Act locally Module 2


In the module “Act Locally”, attention here shifts from the industry level to the corporate level and emphasis is put on the design and management of one’s own organization. Participants are invited to use the insights gained in the broader perspective of module 2 to start planning action in their own companies. Courses in this third module again cover some functional management fields like Finance and People Management but in addition, Change Management and Project Management in a Euregional context are introduced. Furthermore, participants start working on their individual assignment in which they can elaborate on a topic of their choice.

Credits: 30 ECTS

Status: Mandatory

Specific goal: Enriching the palette of operational know-how relating to the internal management of business, taking into account the potential of the Euregion’s economic environment

Spoken languages: Full English + Dutch & French

Location: Kloster Heidberg, Eupen

Schedule: at weekends from Friday 5 pm to Sunday 1 pm

Start/End: September - December

Content: 5 seminars

Corporate Finance


After this course students should be able to

  • Examine the implications of corporate strategy for financing;
  • estimate the need for funds.
  • Frame a financing policy that is consistent with the business environment and that provides the funds needed to attain strategic goals.
  • Examine the full range of financing alternatives and determine value implications of different financing alternatives.

Content overview Topics are:

  • Fund flow analysis
  • Financing constraints
  • Capital structure theories; Dividend policy
  • Hybrid securities
  • Private Equity; Exit Strategies


Teaching Methods Several teaching methods will be combined:

  • Pre-readings, lectures, case study

Evaluation method

  • Analytical questions
  • Case study analysis

Professor : Sigrid Vandemaele

Expert : Marcel Kannekens

Strength-based Change


Dutch – English

Objective In this seminar, organizations are defined as networks of interaction and relationships between members and stakeholders within and outside the organization. The quality of these interactions are considered the engine of fruitful organisational processes. In this context, organizational change shapes and is shaped by these interactions and relationships. This seminar focuses on organizational change and change management. At the end of the seminar, the student understands different types of organizational change, the management and dynamics of it. The student will have a better view on his/her own behaviour within (change) groups and understands the effects of this behaviour on the other members of the change team.

Content Overview

Foundation The course aims at presenting and developing the theoretical foundation of change management with a particular focus on: Organizational change and change processes defined starting from a network view on interactions and relations; Challenges in organizational change and development: the complementary perspectives of researchers, consultants and managers Learning: individuals, groups and organisations – complementary, parallel or opposites? Case study – the student goes home with a specific action plan for his/her own working context

Teaching Methods
Several teaching methods are used in this multidisciplinary seminar:

  • No home work
  • All-inclusive appreciative inquiry (AI) to set the scope
  • Assignment to translate the AI approach to individual work setting
  • Teamwork to enrich each individual plan
  • Additional illustrations by expert


Evaluation method

  • Presentation individual plan (75%)
  • Peer review of plan group members (25%)
  • Presentation of case studies (plans) will be judged according to several criteria:
  • Application of concepts discussed
  • Sustainability of solutions
  • Quality of teamwork

English/German (Constanze Chwallek)


Professor (English session) : Olivier Lisein

Expert (English session) : To be announced

Professor (Dutch session) :Frank Lambrechts

Expert (Dutch session) : Wim Croonen


People Management


Dutch – English

In this seminar, people management is introduced by focusing on particular activities within the broad domain of HRM –i.e.“the use of human resources in order to achieve the objectives of the organization”. At the end of the seminar, students will be familiar with essential people management terminology, concepts, and definitions. Moreover, students will be challenged to improve upon their skills to manage group dynamics and project teams effectively.

Content Overview

This module starts with presenting and developing the foundation of people management with a particular focus on:

  • The importance and role of competency management and function studies, recruitment and selection, training and development, performance and compensation management, and career planning;
  • New trends in HRM to support the vitality of the organization;
  • Performance management – looked at from an internal and external customer view; Illustration of the theoretical concepts on the basis of contemporary experiences in various types of organizations.

Case study: reflection on own
Teaching Methods
Several teaching methods are used in this multidisciplinary seminar:

  • Students are expected to prepare the module and read a limited set of seminal articles.
  • The course themes are further discussed in a lecture in which theory and short real life example are intertwined to develop a useful framework.
  • Individual and group work on specific case studies that relate to their own working context conditions allow candidates to reflect on their particular situations equipped with new insights.



Case study analysis (100%)
Presentation of case studies will be judged according to several criteria:

  • Application of concepts discussed – i.e. relevance and clarity of the contribution/position.
  • Presentation

8 weeks after the initial meeting, there is an additional evaluation moment with individual presentations

Professor (English session) : Pascal Coffani

Expert (English session) : To be announced

Professor (Dutch session) : Linda Martens

Expert (Dutch session) : Leon Vliegen


Self Management




After this course student should be able to

  • to analyze and understand human behavior (People Management)
  • analyze their own behavior (Self Management)
  • successfully handle conflicts in daily and business life (People Management)
  • lead others and themselves in the daily business life, especially in leadership positions.

Content Overview

Behavioral and communication models in literature and practice

  • The first part is meant to teach the basics of understanding behavior and communication.
  • Behavior and Communication in leadership position
  • The second part focuses on the matching of theory and practice of communication and leadership, especially in situations of conflict.
  • Case study and role playing
  • In a third step complex situations of conflict and leadership moments will be used to exemplify situation that leaders will have to face in daily business life. Furthermore, the participants will prepare case studies which are either based on past or future experiences, which will be discussed and worked on with the group.

Teaching Methods

Several teaching methods will be combined:

  • Literature studies prior to the lectures
  • Lectures: Presentations by the professors and the expert, as well as discussions
  • Case studies in team work and role-playing


Case Studies, Role-playing and discussions

The case studies and role-plays will be evaluated according to:

  • Social competence of the students when facing certain situations
  • Implementation of acquired knowledge
  • Quality of communication in situations of conflict
  • Participation in discussions and role-plays, as well as quality of presentations

Professors : B Pietschmann, R Bündgen, Sven de Weerdt

Expert : Roland Vermeylen



International Project Management 


After this Course, students should be able:

  • To recognize the Key Factors of Success of a project and to have some directions about how to leverage them,
  • To identify the role and the specific goals of the various players (inside and outside the project team) and to understand their influence, goals and expected benefits,
  • To integrate the benefit of an agile management
  • To realize the importance of a good communication, especially in a multicultural environment.

This course has not the ambition to train expert in organization psychology. This is an introduction to human oriented project management which purpose is to encourage the participants to think out of the (traditional tool-) box of project planning.

Content overview
We are tentatively proposing to structure this course as well:

  • Story of an announced failure
    • Case exposure
    • Discussion : Do you identify the reasons of the failure
    • Definition : Five Key Factors of Success
  • Project Launch :
    • Clear and Share goals
    • Importance of Environment Card
    • Discussion with the participants based on their own experience
  • Project Execution
    • Basic Project Management
    • Leadership, and Transverse Management
    • Creativity Stimulation, Change Management and Knowledge Management
    • Reporting and Communicating
    • Discussion with the participants based on their own experience
  • Closure
    • Collecting results and Lessons learned
    • Celebrating
  • Testimony of Success Story with an international expert and open discussion

Teaching methods
Several teaching methods are used in this course:

  • Pre-readings and selection of an unconventional paper about actual project management.
  • Preparation of an individual support for the open discussions related to your own project management experience.

Case study and theory alternation

Collective discussions


Individual contribution: Critical review of the selected paper
Cased study analyses (team-work)


Presentation of individual contributions will be judged according to:

  • Pertinence of arguments and consistency

Presentation of case studies will be judged according to:

  • Structure
  • Content
  • Soft Skills

Presentations should be posted 10 days prior to team presentations.



Thierry Chantraine


Christelle Bertrand

Specific goal: To enrich the palette of operational know-how relating to the internal management of business, taking into account the potential of the Euregion’s economic environment.

These course descriptions can be updated up to four weeks prior to seminar period.

Dernière mise à jour : 05/07/2016