• 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.

• 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 (120 minutes) (100%)

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

• 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.

• Principles and target systems of value-oriented corporate management
• Share and stakeholder value as reference values
• System of value-enhancing strategies for the company (including differentiation according to reference levels)
• Value drivers and value driver models
• Balanced scorecard as a comprehensive analysis and design concept
• Control and management variables of value-oriented corporate management (e.g. economic value added, operating profit, discounted cash flow): Concept, operationalization, meaningfulness and information requirements
• Consequences for the company's functional areas and fields of action (operational implementation of value-based management)
Role of corporate controlling as a management system
• Value-based incentive design in the company
• Process-related and structural perspectives of value-oriented corporate management
.

Seminar-style teaching with project work and case studies

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

Passed module exam and examination during the semester

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

Büchler, J. P. (2014): Strategie entwickeln, umsetzen und optimieren. München/Hallbergmoos, 2014

Coenenberg, A. G./Salfeld, R./Schultze, W. (2015): Wertorientierte Unternehmensführung, 3. Aufl., Stuttgart 2015.

Copeland, T./Koller, T./Murrin, J. (1998): Unternehmenswert. Methoden und Strategien für eine wertorientierte Unternehmensführung, 3. Auflage, Frankfurt/ Main 2002

Faix, A. (2019): Auswahl von Verfahren zur Wertbestimmung. Beitrag zur Umsetzung einer Wertorientierten Unternehmensführung, Arbeitspapier, Dortmund 2019 DOI: (10.13140/RG.2.2.34666.77764).

Firk, S./Wolff, M. (2018): Wertorientierung kann sich lohnen, in: Controlling & Management Review, Heft 2, 2018, S. 52 – 56.

Hahn D./Taylor, B. (2006): Strategische Unternehmungsplanung – Strategische Unternehmungsführung, 9. Aufl., Heidelberg, 2006

Herter, R. N. (1994): Unternehmenswertorientiertes Management, München 1994

Rappaport, A. (2006): Ten Ways to Create Shareholder Value, Harvard Business Review, Sept. 2006.

Stern, J. M./Shiely, J. S./Ross, I. (2001): The EVA Challenge, New York u.a. 2001

Stewart, G. B. (1999): The Quest for Value, 2. Aufl., New York, 1999

• explain the components of situations of interaction,
• explain the relationship between role behavior and situational context,
• explain the understanding of role behaviors as the re-construction of mental processes through observing behavior,
• explain the role of culture in the attribution of meaning to situational contexts and role behaviors,
• know German at least on A2 level.

• can explain core aspects of changes - types of changes, needs and reasons for change, aims of change,
• can describe the role of change drivers, change opponents and change agents,
• know the main characteristics of organizational change and individual change,
• can describe the role of stakeholders in change management and their responsibilities, interests and impacts,
• know how to manage a change process, how to deal with change requests,
• can explain the impact analysis and sensitivity analysis,
• can describe different change models (e.g., Levin, Kotter).

• are able to analyze descriptions of proto-typical situational contexts,
• can analyze differences in the way cultures attribute meanings to situational contexts and role behaviours,
• are able to optimize situational contexts for international cooperation,
• can analyze their own and others' perspectives of situational contexts and role behaviours,
• are able to analyze concrete situational contexts in which they interact with others,
• apply their insights when managing project-related cooperation in international situational contexts,
• can speak, understand, read and write German at least on A2 level.

• are able to analyze the main reasons and perspectives of changes in selected cases,
• can analyze the impact of changes by influence analysis and sensitivity analysis in selected cases,
• are able to prepare change endeavors by using different models in selected cases,
• can develop change management concepts for selected cases.

• can negotiate differences in the assessment of role behaviors,
• can successfully participate in teams in a results-oriented fashion, and lead and coordinate such teams,
• can present and defend team results in a complex and demanding environment,
• communicate with people from different countries.

• reflect, discuss, and manage challenges of an organization,
• communicate change management approaches and frameworks in an organization.

• are able to deeper understand their own and others' role behaviors,
• have developed perspectives of situational contexts by escaping from the "ladder of inference",
• have identified the challenges of international cooperation and can develop strategies to meet them,
• have interpreted information about different cultures and can assess how cultures are likely to affect situational contexts in international projects,
• have distinguished between personality characteristics and cultural characteristics and avoid stereotyping,
• were aware of the emotional responses likely to emerge in situations of international cooperation and know how to deal with them.

• have managed and transformed work or study contexts that are complex, unpredictable and require new strategic approaches,
• have analyzed the interplay between economic regulation and institutional framework and the strategic outline of a company and can derive an own mind on it,
• have elaborated on independent projects and ideas and can do what is necessary to carry out a sustainable management initiative.

• Matsumoto's template of situations
• Senge and Argyris' Ladder of Inference
• Human universals
• Culture and personality
• Understanding and assessing role behavior
• Understanding situational contexts
• The meaning of settings
• The roles of participants
• The meaning of social roles
• Expectations and emotions
• The nature and role of normative behaviors
• Different languages

• Lectures introducing concepts and methods
• Class discussions
• 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

Formal: -
Knowledge and Competencies: -

• 50 % contributions within the module (presentations, case study, tests)
• Language Certificate

• 25 % contributions throughout the term (presentations; case study; tests; homework) and 25 % written (max. 60 min.) or oral exam (max. 30 min.) at the end of the term

Successful completion of examination, presentation (individual / group)

a. International Cooperation and Communication

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

Burgoon, Judee K.; Ebesu Hubbard, Amy S. (2005): Cross-cultural and intercultural applications of expectancy violations theory and interaction adaptation theory. In Gudykunst, William B.: Theorizing about intercultural communication. Sage: 149–171.

Nishida, Hiroko: Cultural schema theory. In: Gudykunst, William B. (Ed.) (2005): Theorizing about intercultural communication. SAGE: 2005, 401–418.

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

Boutyline, A., & Soter, L. (2021). Cultural schemas: what they are, how to find them, and what to do once you’ve caught one. American Sociological Review, 86(4), 728–758. Link

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

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

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

b. Change Management

AXELOS (2017): Managing Successful Projects with PRINCE2. London: The Stationery Office Ltd.

Cameron, E., & Green, M. (2022). Making sense of change management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. Kogan Page.

Cummings, T. G., & Worley, C. G. (2018). Organization Development & Change (11th ed.). Cengage Learning. South-Western Pub.

Dallas, M., & Clackworthy, S. (2010). Management of value. The Stationery Office.

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

Kotter, J. P. (2012). Leading change. Harvard Business Press.

Kotter, J. P. et. al. (2005): Harvard Business Review on Change, Harvard Business School Press

Project Management Institute (2021): A guide to the Project Management Body of Knowledge (PMBOK Guide) (7th ed.); Agile practice guide. Newtown Square, PA

Senge, P. M. (2006). The fifth discipline: The Art & Practice of The Learning Organization. National Geographic Books.

Trompenaars, F., Trompenaars, A., & Prud’Homme, P. (2004). Managing change across corporate cultures. Capstone.

• 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 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)

• 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.

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:

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.