Courses

The listing of a course description here does not guarantee a course’s being offered in a particular semester. Please refer to the published schedule of classes on the Student Link for confirmation a class is actually being taught and for specific course meeting dates and times.

• QST SI 859: Strategy Implementation
  Gain the skills and know-how to manage up and across your organization, passing the normal organizational tests along the way from technical expert to cross-functional integrator to directing the future course of your organization. This is strategy implementation for the middle manager who needs to 1) size-up the situation and 2) determine how to gain the power needed to achieve their objectives. One of the qualitative factors that will be explored in great detail is personal style choice vis a vis different stakeholders and organizational politics and the resultant perceptions of you and your programs. Students will study both successful and less-successful managers through cases and readings, honing their own, personal managerial style.
• QST SI 868: International Consulting Project
  Have you ever dreamed of climbing the Great Wall of China? How about consulting to a Chinese firm in Beijing? The International Consulting Project is an MBA course that involves consulting work during the fall semester on campus, with a trip to Asia in to deliver the team's recommendation personally to the client at their offices. Examples of past projects and more background can be found on this link: http://www.bclob.com/icp-home/ Much of the past students' work over the years has both been implemented and widely published in the Chinese business press.
• QST SI 871: Strategies for Bringing Technology to Market
  Strategies for Bringing Technology to Market is a unique course that guides student teams as they undertake commercial go-to-market strategy for scientific and engineering breakthroughs. By collaborating with faculty and graduate students in the University's research labs and mentors from the business community, teams will assess the economic and social prospects of recent technology innovations, outline the technical and market risks and the key commercial milestones and make recommendations for the most effective commercialization strategy. 

Project work is supported by lectures that focus on critical skills required. Guidance will be provided in assessing critical commercialization milestones by a combination of faculty and mentors from the business community.
• QST SI 898: Directed Study: Strategy and Innovation
  Graduate-level directed study in Strategy & Innovation. 1, 2, or 3 cr. Application available on the Graduate Center website.
• QST SI 899: Directed Study: Strategy and Innovation
  Graduate-level directed study in Strategy & Innovation. 1, 2, or 3 cr. Application available on the Graduate Center website.
• QST SI 917: Research Seminar in Technology Strategy and Innovation
  This doctoral seminar serves as a survey course to the broad area of technology and innovation management. We will review and critique a large and diverse body of literature that can be considered "core" to the field. We will place emphasis on both classic theories and seminal contributions as well as on recent research that builds upon or extends the established theories. One key differentiator of this research seminar is that five professors actively doing research in the field will teach it. While having multiple instructors brings some coordination challenges (these are less critical in doctoral seminars than they are in masters level classes), it has one major advantage: it allows each faculty to lead those sessions that deal with topics of her or his direct research expertise. Students can expect to cover each topic with researchers that have been important contributors to the intellectual debate in the topic they teach. The seminar will cover key issues in the management of technology and innovation including innovation definitions and patterns (e.g. industry life cycle), entry timing strategies, platforms and standards, networks, dynamic capabilities, organizing for innovation, open and community-based innovation, licensing & patenting, technology diffusion, geography of innovation, and science and innovation policy. SI917 provides a solid base to critically explore many key topics of research in technology and innovation management. It is therefore aimed at doctoral students who plan to do research in technology and innovation management, or those who need a solid exposure to these topics to inform their research in related areas.
• QST SI 920: Organizations in Strategy and Economics
  This doctoral seminar will compare and contrast ideas about organizational design and the performance consequences of organizational decisions from the closely related fields of Strategy and Economics. The first half of the semester will focus on the role of organizations (typically firms) in several schools of thought within Strategic Management. The second half of the semester will cover similar topics from an economic perspective, which places more emphasis on incentives, formal contracts and specific kinds of information problems (i.e. moral hazard and adverse selection). At the end of this course, students should be able to explain how the role of organizations differs across several key theoretical lenses used in Strategic Management (e.g. the Knowledge Based View vs. Strategic Human Capital Theory). Identify the core incentive and informational problems that underpin most economic models of organization. Articulate areas where Strategy and Economics have reached a consensus on the key drivers of organization, as well as questions where the two fields make different assumptions and/or reach different conclusions and describe key empirical regularities and associations that have informed organizational theory-building efforts in both strategy and economics.
• QST SI 990: Current Topics Seminar
  For PhD students in the Strategy and Innovation department. Registered by permission only.
• QST SI 998: Directed Study: Strategy and Innovation
  PhD-level directed study in Strategy & Innovation. 1, 2, or 3 cr. Application available on the Graduate Center website.
• QST SI 999: Directed Study: Strategy and Innovation
  PhD-level directed study in Strategy & Innovation. 1, 2, or 3 cr. Application available on the Graduate Center website.
• QST SM 131: Business, Ethics, and the Creation of Value
  This course explores local and global ethical problems that managers face in markets for goods, services, labor, or capital. Through identification and discussion of the basic business disciplines, students uncover the interdependencies in the creation, delivery and capture of value. Students explore the complex analyses necessary to make ethical decisions vis-?-vis a multiplicity of stakeholders and in service of diverse personal and institutional goals. Stresses written and oral communication skills and logical reasoning as an ingredient for sound analysis and rational business planning. Effective Fall 2018, this course fulfills a single unit in the following BU Hub area: Ethical Reasoning.
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  • Ethical Reasoning
• QST SM 132: Measuring Financial Value
  This course offers an overview of fundamental financial analyses, such as time value of money, interest rates, basic valuation of cash flow streams, and basic stock and bond valuation. The content is relevant to understand a broad class of problems and decisions for businesses or individuals. It offers applications across decision domains. The teaching materials include online problem solving and case writing. Students may not take SM132 and FE101 for credit.
• QST SM 233: Hp Soph Collqum
  
• QST SM 275: Management Communications
  Persuasive written and oral communications are essential skills that are required for success in every business discipline. In this course, students will learn how to communicate clearly and persuasively. Course objectives include learning how to inspire action through compelling, high-impact communications by taking a point of view and supporting it with logic and evidence, generating insights with meaningful conclusions and recommendations, and understanding and applying the principles of logical reasoning to organize information and lead an audience to action. Students will learn to write simply and clearly in a variety of formats. They will also master presentation delivery by connecting authentically to the audience, harnessing the power of storytelling, and using body language to positively reinforce the message. Finally, students will enhance professional skills that are integral to business success. Effective Fall 2020, this course fulfills a single unit in each of the following BU Hub areas: Oral and/or Signed Communication, Research and Information Literacy, Writing, Research & Inquiry.
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  • Writing, Research, and Inquiry
  • Oral and/or Signed Communication
  • Research and Information Literacy
• QST SM 303: Cross-Functional Core
  Cross-Functional Core is made up of FE323, MK323, OM323 and QM323 as well as a semester-long business plan project. The semester-long business plan project where students collect primary and secondary research explores the interactions and the cross functional integrations between marketing, operations, and finance, while leveraging business analytics. Effective Fall 2019, this course fulfills a single unit in each of the following BU Hub areas: Digital/Multimedia Expression, Research and Information Literacy, Teamwork/Collaboration, Creativity/Innovation.
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  • Digital/Multimedia Expression
  • Research and Information Literacy
  • Teamwork/Collaboration
  • Creativity/Innovation
• QST SM 395: Mgmt Internship
  
• QST SR 801: Social Impact: Business, Society, and the Natural Environment
  This course explores the relationship between corporations, society, and the natural environment. Specifically, it examines the ways in which governments, corporations and civil society (fail to) have positive impact and manage issues where the pursuit of private goals is deemed inconsistent with the public interest. There are two modules to the course: (1) The first module examines these issues and the tensions that arise between the different stakeholders. In particular, we will discuss different types of market failures (due to negative externalities, imperfect information, public goods, and market control) and their impact on the natural and social environment. (2) The second module explores how (non-profit and for-profit) organizations can take private actions to mitigate the previously identified market failures and respond to the increasing pressure to address environmental and social issues through the adoption of sustainable business practices. This course is ideal for any student interested in social impact such as corporate social responsibility, environmental sustainability, nonprofit & public management, sustainable finance & responsible investment, social entrepreneurship, global health, and clean technology & sustainable energy. It is open to all full-time MBA and PEMBA students, and it is the foundational course for students in the Social Impact MBA program.
• QST SR 837: Strategic Fundraising and Corporate Philanthropy
  This course is designed to help students develop a sophisticated understanding of the field of philanthropy and its role in building successful nonprofit organizations. The course is designed for students who want to become effective nonprofit managers and development professionals, securing financial resources for charitable organizations from foundations, corporations, and individuals. It is also designed to help students become thoughtful stewards of philanthropic funds as a foundation trustee or program officer, corporate giving officer, or individual philanthropist. Accordingly, the course will alternately adopt the perspective of the grant-seeker and the grant-maker. This approach will help prepare future leaders in the field, whether providers of funding or applicants for it, to understand the current and historical context of their work and to ask the right questions of prospective funders, prospective grantees, and their own organizations. The course will consider diverse viewpoints on philanthropy and explore some alternatives to traditional grant-making.
• QST SR 841: Fundamentals of Nonprofit Management
  The purpose of this course is to teach students about the distinctive challenges of managing high-performing organizations in the nonprofit sector. The course will cover a broad range of topics and it is intended to be a gateway course to the sector and to potential electives and pathways of future learning. The two major projects in the semester (one is individual, one in a team) offer students the chance to choose an area of interest to explore in depth. Other assignments challenge students to identify and analyze key indicators of nonprofit performance and to communicate effectively about those issues to selected stakeholders. A strong grounding in nonprofit accounting and financial management is extremely valuable and so we devote considerable attention to those topics. The course also addresses nonprofit marketing, evaluation, fundraising and revenue generation, growth strategy, impact investing, and the confluence of charity and commerce. The course is oriented to practice and will engage experts in the field.
• QST SR 898: Ds: Social Resp
  

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