Description
On this particular detailed criteria explicate innovation and entrepreneurship, international project management.
Module Manual
Master Degree Course
European
Business Studies
Revised 2015-10-13
Master of European Business Studies
2
Content
International Strategy .............................................................................................. 3
Organisational Behaviour ......................................................................................... 6
Innovation and Entrepreneurship ............................................................................. 9
International Project Management ......................................................................... 17
International Leadership Skills ............................................................................... 19
Applied Economics ................................................................................................ 23
Option ................................................................................................................... 26
Master Thesis ........................................................................................................ 51
Master of European Business Studies
3
Module number
1
Module title
International Strategy
(Internationale Strategie)
Code
IS
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Leffers
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Leffers
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic understanding of international management and international eco-
nomic relations.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of practical applications and scientific methods:
Subject skills
Students can understand and categorise the typical strategic problems and issues with which
internationally operational organisations are confronted. They are able to apply the knowledge
they have acquired to actual situations requiring decisions. This may involve the types of challenge
that face private enterprise companies, or equally challenges with which not-for-profit
organisations or regions, towns and cities or tourist destinations have to deal.
Social skills
Students are aware of the particular challenges posed by international business activities and
operations. They are able to reconcile political and intercultural specifics with decisions that are
motivated by business considerations. They have experience working together in groups on
solutions to practical problems.
Method skills
Students can adopt a targeted approach when applying principles and methods of strategic
management to practical situations requiring a decision in an international context.
Personal skills
Students are able to develop, present and communicate strategy recommendations on the basis of
their own analyses, and in the process can take into account intercultural characteristics and
peculiarities of the specific scenario.
Content
The module is designed to familiarise students with the principles of the strategic management of
international organisations by reference to case studies and practical applications.
? The course content varies as a function of the case studies and scenarios which are examined
and analysed
Master of European Business Studies
4
? Typical content includes
o The repositioning of a region or city against the background of its stakeholders’
requirements
o The political, economic and financial differences and distinctions between markets
which a business must take into account when considering international expansion,
and which can impact on the strategy it adopts
o Decisions that have to be taken as part of an international expansion strategy (e.g. the
market entry strategy, the choice of target markets, timing strategies)
o Distinctions between different forms of international strategy approaches
Literature
Required reading
Hill, C. W. L.; International Business: Competing in the Global Marketplace
Recommended reading
varies depending on the case studies dealt with in the course
Verbeke, A., International Business Strategy
Segal-Horn, S., Faulkner, D., International Strategy
De Wit, B., Meyer, R., Strategy: Process, Content, Context: An International Perspective
each in their latest edition
Teaching and learning methods
Seminar with case studies and/or practical applications
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “Organisational
Behaviour”, “Innovation and Entrepreneurship”,
“International Project Management”, “Applied Economics”
and “International Leadership Skills” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Master of European Business Studies
5
Type of examination / Requirements
for the award of credit points
Project assignment (a course assignment plus an oral as-
sessment)
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
6
Module number
2
Module title
Organisational Behaviour
(Organisation und organisationales Verhalten)
Code
OSB
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Braun
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Evans
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of HR economics and HR management.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand the principles of individual behaviour, group behaviour and organisational
behaviour. They have the skills and abilities to influence this behaviour with targeted management
concepts.
Social skills
Students can respond and attune themselves to the different levels of behaviour within an
organisation, they can perceive and appreciate the contribution made by different behaviour
patterns and can work interactively on proposals for the management of organisational behaviour.
Method skills
Students have a command of techniques of behavioural thought and reasoning which enable them
to select appropriate solution statements from a range of alternative actions.
Personal skills
Based on the methods which they have been taught, students are able to address unaided problems
arising in the context of organisational behaviour. They possess the required discussion skills,
target orientation and the necessary readiness to take on responsibility.
Content
This module aims to teach students the principles of organisational behaviour and to show them
how an organisation's behaviour can influence its business results. The emphasis of the course is
on developing students’ understanding of how the conduct of individuals, groups and entire
organisations can be explained, controlled and focused on a particular goal.
? Principles of organisational behaviour
o Definitions and reasons for the need to understand and manage organisational
behaviour
Master of European Business Studies
7
o The context of organisational behaviour
? Individual behaviour
o Motivation
o Stress
o Decision-making
? Interpersonal processes, social behaviour, group behaviour
o Group work
o Communication
o Leadership
? Cross-team behaviour, organisational behaviour
o Organisational Design
o Culture
o Change Management
Literature
Required reading
Moorhead / Griffin: “Managing Organizational Behavior” (Cengage Learning, International edition,
10th edition)
Recommended reading
Nelson / Quick: “ORGB³” – Student edition (Cengage Learning)
Phillips / Gully: “Organizational Behavior – Tools for Success” (Cengage Learning, International
edition)
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Innovation and Entrepreneurship”,
“International Project Management”, “Applied Economics”
and “International Leadership Skills” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
Master of European Business Studies
8
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
9
Module number
3
Module title
Innovation and Entrepreneurship
(Innovation und Unternehmensgründung)
Code
IES
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semeter)
Module coordinator
Prof. Dr. Saßmannshausen
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Saßmannshausen
Type of course
Compulsory
Course language
English
Entry requirements
Applicants should have a basic understanding of business management.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students acquire a knowledge of the methods, concepts, theories and practices employed in
developing, evaluating, elaborating and concretising entrepreneurial ideas and their strategic
implementation, covering the entire business lifecycle from successful market entry to growth and
finally exit. They also have a knowledge of the methods, concepts and approaches to the
management of innovations and technologies.
Social skills
Students can make valuable contributions to the planning and decision-making processes which
are at the heart of business startups, corporate entrepreneurship and innovation and technology
management. They are able to present arguments appropriate to different target groups.
Method skills
Students have the skills needed to independently develop and concretise business ideas, from the
idea stage through the business model down to the exit stage. They can identify and select target-
oriented solutions from a range of alternative courses of action. Students can apply corporate
entrepreneurship schemas with a strategic and innovation-oriented focus. They are able to critically
analyse and appraise ideas put forward for innovation, and can develop their own roadmaps
designed to promote innovation.
Students possess the skills needed to develop their own appropriate and practical solutions from
a reading of the specialist subject literature.
Personal skills
Students have the skills they require to tackle the kind of problems encountered in business
startup, corporate entrepreneurship and innovation management scenarios. They are self-reliant,
they possess critical abilities and discussion skills and can assume leadership responsibilities.
Master of European Business Studies
10
Content
The module is designed to teach students the fundamentals of setting up an enterprise, and uses
representative case studies to introduce them to the practical challenges facing business startups
and the solutions to those challenges. The module also provides a foundation in the management
of innovation and technology, including approaches to corporate entrepreneurship.
We will use case studies to give an overview of the various phases, typical activities and tasks as
well as heuristics in strategic business startup management. The module also teaches students to
take a theoretical look at facets of entrepreneurship and the evolutionary theory of innovation
beyond the mere “here and now”, and to reflect on both practice and theory.
Part 1 Entrepreneurship
? Teaching the motives of entrepreneurship and the process of entrepreneurial action as seen
by different theories (causation versus effectuation)
? Formulating HR requirements and resources of entrepreneurial action
? Origins of business ideas (niche theories, supply and demand theories, social theories,
evolutionary theories, theories of the Austrian school of economics, creativity etc.)
? Developing, describing and analysing business models
? Forms and processes of startup financing using conventional, innovative and specialised
(venture capital) financial products up to stock market flotation / the sale of the business
? Tasks, activities and management heuristics for entrepreneurs
? Guerrilla marketing for startups, market launch, acquisition, sales channels and sales
arguments
? Success factors for startups in the context of a new venture
? Special forms of entrepreneurship as an interface with innovation management (corporate
entrepreneurship)
Part 2: Innovation Management
? Models of innovation management
? Functions and stakeholders of innovation management
? Initial phase of innovation processes
? Generating innovative alternatives and creativity techniques, creativity in teams and
businesses
? Control, evaluation and selection of innovation processes
? Strategic innovation and technology management
Literature
Required reading
All of the case studies dealt with in the course (alternating) are available online on the GRIPS e-
learning platform (Moodle)
Blank, Steve (2013): Why the Lean Start-Up Changes Everything. Harvard Business Review, Vol.
93(5), 64-72.
Day, G. S. (2007): Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an
Innovation Portfolio. Harvard Business Review, Dec., 110-120.
Master of European Business Studies
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Gilbert, C. G. / Eyring, M. J., (2010): “Beating the Odds when you Launch a New Venture.” Harvard
Business Review, Vol. 88(5), 92-98.
Kim, W. Ch.; Mauborgne, R. (2004): Blue Ocean Strategy. Harvard Business Review, Oct., 76-84.
Kim, W. Ch.; Mauborgne, R. (2004): How Strategy Shapes Structure. Harvard Business Review, Sept.,
73-80.
Knyphausen-Aufseß, Dodo zu / Bickhoff, Nils / Bieger, Thomas (2006): Understanding and Breaking
the Rules of Business: Toward a Systematic Four-Step Process. Business Horizon, Vol. 49, 369-377.
Learner, J. (2013): Corporate Venturing. Harvard Business Review, Dec., 86-94.
Leschke, J. P., 2013: Stop! Before You Write a Business Plan, Create a Business Model.
Entrepreneurial Practice Review, 3(1).
Malhotra, D. (2013): How to Negotiate with VCs Harvard Business Review, Vol. 93(5), 84-91.
Gunther McGrath, R.; Keil T. (2007) The Value Captor’s Process: Getting the Most out of Your New
Business Ventures. Havard Business Review, May, 128-136.
Mulcahy, D. (2013): Six Myths About Venture Capitalists. Harvard Business Review, Vol. 93(5), 80-
83.
Onyemah V.; Pesquera, M. R.; Ali, A. (2013): What Entrepreneurs Get Wrong, Harvard Business
Review, Vol. 93(5), 74-79.
Porter, M. E., (2008): “The Five Competitive Forces that Shape Strategy.” Harvard Business Review,
Vol. 86(1), pp. 78-93.
Recommended reading
A) Textbooks):
Allen, K.: Launching new Ventures - An Entrepreneurial Approach.
Baron, R. A.: Entrepreneurship: An Evidence-based Guide.
Baron, R. A., Shane, S. A.: Entrepreneurship: A Process Perspective.
Hisrich, R. D.; Peters, M. P.; Shepherd, D. A.,: Entrepreneurship.
Timmons, J. A., & Spinelli, S.: New venture creation: Entrepreneurship for the 21st century.
Volkmann, C., Tokarski, K., Grünhagen, M.: Entrepreneurship in a European Perspective - Concepts
and Growth of New Ventures.
each in their latest edition
B) Scientific studies, working papers and scientific books
Aldrich, H. E., & Auster, E. (1986). Even dwarfs started small: Liabilities of age and size and their
strategic implications. Research in organizational behavior, (8), 165-198.
Aldrich, H. E., & Fiol, C. M. (1994). Fools rush in? The institutional context of industry creation.
Academy of Management Review, 19(4), 645-670.
Aldrich, H. E., & Martinez, M. A. (2001). Many are called, but few are chosen: An evolutionary
perspective for the study of entrepreneurship. Entrepreneurship Theory and Practice, 25(4), 41-56.
Aldrich, H. E. & Martinez, M. (2003): Entrepreneurship as Social Construction: A Multi-level
Evolutionary Approach. In: Acs, Z. J. / Audretsch, D. B. (ed.): Handbook of Entrepreneurship
Research. Dordrecht: Kluwer Academic Publishers, pp. 359-399.
Andersen, Ebsen Sloth (2003): The Evolving Tree of Industrial Life: An Approach to the
Transformation of European Industry. Paper for the second workshop on the Economic
Transformation of Europe, Torino, 31 Jan. - 2 Feb. 2003, Aalborg: Aalborg University.
Master of European Business Studies
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Arenius, P., & Minniti, M. (2005). Perceptual variables and nascent entrepreneurship. Small Business
Economics, 24(3), 233-247.
Audretsch, D. B. & Erdem, D. K. (2005): Factors Affecting Entrepreneurial Activity. Literature Review.
In: Alvarez, S. A. / Agarwal, R. / Sorenson, O. (ed.): Handbook of Entrepreneurship Research,
Interdisciplinary Perspectives, Springer, 120-141.
Baron, Robert A. & Markman, Gideon D. (2000): Beyond Social Capital: How Social Skills Can
Enhance Entrepreneurs' Success. Academy of Management Executive, Vol. 14(1), pp. 106-116.
Brüderl, J. & Schüssler, R. (1990): Organization mortality. The liabilities of newness and
adolescence. Administrative Science Quarterly, Vol. 35, pp. 530-557.
Bygrave, William D. (1995): Mom-and-Pops, High Potential Start-ups, and Entrepreneurship: Are
they Part of the same Entrepreneurship Paradigm? In: Katz, J. A. / Brockhaus, R. H. (ed.): Advances
in Entrepreneurship, Firm Emergence and Growth. Vol. 2, Greenwich CO, London UK: Elsevier / JAI
Press, pp. 1-19.
Carland, J. W. / Hoy, F. / Boulton, W. R. / Carland, J. A. (1984): Differentiating Entrepreneurs from
Small Business Owners: A Conceptualization. Academy of Management Review, Vol. 9(2), 354-359.
Carland, James W. / Hoy, Frank / Carland, Jo Ann C. (1988): “Who is an Entrepreneur?” Is a Question
Worth Asking. American Journal of Small Business, Vol. 4/12, 33-39.
Davidsson, Per (1995): Determinants of Entrepreneurial Intentions. Paper prepared for the RENT IX
Workshop, Piacenza, Italy, QUT e-prints online athttp://eprints.qut.edu.au/2076/1/RENT_IX.pdf
Davidsson, Per (2005): The Types and Contextual Fit of Entrepreneurial Processes. International
Journal of Entrepreneurship Education, Vol. 2(4), 407-430.
Davidsson, Per (2006): New Firm Startups. Cheltenham, UK etc.: Edward Elgar.
Davidsson, Per (2006) Nascent Entrepreneurship: Empirical Studies and Developments.
Foundations and Trends in Entrepreneurship. Vol. 2(1), pp. 1-76.
Fauchart, E. / Gruber, M. (2011): Darwinians, Communitarians, and Missionaries: The Role of
Founder Identity in Entrepreneurship. Academy of Management Journal, Vol. 54(5), 935-957.
Gartner, William B. (1985): A Conceptual Framework for Describing the Phenomenon of New
Venture Creation. Academy of Management Review, Vol. 10(4), 696-706.
Gartner, William B. (1988): “Who is an Entrepreneur?” Is the Wrong Question. American Journal of
Small Business, Vol. 12(4), 11-32.
Gartner, William B. (1989): “Who is an Entrepreneur?” Is the Wrong Question. Entrepreneurship
Theory & Practice, Vol. 13(1), 47-68
Gartner, William B. / Bird, Barbara J. / Starr, Jennifer A. (1992): Acting As If: Differentiating
Entrepreneurial from Organizational Behavior. Entrepreneurship Theory & Practice, Vol. 10(1), 13-
31.
Grichnik, D. (2006). Die Opportunity Map der internationalen Entrepreneurshipforschung: Zum
Kern des interdisziplinären Forschungsprogramms. Zeitschrift für Betriebswirtschaft, 76(12),
1303-1333.
Hitt, M. A., Ireland, R. D., Camp, S. M., Sexton, D. L. (ed.): Strategic Entrepreneurship.
Hodgson, Geoffrey M. (1993): Economics and Evolution: Bringing Life Back into Economics.
Cambridge (UK): Polity Press.
Hodgson, Geoffrey M. (1997): The evolutionary and non-Darwinian economics of Josef Schumpeter.
Journal of Evolutionary Economics, Vol. 7, pp. 130-135.
Master of European Business Studies
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Hodgson, Geoffrey M. (2002): Darwinism in economics: From analogy to ontology. Journal of
Evolutionary Economics, Vol. 12, pp. 259-281.
Jarillo, J.C. (1989): Entrepreneurship and Growth: The Strategic Use of External Resources. Journal
of Business Venturing, Vol. 4, 133-147.
Johnson, P. S., Parker, S. C., & Wijbenga, F. (2006). Nascent entrepreneurship research:
achievements and opportunities. Small Business Economics, 27(1), 1-4.
Kessler, A., & Frank, H. (2009). Nascent entrepreneurship in a longitudinal perspective The impact
of person, environment, resources and the founding process on the decision to start business
activities. International Small Business Journal, 27(6), 720-742.
Kim, W. C. / Mauborgne, R. A., (2000): “Knowing a Winning Business Idea when you See One.”
Harvard Business Review, Vol. 78(5) pp. 129-138.
Knight, Frank H. (1921): Risk, Uncertainty and Profit. Boston, MA.
Landström, Hans (2005): Pioneers in Entrepreneurship and Small Business Research. New York et
al: Springer.
Learned, K. E. (1992): What Happened Before the Organization? A Model of Organization Formation.
Entrepreneurship Theory & Practice, pp. 39-48.
Luhmann, Niklas (1981): Die Ausdifferenzierung von Erkenntnisgewinn: Zur Genese von
Wissenschaft. In: Stehr, Nico / Meja, Volker (ed.): Wissenssoziologie. (Sonderheft 22 der Kölner
Zeitschrift für Soziologie und Sozialpsychologie), Opladen, 102-139.
Luhmann, Niklas (1984): Soziale Systeme: Grundriss einer allgemeinen Theorie. Frankfurt am Main:
Suhrkamp.
Luhmann, Niklas (2008a): Ideenevolution: Beiträge zur Wissenssoziologie. Frankfurt am Main:
Suhrkamp.
Luhmann, Niklas (2008b): Sinn, Selbstreferenz und soziokulturelle Evolution. In: Luhmann, Niklas:
Ideenevolution: Beiträge zur Wissenssoziologie. Frankfurt am Main: Suhrkamp.
Lumpkin, G. T. / Dess, G. G. (1996): Clarifying the Entrepreneurial Orientation Construct and
linking it with Performance. Academy of Management Review, Vol. 21, pp. 135-172.
Maturana, Humberto R. / Varela, Francisco J. (1990): Autopoiesis and Cognition: The Realization
of the Living. Boston: D. Reidel.
McClelland, D. C. (1961): The Achieving Society. Princeton NJ: Princeton University Press.
McClelland, D. C. (1965): Achievement and entrepreneurship. Journal of Personality and Social
Psychology, Vol. 1, 389-392.
McClelland, D. C. (1987): Characteristics of Successful Entrepreneurs. Journal of Creative Behavior,
Vol. 3, 219-233.
McClelland, D. C. / Winter, D. G. (1969): Motivation and Economic Achievement. New York: Free
Press.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. John Wiley & Sons.
Popper, Karl R. (1958/1997): Die Anfänge des Rationalismus. In: Miller, D. (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, 4-11.
Popper, Karl R. (1960/1997): Erkenntnis ohne Autorität. In: Miller, David (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, 26-39.
Master of European Business Studies
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Popper, Karl R. (1967/1997): Subjektive oder objektive Erkenntnis? In: Miller, David (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, pp. 40-59.
Popper, Karl R. (1969): Conjectures and Refutations. The Growth of Scientific Knowledge, London.
Popper, Karl R. (1972A): Objective Knowledge: An Evolutionary Approach. Oxford: Clarendon Press.
Popper, Karl R. (1973/1997): Evolutionäre Erkenntnistheorie (1973). In: Miller, David (Hrsg.):
Lesebuch: Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften,
Metaphysik, Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, pp. 60-69 & 384-388.
Popper, Karl R. (1976): Die Logik der Forschung. 6. improved edition, Tübingen: Mohr.
Popper, Karl R. (2000): Vermutungen und Widerlegungen: Das Wachstum der wissenschaftlichen
Erkenntnis. Tübingen: Mohr Siebeck.
Rich, S. R. / Gumpert, D. E., 1985: “How to Write a Winning Business Plan.” Harvard Business Review,
Vol. 63(3) (May/June), pp. 156-166.
Rocha, Hector / Birkinshaw, Julian (2007): Entrepreneurship Safari: A Phenomenon-Driven Search
for Meaning. Foundations and Trends in Entrepreneurship, Vol. 3(3).
Roberts, M. J., Stevenson, H. H., Sahlman, W. A. et al.: New Business Ventures and the Entrepreneur.
Sahlman, W. A., “Some Thoughts on Business Plans.” Research Note, Harvard Business School.
Sahlman, W. A., 1997: “How to Write a Great Business Plan”. Harvard Business Review, Vol. 75(4)
98-108.
Sarasvathy, Saras D. (2001A): Causation and Effectuation: Toward a Theoretical Shift from
Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, Vol. 26(2),
243-263.
Sarasvathy, Saras D. (2001B): Effectual Reasoning in Entrepreneurial Decision Making: Existence
and Bounds. Academy of Management Proceedings 2001 ENT. D1-D6.
Sarasvathy, Saras D. (2004): Making it Happen: Beyond Theories of the Firm to Theories of Firm
Design. Entrepreneurship Theory & Practice. 519-531.
Sarasvathy, Saras D. / Dew, Nicholas / Velamuri, S. R. / Venkataraman, S. (2003): Three Views of
Entrepreneurial Opportunity. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of
Entrepreneurship Research. New York etc.: Springer Science, pp. 141-160.
Schumpeter, Josef Alois (1910): Über das Wesen der Wirtschaftskrisen. Zeitschrift für
Volkswirtschaft, Sozialpolitik und Verwaltung, Vol. 19, pp. 271-325.
Schumpeter, Josef Alois (1934): The Theory of Economic Development: An Inquiry into Profits,
Capital, Credit Interest and the Business Cycle. London: Oxford Press.
Shane, Scott A. (2003): A General Theory of Entrepreneurship: The Individual-Opportunity Nexus.
Cheltenham, UK: Edward Elgar.
Shane, Scott A. (2012): Reflections on the 2010 AMR Decade Award: Delivering on the Promise of
Entrepreneurship as a Field of Research. Academy of Management Review, Vol. 37(1), 10-21.
Shane, Scott A. & Eckhardt, Johnatan T. (2003): The Individual-Opportunity Nexus. In: Acs, Z. J. /
Audretsch, D. B. (ed.): Handbook of Entrepreneurship Research: An Interdisciplinary Survey and
Introduction. Boston MA etc.: Kluwer Academic Publishers, 161-191.
Shane, Scott & Venkataraman, S. (2000): The Promise of Entrepreneurship as a Field of Research.
Academy of Management Review, Vol. 25, pp. 217-226.
Shane, Scott / Venkataraman, S. (2001): Entrepreneurship as a Field of Research: A Response to
Zahra and Dess, Singh and Erikson. Academy of Management Review, Vol. 26(1), 13-16.
Master of European Business Studies
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Shaver, K. G. / Scott, L. R. (1991): Person, Process, Choice: The Psychology of New Venture Creation.
Entrepreneurship Theory & Practice, Vol. 15(1), pp. 13-45.
Timmons, J. A., Spinelli, S.: New Venture Creation: Entrepreneurship for the 21st Century.
Venkataraman, S. (1997): The Destinctive Domain of Entrepreneurship Research. In: Katz, J. /
Brockhaus, J. (ed.): Advances in Entrepreneurship, Firm Emergence, and Growth. Greenwich, CT:
JAI Press, pp. 119-138.
Volkmann, C., Tokarski, K., Grünhagen, M.: Entrepreneurship in a European Perspective - Concepts
and Growth of New Ventures.
Welsh, J. A. / White, J. F. (1981): A Small Business is not a Little Big Business. Harvard Business
Review, Vol. 59(4), 18-32.
Wolcott, R. C., & Lippitz, M. J. (2007). The four models of corporate entrepreneurship. MIT Sloan
Management Review, 49(1), 75.
Disselkamp, M., Innovationsmanagement-Instrumente und Methoden zur Umsetzung im
Unternehmen, Berlin 2012
each in their latest edition
Teaching and learning methods
Seminar-style tuition (with case studies)
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “International
Project Management”, “Applied Economics” and
“International Leadership Skills” modules. The knowledge
imparted in one module can reinforce the learning effects
in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
Master of European Business Studies
16
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
17
Module number
4
Module title
International Project Management
(Internationales Projekt Management)
Code
IPM
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Dr. Ludäscher
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Dr. Ludäscher
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of project management and business plan creation.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand how to apply general methods of business administration to practical
application situations. They are also able to recognise which methods and instruments are
appropriate in which application situation.
Social skills
Students are able to contribute appropriate positions in planning and decision-making processes.
They are able to present properly reasoned arguments appropriate to different target groups, and
find businesslike, issue-driven solutions in conflict situations.
Method skills
Students have a command of project management skills and techniques which enable them to
purposefully handle projects within an application-oriented environment.
Personal skills
Students take the initiative in tackling business-related problems in practical application scenarios.
They are self-reliant and possess critical abilities and discussion skills.
Content
The object of the course is for teams to apply the methods and instruments learned in study to a
practical project and so generate a benefit for the business. The focus of the course is on the ability
of students to analyse the initial situation, to identify the problem statement and to select and
deploy appropriate solution methods.
? Fundamentals of project management
? Techniques of problem analysis and structuring
? Moderation techniques
? Presentation techniques
Master of European Business Studies
18
? Carrying out a project to the specification of the client
Literature
Required reading
Claude H. Maley: Project Management Concepts, Methods and Techniques. Auerbach Publishers,
Incorporated, 2012
Recommended reading
Depending on the project's emphasis
Teaching and learning methods
Seminar tuition
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “Applied Economics” and
“International Leadership Skills” modules. The knowledge
imparted in one module can reinforce the learning effects
in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Course assignment (20 pages approx.)
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
19
Module number
5
Module title
International Leadership Skills
(Internationale Führungskompetenz)
Code
ILS
Semester
1
Number of WSH
4
Module offered
Every academic year (winter
semester)
Module coordinator
Prof. Dr.
Woerz-Hackenberg
Tuition type
Seminar tuition
Module duration
1 semester
Lecturers
Prof. Dr.
Woerz-Hackenberg
Prof. Dr. Dippe
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of economic theory, organisation, international manage-
ment and leadership.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students will be familiar with the interdisciplinary range of management research and able to apply
the implications of their scientific results to problems of practical relevance using their own
initiative.They have the skills needed to analyse and transfer intercultural constraints and
frameworks from management decisions to problems of entrepreneurship using a method-driven
approach. Students possess an applications-oriented knowledge of intercultural communication as
well as regional aspects. They are able to deal with a range of issues facing international manage-
ment.
Social skills
Students will have the ability to apply their leadership skills directly and unaided through
organising, coordinating and processing group tasks. They will be able to present appropriate
reasoned arguments to a group of their peers, to listen to and analyse the views of others and to
develop solutions together.
Method skills
Students will be able to review and evaluate the benefits of and criteria for different methods of
analysing intercultural differences as well as leadership and leadership skills. Students will have a
knowledge of basic consulting and management methods and analysis tools in an international
context, and can apply them in a way that meets the requirements at hand. They will be familiar
with essential aspects of intercultural trading from theoretical as well as practical standpoints.
Beside a general overview of the problem areas and methods of cross-cultural communication,
Master of European Business Studies
20
students will be able to apply their knowledge to changing focal points from an intercultural per-
spective. The development of their own intercultural skills and the ability to impart them can be
critically demonstrated.
Personal skills
Students will be able to give a method-based and scientific description of the leadership skills of
themselves and of others. Students are able to set themselves learning and working objectives
which they can also reflect, evaluate and justify.
Content
The object of this course is to teach students the interdisciplinary spectrum of the scientific
principles of intercultural communication and its influence on leadership and leadership skills.
Students will then experience these skills in exercises and case studies and analyse their
implications for entrepreneurial practice.
? Basics of intercultural research
? Overview of problem areas and methods of intercultural communication
? Methods and theories of intercultural management
? Cultural standards in different geographical areas
? Significance and principles of intercultural trading in theory and practice
? Consolidating students' intercultural skills and the ability to impart them
? Reflection on the practical relevance of cultural models and its role in problem solving
? Exercises for developing and observing leadership skills
? Multicollectivity as a leadership-relevant concept in intercultural management
? Intercultural skills applied as an instrument of leadership
? Cultural influences on leadership theories (trait theories of leadership, leadership styles,
motivation theory, role theory, symbolic leadership)
? Leading through intercultural organisation design
? Intercultural consulting: problem-solving processes in international management (case
study)
Literature
Required reading
Lecture notes (slides)
Articles and extracts from books handed out by lecturers
Fred Luthans, Jonathan P.Doh: International Management. Culture, Strategy and Behavior
Ray French: Cross-Cultural Management in Work Organisations,
Stefanie Rathje: “Intercultural competence: The status and future of a controversial concept.” Lan-
guage and Intercultural Communication
Stefanie Rathje: “The cohesion approach of culture and its implications for the training of inter-
cultural competence.” In: Journal Advances in Higher Education Research. Education and Innova-
tion
Master of European Business Studies
21
Recommended reading
Richard R. Gesteland: Cross-cultural Business Behaviour
Klaus-Peter Hansen: Kultur und Kulturwissenschaft
Geert Hofstede, Gert Jan Hofstede and Michael Minkow, Cultures and Organizations – Software of
the Mind
Richard D. Lewis, When Cultures Collide
John Mole, Mind Your Manners
Susan C. Schneider, Jean-Louis Barsoux and Günter K. Stahl: Managing Across Cultures
Sylvia Schroll-Machl: Doing Business with Germans
Alexander Thomas, Eva-Ulrike Kinast und Sylvia Schroll-Machl (Hg.): Handbuch Interkulturelle
communication und Kooperation, Band 1
Alexander Thomas, Sfefan Kammhuber, Sylvia Schroll-Machl (Hg.), Handbuch Interkulturelle
communication und Kooperation, Band 2
Verlag Vandenhoeck & Ruprecht, Reihe “Beruflich in …”
Peter Menzel, Hungry Planet
Charles W.L. Hill, Steven L. McShane: Principles of Management
each in their latest edition
Teaching and learning methods
Seminar tuition
Discussion of exercise tasks
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “Applied Economics” and
“International Project Management” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Master of European Business Studies
22
Type of examination / Requirements
for the award of credit points
Course assignment and
class exercise (duration 60 minutes)
each weighted with 50 %
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
23
Module number
6
Module title
Applied Economics
(Angewandte Volkswirtschaftslehre)
Code
AME
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Ruddies
Tuition type
Seminar tuition
Module duration
1 semester
Lecturers
Prof. Dr. Hamella
Prof. Dr. Rösl
Prof. Dr. Ruddies
Prof. Dr. Weiss
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of economics.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students will be able to understand and categorise important economic questions and problems.
They can analyse economic interdependencies by reference to case examples. Students can give a
critical explanation of the microeconomic strategies of companies and the macroeconomic strate-
gies of economic policy, and have an understanding of the international impact of macroeconomic
phenomena.
Social skills
Students will have acquired debating skills and be able to conduct critical discussions in a rational
and objective atmosphere. They will have experience working in groups to resolve individual tasks
and will be able to exercise constructive criticism of presentation results.
Method skills
Students will have gained an insight into the presentation techniques of economic thought pat-
terns, and will be proficient in methods of analysis techniques and presentation. They will be able
to create model-theory-based graphical analyses of applied problems from the field of macroeco-
nomics.
Personal skills
Students will be able to substantiate with confidence well-founded decisions that are taken on a
corporate level against the background of their knowledge of macroeconomics.
Content
Students will learn advanced techniques on the linking of economic theories with the help of case
examples. They will be able to integrate into their everyday lives teachings of political economy
Master of European Business Studies
24
which are often seen as too theoretical and far from reality. Examples from the area of microeco-
nomics (e.g. strategic trading by companies) and from the macroeconomic field (e.g. phenomena
such as recession, unemployment and inflation) demonstrate the pervasiveness of economics in
our daily lives.
? Applied microeconomics
o Market forms, market structure and market dynamics
o Competition, cooperation and collusion
? Applied macroeconomics
o Growth
o The economic cycle and economic policy
o Foreign trade
o The role of the financial markets
Literature
Required reading
Miles/Scott/Breedon, Macroeconomics – Understanding the Global Economy
Pindyck/Rubinfeld – Microeconomics
Recommended reading
Clement/Terlau, Angewandte Makroökonomik
Krugman/Wells, Microeconomics
Krugman/Wells, Macroeconomics
Mankiw, Macroeconomics
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises and case studies
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “International Leadership Skills” and
“International Project Management” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for module number 8.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
Master of European Business Studies
25
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
26
Module number
7
Module title
Option
(Schwerpunkt)
7.1 Management and Finance
7.2 Management and Logistics
7.3 Management and HR
7.4 Management and Marketing
Code
7.1 FI
7.2 LO
7.3 HR
7.4 MA
Semester
2
Number of WSH
8 (2 x 4)
Module offered
every academic year (summer
semester)
One of the modules (7.1 - 7.4)
must be selected
Module coordinator
depending on the module
7.1 Prof. Dr. Schöntag
7.2 Prof. Dr. Bick
7.3 Prof. Dr. Nonnast
7.4 Prof. Dr. Leffers
Tuition type
depending on the module
Module duration
1 semester
Lecturers
depending on the module
Module courses
Module 7.1: Management and Fi-
nance
1) International Capital Markets
2) Advanced Corporate Finance
Module 7.2: Management and Logis-
tics
1) Internal Logistics
2) Material Flow and Factory Plan-
ning
Module 7.3: Management and HR
1) Strategic Business Management
and Fundamental Issues of HRM
2) International and Cross-Cultural
HRM
Module 7.4: Management and Mar-
keting
1) Marketing Trends
2) Institutional Aspects of Marketing
Entry requirements
Depending on the elective
module they select, applicants
should have a basic knowledge
of corporate governance, stra-
tegic management and the in-
dividual subject areas.
Master of European Business Studies
27
Learning outcomes Depending on their chosen module, students will be familiar
with current and international issues and aspects of finance,
logics, HR or marketing.
Contents Aspects of finance, logistics, HR or marketing will be studied
depending on the chosen module.
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not formally
designed to build on one another.
The advanced modules build in content on the strategy and
management modules of the first course semester.
The selected advanced modules in any one area of
specialisation are closely linked in content, and combine to
provide in-depth knowledge in the respective topic areas.
Depending on the key topic selected, the module forms the
knowledge base for the “Master Thesis” module.
It will also be of benefit to students taking other postgraduate
courses with a focus on business studies or a social sciences
emphasis, since the acquired skills will be a valuable asset to
all qualified employees and managers.
Modules 7.1 and 7.4 will be of particular use in the Master of
Business Studies course.
Module 7.2 will be of particular use in the Master of Logistics
course.
Module 7.3 will be of particular use in the Master of Human
Resource Management course.
Type of examination / Require-
ments for the award of credit
points
Depending on the selected module
ECTS Credits
10
Workload
300 hours
Contact/attendance time: 120 h
Additional work: 180 h
Weighting of the grade in the
overall grade
2
Master of European Business Studies
28
Course number
7.1 a)
Course name
International Capital Markets
(Internationale Kapitalmärkte)
Code
IKM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Hößl
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Entry requirements
Applicants are advised to bring a basic knowledge of portfolio and risk management as well as a
basic understanding of the main classes of asset and their associated financial instruments.
Literature to establish basic knowledge:
Beike, R., Schlütz, J., Finanznachrichten lesen - verstehen - nutzen: Ein Wegweiser durch Kursnoti-
erungen und Marktberichte, 5th revised and expanded edition, Stuttgart, 2010
Steiner, M., Bruns, C., Stöckl, S., Wertpapiermanagement: Professionelle Wertpapieranalyse und
Portfoliostrukturierung, 10th edition, Stuttgart, 2012
Bruns, C., Meyer-Bullerdiek, F., Professionelles Portfoliomanagement: Aufbau, Umsetzung und Er-
folgskontrolle strukturierter Anlagestrategien, 5th edition, Stuttgart, 2013
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand the main issues affecting capital investment for both private and institutional
investors. They are familiar with the fundamental capital market theories and with the features of
the different asset classes and financial instruments. Students are able to successfully implement
the portfolio management process. They can take grounded investment decisions which take
account of the effects of market interventions, and are able to implement and evaluate strategies
successfully. Students are able to reliably assess the opportunity/risk profile of derivatives and
deploy them selectively to hedge against risks. They understand the different types of risk, have
mastered the most common methods of risk calculation and measurement and are familiar with
the risk triad. They can accurately define risks and calculate them selectively so as to proactively
control them.
Method skills
Students have learned to analyse and evaluate issues affecting capital investment. They have
mastered the techniques used to put together, control and hedge portfolios and can apply them
successfully. They have the skills enabling them to price derivatives using models and to deploy
them strategically. They can successfully apply diverse methods used to manage different types of
risk.
Social skills
Students have the ability to act successfully within a team framework. They exhibit good
communication skills and can exercise constructive criticism. They can conduct debates and
present conclusions to an audience in a clearly structured fashion.
Master of European Business Studies
29
Personal skills
Students are able to take on and resolve problems of portfolio and risk management on their own
initiative. They can comment critically on current events and assess their impact on the capital
markets.
Content
Part 1: Portfolio Management
? Principles of portfolio management and capital market theory
? Active management, passive management and index tracking
? Semi-active management and factor theories
? Selected investment strategies and market interventions
? Performance measurement
Part 2: Derivative Finance Instruments
? Principles and types of derivative financial instruments
? Valuation methods for derivative financial instruments
? Presentation of option strategies and selected options
Part 3: Risk Management
? Principles of risk management
? Risk management theories in portfolio management
? Management of interest rate risks
? Management of currency risks
? Management of credit risks
Literature
Required reading
Poddig, P., Brinkmann, U., Seiler, K., Portfoliomanagement: Konzepte und Strategien, Theorie und
praxisorientierte Anwendung mit Excel
TM
, 2nd revised edition, Bad Soden / TS., 2009
Hull, J, Optionen Futures und andere Derivate, 8th updated edition, Munich; Boston, Mass. [et al],
2012
Wiedemann, A., Risikotriade, Teil 1: Messung von Zins-, Kredit- und operationellen Risiken, Frank-
furt am Main, 2013
Recommended reading
Hull, J, Optionen Futures und andere Derivate, Übungsbuch, 7th updated edition, Munich; Boston,
Mass. [et al], 2009
Rudolph, B., Schäfer, K., Derivative Finanzinstrumente, Eine anwendungsbezogene Einführung in
Märkte, Strategien und Bewertung
Belke A., Polleit T., Monetary Economics in Globalised Financial Markets, Berlin, Heidelberg, 2009
Bieg, H., Bankbilanzierung nach HGB und IFRS, 2nd fully revised and expanded edition, Munich,
2010
Reilly, F., Brown, K., Investment Analysis and Portfolio Management, 2011
Master of European Business Studies
30
Breuer, W., Gürtler, M., Schuhmacher, F., Portfoliomanagement I, 3rd updated and revised edition,
Wiesbaden, 2010
Poddig, T., Dichtl, H., Petersmeier, K., Statistik, Ökonometrie, Optimierung, Methoden und ihre
praktischen Anwendungen in Finanzanalyse und Portfoliomanagement, 3rd expanded edition, Bad
Soden/Ts., 2003
Poddig, T., Handbuch Kursprognose, quantitative Methoden im Asset Management, Bad Soden,
Uhlenbruch, 1999
each in their latest edition
Teaching and learning methods
Seminar tuition
Presentation by lecturers using presentation slides and lecture notes
Exercises using Excel spreadsheets provided, including solutions.
Additional work by students as part of exercises and assignments, case studies, topical issues
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
31
Course number
7.1b)
Course name
Advanced Corporate Finance
(Advanced Corporate Finance)
Code
ACF
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Schöntag
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Entry requirements
Applicants are expected to be familiar with the basics of investment/finance and investment man-
agement/due diligence.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are able to evaluate the effects of different financing strategies on capital structure,
capital costs and the asset position of a company’s owners. They can appraise and apply a range
of valuation methods. The students can recognise and evaluate different dividend strategies and
dividend channels. They also have specialist knowledge in the field of mergers & acquisitions.
Method skills
Students have the skills needed to analyse and evaluate issues of corporate finance. They can apply
theoretical considerations to decisions of finance and profit distribution in corporate practice. They
can purposefully deploy capital market models and assessment methods.
Social skills
The students acquire debating skills and the ability to work in teams. They are able to develop
constructive criticism and coherently present their findings to a group.
Personal skills
Students will be able to contribute and critically discuss solution statements on problems of
corporate finance to business planning and decision making processes. They are fully aware of
the financial consequences of their decisions and are therefore able to incorporate them in their
own value systems.
Content
The central object of the course is to impart a detailed and in-depth knowledge of selected aspects
in the field of corporate finance.
? Capital structure and capital costs
? Valuation methods
? Dividend policy
? Mergers and acquisitions
Master of European Business Studies
32
? Selected aspects of corporate management
Literature
Required reading
Berk, J./DeMarzo, P., Grundlagen der Finanzwirtschaft, Munich et al 2011
Schüler, A., Finanzmanagement mit Excel, Munich 2011
Recommended reading
Brealey, R./Myers, S./Allen, F., Principles of Corporate Finance, 11th edition, Maidenhead 2014
Hillier, D./Ross, S./Westerfield, R./Jaffe, J./Jordan, B., Corporate Finance, 2
nd
European edition,
Maidenhead, 2013
Berk, J./DeMarzo, P., Corporate Finance, 3
rd
edition, Harlow et al 2014
Perridon, L./Steiner, M./Rathgeber, A., Finanzwirtschaft der Unternehmung, 16th edition, Munich
2012
each in their latest edition
Teaching and learning methods
Seminar tuition
Presentations by lecturers using slide and PowerPoint resources, provision of lecture notes
Exercises with correction aids
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
33
Course number
7.2.a)
Course name
Internal Logistics
(Unternehmensinterne Logistik)
Code
UL
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Bick
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Based on their fundamental knowledge of Production Planning and Control (PPC) and of types of
production sequence and product structures, students will acquire an in-depth knowledge of PPC
functions and PPC systems as well as of production organisation and production management.
This will enable students to understand the complex interdependencies of PPC and on this basis
to efficiently design and manage the necessary internal logistical processes and create the right
conditions for active controlling and variant management. Students also understand the principal
intralogistical components of stock handling, warehousing and picking, and have the skills neces-
sary to design them in the context of a given assignment.
Within the framework of the fundamental options for designing structures, resources and objects
as well as actual application scenarios:
? Students will be familiar with the characteristics of in-production logistical systems. They
will know how relevant terms of production logistics can be correctly used and classified.
They will have an overview of what the typical issues surrounding in-production logistical
systems are.
? They can select an appropriate form of production organisation by reference to a given
framework, and then prepare location decisions for a company's internal logistics.
? Students will have the ability to structure and coordinate a product creation and startup
management process as well as the tasks which this entails. They will be able to identify
opportunities for reducing complexity in the production process, and demonstrate the
impact which a reduction in such complexity will have.
? they are familiar with the resources of internal company logistics and their influencing
factors. They can identify the potential for increased flexibility, and can evaluate which wage
system is the most favourable and when. They can point up potential ways of responding to
variations in the utilisation of capacity.
? Students can assess which controlling instrument can be used to prepare certain decisions
or to obtain certain information, and can identify potential for optimising a company's
internal logistical systems on this basis.
Social skills
Students are able to collectively generate results and make selective and purposeful use of problem
solving strategies.
Master of European Business Studies
34
Method skills
Students can prepare make-or-buy decisions in a company on the basis of different calculation
models.
Personal skills
Students have the skills needed to defend their opinions professionally (reasoning skills) and pre-
sent them to groups (presentation skills).
Content
? In-depth presentation of the key PPC functions
o Production range planning, including the planning of type groups
o Quantity planning, including a detailed consideration of methods for optimising batch
sizes
o Time scheduling and capacity planning
o Production control
? PPC Systems
o Classification
o MRP, MRP I, MRP II
o Cumulative quantities
o BOA
o OPT
o KANBAN
o CONWIP
o Hybrid forms
? Intralogistics
o Stock handling
o Warehousing and picking systems
? Structures: Determine manufacturing depth (make-or-buy), types of production sequence
? Objects: Product creation process, startup management, complexity, variant management
? Controlling: Activity-based costing, target costing
? Optimisation: Methods of rationalisation, business games
Literature
Required reading
Lecture notes
Schulte, Christoph, Logistics, 5th edition, Verlag Franz Vahlen, Munich, 2009
Recommended reading
Arnold, Dieter; Isermann, Heinz; Kuhn, Axel; Tempelmeier, Horst: Handbuch Logistik, Springer
2002
Blohm, Hans; Beer, Thomas; Seidenberg, Ulrich; Silber, Herwig: Produktionswirtschaft, nwb 2008
Master of European Business Studies
35
Günther, Hans-Otto; Tempelmeier, Horst: Produktion und Logistik, 7th edition, Springer 2007
Hackstein, Rolf, PPS, 2nd edition, VDI-Verlag Düsseldorf, 1989
Klaus, Peter: Die dritte Bedeutung der Logistik: Beiträge zur Evolution logistischen Denkens,
Deutscher Verkehrsverlag 2002
Kluck, Dieter, Materialwirtschaft und Logistik, 3rd edition, Schäfer-Pöschel Verlag, Stuttgart, 2008
Lödding, Hermann, Verfahren der Fertigungssteuerung, VDI-Verlag Düsseldorf, 2008
Martin, Heinrich: Transport- und Lagerlogistik: Planung, Struktur, Steuerung und Kosten von Sys-
temen der Intralogistik, 9th edition, Springer 2013
Schönsleben, Paul, Integrales Logistik Management, 5th edition, Springer Verlag, Berlin, 2007
each in their latest edition
Teaching and learning methods
Seminar tuition
Exercises
Presentation by lecturer using Powerpoint and slides, accompanying notes will be supplied
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
36
Course number
7.2b)
Course name
Material Flow and Factory Planning
(Materialfluss- und Fabrikplanung)
Code
MFP
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Ertl
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students have a knowledge of the major systems technologies used in material flow and factory
planning. They are capable of methodically developing their own keys plans and an overall busi-
ness schematic as well as outline layout plans for a company or department. Students have the
skills needed for a methodical evaluation of planning alternatives and for a (rough) costing of the
design scopes and calculating the budget and investment costs. They are able to calculate delay
system models and to undertake the design of transport, handling and material flow systems.
Students can carry out a dynamic investment calculation (net present value method, amortisation
accounting).
Social skills
Students will be able to contribute appropriate positions to planning and decision processes on
the basis of the knowledge and skills which they have acquired. They are able to present arguments
appropriate to different target groups involved in the planning of material flow.
Method skills
Students are familiar with the planning content of the different levels and phases of factory plan-
ning. They are able to create a value stream map and to image material flow systems.
Personal skills
Students will be able to adopt positions which have a company’s business objectives and the in-
terests of its stakeholders as their focus. They are aware of the impact of the business decisions
taken within the scope of material flow planning.
Content
? Basic design engineering (planning domains, system technologies)
? Planning systems (planning principles, planning sequence, planning phases, planning
content, planning instruments, planning methods, planning aids)
? Evaluation methods (static/dynamic investment costing, cost/benefit analysis)
? Tendering and implementation (content of bid invitations, performance tests, technical
availability, acceptance)
Master of European Business Studies
37
? Selected case studies: planning commercial premises, warehouse and picking planning, outer
packaging line with palletisation)
? Special principles of structure planning (segmentation, the fractal factory)
? Value stream analysis, value stream-based system planning and design
? Basic elements of material flow systems, visualising material flow systems, delay system
models
? Material flow analysis, the design of transport, handling and material flow systems
Literature
Required reading
Aggteleky, B.: Fabrikplanung: Werksentwickung und Betriebsrationalisierung, Vol. 1-3, Hanser
Kettner, H.; Schmidt, J.; Greim, H.R.: Leitfaden der systematischen Fabrikplanung. Munich, Vienna:
Hanser,1984
Recommended reading
-
each in their latest edition
Teaching and learning methods
Seminar tuition with the active participation of the students in the seminar sessions, supported by
work sheets, lecture notes, PPT presentations and additional use of whiteboards
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information Excursions as applicable
Guest presentations as applicable
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
38
Course number
7.3.a)
Course name
Strategic Business Management and Fundamental Issues of HRM
(Strategische Unternehmensführung und Grundsatzfragen des HRM)
Code
SUG
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturers
Prof. Dr. Braun
Prof. Dr. Nonnast
Murry, MBA, MHR
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are familiar with the fundamental success factors, areas of activity and current trends in
HRM. They understand the connection between the HRM process and the process of business de-
velopment, and can incorporate the former into the latter to optimum effect. Students know the
basic principles of corporate governance and of the management functions of an organisation, and
understand the link between strategic corporate development and strategic human resource man-
agement.
Social skills
Students learn to understand organisations as social systems and appreciate the extent to which
management concepts focus on those systems. They understand the challenges (national and in-
ternational) that will face HRM in the future, and the essential tasks that are necessitated by current
developments.
Method skills
Students possess the skills needed to apply methods and principles of strategic corporate govern-
ance and to deploy fundamental methods of HRM in ways that will contribute to the successful
development of a business.
Personal skills
Students understand the skills and attitudes which HRM staff must possess/develop in order to
enhance the sustainability, efficiency and acceptance of their HRM activities.
Content
Science of management and corporate governance:
? Scientific principles: theories, methods, paradigms
? Theories in the teaching of management and corporate governance
? Management and corporate governance: game-changing concepts and actual practice
Master of European Business Studies
39
Strategic corporate governance:
? Principles of strategic corporate governance
? Strategy management
? Structure and process management
? Process of strategy development
Strategic HRM:
? Basic functions of HRM
? Areas of HRM activity
? Sustainable and strategy-oriented HRM: process and development outlook
? Challenges for HRM managers
Development trends:
? Current HRM trends and topics
? Value-added contribution and conceptual challenges in HRM
Literature
Required reading
Armstrong, M.: Strategic Human Resource Management, Philadelphia 2007, 3rd ed.
Bartscher, T.: Strategisches Personalmanagement – Personalarbeit ergebniswirksam gestalten,
Deggendorf 2008, (lecture notes)
Dillerup, R./ Stoi, R.: Unternehmensführung, Munich 2006
Grant, R. M. (2012). Contemporary Strategy Analysis: Text and Cases, John Wiley & Sons, 8
th
ed.
Mello, J. A. (2014). Strategic HRM. Cengage Learning, 4th ed.
As well as a range of literature on topical issues
Recommended reading
Coenenberg, A.: Wertorientierte Unternehmensführung, Stuttgart 2007, 2nd edition
DGFP e.V.: Megatrends: Zukunftsthemen im Personalmanagement analysieren und bewerten, Bie-
lefeld 2012
George, J./ Jones, G.: Unterstanding and Managing Organizational Behavior, Upper Saddle River
(NJ), 2005, 4th ed.
Grant, R./ Nippa, M.: Strategisches Management – Analyse, Entwicklung und Implementierung
von Unternehmensstrategien Pearson Education Deutschland GmbH, 2006, 5th updated edition
Mintzberg, H./ et al.: The Strategy Process: Concepts, Contexts, Cases, Upper Saddle River (NJ),
2003, 4th ed.
each in their latest edition
Teaching and learning methods
Seminar tuition
with project work (course assignments with final presentation)
Master of European Business Studies
40
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information Guest lecturers from industry
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
41
Course number
7.3b)
Course name
International and Cross-Cultural HRM
(Internationales und interkulturelles HRM)
Code
INK
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Murry, MBA, MHR
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are able to understand the leadership role of HR management in multinational corpora-
tions. They will understand the importance of selection, preparation, personnel development, pay
and reintegration following postings to other cultures; they can adopt an appreciative approach to
dealing with their fellow employees in an international working environment characterised by
cross-cultural diversity.
Social skills
Students are able to deal with diversity and to work as part of a team, they can exercise reasoned
criticism and possess debating skills.
Method skills
Students will acquire knowledge and skills in the use of appropriate methods and tools for design-
ing and organising personnel leadership and HR management. Students are encouraged to adopt
a holistic approach when dealing with the challenges posed by dynamic-global and regional issues.
Students have a comprehensive grasp of the theories and current research playing a part in inter-
national HRM/on a global level.
Personal skills
Students will be aware of the skills and attitudes which HRM staff need to possess/develop in
order to improve the sustainability, efficiency and acceptance of their HRM activities.
Content
Advanced study of international and cross-cultural HR management, as well as an examination of
the major HRM trends and issues which pose challenges to personnel managers, specifically:
Organisational, multinational and global context
? The organisational context
? Global top managers and communication
? Management in an environment of cultural change
? Multicultural teams
Master of European Business Studies
42
International postings
? Managing location changes and staff transfers
? Recruiting and selection of staff for foreign postings
? Personnel development
? Pay
? Return and career planning
Global themes of HR management
? HR management in the context of the host country (discussed by reference to examples)
? Labour relations (employer/employee)
? International trends in HR management / future challenges
? Diversity
Cross-cultural situations will be considered from the perspective of interpersonal relationships in
a multi-faceted domestic and international environment and in the context of growth in global
development. Strategic planning and negotiating will be examined by defining the important tasks
which exist within international organisations, e.g. designing the organisation's structure and its
staffing policies. Ways of ensuring the diversity of a company’s personnel will be considered from
a dual perspective – culturally based and culturally comparative.
Literature
Required reading
Teaching materials (nearly all in English language)
Dowling, P. J., Festing, M., & Engle, A. D. Sr. (2013). International Human Resource Management.
(6th ed.) London: Cengage Learning EMEA.
Recommended reading
Adler, N. (2007). International Dimensions of Organizational Behavior. (5th ed.) Cincinnati, OH:
South-Western
Harris, P. R., Moran, R. T. & Moran, S. V. (2014). Managing Cultural Differences. (9th ed.) Burlington,
MA: Elsevier Butterworth-Heinemann
SUPPLEMENTARY MATERIALS: On request the lecturer can provide a list of periodicals published in
the HRM sector as well as other recommended publications (also APA formatting and style guides)
each in their latest edition
Teaching and learning methods
Seminar tuition (held in English) with exercises, case studies and project assignments
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information The whole module has been designed to offer a strong
international ‘flavour’.
Case studies, involvement of guest speakers (incl. Eng-
lish-speaking).
Master of European Business Studies
43
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
44
Course number
7.4.a)
Course name
Marketing Trends
(Aktuelle Entwicklungen im Marketing)
Code
AEM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturers
Prof. Dr. Leffers
Prof. Dr. Urban
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Brand Management Section:
The aim of this part of the course is for students to be able to understand, evaluate and apply
brand management.
Subject skills
Students will gain in-depth knowledge of strategic brand management, starting from analysis
through target and strategy development to implementation within a marketing mix context.
This will equip them with the skills needed for the practical application of brand management,
from brand analysis to brand controlling.
Social skills
Students will understand the need for team work in the context of the work processes. They will
acquire communication skills and be able to evaluate the performance of others in terms of
professional and personal quality.
Method skills
Students can apply planning and decision-making methods (brand identity approaches, brand
positioning models, change management process of behavioural branding, methods of CI and
communication development); they have the ability to present and argue their ideas with
confidence on the basis of sound expertise and with the use of appropriate communication
techniques.
Personal skills
Students will be aware of the consequences of their planning and organisational decisions and can
incorporate them in a personal value concept.
Sales Management Section:
This part of the course is designed to enable students to tackle basic practical issues of sales
management in B2B marketing.
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Master of European Business Studies
45
Students acquire a general knowledge of sales management. They will be familiar with the main
models of the sales process and different models of customer classification.
Social skills
Students can steer sales discussions through their essential phases and applying their main
features. They can assign these phases to a model of sales phases.
Method skills
Students will be able to describe fundamental distribution and sales topics and processes.
Personal skills
Students are able to plan and stage basic sales scenarios.
Content
Brand Management Section:
? Brand-history aspects
? Brand management - Terminological aspects
? Brand identity
? Brand positioning
? Brand image
? Behavioural branding
? Corporate identity
? Brand naming
? Brand communication
? Digital branding
Sales Management Section:
? Sales Management, Strategies, Methods and Tools
? Success Factors of International Sales
? Key Account Management
? Buying and Selling Centre
? Volume, Forecast, Budget and Quote
? International and Intercultural Sales Negotiations
Literature
Brand Management Section:
Required reading
Lecture notes
Aaker, D. A. (1991), Managing Brand Equity: Capitalizing on the Value of a Brand Name, New York:
The Free Press
Recommended reading
Aaker, D. A. (1992), Management des Markenwerts, Frankfurt/Main et al: Campus
Master of European Business Studies
46
Aaker, D. A. (1996), Building Strong Brands, New York: The Free Press
Aaker, D. A. (2004), Brand Portfolio Strategy, New York: The Free Press
Aaker, D. A.; Joachimsthaler, E. (2000), Brand Leadership, New York: The Free Press
Aaker, J. L. (2005), “Dimensionen der Markenpersönlichkeit”, in: Esch, F.-R. (Ed.) (2005c), Moderne
Markenführung, 4th edition, Wiesbaden: Gabler, S. 165–176
Becker, J. (2006), Marketing-Konzeption – Grundlagen des ziel-strategischen und operativen
Marketing-Managements, 8th edition, Munich: Vahlen
Esch, Franz-Rudolf (2010), Strategie und Technik der Markenführung. 6th fully revised and
expanded edition Verlag Franz Vahlen Munich
Gallup (2013), Engagement Index 2012
icon Forschung & Consulting (Ed.) (1995), Wechsel, Wandel, Vielfalt – Was hält die Marke aus?
Strategien und Konzepte für die Markenführung, 3rd icon-Kongress, Nürnberg
Kapferer, J.-N. (2005), “Führung von Markenportfolios”, in: Esch, F.-R. (Ed.) (2005c), Moderne
Markenführung, 4th edition, Wiesbaden: Gabler, S. 797–810
Kapferer, J.-N. (2008), The New Strategic Brand Management: Creating and Sustaining Brand Equity
Long Term, 4th edition, London: Kogan Page
Kroeber-Riel, W.; Esch, F.-R. (2004), Strategie und Technik der Werbung, 6th edition, Stuttgart et
al: Kohlhammer
Schmidt, Detlef; Vest, Peter (2010), Die Energie der Marke, ein konsquentes und pragmatisches
Markenführungskonzept, Gabler, Wiesbaden
Tomczak, T.; Esch, F.-R.; Kernstock, J.; Herrmann, A. (2008), Behavioral Branding. Wie
Mitarbeiterverhalten die Marke stärkt, Wiesbaden: Gabler
Wala, Hermann H. (2011), Meine Marke: Was Unternehmen authentisch, unverwechselbar und
langfristig erfolgreich macht, Redline Verlag; 4th edition
Sales Management Section:
Required reading
Johnston, W. J., Marshall G. W., Sales Force Management
Spiro, L., Rich, G. A., Stanton, W. J., Management of a Sales Force
Recommended reading
Current literature and case studies will be supplied during the course.
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Presentation by lecturer using Powerpoint/ Harvard Graphics or slides
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information Excursions
Master of European Business Studies
47
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
48
Course number
7.4b)
Course name
Institutional Aspects of Marketing
(Institutionelle Aspekte des Marketing)
Code
IAM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Jaritz
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Service Marketing Section:
The aim of this section of the course is to present and examine findings of international research
carried out into service marketing on an advanced level, and to apply those findings in practice to
actual case examples.
Subject skills
A detailed examination of the objectives and methods of service marketing will enable students to
handle the kind of management tasks which might arise in the marketing department of a service
company.
Social skills
Students are able to make mature judgements, they learn self-determination and to help shape
their professional challenges. Their ability to make valuable contributions to planning and decision-
making processes is strengthened, and they can present reasoned arguments to different target
groups. They are aware of the need to give socio-emotional support to processes of change.
Method skills
Students will be familiar with the basic definitions, models, methods and concepts of business
theory in general of service marketing in particular. They will be able to systematically explore and
exploit their knowledge, to display it to advantage in a business context and to apply it in an actual
practical scenario.
Personal skills
Students are able to tackle problems of marketing using their own initiative on the basis of
scientific methods. They are self-reliant and possess critical abilities and discussion skills.
B2B Marketing Section:
Subject skills
Students acquire an in-depth knowledge of the features of B2B marketing, especially in the mar-
keting of industrial goods. This will enable them to perform management tasks in marketing con-
ducted by industrial goods providers.
Master of European Business Studies
49
Social skills
Students are very familiar with the specific problem areas of B2B negotiations, and know the inter-
personal aspects which characterise the buying behaviour of organisations. They are able to de-
velop and deploy target-group-oriented lines of reasoning when dealing with different decision-
makers.
Method skills
Students will be familiar with the models of organisational buying behaviour and the factors which
affect such behaviour, they are able to apply the various different methods and instruments of
industrial product marketing for different types of business.
Personal skills
Starting from sound scientific principles, students will develop the ability to tackle problems of B2B
marketing independently and unaided, and to reflect them critically.
Content
Service Marketing Section:
? Purpose and features of service marketing
? Concepts and theoretical principles of service marketing
? Strategic service marketing
? Quality management in the service sector
? Marketing instruments in the marketing of services
? Strategy implementation and controlling
? International service marketing
? Case studies in service marketing
B2B Marketing Section:
? Definition of B2B marketing
? Features of B2B marketing
? Aims of B2B marketing
? Models and factors affecting organisational buying behaviour
? Market research in B2B markets
? Marketing approaches specific to different business types
Literature
Service Marketing Section:
Required reading
Meffert, Heribert;Bruhn, Manfred, Dienstleistungsmarketing: Grundlagen - Konzepte - Methoden:
Grundlagen - Konzepte - Methoden. With case studies
Recommended reading
Meffert, Heribert; Bruhn, Manfred, Handbuch Dienstleistungsmarketing: Planung - Umsetzung –
Kontrolle
Master of European Business Studies
50
Meffert, Heribert; Bruhn, Manfred, Exzellenz im Dienstleistungsmarketing. Fallstudien zur
Kundenorientierung
Grönroos, Christian, Service Management and Marketing: Customer Management in Service Com-
petition
Palmer, Adrian, Principles of Service Marketing
B2B Marketing Section:
Required reading
Backhaus/Voeth: Industriegütermarketing, 9th edition, Munich 2011
Recommended reading
Anderson et al: Business Market Management, 3rd edition Prentice Hall 2009
Hofbauer/Hellwig: Professionelles Vertriebsmanagement, 3rd edition Erlangen 2012
Kleinaltenkamp/Saab: Technischer Vertrieb, Berlin/Heidelberg 2009
Vitale et al: Business-to-Business-Marketing, Prentice Hall 2011
Winkelmann: Marketing und Vertrieb, 9th edition, Munich 2013
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Case studies
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information Excursions
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
51
Module number
8
Module title
Master Thesis
Code
MA
Semester
2
Number of WSH
-
Module offered
ongoing as required
Module coordinator
Chair of the Master Com-
mission
Tuition type
Private study
Module duration
The time spent on preparation
should be commensurate with
the topic, and is 5 months.
Lecturers
According to topic
Module courses
1) Written Scientific Paper
2) Oral presentation, with de-
fence
Entry requirements
1) A minimum of 25 credits
(ECTS) from the previous
semester of the Master study
course
2) A minimum grade of “pass”
awarded for the paper written
for the Master thesis
Learning outcomes Students are able to independently author a scientific paper
on an agreed topic in English language, and to defend it using
appropriate arguments.
Contents According to topic
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not formally
designed to build on one another.
Depending on the selected key topic this module is closely
related to the preceding modules and builds on the
knowledge taught in them.
Type of examination / Require-
ments for the award of credit
points
Written scientific paper – minimum “pass” grading
Oral defence – minimum “pass” grading
ECTS Credits
20
Workload
600 hours
Weighting of the grade in the
overall grade
3
Master of European Business Studies
52
Course number
8.1
Course name
Written Scientific Paper
Code
-
Semester
2
Number of WSH
-
Module offered
ongoing as required
Lecturer
According to topic
Tuition type
Private study
Compulsory/Elective
Compulsory
Learning outcomes
Students will have attained the following learning outcomes on completion of their written scien-
tific paper:
Subject skills
Students are able to apply a sound theoretical and methodical as well as practical approach to
working unsupervised on issues of business administration within an agreed timeframe and having
regard to the principles of scientific rigour.
Social skills
Students acquire advanced skills of cooperation and communication by collaborating with busi-
nesses or other establishments and conducting surveys and expert interviews. At the same time,
by writing their paper in English they will further advance their skills in written communication
using specialist terminology.
Method skills
Students can apply empirical research methods, approaches and instruments. They can evaluate
relevant literature in a purposeful way.
Personal skills
Students can identify and substantiate interdisciplinary references. They are able to identify cross-
references to other thematically relevant questions on the basis of themes they have previously
worked on.
Content
Depending on the set topic
The Master thesis comprises a theoretical section and a practical section with reference to a par-
ticular application; the two sections need not be distinctly separate. The application can relate to
a practical project undertaken in conjunction with businesses or other organisations, or it might
equally involve empirical questions without reference to any specific businesses or organisations.
The topic of the Master thesis will be announced and supervised by examiners who are appointed
by the Master commission and who will be providing tuition in the Master degree course.
Literature
Required reading
Depending on the set topic
Recommended reading
Theisen, Manuel, Wissenschaftliches Arbeiten, Munich, Vahlen, current edition
Master of European Business Studies
53
Teaching and learning methods
A scientific paper on an agreed topic
Type of examination / Requirements
for the award of credit points
Scientific paper written in English language
The paper must meet all requirements of form and
content to be eligible for assessment and grading
Other information International context depending on the set topic
ECTS Credits
17
Workload
510 hours
Course language
English
Master of European Business Studies
54
Course number
8.2
Course name
Oral Presentation and Defence
Code
-
Semester
2
Number of WSH
-
Module offered
ongoing as required
Lecturer
According to topic
Tuition type
Private study
Compulsory/Elective
Compulsory
Learning outcomes
Students will be required to demonstrate their ability to convey in English the essential content and
conclusions of their written paper to the examiners and possibly to other listeners in a manner
which is both readily comprehensible and didactically engaging. They should also be able to give
adequate and appropriate responses to questions and objections raised by the examiners, and
resolve any confusion. When in discussion, students should also be able to readily cross-refer to
other business issues on the basis of the topic they have dealt with.
Students will have attained the following learning outcomes on completion of their oral presenta-
tion:
Subject skills
Students will be able to convey the essential content and conclusions of topics which they have
dealt with in writing in a way that is comprehensible and didactically engaging.
Social skills
Students have the ability to give reasonable and reasoned responses to questions and objections,
and clear up any misunderstandings.
Method skills
Students will be able to deploy different presentation methods. They can evaluate relevant litera-
ture in a purposeful way.
Personal skills
Students are able to present and argue their personal views in a reasonable and focused manner.
Content
? Presentation of the Master thesis to the examiners and potentially to other persons as well
? Responding to questions put by the examiners
? Discussing the content and conclusions of the thesis and related questions
Literature
Required reading
Depending on the set topic
Recommended reading
Theisen, Manuel, Wissenschaftliches Arbeiten, Munich, Vahlen, current edition
Master of European Business Studies
55
Teaching and learning methods
Presentation and discussion of the scientific paper
Type of examination / Requirements
for the award of credit points
Students’ defence of their paper must receive a
minimum “pass” assessment by the examiners.
The main criteria for assessing a paper's defence include
? The ability to accurately convey the content of the
topic area
? The structure and logical sequence of the
presentation
? Rhetorical performance (verbal and nonverbal)
? Where relevant: A command of the foreign language
being used
? Effective use of and adherence to the allotted time
? Skilful use of appropriate presentation media
? Reaction to questioning and appropriateness of the
responses given
? Engagement with the questioner
? The ability to make cross-references to related
thematic issues
Other information International context depending on the set topic
ECTS Credits
3
Workload
90 hours
Course language
English
doc_589585645.pdf
On this particular detailed criteria explicate innovation and entrepreneurship, international project management.
Module Manual
Master Degree Course
European
Business Studies
Revised 2015-10-13
Master of European Business Studies
2
Content
International Strategy .............................................................................................. 3
Organisational Behaviour ......................................................................................... 6
Innovation and Entrepreneurship ............................................................................. 9
International Project Management ......................................................................... 17
International Leadership Skills ............................................................................... 19
Applied Economics ................................................................................................ 23
Option ................................................................................................................... 26
Master Thesis ........................................................................................................ 51
Master of European Business Studies
3
Module number
1
Module title
International Strategy
(Internationale Strategie)
Code
IS
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Leffers
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Leffers
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic understanding of international management and international eco-
nomic relations.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of practical applications and scientific methods:
Subject skills
Students can understand and categorise the typical strategic problems and issues with which
internationally operational organisations are confronted. They are able to apply the knowledge
they have acquired to actual situations requiring decisions. This may involve the types of challenge
that face private enterprise companies, or equally challenges with which not-for-profit
organisations or regions, towns and cities or tourist destinations have to deal.
Social skills
Students are aware of the particular challenges posed by international business activities and
operations. They are able to reconcile political and intercultural specifics with decisions that are
motivated by business considerations. They have experience working together in groups on
solutions to practical problems.
Method skills
Students can adopt a targeted approach when applying principles and methods of strategic
management to practical situations requiring a decision in an international context.
Personal skills
Students are able to develop, present and communicate strategy recommendations on the basis of
their own analyses, and in the process can take into account intercultural characteristics and
peculiarities of the specific scenario.
Content
The module is designed to familiarise students with the principles of the strategic management of
international organisations by reference to case studies and practical applications.
? The course content varies as a function of the case studies and scenarios which are examined
and analysed
Master of European Business Studies
4
? Typical content includes
o The repositioning of a region or city against the background of its stakeholders’
requirements
o The political, economic and financial differences and distinctions between markets
which a business must take into account when considering international expansion,
and which can impact on the strategy it adopts
o Decisions that have to be taken as part of an international expansion strategy (e.g. the
market entry strategy, the choice of target markets, timing strategies)
o Distinctions between different forms of international strategy approaches
Literature
Required reading
Hill, C. W. L.; International Business: Competing in the Global Marketplace
Recommended reading
varies depending on the case studies dealt with in the course
Verbeke, A., International Business Strategy
Segal-Horn, S., Faulkner, D., International Strategy
De Wit, B., Meyer, R., Strategy: Process, Content, Context: An International Perspective
each in their latest edition
Teaching and learning methods
Seminar with case studies and/or practical applications
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “Organisational
Behaviour”, “Innovation and Entrepreneurship”,
“International Project Management”, “Applied Economics”
and “International Leadership Skills” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Master of European Business Studies
5
Type of examination / Requirements
for the award of credit points
Project assignment (a course assignment plus an oral as-
sessment)
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
6
Module number
2
Module title
Organisational Behaviour
(Organisation und organisationales Verhalten)
Code
OSB
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Braun
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Evans
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of HR economics and HR management.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand the principles of individual behaviour, group behaviour and organisational
behaviour. They have the skills and abilities to influence this behaviour with targeted management
concepts.
Social skills
Students can respond and attune themselves to the different levels of behaviour within an
organisation, they can perceive and appreciate the contribution made by different behaviour
patterns and can work interactively on proposals for the management of organisational behaviour.
Method skills
Students have a command of techniques of behavioural thought and reasoning which enable them
to select appropriate solution statements from a range of alternative actions.
Personal skills
Based on the methods which they have been taught, students are able to address unaided problems
arising in the context of organisational behaviour. They possess the required discussion skills,
target orientation and the necessary readiness to take on responsibility.
Content
This module aims to teach students the principles of organisational behaviour and to show them
how an organisation's behaviour can influence its business results. The emphasis of the course is
on developing students’ understanding of how the conduct of individuals, groups and entire
organisations can be explained, controlled and focused on a particular goal.
? Principles of organisational behaviour
o Definitions and reasons for the need to understand and manage organisational
behaviour
Master of European Business Studies
7
o The context of organisational behaviour
? Individual behaviour
o Motivation
o Stress
o Decision-making
? Interpersonal processes, social behaviour, group behaviour
o Group work
o Communication
o Leadership
? Cross-team behaviour, organisational behaviour
o Organisational Design
o Culture
o Change Management
Literature
Required reading
Moorhead / Griffin: “Managing Organizational Behavior” (Cengage Learning, International edition,
10th edition)
Recommended reading
Nelson / Quick: “ORGB³” – Student edition (Cengage Learning)
Phillips / Gully: “Organizational Behavior – Tools for Success” (Cengage Learning, International
edition)
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Innovation and Entrepreneurship”,
“International Project Management”, “Applied Economics”
and “International Leadership Skills” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
Master of European Business Studies
8
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
9
Module number
3
Module title
Innovation and Entrepreneurship
(Innovation und Unternehmensgründung)
Code
IES
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semeter)
Module coordinator
Prof. Dr. Saßmannshausen
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Prof. Dr. Saßmannshausen
Type of course
Compulsory
Course language
English
Entry requirements
Applicants should have a basic understanding of business management.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students acquire a knowledge of the methods, concepts, theories and practices employed in
developing, evaluating, elaborating and concretising entrepreneurial ideas and their strategic
implementation, covering the entire business lifecycle from successful market entry to growth and
finally exit. They also have a knowledge of the methods, concepts and approaches to the
management of innovations and technologies.
Social skills
Students can make valuable contributions to the planning and decision-making processes which
are at the heart of business startups, corporate entrepreneurship and innovation and technology
management. They are able to present arguments appropriate to different target groups.
Method skills
Students have the skills needed to independently develop and concretise business ideas, from the
idea stage through the business model down to the exit stage. They can identify and select target-
oriented solutions from a range of alternative courses of action. Students can apply corporate
entrepreneurship schemas with a strategic and innovation-oriented focus. They are able to critically
analyse and appraise ideas put forward for innovation, and can develop their own roadmaps
designed to promote innovation.
Students possess the skills needed to develop their own appropriate and practical solutions from
a reading of the specialist subject literature.
Personal skills
Students have the skills they require to tackle the kind of problems encountered in business
startup, corporate entrepreneurship and innovation management scenarios. They are self-reliant,
they possess critical abilities and discussion skills and can assume leadership responsibilities.
Master of European Business Studies
10
Content
The module is designed to teach students the fundamentals of setting up an enterprise, and uses
representative case studies to introduce them to the practical challenges facing business startups
and the solutions to those challenges. The module also provides a foundation in the management
of innovation and technology, including approaches to corporate entrepreneurship.
We will use case studies to give an overview of the various phases, typical activities and tasks as
well as heuristics in strategic business startup management. The module also teaches students to
take a theoretical look at facets of entrepreneurship and the evolutionary theory of innovation
beyond the mere “here and now”, and to reflect on both practice and theory.
Part 1 Entrepreneurship
? Teaching the motives of entrepreneurship and the process of entrepreneurial action as seen
by different theories (causation versus effectuation)
? Formulating HR requirements and resources of entrepreneurial action
? Origins of business ideas (niche theories, supply and demand theories, social theories,
evolutionary theories, theories of the Austrian school of economics, creativity etc.)
? Developing, describing and analysing business models
? Forms and processes of startup financing using conventional, innovative and specialised
(venture capital) financial products up to stock market flotation / the sale of the business
? Tasks, activities and management heuristics for entrepreneurs
? Guerrilla marketing for startups, market launch, acquisition, sales channels and sales
arguments
? Success factors for startups in the context of a new venture
? Special forms of entrepreneurship as an interface with innovation management (corporate
entrepreneurship)
Part 2: Innovation Management
? Models of innovation management
? Functions and stakeholders of innovation management
? Initial phase of innovation processes
? Generating innovative alternatives and creativity techniques, creativity in teams and
businesses
? Control, evaluation and selection of innovation processes
? Strategic innovation and technology management
Literature
Required reading
All of the case studies dealt with in the course (alternating) are available online on the GRIPS e-
learning platform (Moodle)
Blank, Steve (2013): Why the Lean Start-Up Changes Everything. Harvard Business Review, Vol.
93(5), 64-72.
Day, G. S. (2007): Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an
Innovation Portfolio. Harvard Business Review, Dec., 110-120.
Master of European Business Studies
11
Gilbert, C. G. / Eyring, M. J., (2010): “Beating the Odds when you Launch a New Venture.” Harvard
Business Review, Vol. 88(5), 92-98.
Kim, W. Ch.; Mauborgne, R. (2004): Blue Ocean Strategy. Harvard Business Review, Oct., 76-84.
Kim, W. Ch.; Mauborgne, R. (2004): How Strategy Shapes Structure. Harvard Business Review, Sept.,
73-80.
Knyphausen-Aufseß, Dodo zu / Bickhoff, Nils / Bieger, Thomas (2006): Understanding and Breaking
the Rules of Business: Toward a Systematic Four-Step Process. Business Horizon, Vol. 49, 369-377.
Learner, J. (2013): Corporate Venturing. Harvard Business Review, Dec., 86-94.
Leschke, J. P., 2013: Stop! Before You Write a Business Plan, Create a Business Model.
Entrepreneurial Practice Review, 3(1).
Malhotra, D. (2013): How to Negotiate with VCs Harvard Business Review, Vol. 93(5), 84-91.
Gunther McGrath, R.; Keil T. (2007) The Value Captor’s Process: Getting the Most out of Your New
Business Ventures. Havard Business Review, May, 128-136.
Mulcahy, D. (2013): Six Myths About Venture Capitalists. Harvard Business Review, Vol. 93(5), 80-
83.
Onyemah V.; Pesquera, M. R.; Ali, A. (2013): What Entrepreneurs Get Wrong, Harvard Business
Review, Vol. 93(5), 74-79.
Porter, M. E., (2008): “The Five Competitive Forces that Shape Strategy.” Harvard Business Review,
Vol. 86(1), pp. 78-93.
Recommended reading
A) Textbooks):
Allen, K.: Launching new Ventures - An Entrepreneurial Approach.
Baron, R. A.: Entrepreneurship: An Evidence-based Guide.
Baron, R. A., Shane, S. A.: Entrepreneurship: A Process Perspective.
Hisrich, R. D.; Peters, M. P.; Shepherd, D. A.,: Entrepreneurship.
Timmons, J. A., & Spinelli, S.: New venture creation: Entrepreneurship for the 21st century.
Volkmann, C., Tokarski, K., Grünhagen, M.: Entrepreneurship in a European Perspective - Concepts
and Growth of New Ventures.
each in their latest edition
B) Scientific studies, working papers and scientific books
Aldrich, H. E., & Auster, E. (1986). Even dwarfs started small: Liabilities of age and size and their
strategic implications. Research in organizational behavior, (8), 165-198.
Aldrich, H. E., & Fiol, C. M. (1994). Fools rush in? The institutional context of industry creation.
Academy of Management Review, 19(4), 645-670.
Aldrich, H. E., & Martinez, M. A. (2001). Many are called, but few are chosen: An evolutionary
perspective for the study of entrepreneurship. Entrepreneurship Theory and Practice, 25(4), 41-56.
Aldrich, H. E. & Martinez, M. (2003): Entrepreneurship as Social Construction: A Multi-level
Evolutionary Approach. In: Acs, Z. J. / Audretsch, D. B. (ed.): Handbook of Entrepreneurship
Research. Dordrecht: Kluwer Academic Publishers, pp. 359-399.
Andersen, Ebsen Sloth (2003): The Evolving Tree of Industrial Life: An Approach to the
Transformation of European Industry. Paper for the second workshop on the Economic
Transformation of Europe, Torino, 31 Jan. - 2 Feb. 2003, Aalborg: Aalborg University.
Master of European Business Studies
12
Arenius, P., & Minniti, M. (2005). Perceptual variables and nascent entrepreneurship. Small Business
Economics, 24(3), 233-247.
Audretsch, D. B. & Erdem, D. K. (2005): Factors Affecting Entrepreneurial Activity. Literature Review.
In: Alvarez, S. A. / Agarwal, R. / Sorenson, O. (ed.): Handbook of Entrepreneurship Research,
Interdisciplinary Perspectives, Springer, 120-141.
Baron, Robert A. & Markman, Gideon D. (2000): Beyond Social Capital: How Social Skills Can
Enhance Entrepreneurs' Success. Academy of Management Executive, Vol. 14(1), pp. 106-116.
Brüderl, J. & Schüssler, R. (1990): Organization mortality. The liabilities of newness and
adolescence. Administrative Science Quarterly, Vol. 35, pp. 530-557.
Bygrave, William D. (1995): Mom-and-Pops, High Potential Start-ups, and Entrepreneurship: Are
they Part of the same Entrepreneurship Paradigm? In: Katz, J. A. / Brockhaus, R. H. (ed.): Advances
in Entrepreneurship, Firm Emergence and Growth. Vol. 2, Greenwich CO, London UK: Elsevier / JAI
Press, pp. 1-19.
Carland, J. W. / Hoy, F. / Boulton, W. R. / Carland, J. A. (1984): Differentiating Entrepreneurs from
Small Business Owners: A Conceptualization. Academy of Management Review, Vol. 9(2), 354-359.
Carland, James W. / Hoy, Frank / Carland, Jo Ann C. (1988): “Who is an Entrepreneur?” Is a Question
Worth Asking. American Journal of Small Business, Vol. 4/12, 33-39.
Davidsson, Per (1995): Determinants of Entrepreneurial Intentions. Paper prepared for the RENT IX
Workshop, Piacenza, Italy, QUT e-prints online athttp://eprints.qut.edu.au/2076/1/RENT_IX.pdf
Davidsson, Per (2005): The Types and Contextual Fit of Entrepreneurial Processes. International
Journal of Entrepreneurship Education, Vol. 2(4), 407-430.
Davidsson, Per (2006): New Firm Startups. Cheltenham, UK etc.: Edward Elgar.
Davidsson, Per (2006) Nascent Entrepreneurship: Empirical Studies and Developments.
Foundations and Trends in Entrepreneurship. Vol. 2(1), pp. 1-76.
Fauchart, E. / Gruber, M. (2011): Darwinians, Communitarians, and Missionaries: The Role of
Founder Identity in Entrepreneurship. Academy of Management Journal, Vol. 54(5), 935-957.
Gartner, William B. (1985): A Conceptual Framework for Describing the Phenomenon of New
Venture Creation. Academy of Management Review, Vol. 10(4), 696-706.
Gartner, William B. (1988): “Who is an Entrepreneur?” Is the Wrong Question. American Journal of
Small Business, Vol. 12(4), 11-32.
Gartner, William B. (1989): “Who is an Entrepreneur?” Is the Wrong Question. Entrepreneurship
Theory & Practice, Vol. 13(1), 47-68
Gartner, William B. / Bird, Barbara J. / Starr, Jennifer A. (1992): Acting As If: Differentiating
Entrepreneurial from Organizational Behavior. Entrepreneurship Theory & Practice, Vol. 10(1), 13-
31.
Grichnik, D. (2006). Die Opportunity Map der internationalen Entrepreneurshipforschung: Zum
Kern des interdisziplinären Forschungsprogramms. Zeitschrift für Betriebswirtschaft, 76(12),
1303-1333.
Hitt, M. A., Ireland, R. D., Camp, S. M., Sexton, D. L. (ed.): Strategic Entrepreneurship.
Hodgson, Geoffrey M. (1993): Economics and Evolution: Bringing Life Back into Economics.
Cambridge (UK): Polity Press.
Hodgson, Geoffrey M. (1997): The evolutionary and non-Darwinian economics of Josef Schumpeter.
Journal of Evolutionary Economics, Vol. 7, pp. 130-135.
Master of European Business Studies
13
Hodgson, Geoffrey M. (2002): Darwinism in economics: From analogy to ontology. Journal of
Evolutionary Economics, Vol. 12, pp. 259-281.
Jarillo, J.C. (1989): Entrepreneurship and Growth: The Strategic Use of External Resources. Journal
of Business Venturing, Vol. 4, 133-147.
Johnson, P. S., Parker, S. C., & Wijbenga, F. (2006). Nascent entrepreneurship research:
achievements and opportunities. Small Business Economics, 27(1), 1-4.
Kessler, A., & Frank, H. (2009). Nascent entrepreneurship in a longitudinal perspective The impact
of person, environment, resources and the founding process on the decision to start business
activities. International Small Business Journal, 27(6), 720-742.
Kim, W. C. / Mauborgne, R. A., (2000): “Knowing a Winning Business Idea when you See One.”
Harvard Business Review, Vol. 78(5) pp. 129-138.
Knight, Frank H. (1921): Risk, Uncertainty and Profit. Boston, MA.
Landström, Hans (2005): Pioneers in Entrepreneurship and Small Business Research. New York et
al: Springer.
Learned, K. E. (1992): What Happened Before the Organization? A Model of Organization Formation.
Entrepreneurship Theory & Practice, pp. 39-48.
Luhmann, Niklas (1981): Die Ausdifferenzierung von Erkenntnisgewinn: Zur Genese von
Wissenschaft. In: Stehr, Nico / Meja, Volker (ed.): Wissenssoziologie. (Sonderheft 22 der Kölner
Zeitschrift für Soziologie und Sozialpsychologie), Opladen, 102-139.
Luhmann, Niklas (1984): Soziale Systeme: Grundriss einer allgemeinen Theorie. Frankfurt am Main:
Suhrkamp.
Luhmann, Niklas (2008a): Ideenevolution: Beiträge zur Wissenssoziologie. Frankfurt am Main:
Suhrkamp.
Luhmann, Niklas (2008b): Sinn, Selbstreferenz und soziokulturelle Evolution. In: Luhmann, Niklas:
Ideenevolution: Beiträge zur Wissenssoziologie. Frankfurt am Main: Suhrkamp.
Lumpkin, G. T. / Dess, G. G. (1996): Clarifying the Entrepreneurial Orientation Construct and
linking it with Performance. Academy of Management Review, Vol. 21, pp. 135-172.
Maturana, Humberto R. / Varela, Francisco J. (1990): Autopoiesis and Cognition: The Realization
of the Living. Boston: D. Reidel.
McClelland, D. C. (1961): The Achieving Society. Princeton NJ: Princeton University Press.
McClelland, D. C. (1965): Achievement and entrepreneurship. Journal of Personality and Social
Psychology, Vol. 1, 389-392.
McClelland, D. C. (1987): Characteristics of Successful Entrepreneurs. Journal of Creative Behavior,
Vol. 3, 219-233.
McClelland, D. C. / Winter, D. G. (1969): Motivation and Economic Achievement. New York: Free
Press.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game
changers, and challengers. John Wiley & Sons.
Popper, Karl R. (1958/1997): Die Anfänge des Rationalismus. In: Miller, D. (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, 4-11.
Popper, Karl R. (1960/1997): Erkenntnis ohne Autorität. In: Miller, David (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, 26-39.
Master of European Business Studies
14
Popper, Karl R. (1967/1997): Subjektive oder objektive Erkenntnis? In: Miller, David (ed.): Lesebuch:
Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften, Metaphysik,
Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, pp. 40-59.
Popper, Karl R. (1969): Conjectures and Refutations. The Growth of Scientific Knowledge, London.
Popper, Karl R. (1972A): Objective Knowledge: An Evolutionary Approach. Oxford: Clarendon Press.
Popper, Karl R. (1973/1997): Evolutionäre Erkenntnistheorie (1973). In: Miller, David (Hrsg.):
Lesebuch: Ausgewählte Texte zu Erkenntnistheorie, Philosophie der Naturwissenschaften,
Metaphysik, Sozialphilosophie. Tübingen: J. C. B. Mohr (Paul Siebeck) / UTB, pp. 60-69 & 384-388.
Popper, Karl R. (1976): Die Logik der Forschung. 6. improved edition, Tübingen: Mohr.
Popper, Karl R. (2000): Vermutungen und Widerlegungen: Das Wachstum der wissenschaftlichen
Erkenntnis. Tübingen: Mohr Siebeck.
Rich, S. R. / Gumpert, D. E., 1985: “How to Write a Winning Business Plan.” Harvard Business Review,
Vol. 63(3) (May/June), pp. 156-166.
Rocha, Hector / Birkinshaw, Julian (2007): Entrepreneurship Safari: A Phenomenon-Driven Search
for Meaning. Foundations and Trends in Entrepreneurship, Vol. 3(3).
Roberts, M. J., Stevenson, H. H., Sahlman, W. A. et al.: New Business Ventures and the Entrepreneur.
Sahlman, W. A., “Some Thoughts on Business Plans.” Research Note, Harvard Business School.
Sahlman, W. A., 1997: “How to Write a Great Business Plan”. Harvard Business Review, Vol. 75(4)
98-108.
Sarasvathy, Saras D. (2001A): Causation and Effectuation: Toward a Theoretical Shift from
Economic Inevitability to Entrepreneurial Contingency. Academy of Management Review, Vol. 26(2),
243-263.
Sarasvathy, Saras D. (2001B): Effectual Reasoning in Entrepreneurial Decision Making: Existence
and Bounds. Academy of Management Proceedings 2001 ENT. D1-D6.
Sarasvathy, Saras D. (2004): Making it Happen: Beyond Theories of the Firm to Theories of Firm
Design. Entrepreneurship Theory & Practice. 519-531.
Sarasvathy, Saras D. / Dew, Nicholas / Velamuri, S. R. / Venkataraman, S. (2003): Three Views of
Entrepreneurial Opportunity. In: Acs, Zoltan J. / Audretsch, David B. (ed.): Handbook of
Entrepreneurship Research. New York etc.: Springer Science, pp. 141-160.
Schumpeter, Josef Alois (1910): Über das Wesen der Wirtschaftskrisen. Zeitschrift für
Volkswirtschaft, Sozialpolitik und Verwaltung, Vol. 19, pp. 271-325.
Schumpeter, Josef Alois (1934): The Theory of Economic Development: An Inquiry into Profits,
Capital, Credit Interest and the Business Cycle. London: Oxford Press.
Shane, Scott A. (2003): A General Theory of Entrepreneurship: The Individual-Opportunity Nexus.
Cheltenham, UK: Edward Elgar.
Shane, Scott A. (2012): Reflections on the 2010 AMR Decade Award: Delivering on the Promise of
Entrepreneurship as a Field of Research. Academy of Management Review, Vol. 37(1), 10-21.
Shane, Scott A. & Eckhardt, Johnatan T. (2003): The Individual-Opportunity Nexus. In: Acs, Z. J. /
Audretsch, D. B. (ed.): Handbook of Entrepreneurship Research: An Interdisciplinary Survey and
Introduction. Boston MA etc.: Kluwer Academic Publishers, 161-191.
Shane, Scott & Venkataraman, S. (2000): The Promise of Entrepreneurship as a Field of Research.
Academy of Management Review, Vol. 25, pp. 217-226.
Shane, Scott / Venkataraman, S. (2001): Entrepreneurship as a Field of Research: A Response to
Zahra and Dess, Singh and Erikson. Academy of Management Review, Vol. 26(1), 13-16.
Master of European Business Studies
15
Shaver, K. G. / Scott, L. R. (1991): Person, Process, Choice: The Psychology of New Venture Creation.
Entrepreneurship Theory & Practice, Vol. 15(1), pp. 13-45.
Timmons, J. A., Spinelli, S.: New Venture Creation: Entrepreneurship for the 21st Century.
Venkataraman, S. (1997): The Destinctive Domain of Entrepreneurship Research. In: Katz, J. /
Brockhaus, J. (ed.): Advances in Entrepreneurship, Firm Emergence, and Growth. Greenwich, CT:
JAI Press, pp. 119-138.
Volkmann, C., Tokarski, K., Grünhagen, M.: Entrepreneurship in a European Perspective - Concepts
and Growth of New Ventures.
Welsh, J. A. / White, J. F. (1981): A Small Business is not a Little Big Business. Harvard Business
Review, Vol. 59(4), 18-32.
Wolcott, R. C., & Lippitz, M. J. (2007). The four models of corporate entrepreneurship. MIT Sloan
Management Review, 49(1), 75.
Disselkamp, M., Innovationsmanagement-Instrumente und Methoden zur Umsetzung im
Unternehmen, Berlin 2012
each in their latest edition
Teaching and learning methods
Seminar-style tuition (with case studies)
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “International
Project Management”, “Applied Economics” and
“International Leadership Skills” modules. The knowledge
imparted in one module can reinforce the learning effects
in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
Master of European Business Studies
16
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
17
Module number
4
Module title
International Project Management
(Internationales Projekt Management)
Code
IPM
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Dr. Ludäscher
Tuition type
Seminar tuition
Module duration
1 semester
Lecturer
Dr. Ludäscher
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of project management and business plan creation.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand how to apply general methods of business administration to practical
application situations. They are also able to recognise which methods and instruments are
appropriate in which application situation.
Social skills
Students are able to contribute appropriate positions in planning and decision-making processes.
They are able to present properly reasoned arguments appropriate to different target groups, and
find businesslike, issue-driven solutions in conflict situations.
Method skills
Students have a command of project management skills and techniques which enable them to
purposefully handle projects within an application-oriented environment.
Personal skills
Students take the initiative in tackling business-related problems in practical application scenarios.
They are self-reliant and possess critical abilities and discussion skills.
Content
The object of the course is for teams to apply the methods and instruments learned in study to a
practical project and so generate a benefit for the business. The focus of the course is on the ability
of students to analyse the initial situation, to identify the problem statement and to select and
deploy appropriate solution methods.
? Fundamentals of project management
? Techniques of problem analysis and structuring
? Moderation techniques
? Presentation techniques
Master of European Business Studies
18
? Carrying out a project to the specification of the client
Literature
Required reading
Claude H. Maley: Project Management Concepts, Methods and Techniques. Auerbach Publishers,
Incorporated, 2012
Recommended reading
Depending on the project's emphasis
Teaching and learning methods
Seminar tuition
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “Applied Economics” and
“International Leadership Skills” modules. The knowledge
imparted in one module can reinforce the learning effects
in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Course assignment (20 pages approx.)
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
19
Module number
5
Module title
International Leadership Skills
(Internationale Führungskompetenz)
Code
ILS
Semester
1
Number of WSH
4
Module offered
Every academic year (winter
semester)
Module coordinator
Prof. Dr.
Woerz-Hackenberg
Tuition type
Seminar tuition
Module duration
1 semester
Lecturers
Prof. Dr.
Woerz-Hackenberg
Prof. Dr. Dippe
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of economic theory, organisation, international manage-
ment and leadership.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students will be familiar with the interdisciplinary range of management research and able to apply
the implications of their scientific results to problems of practical relevance using their own
initiative.They have the skills needed to analyse and transfer intercultural constraints and
frameworks from management decisions to problems of entrepreneurship using a method-driven
approach. Students possess an applications-oriented knowledge of intercultural communication as
well as regional aspects. They are able to deal with a range of issues facing international manage-
ment.
Social skills
Students will have the ability to apply their leadership skills directly and unaided through
organising, coordinating and processing group tasks. They will be able to present appropriate
reasoned arguments to a group of their peers, to listen to and analyse the views of others and to
develop solutions together.
Method skills
Students will be able to review and evaluate the benefits of and criteria for different methods of
analysing intercultural differences as well as leadership and leadership skills. Students will have a
knowledge of basic consulting and management methods and analysis tools in an international
context, and can apply them in a way that meets the requirements at hand. They will be familiar
with essential aspects of intercultural trading from theoretical as well as practical standpoints.
Beside a general overview of the problem areas and methods of cross-cultural communication,
Master of European Business Studies
20
students will be able to apply their knowledge to changing focal points from an intercultural per-
spective. The development of their own intercultural skills and the ability to impart them can be
critically demonstrated.
Personal skills
Students will be able to give a method-based and scientific description of the leadership skills of
themselves and of others. Students are able to set themselves learning and working objectives
which they can also reflect, evaluate and justify.
Content
The object of this course is to teach students the interdisciplinary spectrum of the scientific
principles of intercultural communication and its influence on leadership and leadership skills.
Students will then experience these skills in exercises and case studies and analyse their
implications for entrepreneurial practice.
? Basics of intercultural research
? Overview of problem areas and methods of intercultural communication
? Methods and theories of intercultural management
? Cultural standards in different geographical areas
? Significance and principles of intercultural trading in theory and practice
? Consolidating students' intercultural skills and the ability to impart them
? Reflection on the practical relevance of cultural models and its role in problem solving
? Exercises for developing and observing leadership skills
? Multicollectivity as a leadership-relevant concept in intercultural management
? Intercultural skills applied as an instrument of leadership
? Cultural influences on leadership theories (trait theories of leadership, leadership styles,
motivation theory, role theory, symbolic leadership)
? Leading through intercultural organisation design
? Intercultural consulting: problem-solving processes in international management (case
study)
Literature
Required reading
Lecture notes (slides)
Articles and extracts from books handed out by lecturers
Fred Luthans, Jonathan P.Doh: International Management. Culture, Strategy and Behavior
Ray French: Cross-Cultural Management in Work Organisations,
Stefanie Rathje: “Intercultural competence: The status and future of a controversial concept.” Lan-
guage and Intercultural Communication
Stefanie Rathje: “The cohesion approach of culture and its implications for the training of inter-
cultural competence.” In: Journal Advances in Higher Education Research. Education and Innova-
tion
Master of European Business Studies
21
Recommended reading
Richard R. Gesteland: Cross-cultural Business Behaviour
Klaus-Peter Hansen: Kultur und Kulturwissenschaft
Geert Hofstede, Gert Jan Hofstede and Michael Minkow, Cultures and Organizations – Software of
the Mind
Richard D. Lewis, When Cultures Collide
John Mole, Mind Your Manners
Susan C. Schneider, Jean-Louis Barsoux and Günter K. Stahl: Managing Across Cultures
Sylvia Schroll-Machl: Doing Business with Germans
Alexander Thomas, Eva-Ulrike Kinast und Sylvia Schroll-Machl (Hg.): Handbuch Interkulturelle
communication und Kooperation, Band 1
Alexander Thomas, Sfefan Kammhuber, Sylvia Schroll-Machl (Hg.), Handbuch Interkulturelle
communication und Kooperation, Band 2
Verlag Vandenhoeck & Ruprecht, Reihe “Beruflich in …”
Peter Menzel, Hungry Planet
Charles W.L. Hill, Steven L. McShane: Principles of Management
each in their latest edition
Teaching and learning methods
Seminar tuition
Discussion of exercise tasks
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “Applied Economics” and
“International Project Management” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for the “Master Thesis”
module.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Master of European Business Studies
22
Type of examination / Requirements
for the award of credit points
Course assignment and
class exercise (duration 60 minutes)
each weighted with 50 %
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
23
Module number
6
Module title
Applied Economics
(Angewandte Volkswirtschaftslehre)
Code
AME
Semester
1
Number of WSH
4
Module offered
every academic year (winter
semester)
Module coordinator
Prof. Dr. Ruddies
Tuition type
Seminar tuition
Module duration
1 semester
Lecturers
Prof. Dr. Hamella
Prof. Dr. Rösl
Prof. Dr. Ruddies
Prof. Dr. Weiss
Type of course
Compulsory
Course language
English
Entry requirements
Applicants must have a basic knowledge of economics.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students will be able to understand and categorise important economic questions and problems.
They can analyse economic interdependencies by reference to case examples. Students can give a
critical explanation of the microeconomic strategies of companies and the macroeconomic strate-
gies of economic policy, and have an understanding of the international impact of macroeconomic
phenomena.
Social skills
Students will have acquired debating skills and be able to conduct critical discussions in a rational
and objective atmosphere. They will have experience working in groups to resolve individual tasks
and will be able to exercise constructive criticism of presentation results.
Method skills
Students will have gained an insight into the presentation techniques of economic thought pat-
terns, and will be proficient in methods of analysis techniques and presentation. They will be able
to create model-theory-based graphical analyses of applied problems from the field of macroeco-
nomics.
Personal skills
Students will be able to substantiate with confidence well-founded decisions that are taken on a
corporate level against the background of their knowledge of macroeconomics.
Content
Students will learn advanced techniques on the linking of economic theories with the help of case
examples. They will be able to integrate into their everyday lives teachings of political economy
Master of European Business Studies
24
which are often seen as too theoretical and far from reality. Examples from the area of microeco-
nomics (e.g. strategic trading by companies) and from the macroeconomic field (e.g. phenomena
such as recession, unemployment and inflation) demonstrate the pervasiveness of economics in
our daily lives.
? Applied microeconomics
o Market forms, market structure and market dynamics
o Competition, cooperation and collusion
? Applied macroeconomics
o Growth
o The economic cycle and economic policy
o Foreign trade
o The role of the financial markets
Literature
Required reading
Miles/Scott/Breedon, Macroeconomics – Understanding the Global Economy
Pindyck/Rubinfeld – Microeconomics
Recommended reading
Clement/Terlau, Angewandte Makroökonomik
Krugman/Wells, Microeconomics
Krugman/Wells, Macroeconomics
Mankiw, Macroeconomics
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises and case studies
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not
formally designed to build on one another.
This module is closely related to the “International
Strategy”, “Organisational Behaviour”, “Innovation and
Entrepreneurship”, “International Leadership Skills” and
“International Project Management” modules. The
knowledge imparted in one module can reinforce the
learning effects in another module.
The strategy and management modules of the first course
semester provide the knowledge base for the advanced
modules in the second semester.
Depending on the key topics which are selected, the
module forms the knowledge base for module number 8.
It will also be of benefit to students taking other
postgraduate courses with a focus on business studies or
a social sciences emphasis, since the acquired skills will
Master of European Business Studies
25
be a valuable asset to all qualified employees and
managers.
The module would be of particular benefit to students
taking the Master of Business Studies course.
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Weighting of the grade in the
overall grade
1
Master of European Business Studies
26
Module number
7
Module title
Option
(Schwerpunkt)
7.1 Management and Finance
7.2 Management and Logistics
7.3 Management and HR
7.4 Management and Marketing
Code
7.1 FI
7.2 LO
7.3 HR
7.4 MA
Semester
2
Number of WSH
8 (2 x 4)
Module offered
every academic year (summer
semester)
One of the modules (7.1 - 7.4)
must be selected
Module coordinator
depending on the module
7.1 Prof. Dr. Schöntag
7.2 Prof. Dr. Bick
7.3 Prof. Dr. Nonnast
7.4 Prof. Dr. Leffers
Tuition type
depending on the module
Module duration
1 semester
Lecturers
depending on the module
Module courses
Module 7.1: Management and Fi-
nance
1) International Capital Markets
2) Advanced Corporate Finance
Module 7.2: Management and Logis-
tics
1) Internal Logistics
2) Material Flow and Factory Plan-
ning
Module 7.3: Management and HR
1) Strategic Business Management
and Fundamental Issues of HRM
2) International and Cross-Cultural
HRM
Module 7.4: Management and Mar-
keting
1) Marketing Trends
2) Institutional Aspects of Marketing
Entry requirements
Depending on the elective
module they select, applicants
should have a basic knowledge
of corporate governance, stra-
tegic management and the in-
dividual subject areas.
Master of European Business Studies
27
Learning outcomes Depending on their chosen module, students will be familiar
with current and international issues and aspects of finance,
logics, HR or marketing.
Contents Aspects of finance, logistics, HR or marketing will be studied
depending on the chosen module.
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not formally
designed to build on one another.
The advanced modules build in content on the strategy and
management modules of the first course semester.
The selected advanced modules in any one area of
specialisation are closely linked in content, and combine to
provide in-depth knowledge in the respective topic areas.
Depending on the key topic selected, the module forms the
knowledge base for the “Master Thesis” module.
It will also be of benefit to students taking other postgraduate
courses with a focus on business studies or a social sciences
emphasis, since the acquired skills will be a valuable asset to
all qualified employees and managers.
Modules 7.1 and 7.4 will be of particular use in the Master of
Business Studies course.
Module 7.2 will be of particular use in the Master of Logistics
course.
Module 7.3 will be of particular use in the Master of Human
Resource Management course.
Type of examination / Require-
ments for the award of credit
points
Depending on the selected module
ECTS Credits
10
Workload
300 hours
Contact/attendance time: 120 h
Additional work: 180 h
Weighting of the grade in the
overall grade
2
Master of European Business Studies
28
Course number
7.1 a)
Course name
International Capital Markets
(Internationale Kapitalmärkte)
Code
IKM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Hößl
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Entry requirements
Applicants are advised to bring a basic knowledge of portfolio and risk management as well as a
basic understanding of the main classes of asset and their associated financial instruments.
Literature to establish basic knowledge:
Beike, R., Schlütz, J., Finanznachrichten lesen - verstehen - nutzen: Ein Wegweiser durch Kursnoti-
erungen und Marktberichte, 5th revised and expanded edition, Stuttgart, 2010
Steiner, M., Bruns, C., Stöckl, S., Wertpapiermanagement: Professionelle Wertpapieranalyse und
Portfoliostrukturierung, 10th edition, Stuttgart, 2012
Bruns, C., Meyer-Bullerdiek, F., Professionelles Portfoliomanagement: Aufbau, Umsetzung und Er-
folgskontrolle strukturierter Anlagestrategien, 5th edition, Stuttgart, 2013
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students understand the main issues affecting capital investment for both private and institutional
investors. They are familiar with the fundamental capital market theories and with the features of
the different asset classes and financial instruments. Students are able to successfully implement
the portfolio management process. They can take grounded investment decisions which take
account of the effects of market interventions, and are able to implement and evaluate strategies
successfully. Students are able to reliably assess the opportunity/risk profile of derivatives and
deploy them selectively to hedge against risks. They understand the different types of risk, have
mastered the most common methods of risk calculation and measurement and are familiar with
the risk triad. They can accurately define risks and calculate them selectively so as to proactively
control them.
Method skills
Students have learned to analyse and evaluate issues affecting capital investment. They have
mastered the techniques used to put together, control and hedge portfolios and can apply them
successfully. They have the skills enabling them to price derivatives using models and to deploy
them strategically. They can successfully apply diverse methods used to manage different types of
risk.
Social skills
Students have the ability to act successfully within a team framework. They exhibit good
communication skills and can exercise constructive criticism. They can conduct debates and
present conclusions to an audience in a clearly structured fashion.
Master of European Business Studies
29
Personal skills
Students are able to take on and resolve problems of portfolio and risk management on their own
initiative. They can comment critically on current events and assess their impact on the capital
markets.
Content
Part 1: Portfolio Management
? Principles of portfolio management and capital market theory
? Active management, passive management and index tracking
? Semi-active management and factor theories
? Selected investment strategies and market interventions
? Performance measurement
Part 2: Derivative Finance Instruments
? Principles and types of derivative financial instruments
? Valuation methods for derivative financial instruments
? Presentation of option strategies and selected options
Part 3: Risk Management
? Principles of risk management
? Risk management theories in portfolio management
? Management of interest rate risks
? Management of currency risks
? Management of credit risks
Literature
Required reading
Poddig, P., Brinkmann, U., Seiler, K., Portfoliomanagement: Konzepte und Strategien, Theorie und
praxisorientierte Anwendung mit Excel
TM
, 2nd revised edition, Bad Soden / TS., 2009
Hull, J, Optionen Futures und andere Derivate, 8th updated edition, Munich; Boston, Mass. [et al],
2012
Wiedemann, A., Risikotriade, Teil 1: Messung von Zins-, Kredit- und operationellen Risiken, Frank-
furt am Main, 2013
Recommended reading
Hull, J, Optionen Futures und andere Derivate, Übungsbuch, 7th updated edition, Munich; Boston,
Mass. [et al], 2009
Rudolph, B., Schäfer, K., Derivative Finanzinstrumente, Eine anwendungsbezogene Einführung in
Märkte, Strategien und Bewertung
Belke A., Polleit T., Monetary Economics in Globalised Financial Markets, Berlin, Heidelberg, 2009
Bieg, H., Bankbilanzierung nach HGB und IFRS, 2nd fully revised and expanded edition, Munich,
2010
Reilly, F., Brown, K., Investment Analysis and Portfolio Management, 2011
Master of European Business Studies
30
Breuer, W., Gürtler, M., Schuhmacher, F., Portfoliomanagement I, 3rd updated and revised edition,
Wiesbaden, 2010
Poddig, T., Dichtl, H., Petersmeier, K., Statistik, Ökonometrie, Optimierung, Methoden und ihre
praktischen Anwendungen in Finanzanalyse und Portfoliomanagement, 3rd expanded edition, Bad
Soden/Ts., 2003
Poddig, T., Handbuch Kursprognose, quantitative Methoden im Asset Management, Bad Soden,
Uhlenbruch, 1999
each in their latest edition
Teaching and learning methods
Seminar tuition
Presentation by lecturers using presentation slides and lecture notes
Exercises using Excel spreadsheets provided, including solutions.
Additional work by students as part of exercises and assignments, case studies, topical issues
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
31
Course number
7.1b)
Course name
Advanced Corporate Finance
(Advanced Corporate Finance)
Code
ACF
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Schöntag
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Entry requirements
Applicants are expected to be familiar with the basics of investment/finance and investment man-
agement/due diligence.
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are able to evaluate the effects of different financing strategies on capital structure,
capital costs and the asset position of a company’s owners. They can appraise and apply a range
of valuation methods. The students can recognise and evaluate different dividend strategies and
dividend channels. They also have specialist knowledge in the field of mergers & acquisitions.
Method skills
Students have the skills needed to analyse and evaluate issues of corporate finance. They can apply
theoretical considerations to decisions of finance and profit distribution in corporate practice. They
can purposefully deploy capital market models and assessment methods.
Social skills
The students acquire debating skills and the ability to work in teams. They are able to develop
constructive criticism and coherently present their findings to a group.
Personal skills
Students will be able to contribute and critically discuss solution statements on problems of
corporate finance to business planning and decision making processes. They are fully aware of
the financial consequences of their decisions and are therefore able to incorporate them in their
own value systems.
Content
The central object of the course is to impart a detailed and in-depth knowledge of selected aspects
in the field of corporate finance.
? Capital structure and capital costs
? Valuation methods
? Dividend policy
? Mergers and acquisitions
Master of European Business Studies
32
? Selected aspects of corporate management
Literature
Required reading
Berk, J./DeMarzo, P., Grundlagen der Finanzwirtschaft, Munich et al 2011
Schüler, A., Finanzmanagement mit Excel, Munich 2011
Recommended reading
Brealey, R./Myers, S./Allen, F., Principles of Corporate Finance, 11th edition, Maidenhead 2014
Hillier, D./Ross, S./Westerfield, R./Jaffe, J./Jordan, B., Corporate Finance, 2
nd
European edition,
Maidenhead, 2013
Berk, J./DeMarzo, P., Corporate Finance, 3
rd
edition, Harlow et al 2014
Perridon, L./Steiner, M./Rathgeber, A., Finanzwirtschaft der Unternehmung, 16th edition, Munich
2012
each in their latest edition
Teaching and learning methods
Seminar tuition
Presentations by lecturers using slide and PowerPoint resources, provision of lecture notes
Exercises with correction aids
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
33
Course number
7.2.a)
Course name
Internal Logistics
(Unternehmensinterne Logistik)
Code
UL
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Bick
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Based on their fundamental knowledge of Production Planning and Control (PPC) and of types of
production sequence and product structures, students will acquire an in-depth knowledge of PPC
functions and PPC systems as well as of production organisation and production management.
This will enable students to understand the complex interdependencies of PPC and on this basis
to efficiently design and manage the necessary internal logistical processes and create the right
conditions for active controlling and variant management. Students also understand the principal
intralogistical components of stock handling, warehousing and picking, and have the skills neces-
sary to design them in the context of a given assignment.
Within the framework of the fundamental options for designing structures, resources and objects
as well as actual application scenarios:
? Students will be familiar with the characteristics of in-production logistical systems. They
will know how relevant terms of production logistics can be correctly used and classified.
They will have an overview of what the typical issues surrounding in-production logistical
systems are.
? They can select an appropriate form of production organisation by reference to a given
framework, and then prepare location decisions for a company's internal logistics.
? Students will have the ability to structure and coordinate a product creation and startup
management process as well as the tasks which this entails. They will be able to identify
opportunities for reducing complexity in the production process, and demonstrate the
impact which a reduction in such complexity will have.
? they are familiar with the resources of internal company logistics and their influencing
factors. They can identify the potential for increased flexibility, and can evaluate which wage
system is the most favourable and when. They can point up potential ways of responding to
variations in the utilisation of capacity.
? Students can assess which controlling instrument can be used to prepare certain decisions
or to obtain certain information, and can identify potential for optimising a company's
internal logistical systems on this basis.
Social skills
Students are able to collectively generate results and make selective and purposeful use of problem
solving strategies.
Master of European Business Studies
34
Method skills
Students can prepare make-or-buy decisions in a company on the basis of different calculation
models.
Personal skills
Students have the skills needed to defend their opinions professionally (reasoning skills) and pre-
sent them to groups (presentation skills).
Content
? In-depth presentation of the key PPC functions
o Production range planning, including the planning of type groups
o Quantity planning, including a detailed consideration of methods for optimising batch
sizes
o Time scheduling and capacity planning
o Production control
? PPC Systems
o Classification
o MRP, MRP I, MRP II
o Cumulative quantities
o BOA
o OPT
o KANBAN
o CONWIP
o Hybrid forms
? Intralogistics
o Stock handling
o Warehousing and picking systems
? Structures: Determine manufacturing depth (make-or-buy), types of production sequence
? Objects: Product creation process, startup management, complexity, variant management
? Controlling: Activity-based costing, target costing
? Optimisation: Methods of rationalisation, business games
Literature
Required reading
Lecture notes
Schulte, Christoph, Logistics, 5th edition, Verlag Franz Vahlen, Munich, 2009
Recommended reading
Arnold, Dieter; Isermann, Heinz; Kuhn, Axel; Tempelmeier, Horst: Handbuch Logistik, Springer
2002
Blohm, Hans; Beer, Thomas; Seidenberg, Ulrich; Silber, Herwig: Produktionswirtschaft, nwb 2008
Master of European Business Studies
35
Günther, Hans-Otto; Tempelmeier, Horst: Produktion und Logistik, 7th edition, Springer 2007
Hackstein, Rolf, PPS, 2nd edition, VDI-Verlag Düsseldorf, 1989
Klaus, Peter: Die dritte Bedeutung der Logistik: Beiträge zur Evolution logistischen Denkens,
Deutscher Verkehrsverlag 2002
Kluck, Dieter, Materialwirtschaft und Logistik, 3rd edition, Schäfer-Pöschel Verlag, Stuttgart, 2008
Lödding, Hermann, Verfahren der Fertigungssteuerung, VDI-Verlag Düsseldorf, 2008
Martin, Heinrich: Transport- und Lagerlogistik: Planung, Struktur, Steuerung und Kosten von Sys-
temen der Intralogistik, 9th edition, Springer 2013
Schönsleben, Paul, Integrales Logistik Management, 5th edition, Springer Verlag, Berlin, 2007
each in their latest edition
Teaching and learning methods
Seminar tuition
Exercises
Presentation by lecturer using Powerpoint and slides, accompanying notes will be supplied
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information -
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
36
Course number
7.2b)
Course name
Material Flow and Factory Planning
(Materialfluss- und Fabrikplanung)
Code
MFP
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Ertl
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students have a knowledge of the major systems technologies used in material flow and factory
planning. They are capable of methodically developing their own keys plans and an overall busi-
ness schematic as well as outline layout plans for a company or department. Students have the
skills needed for a methodical evaluation of planning alternatives and for a (rough) costing of the
design scopes and calculating the budget and investment costs. They are able to calculate delay
system models and to undertake the design of transport, handling and material flow systems.
Students can carry out a dynamic investment calculation (net present value method, amortisation
accounting).
Social skills
Students will be able to contribute appropriate positions to planning and decision processes on
the basis of the knowledge and skills which they have acquired. They are able to present arguments
appropriate to different target groups involved in the planning of material flow.
Method skills
Students are familiar with the planning content of the different levels and phases of factory plan-
ning. They are able to create a value stream map and to image material flow systems.
Personal skills
Students will be able to adopt positions which have a company’s business objectives and the in-
terests of its stakeholders as their focus. They are aware of the impact of the business decisions
taken within the scope of material flow planning.
Content
? Basic design engineering (planning domains, system technologies)
? Planning systems (planning principles, planning sequence, planning phases, planning
content, planning instruments, planning methods, planning aids)
? Evaluation methods (static/dynamic investment costing, cost/benefit analysis)
? Tendering and implementation (content of bid invitations, performance tests, technical
availability, acceptance)
Master of European Business Studies
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? Selected case studies: planning commercial premises, warehouse and picking planning, outer
packaging line with palletisation)
? Special principles of structure planning (segmentation, the fractal factory)
? Value stream analysis, value stream-based system planning and design
? Basic elements of material flow systems, visualising material flow systems, delay system
models
? Material flow analysis, the design of transport, handling and material flow systems
Literature
Required reading
Aggteleky, B.: Fabrikplanung: Werksentwickung und Betriebsrationalisierung, Vol. 1-3, Hanser
Kettner, H.; Schmidt, J.; Greim, H.R.: Leitfaden der systematischen Fabrikplanung. Munich, Vienna:
Hanser,1984
Recommended reading
-
each in their latest edition
Teaching and learning methods
Seminar tuition with the active participation of the students in the seminar sessions, supported by
work sheets, lecture notes, PPT presentations and additional use of whiteboards
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information Excursions as applicable
Guest presentations as applicable
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
38
Course number
7.3.a)
Course name
Strategic Business Management and Fundamental Issues of HRM
(Strategische Unternehmensführung und Grundsatzfragen des HRM)
Code
SUG
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturers
Prof. Dr. Braun
Prof. Dr. Nonnast
Murry, MBA, MHR
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are familiar with the fundamental success factors, areas of activity and current trends in
HRM. They understand the connection between the HRM process and the process of business de-
velopment, and can incorporate the former into the latter to optimum effect. Students know the
basic principles of corporate governance and of the management functions of an organisation, and
understand the link between strategic corporate development and strategic human resource man-
agement.
Social skills
Students learn to understand organisations as social systems and appreciate the extent to which
management concepts focus on those systems. They understand the challenges (national and in-
ternational) that will face HRM in the future, and the essential tasks that are necessitated by current
developments.
Method skills
Students possess the skills needed to apply methods and principles of strategic corporate govern-
ance and to deploy fundamental methods of HRM in ways that will contribute to the successful
development of a business.
Personal skills
Students understand the skills and attitudes which HRM staff must possess/develop in order to
enhance the sustainability, efficiency and acceptance of their HRM activities.
Content
Science of management and corporate governance:
? Scientific principles: theories, methods, paradigms
? Theories in the teaching of management and corporate governance
? Management and corporate governance: game-changing concepts and actual practice
Master of European Business Studies
39
Strategic corporate governance:
? Principles of strategic corporate governance
? Strategy management
? Structure and process management
? Process of strategy development
Strategic HRM:
? Basic functions of HRM
? Areas of HRM activity
? Sustainable and strategy-oriented HRM: process and development outlook
? Challenges for HRM managers
Development trends:
? Current HRM trends and topics
? Value-added contribution and conceptual challenges in HRM
Literature
Required reading
Armstrong, M.: Strategic Human Resource Management, Philadelphia 2007, 3rd ed.
Bartscher, T.: Strategisches Personalmanagement – Personalarbeit ergebniswirksam gestalten,
Deggendorf 2008, (lecture notes)
Dillerup, R./ Stoi, R.: Unternehmensführung, Munich 2006
Grant, R. M. (2012). Contemporary Strategy Analysis: Text and Cases, John Wiley & Sons, 8
th
ed.
Mello, J. A. (2014). Strategic HRM. Cengage Learning, 4th ed.
As well as a range of literature on topical issues
Recommended reading
Coenenberg, A.: Wertorientierte Unternehmensführung, Stuttgart 2007, 2nd edition
DGFP e.V.: Megatrends: Zukunftsthemen im Personalmanagement analysieren und bewerten, Bie-
lefeld 2012
George, J./ Jones, G.: Unterstanding and Managing Organizational Behavior, Upper Saddle River
(NJ), 2005, 4th ed.
Grant, R./ Nippa, M.: Strategisches Management – Analyse, Entwicklung und Implementierung
von Unternehmensstrategien Pearson Education Deutschland GmbH, 2006, 5th updated edition
Mintzberg, H./ et al.: The Strategy Process: Concepts, Contexts, Cases, Upper Saddle River (NJ),
2003, 4th ed.
each in their latest edition
Teaching and learning methods
Seminar tuition
with project work (course assignments with final presentation)
Master of European Business Studies
40
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information Guest lecturers from industry
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
41
Course number
7.3b)
Course name
International and Cross-Cultural HRM
(Internationales und interkulturelles HRM)
Code
INK
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Murry, MBA, MHR
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Students are able to understand the leadership role of HR management in multinational corpora-
tions. They will understand the importance of selection, preparation, personnel development, pay
and reintegration following postings to other cultures; they can adopt an appreciative approach to
dealing with their fellow employees in an international working environment characterised by
cross-cultural diversity.
Social skills
Students are able to deal with diversity and to work as part of a team, they can exercise reasoned
criticism and possess debating skills.
Method skills
Students will acquire knowledge and skills in the use of appropriate methods and tools for design-
ing and organising personnel leadership and HR management. Students are encouraged to adopt
a holistic approach when dealing with the challenges posed by dynamic-global and regional issues.
Students have a comprehensive grasp of the theories and current research playing a part in inter-
national HRM/on a global level.
Personal skills
Students will be aware of the skills and attitudes which HRM staff need to possess/develop in
order to improve the sustainability, efficiency and acceptance of their HRM activities.
Content
Advanced study of international and cross-cultural HR management, as well as an examination of
the major HRM trends and issues which pose challenges to personnel managers, specifically:
Organisational, multinational and global context
? The organisational context
? Global top managers and communication
? Management in an environment of cultural change
? Multicultural teams
Master of European Business Studies
42
International postings
? Managing location changes and staff transfers
? Recruiting and selection of staff for foreign postings
? Personnel development
? Pay
? Return and career planning
Global themes of HR management
? HR management in the context of the host country (discussed by reference to examples)
? Labour relations (employer/employee)
? International trends in HR management / future challenges
? Diversity
Cross-cultural situations will be considered from the perspective of interpersonal relationships in
a multi-faceted domestic and international environment and in the context of growth in global
development. Strategic planning and negotiating will be examined by defining the important tasks
which exist within international organisations, e.g. designing the organisation's structure and its
staffing policies. Ways of ensuring the diversity of a company’s personnel will be considered from
a dual perspective – culturally based and culturally comparative.
Literature
Required reading
Teaching materials (nearly all in English language)
Dowling, P. J., Festing, M., & Engle, A. D. Sr. (2013). International Human Resource Management.
(6th ed.) London: Cengage Learning EMEA.
Recommended reading
Adler, N. (2007). International Dimensions of Organizational Behavior. (5th ed.) Cincinnati, OH:
South-Western
Harris, P. R., Moran, R. T. & Moran, S. V. (2014). Managing Cultural Differences. (9th ed.) Burlington,
MA: Elsevier Butterworth-Heinemann
SUPPLEMENTARY MATERIALS: On request the lecturer can provide a list of periodicals published in
the HRM sector as well as other recommended publications (also APA formatting and style guides)
each in their latest edition
Teaching and learning methods
Seminar tuition (held in English) with exercises, case studies and project assignments
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information The whole module has been designed to offer a strong
international ‘flavour’.
Case studies, involvement of guest speakers (incl. Eng-
lish-speaking).
Master of European Business Studies
43
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
44
Course number
7.4.a)
Course name
Marketing Trends
(Aktuelle Entwicklungen im Marketing)
Code
AEM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturers
Prof. Dr. Leffers
Prof. Dr. Urban
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Brand Management Section:
The aim of this part of the course is for students to be able to understand, evaluate and apply
brand management.
Subject skills
Students will gain in-depth knowledge of strategic brand management, starting from analysis
through target and strategy development to implementation within a marketing mix context.
This will equip them with the skills needed for the practical application of brand management,
from brand analysis to brand controlling.
Social skills
Students will understand the need for team work in the context of the work processes. They will
acquire communication skills and be able to evaluate the performance of others in terms of
professional and personal quality.
Method skills
Students can apply planning and decision-making methods (brand identity approaches, brand
positioning models, change management process of behavioural branding, methods of CI and
communication development); they have the ability to present and argue their ideas with
confidence on the basis of sound expertise and with the use of appropriate communication
techniques.
Personal skills
Students will be aware of the consequences of their planning and organisational decisions and can
incorporate them in a personal value concept.
Sales Management Section:
This part of the course is designed to enable students to tackle basic practical issues of sales
management in B2B marketing.
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Subject skills
Master of European Business Studies
45
Students acquire a general knowledge of sales management. They will be familiar with the main
models of the sales process and different models of customer classification.
Social skills
Students can steer sales discussions through their essential phases and applying their main
features. They can assign these phases to a model of sales phases.
Method skills
Students will be able to describe fundamental distribution and sales topics and processes.
Personal skills
Students are able to plan and stage basic sales scenarios.
Content
Brand Management Section:
? Brand-history aspects
? Brand management - Terminological aspects
? Brand identity
? Brand positioning
? Brand image
? Behavioural branding
? Corporate identity
? Brand naming
? Brand communication
? Digital branding
Sales Management Section:
? Sales Management, Strategies, Methods and Tools
? Success Factors of International Sales
? Key Account Management
? Buying and Selling Centre
? Volume, Forecast, Budget and Quote
? International and Intercultural Sales Negotiations
Literature
Brand Management Section:
Required reading
Lecture notes
Aaker, D. A. (1991), Managing Brand Equity: Capitalizing on the Value of a Brand Name, New York:
The Free Press
Recommended reading
Aaker, D. A. (1992), Management des Markenwerts, Frankfurt/Main et al: Campus
Master of European Business Studies
46
Aaker, D. A. (1996), Building Strong Brands, New York: The Free Press
Aaker, D. A. (2004), Brand Portfolio Strategy, New York: The Free Press
Aaker, D. A.; Joachimsthaler, E. (2000), Brand Leadership, New York: The Free Press
Aaker, J. L. (2005), “Dimensionen der Markenpersönlichkeit”, in: Esch, F.-R. (Ed.) (2005c), Moderne
Markenführung, 4th edition, Wiesbaden: Gabler, S. 165–176
Becker, J. (2006), Marketing-Konzeption – Grundlagen des ziel-strategischen und operativen
Marketing-Managements, 8th edition, Munich: Vahlen
Esch, Franz-Rudolf (2010), Strategie und Technik der Markenführung. 6th fully revised and
expanded edition Verlag Franz Vahlen Munich
Gallup (2013), Engagement Index 2012
icon Forschung & Consulting (Ed.) (1995), Wechsel, Wandel, Vielfalt – Was hält die Marke aus?
Strategien und Konzepte für die Markenführung, 3rd icon-Kongress, Nürnberg
Kapferer, J.-N. (2005), “Führung von Markenportfolios”, in: Esch, F.-R. (Ed.) (2005c), Moderne
Markenführung, 4th edition, Wiesbaden: Gabler, S. 797–810
Kapferer, J.-N. (2008), The New Strategic Brand Management: Creating and Sustaining Brand Equity
Long Term, 4th edition, London: Kogan Page
Kroeber-Riel, W.; Esch, F.-R. (2004), Strategie und Technik der Werbung, 6th edition, Stuttgart et
al: Kohlhammer
Schmidt, Detlef; Vest, Peter (2010), Die Energie der Marke, ein konsquentes und pragmatisches
Markenführungskonzept, Gabler, Wiesbaden
Tomczak, T.; Esch, F.-R.; Kernstock, J.; Herrmann, A. (2008), Behavioral Branding. Wie
Mitarbeiterverhalten die Marke stärkt, Wiesbaden: Gabler
Wala, Hermann H. (2011), Meine Marke: Was Unternehmen authentisch, unverwechselbar und
langfristig erfolgreich macht, Redline Verlag; 4th edition
Sales Management Section:
Required reading
Johnston, W. J., Marshall G. W., Sales Force Management
Spiro, L., Rich, G. A., Stanton, W. J., Management of a Sales Force
Recommended reading
Current literature and case studies will be supplied during the course.
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Presentation by lecturer using Powerpoint/ Harvard Graphics or slides
Type of examination / Requirements
for the award of credit points
Written class exercise
Duration: 90 minutes
Other information Excursions
Master of European Business Studies
47
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
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Course number
7.4b)
Course name
Institutional Aspects of Marketing
(Institutionelle Aspekte des Marketing)
Code
IAM
Semester
2
Number of WSH
4
Module offered
every academic year (summer
semester)
Lecturer
Prof. Dr. Jaritz
Tuition type
Seminar tuition
Compulsory/Elective
Elective module
Learning outcomes
On completing the module the students will have achieved the following learning outcomes on the
basis of scientific methods:
Service Marketing Section:
The aim of this section of the course is to present and examine findings of international research
carried out into service marketing on an advanced level, and to apply those findings in practice to
actual case examples.
Subject skills
A detailed examination of the objectives and methods of service marketing will enable students to
handle the kind of management tasks which might arise in the marketing department of a service
company.
Social skills
Students are able to make mature judgements, they learn self-determination and to help shape
their professional challenges. Their ability to make valuable contributions to planning and decision-
making processes is strengthened, and they can present reasoned arguments to different target
groups. They are aware of the need to give socio-emotional support to processes of change.
Method skills
Students will be familiar with the basic definitions, models, methods and concepts of business
theory in general of service marketing in particular. They will be able to systematically explore and
exploit their knowledge, to display it to advantage in a business context and to apply it in an actual
practical scenario.
Personal skills
Students are able to tackle problems of marketing using their own initiative on the basis of
scientific methods. They are self-reliant and possess critical abilities and discussion skills.
B2B Marketing Section:
Subject skills
Students acquire an in-depth knowledge of the features of B2B marketing, especially in the mar-
keting of industrial goods. This will enable them to perform management tasks in marketing con-
ducted by industrial goods providers.
Master of European Business Studies
49
Social skills
Students are very familiar with the specific problem areas of B2B negotiations, and know the inter-
personal aspects which characterise the buying behaviour of organisations. They are able to de-
velop and deploy target-group-oriented lines of reasoning when dealing with different decision-
makers.
Method skills
Students will be familiar with the models of organisational buying behaviour and the factors which
affect such behaviour, they are able to apply the various different methods and instruments of
industrial product marketing for different types of business.
Personal skills
Starting from sound scientific principles, students will develop the ability to tackle problems of B2B
marketing independently and unaided, and to reflect them critically.
Content
Service Marketing Section:
? Purpose and features of service marketing
? Concepts and theoretical principles of service marketing
? Strategic service marketing
? Quality management in the service sector
? Marketing instruments in the marketing of services
? Strategy implementation and controlling
? International service marketing
? Case studies in service marketing
B2B Marketing Section:
? Definition of B2B marketing
? Features of B2B marketing
? Aims of B2B marketing
? Models and factors affecting organisational buying behaviour
? Market research in B2B markets
? Marketing approaches specific to different business types
Literature
Service Marketing Section:
Required reading
Meffert, Heribert;Bruhn, Manfred, Dienstleistungsmarketing: Grundlagen - Konzepte - Methoden:
Grundlagen - Konzepte - Methoden. With case studies
Recommended reading
Meffert, Heribert; Bruhn, Manfred, Handbuch Dienstleistungsmarketing: Planung - Umsetzung –
Kontrolle
Master of European Business Studies
50
Meffert, Heribert; Bruhn, Manfred, Exzellenz im Dienstleistungsmarketing. Fallstudien zur
Kundenorientierung
Grönroos, Christian, Service Management and Marketing: Customer Management in Service Com-
petition
Palmer, Adrian, Principles of Service Marketing
B2B Marketing Section:
Required reading
Backhaus/Voeth: Industriegütermarketing, 9th edition, Munich 2011
Recommended reading
Anderson et al: Business Market Management, 3rd edition Prentice Hall 2009
Hofbauer/Hellwig: Professionelles Vertriebsmanagement, 3rd edition Erlangen 2012
Kleinaltenkamp/Saab: Technischer Vertrieb, Berlin/Heidelberg 2009
Vitale et al: Business-to-Business-Marketing, Prentice Hall 2011
Winkelmann: Marketing und Vertrieb, 9th edition, Munich 2013
each in their latest edition
Teaching and learning methods
Seminar-style tuition with exercises
Case studies
Type of examination / Requirements
for the award of credit points
Written examination
Duration: 90 minutes
Other information Excursions
ECTS Credits
5
Workload
150 hours
Contact/attendance time: 60 h
Additional work: 90 h
Course language
German
Master of European Business Studies
51
Module number
8
Module title
Master Thesis
Code
MA
Semester
2
Number of WSH
-
Module offered
ongoing as required
Module coordinator
Chair of the Master Com-
mission
Tuition type
Private study
Module duration
The time spent on preparation
should be commensurate with
the topic, and is 5 months.
Lecturers
According to topic
Module courses
1) Written Scientific Paper
2) Oral presentation, with de-
fence
Entry requirements
1) A minimum of 25 credits
(ECTS) from the previous
semester of the Master study
course
2) A minimum grade of “pass”
awarded for the paper written
for the Master thesis
Learning outcomes Students are able to independently author a scientific paper
on an agreed topic in English language, and to defend it using
appropriate arguments.
Contents According to topic
Usability of this module for other
modules and courses
The modules which form part of this Master degree
programme are essentially self-contained and not formally
designed to build on one another.
Depending on the selected key topic this module is closely
related to the preceding modules and builds on the
knowledge taught in them.
Type of examination / Require-
ments for the award of credit
points
Written scientific paper – minimum “pass” grading
Oral defence – minimum “pass” grading
ECTS Credits
20
Workload
600 hours
Weighting of the grade in the
overall grade
3
Master of European Business Studies
52
Course number
8.1
Course name
Written Scientific Paper
Code
-
Semester
2
Number of WSH
-
Module offered
ongoing as required
Lecturer
According to topic
Tuition type
Private study
Compulsory/Elective
Compulsory
Learning outcomes
Students will have attained the following learning outcomes on completion of their written scien-
tific paper:
Subject skills
Students are able to apply a sound theoretical and methodical as well as practical approach to
working unsupervised on issues of business administration within an agreed timeframe and having
regard to the principles of scientific rigour.
Social skills
Students acquire advanced skills of cooperation and communication by collaborating with busi-
nesses or other establishments and conducting surveys and expert interviews. At the same time,
by writing their paper in English they will further advance their skills in written communication
using specialist terminology.
Method skills
Students can apply empirical research methods, approaches and instruments. They can evaluate
relevant literature in a purposeful way.
Personal skills
Students can identify and substantiate interdisciplinary references. They are able to identify cross-
references to other thematically relevant questions on the basis of themes they have previously
worked on.
Content
Depending on the set topic
The Master thesis comprises a theoretical section and a practical section with reference to a par-
ticular application; the two sections need not be distinctly separate. The application can relate to
a practical project undertaken in conjunction with businesses or other organisations, or it might
equally involve empirical questions without reference to any specific businesses or organisations.
The topic of the Master thesis will be announced and supervised by examiners who are appointed
by the Master commission and who will be providing tuition in the Master degree course.
Literature
Required reading
Depending on the set topic
Recommended reading
Theisen, Manuel, Wissenschaftliches Arbeiten, Munich, Vahlen, current edition
Master of European Business Studies
53
Teaching and learning methods
A scientific paper on an agreed topic
Type of examination / Requirements
for the award of credit points
Scientific paper written in English language
The paper must meet all requirements of form and
content to be eligible for assessment and grading
Other information International context depending on the set topic
ECTS Credits
17
Workload
510 hours
Course language
English
Master of European Business Studies
54
Course number
8.2
Course name
Oral Presentation and Defence
Code
-
Semester
2
Number of WSH
-
Module offered
ongoing as required
Lecturer
According to topic
Tuition type
Private study
Compulsory/Elective
Compulsory
Learning outcomes
Students will be required to demonstrate their ability to convey in English the essential content and
conclusions of their written paper to the examiners and possibly to other listeners in a manner
which is both readily comprehensible and didactically engaging. They should also be able to give
adequate and appropriate responses to questions and objections raised by the examiners, and
resolve any confusion. When in discussion, students should also be able to readily cross-refer to
other business issues on the basis of the topic they have dealt with.
Students will have attained the following learning outcomes on completion of their oral presenta-
tion:
Subject skills
Students will be able to convey the essential content and conclusions of topics which they have
dealt with in writing in a way that is comprehensible and didactically engaging.
Social skills
Students have the ability to give reasonable and reasoned responses to questions and objections,
and clear up any misunderstandings.
Method skills
Students will be able to deploy different presentation methods. They can evaluate relevant litera-
ture in a purposeful way.
Personal skills
Students are able to present and argue their personal views in a reasonable and focused manner.
Content
? Presentation of the Master thesis to the examiners and potentially to other persons as well
? Responding to questions put by the examiners
? Discussing the content and conclusions of the thesis and related questions
Literature
Required reading
Depending on the set topic
Recommended reading
Theisen, Manuel, Wissenschaftliches Arbeiten, Munich, Vahlen, current edition
Master of European Business Studies
55
Teaching and learning methods
Presentation and discussion of the scientific paper
Type of examination / Requirements
for the award of credit points
Students’ defence of their paper must receive a
minimum “pass” assessment by the examiners.
The main criteria for assessing a paper's defence include
? The ability to accurately convey the content of the
topic area
? The structure and logical sequence of the
presentation
? Rhetorical performance (verbal and nonverbal)
? Where relevant: A command of the foreign language
being used
? Effective use of and adherence to the allotted time
? Skilful use of appropriate presentation media
? Reaction to questioning and appropriateness of the
responses given
? Engagement with the questioner
? The ability to make cross-references to related
thematic issues
Other information International context depending on the set topic
ECTS Credits
3
Workload
90 hours
Course language
English
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