Date limite des candidatures
30 avril (après cette date, nous contacter)
Début des cours
Début septembre pour les étudiants étrangers (FLE),
Fin septembre pour les cours de Master
Fin de l’année universitaire
30 septembre (y compris période de stage)
Le Master of Business Administration in International Management, programme de Master 2 enseigné en anglais a été lancé en 2008 par l’IGR-IAE Rennes, école de management de l’Université de Rennes 1. Il est tout particulièrement destiné aux étudiants internationaux titulaires d’un Bachelor’s en 4 ans. Il s’adresse également, aux étudiants français avec un profil en éco-gestion, ainsi qu’à des diplômés avec un parcours en dehors du management (ingénieurs, chimie, santé, sciences humaines et sociales…).
Ancré autour des questions de management international, le programme aidera les étudiants à appréhender les principales étapes de l’internationalisation des entreprises, en mettant l’accent sur l’interdépendance des questions stratégiques, culturelles, commerciales, juridiques, financières et managériales.
L’objectif principal de ce parcours est de fournir aux étudiants les compétences essentielles nécessaires pour poursuivre une carrière en tant que cadre international d’entreprise.
Le programme invite chaque année de nombreux intervenants professionnels et universitaires français et étrangers. En particulier, les étudiants bénéficient de la présence de professeurs invités, venant d’universités partenaires de l’IGR-IAE Rennes en Allemagne, en Espagne, ou au Brésil.
Elément relevé par tous les étudiants ayant suivi ce Master : un environnement multiculturel unique, enrichi par la diversité des profils professionnels et universitaires, et la variété des nationalités représentées dans le groupe. Au-delà d’amitiés durables nouées pendant le programme, cette diversité est l’occasion de créer un réseau professionnel international.
Soucieuse de renforcer les liens avec les pratiques entrepreneuriales et managériales et de faire découvrir le réseau des entreprises partenaires de l’IGR-IAE Rennes, la direction du programme propose des visites d’entreprises, des rencontres avec des diplômés du MBAIM, et un Business Game en fin 2ème semestre, qui permet de valoriser toutes les compétences professionnelles acquises au cours de l’année.
Les étudiants étrangers non-francophones bénéficient d’un cours intensif de français langue étrangère, qui permet à des étudiants débutants en français d’évoluer professionnellement et de mieux connaître la culture et le management à la française.
Le Master of Business Administration in International Management s’adresse aux étudiants sans formation préalable en gestion. Les postes occupés par nos diplômés sont donc extrêmement diversifiés. Voici quelques exemples de leurs emplois :
TU 1 : Strategy & Innovation
TU 2 : Project Managment
TU 3 : Human Resources Management
TU 4 : Marketing
TU 5 : Finance & Accounting
TU 1 : International Financial and Fiscal Management
TU 2 : Industry & Logistics
TU 3: Internationalization & Management
TU 4: Management Game
TU 5 : Internship & report
The aim of the course is to prepare students to the risks and opportunities of an innovative project
The students will be able to analyse market environment and technologies in order to launch an innovative product/service
Entrepreneurship in France
International trends on Entrepreneurship
Project – launching an innovative venture/project
Businesses are under constant pressure and face a rapid change in their competitive environment. Successful performance in such an environment requires an increased understanding of the company’s strategy. Those who do not meet this challenge are quickly sanctioned by the market.
Intended for a public of students of first competence outside the management, the purpose of the course is to acquire a transversal decision-making autonomy, a systemic methodology of analysis, an aptitude to the structuring of Due Diligence.
1. Introduction: Mastering key concepts of strategy.
– Analysis of the global environment (pivot variables)
– Analysis of the competitive environment (the Porter approach, the factors of evolution, the framework of analysis of the competitors);
2. The systemic diagnosis of the organization, a renovated approach
The main strategic levers
Strategic interactions and the impact on diagnosis
Analysis of the strategic capacity and projection of the strategic potential of the organization
Stratégor, 2016, 7 ème édition, Dunod
Stratégique, Johnson, G., Whittington, R., Scholes, K., Fréry, F (2014), Pearson Education
Gervais Michel et Herriau Christophe, Stratégie de l’entreprise, 2011, Economica
The aim of the FRANCHISING course is to provide students with an appreciation of the importance of franchise chains worldwide. Students will be given an overview of the main trends and issues faced by franchisors (and franchisees) in the retail and service industries, including marketing, management, human resources management and strategy. …
The students will be able to analyze the importance of chains in the retail and service industries
in various developed and emerging countries, and assess the strategies and practices of the franchisors (and franchisees) in the current environment.
Definition of Franchising
A focus on know-how
A focus on brand
A focus on Internet-related issues
There is no mandatory textbook for this course. Students can read:
Blair, R.D. and Lafontaine, F. (2010). The economics of franchising. Cambridge University Press.
Articles on various issues faced in franchise chains can be found in academic journals such as Entrepreneurship Theory and Practice, International Journal of Retail & Distribution Management, Journal of Marketing Channels, Journal of Small Business Management, Strategic Management Journal, etc.; in general or specialized press such as Business Week, Franchising World, etc.; and on general or specialized websites such as
Understanding the effect and purpose of common clauses in international business agreements and identifying the risks related thereto and getting an overview of the legal environment of international business.
Assuming that the students, with no legal background yet, might, as future managers, sales agents, purchasers, etc., get involved in contract negotiations, it appears worthful to asses some common pitfalls and associated risks during the contracting process and give an overview of the terms and conditions that should be at the top of any contract checklist.
The aim being to introduce students to the principles of contract drafting (theoretical overview and practical illustrations) and provide background information to increase understanding of the legal effect and purpose of some common contracting clauses.
Students will get an overview of the legal environment of international business and develop an understanding of common legal instruments and sources.
Negotiating international business agreements: avoiding pitfalls and understanding the effect and purpose of most common contracting clauses (3h)
Getting an overview of the legal environment of international business and developing an understanding of common legal instruments and sources (INCOTERMs, CISG, European directives and regulations, …) (3h)
The first objective of this course is to acquire the basics of traditional and agile project management for small projects. Then, the increasing complexity of the business world is explained and illustrated through models recognized in both the academic and industrial worlds. The agile scrum mode, the most popular technique for dealing with complexity, is widely discussed and practiced, particularly from the point of view of proactive management of customer needs, negotiation, prioritization and acceptance. The SAFe® module addresses the vision of the lean agile manager of tomorrow in terms of contributing to the development and achievement of his teams.
Skills to be acquired
1. Project management basics.
2. Notion of Business Complexity
3. The agile scrum mode
4. The lean agile manager
The course materials are in English language
Thiagi, a renowned expert in helping people improve their performance effectively and enjoyably. youtube
The soft part is the hard part” Jim de Piante, 2010, PMI Metropolina Chapter, web
PMBOK Guide ” Edition 6, PMI
Shannon and Weaver communication models. Wikipedia
Demming PDCA Wikipedia
Simon Sinek – Start With Why – TED Talk Short Edited
Cynefin – Youtube, web
Stacey Matrix – web
Making Project fly: where do we find the pilots? Dr Paul Chapman,#AirbusMPF 2014
PMI’s Agile Future” – EMEA Global Congress – Roma 2017 – Mike Griffiths
PMI’s Pulse of the Profession In-Depth Report: Navigating Complexity, September 2013
Navigating in Complexity, PMI Research, 2014
Yves Morieux, TED Talk, “6 rules for simplifying increasingly complex work
ITIL, Information Technology Infrastructure Library, wikipedia
“SAFE framework” http://www.scaledagileframework.com/
“scrum Alliance” www.scrumalliance.com
“The standard for Portfolio Management”, 2nd Edition, PMI
“The standard from Program Management”, 3rd Edition PMI
Agile Practice Guide, PMI, 2017
“Contract Manager: a new project team member” PMI EMEA 2016 Global Conference Barcelona May 2016. Martial Bellec , Olivier Cottard
Pratique du Contract Management, Optimize the management of the contractual life cycle, Gregory Leveau, Gualino, 2013
DESIGN THINKING VS. LEAN STARTUP: A COMPARISON OF TWO USER-DRIVEN INNOVATION STRATEGIES Roland M. MUELLER*a and Katja THORINGb
Lab entry”, Fabernovel Institute Fabernovel Institute
Jeremy Gutshe of Trendhunter.com
Tim Brown, CEO, IDEO
the practical guide to empathy maps, UXPIN, web
webcredible, the persona definite guide web
Fribly, the product box, web, download PSD adobe file
Steve Blank Blog, web
No requirements, all post-graduate students are welcome.
The aim of the course is to understand the link between company’s strategy and HR management in an international and cross cultural environment:
The students will be able to :
• Discover the link between strategy and HR management
• Understand and assess the impact of cultural differences on HR policies
• Be able to design effective HR processes
• Link between strategy and HR management
o the different stages of internationalization
o the role of HR
• The impact of cultural differences on HR policies
o theories of cultural differences
o impact on HR practices
• Design effective HR processes
o Talent Management, Recruitment
o Case study
We refer to both academic and professional contributions.
We will use exercices, debates, work group sessions, readings of relevant articles.
• “Human Resource Management”, G. Desler, Pearson, 2015.
• “Talent Management”, C. Dejoux; M. Thévenet, Dunod, 2012
• “The hidden dimension”, Edward T. Hall, 1966
Academic Management background
Share one’s own knowledge and participating to the debates
The aim of the course is to understand the basic elements of the dynamics and practices of innovation.
Skills to be acquired
The students will be able to differentiate the different types of innovation and to assess the crucial role of companies’ network strategies in the innovation processes.
Introduction – The challenge of Innovation Strategy
T1 – Knowledge creation and innovation processes : baselines
T2 – Innovation as a process of collaborative research network
T3 – Role of key actors in the innovation process and some elements on the managerial risk in collaborative research.
T4- Leadership profiles and Innovation
Conclusion – Improving “knowledge production”, and “responsible research”
The bibliography will be specified during the course
Written Exam 1h
The aim of the course is to provide students with an understanding of the specificities a current evolutions and challenges of the Luxury industry. A specific focus will be placed on the structure of the Luxury Fashion Industry (significant groups, actors, and brands), Luxury Fashion brands and products and communication strategies.
At the end of this module, students will be able to:
– Define the essence of luxury
– Explain the fundamentals of Luxury branding and Luxury marketing and the different strategies implemented in this business.
– Be able to review product strategies and communication specificities of various Luxury Fashion brands and explain how they are the reflection of the brand identity and positioning
– Communicate and efficiently using language skills and presentation skills during students report and presentations. The teacher is expecting a good level of public speaking and presentations (e.g., PPT) skills.
None. However having an academic background in Marketing and Business Administration in general may be helpful to follow this module.
The main aim is to propose tolls and methods to evaluate the overall financial health of companies. From reading and deciphering financial statements, performance, profitability and the whole risk of a business will be assessed and analysed to help managers to make decisions.
– Be able to implement many financial ratios and traditional indicators in function
of the financial question
– Analyze the figures in order to conclude about the financial health of a business
Introduction: What is financial diagnosis?
Section 1: Remind about financial statements
Section 2: Analyzing Performance and Profitability
Section 3: Evaluating Cash-flow position
Section 4: Estimating operating Risk
– Essentials of Financial Analysis. George T. Friedlob, Lydia L. F. Schleifer.
– Financial Analysis. A Controller’s Guide, Second Edition by Steven Bragg (Hardcover)
– Vernimmen : Corporate Finance, Broché.
Accounting knowledge (balance sheet, income statement, cash flow statement)
This module develops an understanding of issues related to the elements of costs and costs systems. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems.
It also introduce them to the techniques that management accountants use to assist managers in their decision-making tasks and to evaluate performance.
1. Outline issues relating to product costs and cost systems
2. Describe the role and uses of different types of cost systems
3. Select appropriate methods for costing elements of cost (e.g. labour, materials and overhead) into products or services
4. Select and apply cost systems appropriate to the decision
An introduction to management accounting
1. Basic concepts of cost accounting
• Costs and cost objects
• Two classifications
2. Full absorption costing
• Basic concepts
• Full costing in multi-product/service businesses
• Going further
3. Partial costing and CVP
• Cost-volume-profit analysis: Variable cost, contribution margin, break-even point (BEP), operating gearing
• Relevant cost and marginal analysis
• Going further
4. Using costs for various purposes
• Using costs to assess past performance, inventories valuation and budgeting
• Using costs to make specific types of decisions: make or buy, sell or process further, continue or close down, pricing and special order decisions, product mix decisions when capacity constraints exist
Atrill P. et McLaney E. (2009). Management Accounting for Decision Makers, Pearson Education.
Horngren C.T., Datar S. et Rajan M. (2015). Cost accounting: A managerial emphasis 15th edition, Pearson Education.
The aim of the course is to explain the rules which govern the preparation of financial statements for organisations which comply with international standards.
The students will be able to …
– Understand the objective of general purpose financial reporting and identify the primary users of financial reports
– Explain the qualitative characteristics of useful financial information
– Understand the important assumptions which underlie the preparation of financial statements
– Understand the criteria which determine whether or not an element should be recognised in the financial statements
– Understand the structure and content of each component of a set of financial statements
– Prepare a statement of financial position, a statement of comprehensive income and a statement of changes in equity, in accordance with the requirements of IAS 1
1) The regulatory framework
2) The IASB conceptual framework
3) Discounting and present value
4) Presentation of financial statements
5) The statement of cash flows
6) Analysis of financial statements
International Financial Reporting – A practical guide 6th Edition, Alan Melville, Pearson
A basic understanding of accounting principles would be useful but is not mandatory.
The aim of the course is to make students knowledgeable about the main characteristics of global logistics networks’ design and control.
The students will be able to (help) drive associated decision processes in actual industrial, distribution or service provision contexts.
Supply chain design:
o Role of the production/operations function and a supply chain in an organization
o Production/operations management (POM) and supply chain management (SCM)
o Major factors of production system and production management
Supply chain control:
o Inventory management
o Production planning and control
o Logistics decision models in SCM
Bozarth, C.C. and Handfield, R.B., (2008). Introduction to Operations and Supply Chain Management, 2nd ed., Pearson International Edition.
Russel, S.R. (2008). Operations and supply chain management, 6th International student edition Ed. , Published by John Wiley & Sons
Taylor, D. (2001). Manufacturing operations & supply chain management: lean approach, Int. Thomson Business Press
Basic mathematical and business management background
The aim of the course is:
• to provide students with a critical awareness of the principal concepts of International Marketing.
• to enable students to work effectively in organisations operating in an increasingly global environment.
• to give students experience in analysing and managing complex data to provide solutions to international marketing problems.
After completing the course, students should be able:
• to get awareness of the importance of the role of international marketing in the development of a company.
• to identify the strengths and weaknesses of the company to potential markets.
• to adapt business strategy to the characteristics of each external environment.
1. International Marketing and Product strategies
2. Price strategies in International Marketing
3. Place strategies in International Marketing
4. Communication strategies in International Marketing
Hollensen, S. (2011). Global Marketing. Pearson ed.
Keegan, W.J. and Green, M.C. (2014): Global Marketing. 8th ed., Prentice Hall, London, New York.
– Gaining competencies to reflect companies international business activities critically
– Gaining decision-making-oriented competency (e.g., self-management)
– Ability to evaluate complex, innovative situations as they are typical of companies international business activities
• Qualitative and quantitative trends in the international business environrnent
• Modes of foreign market entry
• Theoretical approaches for the explanation of different modes of foreign market entry
• Strategies of international companies
• Organization of international companies 1: archetypes of macro structures
• Organization of International companies Il: Empirical studies referring to strategy and structure of international companies
• Organization of International companies III: technocratic and person oriented coordination of international companies
• Conceptual and methodological approaches to country culture
Participants are expected contribute to the class through their comments, questions, and examples from their experience. Some readings may be assigned to supplement the in-class material. More specifically, the course will use the following teaching methods:
• Discussions of readings
• In-class exercises and simulations
International Business: Environments and Operations (12th Edition) by John Daniels, Lee Radebaugh, Daniel Sullivan
International Business – Competing in the Global Marketplace – 6th Edition (2007) by Charles Hill
International Dimensions of Organizational Behavior by Nancy J. Adler and Allison Gundersen
This course prepares students to analyse and evaluate critical issues regarding the social, ethical and environmental responsibilities of business, to transfer sustainability-related knowledge and ethical theories to business practice, and to assess the relevance of CSR tools and apply them to specific business needs.
In order to become managers, students need to demonstrate critical awareness of corporate social responsibility issues in management.
This module supports the MBAIM program learning outcomes related to students being able to:
1. Integrate sustainability practices into company management and policies, thus creating sustainable value.
2. Manage organizational change and innovation, as building CSR into the company’s management often requires significant change.
This module enables students to find responsible solutions to business problems by finding innovative solutions taking into consideration international and interdisciplinary differences.
The students will be able to:
1. Critically evaluate the theoretical and conceptual approaches to CSR.
2. Appraise how a company identifies its stakeholders and manages the relationships with them.
3. Assess the strategic opportunities provided by CSR and sustainability.
4. Apply the concepts of CSR to formulate recommendations at the managerial level.
This module is designed to enable students to deal with social and environmental challenges and the related ethical dilemmas. The main subjects covered include:
• Introduction to CSR and sustainability.
• CSR concepts and theories.
• CSR, leadership and governance.
• Stakeholder theory and management.
• The institutional environment of CSR.
• CSR, sustainability and corporate strategy.
• Embedding CSR in management and organization.
• Sustainable banking and socially responsible investment.
• Crane, Andrew & Matten, Dirk. Business Ethics, Oxford, University Press, latest edition.
• Weiss, Joseph W. Business Ethics: A Stakeholder and Issues Management Approach. Thomson Southwestern
Students are expected to have a business undergraduate degree and to have a good knowledge of corporate policy and strategy and of management in all its dimensions.
The aim of the course is to learn
– How do we as leaders convene strategic conversations that enable us to support our work in organizations and communities?
– How do we understand difference as an asset from which we all can grow?
The students will be able
1. To speak with intention: noting what has relevance to the conversation in the moment.
2. To listen with attention: respectful of the learning process for all members of the group.
3. To tend the well-being of the circle: remaining aware of the impact of our contributions.
Concepts presentation and discussions on
Worldview Intelligence and the Art of Participatory Leadership
A participative approach for leading, convening and engaging
Academic and MBA personal experience
This module of 20 contact hours will enable students to understand how to manage staff from different cultures in the international business context. Leading on from a selection of cross-cultural frameworks, students will learn to apprehend common behaviour traits found in different cultures and prevalent in the local business environment.
From the knowledge gained during the module, students will develop pertinent management
skills focusing on: Cross-cultural communication (verbal and non-verbal), Multi-cultural
(virtual) teamwork,Expatriation management,Negotiation across cultures,Staffing issues
in joint ventures, mergers and acquisitions.
Each 3 hour session will be based around:
A presentation of the key concepts
Application exercises related to the key concepts in the form of team case analyses, debates, presentations, role plays, …)
Session 1 (3 hours): Introduction to cultural frameworks / Cross-cultural communication
Session 2 (3 hours): Multi-cultural (virtual) teamwork / Expatriation management
Session 3 (3 hours): Quiz 1 / Negotiation across cultures
Session 4 (4 hours): Staffing issues in joint ventures, mergers and acquisitions
Session 5 (4 hours): Business culture presentations
Session 6 (3 hours): Conclusions / Quiz 2
Gesteland, R. (1999). Cross-cultural Business Behaviour – Marketing, Negotiating and Managing across Cultures. Copenhagen Business School Press.
Hall, E.T. (1990). The Hidden Dimension. Anchor.
Hofstede, G., Hofstede, G.J. & Minkov, M. (2010). Cultures and Organizations – Software of the mind. 3rd edition, Harper Collins Business.
Schneider S.C., Barsoux, J-L. & Stahl, G. K. (2014). Managing Across Cultures. 3rd edition, Pearson Financial Times Prentice Hall.
Additional web resources:
Atlas and Boots (Best countries for expats 2018)
Commisceo Global (Country Guides to Culture, Customs and Etiquette)
Geert and Gert Jan Hofstede
The 7 Dimensions of culture (Trompenaars, F. & Hampden-Turner, C.)
The aim of the course is to master the global strategy of a company
The students will be able to make decisions in order to optimize a company activities (market share, production, rentability…)
Master in BA knowledge
Les étudiants français s’acquittent des seuls frais d’inscription universitaires réglementaires, dans la mesure où ils ne bénéficient pas des cours de Français Langue Étrangère, ni de l’accompagnement spécifique offert aux étudiants étrangers. Ils doivent postuler sur la plateforme de candidature de l’Université Rennes 1.
Afin d’être inscrits en tant qu’étudiants étrangers francophones, ceux-ci doivent avoir un niveau de français répondant aux critères suivants : niveau C1 justifié par un test officiel (TEF, TCF, DELF/DALF…) ou une preuve de diplôme universitaire en langue française obtenu précédemment dans une université française.
Les frais d’inscription pour ces étudiants étrangers francophones sont de 243 € (étudiants européens) ou 950 € (non européens).
Les étudiants étrangers originaires des pays faisant partie du dispositif Etudes en France doivent postuler par ce biais.
Ce Master 2 est enseigné en anglais. Il accueille également des étudiants anglophones.