The course is based on a series of cases according to the course outline. Each case is carefully prepared for this course and a guideline for the reading material is also provided and the readings are related to the cases in question. It is the case discussion that drives the learning process. The order of the cases reflect the design of the course. The first case addresses competitiveness from an overall point of view. Then the focus is on how international and specialized the distribution of the value chain has become in the developed countries, which has resulted in clusters and cluster activities. The cases also address the role of government and the role of institutes of collaboration. The cases covered address different key issues in many industries and in many parts of the world, both in developed and developing countries. The key subject is how to understand the key aspects of National Economic Strategy. The class uses the case teaching method (the Harvard model) and it is the students that do analyse the cases through their discussion which is facilitated by the teacher. The students also prepare an extensive team project (a cluster analysis) and present their results in class. In addition the student write an individual report on the subject.

The purpose of this course is to provide students with an in-depth understanding of corporate governance and how corporate governance influences corporate performance. More specifically students will learn to identify and analyze corporate governance problems, learn to assess how corporate governance shapes the behavior of the board and learn to analyze how the corporate governance structure of a particular company is likely to influence its performance. The following topics and concepts are covered: The course will introduce the students to corporate governance issues and teach them to analyze how different corporate governance mechanisms – like ownership and board structure, legal systems and incentives – contribute to the solution of agency problems and thereby influence corporate performance. Using this framework, the course will then study the impact of corporate governance on corporate performance depending on comany-specific factors. The course will enable students to undertake a corporate governance review of an individual company including an assessment of how ownership, board structure, managerial incentives and system characteristics influence company performance.

The course is taught in English.

This course deals with the internationalization of firms, the global trade environment, strategic management of international firms, intercultural communication and other issues of international business. In the course cases and articles from scholarly journals will be used. The students will also carry out project work and in-class assignments, participate in discussions of cases etc. In this course students are expected to be very active in discussions and the course will be taught in English.

The goal of this course is to give students insight into diversity of quantitative and qualitative research methods and its application in organizational setting. Students will learn about data collection, analysis, and reporting methods, in line with defined research problem and research question. Critical thinking demanding assignments in this course will prepare students for analytical work in their professional path and their Master’s thesis research.

This course provides students a practical guide towards Lean and Agile principles, and the application of the tools and techniques within these improvement philosophies.

This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

Students look at international trade between the West and Asia (China and Japan) from a macroeconomic point of view. Also use micro-perspective on companies doing business in Asia (China and Japan).

• Students look at how trade and investment patterns in the Asian region are shaped by the global political economy.
• Students will analyze individual companies and their business in the Asian market, how investments (FDI) are conducted by these companies and analyze their value chain.
• Students work on real-life examples (group projects) of companies doing business in Asia

More specific description:
This course is intended as an introduction to business operations and macroeconomic issues with special reference to Asia i.e. Japan and China. The course uses both theoretical definitions as well as real-life examples. The course is divided into 3 main parts:

• In the first part, the macroeconomic perspective on trade and investment in the Asian region will be discussed on the basis of individual data on trade, the consequences of the WTO as well as free trade agreements and their consequences, especially the China-Iceland free trade agreement and its consequences.
• The second part of the course will introduce a microperspective of companies doing business in Asia. Foreign direct investment (FDI) and international value chains (GVC) will be examined. A theoretical approach will be used to explain companies' choice of location due to FDI. Western companies entering Asia as well as Asian companies entering the western market will be in focus.
• The third part of the course goes into project work where students analyze a company that has operations in China or Japan or those Chinese / Japanese companies that have established themselves in Iceland. Students conduct a case study.

Performance management is a central part of every organisation and project. It helps to ensure our actions are aligned with our strategic priorities. This course will help students to connect the dots between strategic and operational levels in work settings, and how performance management philosophies and frameworks can be used by leaders and managers to ensure the achievement of our strategic objectives.

This course relies on case studies and in-class activities to take students as close as it is possible in a classroom setting to real-life scenarios where performance management can be used to support decision making towards achieving success.

 This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

The course emphasizes international projects and the management of project portfolios. Issues covered in Project management I/Project Management Methodology are covered in more depth and in relation to international projects and project portfolios. First, emphasis is put on the management of many projects at the same time, including project portfolio management, program management and the project management office. Second, emphasis is put on the management of international projects or project portfolios in international companies. The course emphasizes that students work together on projects and get to know project management in the Icelandic economy.

This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

The main objective of the course is to  introduce to students the rage of developments that will affect organizations in the future and the role of sustainability in future of business. Furthermore, students will develop good overview regarding how these new developments are interconnected within organizations and across markets.

Rapid changing environment surrounding organization requires to look at the present developments, but even more importantly, the future of organizations. Therefore in this course the most contemporary management phenomenon already present in today’s business world are addressed. This course is unique in its focus on the future of organizations, within sustainability context, presenting holistic view of the organization and its context. The curriculum is built on most currect scientific findings, practical examples and assignments.
The aim is to:

• To introduce students to the most current developments in business environment.
• To examine the effects of the current micro and macro developments in business and its effects for the future organizations.
• To apply theoretical knowledge to an understanding of real-world processes through class discussion, research, and application essays.
• To promote critical thinking about the interconnectedness of elements within organization and its context at mezzo and macro level.
•  To provide insight regarding how theoretical lens can help us to prepare better for the future.

This course offers students the opportunity to recognize the need to develop inclusive work environments that operate on equity principles as well as value, support and engage all employees. Students learn to identify social justice/exclusion issues related to nondominated culture cohorts associated with race, ethnicity, age, gender, religion, sexual orientation, disability, and other aspects of diversity in organizations and apply their knowledge to analyzing and implementing inclusion initiatives in organizations. Students are engaged in the study of recent scholarly research in the field in order to develop their critical thinking on topics such as identity, diverse teams, (un)conscious bias, and equality of opportunity in organizations and how they relate to the value of diversity in organizations.

The course is taught in English

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.

The course is based on a series of cases according to the course outline. Each case is carefully prepared for this course and a guideline for the reading material is also provided and the readings are related to the cases in question. It is the case discussion that drives the learning process. The order of the cases reflect the design of the course. The first case addresses competitiveness from an overall point of view. Then the focus is on how international and specialized the distribution of the value chain has become in the developed countries, which has resulted in clusters and cluster activities. The cases also address the role of government and the role of institutes of collaboration. The cases covered address different key issues in many industries and in many parts of the world, both in developed and developing countries. The key subject is how to understand the key aspects of National Economic Strategy. The class uses the case teaching method (the Harvard model) and it is the students that do analyse the cases through their discussion which is facilitated by the teacher. The students also prepare an extensive team project (a cluster analysis) and present their results in class. In addition the student write an individual report on the subject.

The purpose of this course is to provide students with an in-depth understanding of corporate governance and how corporate governance influences corporate performance. More specifically students will learn to identify and analyze corporate governance problems, learn to assess how corporate governance shapes the behavior of the board and learn to analyze how the corporate governance structure of a particular company is likely to influence its performance. The following topics and concepts are covered: The course will introduce the students to corporate governance issues and teach them to analyze how different corporate governance mechanisms – like ownership and board structure, legal systems and incentives – contribute to the solution of agency problems and thereby influence corporate performance. Using this framework, the course will then study the impact of corporate governance on corporate performance depending on comany-specific factors. The course will enable students to undertake a corporate governance review of an individual company including an assessment of how ownership, board structure, managerial incentives and system characteristics influence company performance.

The course is taught in English.

This course deals with the internationalization of firms, the global trade environment, strategic management of international firms, intercultural communication and other issues of international business. In the course cases and articles from scholarly journals will be used. The students will also carry out project work and in-class assignments, participate in discussions of cases etc. In this course students are expected to be very active in discussions and the course will be taught in English.

The goal of this course is to give students insight into diversity of quantitative and qualitative research methods and its application in organizational setting. Students will learn about data collection, analysis, and reporting methods, in line with defined research problem and research question. Critical thinking demanding assignments in this course will prepare students for analytical work in their professional path and their Master’s thesis research.

This course provides students a practical guide towards Lean and Agile principles, and the application of the tools and techniques within these improvement philosophies.

This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

Students look at international trade between the West and Asia (China and Japan) from a macroeconomic point of view. Also use micro-perspective on companies doing business in Asia (China and Japan).

• Students look at how trade and investment patterns in the Asian region are shaped by the global political economy.
• Students will analyze individual companies and their business in the Asian market, how investments (FDI) are conducted by these companies and analyze their value chain.
• Students work on real-life examples (group projects) of companies doing business in Asia

More specific description:
This course is intended as an introduction to business operations and macroeconomic issues with special reference to Asia i.e. Japan and China. The course uses both theoretical definitions as well as real-life examples. The course is divided into 3 main parts:

• In the first part, the macroeconomic perspective on trade and investment in the Asian region will be discussed on the basis of individual data on trade, the consequences of the WTO as well as free trade agreements and their consequences, especially the China-Iceland free trade agreement and its consequences.
• The second part of the course will introduce a microperspective of companies doing business in Asia. Foreign direct investment (FDI) and international value chains (GVC) will be examined. A theoretical approach will be used to explain companies' choice of location due to FDI. Western companies entering Asia as well as Asian companies entering the western market will be in focus.
• The third part of the course goes into project work where students analyze a company that has operations in China or Japan or those Chinese / Japanese companies that have established themselves in Iceland. Students conduct a case study.

Performance management is a central part of every organisation and project. It helps to ensure our actions are aligned with our strategic priorities. This course will help students to connect the dots between strategic and operational levels in work settings, and how performance management philosophies and frameworks can be used by leaders and managers to ensure the achievement of our strategic objectives.

This course relies on case studies and in-class activities to take students as close as it is possible in a classroom setting to real-life scenarios where performance management can be used to support decision making towards achieving success.

 This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

The course emphasizes international projects and the management of project portfolios. Issues covered in Project management I/Project Management Methodology are covered in more depth and in relation to international projects and project portfolios. First, emphasis is put on the management of many projects at the same time, including project portfolio management, program management and the project management office. Second, emphasis is put on the management of international projects or project portfolios in international companies. The course emphasizes that students work together on projects and get to know project management in the Icelandic economy.

This course follows a hybrid structure. Half of the course is delivered online—students are provided flexibility and can watch pre-recorded lecture videos at their convenience. However, no later than indicated in the teaching plan.
The rest of the course material will be delivered in workshops that will be held on-campus, and must be attended in-person by the enrolled students. These workshops account for up to 70% of the grade (course assessments).

The main objective of the course is to  introduce to students the rage of developments that will affect organizations in the future and the role of sustainability in future of business. Furthermore, students will develop good overview regarding how these new developments are interconnected within organizations and across markets.

Rapid changing environment surrounding organization requires to look at the present developments, but even more importantly, the future of organizations. Therefore in this course the most contemporary management phenomenon already present in today’s business world are addressed. This course is unique in its focus on the future of organizations, within sustainability context, presenting holistic view of the organization and its context. The curriculum is built on most currect scientific findings, practical examples and assignments.
The aim is to:

• To introduce students to the most current developments in business environment.
• To examine the effects of the current micro and macro developments in business and its effects for the future organizations.
• To apply theoretical knowledge to an understanding of real-world processes through class discussion, research, and application essays.
• To promote critical thinking about the interconnectedness of elements within organization and its context at mezzo and macro level.
•  To provide insight regarding how theoretical lens can help us to prepare better for the future.

This course offers students the opportunity to recognize the need to develop inclusive work environments that operate on equity principles as well as value, support and engage all employees. Students learn to identify social justice/exclusion issues related to nondominated culture cohorts associated with race, ethnicity, age, gender, religion, sexual orientation, disability, and other aspects of diversity in organizations and apply their knowledge to analyzing and implementing inclusion initiatives in organizations. Students are engaged in the study of recent scholarly research in the field in order to develop their critical thinking on topics such as identity, diverse teams, (un)conscious bias, and equality of opportunity in organizations and how they relate to the value of diversity in organizations.

The course is taught in English

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.

The topic of the master's thesis must be chosen after consulting the thesis advisor(s), who must be full-time faculty at the School of Business.

The thesis must equal 30 credits and coursework shall equal 60 credits to fulfill the requirements for applying to the research study fund (Rannsóknanámssjóður). The thesis must be presented at a departmental seminar.The thesis must be submitted online no later than the specified dates before each graduation. Grades for a master's thesis are awarded by the thesis advisor(s) and an external examiner.

Please note! According to the rules of the University of Iceland, all MA theses must be open after they have been submitted to the University Library. If a student wishes for its MA thesis be closed for a certain period of time, after graduation, they need the approval of their supervisor and the dean of the department. Maximum closure is 5 years. It is preferable to apply for the authorization before writing the thesis.

Application for closing master's thesis.