Jump to content

Master Business Management (dreisemestrig)

Fast facts

  • Department

    Wirtschaft

  • Stand/version

    2021

  • Standard period of study (semester)

    3

  • ECTS

    90

Study plan

  • Compulsory elective modules 3. Semester

Module overview

1. Semester of study

Cross-Cultural Management
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98060

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies
2.1.1 Knowledge

The Students
  • can explain concepts of "culture"
  • are aware of mental models of situations and their role in communication
  • are aware of the various manifestations of culture in business contexts
  • can explain types of cultural research and their advantages and disadvantages
  • are aware of major intercultural research projects.
2.1.2 Skills
The Students are able to analyze and assess descriptions of culturally based differences in
  • management styles and notions of leadership,
  • teamwork styles,
  • time management,
  • role of genders,
  • organizational communication procedures, esp. meetings,
  • communication styles.
2.2 Personal Competencies
2.2.1 Social Competencies

The Students
  • can communicate in a way which reflects respect for others' positions
  • can successfully and creatively negotiate differences in approaches
  • act responsibly and reliably towards others, especially in honoring their commitments when cooperating with others
  • are aware of the need to respect different approaches and methods even in positions of power
2.2.2 Autonomy
The Students
  • are aware of the relative nature of their culture-based values and norms
  • can relate their values and norms to those of others
  • can devise strategies to cope with intercultural differences and establish trust
  • can research the impact of culture on management-related phenomena

Contents

This course focuses on the context of international business, especially from a cultural perspective. When people from various cultures cooperate, many differing views on values, methods, roles, procedures and so forth come together. Although people have their own personal perspectives on such matters, these perspectives have as a rule been developed during their enculturation in a particular environment and are strongly influenced by the notions prevalent in that environment. Cultural backgrounds are therefore a factor to be considered in international business. Views on approaches and practices which are not shared by all participants have to be negotiated. However, people are not prisoners of their cultural backgrounds and the different views resulting from different favored approaches to management tasks in cultures should not exclusively be treated as a source of conflict but as a potential enrichment of the perspectives of those involved as well.

In order to develop the students' insight into the potential impact of culture on management in general and situations of cooperation in particular, situational models as well as the descriptions of the management styles, methods and procedures prevalent in variouscultures are studied and compared critically. First, this is done from an emic perspective, which requires the students to develop their own criteria to come to a systematic and coherent overview of the different patterns described. Then, the classical etic approaches are discussed with an emphasis on Hall's and especially Hofstede's dimensional classifications. Descriptions of the management styles, methods and procedures prevalent in various cultures are consequently analyzed in terms of Hofstede's classification of cultural dimensions. Subsequently, the advantages and disadvantages as well as the limitations of emic and etic approaches are discussed.

The cases typically take the form of descriptions of so-called critical incidents, which are analyzed in terms of the different values and viewpoints which underlie the described behaviours of the interactants. The study of critical incidents also provides an opportunity to take into account other than purely cultural factors, which also affect the success or failure of cooperation in business. The amount of trust, the manifestations of commitment and so on also contribute to the outcome, and this aspect of intercultural relations must not be ignored.

The students are required to use their own experience and knowledge to supply input to the discussions, which are complemented by such practices as brainstorming and critical reasoning. Students use the e-learning platforms of the university and the study course.
  • Managing Cultural Differences
    • Model of (business-related) situation
    • Universals in human behavior and mental processes and their impact on cooperation
    • Impact of culture on (business-related) behavior and mental processes
    • Classical studies of culture in a business perspective: Hall, Hofstede, Trompenaars, Globe
  • Characteristics of business cultures in:
    • Asia/China
    • Europe
    • Latin America
    • North America

Teaching methods

  • Seminar
  • Lectures incl. practitioners' best practices
  • Interactive case studies
  • (Short) presentations
  • Results-oriented presentations in oral and written form

Participation requirements

Formal: -
Knowledge and Competencies: -

Forms of examination

  • Exam (60 minutes) (50%)
  • Presentation (25%)
  • Special assignments (25%)

Requirements for the awarding of credit points

Successful completion of assessment

Applicability of the module (in other degree programs)

M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Bhagat, Rabi S.; Steers, Richard M. (eds.): Cambridge Handbook of Culture, Organizations, and Work. Cambridge University Press: 2009.

de Jongste, Henri: Intercultural interaction and mental models. http://www.sietareu.org/activities/congress2013/programme-ad-workshops

Ferraro, Gary P. and Briody, Elizabeth K.: The Cultural Dimension of Global Business. Seventh edition. Pearson.

Hofstede, Geert; Hofstede, Gert Jan; Minkov, Michael: Cultures and Organizations: Software for the Mind, Third Edition. Mc-Graw-Hill: 2010.

Matsumoto, David: Culture, Context, and Behavior, Journal of Personality, 75(6), 2007: 1285-1319.

Mead, Richard and Andrews, Tim G.: International Management: Culture and Beyond. Wiley, 2009.

Nakata, Cheryl (ed.): Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave: 2009.

Tomalin, Barry; Nicks, Mike: The World's Business Cultures and How to Unlock Them, Second Edition. Thorogood: 2010.

Trompenaars, Fons and Hampden-Turner, Charles: Riding the Waves of Culture: Understanding Diversity in Global Business. Third edition. McGraw-Hill: 2011.

Macroeconomics and Finance
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98030

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies
2.1.1 Knowledge

The Students can
  • describe and evaluate international environments faced by investors,
  • apply the latest state of knowledge regarding the application of practical empirical models for asset allocation,
  • interpret qualitative and quantitative data and present appropriate and coherent recommendations based on this.
2.1.2 Skills
The Students can
  • detect and identify risk on international markets based on macroeconomic analysis
  • use data techniques to analyze market risks and outlooks
  • apply sophisticated quantitative tools for data analysis in different economic settings
2.2 Personal Competencies
2.2.1 Social Competencies

The Students can
  • lead and coordinate teams in a results-oriented fashion,
  • present and prudently defend team results in a complex and demanding environment,
  • improve cooperation among human resource in projects and organizations based upon appropriate policies and strategies
2.2.2 Autonomy
The Students can
  • work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative.

Contents

The course is aimed to take the perspective of an international investor operating on international capital markets. The perspective follows a "top-down" approach. Therefore in the first part macroeconomic models are presented. These serve as a basis to describe and evaluate the conditions on international capital markets. In the second part practical projection and portfolio approaches are being presented. Based on these prerequisites international asset pricing techniques are developed.

Topics include
  • Macroeconomic environment of capital markets
  • International linkages between markets and economies
  • Bond markets
  • Stock markets
  • International currency markets
  • Diversification/International portfolio selection
  • Projection of asset returns
  • Practical models for asset allocation
  • Examples of statistical models applied in asset allocation
  • Examples of current comments and analysis of capital markets
The course aims both to familiarize students with influential papers and current research, and to promote new research ideas in the area.

Teaching methods

Lectures incl. practitioners' best practices, Case studies, (Short) presentations, Results-oriented presentations in oral and written form

Participation requirements

Formal: -
Knowledge and Competencies: Statistics, Macroeconomics, Theory of capital markets/Investment Theory

Forms of examination

  • written exam (50%)
  • presentation based on article (50%)

Requirements for the awarding of credit points

Successful completion of examination (individual / group)

Applicability of the module (in other degree programs)

M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization, M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Mishkin, Frederic: „Economics of Money, Banking, and Financial Markets“

Krugman/Obstfeld/Melitz, „International Economics“

Cuthbertson, Nitzsche: „Quantitative Financial Economics“

Literature and papers cited in the lecture

Marketing Management
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98100

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

The students
  • overview the importance of digital platforms and media for marketing and are familiar with current developments and trends
  • understand the complexity and dynamics of the digital business environment and can analyze and evaluate these using selected methods
  • have in-depth knowledge of the structure and revenue mechanisms of digital business models
  • know and understand the process and core elements of developing a digital marketing strategy
  • can apply and adapt the elements of the traditional marketing mix to the digital context
  • understand which new forms of customer contact arise from digital platforms and media for relationship marketing  
  • know the functionality and potential of artificial intelligence (AI) and big data and can assess the associated key (data protection) legal and ethical aspects
  • know how to use and evaluate KPIs and tools to measure the effectiveness of digital marketing measures
In addition, students apply the knowledge acquired in the lecture to digital marketing management issues in a real or virtual company as part of an accompanying project seminar. In doing so, they use the concepts, models and instruments they have learned as well as various scientific research methods.

2.1.2 Skills
The students can
  • explain the basics of digital marketing
  • independently assess and reflect on the significance of digitalization for marketing management and the associated opportunities and challenges for companies
  • evaluate the use of different marketing tools depending on the digital marketing strategy and select and successfully implement suitable tools
  • apply learned concepts and methods of digital marketing management to real use cases
  • use scientific findings as well as qualitative and quantitative research methods to analyze and evaluate problems of digital marketing from business practice  
  • prepare existing information and findings in a structured manner, translate them into concrete recommendations for action and present them in a target group-oriented manner
2.2 Personal skills
2.2.1 Social competence

Students acquire the ability to
  • work in groups on complex digital marketing issues in a collaborative and results-oriented manner
  • include different perspectives and points of view in a decision-making process and deal with the resulting trade-offs as well as conflicts of objectives and opinions
  • present and defend results in a professional and technically sound manner in a demanding environment
  • Critically evaluate and discuss solutions and recommendations for action from other teams and develop them further together through appropriate and objective feedback
2.2.2 Independence
The students can
  • adopt their own viewpoints and attitudes towards models and concepts and defend them in discussions
  • apply acquired knowledge independently and in a solution-oriented manner to real use cases
  • use scientific research work and methods to independently analyze and evaluate specific problems of real companies and derive well-founded recommendations for action

Contents

Digitalization is fundamentally changing consumer and purchasing behaviour: consumers are closely networked through digital platforms such as Google, Facebook and Amazon and are better informed about products and services than ever before. Smartphones and online stores are changing traditional shopping habits. At the same time, new digital touchpoints and communication channels as well as the availability of comprehensive customer data are creating new opportunities for companies to address customers individually and in a targeted manner. Adapting or expanding traditional marketing to include digital marketing management is therefore key to the market success of companies in today's digital world.

The course provides a comprehensive and application-oriented overview of the tools, methods and concepts of digital marketing management. Traditional marketing models will be applied to the digital context as well as new models, concepts and tools. Specifically, the following main topics are covered:  
  • Fundamentals of digital marketing management:  Terminology, meaning and trends
  • Peculiarities of the digital micro and macro environment
  • Digital business and revenue models
  • Core elements and development process of a digital marketing strategy
  • Digital product policy: innovation management, digital product design and digital brand management
  • Digital pricing policy: special features of pricing digital products, innovative pricing models and strategies
  • digital sales policy: digital sales channels, sales intermediaries and sales systems
  • digital communication policy I: search engine marketing, affiliate marketing and display advertising
  • Digital communication policy II: social media marketing, viral marketing and influencer marketing
  • Online Relationship Marketing I: Permission Marketing and Loyalty Programs
  • Online Relationship Marketing II: Personalization and targeting using AI and big data
  • Monitoring and performance optimization of digital channels

Teaching methods

Various teaching methods are used in the lecture to provide students with a holistic and application-oriented perspective on digital marketing management:  
  • Lecture / seminar-style teaching to impart specialist and methodological knowledge, including best practices from corporate practice (e.g. in the form of guest lectures) 
  • Self-study of the accompanying compulsory reading to deepen the content learned (in particular articles from scientific journals) 
  • Solving case studies to apply and test the knowledge acquired   
  • Dealing with specific problems of digital marketing management of a real or virtual company in groups with subsequent presentation of the results in written and oral form 

Participation requirements

Formal: none
Content: none

Forms of examination

The module examination consists of several partial performances:
  • Exam (50%), 60 minutes
  • Presentation (50%), up to 20 minutes
or 
  • Exam (50%), 60 minutes
  • Homework (50%), up to 15 pages
The form of examination and the adjusted scope/duration will be announced at the beginning of the semester.  

Requirements for the awarding of credit points

Passed exam  

Applicability of the module (in other degree programs)

M.A. Business Management, M.Sc. Business Informatics 

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Basisliteratur

Chaffey, Dave; Ellis-Chadwick, Fiona (2019). Digital marketing: Strategy, implementation and practice. Pearson Education Limited.

Heinemann, Gerrit (2020). Der neue Online-Handel: Geschäftsmodelle, Geschäftssysteme und Benchmarks im E-Commerce. Springer-Verlag.

Kollmann, Tobias (2020). Digital Marketing: Grundlagen der Absatzpolitik in der Digitalen Wirtschaft. Verlag W. Kohlhammer.

Kotler, Philip; Kartajaya, Hermawan; Setiawan, Iwan (2017). Marketing 4.0: Moving from traditional to digital. John Wiley & Sons, Inc.

Meffert, Heribert; Burmann, Christoph; Kirchgeorg, Manfred, Eisenbeiß, Maik (2019). Marketing: Grundlagen marktorientierter Unternehmensführung, Konzepte – Instrumente – Praxisbeispiele. SpringerGabler.

Tuten, Tracy L. (2020). Principles of Marketing for a Digital Age. SAGE Publications Limited.
 

Weiterführende Literatur (Auswahl)

Dinner, Isaac M., Heerde van, Harald J.; Neslin, Scott A. (2014). Driving online and offline sales: The cross-channel effects of traditional, online display and paid search advertising, in: Journal of Marketing Research, 51. Jg., Nr. 5, S. 527-545.

Erevelles, Sunil; Fukawa, Nobuyuki; Swayne, Linda (2016). Big Data consumer analytics and the transformation of marketing, in: Journal of Business Research, 69. Jg., S. 897-904.

Kannan, P.K.; Kopalle, Praveen K. (2001). Dynamic pricing on the Internet: Importance and implications for consumer behavior, in: International Journal of Electronic Commerce, 5. Jg., S. 63-83.

Palmatier, Robert W.; Stern, Louis W.; El-Ansary, Adel I. (2016). Marketing channel strategy: An omni-channel approach. Routledge.

Palmatier, Robert W.; Steinhoff, Lena (2019). Relationship marketing in the digital age. Routledge.

Reto, Felix; Rauschnabel, Philipp A.; Hinsch, Chris (2017). Elements of strategic social media marketing: A holistic framework, in: Journal of Business Research, 70 Jg.; S. 118-126.

Sustainable Supply Chain Management
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98052

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

Knowledge and Understanding

Upon successful completion of the module, students will be able to:
  • explain the relevance of supply chain management and logistics in a globalized environment,
  • describe sustainability, digitalization, and resilience as key strategies in modern supply chains,
  • identify and explain the core tasks, processes, and key technologies in supply chain management and logistics,
  • analyze the development phases and maturity of digital transformation in supply chains,
  • evaluate the vision, opportunities, and underlying principles of sustainable supply chains,
  • understand the necessity of change management in achieving and managing digital, sustainable supply chains.
Application, Use, and Creation of Knowledge

Students will be able to:
  • apply fundamental supply chain management concepts to real-world business scenarios,
  • assess digitalization and sustainability strategies and their impact on supply chain processes,
  • analyze the roles and interactions of stakeholders in supply chains,
  • evaluate the risks, challenges, and opportunities of digitalization and sustainability for supply chains,
  • assess the impact of digitalization on performance, costs, and sustainability using given scenarios and use cases,
  • evaluate critical success factors, risks, and limitations of digitalized processes in supply chains,
  • assess the suitability and maturity of core, maturing, and emerging technologies for digital and sustainable supply chains,
  • analyze the impact of digitalization on risk management, supplier management, and sustainability,
  • recommend appropriate tools and technologies for supply chain management in different business contexts,
  • derive recommendations for required skills and capabilities of employees to successfully implement digital and sustainable supply chains.
Communication and Cooperation

Students will be able to:
  • develop a critical perspective on digitalization and sustainability in supply chain management,
  • effectively analyze and evaluate digital transformation and technology adoption in different supply chain use cases,
  • navigate complex problem-solving in team-based environments,
  • present, defend, and communicate their findings in a structured and professional manner,
  • collaborate and contribute to team-based projects with a focus on supply chain innovations.
Scientific Self-Conception / Professionalism

Students will be able to:
  • manage and transform work and study contexts that require strategic and innovative approaches,
  • critically reflect on operational challenges in supply chains within the context of digitalization and sustainability,
  • work independently on projects and innovative solutions in the field of supply chain management,
  • develop a long-term learning strategy to adapt to evolving challenges in digital and sustainable supply chains.

Contents

In an increasingly complex and interconnected world, supply chain management (SCM) and logistics play a crucial role in ensuring operational efficiency, resilience, and sustainability. This module provides students with a comprehensive understanding of SCM principles, key processes, and the impact of digitalization and sustainability on supply chains. Through a combination of theoretical insights and practical applications, students will develop the ability to analyze, assess, and implement data-driven and technology-enabled solutions to optimize modern supply chains.

The course is structured as follows:

1. introduction to supply chain management
  • Objectives, principles and perspectives of supply chain management
  • Key tasks and processes in supply chain management and logistics
  • Foundations of sustainability in SCM
2. supply chain operations
  • Automation, digitalization, Internet of Things, Industry 4.0
  • Digital transformation and maturity
  • Use cases and case studies
3. supply chain design and planning
  • Introduction to tasks in supply chain design and planning and their effect on sustainability
  • Supply chain planning and information management
  • Environmental assessment of transportation processes
  • Data-driven supply chain design
  • Sustainable supply chain design

Teaching methods

  • Lectures introducing concepts, methods and tools as well as practitioners' best practices
  • Group work to practice concepts and methods, to develop skills and to work on case studies
  • Homework to add individual contributions
  • Presentations to communicate results in oral and written form

Participation requirements

Formal: none
Knowledge and Competencies: Fundamental knowledge of supply chain management, logistics and supplier management is recommended

Forms of examination

75% written examination at the end of the course (60 minutes)
25% contributions and continuous assessment within the course (homework, group work, presentations, case studies)

Requirements for the awarding of credit points

Successful completion of examination, presentation (individual / group)

Applicability of the module (in other degree programs)

M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Batran, A.; Erben, A.; Schulz, R.; Sperl, F.: Procurement 4.0 – A survival guide in a digital, disruptive world, 1st Edition, Campus Verlag, Frankfurt, 2017.

Bowersox, D.; Closs, D.; Cooper, M. B.: Supply Chain Logistics Management, 5th Edition, McGraw-Hill, New York, 2020.

Chopra, S.; Meindl, P.: Supply Chain Management – Strategy, Planning And Operation, 6th Edition, Pearson, Halbergmoss, 2019.

Christopher, M.: Logistics & Supply Chain Management, Pearson, 6th Edition, 2023

European Association for Forwarding, Transport, Logistics and Customs Services (CLECAT): Calculating GHG emissions for freight forwarding and logistics services, Krefeld, 2012.

Kagermann, H.; Anderl, R.; Gausemeier, J.; Schuh, G.; Wahlster, W.: Industrie 4.0 in a Global Context – Strategies for Cooperating with International Partners (acatech STUDY), Herbert Utz Verlag, Munich, 2016.

Kuhn, A.; Hellingrath, B.: Supply Chain Management. Optimierte Zusammenarbeit in der Wertschöpfungskette. Springer, Berlin/Heidelberg, 2002.

Manners-Bell, J.; Lyon, K.: The Logistics and Supply Chain Innovation Handbook – Disruptive Technologies and New Business Models, 1st Edition, Kogan Page Ltd., London, 2019.

Martin, H.: Warehousing and Transportation Logistics, KoganPage, 2018.

O’Brien, J.: Supplier Relationship Management – Unlocking the Value in Your Supply Base, 2nd Edition, Kogan Page Ltd., London, 2018.

Parlings, M.; Cirullies, J.; Klingebiel, K.: A literature-based state of the art review on the identification and classification of supply chain design tasks. In: Disruptive supply network models in future industrial systems. Configuring for resilience and sustainability: 17th Cambridge International Manufacturing Symposium. Institute for Manufacturing, Cambridge, 2013.

Pfohl, H.-C.: Logistiksysteme – Betriebswirtschaftliche Grundlagen, 9. Auflage, Springer Verlag, Berlin/Heidelberg, 2018.

Schuh, G.; Anderl, R.; Gausemeier, J.; Hompel, M. ten; Wahlster, W: Industrie 4.0 Maturity Index – Managing the Digital Transformation of Companies (acatech STUDY), Herbert Utz Verlag, Munich, 2020.

Wagner, R. M. (Hg.): Industrie 4.0 für die Praxis – Mit realen Fallbeispielen aus mittelständischen Unternehmen und vielen umsetzbaren Tipps, Springer Gabler, Wiesbaden, 2018.

Aktuelles Thema
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982091

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

Background: This compulsory elective module is intended to enable the head of degree program, in coordination with the Dean's Office, to approve special and usually one-off WPM courses on current topics, e.g. based on changes in the law, technological developments or economic situations ("crisis"). Such flexible offerings were requested by some subject groups and can also be considered across subject groups (e.g. Business Administration + Economics or Business Administration + Law). The offer of a compulsory elective module via participation in the Ruhr Master School (RMS) can also be provided as a "current topic".

Students know the context and the basic theories of the "current topic", develop possible solutions for the "novel" problem and  also practice innovative research methods, independent learning, group work and presentations.

The course must be approved by the head of degree program in consultation with the dean's office.

Contents

The content and form (seminar or block) of the courses must be specified by the lecturers in good time and announced in a module description.

Teaching methods

Powerpoint-supported dialog-oriented events with practical examples.
Accompanying compulsory reading of specified sources as well as independent research on current topics and practical problems or applications.
Group work, moderated discussion, "learning by doing", independent preparation of papers, presentation of papers and group results under time restrictions.
It is advisable to invite external experts to give lectures or to participate in the courses as lecturers.

Participation requirements

Formal: None
Content: To be specified by the lecturer in each case

Forms of examination

Written exam at the end of the semester and, if applicable, an examination during the semester

Requirements for the awarding of credit points

Passed module exam and successful seminar performance during the semester

Applicability of the module (in other degree programs)

-

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Abhängig vom jeweiligen aktuellen Thema

Finanzmanagement
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982010

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

Students master the capital market theory models for determining the cost of capital. They understand the interdependencies between investment decisions, financing decisions, the cost of capital and firm value.

2.1.2 Skills
  • Recognizing the relationship between risk and return
  • Evaluating investment projects against the background of risk-adequate capital costs
  • Identifying specific advantages and disadvantages of financing structures
  • Determination of optimal project financing taking into account taxes and insolvency costs
  • Application of specific project valuation methods
2.2 Personal skills
2.2.1 Independence
  • Solving a practice-oriented case study independently

Contents

Refresher on the basics of investment and financing (homework)
  • Fundamental principles in corporate finance
  • Risk and Return
  • Cost of Capital (levered and unlevered Firm)
  • Firm Value and Leverage
  • Project Valuation
  • Case studies on investment and financing decisions of IT companies

Teaching methods

The following forms of teaching are used for the course
  • Lecture with accompanying exercise
  • The lecture is conducted in interaction with the students with blackboard writing and projection
for use.

Participation requirements

Formal: -
Content: -

Forms of examination

  • Exam (60 minutes) (75%) 
  • as well as an examination during the semester (25%)

Requirements for the awarding of credit points

Passed module exam and successful presentation

Applicability of the module (in other degree programs)

M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization, M.A. Business Management, M.Sc. Business Informatics

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Hillier, D. u.a. (2013): Corporate Finance, 2nd European Edition, New York (McGraw-Hill)

Kostenmanagement
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982012

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

Students recognize that cost management is geared towards the active and conscious design of a company's cost and service relationships. They are aware that cost management is centrally integrated into corporate management. The students will be able to ventilate the basic conceptual elements of cost accounting and cost management. Furthermore, they understand analytical planning, control and influence in cost management areas. Students reflect on cost management in a systemic scientific and applied context and are familiar with the current state of research, including starting points for research requirements and investment needs in practice.

2.1.2 Skills
By understanding the interrelationships of cost management, students develop the ability and skills to use cost management instruments appropriately and professionally.
Methodically, they can correctly process selected problems using subject-specific procedures and find a well-founded solution. They are able to interpret their mathematical results, critically analyze their significance and defend their own position in a self-reflective manner. Using selected examples, students will be able to relate individual techniques to a professional industrial environment and consulting practice and creatively demonstrate innovative potential.

2.2 Personal skills
2.2.1 Social competence
  • Students develop teamwork skills, which are supported by homework including presentation tasks
  • .
  • Students are able to coordinate and work on tasks in a goal-oriented manner.
  • They deepen their knowledge of a current topic in cost management by applying common methods of scientific work and acquire sound specialist knowledge of the content.You will be able to present team results in a complex and demanding environment, defend your own points of view and argue from different stakeholder perspectives. You communicate in a technically sound and convincing manner to the target group and are empathetic at the same time. 2.2.2 Independence
    • Students can develop a topic independently according to their personal abilities and structure it into practicable work tasks. By adopting an independent approach, they form conscious focal points that correspond to their inclinations, for which they are motivated and adopt an attitude.
    • They have the ability to understand Business Studies of various specialist functions in connection with cost management and controlling tasks in a decentralized and centralized manner.
    • They are able to derive their own viewpoints and attitudes towards existing theories, models and experiences and defend them in critical discussions.

Contents

In terms of content, the module focuses on the close connection between the mapping of business and cost accounting issues for the management of companies through reference objects in cost accounting and their design in cost management.
The course consists of a more theoretically oriented (first) part and a more application/implementation-oriented (second) part, which is directly linked to the individual subject areas, e.g. through exercise phases. The core of the second part consists of a research seminar or a project seminar with a practice partner from urban society on modern cost management topics. These are explored in self-study, organized in group work, and critically discussed together with the auditorium in presentation phases in addition to a term paper.

Cost management (SV with integrated exercise)
  • Basic statements on cost management
  • Overhead and fixed cost management
  • Process cost management
  • Process cost management
  • Project cost management
  • Product cost management

Teaching methods

Seminar-based course with interactive involvement of the students. Development of theoretical-pragmatic cost management content with integrated exercises and accompanying application-related case studies in self-study. Working through supplementary literature as part of self-study.

The practical part of the module is reinforced by a guest lecture and digitization workshop by a renowned consulting company of the Stadtgesellschaft Dortmund.

Participation requirements

Formal: none
Content: Basic knowledge of cost and activity accounting 

Forms of examination

  • Exam at the end of the semester 90 minutes

Requirements for the awarding of credit points

Passed exam (written exam as well as semester performance.)

Applicability of the module (in other degree programs)

M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization, M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Coenenberg, A.G.; Fischer, T. M.; Günther, T.: Kostenrechnung und Kostenanalyse, aktuelle Auflage, Stuttgart

Fischer, T.; Möller, K.; Schutze, W.: Controlling - Grundlagen, Instrumente und Entwicklungsperspektiven, aktuelle Auflage, Stuttgart

Franz, K.-P.; Kajüter, P. (Hrsg.): Kostenmanagement. Wertsteigerung durch systematische Kostensteuerung, aktuelle Auflage, Stuttgart

Friedl, B.: Kostenmanagement, aktuelle Auflage, Stuttgart

Haberstock, L.: Kostenrechnung II. (Grenz-)Plankostenrechnung mit Fragen, Aufgaben und Lösungen. Bearbeitet von Volker Breithecker, aktuelle Auflage, Berlin

Hölzlwimmer, A.; Hahn, A.: Produktkosten-Controlling mit SAP, aktuelle Auflage, Bonn

Kajüter, P.: Proaktives Kostenmanagement. Konzeption und Realprofile, Wiesbaden

Weber, Jürgen; Schäfer, Utz: Einführung in das Controlling, aktuelle Auflage, Stuttgart

Leadership & Teams
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982007

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

Knowledge and Understanding:
The students
  • know key functions of Human Resource Management and their impact on the project's success (like recruitment/resourcing, selection, performance management, training and development),
  • understand the importance and crucial role of leadership in Project Management and how to cope with it successfully,
  • know the demands on leaders in Project Management, respective leadership models and vital theories of motivation,
  • understand the importance and crucial role of team building and development in Project Management and how to design it successfully,
  • know key teambuilding models and team developing concepts.
Application and Generation of Knowledge:
The students
  • can manage varying HR-specific challenges in projects by using adequate tools and methods in different HR functions (e. g. identifying required HR competencies, conducting a job analysis/job description, resourcing appropriate project employees, selecting the right people, conducting performance management, developing project members),
  • apply different leadership styles and leadership roles suitable for the situation and the respective team members,
  • apply different communication styles and tools depending on the target group and the content,
  • apply different team building and team developing approaches and adapt them to specific situations,
  • can lead and manage diverse teams successfully based on current methods and tools.
Communication and Cooperation:
The students
  • can handle work or study contexts that are complex, unpredictable and require new strategic approaches,
  • apply how to cope with complexities while working in diverse international teams,
  • discuss and try different approaches (e.g. leadership styles) and provide feedback to one another,
  • improve cooperation in and among groups while applying appropriate theoretical basics, methods, and tools,
  • persuasively present individual and team results that refer to complex and demanding assessments/conditions.
Scientific Self-Understanding / Professionalism:
The students
  • are able to try, apply and further develop key functions of Human Resource Management with regard to Project Management
  • link their personal work experiences and business knowledge, as part of their professional development, with the specifics of leadership and teams in Project Management and discuss how to handle potential challenges successfully,
  • reflect themselves in their future project management role to develop individually consistent leadership approaches, -roles and -styles in Project Management,
  • try, apply and further develop team management concepts and leadership skills to enable them to become leaders capable of managing major projects and programs in international, complex strategic contexts.

Contents

  • Introduction: Specifics of Human Resource Management in projects
  • Key functions of Human Resource Management in projects: Resourcing, selection, performance management, training and development,
  • Leadership styles, leadership communication
  • Specific demands on leaders in Project Management (including different settings, e. g. Hybrid Project Management and remote leadership),
  • Selected theories of motivation and their application in a Project Management context,
  • Team building models and team development concepts and their implementation in Project Management.
Leadership in projects without having disciplinary responsibility is probably one of the most challenging leadership roles you can take in organizations. However, even today this role is often still underestimated.
Knowledge about key functions in Human Resource Management is one essential basis for professionalizing the leadership role in Project Management: Team members for projects must be resourced and selected carefully, assessed in a coherent performance management system, and developed accordingly.
Furthermore, there are various demands on leaders in Project Management who do not have disciplinary responsibility. The execution of leadership styles shapes the framework of collaboration within a project and is a crucial factor for every project's effectiveness and success.
Building and developing coherent project teams is another key success factor.
This course aims to familiarize students with current key functions in Human Resource Management that are vital in Project Management. It illustrates and elaborates how students can apply knowledge and skills about leadership, motivation, teambuilding, and team development for own future projects - including the respective recent research fields.

Teaching methods

Lectures incl. practitioners' best practices, group working activities, interactive case studies, role plays, and, where appropriate, results-oriented presentations in oral and written form
  • Lectures introducing theoretical frameworks, concepts, methods, and tools,
  • Group work to practice and reflect on concepts and methods, to apply and develop skills and to work on case studies,
  • Homework to add individual contributions.
  • Presentations for communication, discussion, and reflection of results

Participation requirements

Formal: -
Knowledge and Competencies: -

Forms of examination

  • Examination (60 minutes) (75%) and
  • Continuous assessment (coursework assignment - 5 pages, presentation - 30 min.) (25%)

Requirements for the awarding of credit points

Successful completion of examination, and successful continuous assessment (individual / group)

Applicability of the module (in other degree programs)

M.A. European Master in Project Management, M.A. Business Management

Importance of the grade for the final grade

M.A. EuroMPM-IT: 5.4 % (6/84) x 75
M.A. Business Management: 6.7 % (6/60) x 67

Literature

Dessler, Gary (2020): Human Resource Management, 16th Edition, Upper Saddle River/New Jersey

International Project Management Association IPMA (2015): Individual Competence Baseline 4th version (ICB4)

Lee, Margaret R. (2021): Leading Virtual Project Teams. Adapting Leadership Theories and Communications Techniques to 21st Century Organizations, 2nd edition, New York

Project Management Institute (2021): A guide to the project management body of knowledge (PMBOK guide) 7th edition; Agile practice guide. Newtown Square, PA: Project Management Institute

Management-Fallstudien
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982017

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

The students
  • know the latest state of knowledge on the application of models and approaches of scientific work in general and strategic management in particular,
  • apply instruments for planning, managing and controlling companies in a realistic and case study-based context,reflect critically on current management methods and models and experience their benefits and limitations depending on the context and scientific theory,are familiar with the methods of scientific research and empirical research as a component thereof and can collect, process and systematically analyze empirical data in a structured manner,know how to interpret qualitative information and quantitative data and derive suitable and conclusive recommendations.
2.1.2 Skills
The students can
  • deal with complex and ambiguous decision-making situations,
  • decompose multi-layered problems into relevant sub-problems,systematically process unstructured information,
  • supplement incomplete information with well-founded research and logically justifiable assumptions,
  • analyze conflicting objectives and make balanced decisions,apply the standards of scientific work with reference to a clearly defined question/task
  • apply sophisticated quantitative instruments/tools for data analysis depending on specific framework conditions
  • .
2.2 Personal competencies
2.2.1 Social competence

The students acquire the ability to
  • to work and cooperate in teams in a collaborative and results-oriented manner,
  • present interim reports and results professionally,
  • discuss and further optimize critical approaches to solutions,
  • make and defend decisions in the face of incomplete information.
2.2.2 Independence
  • The students can
  • master and transform work or study contexts that are complex and unpredictable and require a new strategic approach,
  • reflect independently on the operational and strategic challenges of a company,deal confidently with the function-specific perspectives in the area of conflicting operational decisions and select suitable instruments for specific situations.

Contents

The module focuses on application-oriented research, taking into account the usual standards and aspects of scientific work. The case study method enables a context-related preparation and discussion of ambiguous decision-making situations in a specific business context. When working on a case study, participants are confronted with complex problems and must develop a solution taking into account a variety of perspectives and conflicting objectives.

Case studies offer an excellent approach to the transfer of implicit and explicit knowledge, particularly for management training. This purpose is served by individually prepared case studies/investigations tailored to a company or industry, which are based on an empirical survey using qualitative and/or quantitative methods in the company in question.

In addition to the independent preparation and solution of case studies and study projects, knowledge in the field of empirical and scientific work should be deepened. The studies/projects are to be worked on in writing in individual and/or group work in order to get the opportunity to get to know an interactive and practical handling of different topics. In addition, elaborated results will be presented and discussed. The course may be rounded off with excursions and guest lectures in order to provide a comprehensive practical picture.

Teaching methods

Lecture / seminar course including: 
  • Moderated case study discussions
  • Group work and study projects as well as empirical analyses 
  • Possibly guest lectures and excursions

Participation requirements

Formal: none
Content: Basic knowledge from the subject areas of strategic management and corporate management (from bachelor's degree programs in economics)

Forms of examination

The module examination consists of several partial performances:
  • Written examination 
     (0% to 100% assessment share; determined at the beginning of the course)
  • Case study / term paper / presentation / or similar
     (0% to 100% assessment share; to be determined at the beginning of the course)

Requirements for the awarding of credit points

In total, the required minimum score must be achieved in the above-mentioned parts of the examination.

Applicability of the module (in other degree programs)

M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Ausgewählte Fallstudien zu aktuellen Fragestellungen stellen neben den Basiskenntnissen zum wissenschaftlichen Arbeiten und einer anwendungsorientierten Forschung die Grundlagen für dieses Modul dar. Fallstudien werden von renommierten Anbietern, z. B. Harvard Business School, CASEM, CASE CENTRE (ECCH) bezogen und in die Lehrveranstaltung in geeigneter Form eingebunden.
 

Literatur zur Forschungsmethodik und zum wissenschaftlichen Arbeiten

Ellet, W.: Das Fallstudien-Handbuch der Harvard Business School Press. Business-Cases entwickeln und erfolgreich auswerten. Bern 2008

Esselborn-Krumbiegel, Helga: Richtig wissenschaftlich schreiben. Paderborn 2010

Göbel, Fabian: Case Study Approach. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 359-376

Heister, Werner und Dagmar Weßler-Poßberg: Studieren mit Erfolg: Wissenschaftliches Arbeiten. Stuttgart 2011

Helfrich, Hede: Wissenschaftstheorie für Betriebswirtschaftler. Wiesbaden 2016

Kahneman, Daniel: Thinking, fast and slow. London 2011

Karmasin, Matthias und Rainer Ribing: Die Gestaltung wissenschaftlicher Arbeiten. Wien 2006

Kirsch, Werner; David Seidl und Dominik van Aaken: Betriebswirtschaftliche Forschung. Stuttgart 2007

Knyphausen-Aufseß, Dodo zu: Theorie der strategischen Unternehmensführung: State of the art und neue Perspektiven. Wiesbaden 1995.

Kornmeier, Martin: Wissenschaftlich schreiben leicht gemacht für Bachelor, Master und Dissertation. 8. Auflage. Bern, Stuttgart, Wien 2018

Kornmeier, Martin: Wissenschaftstheorie und wissenschaftliches Arbeiten. Eine Einführung für Wirtschaftswissenschaftler. Heidelberg 2007

Meyer, Anton und Ursula Raffelt: Qualitative Forschung: Zwischen Wissenschaft und Kunst. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 317-338

Molinsky, Andrew: 3 Fähigkeiten, die jeder Manager im 21. Jahrhundert braucht. In: Harvard Business Manager 34. Jg. (2012), H. 5, S. 92-98

Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebs-wirtschaft. München 2009

Schwaiger, Manfred und Lorenz Zimmermann: Quantitative Forschung: Ein Überblick. In: Schwaiger, Manfred und Anton Meyer (Hrsg.): Theorien und Methoden der Betriebswirtschaft. München 2009, S. 419-437

Theissen, Manuel R.: Wissenschaftliches Arbeiten. Erfolgreich bei Bachelor- und Masterarbeit. 17. Auflage, München 2017

Vester, Frederic: Die Kunst vernetzt zu denken. Ideen und Werkzeuge für einen neuen Umgang mit Komplexität. Ein Bericht an den Club of Rome. München 1999

Vester, Frederic: Unsere Welt – ein vernetztes System. München 1983
 

Literatur zur Managementlehre

Bea, Franz X. und Jürgen Haas: Strategisches Management. 9. überarb. Aufl., Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren. Halbergmoos 2018

Büchler, Jan-Philipp und Sabine Quarg: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf und Roman Stoi: Unternehmensführung. 5. Aufl., München 2016

Freter, Hermann: Markt- und Kundensegmentierung. 2. Aufl., Stuttgart, 2008

Göbel, Elisabeth: Unternehmensführung und Moral. 2. Aufl., Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie. 2. Aufl., Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik. Grundlagen und praktische Umsetzung. 5. Aufl., Stuttgart 2017

Hungenberg, Harald: Strategisches Management in Unternehmen. Ziele-Prozesse-Verfahren. 8. Aufl. Wiesbaden 2014

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre. 7. Aufl., Berlin 2018

Macharzina, Klaus und Joachim Wolf: Unternehmensführung. 9. Auflage, Wiesbaden 2015

Malik, Fredmund: Strategie. 2. Aufl., Frankfurt am Main 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung. In: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter und Christoph Lechner: Strategisches Management. 5. Aufl., Stuttgart 2016

Schreyögg, Georg und Jochen Koch: Grundlagen des Managements. 3. Auflage, Wiesbaden 2014

Schreyögg, Georg, Koch, Jochen und Horst Steinmann: Grundlagen der Unternehmensführung. Funktionen, Fallstudien. 7. Auflage, Wiesbaden 2013

Welge, Martin K.; Al-Laham, Andreas und Marc Eulerich: Strategisches Management. Grundlagen – Prozess – Implementierung. 7., überarb. und erw. Auflage, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

u. a.

Strategisches Management
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982003

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

The students
  • know the most important and significant methods, instruments and concepts of strategic management and the strategy development process,
  • apply tools for analyzing and interpreting qualitative and quantitative data,know how to draw up a business plan and present and defend it in decision-making bodies.
2.1.2 Skills
The students
  • can analyze decision-making situations using subject-specific instruments and make professional recommendations on the application-oriented process of strategy development and implementation,
  • use qualitative and quantitative management tools for strategic analysis and strategy development,are able to identify and resolve critical areas of the strategy development and implementation process
  • are also able to deal with strategic conflicts of interest and make recommendations on how to handle this situation
2.2 Personal competencies
2.2.1 Social competence

The students acquire the skill,
  • deal with specific challenges in decision-making situations and conflict situations in the area of strategy and goal orientation,
  • to accompany and lead teams in the individual process steps of strategy development,prepare and present relevant information for various stakeholder groups
2.2.2 Independence
The students can
  • develop, evaluate and implement strategy options for specific companies in selected markets,
  • develop strategy development and decision-making processes independently, even in the face of uncertainty and limited information
  • Critically question business models and identify opportunities for optimization
  • .

Contents

This module focuses on application-oriented instruments, methods and concepts of strategic management. The focus is on references to the process phases of goal formation, strategic analysis consisting of company and environmental analysis, strategy selection and implementation as well as strategic control.

As part of the company analysis, the resource analysis, core competence management based on the VRIO approach and the value chain analysis based on a cost structure analysis, a comparative competitor analysis are taken into account in an application-oriented manner in order to derive a well-founded analysis of strengths and weaknesses.

The environmental analysis draws on the global environmental analysis (PESTEL analysis), the mega-trends to be considered, stakeholder management, the analysis of strategic groups and competitors, Porter's industry structure analysis, the technology life cycle and market segmentation approaches. The results of the environmental analysis are then used to identify opportunities and threats.

The results of the strategic analysis are summarized in a well-founded SWOT matrix in which both the results of the strengths and weaknesses analysis and the opportunities and threats from the environmental analysis are recorded. Based on this, targeted strategies are derived and recorded in the SWOT matrix. Various instruments of management theory are used - e.g. portfolio analyses (BCG portfolio, etc.), the product life cycle concept, the experience curve concept, the marketing mix, approaches for targeted market segmentation as well as the significant possibilities of strategy classifications (competitive strategies according to Porter, growth strategies according to Ansoff) and much more.
Building on this, important aspects of strategy implementation and strategic control as well as current new developments in the field of digital transformation and artificial intelligence will be addressed.

Particular attention will be paid to maintaining the company's ability to act and react in order to better deal with increasing complexity and uncertainty. In this respect, the requirements of modern strategic management and the handling of complexity are conveyed, for example, with the help of control systems (entrepreneurial navigation system according to Malik).


Teaching methods

Lecture / seminar course included:
  • Moderated practical examples and practice-oriented applications
  • Group work
  • Guest lectures and excursions, if applicable

Participation requirements

Formal: none
Content: Basic knowledge from the subject areas of strategic management and corporate management (from bachelor's degree programs in economics)

Forms of examination

The module examination consists of several partial performances
  • Written examination 
     (0% to 100% assessment share; determined at the beginning of the course)
  • Homework / presentation / or similar
     (0% to 100% assessment share; to be determined at the beginning of the course)

Requirements for the awarding of credit points

In total, the required minimum score must be achieved in the above-mentioned parts of the examination.

Applicability of the module (in other degree programs)

M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Bea, Franz X.; Haas, Jürgen: Strategisches Management, Konstanz, München 2017

Büchler, Jan-Philipp: Strategie entwickeln, umsetzen und optimieren, Halbergmoos 2018

Büchler, Jan-Philipp; Quarg, Sabine: Managementsimulation als korporativer Lernprozess zur Rationalitätssicherung. In: Planspiele – Erleben, was kommt. Bartschat, D.; Schwägele, S.; Trautwein, F.; Zürn, B. (Hrsg.), Books on Demand GmbH, Norderstedt 2014, ZMS-Schriftenreihe, Band 5, S. 33-68

Dillerup, Ralf; Stoi, Roman: Unternehmensführung, München 2016

Freter, Hermann: Markt- und Kundensegmentierung, Stuttgart, 2008

Gausemeier, Jürgen; Plass, Christoph: Zukunftsorientierte Unternehmensgestaltung, 2014

Göbel, Elisabeth: Unternehmensführung und Moral, Tübingen 2017

Göbel, Elisabeth: Entscheidungstheorie, Stuttgart 2018

Göbel, Elisabeth: Unternehmensethik - Grundlagen und praktische Umsetzung, Stuttgart 2017

Hirt, Michael: Die wichtigsten Strategietools für Manager - mehr Orientierung für den Unternehmenserfolg, München 2015

Hungenberg, Harald: Strategisches Management in Unternehmen, Wiesbaden 2014

Johnson, Gerry; Whittington, Richard; Scholes, Kevan; Angwin, Duncan; Regnér, Patrick: Strategisches Management, Halbergmoos 2018

Jung, Rüdiger, Heinzen, Mareike und Sabine Quarg: Allgemeine Managementlehre, Berlin 2018

Kahneman, Daniel: Thinking, fast and slow. London 2011

Kerth, Klaus; Asum, Heiko; Stich, Volker: Die besten Strategietools in der Praxis, München 2015

Macharzina, Klaus; Wolf, Joachim: Unternehmensführung, Wiesbaden 2015

Malik, Fredmund: Strategie, Frankfurt am Main, 2013

Müller-Stewens, Günter: Das Strategische Management als Disziplin – Meilensteine und Perspektiven seiner Entwicklung; in: Die Unternehmung 70. Jg. (2016) 4, S. 322-343

Müller-Stewens, Günter; Lechner, Christoph: Strategisches Management, Stuttgart 2016

Simon, Hermann: Strategie-Notstand. In: Manager Magazin 30. Jg. (2000) 7, S. 113-114

Schreyögg, Georg; Koch, Jochen: Grundlagen des Managements, Wiesbaden 2014

Schreyögg, Georg; Koch, Jochen; Steinmann, Horst: Grundlagen der Unternehmensführung, Wiesbaden 2013

Schwenker, Burkhard / Dauner-Lieb, Barbara: Gute Strategie: Der Ungewissheit offensiv begegnen Eine neue Agenda strategischer Führung. Ort 2017

Welge, Martin K.; Al-Laham, Andreas; Eulerich, Marc: Strategisches Management, Wiesbaden 2017
 

Fachzeitschriften und Datenbanken

Betriebswirtschaftliche Forschung und Praxis (BFuP)

Journal of Business Economics (JBE) (bis 2012 Zeitschrift für Betriebswirtschaft (ZfB))

Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (ZfBF)

Harvard Business Manager

Harvard Business Review

M&A Review

WiSt – Wirtschaftswissenschaftliches Studium

Absatzwirtschaft

Beschaffung aktuell

Der Controller

Controlling

Datenbank Euromonitor

Datenbank Statista.com

MarketLine

u. a.

Supply Chain Planning unter Unsicherheit
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    982015

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

Students learn about data-oriented analysis methods as a decision-making tool for planning supply chain processes. They are familiar with the concepts of descriptive analytics, predictive analytics and prescriptive analytics, can evaluate them and link analysis methods in order to tackle more complex problems from the perspective of production in supply chains. You will learn how to deal with uncertainty in the results of the procedures as well as procedures for recognizing and handling missing or incorrect data.

In addition to the methods, the focus is also on goal-oriented application to practical problems and dealing with uncertainty in the results of the procedures. The focus is on methods for planning resources, in particular by forcasting demand and order quantities and planning safety stocks in manufacturing supply chains. Students learn to apply the methods, transfer them as flexible techniques to new problems and critically evaluate the results.

2.1.2 Skills
Students apply problem-oriented forcasting and analysis methods, critically evaluate their results and learn procedures for dealing with more complex problems. Through practical work, students become familiar with the interpreted programming language R and the use of R Markdown Notebooks and deepen their knowledge of MS Excel
.
Students are able to independently structure smaller case studies and tasks, select a suitable method for dealing with uncertainty and develop a proposed solution. The case studies mainly deal with strategic and tactical planning tasks in manufacturing supply chains.


2.2 Personal competencies
2.2.1 Social competence

Students have team-oriented skills that are achieved through the joint processing and presentation of strategic and tactical case studies and exercises on supply chain planning under uncertainty.

2.2.2 Independence
Students are able to select and apply suitable methods for dealing with uncertainty and apply these in a targeted manner to strategic and tactical decision-making situations in production-related supply chains.

Contents

a) Supply chain planning
  • Supply chain planning as part of supply chain management
  • Aggregated planning in a supply chain
  • Demand forecasting in the supply chain
  • Supply chain planning under uncertainty
  • Managing uncertainty through safety stocks
  • Determining the optimal level of product availability
b) Use of R as an analysis tool for supply chains
  • Basics and operating concepts of R-Studio
  • Data and variables in R
  • Creating and using a notebook as an R Markdown document
  • .
  • Use of R modules for descriptive analytics using the example of analyzing demand data in the supply chain
  • Data visualization with R
  • Use of the results within supply chain planning

Teaching methods

Seminar-based, dialog-oriented courses with practical examples and group projects. Accompanying compulsory reading of specified sources and independent research on current topics and practical problems or applications. Independent preparation of papers, case studies and exercises as well as  presentation of these under time restrictions.

Participation requirements

Formal: none
Content: none

Forms of examination

  • Semester-related collaboration and group work (presentation,  term paper, case studies) (50%)
  • Final exam  (45 minutes) (50%)

Requirements for the awarding of credit points

Passed module exam and successful seminar paper written during the semester

Applicability of the module (in other degree programs)

-

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Chopra, Sunil; Meindl, Peter: Supply Chain Management: Strategie, Planung und Umsetzung, 5., aktualisierte Auflage Pearson 2014.

Fischetti A: Data Analysis with R, Second Edition : A Comprehensive Guide to Manipulating, Analyzing, and Visualizing Data in R (Elektronische Ressource). Packt Publishing; 2018.

Gupta, Deepti: Applied Analytics through Case Studies Using SAS and R: Implementing Predictive Models and Machine Learning Techniques. Imprint: Apress, 2018

Hyndman, R.J., & Athanasopoulos, G.: Forecasting: principles and practice, 3rd edition, OTexts: Melbourne, Australia, 2021

Krajewski, Lee J.; Malhotra, Manoj K.; Ritzman, Larry P.: Operations Management: Processes and Supply Chains, 12. Edition Pearson 2018.

Ausgewählte Aufsätze, wie etwa: Stölzle, Wolfgang & Preindl, Raphael: Supply Chain Analytics – Entscheidungsunterstützung für das Management von Supply Chains. In Schröder, Meike & Wegner, Kirsten (Hrsg.): Logistik im Wandel der Zeit – Von der Produktionssteuerung zu vernetzten Supply Chains. Wiesbaden : Springer Gabler, 2019, S. 163-181.

(weitere Literatur vor Beginn der Veranstaltungen)

2. Semester of study

Competing in Global Markets
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98230

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies
2.1.1 Knowledge

The students know how to
  • deal with strategic, organizational, personal, and cultural parameters of differences between markets and within companiesesp. with a focus on mid-sized world-market leaders (hidden champions),
  • apply a comprehensive set of diversity related management models and instruments in a complex and multinational business context,
  • gather and structure qualitative and quantitative data and compose (hybrid) research datasets for analysis and interpretation of effective business development,
  • develop and apply advanced strategies for value creation in multinational mid-sized companies and measure the success of defined strategies and the underlying patterns of strategic development.
2.1.2 Skills
The students are able to
  • describe the frameworks and models used in international strategy analysis and explain the academic reasoning underlying them,
  • select and apply appropriate empirical research methods of qualitative (e.g. expert interview), quantitative (e.g. survey) or mixed (qualitative / quantitative) kind for investigation of current research questions in the field of global growth in mid-sized companies,
  • use a comprehensive set of problem-solving skills required in international management in order to understand and analyze diverse global markets,
  • apply quantitative tools for data analysis in different regional and local economic settings and business opportunities,
  • develop generic skills for future employment and professional development.
2.2 Personal Competencies
2.2.1 Social Competencies

The students can
  • deal with ambiguity in the analysis of data from different sources with conflicting possible interpretation,
  • coordinate cross-functional teams in a results-oriented fashion and manage trade-offs as well as conflicting objectives and opinions,
  • present and prudently defend individual and team results in a complex and demanding environment,
  • handle complexities while working in international teams,
  • engage effectively in discussions concerning the relevance and appropriateness of different management models and frameworks, both in general academic terms and in the context of particular companies, situations and environments.
2.1.2 Autonomy
The students can
  • manage and transform work or study contexts that are complex, unpredictable and require new strategic approaches,
  • reflect operational challenges of a company in the background of diverse international business contexts,
  • analyze the different levels and dimensions of strategic issues facing a selected case company in a logical and disciplined manner,
  • work independently under pressure of time and make strategic decisions on the organization of their work. 

Contents

The course is designed to discover best practices of the world's most successful mid-sized market leaders (hidden champions) and to decode their strategic patterns of development in global markets with lessons that can be applied in any type of organization, large or small. The use of case studies and practitioner speeches allow for a deep understanding of the impact of globalization and information technologies on the prospects of smaller companies. Expert interviews and company visits allow for a grounded learning approach including field research activities on the drivers of growth i.e. innovation and internationalization of mid-sized world-market leaders. The business focus is on industries in transformation such as automation and robotics, machinery and equipment engineering and manufacturing, automotive and food.


Students are required to manage companies from different geographic regions and starting with different resource configurations in a limited market environment that requires the internationalization of business activities. Students face several challenges and will deal with a comprehensive set of frameworks and topics including:
  • analysis of diverse markets and global / local competitors,
  • development of differentiated global / regional strategies,
  • configuration of the global value chain architecture,
  • active portfolio management of geographies, products, services, patents, technologies and applications,
  • assessment of risks in international business,
  • management of competitive actions in multiple markets.

Teaching methods

  • Interactive lecture
  • Literature reviews
  • Databank research
  • Case studies
  • Practitioner speeches
  • Company visits
  • Applied field research in cooperation with hidden champions
  • Results-oriented presentations in oral and written form
The module might take place as a (semi) block course.

Participation requirements

Formal: -
Knowledge and Competencies: Successful completion of Module 1: Strategic Management

Forms of examination

  • Academic term paper / applied research paper (75%)
  • Presentation of research results approx. 15 minutes (25%)

Requirements for the awarding of credit points

  • Academic term paper / applied research paper
  • Presentation of research results (individual / group)

Applicability of the module (in other degree programs)

M.A. Business Management, M.A. International Management

Importance of the grade for the final grade

2 semester course of studies: 10 % (6/30) x 50
3 and 4 semester course of studies: 6,7 % (6/60) x 67

Literature

Büchler, J.-P. (2018) Fallstudienkompendium Hidden Champions – Innovationen für den Weltmarkt, Springer Gabler.

Daft, R.L. / Murphy, J. / Willmott, H. (2020) Organization Theory & Design: An International Perspective, Cengage Learning.

Ghemawat, P. (2007). Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Harvard Business School Publishing.

Kazuyuki, M. (2015) Global Business Strategy – Multinational Corporations Venturing into Emerging Markets, Springer Open.

Morschett, D. / Schramm-Klein, H. et al. (2015) Strategic International Management: Text and Cases, Springer Gabler.

Purc, D. / Lalic, A.B. (2021) Hidden Champions in Dynamically Changing Societies: Critical Success Factors for Market Leadership, Springer Gabler.

Segers, R.T. (2016) Multinational Management: A Casebook on Asia´s Global Market Leaders, Springer Gabler.

Simon, H. (2009) Hidden Champions of the 21st Century - The Success Strategies of Unknown World Market Leaders, Springer Gabler.

Simon, H, (2022) Hidden Champions in the Chinese Century – Ascent and Transformation, Springer Gabler.

Corporate Sustainability
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98270

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies
2.1.1 Knowledge

The students will develop an in-depth understanding of:
  • the importance of taking into account sustainability considerations in business decisions and the potentially detrimental impact of unsustainable business conduct,
  • the business case for corporate sustainability, including sustainability as a driver of strategy, innovation, profit and positive stakeholder outcomes,
  • different approaches to sustainability in classic and innovative business models and frameworks/ success factors for implementing these approaches,
  • how sustainability has to be incorporated into the corporate fabric to avoid stakeholders' attributions of hypocrisy, including a transparent metric system and a carefully crafted reporting and communication.
Furthermore, students will apply their knowledge to a sustainability management-related question from either a real-life or a virtual corporation and derive solutions, also with the help of own research (quantitative analysis of questionnaire data, qualitative analysis of expert interviews and/ or desk research of secondary data and scientific research papers).

2.1.2 Skills
The students can:
  • apply analytical and critical thinking to complex sustainability challenges,
  • use scientific findings and apply qualitative and quantitative methods to evaluate the potential impact of management decisions in order to develop suitable sustainability strategies,
  • analyze the impact of management decisions on different stakeholder-groups by applying behavioral and psychological theories and research findings,
  • take sustainability-related decisions in a virtual corporation and be prepared to become change agents for sustainability in classic business models.
2.2 Personal Competencies
2.2.1 Social Competencies

The students can:
  • identify how they can contribute to sustainability goals both, individually and as future managers,
  • take into account the demands and needs of multiple stakeholder-groups and balance trade-offs between all three responsibilities involved in sustainability (economic, ecological, social) when making management decisions,
  • discuss implications of management decisions from different angles and handle the resulting complexities,
  • coordinate teams in a results-oriented fashion,
  • and present and prudently defend individual and team results in a complex and demanding environment.
2.2.2 Autonomy
The students can
  • critically assess the environmental and social impact of management decisions and reflect strategic and operational challenges in the light of this impact,
  • work through scientific research papers that tackle up-to-date sustainability issues to find starting points for approaching sustainability dilemmas and challenges in organizations,
  • transfer this knowledge to different contexts whilst taking into account boundary conditions,
  • work independently and in teams on sustainability challenges that a real-life or virtual organizations face.

Contents

The achievement of a balanced economic, social and environmental development - as expressed in the UN Agenda 2030 for Sustainable Development - is one of the major challenges that society faces nowadays. 


Business activity is one of the major roots of social and environmental problems (e.g. by exploiting cheap labor and natural resources in developing countries and thereby contributing to social inequality or by being responsible for the largest part of carbon emissions). However, businesses might present the most powerful source for finding solutions to sustainability issues as they have the economic power, a large influence on consumption behavior and governmental institutions alike, and the organizational capabilities to scale sustainable innovations. 


Therefore, this course focuses on different strategic approaches how organizations can contribute to sustainability goals. The intention of this class is to offer students holistic insights into how organizations can embed sustainability concerns in their current strategies and into innovative business models (e.g., circular economy business models that decouple growth from the use of scarce resources) and how sustainability and corporate (social) responsibility interrelate. Furthermore, the class will provide insights and critical discussions on stakeholder-based benefits for sustainable business strategies and their respective boundary conditions, as well as up-to-date practices for accounting and reporting the ecological and social impact of businesses. Following topics will be covered: 

Setting up the foundation:
  • Getting an overview of the sustainability-related challenges that society faces
  • Discuss whether companies should and how they could contribute to achieve sustainability-related goals, including an overview of the regulatory landscape

Integrating Sustainability in Corporate Strategies and Business Models

  • Introduce different options and layers of implementing sustainability-related goals into companies' strategies and business models with a focus on identifying material topics and managing up and downstream value chains
  • Understand business models which are based on sustainability concerns (e.g., circular economy models)
  • Implementing sustainability into a company's goal system: Accounting for environmental and social impact

Communicating Corporate Sustainability: Building the foundation to avoid greenwashing perceptions and using psychological insights for behavioral change

The course will employ multiple teaching methods to enable students to develop a holistic perspective on corporate sustainability and to evoke critical thinking. Input lectures and self-study (e.g. by reading scientific papers) will equip students with up-to-date sustainability management knowledge. By inviting guest lecturers from different fields of sustainability management (company managers, NGO's, scholars), this class will provide multiple insights and perspectives on sustainability management. In-class mini case studies will train students to critically assess and apply their knowledge. Finally, students will work in groups on an up-to-date sustainability challenge and synthesize their recommendations in a graded management presentation. 

Teaching methods

Lectures incl. practitioners' best practices, case studies, results-oriented presentations in oral and written form

Participation requirements

Formal: None
Knowledge and Competencies: Fundamentals of Strategic Management 

Forms of examination

The final grade consists of two components:
  • Written exam: The written exam assesses the extent to which students understand and can concisely reproduce fundamental concepts and tools, as well as accurately apply them to specific problem scenarios. The exam accounts for 50% of the final grade and has a duration of 60 minutes.
  • Continuous assessment with presentation: Through the continuous assessment and final presentation, students demonstrate their ability to solve specific problems of a real or fictional company by purposefully applying and transferring the models, concepts, and tools taught in the course. The final presentation accounts for 50% of the final grade and typically lasts 20 minutes.

Requirements for the awarding of credit points

Successful completion of assessment 

Applicability of the module (in other degree programs)

M.A. Business Management, M.A. International Management, M.Sc. International FACT

Importance of the grade for the final grade

2 semester course of studies: 10 % (6/30) x 50
3 and 4 semester course of studies: 6,7 % (6/60) x 67

Literature

Chandler, D. (2019). Strategic corporate social responsibility: Sustainable value creation. SAGE Publications, Incorporated.

De Roeck, K., Raineri S., Scheidler, S. und Jones, D.A. (2018), Giving the Benefit of the Doubt: A Micro-Level Investigation of the Insurance-Like Effect of CSR, Academy of Management Proceedings (1),  DOI: (10.5465/AMBPP.2018.16540abstract)

Edinger-Schons, L. M., Lengler-Graiff, L., Scheidler, S., & Wieseke, J. (2019). Frontline employees as corporate social responsibility (CSR) ambassadors: A quasi-field experiment. Journal of Business Ethics, 157(2), 359-373.

Edinger-Schons, L-M., Lengler-Graiff, L., Scheidler, S., Mende, G. und Wieseke, J. (2018), Listen to the Voice of the Customer -First Steps towards Stakeholder Democracy, Academy of Management Proceedings (1), DOI: (10.5465/AMBPP.2018.13503abstract)

Lyon, T. P., Delmas, M. A., Maxwell, J. W., Bansal, P., Chiroleu-Assouline, M., Crifo, P. & Toffel, M. (2018). CSR needs CPR: Corporate sustainability and politics. California Management Review, 60(4), 5-24.

Farver, S. (2013). Mainstreaming Corporate Sustainability: Using Proven Tools to Promote Business Success. Cotati, CA: Greenfix, LLC.

Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62- 77.

Schaltegger, S., Hansen, E. G., & Lüdeke-Freund 2016: Business models for sustainability: origins, present research, and future avenues. Organization & Environment 29(1) 3–10

Scheidler, S., Edinger-Schons, L. M., Spanjol, J., & Wieseke, J. (2019). Scrooge posing as Mother Teresa: How hypocritical social responsibility strategies hurt employees and firms. Journal of Business Ethics, 157(2), 339-358.

Scheidler, S. und Edinger-Schons, L.M. (2019), Partners in Crime? The Impact of Consumers' Culpability for Corporate Social Irresponsibility on their Boycott Attitude, Journal of Business Research, DOI:(10.1016/j.jbusres.2019.03.043)

Schons, L.M.,, Scheidler, S., Bartels, J. (2017), “Tell me how you treat Your Employees! A Field-Experimental Study on Customers’ Preferences for Companies’ CSR Efforts in the Employee Domain”, Journal of Marketing Behavior, 3(1), 1-37

Zollo, M., Cennamo, C., & Neumann, K. (2013). Beyond what and why: Understanding organizational evolution towards sustainable enterprise models. Organization & Environment, 26(3), 241-259.

International Controlling
  • PF
  • 4 SWS
  • 6 ECTS

  • Number

    98300

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies
2.1.1 Knowledge

The students know the controlling instruments and are able to apply this to international situations, taking into account cross-border and country-specific conditions

2.1.2 Skills
Students know the dimensions of international controlling and are able to select and apply appropriate controlling-instruments for specific application situations in the international context as well as developing situation-specific models.
They are able to assess opportunities and risks generated by a cross-border business action and capture the costs adequately.
The students are able to structure an international investment controlling, dominate the transfer pricing issues and are familiar with the assessment of international M&A transactios.

The Students can/know/apply
  • Design, application and development of controlling instruments in an international context
  • the full coverage of occurring problems in the international context and assessment of their financial impact
  • the penetration of relevant individual topics (e.g. transfer pricing, trade barriers, currency risks) and placement of these topics in the overall context of controlling
  • Design, planning and management of M&A-transactions and projects
2.2 Personal Competencies
2.2.1 Social Competencies

Particularly in the international context it is important to recognize the difficulties that are associated with it, to do business in a different cultural context. Controllers are used to focus and concentrate on numbers, there is a risk that problems which arise from cultural differences, are not adequately planned, recorded, measured and communicated. In this case it is up to the controller to acquire skills and to develop a high degree of sensitivity to such issues. Social competence plays a greater role in an international context than in purely national business operations. The transfer of such skills is a cross-cutting issue that pervades almost all topics of this lecture.

2.2.2 Autonomy
The penetration of complex correlations is expected, which arise from international businesses and international business locations. The students should be able to independently make a selection, adaptation and development of controlling instruments regarding international transactions. The focus is on the development of a comprehensive knowledge base on international activities and their detection in controlling structures, primarily application-oriented, but also with research implications.

In an international context Controlling is often carried out with a reduction in complexity, which leads to an inadequate decision making.
Therefore the students
  • need to identify all relevant aspects and need to integrate them into decision models
  • need to recognize when decision models require an adaptation and how to implement them. This requires a high degree of autonomy, as international circumstances often are very specific and are often changing rapidly. Here it is important to learn techniques and to develop them in order to respond appropriately and in time to such situations.

Contents

Key topics:
  • the business environment in international markets
  • dimensions and instruments of international controlling
  • acquisition of country-specific opportunities and risks (including risk management and corporate governance in an international perspective)
  • Calculation of market entry: export / import, foreign direct investment, acquisitions
  • Acquisition of tariff and non-tariff trade barriers (tariffs etc.)
  • Dealing with currency risks
  • Acquisition of transportation costs, communication and information costs
  • International investment controlling and reporting structures
  • International accounting standards (international transfer pricing)
  • International mergers & acquisitions transactions
  • Calculation and management of international projects

Teaching methods

Lectures incl. practitioners' best practices and case studies, teamwork and presentations. The students will prepare one topic of International Controlling in detail and visit one international operating Company, finding out in their Controlling Department, how this topic is carried out in this specific company in reality.

Participation requirements

Formal: none
Knowledge and Competencies: none

Forms of examination

examination (60 minutes) (50%) and continuous assessment (coursework assignment and presentation) (50%)

Requirements for the awarding of credit points

Successful completion of examination and continuous assessment

Applicability of the module (in other degree programs)

M.A. Business Management, M.A. International Management, FACT - Controlling & Digitalization

Importance of the grade for the final grade

2 semester course of studies: 10 % (6/30) x 50
3 and 4 semester course of studies: 6,7 % (6/60) x 67

Literature

Becker, Wolfgang / Ulrich, Patrick / Hilmer, Christian: Internationales Controlling, Bamberg 2013

Berens, Wolfgang / Born, Axel, / Hoffjan, Andreas (Hrsg.): Controlling international tätiger Unternehmen, Stuttgart 2000

Cravens, K. S. (1997): Examining the role of transfer pricing as a strategy for multinational firms, in: International Business Review, Vol. 6, 2, S. 127-145

Hamilton, R. D. / Kashlak, R.J. (1999): National Influences on Multinational Corporation Control System Selection, in: Management International Review, Vol. 39, 2, S. 167-189.

Hoffjan, Andreas: Internationales Controlling, Stuttgart 2009

Aktuelles Thema
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    984091

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

Background: This compulsory elective module is intended to enable the head of degree program, in coordination with the Dean's Office, to approve special and usually one-off WPM courses on current topics, e.g. based on changes in the law, technological developments or economic situations ("crisis"). Such flexible offerings were requested by some subject groups and can also be considered across subject groups (e.g. Business Administration + Economics or Business Administration + Law). The offer of a compulsory elective module via participation in the Ruhr Master School (RMS) can also be provided as a "current topic".

Students know the context and the basic theories of the "current topic", develop possible solutions for the "novel" problem and  also practice innovative research methods, independent learning, group work and presentations.

The course must be approved by the head of degree program in consultation with the dean's office.

Contents

The content and form (seminar or block) of the courses must be specified by the lecturers in good time and announced in a module description.

Teaching methods

Powerpoint-supported dialog-oriented events with practical examples.
Accompanying compulsory reading of specified sources as well as independent research on current topics and practical problems or applications.
Group work, moderated discussion, "learning by doing", independent preparation of papers, presentation of papers and group results under time restrictions.
It is advisable to invite external experts to give lectures or to participate in the courses as lecturers.

Participation requirements

Formal: None
Content: To be specified by the lecturer in each case

Forms of examination

Written exam at the end of the semester and, if applicable, an examination during the semester

Requirements for the awarding of credit points

Passed module exam and successful seminar performance during the semester

Applicability of the module (in other degree programs)

-

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Abhängig vom jeweiligen aktuellen Thema

Aktuelles Thema: Research Methodology Seminar
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    9840911

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional Competencies

2.1.1 Knowledge 

a) Students will be able to

  • understand international taxation principles/ systems 

  • know about the basic structure and functionality of DBA based on the OCED model Tax Convention,

  • have extensive knowledge of different forms of cross-border business activities,

  • evaluate the importance of international transfer pricing to multinational enterprise groups and tax administrations.

  • Understand the arm's length principle, the concept of comparability and the transfer pricing methods

  • Know about the purpose and content of transfer pricing documentation

b) Students will be able to

  • understand the reasons why comparing financial statements of companies from different countries is partly a challenge,

  • know about different cultural and historical backgrounds of several countries and various ways to regulate accounting,

  • have good knowledge of accounting based on International Financial Reporting Standards (IFRS).

2.1.2 Skills 

a) Students will be able to

  • analyze the use of double taxation treaties in international tax planning,

  • assess the benefits and objectives of transfer pricing,

  • examine whether, and to what extent, transactional adjustments may be applied within transfer pricing,

  • deal critically with transfer pricing arrangements,

  • prepare a transfer pricing documentation file.

b) Students will be able to

  • solve financial reporting problems based on IFRS,

  • analyze and compare financial statements based on IFRS of companies from different countries.


2.2 Personal Competencies

2.2.1 Social Competencies

a) Students will be able to 

  • work independently in groups to solve case studies,

  • promote their team- and communication skills,

  • discuss the challenges of transfer pricing in front of the course.

b) Students will be able to 

  • work on financial reporting questions in teams,

  • defend their opinions towards other students and the teacher,

  • present results to the course

2.2.2 Autonomy

a) Students will be able to 

  • work on one's own responsibility through the relevant specialist literature to identify transfer pricing rules, practices and approaches,

  • apply acquired knowledge to new double taxation issues.

b) Students will be able to

  • choose and use adequate sources to solve financial reporting questions,

  • work out individual opinions on financial reporting regulation.

Contents

a) Because of the globalization of the economy, international taxation is becoming more and more important for companies and governments. In addition, the pricing of goods and services within a multi-divisional organization, particularly with regard to cross-border transactions, has emerged as one of the most contentious areas of international tax law.

.

Topics can include:

  • The international tax environment

  • The 2017 OECD Model Convention

  • Taxation of cross-border business activities 

  • Transfer pricing methods and the arm's length principle

  • Transfer pricing adjustments

  • Transfer pricing dispute avoidance and resolution

  • Transfer pricing documentation

b) The globalization of economy led to the need for world wide accepted financial reporting standards. The aim of the course is to sensitise the students for the differences in financial reporting around the world and enable them to analyse and compare financial statements of companies from different countries. Topics can include:

  • Purposes and users of financial statements

  • Accounting regulation

  • International differences and harmonization

  • Financial reporting issues

  • Financial statement analysis

Teaching methods

Lecture including case studies

Participation requirements

Formal: -

Knowledge and Competencies: Basic knowledge of Taxation especially Corporate Tax; Basic knowledge of IFRS including the IFRS Organization and the Due Process

Forms of examination

Written examination (90 minutes) 

Requirements for the awarding of credit points

Successful completion of examination

Applicability of the module (in other degree programs)

M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization, M.Sc. International FACT, M.A. International Management

Importance of the grade for the final grade

2 semester course of studies: 10 % (6/30) x 50
3 and 4 semester course of studies: 6,7 % (6/60) x 67

Literature

Holmes: International Tax Policy and Double Tax Treaties

Feinschreiber: Transfer pricing handbook

Navarro: Transactional adjustment in transfer pricing 

Klassen et al.: Transfer Pricing: Strategies, Practices, and Tax Minimization?, in: Contemporary Accounting Research, Vol. 34, pp. 455-493.

Alexander / Nobes: Financial Accounting, Pearson

Choi / Meek: International Accounting, Pearson

Harrison Jr. / Horngren / Thomas / Suwardy: Financial Accounting, Pearson

Melville: International Financial Reporting, Pearson

Nobes / Parker: Comparative International Accounting, Pearson

Business Intelligence
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    984009

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Professional and methodological competence

Students acquire comprehensive, theoretical and practical knowledge about the use of various business intelligence solutions and identify the challenges and opportunities associated with the planning and implementation of a business intelligence solution in addition to basic knowledge in the areas of data extraction, data modeling and data presentation. Students analyze various methods for designing business intelligence solutions (top-down approach, bottom-up, etc.). They also determine different analysis methods that can be used and assigned depending on requirements.

2.1.2 Interdisciplinary methodological competence
The use of top-down and bottom-up methods is also transferable to other IT application areas and helps students, for example, in the design and implementation of operational software solutions. Furthermore, the knowledge acquired can also be used in the area of project management.

2.1.3 Self-competence
Students' individual willingness to perform is encouraged as part of the exercises on the system through targeted incentives - comparable to a "competitive situation" in the sense of measuring themselves against other groups.

2.2 Personal skills
2.2.1 Social skills

Students solve problems independently on the basis of various case studies with the aid of a business intelligence solution. Students test their knowledge in practice in the form of exercises that are solved with the help of standard application software, thereby differentiating their specialist knowledge. The exercises and case studies are designed as group work and thus promote communication skills. In addition, the solutions are presented to the group, thus improving presentation skills.

2.3 Occupational field orientation
The use of current software solutions in this course qualifies students to efficiently use or set up a business intelligence solution in their day-to-day work. The use of such a solution is possible in all functional areas of the company. The knowledge acquired can be applied in the field of IT consulting - as is the current strong market demand for graduates with BI skills.

Contents

Seminar-based course:
  • Basics of business intelligence
  • Applications of business intelligence
  • Data provision and data modeling
Exercise:
  • Reporting case with pivot tables in Microsoft Excel
  • Reporting case with SAP Analysis for Office
  • Queries with SAP Query Designer
  • Modeling with SAP BW
  • ETL process with SAP BW
Bonus task:
Creating an analysis app with Qlik Sense

Teaching methods

The following forms of teaching are used for the course
  • Lecture in seminar style, with blackboard writing and projection,
  • exercise accompanying the lecture,
Exercises or projects based on practical examples, for use

Participation requirements

Formal: none
Content: none

Forms of examination

  • Semester-accompanying partial performance
  • Exam

Requirements for the awarding of credit points

  • written examination paper
  • Homework

Applicability of the module (in other degree programs)

M.Sc. Business Informatics, M.A. Business Management

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Gluchowski, Peter/Chamoni, Peter (2016): Analytische Informationssysteme: Business Intelligence-Technologien und -Anwendungen, 5., vollst. überarb. Aufl., Berlin 2016.

Kemper, Hans-Georg/Baars, Henning/Mehanna, Walid (2010): Business Intelligence - Grundlagen und praktische Anwendungen: Eine Einführung in die IT-basierte Managementunterstützung, 3., überarb. und erw. Aufl., Wiesbaden 2010.

Klostermann, Olaf/Klein, Robert/O'Leary, Joseph W./Merz, Matthias (2015): Praxishandbuch SAP BW, 1. Aufl, Bonn 2015.

Meier, Andreas (2018): Werkzeuge der digitalen Wirtschaft: Big Data, NoSQL & Co.: Eine Einführung in relationale und nicht-relationale Datenbanken, Wiesbaden 2018.

Müller, Roland M./Lenz, Hans-Joachim (2013): Business Intelligence, Berlin 2013.

Plattner, Hasso/Zeier, Alexander (2011): In-Memory Data Management: An Inflection Point for Enterprise Applications, Berlin, Heidelberg 2011.

White, Tom (2015): Hadoop: The Definitive Guide, 4. Aufl., Sebastopol 2015.

Corporate Governance
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    984018

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
They are familiar with the German corporate constitution in terms of the business management framework and its economic implications. On this basis, students can classify and analyze complex entrepreneurial decisions with regard to the motives of those involved. They develop an understanding of the various factors influencing a decision and are able to assess these both from the perspective of the company and from the perspective of those directly affected. They are familiar with and can assess the influence of social developments on the legal framework of the corporate constitution in a first step as well as the action-relevant effects at company level.

They are familiar with the task, competence and responsibility of the bodies of a corporation (in particular a stock corporation) and the resulting scope for action for the actors. On this basis, students can also assess complex decision-making situations and describe their consequences. They can independently evaluate the options for action associated with entrepreneurial decisions with regard to legal, business and ethical criteria and develop different options for action on this basis.

2.1.1 Knowledge
Students understand the Anglo-Saxon concept of corporate governance with regard to the requirements it places on companies. They know the history of the associated discussion about "good" corporate management and monitoring and can derive the implications of the shareholder value approach and the stakeholder value approach.


They are familiar with basic economic approaches to explaining corporate governance, such as the principal-agent theory. They are familiar with the legal foundations of corporate governance in Germany. They will be able to differentiate between the German corporate constitution and its specifics in the international environment. They are familiar with the dual system of management board and supervisory board and the resulting special fields of action. Students will be able to interpret the respective interests of the actors involved in a contextualized manner and assess their significance for corporate policy and strategy, also using case studies.

They are aware of the specific information requirements of the supervisory board based on its monitoring mandate. They will be able to differentiate between the importance of internal and external accounting in satisfying its information requirements and identify the requirements for the functional areas of a company. The importance of the validity of information is understood and the requirements for the design in practice can be determined.

Students understand the lines of development of corporate governance and can classify current legislative projects in terms of their practical relevance. On the basis of current socio-political discussions, they can explain the implications for corporate governance and formulate proposals for their consideration within the framework of the corporate constitution.

2.1.2 Skills
Students are able to identify business management requirements on the basis of comprehensive legal principles. They can describe the intention of changes in the law and assess the implications for practice. They are able to transfer economic concepts (of the new institutional economics) to business management problems and assess the advantages and disadvantages of such an approach.

Students develop an understanding of the motivation of individuals as decision-makers in an organization and can draw conclusions for strategic and operational decisions. Already known business management concepts can be subjected to a differentiated assessment with regard to legal requirements, as a result of which, on the one hand, action requirements and, on the other hand, potential legal consequences for the acting actors can be derived. The current socio-political discussions within the field of corporate governance can be critically monitored and assessed with regard to their direction of development, so that requirements can be derived for the material information level of decision-makers in the entrepreneurial context.

2.2 Personal competencies
2.2.1 Social competence

Students develop a feel for the different motivations of the actors involved. They learn to critically reflect on their own understanding of the role of the company - and thus of the people acting in it - and to classify it in the context of corporate governance. In this respect, students also recognize the importance of (their own) social action and have the opportunity to reflect on their own behavior. They discuss their ideas regarding the responsibility of decision-makers and are able to assess the personal and social consequences of actions, both in relation to legal consequences and beyond.

2.2.2 Self-employment
Students will be able to independently analyze the economic effects of legal changes in the area of corporate constitution. They can examine the relevance of changes in the legal situation without the support of third parties and classify problems in practice on the basis of the legal situation. They are familiar with the independent use of various sources for a differentiated assessment of the implications for practice.

Contents

The field of tension of corporate governance in historical and socio-political terms is shown. Based on conceptual categories from the field of sociology, a fundamental understanding of the role of the company in society is derived. Building on this, the corporate interest is presented as a leitmotif for the ideal-typical actions of the individual actors on the basis of the already known approaches of shareholder and stakeholder value. This is followed by its classification within the framework of the corporate constitution. One focus here is on tracing the legal lines of development, which opens up the possibility of deriving further development trends. Areas of tension within corporate governance are identified and approaches to solutions are developed with recourse to economic concepts. The mechanisms of corporate governance described in the literature are critically reflected upon with regard to their effectiveness. The national corporate constitution is placed in an international context. The role of the supervisory board as a characteristic of the dual system is addressed and legal and economic requirements for this body are defined; at the same time, the work of the board and its self-organization are presented in a practical way. The legal liability framework for the company's executive bodies is defined so that requirements for accounting and controlling (including risk management) can be derived on this basis. The differentiated situation within the group of companies is also discussed. Finally, current, complex problem areas of corporate governance are discussed.

Key point structure:
  • Definition and history of corporate governance
  • Legal foundations of corporate governance
  • Explanatory contribution of new institutional economics
  • Corporate governance mechanisms in theory and practice
  • Legal and economic requirements for the supervisory board
  • Requirements for the company's information system
  • Current problems of corporate governance in practice

Teaching methods

Seminar-based teaching, group work

Participation requirements

Formal: none
Content: none

Forms of examination

  • Semester-accompanying partial performance (50%)
  • Exam (50%) (60 minutes)

Requirements for the awarding of credit points

Passed exam

Applicability of the module (in other degree programs)

M.A. Business Management, M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization

Importance of the grade for the final grade

6,7 % (6/60) x 67

Literature

Diederichs, Marc; Kißler, Martin: Aufsichtsratreporting. Corporate Governance, Compliance und Controlling, München 2008.

Grundei, Jens: Zaumseil, Peter (Hrsg.): Der Aufsichtsrat im System der Corporate Governance. Betriebswirtschaftliche und juristische Perspektive, Heidelberg 2012.

Freidank, Carl-Christian: Unternehmensüberwachung. Die Grundlagen betriebswirtschaftlicher Kontrolle, Prüfung und Aufsicht, München 2012.

Hommelhoff, Peter; Hopt, Klaus J.; von Werder, Axel (Hrsg.): Handbuch Corporate Governance. Leitung börsennotierter Unternehmen in der Rechts- und Wirtschaftspraxis, 2. Auflage, Stuttgart 2009.

Kißler, Martin: Informationsmanagement für den Aufsichtsrat im Konzern. Controlling und Corporate Governance gestützte Gestaltungsempfehlungen für eine Management-Holding, Frankfurt am Main 2011.

Lutter, Marcus (Hrsg.): Holding-Handbuch, 5. Auflage, Köln 2015.

Kremer, Thomas; Bachmann, Gregor; Lutter, Marcus; von Werder, Axel: Deutscher Corporate Governance Kodex: Kodex-Kommentar, 6. Auflage, München 2016.

Tricker, Bob: Corporate Governance. Principles, Policies and Practices, 4. Auflage, Oxford 2019.

Wagenhof, Alfred: Controlling und Corporate Governance-Anforderungen, Berlin 2009.

Economics of Negotiations
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    984019

  • Language(s)

    en

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

Upon completion of the module, students will be equipped with a robust theoretical framework, practical negotiation skills, and well-developed social and autonomous competencies, preparing them to excel as strategic negotiators in their professional careers.
The module will comprise a balanced mix of lectures, case studies, interactive simulations, and guest lectures from industry experts. Theoretical foundations will be covered in lectures, followed by practical applications through case studies and simulations. Group discussions and reflections will be encouraged to enhance social competencies and autonomy.

2.1 Professional Competencies
2.1.1 Knowledge

The Students can/know/apply
  • that negotiations are omnipresent and happen every day many times
  • recent negotiation principles and techniques for various settings
  • that negotiations are games that can be modelled with the help of game theory
  • how to successfully negotiate in various real-world environments especially in the procurement context
  • optimally negotiate when the rules of the game are given
  • optimally influence the rules of the game in a favourable way
  • optimally design the rules of the game
  • that negotiations base on human interaction which is prone to human errors
  • the extent to which artificially intelligence can support take over negotiations
Part a.) Theoretical framework:
Students understand the foundational theories of negotiations, including game theory, behavioral economics, and mechanism design.
Attendants analyze and apply concepts such as Nash equilibrium, Bayesian games, signaling, and repeated games in negotiation scenarios under various levels of information.
Students grasp the nuances of human behavior in negotiations, considering rational and behavioral perspectives.

Part b.): Case based applications:
 
Students apply theoretical frameworks to real-world negotiation cases, negotiation simulations and experiments.
They synthesize knowledge from game theory, behavioral economics, and mechanism design to analyze and solve complex negotiation challenges.
Attendants evaluate the role of artificial intelligence in negotiation processes and its practical applications.

2.1.2 Skills
The Students can/know/apply
  • Demonstrate proficiency in strategic negotiation planning and preparation
  • Apply various negotiation styles, adapting to different contexts (cooperation, competition, etc.)
  • Utilize game theory concepts to model rational behavior and make strategic decisions in negotiations
  • Design negotiations to achieve predefined targets using mechanisms and negotiation design
  • Leverage insights from behavioral economics to navigate and manage negotiation dynamics effectively
2.2 Personal Competencies
2.2.1 Social Competencies

The Students can/know/apply
  • Effectively communicate and build rapport in negotiation scenarios
  • Collaborate with diverse stakeholders in negotiation processes
  • Demonstrate empathy and active listening skills to understand the perspectives and interests of others
  • Manage emotions, both their own and others', during negotiations
2.1.2 Autonomy
The Students can/know/apply
  • Independently analyze and assess negotiation situations, considering both theoretical frameworks and practical insights
  • Make informed decisions in negotiation scenarios, considering the broader implications
  • Demonstrate autonomy in negotiation planning and execution, adapting strategies to dynamic environments
  • Reflect on personal negotiation styles and continuously improve based on feedback and self-assessment

Contents

Part a.): Theoretical Framework
  • A Primer on Negotiations
    • Why Negotiations matter
    • What Negotiations are about
      • Cooperation - Jointly Increase Size of the Pie
      • Competition - Split the Pie Among the Players
      • Bargaining Power
      • Rules
      • The Role of Information
      • Commitment
      • Credibility
      • Rationality
      • Bounded Rationality
      • Emotions
    • Which Types of Negotiations exist
      • Bilateral Negotiations - 1:1
      • Auctions - 1:N
      • Hybrid Forms of Negotiations
  •  Modeling Rational Behavior in Negotiations: A Game Theoretical View
    • Static Games of Complete Information
      • Normal Form Games and Nash Equilibrium
      • Applications
        • Cournot Competition
        • Betrand Competition
      • Repeated Games
      • Dynamic Games of Complete but Imperfect Information
    • Static Games of Incomplete Information
      • Static Bayesian Games and Bayesian Nash Equilibrium
      • Applications
        • Cournot Duopoly with Incomplete Information
        • Auctions
      • The Revelation Principle
    • Dynamic Games of Incomplete Information
      • Perfect Bayesian Equilibrium
      • Signaling Games
      • Applications
        • Cheap-Talk Games
        • Sequential Bargaining under Asymmetric Information
        • Reputation in the Finitely Repeated Prisonners' Dilemma
  • Modeling Human Behavior in Negotiations: A Behavioral Economics View
    • Where Human Behavior Departs from Homo Oeconomicus
    • Which Types of Errors Exist
    • How to Minimize Errors in Negotiations
    • How to Make Use of Errors in Negotiations
  • Designing negotiations to optimally achieve some predefined target
    • Introduction to Mechanism and Negotiation Design - Art and Science
    • Prerequisites
    • Approaches
    • Real cases
    • The Role of Artificial intelligence
Part b.): Case based applications
  • Negotiations simulations and experiments in the sales and procurement context
Further recent real case topics related to negotiations and applied game theory

Teaching methods

  • Lectures,
  • Seminar,
  • Case studies
  • Experiments
  • Results-oriented negotiations

Participation requirements

Formal: none
Knowledge and Competencies: none

Forms of examination

  • Exam (50%)
  • Case work / presentation (40%)
  • Oral participation (10 %)

Requirements for the awarding of credit points

Minimum achievement of 50 percentage points - calculated as the sum of the achievements in the assessment areas above.

Applicability of the module (in other degree programs)

M.A. Business Management, M.A. International Management

Importance of the grade for the final grade

2 semester course of studies: 10 % (6/30) x 50
3 and 4 semester course of studies: 6,7 % (6/60) x 67

Literature

Brams, S. J., Mitts, J. (2013), Law and Mechanism Design: Procedures to Induce Honest Bargaining,68 NYU Annual Survey of American Law 729.

Brandenburger, A. M., Nalebuff, B. J (1998), Co-opetition, Crown Business.

Cartwright, E. (2017), Behavioral Economics: An Introduction, Routledge.

Creutzmann, J. B. (2021), Strategic Relevance and Application of the Mechanism Design Theory at the example of selected European Private Procurement Auctions in a B2B-context, Bachelor Thesis University of Twente.

Dixit, A. K., Nalebuff, B. J. (1991), Thinking Strategically: The Competitive Edge in Business, Politics, and Everyday Life, W. W. Norton & Company.

Fisher, R., Ury, W. and Patton, B., (1992), Getting To Yes: Negotiating Agreement Without Giving In, Houghton Mifflin Company.

Fudenberg, D., Tirole, J. (1991), Game Theory, The MIT Press.

Gibbons, R. (1992), Game Theory for Applied Economists, Princeton University Press.

Kahneman, D. (2013) Thinking, Fast and Slow, Penguin Books.

Levine, D. K. (2018), Behavioral Economics: Experiments and Models, Princeton University Press.

Osborne, M. J., Rubinstein, A. (1994), A Course in Game Theory, MIT Press.

Schulze-Horn, I., Pulles, N., Schiele, H., Scheffler, P. (2018), Using mechanism design theory in negotiations to improve purchasing performance, International Journal of Procurement Management, Inderscience Enterprises Ltd, vol. 11(6), pages 777-800.

Schulze-Horn, I., Hueren, S., Scheffler, P., Schiele, H., (2020), Artificial Intelligence in Purchasing: Facilitating Mechanism Design-based Negotiations, Applied Artificial Intelligence, Vol. 34, pages 618-642.

Watson, J. (2010), Notes on Mechanism Design and Contract, Lecture Notes ETH Zurich.

Wolfstetter, E. (1999), Topics in Microeconomics - Industrial Organization, Auctions, And Incentives, Cambridge University Press

Entrepreneurship und Mergers & Acquisitions
  • WP
  • 4 SWS
  • 6 ECTS

  • Number

    984014

  • Language(s)

    de

  • Duration (semester)

    1

  • Contact time

    60 h

  • Self-study

    120 h


Learning outcomes/competences

2.1 Professional competence
2.1.1 Knowledge

Students understand the startup cycle and the main startup management techniques used. The focus is on tools for digital business models. Possible topics include:

  • Designing, developing and verifying business models/products
  • Lean startup management techniques
  • Marketing products digitally
  • Scaling business internationally
  • Funding growth
  • Business planning
  • Valuing start-ups
  • Achieving an exit for founders and investors
  • Founding and managing a corporation

In addition, students have knowledge of how to successfully plan and implement M&A transactions. The focus is on skills in the following subject areas:

  • Organization and process control of an M&A project
  • Company valuation
  • Due diligence
  • Success factors of an M&A transaction
  • Post-merger management
  • 2.1.2 Skills
    Students can apply essential startup management techniques to real business ideas and present their results for discussion in a feedback-oriented manner.
    Students are able to actively participate in M&A projects and can help shape them professionally. This ranges from the well-founded preparation of an M&A deal to its implementation and post-merger management.

    2.2 Personal skills
    2.2.1 Social competence

    Students acquire the ability to coordinate and work on tasks in teams. This takes place with changing responsibilities and workloads of the team members, so that students learn to manage and motivate a team over a period of time.

    2.2.2 Independence
    Students can independently apply theory to practical problems. They can assume individual responsibility and thus team leadership within the framework of subtasks of a team.

    Contents

    Entrepreneurship:
    • Value proposition design for the development of business ideas
    • Business model canvas for modeling business models
    • Lean startup management to accelerate product development, e.g. through the build-measure-learn cycle and minimum viable products
    • Digital marketing, e.g. Google AdWords campaigns for the efficient use of a tight marketing budget
    • Start-up financing, e.g. crowdfunding campaigns for financing and branding
    • Internationalization of the business, e.g. subsidiaries, logistics/customs, web strategy
    • Business plan with focus on cash flow planning
    • Valuation of start-ups using various valuation methods, in particular the venture capital method Technical aspects of valuation such as pre- vs. post-money or dilution
    • Preparation of an exit of the founders/investors via takeover by another company
    • GmbH formation, e.g. GmbH contracts, formation process, duties of managing directors
    Mergers & Acquisitions (M&A):
    • Understanding the term and forms of M&A
    • Framework conditions and regulatory environment 
    • Main players in an M&A transaction and their motivations
    • Organization and process of an M&A deal with its classic milestones (decision in principle, identification and selection of potential targets/prospective buyers, establishing contact, confidentiality agreement, teaser, information memorandum, non-binding purchase offers, due diligence, binding purchase offers, contract negotiations and signing, closing and post-merger management 
    • Basic knowledge of the valuation of business units, due diligence and the company purchase agreement as well as post-merger management 
    • Success factors of an M&A transaction

    Teaching methods

    Lecture / seminar course.

    Participation requirements

    Formal: -
    Content: -

    Forms of examination

    0 to 100 % written examination (60-120 minutes) and, if applicable;
    0 to 100 % group work (homework/presentations)
    0 to 20 % oral participation for blocked course dates

    Requirements for the awarding of credit points

    Regular and active participation in the courses and passing the examination(s).

    Applicability of the module (in other degree programs)

    M.A. Business Management, M.Sc. FACT, M.Sc. FACT - Controlling & Digitalization

    Importance of the grade for the final grade

    6,7 % (6/60) x 67

    Literature

    Alemany, L.: Valuation of New Ventures, in Alemany, L.; Andreoli, J. (Hersg.): Entrepreneurial Finance, Cambridge 2018

    Ballwieser, W.; Hachmeister, D.: Unternehmensbewertung: Prozess, Methoden und Probleme, Stuttgart 2013

    Blank, S.; The Four Steps to the Epiphany, Pescadero CA 2013

    Dittrich, F.: Bestimmungsfaktoren und Methoden der Pre-money-valuation innovativer Startups, in Faix, A.; Büchler J.-P. (Hersg.): Innovationsstrategien, Berlin 2018

    Engelen, A.; Engelen, A.; Bachmann, J.-T.: Corporate Entrepreneurship, Wiesbaden 2015

    Kollmann, T.: E-Entrepreneurship: Grundlagen der Unternehmensgründung in der Digitalen Wirtschaft, 6. Auflage, Wiesbaden 2016

    Osterwalder, A.; Pigneur, Y.: Business Model Generation, Hoboken 2010

    Osterwalder, A.; Pigneur, Y.: Value Proposition Design, Hoboken 2014

    Ries, E.; The Lean Startup, London 2011

    Rosenboom, P.: Harvesting: the Exit, in Alemany, L.; Andreoli, J. (Hersg.): Entrepreneurial Finance, Cambridge 2018
     

    Literatur Mergers & Acquisitions:

    Ballwieser: W. Unternehmensbewertung - Prozeß, Methoden und Probleme, 5. Auflage, Stuttgart, 2016

    Berens, W.; Brauner, H. U. (Hrsg.): Due Diligence bei Unternehmensakquisitionen, 7. Auflage, Stuttgart 2013

    Drukarczyk, J.; Schüler, A.: Unternehmensbewertung; 7. Auflage, München 2016

    Hölters, W. (Hrsg.): Handbuch des Unternehmens- und Beteiligungskaufs, 6. Auflage, Köln 2005

    Feix, T.; Büchler, J.-P., Straub, T.: Mergers & Acquisitions – Erfolgsfaktoren für mittelständische Unternehmen, Freiburg 2017

    Hofnagel, J. R.:  Die Suche nach dem „passenden“ Finanzinvestor – Empfehlungen für die beratende Begleitung von Unternehmensverkäufen, in: BeraterBrief Betriebswirtschaft (BBB), Heft Nr. 3, 2007, S.75-82

    Hofnagel, Johannes R.: Verkauf von Unternehmensteilen bzw. des Unternehmens als Sanierungsoption, in: Haarmeyer, Hans (Hrsg.), Sanierungs- und Insolvenz-management II – Grundlagen und Methoden, 2009, S. 309-396.

    Jansen, S. A.: Mergers & Acquisitions – Unternehmensakquisitionen und –kooperationen, 6. Auflage, Wiesbaden 2016

    Lucks, K.: M&A-Projekte erfolgreich führen – Instrumente und Best Practices, Stuttgart 2013

    Peemöller, V. H. (Hrsg.): Praxishandbuch der Unternehmensbewertung, 6. Auflage, Herne/Berlin 2015

    Picot, G. (Hrsg.): Handbuch Mergers & Acquisitions – Planung, Durchführung, Integration, 5. Auflage, Stuttgart 2012

    Wirtz, B. W.: Mergers & Acquisitions Management – Strategie und Organisation von Unternehmenszusammenschlüssen, 3. Auflage, Wiesbaden 2014

    Human Resource Management
    • WP
    • 4 SWS
    • 6 ECTS

    • Number

      984004

    • Language(s)

      en

    • Duration (semester)

      1

    • Contact time

      60 h

    • Self-study

      120 h


    Learning outcomes/competences

    2.1 Professional Competencies
    2.1.1 Knowledge

    The students can/know/apply
    • the importance and relevance of Human Resource Management (HRM) concepts and techniques
    • core activities of the management process within HR, such as planning, organizing, staffing, leading and controlling
    • key functions of HRM like employee planning and recruitment, selection of job candidates, onboarding, compensation and benefits, performance management and appraisal, communication (such as interviewing, counseling, disciplining), training and development and building employee relations and engagement
    • build an effective human resource organization by considering modern technology and measurement systems to build high-performance work environments
    • approaches of HRM in small and entrepreneurial firms
    • manage global human resources in terms of international HRM in multinational corporations
    • competencies and skills to manage oneself as HR manager, e.g. leadership, ethical practices, business acumen, provide guidance and evaluation
    2.1.2 Skills
    The students can/know/apply
    • manage varying HR-specific challenges by applying adequate tools and methods in different HR functions (identifying HR competencies, job analysis, job description, recruitment, selection, performance management etc.)
    • good practices of establishing efficient HRM processes to support strategic and operational company goals
    • methods and techniques used in employment planning, forecasting and recruiting incl. aspects of diversity
    • practical guidelines for appraising performance, career and retention management
    • how to conduct job evaluations and establish strategic and market competitive pay plans improving employee engagement and performance including benefits and services
    • concepts and strategies of building cooperative labor relations and ethical behavior
    • deal with cultural influences on international HRM and adapt HRM activities to intercountry differences
    • develop tailored concepts for the organization of HRM in small and medium as well as corporate enterprises
    2.2 Personal Competencies
    2.2.1 Social Competencies

    The students can/know/apply
    • tools and methods of HRM for varying strategic and operational business challenges
    • actively contribute to HRM initiatives and processes within national and international operating companies
    • understand and interpret information to provide guidance to the organization
    • consider and integrate perspectives of different parties and stakeholders
    • understand and manage themselves as part of a diverse team, as leader, expert, communicator, consultant, facilitator, evaluator, collective bargainer etc.
    2.2.2 Autonomy
    The students can/know/apply
    • analyze and decide on appropriate application of HRM tools and methods
    • apply, reflect and further develop basic and advanced concepts and techniques of HRM
    • establish continuous process improvements as well as innovative and future-oriented approaches to HR-specific challenges including organizational changes due to digital transformation processes
    • integrate their experiences and HRM skills into fundamental organizational and business practices

    Contents

    • Introduction to Human Resource Management
    • Human Resource Planning
    • Recruiting (employer branding, employee selection)
    • Training and development
    • Performance management and appraisal
    • Career management and retention
    • Compensation and benefits
    • Labor relations
    • International HRM
    • HRM in small and medium sized enterprises and corporate companies

    Teaching methods

    Lectures and exercises, case studies, problem based learning, single/partner/group work, role plays, presentations, discussion, field trip

    Participation requirements

    Formal: -
    Knowledge and Competencies: -

    Forms of examination

    Continuous assessment within the course (100%, e.g. homework, group work, term paper, presentations, case studies)

    Requirements for the awarding of credit points

    Successful completion of examination and assessment in course (presentation individual / group)

    Applicability of the module (in other degree programs)

    M.A. Business Management, M.A. International Management

    Importance of the grade for the final grade

    2 semester course of studies: 10 % (6/30) x 50
    3 and 4 semester course of studies: 6,7 % (6/60) x 67

    Literature

    Dessler, G. (2019): Human Resource Management, Global Edition, 16th edition: Pearson

    Dessler, G. (2015): Fundamentals of Human Resource Management, Global Edition, 4th edition: Pearson

    Torrington, D. / Hall, L. / Atkinson, C. / Taylor, S. (2017): Human Resource Management, 10th edition: Pearson

    Ulrich, D. / Younger, J. / Brockbank, W. / Ulrich, M. (2012): HR from the outside in, McGraw-Hill

    Wilton, N. (2019): An Introduction to Human Resource Management, 4th edition: Sage

    Managing Global Business Projects
    • WP
    • 4 SWS
    • 6 ECTS

    • Number

      984003

    • Language(s)

      en

    • Duration (semester)

      1

    • Contact time

      60 h

    • Self-study

      120 h


    Learning outcomes/competences

    2.1 Professional Competencies
    2.1.1 Knowledge

    The Students know
    • The core issues of a project and various types of projects.
    • The phases and knowledge areas of project management
    • The core issues of goal, scope, time, cost and risks.
    • The main methods and tools for project planning and controlling especially for global projects
    • The different project organizational set-up for local and / or global projects
    • The environmental factors for global business projects
    • The concept of stakeholders and the roles of stakeholders in a project.
    • criteria for success and failure in projects particularly in global environments
    • The meaning of country and project culture
    • The main global and international standards for project management
    • HR related project management topics (e.g. assignment of an international team)
    • Communication aspects incl. methods and tools in a global project
    2.1.2 Skills
    The Students can apply / are able to
    • analyze and develop goals, scopes, schedules, cost plan, risk registers and baselines
    • identify stakeholders and their roles
    • analyse and characterize the project organization
    • analyse and characterize the context of a global project (environmental factors) including cultural dimensions
    • analyse and characterize different stakeholder groups in a global project
    • analyse and characterize the team structure of a global project incl. assignment procedures
    • analyze and develop a communication plan for global projects
    • analyze and apply main methods and tools for project planning and controlling especially for global projects
    2.2 Personal Competencies
    2.2.1 Social Competencies

    The Students can/know/apply
    • lead and coordinate teams in a results-oriented fashion,
    • present and prudently defend team results in a complex and demanding environment,
    • improve cooperation among human resource in projects and organizations based upon appropriate policies and strategies,
    • handle complexities while working in global teams,
    • detect the HR competencies needed in a project or in an organization,
    • develop team competencies among the members, supported by games, like Tower Building, that are part of the course
    2.2.2 Autonomy
    The Students can/know/apply
    • manage and transform work or study contexts that are complex, unpredictable and require new strategic and / or operational approaches,
    • reflect strategic and operational challenges of a global project in the background of social values,
    • the interplay between economic regulation and institutional framework and the strategic outline of a company and is able to derive an own mind on it,
    • work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative

    Contents

    This module focuses on the core issues of business projects and project management in a global environment. Apart from general project management processes, methods and tools the typical challenges, approaches and methods and tools for global business projects are presented and applied by the students. In this module students learn how to set-up global business projects and apply corresponding methods and tools for scope, time, cost, resources, risk, organization and communication management.

    The intention of the course is to guide the students through the whole project management process (initiating, planning, controlling and closing) for global business projects using a global business project case. For each management step the students are introduced to the relevant theoretical concepts. They apply the concepts to the case study. This guides them into a deep understanding of the different concepts. Based on that experience the students are doing a literature review on recent developments in project management research for the specific project management element. Based on the theoretical knowledge from the lectures and the practical experience from the case study they are able to do a qualified evaluation of the respective field of research.

    Further cases are analyzed and discussed in order to develop an understanding of global business projects.

    As part of the case a project plan is developed in group work sessions. This helps the students to understand the different roles in planning and controlling area and to find a consensus on their view of the project. During this process they learn to see the project plan as a tool for communication and alignment rather than a pure documentation. This is an important element of global projects.

    Furthermore, in global projects, people from various cultures cooperate and many differing views on values, methods, procedures etc. come together. Cultural backgrounds are therefore a factor to be considered in global projects and common views on approaches and practices are not necessarily shared by team members but have to be negotiated. This module also encompasses the cultural aspects of project management. In order to develop the students' insight into the potential impact of culture on project management, descriptions of the management styles, methods and procedures prevalent in various cultures are studied and compared critically. The classical etic approaches with an emphasis on Hofstede's dimensional classifications are applied to project management. Descriptions of the management styles, methods and procedures prevalent in various cultures are consequently analyzed in terms of Hofstede's classification of cultural dimensions.

    Furthermore, the module shows how project management is shaped by project management associations (PMI®, IPMA®, OGC®, etc.), international standards, certificates, etc., and introduces these organizations, standards and certificates.

    Summarized the module shows how global business projects can be managed from different point of views (organizational view, people view, cultural view, methods and tools view, and standard view).

    The learning outcomes within the standards of European Qualification Framework (EQF) are defined and documented for the Knowledge, skills and competence levels. The objectives are to enable students to explain concepts of project management and to consider the challenges in global business projects. At skills level, they will be able to detect, develop and apply tools and techniques for project management for global business projects. The students will also develop competence to analyze and develop new concepts for global project management. They understand the connections to other areas of the international management.

    Teaching methods

    Lectures incl. practitioners' best practices, seminar, case studies, presentations, results-oriented presentations in oral and written form

    Participation requirements

    Formal: none
    Knowledge and Competencies:  Basis project management knowledge (phases and knowledge areas as well as main methods and tools of project management)

    Forms of examination

    • examination (90 minutes) (50%) and 
    • Continuous assessment (coursework assignment, presentation) (50%)

    Requirements for the awarding of credit points

    Successful completion of examination and successful continuous assessment during the semester (Presentation etc.)

    Applicability of the module (in other degree programs)

    M.A. Business Management, M.A. International Management, M.A. European Master in Project Management

    Importance of the grade for the final grade

    3,35 % (6/120) x 67

    Literature

    Armstsrong, M.:. Armstrong’s Handbook of Human Resource Management Practice; Kogan Page, 2012

    Bhagat, Rabi S.; Steers, Richard M. (eds.): Cambridge Handbook of Culture, Organizations, and Work. Cambridge University Press, 2009

    Frigenti, Enzo; Cominos, Dennis: The Practice of Project Management, 2nd edition, Kogan Page, 2006

    Gerais, Roland: Happy Projects!: Project and programme management. Project portfolio management. Management of the project-oriented organization. Management in the project-oriented society, MANZ'sche Wien, 2005

    Hedeman, Bert, e.a: Project Management Based on PRINCE2®, Van Haren Publishing, 2009

    Hofstede, Geert; Hofstede, Gert Jan; Minkov, Michael: Cultures and Organizations: Software for the Mind, Third Edition. Mc-Graw-Hill, 2010

    Larson, Gray: Project Management - the Managerial Process, 4th edition, McGraw Hill, 2010

    Lientz,  Bennet; Rea,  Kathryn: International Project Management, Routledge Verlag, 2012

    Morris, Peter W.G.; Pinto, Jeffrey K. (eds.): The Wiley Guide to Managing Projects, John Wiley, 2007

    Nakata, Cheryl (ed.): Beyond Hofstede: Culture Frameworks for Global Marketing and Management. Palgrave, 2009

    Project Management Institute: PMBOK® - 5th edition, PMI®, 2012

    Scott,  W. Richard; Levitt,  Raymond E.; Orr, Ryan J.: Global Projects; Cambridge University Press

    Schelle, Heinz; Ottmann, Roland; Pfeifer, Astrif: Project Manager, GPM, Nuremberg 2006

    Supply Chain Process Improvements
    • WP
    • 4 SWS
    • 6 ECTS

    • Number

      984012

    • Language(s)

      en

    • Duration (semester)

      1

    • Contact time

      60 h

    • Self-study

      120 h


    Learning outcomes/competences

    2.1 Professional Competencies
    2.1.1 Knowledge

    The students learn about the importance of quality management and process improvement strategies in the fields of production, logistics and service. They learn how to visualize process flows and identify bottlenecks in supply chains. The know how to apply quantitative tools in order to analyze relationships between input and output parameters. They learn how to implement sustainable changes in supply chain operations and how to evaluate and visualize the outcomes.

    The focus is on a complete framework of techniques of supply chain operation improvements to reduce costs and improve customer experience. The students will be familiar with the scientific theory as well as the operational implementation so they will know the benefits and limitations of the concepts.

    2.1.2 Skills
    The students can apply the tools of the framework to improve real life problems. They will be able to discover critical-to-quality parameters and to conduct root cause analysis. They can identify and evaluate improvement measures and design sustainable implementation concepts including cost calculations. They are able to present their ideas to executive management and can evaluate the results.

    2.2 Personal Competencies
    2.2.1 Social Competencies

    The students will jointly plan and adhere to project time schedules. They are part of a cooperative and result-oriented team. They will present project results clearly, concretely and in a top-down way to executive management.

    2.2.2 Autonomy
    The students can independently define realistic target and scope of optimization projects. They can learn new methods self-directed if necessary for the project success and can choose between different solution approaches by applying appropriate trade-offs. The students will consider time, costs and process limitations.

    Contents

    A comprehensive process improvement framework for supply chains with lean management and quality management concepts is covered. The focus is on Lean Six Sigma that includes tools used in Six Sigma Projects and Lean Manufacturing Optimization. The techniques are especially applicable in production, supply chain management and in the service industry.

    Topics include:

    • Six Sigma and Lean management
    • Statistical process control and queuing theory for quality and production settings
    • Qualitative and quantitative analysis of supply chain operations
    • Process documentation and creativity techniques
    • Japanese quality and process management techniques 
    • Implementing optimized processes in supply chain operations
    • Visualization and evaluation of improved logistic processes

    Teaching methods

    Lectures with team presentations and group work, case studies, project-based-learning. Literature study of given sources about real-life problems. Independent development of student's presentations under time limitations.

    Participation requirements

    Formal: -
    Knowledge and Competencies: -

    Forms of examination

    • Written exam (50%, 30 minutes)
    • Academic term paper / presentation based on project (50%)

    Requirements for the awarding of credit points

    Successful completion of examination, presentation (individual / group)

    Applicability of the module (in other degree programs)

    -

    Importance of the grade for the final grade

    6,7 % (6/60) x 67

    Literature

    Bicheno, J., & Holweg, M. (2016). The lean toolbox: A handbook for lean transformation (Vol. 5). Picsie Books.

    Hopp, W. J., & Spearman, M. L. (2011). Factory physics. Waveland Press.

    Krishnamoorthi, K. S., & Krishnamoorthi, V. R. (2011). A first course in quality engineering: integrating statistical and management methods of quality. cRc press.

    Munro, R. A., & Ramu, G., & Zrymiak, D. J., (2015). The Certified Six Sigma Green Belt Handbook. American Society for Quality.

    Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.

    3. Semester of study

    Thesis und Kolloquium
    • PF
    • 4 SWS
    • 30 ECTS

    • Number

      103

    • Duration (semester)

      1

    • Contact time

      60 h

    • Self-study

      900 h


    Learning outcomes/competences


    The Master's thesis should as the final study module provide evidence of the ability to carry out academic work.
    The thesis can be carried out as an independent, practice-oriented research activity based on the scientific theories covered in the course.

    Alternatively, the thesis can also be designed as project work. In this case, existing company contacts, cooperations and student contacts are regularly used to implement practice-oriented research approaches together with companies as part of a Master's thesis. For example, a strategic issue arising from academic discussion or business practice is addressed and systematically developed further as part of the Master's thesis.
    The thesis serves to sustainably expand the scientific methods and knowledge already acquired during the course. Conceptually, the thesis should generally have both a scientific and practical application context.

    Contents

    Basically all contents of the curriculum

    Teaching methods

    Independent scientific work under the guidance of a supervisor

    Participation requirements

    Formal: See study program examination regulations § 27
    Content: none

    Forms of examination

    Thesis and associated colloquium

    Requirements for the awarding of credit points

    Passing the thesis and the colloquium (see program examination regulations).

    Applicability of the module (in other degree programs)

    -

    Importance of the grade for the final grade

    33 %

    Literature

    Chopra, Sunil; Meindl, Peter: Supply Chain Management: Strategie, Planung und Umsetzung, 5., aktualisierte Auflage Pearson 2014.

    Fischetti A: Data Analysis with R, Second Edition : A Comprehensive Guide to Manipulating, Analyzing, and Visualizing Data in R (Elektronische Ressource). Packt Publishing; 2018.

    Gupta, Deepti: Applied Analytics through Case Studies Using SAS and R: Implementing Predictive Models and Machine Learning Techniques. Imprint: Apress, 2018

    Hyndman, R.J., & Athanasopoulos, G.: Forecasting: principles and practice, 3rd edition, OTexts: Melbourne, Australia, 2021

    Krajewski, Lee J.; Malhotra, Manoj K.; Ritzman, Larry P.: Operations Management: Processes and Supply Chains, 12. Edition Pearson 2018.

    Ausgewählte Aufsätze, wie etwa: Stölzle, Wolfgang & Preindl, Raphael: Supply Chain Analytics – Entscheidungsunterstützung für das Management von Supply Chains. In Schröder, Meike & Wegner, Kirsten (Hrsg.): Logistik im Wandel der Zeit – Von der Produktionssteuerung zu vernetzten Supply Chains. Wiesbaden : Springer Gabler, 2019, S. 163-181.

    (weitere Literatur vor Beginn der Veranstaltungen)

    Notes and references

    This site uses cookies to ensure the functionality of the website and to collect statistical data. You can object to the statistical collection via the data protection settings (opt-out).

    Settings(Opens in a new tab)