Santa Clara University

Graduate Course Descriptions

 
 

Management - Graduate Business

  • 501
    Managerial Competencies and Team Effectiveness
    Explores group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Must be taken during the student's first or second quarter of residence. Prerequisite: None.
  • 503
    Organizational Analysis & Management
    The structure and design of organizations. How organizational structure relates to an organization's environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization. Prerequisite: MGMT 501.
  • 503
    Organizational Analysis & Management
    The structure and design of organizations. How organizational structure relates to an organizations environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization. Prerequisite: MGMT 501.
  • 505
    Corporate Social Responsibility and Public Policy
    This course discusses how society influences, and is influenced by, business, and the responsibilities that organizations and managers have toward their external stakeholders. This course aims to challenge student' views of organizations, workers and their responsibilities. The course discusses models of workers and organizations that differ from those commonly used in management studies. Topics may include: the origins of morality, ethics, and organizational dynamics that can undermine the responsible behavior of workers; how public policies influence and are influenced by business; the legal environment of business and managing social issues. Prerequisite: None.
  • 505
    Social, Political & Legal Environment of Business
    Explores how social, political, ethical, and legal forces affect an organizations ability to achieve its objectives and how an organizations activities in turn influence these forces. Discusses how understanding that interaction is key both to enabling the organization to recognize and deal with external opportunities and threats and to its ability to respond to its environment in a socially responsible manner. Prerequisite: None.
  • 512
    Social Psychology of Leadership
    Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made. Prerequisite: MGMT 501.
  • 514
    International Management
    The first half of the course is dedicated to understanding basic international business concepts. The second part deals with international management strictly defined, which includes organizational structures, staffing, and closely related issues. There is no textbook but a limited amount of reading from the business press. Criticality is more important than previous knowledge. Prerequisite: MGMT 503.
  • 516
    Organizational Politics
    The use of influence and political analysis in organizational decisions. Emphasis on the implementation process. Prerequisite: MGMT 501.
  • 519
    Business Policy
  • 524
    Managing Innovation and Technology
    Exploration of the organizational structures and management processes that can facilitate or impede innovation. Topics include managing scientists and engineers, cross-functional integration, and analysis of the innovation process. Prerequisite: MGMT 503.
  • 526
    Strategic Talent Management
    Focuses on the strategic role of human resources (HR) planning and development. Addresses the creation of value through the HR function. Topics include linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on building a high-performance organization. Course has a special emphasis on high technology organizations. Prerequisite: MGMT 501.
  • 532
    Managerial Communications
    Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 501), cross-cultural, and corporate. Emphasis on implementation. High level of student involvement expected. Evaluation will be based on several papers and participation. Prerequisite: MGMT 503.
  • 538
    Leading Teams and Projects
    This course focuses on building and leading project teams in dynamic environments. The course covers tools and concepts for effective project management and techniques for creating high performing temporary teams.
  • 540
    Social, Political, and Legal Environment of Food and Agribusiness Firms
    Focuses on the key issues that affect the decisions of managers of food and agribusiness firms. Topics include the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues. Prerequisite: MGMT 505.
  • 542
    Adv Intnl Bus Seminar
  • 544
    Strategic Business Negotiations
    Understanding the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. The purpose of this course is to understand the theory and processes of negotiation so that you can negotiate successfully in a variety of settings. This course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers and professionals. A basic premise of this course is that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. This course will allow participants the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks. Prerequisite: MGMT 503.
  • 546
    Spirituality of Organizational Leadership
    This seminar explores the relationship between business leadership and spirituality through the lens of contemporary as well as classical religious literature. The course references both Eastern and Western Spiritual traditions. It explores why successful leaders often derail in the absence of spiritual integration. It includes attention to spiritual disciplines such as prayer and meditation tailored for the time pressured life of business professionals and leaders. Prerequisite: MGMT 503.
  • 548
    Social Benefit Entrepreneurship
  • 548
    Social Benefit Entrepreneurship
    'This course will introduce students to social entrepreneurship through readings, discussion of case studies (of social businesses), and analysis of business plans for social business that have participated in SCU's Global Social Benefit Incubator. The emphasis of the course is on understanding the elements on a business plan that affect the financial sustainability and scalability of a social business.
  • 619
    Business Policy in High Technology Firms (Capstone)
    The capstone course for the MBA program. Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution as well as how government, technology, and other environmental factors influence competition. Features both business- and corporate-level strategy analyses. Prerequisite: Completion of all other required courses and 58 units towards the MBA degree.
  • 696
    Special Topics
    Covers special topics; offered on an occasional basis.
  • 698
    Independent Study
  • 698
    Independent Study
  • 698
    Management Independent Study
  • 698
    Mgmt Independent Study
  • 699
    Master's Thesis
  • 701
    Seminar in Leading Dynamic Organizations
    In the Leavey Leadership Lectures series, senior executives reflect on their leadership experiences, challenges, and perspectives. Students also learn about leading through reading biographies of leaders, and they have the opportunity to reflect upon their own leadership abilities. Prerequisites: None.
  • 702
    Advanced Topics in Organizational Behavior
    Simulation games provide advanced understanding of core management topics such as interpersonal communication, socio-technical systems, role conflict, and group dynamics. Experiential learning format places students in various managerial roles within a dynamic and rapidly changing corporate environment. Students apply conceptual ideas, receive feedback on their managerial skills, and deepen their appreciation for organizational complexity. Prerequisite: MGMT 503. Concentration: MI.
  • 703
    Measuring and Managing Corporate Performance
    Provides an integration of traditional financial measures of performance and managerial-based performance measures in view of the firm's strategic objectives. Students review work on measuring corporate performance, are introduced to the Balance Score Card technique, and evaluate its implementation in specific corporate settings. Prerequisite: MGMT 503.
  • 704
    Intrapreneuring in High Technology Firms
    For the firms of the so-called high technology industries, the constant need for technological innovation and renewal is never-ending. One of the most commonly heard refrains is the need to create entrepreneurs within the corporate environment. In his book titled Intrapreneuring, Gifford Pinchot pioneered an approach that attempts to deal with the needs described above. This course is designed to allow the student to integrate learning from the MBA core as well as a body of knowledge about Intrapreneuring. Through a combination of assigned readings, case studies, guest lectures, and applied projects, the student will become familiar with the concept of Intrapreneuring. Prerequisites: none. Concentration: MI.
  • 705
    Virtue and Affluence: Wealth, Spirituality, and Philanthropy
  • 706
    Project Management
    The objective of this course is to provide a framework for success for current and future project managers. The course will explore many of the facets of project management that ultimately define the level of success of the project manager. The concepts discussed in the course are applicable to virtually any kind of project, ranging from small projects to complex, global programs. The course will be based on a foundation of lectures and classroom discussion, as well as a number of practical cases that will provide real-life scenarios in which to explore the core topics highlighted in the class presentations. Prerequisite: MGMT 503. Concentration: none.
  • 707
    Corporate Strategy & Planning Seminar
    The primary objective of this course is to provide the student with a framework and methodology for setting business strategy and the corporate planning process. Business strategy and corporate planning will be presented by senior executives of Silicon Valley companies who will highlight the practices and principles in operation in setting their corporate plans. Prerequisite: MGMT 501. Concentration: EN.
  • 708
    Developing Leadership Skills
    Developing Leadership Skills
  • 710
    INC Leadership Seminar
  • 711
    Managing Global Teams
    In today's global economy, being able to lead teams across distance, time zones, and cultures is an essential skill for every manager. The quality of team interactions and the speed with which teams form and perform can determine the success or failure of a project and, in the case of small organizations, even the company. This course teaches how high performing teams are formed, the typical process that teams experience in executing a project, and how to manage through that process to successful project completion. Prerequisite: MGMT 501.
  • 712
    Advanced Managing Global Teams
  • 713
    Introduction to Sustainable Development for Business
  • 714
    Strategies for Emerging Clean-Tech Sector
    This course provides an overview of the developments taking place in the clean-tech sector as well as offers students tools and frameworks that will enable them to develop organization-level strategies for engaging with this emerging field. Specifically, you will gain ideas, methodologies and information about how to generate value (both economic and social) from clean technologies. In addition, students will explore the possibilities that the transition to a clean-tech economy offers for entrepreneurship, policy and sustainable development.
  • 715
    Globalization & Emerging Economies: India
    This course introduces students to the opportunities and challenges of doing business in a major emerging economy: India. Over the past decade, India has become one of the world's most vibrant economies with some of its companies enjoying an international reputation. And yet, the country remains beset with contradictions--its sagging infrastructure and significant poverty exisiting side-by-side with its growth (both economic and social) spirations. Through an in-depth ex;ooration of the key business developments taking place in India, this course examines key ideas in global business strategy: the shifting topography of the world order, the role of innovation in shaping international leadership and the changing role of business in fostering sustainable development in emerging economies. In doing so, it offers students frameworks, tools and perspective appropriate for the contemporary global manager.
  • 716
    Crowdsourcing & Expertsourcing: Strategies for Innovation
    Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
  • 850
    Effective Teams and Managerial Excellence
    Explores individual behavior and group dynamics to enable students to perform more effectively in group and team settings. Provides students with feedback on individual managerial competencies to aid in career self-management and planning. Examines the structure and design of organizations and how structure relates to an organizations environment and affects the behavior of individuals in the organization.
  • 890
    Business Policy and Global Strategy
    Primary objective is to develop the ability to formulate competitive strategy from the perspective of the general manager. Introduction to a variety of analytical tools associated with the field of strategic management, primarily from the perspective of high technology companies. Application of conceptual and analytical frameworks introduced in the core curriculum. Focuses on in-depth analysis of industries and competition, techniques for predicting industry and competitive evolution as well as how government, technology and other environmental factors influence competition. Features both business- and corporate-level strategy analyses.
  • 2501
    Building and Leading High-Performance Teams and Organizations
    Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
  • 2503
    Organizational Analysis and Management
    Examines the structure and design of organizations, how organizational structure relates to its environment, how it influences the technologies used, and how decisions about structure affect the behavior of individuals in the organization.
  • 2504
    Innovation in Silicon Valley
    The course will cover the skills, practices and processes for understanding and managing technology and innovation in fast paced environments. The course delivery is informed by extant foundational and emerging empirical work in innovation. This course will complement content in elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and core courses in strategy.
  • 2505
    Business Integrity and Society
    Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
  • 2548
    Social Benefit Entrepreneurship
    Introduces students to social benefit entrepreneurship through readings, case study analysis, and participation in assessing business plans for existing social benefit ventures. Considers that social benefit entrepreneurship is the creation of innovative ventures that produce a social benefit and that these ventures typically innovate to produce products and/or services that help alleviate important social problems in areas such as economic development (poverty), health, equality, education, and environment. Emphasizes understanding management techniques for maximizing the financial sustainability and scalability of an SBE.
  • 2549
    Legal Fundamentals for Entrepreneurs
    This course introduces students to some of the fundamental legal issues typically encountered by entrepreneurs and start-up companies. These include restrictions arising when leaving a current employer, selecting the best company structure and ownership, raising money and securities regulation, human resources concerns, contracts and leases, liability relating to the sale of goods and services, operational liability, intellectual property, creditors rights and bankruptcy, and others.
  • 2750
    Introduction to Entrepreneurship
    This introductory course provides a foundation regarding the role of entrepreneurship and entrepreneurs in society and economy. The course explores what entrepreneurship means from several angles including how you can be entrepreneurial in your own life - right now. We look at the practice of business entrepreneurship with an emphasis on innovation and opportunity creation, need identification, and value creation. This is an energized course about discovering entrepreneurship in and out of the firm.
  • 2751
    Business Model Frameworks
    Business Model Frameworks covers the different types of business opportunities available to lifestyle, opportunistic, and innovating entrepreneurs, distinguished in general categories that encompass virtually all business ideas. In each case we develop a framework for an entrepreneur to use to 1) identify an opportunity's potential, 2) understand and take the appropriate first steps toward building the business, and 3) evaluate the early trajectory of the business to maximize learning and decide whether the opportunity is worth continuing.
  • 2752
    Crowdsourcing and Expersourcing: Strategies for Innovation
    Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
  • 3500
    Building and Leading High-Performance Teams & Organizations I
    Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
  • 3502
    Building and Leading High-Performance Teams & Organizations II
    Leaders are successful when they build teams and organizations that can accomplish critical goals, adapt to changing conditions, and maintain the motivation and commitment of employees. Doing these things requires understanding how individuals characteristics affect their behaviors at work, how the dynamics of work teams are related to their performance, and how the technology, structure, and human resource systems of organizations influence performance. This course explores those general issues and addresses questions such as What are the characteristics and behaviors of high performing managers? How does one build high performing cross-functional and cross- cultural teams? What is the best way to structure an organization when rapid changes may be necessary? and What are the consequencesboth intended and unintended of systems (compensation plans, performance management systems, etc.), organization culture, and leaders actions on individual and organization performance?
  • 3504
    Innovation in Silicon Valley
    The course will cover the skills, practices and processes for understanding and managing technology and innovation in fast paced environments. The course delivery is informed by extant foundational and emerging empirical work in innovation. This course will complement content in elective courses (product marketing, product development, and intellectual property, small business entrepreneurship) and core courses in strategy.
  • 3505
    Business. Integrity, and Society
    This course focuses on the interplay between business and society, and examines managerial decision making. The course challenges students to think about the role that business plays in society, and examines how organizations can help improve people's lives across the globe. The course also analyzes the root causes of corporate disasters and failures and looks at the role of human psychology therein. Students will be stimulated to think critically about their own ethical reasoning and will learn intervention strategies that may help to mitigate ethical risk factors in their own organization.
  • 3512
    Social Psychology of Leadership
    Investigates and examines priorities of exemplary leaders. Emphasizes developing conceptual understanding of the leadership process and on building leadership skills. Classes are often experiential and highly reflective, using written and video case studies. Some team assignments may be made.
  • 3514
    International Management
    International Management
  • 3519
    Strategic Analysis
    This course focuses on the processes by which managers position their businesses to develop and sustain an advantage relative to rivals in the face of uncertainty, rapid change, and competition. Strategy involves understanding the utility of different choices and tradeoffs choosing what not to do is as important as choosing what to do. As a result, the course covers a variety a tools, frameworks, theories and concepts for analyzing a firms strategic position and the environment in which it is operating. By focusing on the factors that make some strategic positions strong and viable, students will develop the ability to evaluate the effects of changes in resources & capabilities, industry forces, macroenvironmental forces, and technology on industry structure and firm behavior and, in turn, on a firms opportunities for establishing and sustaining a superior position relative to rivals. The course also requires that students integrate and extend the knowledge and skills they have developed throughout their MBA program course work (i.e. marketing, finance, economics, organizational behavior, ethics, information systems, accounting, etc.) into a "total business perspective. Analyzing real world situations best facilitates this activity; therefore, case analysis plays a large role in the course. Students will develop skills in developing a coherent, social responsible, viable and defensible strategic position that will carry a firm into the future.
  • 3526
    Strategic Talent Management
    Focuses on the strategic role of human resources (HR) planning and development. Addresses the creation of value through the HR function. Includes topics on linking HR and strategic planning; the transformational impact of information technology, process engineering, and outsourcing on the employment relationship; and an HR perspective on building a high-performance organization. Course has a special emphasis on high-technology organizations.
  • 3532
    Managerial Communications
    Focuses on three important aspects of managerial communications: interpersonal (building on concepts introduced in MGMT 3500), cross-cultural, and corporate. The communication skills addressed are especially useful in a rapidly changing environment. Emphasizes implementation, and expectations are for a high level of student involvement. Evaluation is based on several papers and participation.
  • 3538
    Leading Teams and Projects
    This course focuses on building and leading project teams in dynamic environments. The course covers tools and concepts for effective project management and techniques for creating high performing temporary teams.
  • 3540
    Food Industry Management
    Focuses on the key issues that affect management decisions in food and agribusiness firms. Includes topics on the principal regulations and regulatory bodies governing the food industry, food safety and crisis management, ethical issues in food production and distribution, and resource and environment issues.
  • 3544
    Strategic Business Negotiations
    Studies the behavior of individuals, groups, and organizations in the context of cooperative and competitive situations. Examines the theory and processes of negotiation so the student can negotiate successfully in a variety of settings. Designed to be relevant to the broad spectrum of negotiation problems faced by managers and professionals. Considers that while a manager needs analytical skills to discover optimal solutions to problems, a broad array of negotiation skills is needed to get these solutions accepted and implemented. Gives students the opportunity to develop these skills experientially and to understand negotiation in useful analytical frameworks.
  • 3546
    Spirituality of Organizational Leadership
    Explores the relationship between business leadership and spirituality through the lens of contemporary, as well as classical, religious literature. References both Eastern and Western spiritual traditions and explores why successful leaders often derail in the absence of spiritual integration. Includes attention to spiritual disciplines such as prayer and meditation tailored for the time-pressured life of business professionals and leaders.
  • 3548
    Social Benefit Entrepreneurship
    Introduces students to social benefit entrepreneurship through readings, case study analysis, and participation in assessing business plans for existing social benefit ventures. Considers that social benefit entrepreneurship is the creation of innovative ventures that produce a social benefit and that these ventures typically innovate to produce products and/or services that help alleviate important social problems in areas such as economic development (poverty), health, equality, education, and environment. Emphasizes understanding management techniques for maximizing the financial sustainability and scalability of an SBE.
  • 3549
    Legal Fundamentals for Entrepreneurs
    This course introduces students to some of the fundamental legal issues typically encountered by entrepreneurs and start-up companies. These include restrictions arising when leaving a current employer, selecting the best company structure and ownership, raising money and securities regulation, human resources concerns, contracts and leases, liability relating to the sale of goods and services, operational liability, intellectual property, creditors rights and bankruptcy, and others.
  • 3550
    IP Strategies for Tech Start Ups
    Identification and management of intellectual property (IP) assets is a significant strategic tool for every level of management. This course is designed to demystify intellectual property rights that are present in technology companies, and to give them a working understanding of IP rights relevant to technology, and in particular start-up technology companies.
  • 3696
    Special Topics
  • 3703
    Measuring and Managing Corporate Performance
    Integrates traditional financial measures of performance and managerial-based performance measures in view of a firms strategic objectives. Reviews work on measuring corporate performance, introduces the Balanced Score Card technique, and evaluates its implementation in specific corporate settings.
  • 3716
    Crowdsourcing
    Firms are rapidly adopting internet-based collaboration technologies (CT) to involve a wide range of participants in joint product innovation or co-innovation. Broadly defined, these technologies include software tools and applications that leverage social activity within an online platform to facilitate interaction and collaboration among members of an online community and between members of a community and a firm. As such, they help firms engage the creativity and problem solving skills of firm-hosted online communities of users, employees, and other experts in the creation, development and refinement of products or services. As a result, their use may yield innovations that strongly fit user preferences while also, accelerating the pace and lowering the cost of product innovation. Despite the rapid adoption, many firms struggle with how to create value from CT-based co-innovation. Building on literature on user innovation, open innovation, and demand side value creation, this course explores the conditions for creating value when engaging online communities in co-innovation. The content focuses on non-open source contexts and community engagements that yield private gains for a host firm.
  • 3717
    Industry Best Practices & Processes for Collaborative Management
    This one credit-hour course focuses on industry-proven approaches for assessing marketplace requirements, developing strategies, and translating insights into an execution plan (overall, as well as by business function). This course will provide real-world best practice approaches to these core management skills, as well as an executive guest lecturer to share their insights and how to apply the noted management processes. This course is for any MBA student who is interested in learning immediately applicable strategy development and execution approaches.
  • 3751
    Business Model Frameworks
    Business Model Frameworks covers the different types of business opportunities available to lifestyle, opportunistic, and innovating entrepreneurs, distinguished in general categories that encompass virtually all business ideas. In each case we develop a framework for an entrepreneur to use to 1) identify an opportunity's potential, 2) understand and take the appropriate first steps toward building the business, and 3) evaluate the early trajectory of the business to maximize learning and decide whether the opportunity is worth continuing.
  • 3796
    Experimental Course
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