tools for the day’s class.

Teaching tools: E-learning. Cases. Others. Fascicule

Pedagogical methods: Seminars. Case studies. Projects

Assessments:



Skills:


References:

LAUDON Kenneth C (2012), Essentials of management information systems [E-BOOK], Pearson Education, 221.45 LAU

DARBYSHIRE Paul (2012), Hedge fund modeling and analysis using Excel and VBA [E-BOOK], John Wiley & Sons, 134.73 DAR

AMELOT Michèle (2013), VBA Excel 2013: programmer sous excel: macros et langage vba, ENI, 221.25 AME

12

MSc ACM MAIN COURSES S2 - ACM - Creative Cities and Cultural heritage


Module Director: BORIN Elena


Description: The course aims at developing students' competences and skills related to the development of policies around creative cities and cultural heritage. In particular the students will be able to: • Distinguish the different understandings and theories around the term creative city and their links with cultural heritage; • Critically assess existing policies to support creative cities and their challenges; • Identify the types of governance that can support the development of a creative city. • Systematically apply this knowledge to case studies in a comparative way.

Learning objectives: This module aims to discuss the evolution of the creative city concept and its application in terms of local strategies, notably in increasing the attractiveness of cultural heritage.

Assessments:

Continuous individual assessment - Oral participation 20%

Continuous individual assessment - Individual oral presentation 20%

Final individual assessment - Individual executive summary 60%

References:

• Andersson D. E., Andersson A.E. and Mellander C. (2011) The Handbook of Creative Cities. Elgar Elgar.

• Braun, E. & Lavanga, M. (2007) An international comparative quick scan of national policies for creative industries (Rotterdam: European Institute for Comparative Urban Research (EURICUR), Erasmus University).

• Chapain C., N. Clifton and R. Comunian (2013) ‘Understanding Creative Regions: Diverging Dynamics for Creative Individuals and Industries between Local Policies and Global Discourses.’ Regional Studies, Vol. 47(2)

• Comunian R., Chapain C. and Clifton N. (2014) Creative industries and creative policies: a European perspective? Special Issue, City, Culture and Society, 5(2).

• Cooke, P. and Lazzeretti, L. (eds.) (2008) Creative cities, cultural clusters and local economic development. Cheltenham: Edward Elgar.

• Currid E. (2010) Symposium Introduction--Art and Economic Development: New Directions for the Growth of Cities and Regions. Journal of Planning Education and Research 29(3), pp. 257-261

• Evans G. (2009) Creative Cities, Creative Spaces and Urban Policy. Urban Studies 46 p. 1003-1038

• Florida, R. (2005) Cities and the creative class. New York: Routledge.

• Hall, P. G. (2000) Creative cities and economic development, Urban Studies, 37, pp. 639-649.

• Hall, P. (2004) Creativity, culture, knowledge and the city, Built Environment, 30, pp. 256-258.

• Kong, L. and O’Connor, J. (2009) Creative Economies, Creative Cities. Asian European Perspectives. Series: Geojournal Library, 98.

• Landry C. (2000; 2008) The Creative City. Comedia • Legner M. and D. Ponzini (2009) Cultural quarters and urban transformations: international perspectives. Sweden: Gotlandica forlag.

• Musterd S. and A. Murie (eds) (2010) Making Competitive Cities. Chichester: Wiley and Blackwell.

• Musterd S. and Kovács Z. (eds) (2013) Place-making and policies for competitive cities. Wiley-Blackwell, Oxford.

• Pratt A. (2008) Creative cities: the cultural industrie

13

MSc ACM MAIN COURSES S2 - ACM - Cultural Entrepreneurship 2




Description:

Learning objectives:

Methodology:

Teaching tools:

Pedagogical methods:

Assessments:

Skills:

References:

14

MSc ACM MAIN COURSES S2 - ACM - Cultural Project engineering




Description: The aim of the course is to enable students to design and manage a cultural project, and to understand the peculiarities of project engineering for the cultural and creative sector.

The course is divided in two main submodules: one on the theories of Project engineering and one more practical, consisting in the support to the organization of a cultural event (international conference in Paris). The first sub-module will be a course in cultural project engineering, divided in sessions that will deal with the following themes: - General introduction on cultural project engineering - 1st case study: European cultural project supported by Creative Europe: We are Europe from Arty Fartuy / Les Nuits sonores - Visit a cultural organization in Dijon: analyze of the dynamics of the projects (4 hours) - Debriefing prepared by the students to identify the dynamics and the implementation of the project - 2nd case study; Fête des Lumières supported by the City of Lyon and private funders. In the second sub-module the students will support a team of academics and professionals in the organization of an international conference in Paris on the theme of sustainability in performing arts and cinema.

Learning objectives: In particular the objectives of the course will be: - to be able to understand a context (political, social, cultural and economic) for cultural projects and organisations - to learn the logics of the economy of risks and prototypes - to analyse the strengths and weaknesses / opportunities and threats for a cultural project - to be able to design a project in close connexions with the artistic, scientific and cultural teams - to develop a specific methodology for cultural projects and build the budget - to choose a strategy for the project and implement the project from the idea to the concrete activities - to improve capacities for analyse and evaluation of activities in cultural, heritage and artistic fields.

Assessments:



Continuous individual assessment - Individual executive summary 25%

References:

Handbooks and vademecum to design and implement cultural projects (in English) will be provided by the professor at the beginning of the course

15

MSc ACM MAIN COURSES S2 - ACM - Culture and territory development

Contact time (in hours): 40 Total student workload: 120 ECTS:4 Semester: Spring



Description: The course will expand of policy interventions and practices in territories where culture plays a key role. The use of urban regeneration will be examined paying particular attention to the effects (positive and negative) on the local area. The role of flagship interventions as an example of urban regeneration projects and city branding will be considered as well as the comparative between top-down and bottom-up strategies in regenerating the city. Case studies will be used to translate into practices some of the theories developed. Furthermore, creative sectors and their particularities will be explored approaching new collaborative models developed among these sectors in the city. From networks to governance issues, the course will focus on identifying innovative practices in companies, sectors, institutions and citizenship issues that aim to counteract the traditional norms and behaviors of urban actors. Finally, specific focus will be put on measuring the socio-economic impact of arts and creative initiatives and on cultural governance

Learning objectives: Students will be able to review and understand the characteristics of the cultural/creative economy and indicate why it is sensitive to local embedding. Local capacity building and the particularities of the cultural economy represent a productive strategy towards improving urban attractiveness and performance. Students will be able to understand both positive and negative potential effects of urban regeneration in the neighborhood/city. Moreover, they will be able to understand the main techniques to measure socio-economic impact of arts and creative sector and the main models of cultural governance

Methodology: The course will be mainly based in lectures and audio-visual material on the key concepts of the course and discussions around selected topics. To do that, students will go in depth into five main readings that will cover the theories and models analyzed in the classroom. These three readings are (to be updated): • Cohendet,P; D.Grandadam & L. Simon (2010): The Anatomy of the Creative City, Industry and Innovation, 17:1, 91-111 • Peck, J. (2005) Struggling with the creative class. International Journal of Urban and Regional Research. Volume 29, Issue 4, pages 740–770 • Pratt, A. (2015) Resilience, locality and the cultural economy. City, culture and society.

Assessments:






References:

Camagni, R., Resurgence, T., & Approaches, S. (2008b). Towards a Concept of Territorial Capital, 29–45.

Boschma, R. (2005). Proximity and Innovation: A Critical Assessment. Regional Studies, 39(1), 61–74. doi:10.1080/0034340052000320887

Grabher, G. (2004), ‘Learning in projects, remembering in networks? Communality, sociality, and connectivity in project ecologies’, European Urban and Regional Studies, 11(2): pp. 103-123.

Grabher, G. (2001), ‘Locating economic action: projects, networks, localities and institutions’, Environment and Planning, A 31, 1, pp. 329-31.

Moulaert, F., & Sekia, F. (2003a). Territorial Innovation Models: A Critical Survey. Regional Studies, 37(3), 289–302. doi:10.1080/0034340032000065442 Pareja-Eastaway,M.

Chapain, C. and Mugnano, S. (2013) Successes and failures in city branding. En: Musterd, S. And Kóvacs, Z. (eds) Governing Creative Cities. London: Wiley-Blackwell. CL

16

Pareja-Eastaway, M. and Piqué, Josep M. (2014) Spain: creating ecologies of innovation in cities - the case of 22@Barcelona. In: Engel, J. & S. Fisher (eds) Clusters of innovation. Northhampton: Edwar Elgar Publishing. CL.

Porter, M.E. (2000), ‘Location, Competition, and Economic Development: Local Clusters in a Global Economy’, Economic Development Quarterly, 14, pp. 15-34.

Rius, J. & Zarlenga,M. (2014)Industries, districts, institutions and scenes. Typology of cultural clusters in Barcelona. RES nº 21 , pp. 47-68.

Rutten, P. (2006) Culture and urban regeneration. Cultural activities and Creative industries. A driving force for urban regeneration. URBACT culture network.

Sassen, S. (2001), The Global City: New York, London, Tokyo, New Jersey: Princeton University Press.

Siow-Kian Tan, Ding-Bang Luh b , Shiann-Far Kung (2014) A taxonomy of creative tourists in creative tourism. Tourism Management 42 (2014) 248e259

Scott, A.J. and M. Storper (2003), ‘Regions, globalization and development’, Regional Studies, Vol. 37.(6-7), pp. 579–593.

17

MSc ACM MAIN COURSES S2 - ACM - Destination Governance and Cultural Tourism




Description: The course aims at providing an overview of the main concepts and techniques of destination governance and cultural tourism

During this course, the complex theme of destination governance will be addressed through seminars and case studies, with particular reference to the governance of cultural tourism destinations. A tourism destination is an important unit of analysis that could be considered as a cluster of interrelated stakeholders (Scott, et al., 2008a) that are jointly interacting with visitors and travelers. Among the main stakeholders of a destination there are accommodation businesses, companies providing commercial services, attractions, tour agencies, but also government authorities, tourism offices as well as representatives of the local inhabitants and communities. The interaction of these stakeholders could reach high degrees of complexity and dynamism. Developing a proper destination governance, interpreted as the governance of the relationships and interactions between multiple stakeholders, seems therefore essential to improve the competitiveness and sustainability of a tourism destination.

Learning objectives: Understand and discover the main principles related to the governance of destinations and the development of cultural tourism strategies.

Assessments:

Continuous collective assessment - Collective oral presentation 40%



References:

H. Pechlaner, P. Beritelli, S. Pichler, M. Peters, N. Scott: "Contemporary Destination Governance: A Case Study Approach", Emerald 2015

18

MSc ACM MAIN COURSES S2 - ACM - Digitization & Creative Industries




Description: The first sub-module aims at providing detailed information on the changes going on in the cultural and creative industries and on their business models due to the emergence of digitalization and new media. The second sub-module will analyze the following themes: • Introduction on the different digital problems encountered by cultural organizations and their management. • The emergence of digital media has disrupted corporate practices and uses both internally and externally. • From the origin of the Internet to the Web 2.0 (and even 3/4.0): Analyze the e-reputation of a cultural organization and its competitors; propose an online communication strategy. The third module will enable the students to: -understand the role of new technologies in heritage management - understand what UNESCO is and how it has been applying this technologies - To select the best digital activity related to heritage peculiarity

Learning objectives: The module aims at providing a detailed contents on how digitization is changing the cultural and creative industries. The module is divided into three submodules, the first providing insights on the changes in the cultural and creative industries in general, the second focusing more specifically on the changes related to communication and social media in the arts sector, the third related to the changes that new technologies are having on the business models of cultural organization operating on cultural heritage.

Assessments:

Continuous individual assessment - Quiz 20%





References:

Katsoni, V. 2015. Cultural Tourism in a Digital Era: First International Conference IACuDiT, Athens, 2014 Chaffey, D. 2015. Digital Marketing

19

MSc ACM MAIN COURSES S2 - ACM - Fundraising

Contact time (in hours): 20 Total student workload: 60 ECTS: 2 Semester: Spring.



Description: The course will provide students with theoretical and practical knowledge on the main techniques and strategies for fundraising. In particular the course will address the following themes: Introduction to fundraising and fundraising strategies for the cultural and creative sector memberships and subscription programs; strategies for corporate fundraising; organization of fundraising events; international funding opportunities for arts and cultural organizations (with specific focus on European funding); crowdfunding and new fundraising tools

Learning objectives: The aim of the course is to give an overview of the main tools and strategies for fundraising, with a special focus on the cultural and creative sector.

Assessments:




20

MSc ACM MAIN COURSES S2 - ACM - Sectorial Challenges for arts




Description: Field trip module

The module will consist on a series of study visits, conferences and encounters with professionals working in significant cultural and creative organizations in an international context. The module is organized as a field trip to Madrid (Spain) and aims at providing information and knowledge on emerging international perspectives in the arts and creative industries. Moreover, the students will be required to develop their critical thinking through the creation of a "cultural diary" in which they will choose a theme and analyze it under an artistic and economic perspective

Learning objectives: Understanding the peculiarities of managing different organizations in the cultural and creative sector, in an international perspective. Being able to develop critical reflections and analysis on specific themes related to various issues in the cultural and creative sector.

Assessments:

Final individual assessment - Individual executive summary 40%

Final individual assessment - Individual oral presentation 40%


21

MSc GMN MAIN COURSES S2 - MSC Research Methods


Module Director: REBOUD Sophie


Description: The course aims to prepare students to carry out their final project (Research Thesis or Professional Thesis) by providing them with adequate methodological support and coaching. Introduction to the professional thesis Research questions Research methods

Learning objectives: Be able to carry out autonomous, in-depth and professional research

Methodology:

Teaching tools: E-learning. Manual. Cases

Pedagogical methods: Case studies. Researches. Projects. Oral presentations

Assessments:


References:

BERG Bruce L. (2009), Qualitative research methods for the social sciences, Pearson Higher education, 212.79 BER

WILLIAMS Anneli (2013), Research: Improve your reading and referencing skills, Collins, 223.35 WIL

SAUNDERS Mark (2010), Research methods for business students, Prentice Hall, 151.95 SAU

SEKARAN Uma (2010), Research methods for business students: a skill building approach, John Wiley & Sons, 151.95 SEK

SAUNDERS Mark (2012), Research methods for business students [E-BOOK], Pearson Education, 151.95 SAU

22

MSc GMN MAIN COURSES S2 - MscGM Business Cases


Module Director: PICCARDI Patrice


Description: A case study is a product success story. It shows how a company solved a problem using a specific product, process, method or idea, as with other marketing techniques.

Assessments:


23

MSc GMN MAIN COURSES S2 - MscGM Implementing Evidence Based Marketing




Description: In a context where marketing needs to be performant and ethical, Evidence Based Marketing (EBM) is one direction which can be followed

Marketing managers practicing EBM learn how to rethink their approaches to data and knowledge in order to make more effective marketing decisions. The challenge of EBM is making marketing with only scientific evidence. These evidences should be based on the best obtainable scientific findings and/or unbiased organizational facts.

Learning objectives: 1. Know and understand what Evidence Based Marketing (EBM) is. 2. Develop the skills to identify, access, and use quality evidence particularly from scientific research in making better marketing decisions. 3. Learn to use evidence Based Marketing Tools to enhanced marketing practices. 4. Understand how to implement an evidence based marketing strategy

Methodology:

Teaching tools: Cases

Pedagogical methods: Case studies. Oral presentations

Assessments:


Skills:

GMN LO 14 - To be able to choose the best scientific evidence to prepare the marketing implementation

References:

ROUSSEAU Denise M. (2012), The Oxford handbook of evidence-based management, Oxford University Press, 211.37 ROU

24

MSc GMN MAIN COURSES S2 - MscGM International Business project




Description: During the module, teams of students work together in cross-cultural teams on a consultancy project within a real company. It will therefore enable them to develop marketing and consultancy skills.

The consultancy process will consists of the following stages: - Definition of the issue with the client - Diagnosis of the situation - Collecting relevant data - Fist–stage analysis - Validation and redefinition of the issue (if necessary) - Collecting additional data (if necessary) - Second–stage analysis - Preparation of the presentation and the written report - Final presentation of the results, discussion & submission of the written report (in front of panel/enterprise)

Learning objectives: - PRACTICE: Understanding & Structuring & Solving real life business challenges in the role of an international consultancy team - TEAM WORK: Intercultural Team Working & Coordination & Conflict Solving Skills - COMMUNICATION: Managing cross-cultural communication – an essential prerequisite in a globalized world - DIVERSITY: Understanding & Managing the potential of diversity based working structures

Methodology:

Teaching tools: Others

Pedagogical methods: Workshops for identifying problems and opportunities. Critical analysis. Discussion groups. Projects. Oral presentations. Mentoring. Consulting activity

Assessments:


References:

BROWN Tim (2009), Change by design: how design thinking transforms organizations and inspires innovation, Harper Business, 151.57 BRO

25

MSc GMN MAIN COURSES S2 - MscGM International Negotiation




Description: Negotiation skills are essential to conclude business. The businessman/woman must be able to listen, communicate, influence and convince in his/her professional environment. This course presents the basic techniques of negotiation used in the international business world.

• Distributive negotiation • Integrative negotiation • Preparing a negotiation • Arguments & objections • Negotiation by agent • Team negotiation • Multicultural negotiation

Learning objectives: The aim of the course is to provide participants the skills needed for effective negotiations and to be sensitive to and manage multicultural issues in international projects.

Methodology:

Teaching tools: Manual. Cases

Pedagogical methods: Case studies. Oral presentations

Assessments:

Continuous individual assessment - Big lecture hall 100%


Skills:

GMN LO 13 - To be aware of the diversity of negotiation tactics

References:

SHELL Richard G. (2000), Bargaining for advantage: negotiation strategies for reasonable people, Penguin Books, 222.45 SHE

26

MSc IBD MAIN COURSES S2 - European Business Environment


Module Director: DITTER Jean Guillaume


Description: Get acquainted with European Union laws, institutions and policies in order to: - Understand how European Union policies affect business organisations operation in Europe - Understand how business organisations can influence European Union policy-making

1) European integration: general issues 2) EU laws, institutions and policy-making 3) The Single European Market (I): the four freedoms 4) The Single European Market (II): flanking policies 5) Other important policies 6) European lobbying

Learning objectives: MGE PS ANGLO 01 - To be aware of the cultural, legal, economic and financial environments of international business MGE PS EA 05 - To know how European integration affects international business management

Methodology:

Teaching tools: E-learning. DVD - Video support. Manual. Cases. Periodical. Course support. Work

Assessments:



Skills:

IBD LO 12 - To know how European integration affects international business management

References:

MOUSSY Nicholas (2009), Access to European Union: law, economics, policies, European Study Service, 413.29 MOU

GUEGUEN Daniel (2007), European lobbying, Europolitics, 413.29 GUE

MOUSSY Nicholas (2009), Guide to European policies, European Study Service, 413.29 MOU

BALDWIN Richard (2009), The economics of European Integration / 3rd ed. 2009, McGraw-Hill, XXXXX

NELLO Susan (2012), The European union: economics, policy and history / 3rd ed. - 2012, McGraw-Hill, 413.29 NEL

27

MSc IBD MAIN COURSES S2 - International Monetary and Financial Systems




Description: 1) The financial system 2) Monetary integration in Europe 3) Monetary policy and exchange rate policy in the euro zone 4) The common market and integration of European capital markets 5) The current mutations of the European financial systems 6) The euro zone and its consequences 7) Elements of monetary institutions and markets

Learning objectives: PGE PS ANGLO 01 - To be aware of the cultural, legal, economic and financial environments of international business PGE PS EA 05 - To know how European integration affects international business management

Methodology:

Teaching tools: E-learning. Manual. Fascicule. Course support

Pedagogical methods:

Assessments:



Skills:

IBD LO 09 - To be able to monitor the legal, economic and financial environments of international business and turn the collected data into operational information

References:

HILL Charles W. L. (2014), International business: competing in the global marketplace, McGraw Hill, 111.74 HIL

DANIELS John D. (2011), International business: environments and operations, Prentice Hall, 111.74 DAN

DANIELS John D (2012), International business: environments and operations [E-BOOK], Pearson Education, 111.74 DAN

CAVUSGIL TAMER S. (2014), International business: the new realities, Pearson Education, 111.74 CAV

28

MSc IBD MAIN COURSES S2 - International Negotiation and Sales




Description: Description: After this module, the student should: (1) understand internal and external factors influencing the final decision to export or not a product and be able to analyse the Pro & Cons thereof; (2) know the rules for the main countries and their strategy; (3) to prepare a negotiation

Learning objectives: Become familiar with sales in an international context

Methodology:

Teaching tools: Course support

Pedagogical methods: Discussion groups. Projects. Oral presentations. Debates

Assessments:



Skills:

IBD LO 15 - To become familiar with business negotiation in an international context

References:

MOAL-ULVOAS Gaëlle (2014), Business negotiation, de Boeck, 222.45 MOA

29

MSc IBD MAIN COURSES S2 - MScIB Crew Project




Description: The module offers the opportunity of a professional experience over a 1-week block-seminar, coached by a national consultant and a lecturer from the school. During the module, students work together in cross-cultural teams on a consultancy project provided by a real company. It will therefore enable them to develop management and consultancy skills of international scope.

Learning objectives: - Know how to analyse and solve a company problem and how to structure one’s thinking - Learning to innovate processes, products and markets with an empathetic view on customer needs - communicating ideas effectively

Methodology:

Teaching tools: Others. Course support. Work

Pedagogical methods: Projects

Assessments:

Continuous individual assessment - Big lecture hall 20%

Continuous collective assessment - Big lecture hall 80%



Skills:

IBD LO 05 - To know how to communicate effectively, both orally and in writing

References:

BROWN Tim (2009), Change by design: how design thinking transforms organizations and inspires innovation, Harper Business, 151.57 BRO

30

MSc IBD MAIN COURSES S2 - MScIB International Business Law


Module Director: JUNO-DELGADO Edwin


Description: This course gives students and professionals knowledge and know-how in international business law. By the end of this course and the relevant readings the student should: have gained an understanding about the basics of international law; be able to explain the following concepts: convention, ratification, customary law, and reservations; to be aware of differences existing between common law and civil law systems, of basis of contract law in different countries; understand the relevance of country (national), regional and global law to international business decision-making; be able to apply the basic laws of contracts, and basic laws of business organization to standard business activities are enabled to identify the areas of primary legal risk in owning and operating an international business and in undertaking international transactions; be able to spot the primary mandates, structures and rules/regulations of regional and global organizations that affect international business law & commerce; better understand the ideological and policy differences in international business law; gain a refined and more critical understanding of global ethical & human rights concerns, and corporate responsibilities of international business; explain the fundamental principles of international economic law explain the importance of the economic sovereignty of states and the PSNR.

The course is focused on analyzing all key institutions of international business law from a comparative perspective. Each class is supposed to begin with introduction to the basic definitions, concepts etc. concerning the issues that are to be discussed. Then regulations from different sources are to be confronted in order to compare how international legal framework deal with the same issues. At the end of each class, students should try to assess if analyzed regulations are, generally speaking, similar or different and which regulation seems to be the most efficient.

Learning objectives: IBD LO 09 - To be able to monitor the legal, economic and financial environments of international business and turn the collected data into operational information

International business law encompasses a wide spectrum of subjects including trade in goods and services, financial law, economic integration, development law, business regulation and intellectual property. This expansive scope presents a challenge for identifying relevant information. This course offers the student a starting point for locating primary and secondary sources through a topical schematic. This course includes the study of international contracts, investment, risk and property within the international trade and investments. The mains objectives are: a) to provide students with information on fundamental international business law b) to enable working in the international environment, particularly dealing with international business transactions and serving c) to familiarize business students with International contract laws – growing international importance of France and French business forces d) to open up students’ minds on controversial issues concerning international business law, to inspire their research and to enhance their future practice e) to examine the various types of sale contract, foreign investments, Multinational corporations, and settlement of international disputes.

Methodology:

Teaching tools: E-learning. Manual. Cases. Course support. Work

Pedagogical methods: Case studies. Oral presentations. Debates. Free discussion around a theme

Assessments:

Continuous individual assessment - Quiz 50%

Final collective assessment - Collective case study 50%

Skills:

IBD LO 09 - To be able to monitor the legal, economic and financial environments of international business and turn the collected data into operational information

31

References:

AUGUST Ray (2009), International business law: text, cases, and readings, Pearson, 321.81 AUG

SCHAFFER Richard (2009), International business law and its environment / 7th ed., South-Western, 321.81 SCH

32

MSc IBD MAIN COURSES S2 - MScIB International Business Seminars




Description: This module will consist in lectures given by various guest speakers who will share their experience in international business development with students

Learning objectives: Know how to design, develop and enforce an internationalization strategy

Methodology:

Teaching tools: Cases. Course support

Pedagogical methods: Seminars. Discussion groups. Debates. Interviews

Assessments:


References:

HILL Charles W. L. (2011), International business: competing in the global marketplace, McGraw Hill, 111.74 HIL

DANIELS John D (2012), International business: environments and operations [E-BOOK], Pearson Education, 111.74 DAN


33

MSc IBD MAIN COURSES S2 - MscIBENT Country Analysis




Description: The class aims to analyze country risks in international business, incl.: •the degree of political stability •government attitudes about foreign investment •the extent of government involvement in the economy of the host country •the economic projections for the host country.

Learning objectives: At the end of the class, students should: (1) be acquainted with the political, legal and economic components of national business environment (2) understand how national business environments are likely to affect international business organizations, in particular by generating specific country risks

Methodology:

Teaching tools: Manual. Cases. Course support

Assessments:



References:

HILL Charles W. L. (2011), International business: competing in the global marketplace / 8th ed., McGraw Hill, XXXXX

DANIELS John D. (2011), International business: environments and operations / 13th ed. - 2011, Prentice Hall, XXXXX


34

MSc IBD MAIN COURSES S2 - MscIBENT Economic Intelligence




Description: After this module, the student should be able to understand the purposes and techniques of economic intelligence, identify relevant sources of information, analyse collected information, and use it in decision-making processes.

Learning objectives: Be able to monitor the legal, economic and financial environments of international business and turn the collected data into operational information

Methodology:

Teaching tools: Course support. Work

Pedagogical methods: Case studies. Projects. Oral presentations. Debates

Assessments:

Continuous individual assessment - 50%

Continuous collective assessment - 50%

References:

HILL Charles W. L. (2011), International business : competing in the global marketplace / 8th ed., McGraw Hill,, XXXXX

DANIELS John D. (2011), International business : environments and operations / 13th ed. - 2011, Prentice Hall,, XXXXX

CAVUSGIL TAMER S. (2014), International business : the new realities, Pearson Education,, 111.74 CAV

35

MSc IBD MAIN COURSES S2 - MscIBENT Managing International Business Operations




Description: The objective of this module is to provide an overview of international operations with a strategic perspective, covering essential ideas and techniques. Operations Management concerns all types of organizations, manufacturers of products or service providers, public or private sectors companies, and profit or non-profit organizations. The course develops a strategic perspective of operations and supply chain management rather than a quantitative mathematical modelling approach.

1. Introduction to Operations 2. Supply Chain 3. Sourcing and purchasing processes 4. Logistics 5. Inventory 6. Production Management 7. SCM & Production 8. JIT & Management practices

Learning objectives: IBD LO 14 - To know how to design, develop and enforce an internationalization strategy

Methodology:

Teaching tools: E-learning. Manual. Cases. Course support

Pedagogical methods: Case studies. Projects. Oral presentations

Assessments:

Final individual assessment - Individual case study 50%

Continuous collective assessment - Collective case study 50%

References: CECIL C.BOZART, ROBERT B.HANDFIELD,(2006) Introduction to Operations and Supply Chain Management, Pearson Prenctice Hall.

A.V.IYER, R.SESHADRI, R.VASHER, (2009) TOYOTA Supply Chain Management, McGraw-Hill

S.E.FAWCETT, L.M.ELLRAM, J.A.OGDEN, (2007) Supply Chain Management, Pearson

SIMCHI-LEVI D., KAMINSKI P., SIMCHI-LEVI E. (2002), Designing and Managing the Supply Chain, (2nd edition), McGraw-Hill. B

URT D., DOBLER D., STARLING S. (2003), World Class Supply Management: The Key to Supply Chain Management, (7th edition), McGraw-Hill.

CHARLES DEBATTISAT. “Incoterms in practice”, Chambre de commerce internationale,ISBN : 92-842-1186-7

36

Français et Culture - French - Elementary

Volume horaire en face à face: 30 Charge de travail totale: 60 ECTS: 2 Semestre: Printemps

Responsable du module: CASEAU Cornelia

Pré-requis: no

Description: Surviving with basic French

Objectifs d'apprentissage: PGE GK06 to be able to communicate in foreign languages. The general objective at this level is to develop communication skills which will enable the student to cope with the simple situations he/she may encounter.

Démarche pédagogique: The themes are illustrated by examples from French and international social, political and economic life. Media used: press, radio, video The acquisition of this know-how is carried out according to the capacity and needs of the students.

Outils pédagogiques: CD - Support Audio. E-learning. Compact audio cassette

Méthodes pédagogiques: Oral presentations. Debates. Internet

Évaluations:

Contrôle individuel continu 100%

Références:

Alter Ego A1, Annie Berthet, Catherine Hugot, V. Kizirian, Béatrix Sampsonis, Monique Waendendries, Hachette,2006

DELATOUR Y. (1991), Grammaire du français : cours de civilisation française de la Sorbonne, Hachette F.L.E., XXXXX

37

Français et Culture - French - Intermediate



Pré-requis: To have a good level of elementary French. (The level is determined by a test.)

Description: Survival french for real life situations. Discussions with French

Objectifs d'apprentissage: PGE GK06 to be able to communicate in foreign languages

Démarche pédagogique: Reading short texts, role plays, debates. Oral comprehension exercises.

Outils pédagogiques: CD - Support Audio. E-learning.

Méthodes pédagogiques: Oral presentations. Debates. Internet

Evaluations:


Compétences:

Références:

Le français par les textes 2, niveau intermédiaire, M. Barthe, B. Chovelon. Pug, 2003 Activités pour le CECR, niveau B1, M-L Parizet, E. Grandet, M. Corsain, 2006 Grammaire expliquée du français, niveau intermédiaire, S. Poisson, R. Miran, M. Mahéo-Le Coadic, 2003 Communication progressive du français, niveau intermédiaire, C. Leroy-Miquel, A. Goliot-Lété, 2004 Vite et bien 2, Claire Miquel, 2010 Vocabulaire progressif du français, niveau intermédiaire, CLE international, Claire Leroy - Miquel & Anna Galiot - Lété, 2001 Echo 2, CLE international, J. Girardet & J. Pécheur, 2008 Phonétique progressive du français, CLE international, Lucile Charliac & Annie - Claude Motron, 2001 Les 500 exercices de grammaire, Hachette, Marie - Pierre Caquineau - Gündüz, Yvonne Delatour, Jean - Pierre Girodon, Dominique Jennepin, Françoise Lesage - Langot & Pascal Salomé, 2007 Compréhension orale, niveau 1, CLÉ international, Michèle Barféty et Patricia Beaujouin, 2004 Compréhension orale, niveau 2, idem..., 2005 Grammaire progressive du français, niveau intermédiaire, CLE international, Maïa Grégoire & Odile Thiévenaz, 1995

STEELE Ross (2004), Civilisation progressive du français avec 400 activités : niveau intermédiaire, Nathan / CLE international, 903 STE

DELATOUR Y. (1991), Grammaire du français : cours de civilisation française de la Sorbonne, Hachette FLE (Français Langue Etrangère), 907 DEL

38

Français et Culture - French - Advanced 1



Pré-requis: Bon niveau de français intermédiaire déterminé par un test.

Description: Découverte du français de la vie professionnelle. Approfondissement de la connaissance du comportement, de la culture et de la civilisation du pays.

Objectifs d'apprentissage: Pouvoir évoluer dans un environnement professionnel

Démarche pédagogique: Ce cours se caractérise par l'interactivité et la mise en situation. Utilisation d'articles de journaux, jeux de rôles, débats.

Outils pédagogiques: CD - Support Audio. E-learning. Support du cours

Méthodes pédagogiques: Présentations orales. Débats. Interviews. Jeux

Évaluations:


Compétences:

Références:

Affaires à suivre, Anatole Bloomfield, Béatrice Tauzin, Hachette, 2001

Vocabulaire progressif du français des affaires, J-L Penfornis,Cle International, 2013 Grammaire progressive du français, Intermédiaire, Maïa Grégoire, Odile Thiévenaz, Elisabeth Franco et Alina Koskocki,Cle International, 2003 Compréhension Orale, Niveau 2, Michel Bartefy, Patricia Beaujouin, Cle International, 2005 Compréhension Orale, Niveau 3, Michel Bartefy, Cle International, 2007

Date post:	04-Dec-2019
Category:	Documents
Upload:	others
View:	5 times
Download:	0 times

COURSE CATALOGUE Exchange Students - bsbu · 6 MSc ACF MAIN COURSES S2 - MscACF-S2 Advanced...

Documents