• 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.

• management styles and notions of leadership,
• teamwork styles,
• time management,
• role of genders,
• organizational communication procedures, esp. meetings,
• communication styles.

• 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

• 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

• 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

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

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

M.A. Business Management

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.

• 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.

• 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

• 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

• work out independent projects and ideas and can do what is necessary to carry out a sustainable management initiative.

• 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

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

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

• 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

• 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

• 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

• 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

• 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

• 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 

• Exam (50%), 60 minutes
• Presentation (50%), up to 20 minutes

• Exam (50%), 60 minutes
• Homework (50%), up to 15 pages

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.

• 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.

• 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.

• 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.

• 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.

• Objectives, principles and perspectives of supply chain management
• Key tasks and processes in supply chain management and logistics
• Foundations of sustainability in SCM

• Automation, digitalization, Internet of Things, Industry 4.0
• Digital transformation and maturity
• Use cases and case studies

• 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

• 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

Successful completion of examination, presentation (individual / group)

M.A. Business Management

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.

• 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

• Solving a practice-oriented case study independently

• 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 companies

• Lecture with accompanying exercise
• The lecture is conducted in interaction with the students with blackboard writing and projection

• Exam (30 minutes) (30%) 
• as well as a term paper (max. 10 pages) and a presentation (max. 15 minutes) as part of the semester examination (70%)

• Exam (90 minutes) (100%)

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

• 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.

• Basic statements on cost management
• Overhead and fixed cost management
• Process cost management
• Process cost management
• Project cost management
• Product cost management

• Exam at the end of the semester 90 minutes

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

• 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.

• 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.

• 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.

• 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.

• 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.

• 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

Formal: -
Knowledge and Competencies: -

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

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

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

• 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.

• 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
.

• 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.

• 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.

• Moderated case study discussions
• Group work and study projects as well as empirical analyses 
• Possibly guest lectures and excursions

• 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)

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.

• 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.

• 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

• 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

• 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
.

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).

• Moderated practical examples and practice-oriented applications
• Group work
• Guest lectures and excursions, if applicable

• 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)

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.

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.

• 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

• 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

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

Passed module exam and successful seminar paper written during the semester

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)

• 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.

• 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.

• 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.

• 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. 

• 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.

• 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

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

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

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.

• 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.

• 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.

• 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.

• 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.

• Getting an overview of the sustainability-related challenges that society faces
• D_{iscuss 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. 

• 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.

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.

• 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

• 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.

• 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

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

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.

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

Lecture including case studies

Formal: -

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

Written examination (90 minutes) 

Successful completion of examination

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

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

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.

• Basics of business intelligence
• Applications of business intelligence
• Data provision and data modeling

• 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

• Lecture in seminar style, with blackboard writing and projection,
exercise accompanying the lecture,

• IT-supported project performance in group work (25 %) 
• Exam (60 minutes) (75 %)

• written examination paper
• Homework

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.

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.