Curriculum & Syllabus Handbook - ESB Business School€¦ · Curriculum & Syllabus Handbook...

Curriculum & Syllabus Handbook

International Business Development (IBD)

Master of Science (MSc)

www.esb-business-school.de

Semester: Sommersemester 2020

Prüfungsordnung: 04.06.2018

Curriculum and Syllabi Handbook

International Business Development (IBD),

Master of Science

Stand: SoSe 2020

PO 04.06.2018 © ESB Business School, Hochschule Reutlingen Seite 1 von 72

Inhalt

................................................................................................................................... 1

Inhalt ........................................................................................................................... 1

1. Qualifikationsprofil/ Qualification profile ....................................................... 3

2. Studienplan/ Course of Studies ..................................................................... 5

3. Curriculum Overview ..................................................................................... 6

4. Module und Veranstaltungen/ Modules and Courses ..................................... 8

4.1. M1.1 International Business Research & Sourcing ............................................................. 8

4.1.1. M1.1.1 International Business Research .............................................................................. 9

4.1.2. M1.1.2 International Sourcing ............................................................................................. 11

4.2. M1.2 International Marketing Cases .................................................................................. 12

4.3. M1.3 Entrepreneurship........................................................................................................... 13

4.4. M1.4 Electives Controlling, Finance, Accounting (1 out of 3) ......................................... 15

4.4.1. M1.4.A International Controlling ......................................................................................... 16

4.4.2. M1.4.B International Finance ............................................................................................... 17

4.4.3. M1.4.C International Accounting ......................................................................................... 19

4.5. M1.5 International Business Law & Strategy .................................................................... 21

4.5.1. M1.5.1 International Business Law ..................................................................................... 22

4.5.2. M1.5.2 Strategic Management I .......................................................................................... 23

4.6. M1.6 Business Ethics............................................................................................................. 24

4.7. M1.7 Electives Business Language I (1 out of 5) .............................................................. 26

4.7.1. M1.7.A Business English I ..................................................................................................... 26

4.7.2. M1.7.B Business French I ..................................................................................................... 29

4.7.3. M1.7.C Business Spanish I ................................................................................................... 31

4.7.4. M1.7.D Business Chinese I ................................................................................................... 32

4.7.5. M1.7.E Business German I ................................................................................................... 34

4.8. M2.1 International Market Research Projects .................................................................. 35

4.9. M2.2 Applied Management Studies & Intercultural Management ................................ 37

4.9.1. M2.2.1 Strategic Management II ......................................................................................... 38

4.9.2. M2.2.2 Intercultural Management ...................................................................................... 40

4.9.3. M2.2.3 Management Workshops ........................................................................................ 41

4.10. M2.3 Electives International Management (2 out of 4) ................................................... 42

4.10.1. M2.3.A Consulting Projects .................................................................................................. 43

4.10.2. M2.3.B Management and Leadership ................................................................................ 45

4.10.3. M2.3.C Strategic Foresight ................................................................................................... 47

4.10.4. M2.3.D Transformationsmanagement ............................................................................... 49



Master of Science

Stand: SoSe 2020


4.11. M2.4 International Sales & Innovation Management ...................................................... 51

4.11.1. M2.4.1 International Sales ................................................................................................... 53

4.11.2. M2.4.2 Innovation Management ......................................................................................... 54

4.12. M2.5 Electives Business Language II (1 out of 5) ............................................................. 55

4.12.1. M2.5.A Business English II .................................................................................................... 56

4.12.2. M2.5.B Business French II .................................................................................................... 57

4.12.3. M2.5.C Business Spanish II .................................................................................................. 59

4.12.4. M2.5.D Business Chinese II .................................................................................................. 60

4.12.5. M2.5.E Business German II .................................................................................................. 62

4.13. M3.A International Business Studies .................................................................................. 63

4.14. M3.B International Internship .............................................................................................. 65

4.15. M3.C (International) Internship (Voluntary) ........................................................................ 66

4.16. M4.1 Advanced Business Simulation ................................................................................. 68

4.17. M4.2 Master Thesis ............................................................................................................... 69



Master of Science

Stand: SoSe 2020


1. Qualifikationsprofil/ Qualification profile

Ziel des Studiengangs/ Aims of the program

Der Studiengang International Business Development vermittelt Kompetenzen, die Absolventen

in die Lage versetzen, in international agierenden Unternehmen tätig zu sein und darin die inter-

nationale Geschäftstätigkeit mitzugestalten mit der Perspektive, dort auch Führungsverantwor-

tung zu übernehmen. Hierfür erwerben die Studierenden im Studienverlauf praxisnahe betriebs-

wirtschaftliche bzw. managementorientierte Fähigkeiten sowie ein global orientiertes, betriebs-

wirtschaftliches Denken.

Das Konzept des Studienganges besteht darin, sowohl das Wissen und die Kompetenzen eines

wirtschaftswissenschaftlichen Bachelorstudiums zu vertiefen als auch thematische Schwer-

punkte im Bereich Geschäftsfeldentwicklung zu verbreitern und ergänzen. Zudem können alle

Studierenden am Ende des Studiums eine mehrmonatige internationale Erfahrung nachweisen.

Das Curriculum ist strukturell und inhaltlich international ausgerichtet. Hierbei wird besonders auf

ein tiefgehendes Verständnis der Strategien, Konzepte und Abläufe von Unternehmen in ihrer Tä-

tigkeit im internationalen Kontext Wert gelegt.

The master degree programme International Business Development is designed to enhance and

broaden graduates business and management competencies to enable them to take up plan-

ning, development and managerial tasks in the area of business development, strategic manage-

ment or marketing in national and international companies.

A particular qualification of graduates is their international and intercultural competence. An op-

tional international semester is destined to broaden the cross-border experience.

The programme comprises three semesters. The final semester is dedicated to the master’s the-

sis. Students individually solve a challenging real case business task in cooperation with a com-

pany.

Abschlussgrad/ Degree title

“Master of Science” (M.Sc.)

Studiendauer/ Length of programme

Der -Studiengang umfasst eine Regelstudienzeit von 3 Semestern im Vollzeitstudium, was einem

Arbeitsumfang von 90 ECTS-Credits entspricht.

1.5 years/ 3 semesters, 90 ECTS-Credits.

Qualifikationsziele/ Learning outcomes

Der Studiengang folgt dem Ziel bzw. der „Mission“ der ESB Business School, in einem internatio-

nalen Ausbildungsumfeld Führungspersönlichkeiten zu entwickeln, die unsere globale Wirtschaft

und Gesellschaft verantwortungsvoll gestalten.

Abgeleitet von dieser übergeordneten Zielsetzung will die ESB Business School in den einzelnen

Studienprogrammen definierte Lernergebnisse erreichen. Im Studiengang "international Business

Development" sind dies folgende “Learning Goals” und “Learning Objectives”:



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Stand: SoSe 2020 © ESB Business School, Hochschule Reutlingen Seite 4 von 71

LANGUAGE PROFICIENCY INTERCULTURAL

COMPETENCE ETHICAL BEHAVIOR

DOMAIN-SPECIFIC

PROBLEM SOLVING

COMPETENCIES

LEARNING GOAL 1 LEARNING GOAL 2 LEARNING GOAL 3 LEARNING GOAL 4

IBD graduates are profi-

cient in at least one foreign

language (admission re-

quirement)

… are interculturally com-

petent

… are able to manage

complex, ethical and legal

issues expertly in their

professional field and in

wider, environmental con-

texts.

… are skilled at solving

complex problems in the

domain of international

business development

LEARNING OBJECTIVE 1 LEARNING OBJECTIVE 2 LEARNING OBJECTIVE 3 LEARNING OBJECTIVE 4

IBD graduates communi-

cate in spoken and written

word at proficiency level

(admission requirement)

… reflect upon the cul-

tural context and its com-

plexities when making de-

cisions in a global busi-

ness environment

… are reflexively aware of

ethical and legal issues in

their professional field.

They are able to critically

analyze these issues

on the basis of normative

theory or models. Further-

more, they are able to de-

velop extensive, prudent

and viable solutions that

conform to ethical behav-

ior in their professional

field and in wider,

environmental and social

contexts.

… analyse complex prob-

lems and develop innova-

tive and viable solutions

in the domain of interna-

tional business develop-

ment

Measure embedded in

Module M 2.2 Intercul-

tural Management,

assessed by way of IES

online test

Measure embedded in

Module 1.5 Business

Ethics, assessed by way

of presentation and writ-

ten exam

Measure embedded in

Module M 4.2 Thesis;

assessment by academic

supervisor

Absolventenprofil/ Qualification profile of graduates

Absolventinnen und Absolventen des Studiengangs verfügen über fundierte Kenntnisse und breit

angelegte Kompetenzen für die Etablierung neuer Tätigkeits- und Geschäftsbereiche im internati-

onalen Umfeld sowie die Entwicklung und Ausweitung vorhandener Geschäfte in den internatio-

nalen Bereich.

Die Qualifikationsziele des Programms sind im Einzelnen:

Unternehmensorientiertes, strukturiertes Denken, Fähigkeit zur Analyse und Beherrschung kom-

plexer Entscheidungsszenarien, Strukturierung und Management von Markterschließungsprojek-

ten, Analyse und Steuerung von Funktionseinheiten sowie professioneller Umgang mit Mitarbei-

tern und Kunden im internationalen Bereich.

Typische Berufsfelder sind

- Aufbau neuer Geschäftstätigkeiten insbesondere mit internationalem Bezug

- Marketing und Vertrieb im internationalen Umfeld

- Steuerung und Finanzierung internationaler Geschäftstätigkeiten und Funktionseinheiten

- Management in einem interkulturellen Umfeld



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Absolventen des Studiengangs qualifizieren sich in diesen Berufsfeldern gleichermaßen für eine

Tätigkeit in der Industrie, im Dienstleistungsunternehmen sowie in der Beratung, sowohl in einer

selbständigen als auch in einer abhängigen Beschäftigung.

The goals of the program are in detail:

- Corporate orientation

- Structured thinking

- An ability to analyze and control complex decision scenarios

- Structuring and management of international projects

- Analysis and control of functional units

Professional fields

- Business development

- Marketing

- Product management

- Strategic management

- Entrepreneurship

- International sales

- Innovation management

- International procurement

2. Studienplan/ Course of Studies

Für Studierende mit studiengangsbezogener

1 + 2 Vorlesungen, Seminare und Workshops in deutscher und englischer Sprache

Master-Thesis i.d.R. in Kooperation mit einem Unternehmen Unternehmen

Für Studierende ohne studiengangsbezogene

1 + 2 Vorlesungen, Seminare und Workshops in deutscher und englischer Sprache

Internationales Praxissemester oder Auslandsstudiensemester, optional auch für Studierende mit studiengangsbezoge-ner Auslandserfahrung möglich.

Master-Thesis in Kooperation mit einemUnternehmen



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3. Curriculum Overview

ECTS-Credits in Semester

SWS/ Workload

Module Modules and courses 1. 2. 3. 4. SWS/ h per week

Self study

Total workload

(hrs)

Type of course

Lan-guage

Assessment Weight

of grade

M1.1 International Business Research & Sourcing

5 4 90 150 Engl. PA/ RE/ KL (1h)

5/90

M1.1.1 International Business Research 2 2 30 60 Seminar Engl. PA/ RE

M1.1.2 International Sourcing 3 2 60 90 Vorlesung Engl. KL (1h)

M1.2 International Marketing Cases 5 4 90 150 Seminar Deutsch RE/ KL (1h) 5/90

M1.3 Entrepreneurship 5 4 90 150 Seminar Deutsch PA 5/90

M1.4 Electives Controlling, Finance, Accounting (1 out of 3)

4 4 60 120 4/90

M1.4.A International Controlling 4 4 60 120 Seminar Deutsch CA 4/90

M1.4.B International Finance 4 4 60 120 VorlesungSeminar

Engl. RE/ KL (1h) 4/90

M1.4.C International Accounting 4 4 60 120 Vorlesung Deutsch KL (2h) 4/90

M1.5 International Business Law & Strategy 4 4 60 120 KL (2h) 4/90

M1.5.1 International Business Law 2 2 30 60 Vorlesung Deutsch

M1.5.2 Strategic Management I 2 2 30 60 Vorlesung Engl.

M1.6 Business Ethics 5 4 90 150 Engl. RE/ KL (1) 5/90

M1.7 Elective Business Language I (1 out of 5)

2 2 30 60 CA 2/90

M1.7.A Business English I 2 2 2/90

M1.7.B Business French I 2 2 2/90

M1.7.C Business Spanish I 2 2 2/90

M1.7.D Business Chinese I 2 2 2/90

M1.7.E Business German I 2 2 2/90

Sum 1st semester 30 26 900 30/90

M2.1 International Market Research Projects 6 4 120 180

Deutsch PA / RE 6/90

M2.2 Applied Management Studies & Intercultural Management

6 6 90 180 PA / KL (2) 6/90

M2.2.1 Strategic Management II 2 2 Deutsch 2/90

M2.2.2 Intercultural Management 2 2 Engl. 2/90

M2.2.3 Management Workshops 2 2 Engl./

Dt. 2/90

M2.3 Electives International Management (2 out of 4)

10 8 180 300 10/90

M2.3.A Consulting Projects 5 4 90 150 Seminar Deutsch CA 5/90

M2.3.B Management and Leadership 5 4 90 150 Seminar Engl. CA 5/90

M2.3.C Strategic Foresight 5 4 90 150 Seminar Engl. CA 5/90



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M2.3.D Transformationsmanagement 5 4 90 150 Seminar Deutsch CA 5/90

M2.4 International Sales & Innovation Management

6 6 90 180 PA / KL (1) 6/90

M2.4.1 International Sales 4 4 Deutsch

M2.4.2 Innovation Management 2 2 Engl.

M2.5 Elective Business Language II (1 out of 5)

2 2 30 60 CA 2/90

M2.5.A Business English II 2 2 2/90

M2.5.B Business French II 2 2 2/90

M2.5.C Business Spanish II 2 2 2/90

M2.5.D Business Chinese II 2 2 2/90

M2.5.E Business German II 2 2 2/90

SUM 2nd semester 30 26 900 30/90

M3.A International Business Studies 30

900 900 Gem. intl.

HS 30/90

M3.B International Internship (compulsory for some, see StuPrO)

30

2 870 900

30/90

M3.1.B Internship 28

depen-ding on country/

com-pany

PR

M3.2.B Internship Colloquium 2

2 30 Kolloqu. Engl.

M3.C (International) Internship (voluntary) 30

2 870 900

30/90

M3.1.C Internship 28

depen-ding on country/

com-pany

PR

M3.2.C Internship Colloquium 2

2 30 Kolloqu. Engl.

SUM (additional 3rd) semester 30 0 / 2 870 / 900 900 30/90

M4.1 Advanced Business Simulation 5 (5) 4 30 150 Engl. CA 5/90

M4.2 Master Thesis 25 (25)

750 750 . Engl./

Dt. MT 25/90

SUM Final (3rd or 4th Semester) 30 (30) 4 900 900 30/90

Summe 30 30 30 (30) 2700

(3600)

Abbreviations

CA Continuous Assessment

KL Klausurarbeit in Stunden/ written exam (hrs.)

MT Master-Thesis / Master-Arbeit

PA Projektarbeit/ project work

PR Praktikum/ internship

RE Referat/ presentation



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4. Module und Veranstaltungen/ Modules and Courses

Hier finden Sie die für das jeweilige Semester gültigen Beschreibungen der Module und

einzelnen Veranstaltungen.

4.1. M1.1 International Business Research & Sourcing

Module-No./ Code M1.1

Semester 1. Semester

Duration of Module 1 Semester

Type of Module Compulsory / Pflicht

Courses included in

the Module M1.1.1 International Business Research

M1.1.2 International Sourcing

Frequency of Module Once per semester/1x je Semester

Admission Require-

ments

None / Keine

Academic Level Graduate, Master

Transferability

of the module Eligible for foreign students with adequate command of English language.

Geeignet auch für ausländische Studenten mit englischen Sprachkennt-

nissen.

Eligibility for other study programs possible after prior consent of respec-

tive lecturer, and with availability of seat/space.

Die Eignung für andere Studiengänge ist nach Rücksprache mit dem je-

weiligen Lehrenden bei Platzverfügbarkeit möglich.

Responsible Prof. /

Module Coordinator

Prof. Roland Heger, PhD Building/Geb. 17, Room/Raum 119, Tel.: 07121 271 6012

[email protected]

ECTS Credits 5 ECTS

(Module) Learning

Outcomes After successful completion of this module, students should have devel-

oped the following competencies.

Professional Competencies:

Students will have developed the ability and skills to analyze complex

problems, determine problem-specific analytical methods, and report

findings in a scientifically accepted reporting style. Students will be

able to apply one multivariate method, and make themselves familiar

with the other ones in order to conduct studies and respective anal-

yses, themselves.

Methodological Competencies:

Students will hone their critical thinking and problem solving skills

with respect to business modeling, and the application of multivari-

ate methods. They are able to conduct secondary and primary re-

search, and know how to cope with incomplete data, as well as how

to use secondary data and transform them into useful information.

Social Competencies:

Due to the interactive nature of the course modules, as well as via

group work, students will refine their oral and written communication,

mailto:[email protected]



Master of Science


and their team skills, being able to make positive contributions to

team / group projects.

Personal Competencies:

Students will be confident in the application of analytical methodolo-

gies, aware of the vagaries methodological design choices may intro-

duce into an analysis, and critical of the results and interpretation of

respective outcomes. They may identify conflicts of interest, and re-

solve them while being aware of project objectives.

Type of Assessment Written project report and/ or presentation; final exam (1 hour)

Weighting of Grade 5/90

4.1.1. M1.1.1 International Business Research

Course No./ Code M1.1.1

Course Type Compulsory

Lecturer's Name (for

Contact Details see

ESB-Website)


[email protected]

Teaching Language English

ECTS-Credits 2 ECTS

(Total) Workload 60 h (30 h Class Attendance, 30 h Self Study)

Weekly (SWS) or Total

Contact Hours 2 hours per week (SWS); primarily as a teaching block during the block

week of the study program

Learning Outcomes After successful completion of this subject, students should be able to an-

alyze complex problems in business development, and esp. should have

developed the following competencies.


Students will have developed the ability and skills to analyze complex

problems, determine problem-specific analytical methods, and report

findings in a scientifically accepted reporting style. Students will be

able to apply one multivariate method, and make themselves familiar

with the other ones in order to conduct studies and respective ana-

lyses, themselves.


Students will hone their critical thinking and problem solving skills

with respect to business modeling, and the application of multivari-

ate methods. They are able to conduct secondary and primary re-

search, and know how to cope with incomplete data, as well as how

to use secondary data and transform them into useful information.

Social Competencies

Due to the interactive nature of the course modules, as well as via

group work, students will refine their oral and written communication,

and their team skills, being able to make positive contributions to

team / group projects.




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Personal Competencies

Students will be confident in the application of analytical methodolo-

gies, aware of the vagaries methodological design choices may intro-

duce into an analysis, and critical of the results and interpretation of

respective outcomes. They may identify conflicts of interest, and re-

solve them while being aware of project objectives.

Course-specific

contribution to AOL

learning objectives

LO 4: Students will acquire the skills to analyze, understand, and model

complex business problems. Specifically, they will know how to translate

research questions into problem classes, and which of the multivariate

analysis methods are most suitable for to provide answers to specific re-

search questions. They will also know where and how to gather the appro-

priate data, as well as how to prepare data for one specific multivariate

method.

Contents/ Indicative

Syllabus Methods and model building

Multivariate models

Data preparation

Exploring one multivariate technique (CA)

Mockup of CA with SPSS

Finding secondary business data

Work on group research project; topics provided by teacher, as well as

guidance how to write a professional report on research findings

Teaching and Learn-

ing Methodologies A mixture of learning methods are applied, catering to different learning

types:

Interactive teaching with discussions

Project work in small groups with written reporting

Individual work on project packages and data files

Miscellaneous Special emphasis on problem analysis and proper choice of methods;

Working with professional statistics software, primarily JMP from SAS;

(SPSS also possible)

Literature Joseph F. Hair, William C. Black, Barry J. Babin, Rolph E. Anderson,

Multivariate Data Analysis: A Global Perspective, 7th Edition, Pearson,

2010

Journal article about, or using, one multivariate method, e.g.

David B. Montgomery, Catherine A. Ramus, Calibrating MBA Job Pref-

erences for the 21st Century, Academy of Management Learning &

Education, Vol. 10, No. 1, 2011, pp. 9-26



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4.1.2. M1.1.2 International Sourcing

Course No./ Code M1.1.2

Course Type Compulsory


Contact Details see

ESB-Website)

Prof. Roland Heger, PhD Geb. 17, Raum 119, Tel.: 07121 271 6012

[email protected]


ECTS-Credits 3 ECTS


Weekly (SWS) Contact

Hours 2 hours per week (SWS)

Learning Outcomes After successful completion of this subject, students should be able to ap-

ply multivariate analytical methods to complex sourcing and supply chain

problems, and esp. should have developed the following competencies.


Students are able to identify complex problem areas in international

supply chains where multivariate methods may help analyze and

solve complex problems. Students are acquainted with select areas

of international sourcing and supply-chain management and know

how to cope with select sourcing and supply chain problems.


Students are able to apply critical thinking and problem solving skills

to sourcing and supply chain modeling, and know how to cope with

incomplete data, as well as how to deal with uncertainty.


No specific additional skills acquired.


No specific additional skills acquired.

Course-specific

contribution to AOL

learning objectives

LO2: Students know how cultural contexts influence sourcing behavior,

decision making, and design of the supply chain.

LO3: Students are able to identify problems with ethics and CSR in sourc-

ing environments, as well as develop countermeasures applying the Sar-

banes-Oxley act, designing appropriate sourcing policies, or designing

compliant sourcing and SC processes with the SCOR model.

LO4: Students know how sourcing and the SCM function contribute to

successful business development projects, and how they support imple-

mentation of business development strategies via sound backend pro-

cesses that can be scaled to planned market development measures, as

well as to current results.


Syllabus Contemporary sourcing and supply chain environment

Scope of sourcing and supply chain management

Contribution of sourcing and SCM to value creation

Objectives and organization

Supplier selection and management

Development of supply (chain) Management strategy




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International sourcing and respective trends

Teaching and Learn-

ing Methodologies A mixture of learning methods are applied:

Primarily lecture

Interaktive teaching with discussions

Miscellaneous Occasional guest speaker

Literature Kerkhoff, G.: Global Sourcing, Wiley-VCH Verlag, Weinheim, 2006

Pooler, V.H. / Pooler, D.J. / Farney, S.D.: Global Purchasing and Supply

Management, Kluwer Academic Publishers, Norwell, Mass. 2004

Sollish, F., Semanik, J.: Strategic Global Sourcing — Best Practices, J.

Wiley & Sons, Hoboken, N.J. 2011

Handfield, R.B. / Monczka, R.M. / Giunipero, L.C. / Patterson, J.L.:

Sourcing and Supply Chain Management, 5th e. (International Edi-

tion), South-Western Publishing - Cengage Learning EMEA, Andover,

UK 2011 [Global focus]Oshri, I.: Offshoring Strategies, MIT Press,

Cambridge, Massachusetts 2011

4.2. M1.2 International Marketing Cases

Module No. M1.2

Type of module Pflicht

Lecturers name;

contact details see

ESB-website

Prof. Dr. Gerd Nufer Geb. 5, Raum 108, Tel.: 07121 271 6011

[email protected]

Teaching language Deutsch

ECTS-Credits 5 ECTS

Total Workload 150 h (60 h Präsenz, 90 h Selbststudium)

Contact hours (SWS) 4 Semesterwochenstunden (SWS)

Learning outcomes Vertiefung der Marketing- und Management-Kenntnisse

Erweiterung der Marketing-Kenntnisse um Ansätze des klassischen

und nicht-klassischen internationalen Marketing

Die erworbenen theoretischen Kenntnisse werden durch die Bearbei-

tung von praktischen Fallstudien unmittelbar angewendet

Digital Literacy: Beherrschung grundlegender digitaler Skills

Course-specific

contribution to AOL

learning objectives

LO 4: Group work on case studies and presentations by students contrib-

ute to LO 4 (domain-specific problem solving competencies): Students

show understanding of complex problem structures; apply appropriate

meth-ods/tools/instruments for complex problems technically correct; de-

velop relevant and viable solutions.

Content/

Indicative syllabus Die theoretischen Inhalte der Lehrveranstaltung und die zu bearbeitenden

praktischen Fallstudien variieren von Semester zu Semester, z.B.:

Customer Relationship Marketing

Tipps zur Bearbeitung von Fallstudien




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Internationale Marketing-Kommunikation

Guerilla Marketing

Verschiedene ausgewählte Case Studies

Specials aus Forschung und Praxis

Teaching and

learning methods Es kommen verschiedene Lehrmethoden zum Einsatz, die sich abwech-

seln und so unterschiedliche Lerntypen ansprechen:

Interaktive Lehrveranstaltung im seminaristischen Stil mit Diskussio-

nen

Fallstudien-Arbeit in Kleingruppen mit Ergebnispräsentation und Dis-

kussion

Praxis-Beispiele, Testfragen, Übungsaufgaben

Miscellaneous Ggf. Gastvortrag/Praxis-Workshop

Examination/

Type of assessment Klausur (1h), Präsentation (Teamarbeit)

Weighting of Grade

within overall

programme

5/90

Indicative

reading list

Pflichtlektüre:

Berndt, Ralph / Fantapié Altobelli, Claudia / Sander, Matthias: Inter-

nationales Marketing-Management, 5. Aufl., Berlin 2016

Sander, Matthias: Marketing-Management. Märkte, Marktforschung

und Marktbearbeitung, 3. Aufl., Stuttgart 2019

Zusätzlich empfohlene Literatur:

Nufer, Gerd: Ambush Marketing im Sport. Grundlagen – Best Practice

– Evaluation, 2. Aufl., Berlin 2018

Nufer, Gerd / Bühler, André: Event-Marketing in Sport und Kultur,

Konzepte – Fallbeispiele – Trends, Berlin 2015

4.3. M1.3 Entrepreneurship

Module No. M1.3

Type of module Compulsory / Pflicht

Lecturers name;

contact details see

ESB-website

Prof. Dr. Maud Schmiedeknecht Geb. 17, Raum 130, Tel.: 07121 271 3081 [email protected]

Teaching language Deutsch

ECTS-Credits 5 ECTS

Total Workload 150 h (60 h Präsenz, 90 h Selbststudium)

Contact hours (SWS) 4 Semesterwochenstunden (SWS)

Learning outcomes Fachliche Kompetenzen (Professional Competencies):

Erlernen unternehmerischen Denkens und Handelns; Verständnis von




Master of Science


(digitalen) Geschäftsmodellen und -innovationen, Kennenlernen von

agilen Innovationsmanagementansätzen, u.a. Business Design

Fachübergreifende Kompetenzen, Berufsbefähigung (Methodological

Competencies):

Startup-Methoden wie Design Thinking, Kundenzentrierte Entwick-

lung, Problemlösung- und Entscheidungsfähigkeit, Agilität in Projektar-

beit

Soziale Kompetenzen, Schlüsselkompetenzen (Social Competen-

cies):

Vermittlung neuer Formen der Zusammenarbeit (Arbeiten im Startup-

Modus, Sprints), Training von Team- und Kommunikationsfähigkeit bei

der Entwicklung einer Geschäftsidee

Persönliche Kompetenzen (Personal Competencies):

Innovations- und Entrepreneurshipkompetenzen, kreative Kompeten-

zen zur Entwicklung von (neuartigen) Lösungen für Probleme

Course-specific

contribution to AOL

learning objectives

LO 3: Students reflect upon the social responsibility of business develop-

ment projects. They learn the concept of Social Entrepreneurship. Their

business models are challenged regarding economic, ecological and so-

cial dimensions.

LO 4: Students generate business ideas in teams, develop business mod-

els and write a business plan. By presenting their ideas in a pitch-event

they learn to convince the audience how their product or service solve a

specific problem.

Content/

Indicative syllabus Grundlagen

Entrepreneurial Skills

Entrepreneurial Design

Business Model (Innovation)

Design Thinking

Business Design Process

Pitch

Teaching and

learning methods Vorlesung, Diskussionen, Workshops, Studium der Fachliteratur, Selb-

ständiges Arbeiten in Gruppen

Miscellaneous Gastvorträge

Teilnahme an der „(Re)Startup Night“ organisiert vom Center for Entrpre-

neurship (CfE) der Hochschule Reutlingen

Teilnahme am Pitch-Event „Move your idea“ organisiert vom CfE

Weight of grade 5/90

Indicative

reading list Blank & Dorf (2012): The Startup Owner's Manual: The Step-By-Step

Guide for Building a Great Company. K & S Ranch.

ETH Zürich et al. (2016): Planen, gründen, wachsen. Mit dem professi-

onellen Businessplan zum Erfolg. Redline Verlag

Gassmann, Frankenberger & Csik (2014): The Business Model Navi-

gator: 55 Models That Will Revolutionise Your Business. Pearson.

Faltin, G. (2012): Kopf schlägt Kapital: Die ganz andere Art, ein Unter-

nehmen zu gründen. Von der Lust, ein Entrepreneur zu sein. dtv Ver-

lag



Master of Science


Lewrick, Link & Leifer (2018): The Design Thinking Playbook: Mindful

Digital Transformation of Teams, Products, Services, Businesses. John

Wiley & Sons.

Osterwalder & Pigneur (2010): Business Model Generation: A Hand-

book for Visionaries, Game Changers, and Challengers. John Wiley &

Sons.

Plattner (2010): Design Thinking: Understand – Improve – Apply.

Springer.

Ries (2011): The Lean Startup. How today’s entrepreneurs use contin-

uous innovation to create radically successful businesses. Currency.

4.4. M1.4 Electives

Controlling, Finance, Accounting (1 out of 3)

Modul-Nr./ Code M1.4


Dauer des Moduls 1 Semester

Art der Lehr-

veranstaltung Wahlpflicht (eine Veranstaltung aus dreien ist zu wählen)

Lehrveranstaltungen

des Moduls M1.4.A International Controlling

M1.4.B International Finance

M1.4.C International Accounting

Häufigkeit des

Angebots 1x je Semester

Zugangs-

voraussetzungen Keine aus dem Master, aber Präsenz der Grundlagen aus dem Bachelor

Niveau Graduate, Master

Verwendbarkeit des

Moduls Alle drei Module sind Teil des Masters IACT.

Modul M1.4.B: Geeignet auch für ausländische Studierende mit engli-

schen Sprachkenntnissen.

Die Eignung für andere Studiengänge ist nach Rücksprache mit dem je-


Modul-

verantwortliche(r) Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

ECTS des Moduls 8 ECTS

Qualifikationsziele

des Moduls Das Modul stellt ein gemeinsames Verständnis zu den Themen Internatio-

nales Controlling und Internationale Finanzen her. Die Studierenden wen-

den die Methoden und Instrumente des Internationalen Controlling und

der Internationalen Finanzierung problemorientiert an.

Das Modul schafft die Basis für vertiefende Studien in Internationalem

Controlling oder Internationalen Finanzen in den darauffolgenden Semes-

tern.

Art der Prüfung Abhängig vom gewählten Wahlpflichtfach (Teilmodul)

Gewichtung der Note 4/90




Master of Science


4.4.1. M1.4.A International Controlling

Kursnummer/ Kürzel M1.4.A

Veranstaltungsart Wahlpflicht (gleiche Veranstaltung M1.2.1 "Intl. Contr." als Pflicht in IACT)

Name der/des Hoch-

schullehrer/s Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

Lehrsprache Deutsch

ECTS-Credits 4 ECTS

Gesamtworkload 120 h (60 h Präsenz, 60 h Selbststudium)

Kontaktstunden/ SWS 4 Semesterwochenstunden (SWS)

Qualifikationsziele der

Lehrveranstaltung Fachliche Kompetenzen:

Die Studierenden gewinnen ein grundlegendes Verständnis der Her-

ausforderungen im Controlling in einem international tätigen Unter-

nehmen unter besonderer Berücksichtigung der Kontextfaktoren und

der Koordinationsanforderungen.

Sie verstehen die länderspezifischen Unterschiede im Controllingver-

ständnis und können damit sozial kompetent umgehen.

Die Studierenden lernen, die Methoden und Instrumente des Inter-

nationalen Controllings problemorientiert anzuwenden und verste-

hen deren Grenzen sowie Herausforderungen bei der Implementie-

rung. Sie gewinnen Erfahrung in der Analyse, Bewertung und Inter-

pretation von Controlling-Informationen aus dem internationalen Um-

feld.

Fachübergreifende, methodische Kompetenzen:

Die Studierenden lernen die Herausforderungen in der Nutzung und

Weiterentwicklung von Managementkonzepten und –instrumenten

im internationalen Umfeld kennen und können dieses Wissen auf an-

dere Gebiete übertragen.

Sie begreifen die Zusammenhänge und Schnittstellen unterschiedli-

cher Funktionsbereiche zur gesamthaften Steuerung von internatio-

nalen Unternehmen (Metakoordination).

Sie verstehen den Zusammenhang von Führung und Steuerung im

internationalen Kontext.

Soziale Kompetenzen, Schlüsselkompetenzen:

Die Studierenden reflektieren die verschiedenen Controllingrollen im

internationalen Kontext. Sie gewinnen ein tieferes Verständnis für

eine erfolgreiche Zusammenarbeit auf horizontaler und vertikaler

Ebene im Rahmen der verschiedenen Managementprozesse (Pla-

nung & Reporting, Entscheidungsunterstützung etc.). Die Studieren-

den reflektieren ethisches Verhalten von Controllern.

Persönliche Kompetenzen:

Sie verstehen die Anforderungen an die Kommunikationskompetenz

im internationalen Umfeld und können ihren diesbezüglichen Stand

sowie Weiterentwicklungsbedarf besser einschätzen.




Master of Science


Course-specific

contribution to AOL

learning objectives

LO 3: Within performance management students discuss the behavioral

consequuences of poorly designed performance management systems

for an organization.

LO 4: Students analyze different current issues in international controlling

and create proposals for improvement. They apply instruments, methods

and procedures according the different contexts. They work on different

case studies and one business project in cooperation with a company.

Inhalte der Lehrveran-

staltung Einführung in das Internationale Controlling

Trends im Controlling (Rollenwandel, Digitalisierung etc.)

Business Analytics (digitale Lerninhalte und Umgebung)

Länderspezifische Unterschiede im Controlling

Steuerungsmodelle für internationale Unternehmen

Controllingprozesse im internationalen Umfeld

Internationales Performance Management und Cost Management

Lehr- und Lern-

methoden Vorlesungen, Diskussionen, Übungen, Fallstudien, digitale Business Ana-

lytics Simulationen der HBS, Studium der Fachliteratur. Selbstständiges

wissenschaftliches Arbeiten in Gruppen.

Besonderes Fallweise werden Praxisvertreter zur Präsentation und Diskussion ausge-

wählter Themen eingeladen.

Präsentationen und Hinweise zu Vertiefungsliteratur werden auf der

RELAX-Seite des Moduls bereitgestellt.

Literatur Pflichtlektüre

Demartini, C., Performance Management Systems. Design, Diagno-

sis and Use, 2014.

Horváth, P., Gleich, R., Seiter, M. Controlling, 14. Auflage, 2020

Horváth, P., The Controlling Concept; Cornerstone of Performance

Management, 2019.

Neely, A. Business Peformance Measurement Untifiying Theories

and Integrating Practice,2011.

Rieg, R., Internationales Controlling, 1. Auflage, 2020.

Schön, D., Planung und Reporting im BI-gestützten Controlling.

Grundlagen, Business Intelligence, Mobile BI und Big-Data-Analytics,

2018.

Varma, A., Performance Management Systems. A Global Perspec-

tive, 2010

Weber, J., Schäffer, U., Einführung in das Controlling, 15. Auflage

2016.

(ergänzt jeweils um themenspezifische Literatur, die zu Beginn des Se-

mesters bekannt gegeben wird.)

4.4.2. M1.4.B International Finance

Kursnummer/ Kürzel M1.4.B



Master of Science


Veranstaltungsart Wahlpflicht (gleiche Veranstaltung M1.2.2 "Intl. Fin." als Pflicht in IACT)

Name der/des Hoch-

schullehrer/s Prof. Dr. Robert LoBue [email protected]

Lehrsprache English

ECTS-Credits 4 ECTS


Kontaktstunden/ SWS

oder Gesamtstunden 4 Semesterwochenstunden (SWS)


Lehrveranstaltung Professional Competencies:

Students will develop an enhanced understanding of financial state-

ment analysis and corporate M&A transactions and valuation. In spe-

cific, students will be able to apply methods and models to identify

and analyze the most relevant financial performance measures for

managing a firm. Over and above, students will be able to assess and

apply core valuation techniques and methods and to critically discuss

valuation concepts applied in practice.

Students will obtain exposure to a professional financial data base /

software and basic literacy in retrieving/applying data for group pro-

jects.


Students will further enhance their critical thinking and problem solv-

ing skills in addition to analytical skills particularly in the fields of

statement analysis and company valuation and respective decision

making.


Through the interactive nature of the course, students will refine their

oral and written communication competence and their team skills.


Students will be equipped with the necessary knowledge, experi-

ences and competencies to resume a role in the respective fields of

professional competence. Conflicting interests and related inter- and

intrapersonal conflicts and ethical problems will be assessed and dis-

cussed.

Course-specific

contribution to AOL

learning objectives

LO 2: On the basis of transaction examples and projects, the impacts of

international differences on transactions and value of companies and po-

tential approaches to tackle these are discussed.

LO 4: Students will understand, apply and interpret valuation methods

and put them into an international context. Valuation problems are dis-

cussed and elaborated in group projects on basis of scientific studies or

practical situations. Students will solve valuation problems in the fields of

calculating, normalising and forecasting cash flows, cost of capital and

terminal value calculation, and in applying to different valuation ap-

proaches.


staltung Fundamentals of Corporate Transactions including types of transactions

and transaction stakeholders and process.

Valuation and assessment concepts and methods with a specific focus on

Financial statement ratio analysis and market multiples

income/DCF approaches - methodological issues and application

implications of valuing internationally



Master of Science


implications of risk management on value

Lehr- und Lern-

methoden Seminar style lecture including presentations by students, case studies,

discussions, coaching by instructor.

Besonderes Guest lectures by external valuation professionals

Literatur • Damodaran, Aswath: Investment Valuation, Wiley, 3rd ed, 2012

• Damodaran, Aswath: The dark side of valuation, Pearson/FT Press,

3rd ed., 2018

• Fridson, Martin S. & Alvarez, Fernando, Financial Statement Analysis:

A Practitioner’s Guide, John Wiley & Sons and Financial Statement

Analysis Workbook, 4th ed. 2011

• Gaughan, Patrick A.: Mergers, Acquisitions, and Corporate Re-structur-

ings, Wiley, 7th ed., 2018

• Higgins, Robert C.: Analysis for Financial Management, McGrawHill,

12th ed., 2018

• Jones, Charles P.: Investments – Principles and Concepts, Wiley, 12th

ed., 2012

• Koller, Tim/Goedhart, Marc/Wessels, David: Valuation – Meas-uring

and managing the value of companies, Wiley, 6th ed. 2015

• Reed Lajoux, Alexandra: The Art of M&A – A Merger, Acquisition and

Buy-out Guide, McGrawHill, 5th ed., 2019

• Ross, S.A. / Westerfield, R.W. / Jaffe J.F./Jordan, B.D.: Corpo-rate Fi-

nance – Core Principles and Applications, McGrawHill, 5th edition,

2015

• Titman, S./ Martin, J.D.: Valuation – The Art and Science of cor-porate

investment decisions, Pearson, 3rd ed., 2015

• Shapiro, Alan C.: Multinational Financial Management, Wiley, 10th ed.

2013

Supplementary

• Harrison, W. T., Horngren C. T. et al: Financial Accounting –Global Edi-

tion, Pearson, 11th ed., 2018

• Horngren, C. T., Datar, S. M., Rajan, M. V., Cost Accounting: A Manage-

rial Emphasis, Pearson, 16th ed., 2017

• http://cpaclass.com/fsa/ratio-01a.htm

• https://www.dvfa.de/fileadmin/downloads/Publika-

tionen/Standdards/DVFA_Best_Practice_Recommendations_Corporat

e_Valuation.pdf

4.4.3. M1.4.C International Accounting

Kursnummer/ Kürzel M1.4.C

Veranstaltungsart Wahlpflicht (gleiche Veranstaltung M1.3.1 "Intl. Acc." als Pflicht in IACT)

Name der/des Hoch-

schullehrer/s Prof. Dr. Dominic Wader

Geb. 17, Raum 116, Tel.: 07121 271 3065

[email protected]

http://cpaclass.com/fsa/ratio-01a.htm

https://www.dvfa.de/fileadmin/downloads/Publikationen/Standdards/DVFA_Best_Practice_Recommendations_Corporate_Valuation.pdf






Master of Science


Lehrsprache Deutsch

ECTS-Credits 4 ECTS


Kontaktstunden/ SWS



Lehrveranstaltung Fachliche Kompetenzen (Professional Competencies):

Aufbauend auf Grundlagenkenntnissen sollen vertiefte Kenntnisse

im Bereich der (internationalen) Rechnungslegung, insbesonde der

Bilanzierung nach nationalen und internationalen Rechnungsle-

gungsstandards, erlangt werden.

Fachübergreifende Kompetenzen (Methodological Competencies):

Vertiefung der Fähigkeiten des kritischen Denkens und der Analyse-

fähigkeiten. Durch einen prinzipienbasierten Ansatz erlangen die Stu-

dierenden die Fähigkeit, generelle Prinzipien auf konkrete Problem-

stellungen und Situationen anzuwenden und existierende Problemlö-

sungen zu diskutieren.

Soziale Kompetenzen (Social, key Competencies):

Durch das seminaristische Unterrichtsformat werden die Diskussi-

onsfähigkeit und die Kompetenz zum kritischen Hinterfragen der ei-

genen Position geschärft.


Die Studierenden erhalten die notwendigen Kenntnisse, Erfahrungen

und Kompetenzen, um diese in einschlägigen Berufskarrieren anzu-

wenden. Dies ist gemäß der Studiengangsziele sowohl für Fach- als

auch Beraterkarrieren möglich.

Course-specific

contribution to AOL

learning objectives

LO 4: Students will understand, apply and interpret the conceptual and

technical aspects of International Accounting. Hereby they will solve cases

in various areas of accounting.


staltung Bilanzierung nach nationalen und internationalen Rechnungslegungsstan-

dards

1. Theoretische Grundlagen zur Rechnungslegung

2. Allgemeine Ansatz-, Bewertungs- und Ausweisregeln

3. Bilanzierung des Anlagevermögens

4. Bilanzierung des Umlaufvermögens

5. Bilanzierung des Eigenkapitals

6. Bilanzierung der Rückstellungen

7. Bilanzierung der Verbindlichkeiten

8. Latente Steuern

9. Gewinn- und Verlustrechnung

Lehr- und Lern-

methoden Seminarartiger Unterrichtsstil mit Diskussionen, Fallstudien und Coaching

durch den Lehrenden.

Besonderes Gastvorträge

Literatur • Pellens/Fülbier/Gassen/Sellhorn: Internationale Rechnungslegung,

10. Auflage 2017, Schäffer-Poeschel Verlag.



Master of Science


• Coenenberg/Haller/Schultze: Jahresabschluss und Jahresabschluss-

analyse, 25. Auflage 2018, Schäffer-Poeschel Verlag (separates

Übungsbuch).

Beck‘scher Bilanz-Kommentar: Handelsbilanz – Steuerbilanz, 11. Auf-

lage 2018, Beck Verlag.

4.5. M1.5 International Business Law & Strategy




Art der Lehrveranstal-

tung Compulsory / Pflicht

Lehrveranstaltungen

des Moduls M1.5.1 International Business Law

M1.5.2 Strategic Management I

Häufigkeit des

Angebots Once per semester/1x je Semester

Zugangs-vorausset-

zungen None / Keine


Verwendbarkeit des

Moduls M1.5.2 Strategic Management:

Eligible for foreign students with adequate command of English language.


nissen.


tive lecturer, and with availability of seat/space. Die Eignung für andere

Studiengänge ist nach Rücksprache mit dem jeweiligen Lehrenden bei

Platzverfügbarkeit möglich.

Modulverantwortli-

che(r) Prof. Dr. Philipp von Carlowitz Building/Geb. 5, Room/Raum 201, Tel.: 07121 271 3017 [email protected]


Qualifikationsziele

des Moduls Fachliche Kompetenzen (Professional Competencies):

Bedeutung und Verknüpfung von rechtlichen Themen in der umsetz-

baren Strategieentwicklung; Verständnis der Komplexität von Strate-

gieentwicklung am Beisepiel der Berücksichtigung von rechtlichen

Rahmenbedingungen


Competencies):

Fähigkeiten juristische Sachverhalte zu verstehen und einzuordnen;

Anwendung des strategischen Insturmentariums auf reale strategi-

sche Situationen von Unternehmen


cies):




Master of Science


Interkulturelle Teamfähigkeit durch Gruppenarbeit bei der Erarbei-

tung von Fällen; Präsentations- und Diskussionsfähigkeiten in der

Darstellung komplexer Sachverhalte


Perspektivenwechsel und Analytik verschiedene Themen zu verknüp-

fen; Umgang mit komplexen weitgreifenden Themen; Fokussierung

auf das Wesentliche.

Art der Prüfung/

Voraussetzung für

die Vergabe von

Leistungspunkten

Zweistündige gemeinsame Klausur (2 x 1 h), common final exam (2 x 1h)


4.5.1. M1.5.1 International Business Law

Kursnummer/ Kürzel M1.5.1

Veranstaltungsart Pflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Markus Conrads

[email protected]

Lehrsprache Deutsch

ECTS-Credits 2 ECTS


Kontaktstunden/ SWS




Studierende erwerben Kenntnisse über die Grundlagen des deut-

schen Wirtschaftsprivatrechts sowie dessen praktische Anwendung

auf Rechtsfragen im Wirtschaftsleben.

Fachübergreifende Kompetenzen, Berufsbefähigung

Studierende können einfache Rechtsfragen juristisch prüfen und ei-

ner Lösung zuführen.

Soziale Kompetenzen, Schlüsselkompetenzen

Juristische Argumentation und Diskussion, schriftliche und mündli-

che Kommunikationsfähigkeit.

Persönliche Kompetenzen

Bewußtsein für rechtliche Fragestellungen und Probleme; Fähigkeit

zur rechtlichen Argumentation und Diskussion.

Course-specific

contribution to AOL

learning objectives

LO 3: Students reflect in case study discussion the consequences of legal

and ethical misbehaviour.

LO 4: Students analyze cases and solve legal problem of international co-

operations by applying the concepual framework of business law.


staltung A. CISG im Vergleich zu unvereinheitlichten Regelungen nationaler

Rechtsordnungen

I. Anwendungs- und Geltungsbereich CISG

II. Vertragsschluss

III. Vertragspflichten und Rechtsbehelfe bei Vertragsverletzung




Master of Science


B. Vertragsgestaltung bei internationalen Kaufverträgen

I. AGB bei Im- und Exportgeschäften

II. Prüfung von Vertragsentwürfen

C. Internationales Gesellschaftsrecht

I. GmbH-Recht in Deutschland

II. Vergleich mit ausländischen Kapitalgesellschaften

Lehr- und Lern-

methoden Interaktive Lehrveranstaltung mit Diskussionen, Praxis-Beispielen, Test-

fragen, Übungsaufgaben

Besonderes --

Literatur Conrads, Markus, Internationales Kaufrecht, Berlin/Boston 2017

Conrads, Markus/Schade, Friedrich, Internationales Wirtschaftsprivat-

recht, 2. Auflage München 2012

4.5.2. M1.5.2 Strategic Management I


Veranstaltungsart Compulsory

Name der/des Hoch-

schullehrer/s Prof. Dr. Philipp von Carlowitz Building/Geb. 5, Room/Raum 201, Tel.: 07121 271 3017 [email protected]

Lehrsprache English

ECTS-Credits 2 ECTS

Gesamtworkload 60 h (30 h Class Attendance, 30 h Self Study)

Kontaktstunden/ SWS

oder Gesamtstunden 2 hours per week (SWS)


Lehrveranstaltung Upon completion of this course, students have obtained the following

competencies:


Critically understand the complexity of strategy development and the

ability to link different aspects of business in a long term perspective;

Ability to scrutinize existing strategies for consistency and do-ability.


Problem solving in strategic management issues also in international

context; step-by-step development of strategies.


Argue for or against positions in front of audiences; Develop results

in discussions in various team set ups; Apply effective written and

oral communication skills.


Awareness of own potential in analyzing and assessing strategy is-

sues; Awareness for own argumentation skills and ability to deal with

complex issues.




Master of Science


Course-specific

contribution to AOL

learning objectives

LO 2: On the basis of some case studies the topic of internationalization

strategy of companies is discussed as one strategic option, identifying the

complexity of cross-border business.

LO 4: The main feature of the course is to apply strategic management

tools to deal with complex and uncertain situations in the business envi-

ronment and to come up with feasible and realistic long-term strategies.


staltung What is Strategy & Levels of Strategy

Strategic Analysis I: External Analysis

Strategic Analysis II: Internal Analysis

Developing Strategic Options

Growth Strategies

Strategies in a Globalized World

Lehr- und Lern-

methoden Lectures, cases, discussions, exercises, reading assignments on im-

portant topics of Strategic Management. Main Focus is on Case Studies to

be prepared for self-study; cases are discussed in class.

Besonderes

Literatur Hungenberg, Harald: Strategisches Management in Unternehmen.

Wiesbaden, Springer Gabler 2014

Lynch, Richard, Strategic Management. Harlow, England ; Pearson

2018

Morschett, Dirk, Schramm-Klein, Hanna, Zentes, Joachim:

Strategic international management. Text and cases, Berlin,

Wiesbaden 2015

M1.6 Business Ethics




Art der Lehr-

veranstaltung Compulsory / Pflicht

Häufigkeit des


Zugangs-

voraussetzungen None / Keine


Verwendbarkeit des

Moduls Grundlagen der Wirtschaftsethik auch für andere Studiengänge und Aus-

tauschstudierende geeignet.

Modul-

verantwortliche(r) Prof. Dr. iur. Bernd Banke Building/Geb. 5, Room/Raum 112, Tel.: 07121 271 6013

[email protected]

Name der/des

Hochschullehrer/s Prof. Dr. iur. Bernd Banke




Master of Science


Lehrsprache Deutsch

ECTS-Credits 5 ECTS

Gesamtworkload

150 h (60 h Präsenz, 90 h Selbststudium)

Kontaktstunden/ SWS


Art der Prüfung/

Voraussetzung für

die Vergabe von

Leistungspunkten

Referat und einstündige Klausur


Qualifikationsziele Fachliche Kompetenzen: Studierende erwerben Kenntnisse über die Grundlagen der Theorien

der Wirtschaftsethik sowie deren praktische Umsetzung in einer glob-

bal agierenden komplexen Wirtschaft.

Fachübergreifende Kompetenzen, Berufsbefähigung:

Studierende können anhand eines 5 Schritte Programms Entschei-

dungen kritisch reflektieren und ethisch begründen:

1. Analyse Ist-Zustand

2. Benennen der ethisch relevanten Fragen

3. Analyse der Argumente

4. Evaluation und Entscheidung

5. Implementierung


Sie erwerben hohe Kommunikationsfähigkeit auf der Grundlage mo-

derner Kommunikationstheorien.


Das Bewußtsein des eigenen Wissens und der eigenen Fähigkeiten

stärkt das Selbstvertrauen und die Toleranz gegenüber Gesprächs-

und Geschäftspartnern.

Course-specific

contribution to AOL

learning objectives

LO 3: Ethical awareness, ethical analysis and application of ethics theo-

ries is core element of the class. The students demonstate by their course

contributitions that they improve their competence to analyse, to apply, to

critcally reflect and to justify decisions, based on ethical theoretical

knowledge and interactive argumentation.

The module includes an embedded assessment based on group presen-

tations and individual written exam.

Inhalte des Moduls Definition zentraler Begriffe der Wirtschaftsethik und des Wertemanage-

ments.

Bedeutung der Wirtschaftsethik in einer global-komplexen Wirtschaft

Grundlagen der Theorie sozialer Systeme (Schwerpunkt: Wirtschaft)

Philosophische Grundlagen der Wirtschaftsethik (Plato, Kant, Bentham)

Moderne Theorien der Wirtschaftsethik (Wieland, Ulrich, Homann u.a.)

Transfer von der Wirtschaftsethik zum Wertemanagement

CSR Standards, Ratings und Reports (BSCI, ISO 2600, oekom CRR)

Lehr- und Lern-

methoden Seminaristischer Lehr- und Lernstil, Case Study Diskussionen, E-Learning-

plattform „Relax“

2X2 tägiges externes Blockseminar zu Kommunikation und Wertevermitt-

lung



Master of Science


Besonderes Externes Blockseminar, Gastvorträge aus der Praxis

Literatur Noll, Bernd: Wirtschafts- und Unternehmensethik in der Marktwirt-

schaft, 2013

Crane, Andrew / Matten, Dirk: Business Ethics, 2010

Lütge, Christoph: Handbook of the Philosophical Foundations of Busi-

ness Ethics, 2013

Vorlesungsskripte Prof. Dr. Banke – Relax (jährlich aktualisiert).

4.6. M1.7 Electives

Business Language I (1 out of 5)


Semester 1. Semester (two-semester program)

Duration of Module 1 Semester (two-semester program)

Type of Module Elective / Wahlpflicht (eine Veranstaltung aus fünfen ist zu wählen)

Courses included in

the Module M1.7.A Business English I

M1.7.B Business French I

M1.7.C Business Spanish I

M1.7.D Business Chinese I

M1.7.E Business German I

Frequency of Module

Availability Once per semester/1x je Semester

Admission

Requirements

None / Keine (Admission test for grouping / Test zur Gruppeneinteilung)


Recognition of Module Priorities: Program, ESB, University

Responsible Prof. /

Module Coordinator

Prof. Yoany Beldarrain (Ph.D)

Building/Geb. 5, Room/Raum 114, Tel.: 07121 271 3101

[email protected]

ECTS Credits 2 ECTS

(Module) Learning

Outcomes Language skills at respective language level (see language for details)

Type of Assessment/

Prerequisites for

Awarding of ECTSs

Continous assessments (CA) consisting of:

written assignment (40%), oral assignment (40%), active

participation and attendance (20%). All continuing assessments are

determined at the course level.


4.6.1. M1.7.A Business English I

Module-No./ Code M1.7.A




Master of Science


Type of Module Elective

Admission

Requirements

There is no language placement test for Business English. All students are

expected to already have a high proficiency level upon admission to the

program.

Academic Level Course is conducted at C1.2 level.

Recognition of Module Master


Contact Details see

ESB-Website)

Depends on semester: Lucas Ogden, otherwise contact:

Prof. Yoany Beldarrain (Ph.D) Building/Geb. 5, Room/Raum 114, Tel.: 07121 271 3101

[email protected]


ECTS-Credits 2 ECTS



Hours 2 hours per week (SWS)

Learning Outcomes Over the course of two semesters, students complete two consecutive lev-

els of one language. After the successful completion of this course, stu-

dents should have developed:

Professional competence:

Students will confidently conduct a product review using written

and verbal business English.

Students will confidently use verbal and written business English

in a variety of scenarios, including difficult or challenging scenar-

ios.

Students will confidently conduct a persuasive presentation a

business topic in English.

Students will conduct a professional business meeting.

Students will apply extended business and

economics-related terminology in simulations and discussions.

Methodological competence:

Students will integrate content knowledge of core program curric-

ulum to research, analyze, critique and evaluate a business sce-

nario, then write a persuasive paper based on the scenario.

Students will apply appropriate grammar, punctuation and

spelling conventions when writing.

Social competence:

Students will apply networking and teambuilding skills within a

multicultural context.

Students will collaborate with peers from various cultural back-

grounds to problem-solve business scenarios.

Students will compare/contrast the impact of cultural dimensions

in different business scenarios.

Students will confidently and professionally discuss ideas and

state a position during a business meeting.

Personal competence:

Students will confidently use the English language for

different purposes, including business situations.




Master of Science


Students will improve their vocabulary and skills based on their in-

dividual competency level.


Syllabus

The content of each course level is in accordance with the Common Euro-

pean Framework Reference for Languages (CEFR). Content will be

adapted to the needs of the students.

Business English Boot Camp

Learning Objectives:

1. Assess own grammar needs

2. Apply English grammar rules

3. Compare strategies for writing a report versus writing a persuasive

paper

Writing a product review & making recommendations


1. Identify the parts of a business report

2. Identify common business words used in a report 3. Make recommendations

4. Use proper voice and register (formal, informal, neutral) 5. Write a business report

Intercultural business communication


1. Understand how cultural background influences communication 2. Compare/contrast the impact of cultural dimensions in a business

scenario

3. Communicating under stress 4. Identify ways to deal with stress at work (conflict resolution ap-

proaches)

5. Formulate solution and express self in Business English

Case Study 1 Learning Objectives:

1. Identify key vocabulary words and their synonyms

2. Edit a paragraph for conciseness 3. Learning Objectives:

4. Identify elements of ethical communication

5. Choose a communication approach that best fits a given business

scenario

Case Study 2 Learning Objectives:

1. Identify parts of a business meeting agenda 2. Create an effective agenda

3. Apply appropriate words and phrases used when discussing ideas

at a meeting.

4. Confidently state a position 5. Conduct a business meeting while following the agenda

Elevator pitch Learning Objectives:

1. Discuss the purpose of an elevator pitch 2. Identify the parts of an elevator pitch



Master of Science


3. Create & deliver an elevator pitch

Managing change & conflict Learning Objectives:

1. Using Business English, state a position after taking different per-

spectives into consideration 2. Use technology tools to communicate virtually

Presentations/paper Learning Objectives:

1. Persuade an audience using written and verbal Business English

Teaching and Learn-

ing Methodologies All teaching is by native speakers and based on short presentations, inter-

active activities, role-plays, written assignments, discussions, articles,

etc., depending on individual student needs.

Specialties The Business English courses are tailored to the needs of the IACT and

IBD students.

Literature Possible resources include:

English Grammar: Understanding the Basics (2010)

By Evelyn P. Altenberg, Robert M. Vago, Cambridge University Press

The New English Grammar: With Phonetics, Morphology and Syntax

(2010) By Horace Dalmolin, Tate Publishing

Oxford Business English Dictionary (2006)

By Dylis Parkinson & Joseph Noble, Oxford University Press

Collins COBUILD-International Business English Dictionary (2011)

By Sandra Anderson, Harper Collins Publishers

Business English: The Writing Skills You Need for Today's Workplace

(2010) By Andrea B. Geffner, Barron’s Publishers

How to Write Effective Business English: The Essential Toolkit (2009)

By Fiona Talbot, Kogan Ltd. Publishers

4.6.2. M1.7.B Business French I

Module-No./ Code M1.7.B


Admission

Requirements

Language placement test

Academic Level For French, courses are offered at the B1 to C1 level.



Contact Details see

ESB-Website)

Depends on course level:

For Business French: Anne-Marie Labbé, Sylvie Béroud, Serge Turcot,

otherwise contact:


[email protected]




Master of Science


Prof. Dr. Niamh O´Mahony Building/Geb. 17, Room/Raum 113, Tel.: 07121 271 3028

[email protected]

Teaching Language French

ECTS-Credits 2 ECTS


Weekly (SWS) Con-

tact Hours 2 hours per week (SWS)


els of one language. Students must demonstrate the prerequisite skills in

order to advance to the next level. After successful completion of this

course, students should have developed:


Students will improve their language skills, while

increasing their knowledge of basic business terminology in the

target language.

o Students will demonstrate best practices for business

communication skills in the target language.

On all levels, students will improve their communication skills ac-

cording to their individual capabilities.

Students will acquire or improve their grammar skills and vocabu-

lary in the target language according to their individual compe-

tency level.

Students will acquire or improve written and oral communication

skills in the target language, especially those skills used in busi-

ness contexts and situations in the student’s personal context

(studies, internships).


Students will analyze and discuss different topics related to

business communication.

Social competence:

Students will interact in the target language for various

purposes and with different types of audiences.

Students will improve their intercultural awareness and

intercultural communication competencies.


Students will improve self-confidence using the target language

for different purposes, including business situations.

Students will become familiar with France as well as the ways of

life and business life in French-speaking countries.

Students will become aware of current economic developments

and problems in French-speaking countries.


Syllabus


pean Framework Reference for Languages (CEFR).




Master of Science


Teaching and Learn-




Specialties The Business French courses are offered ESB-wide and therefore reflect

the ESB-wide module and course descriptions.

Literature For Business French:

To be announced in class (depends on the course level).

4.6.3. M1.7.C Business Spanish I

Module-No./ Code M1.7.C


Admission

Requirements

Language placement test

Academic Level For Spanish, courses are offered at the A1 to C1.2 level.



Contact Details see

ESB-Website)


For Business Spanish: Yolanda Guevara, Esteban Caballero, Francis

Figueroa, Maria Engracia Lopez Sanchez, Pilar Vega, Lilliam Rojas-Klaus,

otherwise contact:


[email protected]

Teaching Language Spanish

ECTS-Credits 2 ECTS



Hours

2 hours per week (SWS)








target language.

Students will demonstrate best practices for business communi-

cation skills in the target language.





tency level.




Master of Science









Social competence:








Students will become familiar with Spain and Latin-American

countries as well as the ways of life and business life in Spanish-

speaking countries.


and problems in Spanish-speaking countries.


Syllabus



Teaching and Learn-

ing Methodologies

All teaching is by native speakers and based on short presentations, inter-



Specialties The Business Spanish courses are offered ESB-wide and therefore reflect


Literature For Business Spanish:

Meta Profesional A1-A2 Spanisch für den Beruf (2015)/Klett

Meta Profesional B1 Spanisch für den Beruf (2015)/ Klett

Further literature will be announced in class, especially for higher lev-

els.

4.6.4. M1.7.D Business Chinese I

Module-No./ Code M1.7.D


Admission

Requirements

Language placement test only if student has prior knowledge of Chinese

in the first session

Academic Level For Chinese, courses are offered at the A1 to B1 level.




Master of Science



Contact Details see

ESB-Website)


For Business Chinese: Xiaohui Xu, Hui Mo-Meier, Ying Feng, otherwise

contact:


[email protected]


[email protected]

Teaching Language Chinese

ECTS-Credits 2 ECTS



Contact Hours









target language.







tency level.








Social competence:








Students will become familiar with China as well as the ways of

life and business life in China.





Master of Science



and problems in China.


Syllabus



Teaching and Learn-

ing Methodologies




Specialties The Business Chinese courses are offered ESB-wide and therefore reflect


Literature For Business Chinese:


4.6.5. M1.7.E Business German I

Module-No./ Code M1.7.E


Admission

Requirements

Language placement test (exchange students must demonstrate basic

knowledge of German language in order to participate in regular program

lectures. The Business German course is in addition to the regular

lectures).

Academic Level For German, courses are offered at the A1 to C1.2 level.



Contact Details see

ESB-Website)


For Business German: Dr. Karen Diehl, Josefine Kohle-Hempel, Susanne

Lindner, Gabriele Cwejn, Martin Böhler, otherwise contact:


[email protected]

Teaching Language German

ECTS-Credits 2 ECTS



Contact Hours 2 hours per week (SWS)








target language.






Master of Science






tency level.








Social competence:








Students will become familiar with Germany as well as the ways of

life and business life in German-speaking countries.


and problems in German-speaking countries but especially in Ger-

many.


Syllabus



Teaching and Learn-

ing Methodologies




Specialties The Business German courses are offered ESB-wide and therefore reflect


Literature For Business German:


4.7. M2.1 International Market Research Projects




Art der Lehr-


Häufigkeit des




Master of Science


Zugangs-

voraussetzungen Successful completion of “International Business Research” course

Niveau Master

Verwendbarkeit des

Moduls Die Eignung für andere Studiengänge ist nach Rücksprache mit dem je-


Modul-

verantwortliche(r) Prof. Roland Heger, PhD Building/Geb. 17, Room/Raum 119, Tel.: 07121 271 6012

[email protected]

Name der/des

Hochschullehrer/s Prof. Roland Heger, PhD Building/Geb. 17, Room/Raum 119, Tel.: 07121 271 6012

[email protected]

Lehrsprache Deutsch

ECTS-Credits 6 ECTS

Gesamtworkload

(Präsenzzeit und

Selbststudium)

180 h (60 h Präsenzstunden, 120 h Selbststudium und Projektarbeit)

Kontaktstunden/ SWS


Art der Prüfung/

Voraussetzung für

die Vergabe von

Leistungspunkten

Projektarbeit (75%) und Präsentation (25%)


Qualifikationsziele Fachliche Kompetenzen:

Die Veranstaltung hat zum Ziel, die Möglichkeiten, Instrumente und

Grenzen internationaler Absatzmarktforschung aufzuzeigen, insbe-

sondere was man selbst „vom Schreibtisch aus“ tun kann. Sie befä-

higt, eine Sekundärmarktforschungsstudie selbständig durchzufüh-

ren und macht dabei mit den unterschiedlichen Informationsquellen

und Vorgehensweisen vertraut. Darüber hinaus befähigt sie, die

problemadäquate Balance zwischen zusätzlichem Informationsbe-

darf und zusätzlichen Kosten bzw. zusätzlichem Aufwand für die In-

formationsbeschaffung einzuschätzen. Schließlich wird die Fähigkeit

geschult, Arbeitsergebnisse professionell zu präsentieren.


Studenten wenden auch komplexe multivariate Analysemethoden auf

reale Fragestellungen von Unternehmen an und erarbeiten in den je-

weiligen betrieblichen Kontext passende Lösungen. Dabei lernen sie

komplexe Fragestellungen und unterschiedliche Interessengruppen

im Projekt zu managen.


Durch die offene Fragestellung werden Selbstverantwortung sowie

die Kooperationsfähigkeit in einem Team trainiert sowie soziale und

ethische Urteilskraft und Verantwortung gelebt. Im Rahmen der Pro-

jektgruppe, in der Interaktion mit dem Unternehmen sowie mit dem

Zielmarkt wird auch die interkulturelle Kompetenz und die sprachli-

che Interaktion in einer Fremdsprache gestärkt.

Persönliche Kompetenzen

Der Wechsel von Theorie und Diskussion im Seminar und Praxis mit





Master of Science


dem Unternehmen stärkt die Problemlösungs- und Entscheidungsfä-

higkeit, Zielorientierung, das Selbstmanagement, die Teamfähigkeit,

sowie internationale Kompetenzen und die sprachliche Ausdrucksfä-

higkeit.

Course-specific

contribution to AOL

learning objectives

LO 2: Students conduct market research projects for different interna-

tional markets, with culture always being present as an important success

variable.

LO 4: Students know how to qualify, and quantify, market attractiveness,

and market potential, deciding upon the level of complexity included into

the analysis. They know how to balance desired market knowledge with

restrictions of time, budget, and information resources.

Inhalte des Moduls Konzepte, Ziele, Methoden und Instrumente internationaler Absatz-

marktforschung

Möglichkeiten, Instrumente und Grenzen internationaler Absatzmarkt-

forschung

Kennenlernen aktueller Forschungsergebnisse und Datenquellen

Besonderheiten internationaler Absatzmarktforschung

Abschätzung Marktkapazität, -potentiale und -volumina

Abschätzung Marktrisiken

Durchführung eines Marktforschungsprojekts

Ergebnispräsentation und Consulting

Lehr- und Lern-

methoden Es kommen verschiedene Lehrmethoden zum Einsatz, die sich abwech-



nen

Projektarbeit in Kleingruppen mit Ergebnispräsentation und Diskus-

sion

Unmittelbarer Kontakt zur Unternehmenspraxis

Praxis-Beispiele

Ggf. Gastvortrag

Besonderes Praxisprojekt mit Unternehmen, Gastvorträge

Literatur Bauer, Erich: Internationale Marketingforschung, 4. Auflage, Olden-

bourg Verlag, München und Wien, 2009

Schmid, Stefan: Strategien der Internationalisierung, 3. Auflage,

Oldenbourg Verlag, München und Wien, 2013

Cavusgil, Tamer S. / Knight, Gary / Riesenberger, John / Yaprak, At-

tila: Conducting Market Research for International Business, Business

Expert Press, New York, 2009

4.8. M2.2 Applied Management Studies & Intercultural Management




Master of Science




Art der Lehr-veranstal-

tung Compulsory / Pflicht

Lehrveranstaltungen

des Moduls M2.2.1 Strategic Management II

M2.2.2 Intercultural Management

M2.2.3 Management Workshops

Häufigkeit des


Zugangs-vorausset-

zungen Successful completion of M1.4.2 Strategic Management I


Verwendbarkeit des

Moduls M2.2.2 Intercultural Management:

Eligible for foreign students with adequate command of English language.


nissen.





Modulverantwortli-

che(r) Prof. Dr. Dominic Wader

Geb. 17, Raum 116, Tel.: 07121 271 3065

[email protected]


Qualifikationsziele

des Moduls In this module, application and practice of management are trained.

Learning outcomes of module parts are detailed with respective course

descriptions.

Art der Prüfung/

Voraussetzung für

die Vergabe von

Leistungspunkten

Projektarbeiten in

M2.2.2 Intercultural Management (30%)und

M2.2.3 Management Workshops (30%)

Klausur in M2.2.1 Strategic Management II (2h; 40%)


4.8.1. M2.2.1 Strategic Management II


Veranstaltungsart Compulsory / Pflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

Lehrsprache Deutsch

ECTS-Credits 2


Kontaktstunden/ SWS






Master of Science




Gesamtüberblick über den Strategieprozess gewinnen

Reflektion Unterschied Transformation, Strategieimplementierung

und Change Management

Spezifische Anforderungen der digitalen Transformation diskutieren

und reflektieren

Fähigkeit einen Implementierungsprozess zu entwerfen bzw. zu über-

prüfen und ggf. zu optimieren

Herausforderungen in der Umsetzung erkennen und damit professio-

nell umgehen

Innovative Ansätze kennenlernen und erproben


Veränderungskompetenz ist in jeder Funktion hilfreich.

Systemisches Organisationsverständnis vertiefen, u.a. Systemprinzi-

pien reflektieren


Veränderungswiderstände erkennen und kompetent damit umgehen

lernen.

Selbstorganisation und Zusammenarbeit in diversen Projektteams.


Eigene Lern- und Veränderungsprozesse reflektieren

Course-specific

contribution to AOL

learning objectives

LO 2: Students discuss the requirments in strategy implementation in dif-

ferent contexts (e.g. non-profit/profit, large/small size company, different

industries, family-owned companies) They apply the theory in different

business simulations.

LO 3: Students discuss behavioral aspects of organizational change pro-

cesses and apply the knowledge in a business simulation.

LO 4: Students apply their conceptual knowledge about strategy imple-

mentation (concepts, methods, instruments, processes, cultural/behav-

ioural aspekts) in specific business simulations for change management.


staltung - Transformation, Strategieimplementierung und Change-Management

- Agile, strategie-fokussierte Organisationen

- Konzepte und Methoden

- Kontextspezifisches Change-Management

- Erprobung innovativer Ansätze

Lehr- und Lern-

methoden Studium der Fachliteratur, Vorlesungen, Fallstudien, digitale Lernplatt-

form HBS Simulationen.

Besonderes Fallweise werden Praxisvertreter zur Präsentation und Diskussion ausge-

wählter Themen eingeladen.

Literatur Kaplan, R.S., Norton, D. P., The Strategy-Focused Organization: How

Balanced Scorecard Companies Thrive in the New Business Environ-

ment, Boston: Harvard Business School Press, United States of Amer-

ica 2001.

Kaplan, R.S., Norton D.P., Alignment. Using the Balanced Scorecard to

create corporate synergies, Boston (Mass.), Boston: Harvard Business

School Press, United States of America 2006.



Master of Science


Kolks, Uwe (1990): Strategieimplementierung. Ein anwenderorientier-

tes Konzept. Wiesbaden: Dt. Univ.-Verl. (DUV).

Kotter, John P. (2010): Leading change: Boston, Mass.: Harvard Busi-

ness School Press, 2010.

Lauer, Thomas (2014): Change-Management. Grundlagen und Er-

folgsfaktoren. 2. Aufl. 2014. Berlin, Heidelberg.

Raps, Andreas (2017): Erfolgsfaktoren der Stratgieimplementierung.

Konzeption, Instrumente und Fallbeispiele. 4rd ed.

Ross, Beath, Mocker (2019), Designed for Digital, MIT Press, Cam-

bridge, Massachusetts, 2019.

Scharmer, Otto; Kaufer, Katrin (2013): Leading from the emerging fu-

ture. From ego-system to eco-system economies. 1st ed. San Fran-

cisco.

Stolzenberg, Kerstin; Heberle, Krischan (2013): Change-Management.

Veränderungsprozesse erfolgreich gestalten - Mitarbeiter mobilisie-

ren: Vision, Kommunikation, Beteiligung, Qualifizierung. 3., überarb.

Aufl. 2013. Berlin, Heidelberg.

4.8.2. M2.2.2 Intercultural Management

Course number/ Code M2.2.2

Type of course Compulsory / Pflicht

Lecturers name Prof. Baldur Veit, LL.D. Geb. 3, Raum Raum 218, Tel. 07121/271-1004

[email protected]

Teaching language English

Credits (ECTS) 2 ECTS

Total workload 60 h (30 h Class Attendance, 30 h Self Study)

Contact hours

per week


Learning outcomes

of the course Goals of the course are to bring the students to a closer understanding of

various cultural mindsets and to highlight intercultural business connec-

tions. Raising awareness for foreign cultures and behavioral patterns are

also primary goals.

The students should be ready to:

Assess the influence of cross-cultural differences in international busi-

ness relationships and their own behavior to set those differences.

Adequately prepare for new intercultural situations.

Course-specific

contribution to AOL

learning objectives

LO 2: Students work in teams and discuss several intercultural case stud-

ies. Students’ level of intercultural competence will be assessed by way of

an online test (Intercultural Effectiveness Scale). Students reflect on their

intercultural knowledge and understanding and their behavioural strate-

gies in a project report and will get feedback.

LO 3: Ethical aspects of diversity are discussed as part of the intercultural

management challenges.




Master of Science


LO 4: Students discuss and evaluate various case studies from interna-

tional business situations.

Content/

Indicative syllabus Specific cultural knowledge for selected industrial and emerging econo-

mies in the areas of Cultural History, Policy, Religion, Ethics, Societal

Rules, Economic background, Behavior and communication rules, Negoti-

ation.

Teaching and

learning methods Interactive Lecture, Homework, Case Studies, Presentations, Class room

simulation of an intercultural business meeting

Miscellaneous Simulation of a first meeting of representatives from 2 companies from 2

different countries.

Indicative

reading list Cultures and Organizations: Software of the mind: Intercultural coop-

eration and its importance for survival (2010), 3rd edition, Geert Hof-

stede, Gert Jan Hofstede and Michael Minkov, McGraw-Hill, ISBN 978-

0-07-166418-9

Erin Meyer ( 2014) : The Culture Map: Breaking Through the Invisible

Boundaries of Global Business, Hachette Book Group, USA, ISBN 978-

1-61-039-2501

Richard D. Lewis (2010): When Cultures Collide-Leading Across Cul-

tures, 3rd edition, ISBN 978-1-904-838029

Helen Deresky (2011): International Management; Managing Across

Borders and Cultures. Text and Cases, 7th edition, Pearson, ISBN 978-

0-13-254555-6

Kiss, Bow or Shake Hands (2006), 2nd edition, Terri Morrison and

Wayne A. Conaway, Adams Media, ISBN 1-59337-368-6

Fred Luthans, Jonathan P.Doh (2009), International Management:

Culture, Strategy, and behavior, 7th edition, McGraw-Hill, Part II, The

role of culture, ISBN 978-0-07-128314-4

Browaeys, Marie-Joëlle; Price, Roger (2016): Understanding Cross-Cul-

tural Management. Second Edition. Essex: Pearson (3rd ed.).

Holden, N., Michailova, S., & Tietze, S. (Eds.) (2015): The Routledge

Companion to Cross-Cultural Management. London, New York:

Routledge.

Wildman, J. L., Griffith, R. L., & Armon, B. K. (Eds.) (2016): Critical Is-

sues in Cross Cultural Management. Basel: Springer International

Publishing.

4.8.3. M2.2.3 Management Workshops



Name der/des Hoch-

schullehrer/s Various professors and company lecturers

Prof. Dr. Dominic Wader

Geb. 17, Raum 116, Tel.: 07121 271 3065

[email protected]

Lehrsprache English / German




Master of Science


ECTS-Credits 2 ECTS

Gesamtworkload 60 h (30 h Class Attendance, 30 h Self Study)

Kontaktstunden/ SWS

oder Gesamtstunden 2 hours per week (SWS); primarily as a teaching block during the block

week of the study program


Lehrveranstaltung Fachliche Kompetenzen (Professional Competencies):

Participants shall develop an advanced understanding of theoretical

and practical aspects of business administration and various busi-

ness models.


Competencies):

Ability to analyze and critically assess business models and manage-

ment issues;

Problem solving in management issues.


cies):

Argue for or against positions in front of audiences;

Develop results in discussions in various team set ups;

Apply effective written and oral communication skills.


Awareness of own potential in analyzing and assessing business

models and management issues;

Awareness for own argumentation skills.

Course-specific

contribution to AOL

learning objectives

LO 4: Students discuss and evaluate various real life case studies with

company representatives.


staltung Discuss current topics of management with executives of well-known com-

panies

Lehr- und Lern-

methoden Case studies, Presentations, Discussions

From time to time case studies take place at various companies (extern

visits)

Besonderes n.a.

Literatur n.a.

4.9. M2.3 Electives

International Management (2 out of 4)




Art der Lehr-

veranstaltung Wahlpflicht (2 aus 4)

Lehrveranstaltungen

des Moduls

M2.3.A Consulting Projects

M2.3.B Management and Leadership

M2.3.C Strategic Foresight

M2.3.D Transformationsmanagement



Master of Science


Häufigkeit des

Angebots 1x je Semester

Zugangs-

voraussetzungen Vorkenntnisse aus dem ersten Semester des Studiengangs.


Verwendbarkeit des

Moduls Eligible for foreign students with adequate command of English language.


nissen.





Modul-

verantwortliche(r) Prof. Dr. Dominic Wader

Geb. 17, Raum 116, Tel.: 07121 271 3065

[email protected]

ECTS des Moduls 10 ECTS (je 5 ECTS aus 2 Wahlpflichtfächern)

Qualifikationsziele

des Moduls Fachliche Kompetenzen:

Das Qualifikationsziel ist die berufliche Verantwortungsübernahme in

der Unternehmenspraxis.


Die Studierenden sind in der Lage, Zusammenhänge und Querverbin-

dungen zwischen verschiedenen betriebswirtschaftlichen Funktions-

bereichen herzustellen und diese in einen Gesamtrahmen einzuord-

nen.


Die Studierenden erlernen und vertiefen Social Skills und entwickeln

ihre Persönlichkeit weiter.


Die Studierenden werden zu kompetenten Gesprächspartnern im Bu-

siness Development und können qualifiziert mit Verantwortlichen in

Unternehmen kommunizieren und Problemlösungen für Unterneh-

men entwickeln.

Art der Prüfung Variiert je Wahlpflichtfach (siehe Studien- und Prüfungsordnung sowie die

Beschreibung des Wahlpflichtfachs)

Gewichtung der Note 10/90 (je 5/90 ECTS aus 2 Wahlpflichtfächern)

4.9.1. M2.3.A Consulting Projects

Kursnummer/ Kürzel M2.3.A

Veranstaltungsart Wahlpflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Gerd Nufer Geb. 5, Raum 108, Tel.: 07121 271 6011 [email protected]

Lehrsprache Deutsch





Master of Science


ECTS-Credits 5 ECTS

Gesamtworkload 150 h (60 h Präsenzstudium, 90 h Selbststudium)

Kontaktstunden/ SWS



Lehrveranstaltung Vertiefung der Management- und Marketing-Kenntnisse

Erweiterung des Wissens durch die Bearbeitung von Consulting-Pro-

jekten

Unmittelbare Anwendung der vorhandenen theoretischen Kenntnisse

im Rahmen von praktischen Projekten Course-specific

contribution to AOL

learning objectives

LO 4: Group work on real-life projects and presentations by students con-

tribute to LO 4 (domain-specific problem solving competencies): Students


meth-ods/tools/instruments for complex problems technically correct; de-



staltung Grundlagen der Marktforschung und des Projektmanagements

Datenerhebung

Datenanalyse

Ergebnispräsentation und Consulting

Projektarbeit

Specials aus Forschung und Praxis

Lehr- und Lern-

methoden Es kommen verschiedene Lehrmethoden zum Einsatz, die sich abwech-



nen

Projektarbeit in Kleingruppen mit Ergebnispräsentation und Diskus-

sion

Besonderes Unmittelbarer Kontakt zur Unternehmenspraxis, persönliche und digitale

Interaktion

Literatur Pflichtlektüre:

Backhaus, Klaus / Erichson, Bernd / Plinke, Wulff / Weiber, Rolf: Mul-

tivariate Analysemethoden. Eine anwendungsorientierte Einführung,

15. Aufl., Berlin u.a. 2018

Fantapié Altobelli, Claudia: Marktforschung. Methoden – Anwendun-

gen – Praxisbeispiele, 3. Aufl., Stuttgart 2017

Zusätzlich empfohlene Literatur:

Nufer, Gerd / Bühler, André (Hrsg.): Management im Sport. Betriebs-

wirtschaftliche Grundlagen und Anwendungen der modernen Spor-

tökonomie, 3. Aufl., Berlin 2012

Nufer, Gerd / Bühler, André (Hrsg.): Marketing im Sport. Grundlagen

und Trends des modernen Sportmarketing, 3. Aufl., Berlin 2013



Master of Science


4.9.2. M2.3.B Management and Leadership

Kursnummer/ Kürzel M2.3.B

Veranstaltungsart Elective / Wahlpflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Florian Kapmeier Geb. 5, Raum 111, Tel.: 07121 271 3104 [email protected]

Lehrsprache English

ECTS-Credits 5 ECTS

Gesamtworkload 150 h (60 h Contact Hours, 90 h Self Study)

Kontaktstunden/ SWS

oder Gesamtstunden 4 hours per week (SWS) / Semesterwochenstunden (SWS)


Lehrveranstaltung Why do so many business strategies fail? Why do so many others fail to

produce lasting results? Why do many businesses suffer from periodic cri-

ses, fluctuating sales, earnings, and morale? Why do some firms grow

while others stagnate? How do once-dominant firms lose their competi-

tive edge? And how can a firm identify and design high-leverage policies,

policies that are not thwarted by unanticipated side effects?

Accelerating economic, technological, social, and environmental change

challenge managers to learn at increasing rates. And we must increas-in-

gly learn how to design and manage complex systems with multiple feed-

back effects, long time delays, and nonlinear responses to our de-cisions.

Yet learning in such environments is difficult, precisely because we never

confront many of the consequences of our most important decisions. Ef-

fective learning in such environments requires methods to develop sys-

tems thinking, to represent and assess such dynamic com-plexity – and

tools managers can use to accelerate learning throughout an organiza-

tion.

Upon completion of this strategy course, participants will have devel-oped

the following competencies:

Professional Competencies (Fachliche Kompetenzen):

Students are introduced to systems thinking and the system dynam-

ics modeling methodology. They apply system dynamics to corporate

chal-lenges in the area of strategy, organizational change, and policy

design. Students will learn to visualize a business organization in

terms of the structures and policies that create dynamics and regu-

late performance. In particular, they will improve their understanding

of the ways in which an organization's performance is related to its

internal structure and operating policies as well as those of custom-

ers, competitors, and sup-pliers. Students will use simulation mod-

els, management flight simula-tors, and case studies to develop con-

ceptual and modeling skills for the design and management of or-

ganizations in a dynamic world. They will learn principles for effective

use of modeling in the real world.

Methodological Competencies (Fachübergreifende Kompetenzen,

Berufsbefähigung):

Students will develop an understanding of dynamic complexity, inher-

ent in most business situations of policy-design and decision-making.

They will learn how to carefully analyze complex systems, understand




Master of Science


over-time-behavior, and the impacts of time delays, non-linear rela-

tionships, and feedbacks. Students will learn to recognize and deal

with situations where policy interventions are likely to be delayed, di-

luted, or defeated by unanticipated reactions and side effects. Stu-

dents get to work with role playing games, simulation models, case

studies, and management flight simulators to develop principles of

policy design for successful management of complex strategies.

Through thinking in interdisciplinary relationships and translating

these into simulation models, students develop a better understand-

ing of interactions between organizations, their customers and sup-

pliers the oftentimes vertical structures within organizations. They

will have a chance to use state of the art software for computer sim-

ulation and gaming (no prior computer modeling expe-rience is

needed).

Social Competencies (Soziale Kompetenzen, Schlüsselkompeten-

zen):

Students will improve their ability to work in teams in order to ana-

lyze complex business challenges. They will also refine their oral and

written communication skills because of the interactive nature of the

course. Through team work under time pressure and diversity in

class, students will develop social and intercultural skills, including

giving and receiving feedback.

Personal Competencies (Persönliche Kompetenzen):

Students will improve their analytical and problem-solving skills. Stu-

dents will be better aware of dynamic complexity. They will learn

about their own position and the impact of own behavior, policy-de-

sign, and strategic decision-making on the complex system in which

they them-selves – as decision-makers - are embedded.

Course-specific

contribution to AOL

learning objectives

LO 2.1: Students collaborate in international teams to develop soluations

to societal and corporate issues. These issues are mostly issues that have

international impact, thus students also reflect on the cultural dimensions

LO 3.1:Ethical aspects do play an important role in this course, be it in un-

derstanding the dynamics of epidemics and vaccinations, the dynamics of

companies’ too fast growth, which is often followed by a bust, the critical

aspect of (too much) consumption in the affluent countries of the world

and the reflection on what really makes humans happy. A special focus of

the class is the realizing of the differences in wealth of the different coun-

tries of the world when we play the simulation-based roleplay World Cli-

mate. Here, international students represent different nations and blocks

of the world, and they need to find an internationally valid agreement on

how to reduce GHG emissions in order to stabilize the temperature rise

below 2°C over pre-industrial times. Students realize very well the tension

between the developed and the developing countries of the world.

LO 4.1: In this course, students realize that many management tools cut

off feedback loops that the world actually consists of. Students learn a dif-

ferent way of thinking of how to approach complex issues that the world is

dealing with, including feeback-loops, time delays, and non-linearities –

all of which combined enable students to realize the roots of counterintui-

tive behavior of problem situations.


staltung • Strategic business dynamics: Purpose, tools and concepts

• Model building

• Problem definition and model purpose



Master of Science


• Causal loop diagrams & Stock-and-flow-diagrams to grasp complexity

• Dynamics of stocks and flows, feedback

• Understanding the dynamics of simple systems

• Analyzing systems and creating robust policies

• Network externalities, complementarities, and path dependence

• New technologies

• Interactions of operations, strategy, and Human Resource policy: the

case of People Express

• Re-engineering the supply chain in a high-velocity industry

• Late, expensive, and wrong: The dynamics of project management

• Understanding today’s impact of personal and management deci-

sions on climate change

• Cutting corners and working overtime: Service quality management

Lehr- und Lern-

methoden Interactive lecture, group work, independent literature study, case stud-

ies, business simulation models, and “management flight simulators”.

Besonderes Guest lecture, if applicable

Literatur Required reading

Sterman, J.D. (2000), Business Dynamics. Systems Thinking and Mod-

eling for a Complex World, Boston et al.: Irwin McGraHill, 2000

Schlesinger, Leonard A., and Debra Whitestone (2000), People Ex-

press (A). Boston, MA: Harvard Business Publishing, 2000, Case No.

9-483-103

Recommended readings

Lyneis, J.M. (1999), System Dynamics for Business Strategy: A

Phased Approach, in: System Dynamics Review, 15, 1999, 1, pp. 37-

70

Morecroft, J.D.W. (2007), Strategic Modelling and Business Dynamics:

A Feedback Systems Approach, Chichester: Wiley 2007

Morecroft, J.D.W. and Sterman, J.D. (Eds., 1994), Modeling for Learn-

ing Organizations, Portland: Productivity Press 1994

Rahmandad, H. and Sterman, J.D. (2012), Reporting Guidelines for

Simulation-Based Research in Social Sciences, in: System Dynamics

Review, 28, 2012, 4, pp. 396-411

Repenning, N. and Sterman, J.D. (2001), Nobody Ever Gets Credit for

Fixing Problems that Never Happened: Creating and Sustaining Pro-

cess Improvemence, in: California Management Review, 43, 2001, 4,

pp. 64-88

Warren, K. (2008), Strategic Management Dynamics, Chichester:

Wiley 2008

4.9.3. M2.3.C Strategic Foresight



Master of Science


Kursnummer/ Kürzel M2.3.C

Veranstaltungsart Elective / Wahlpflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Jan Oliver Schwarz [email protected]

Lehrsprache English

ECTS-Credits 5 ECTS

Gesamtworkload 150 h (60 h Presence, 90 h Self Study)

Kontaktstunden/ SWS

oder Gesamtstunden 4 hours per week (SWS)


Lehrveranstaltung Professional Competencies:

Students will develop skills on how to deal with dynamic, complex

and uncertain business enviromnemtns, in particular in regard to the

future, long term strategy formulation and decision making, by apply-

ing principles of Strategic Foresight and tools such as trend research,

scenario planning or business wargaming.


Students will enhance their decision-making skills by challenging

mental models and being introduced to making decisions under un-

certainity.


Students will apply their oral and written communication skills

through the interactive nature of the course. Furthermore, they will

apply their team skills by developing results in discussions in various

team set-ups.


Students will gain knowledge and competencies in analyzing and as-

sessing changes in the business environment and linking these in-

sights to strategy formulation.

Course-specific

contribution to AOL

learning objectives

L0 4: Students will be able to apply methods of Strategic Foresight as a

relevant planning instrument.


staltung Introduction to Strategic Foresight

Process of Strategic Foresight

Selected tools of Strategic Foresight: trend research, delphi tech-

nique, scenario planning, business wargaming

Case studies on Strategic Foresight approaches

Development of scenarios based on a real case provided by a firm

Strategic thinking

Lehr- und Lern-

methoden Besides lectures on the theoretical background of Strategic Foresight,

cases will be provided

The core of the course will be the development of scenarios

Besonderes The development of scnearios, following the scenario planning ap-

proach of Royal Dutch Shell, will be based on a real case provided by

a firm. The scenarios and the strategic implications will be presented

to senior executives of the firm.

Occasional guest speaker




Master of Science


Literatur Day, G. S., & Schoemaker, P. J. H. (2006). Peripheral vision: detecting

the weak signals that will make or break your company. Boston: Har-

vard Business School Press.

Krupp, S., & Schoemaker, P. J. H. (2014). Winning the Long Game:

How Strategic Leaders Shape the Future. New York: Public Affairs.

Liebl, F., & Schwarz, J. O. (2010). Normality of the future: Trend diag-

nosis for strategic foresight. Futures, 42(4), 313–327.

Ramirez, R., & Wilkinson, A. (2016). Strategic Reframing: The Oxford

Scenario Planning Approach. Oxford: Oxford Pulishing.

Rohrbeck, R. (2011). Corporate Foresight: Towards a Maturity Model

for the Future Orientation of a Firm. Heidelberg: Physica-Verlag.

Rohrbeck, R., & Kum, M. E. (2018). Corporate foresight and its impact

on firm performance: A longitudinal analysis. Technological Forecast-

ing and Social Change, in press, 1–30.

Rohrbeck, R., & Schwarz, J. O. (2013). The value contribution of stra-

tegic foresight: Insights from an empirical study of large European

companies. Technological Forecasting and Social Change, 80(8),

1593–1606.

Schoemaker, P. (2012). Profiting From Uncertainty: Strategies for Suc-

ceeding No Matter What the Future Brings. New York: Free Press.

Schoemaker, P. J. H. (1995). Scenario planning: A Tool for Strategic

Thinking. MIT Sloan Management Review, 36(2), 25–40.

Schwarz, J. O., Ram, C., & Rohrbeck, R. (2018). Combining scenario

planning and business wargaming to better anticipate future competi-

tive dynamics. Futures.

van der Heijden, K. (1996). Scenarios: The Art of Strategic Conversa-

tion. Chichester: John Wiley & Sons.

4.9.4. M2.3.D Transformationsmanagement

Kursnummer/ Kürzel M2.3.D

Veranstaltungsart Wahlpflichtfach, 2. Semester IACT/IBD

Name der Hochschul-

lehrerin Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130 Tel.: 07121 – 271 6018 [email protected]

Lehrsprache Deutsch/Englisch

ECTS-Credits 5 ECTS

Gesamtworkload 150 h (60 h Präsenzstudium, 90 h Selbststudium)

Kontaktstunden/ SWS 4 Semesterwochenstunden (SWS)


Lehrveranstaltung Wissensvertiefung bzgl. Führung, Change-Management und Strategie-

implementierung

Erweiterung Kommunikationskompetenzen




Master of Science


Vertiefung Nachhaltigkeitsaspekte in Transformationsprozessen

Anwendung innovativer Methoden und Tools für das Transformations-

management (cutting-edge)

Erweiterung des Erfahrungswissens durch die Initiierung und Bearbei-

tung von Transformationsprojekten in Kooperation mit verschiedenen

Institutionen

Course-specific

contribution to AOL

learning objectives

LO 4: Group work on real-life projects and presentations by students con-

tribute to LO 4 (domain-specific problem-solving competencies): Students


methods/tools/instruments for complex problems technically correct; de-



staltung Grundlagen systemisches Transformationsmanagement

Vertiefung Theory U (Otto Scharmer, MIT)

Kursteilnahme „u.lab: Leading From the Emerging Future

Teilnahme am Reutlinger u.lab 2x: From Prototype to Eco-System-Im-

pact) (Prototyping, Peer Coaching, Support from Precensing Institute)

Anwenden der Methoden und Tools der u.lab 2x online Plattform

Konkrete Anwendung des Wissens in der Projektarbeit

Reflextion der Umsetzung

Lehr- und Lern-

methoden Es kommen verschiedene innovative Lernmethoden zum Einsatz:

Diskussion und Reflektion der Inhalte des

Online Kus: u.lab: Leading From the Emerging Future

Teilnahme an dem Reutlinger u.lab 2x-Session

Online-Termine mit dem Presencing Institut (MIT):

20. Februar, 26. März, 30 April, 4 Juni nachmittags

(16:00 – 19:00 Uhr)

(Online oder im Nachgang per Aufzeichung)

Durchführung Projektarbeit in Kleingruppen mit den externen Stake-

holdern

Durchführung von Experimenten zum sozialen Feld

Ergebnispräsentation und Diskussion mit den externen Stakeholdern

Besonderes Unmittelbarer Kontakt zur Unternehmenspraxis

Anwendung der Tools im Rahmen eines oder mehrerer konkreter Trans-

formationsprojekte

Unterstützung von Presencing Insittute (MIT, Otto Scharmer)

Einbindung in das weltweite u.lab Netzwerk

Hoher Innovationsgrad und viel Raum für Experimente und neue Ideen

Literatur Pflichtlektüre vor Kursbeginn zu Lesen:

Scharmer, C. O., The Essentials of Theory U, Core Principlees and Ap-

plications, 2018.

Ergänzende Literatur:

Scharmer, C. O., Theory U: Leading from the Future as it Emerges, 2nd

ed., 2016.



Master of Science


Scharmer, C. O., Kaufer, K., Leading from the Emerging Future: From

Ego-System to Eco-System Economics, 2013

Senge, P., Scharmer, O., et al, Presence: An Exploration of Profound

Change in People, Organizations, and Society, 2004.

Müller-Christ, G., Pijetlovic, D., Komplexe Systeme lessen. Das Poten-

tial von Systemaufstellungen in Wissenschaft und Praxis, Berlin 2018.

Kaduk, S., Osmetz, D., et al., Musterbrecher. Die Kunst, das Spiel zu

drehen, Hamburg 2013.

Entsprechend der Themen für die Hausarbeit Bearbeitung weitere Litera-

tur erforderlich.

Prüfungsform Hausarbeit und Präsentation

Teilnahme-

beschränkung

SoSe 2020

20 Teilnehmer/Teilnehmerinnen

Projektvorhaben

SoSe 2020

1) Unterstützung der Entwicklung eines innovativen Industrieparks und Reutlingen unlimited für die Stadt Reutlingen mittels Theory U https://www.reutlingen.de/RT-unlimited

2) tbd; Vorschläge willkommen

3) tbd; Vorschläge willkommen

4.10. M2.4 International Sales & Innovation Management




Art der Lehr-


Lehrveranstaltungen

des Moduls M2.4.1 International Sales

M2.2.2 Innovation Management

Häufigkeit des


Zugangs-

voraussetzungen None


Verwendbarkeit des

Moduls Eligible for foreign students with adequate command of English language.


nissen.





https://www.reutlingen.de/RT-unlimited



Master of Science


Modul-

verantwortliche(r) Prof. Dr. Marco Schmäh Geb. 5, Raum 213A, Tel.: 07121 271 3018 [email protected]


Qualifikationsziele

des Moduls For detailed competencies description see competences in courses “In-

ternational Sales” & “Innovation Management”.

Art der Prüfung/

Voraussetzung für

die Vergabe von

Leistungspunkten

PA / KL (1)





Master of Science


4.10.1. M2.4.1 International Sales


Veranstaltungsart Pflicht

Name der/des Hoch-

schullehrer/s Prof. Dr. Marco Schmäh Geb. 5, Raum 213A, Tel.: 07121 271 3018 [email protected]

Lehrsprache Deutsch

ECTS-Credits 4 ECTS


Kontaktstunden/ SWS




z.B. Expertenwissen zum Thema Sales aufbauen, fachspezifische Me-

thoden wie Value Based Selling Kompetenzen aufbauen, wissen-

schaftliche Methoden zur Strategieentwicklung kennen lernen, Pro-

blemlösungsstrategien für komplexe Salesprobleme entwickeln. Digi-

tales valides Wissen aufbauen zu Digital Learning. Hierzu werden

Themen angesprochen wie Customer Service Automation, Chat-

boteinsatz in Marketing & Sales (digital sales) sowie E-Bidding/E-Auc-

tion (eprocurement).


z.B. fachübergreifende Kompetenzen entwickeln zum Thema Füh-

rung und Teamführung sowie Entscheidung und Intuition.


z.B. Team- und Kooperationsfähigkeit in Rollenspielen lernen, inter-

kulturelle Kompetenz bei Fallstudien erlernen und anwenden.


z.B. Problemlösungs- und Entscheidungsfähigkeit bei Rollenspielen

zeigen, Selbstmanagement und Autonomie bei Hausarbeit beweisen,

Teamfähigkeit bei Aufgabenstellungen üben.

Course-specific

contribution to AOL

learning objectives

LO 2: Students learn to adapt their behaviour according to intercultural

aspects.

LO 3: Students reflect upon the ethical consequences of their acting in

sales negotiations and acquisitions

LO 4:Students reflect upon the context of the B2B customer acquisition

process and its complexities when designing the perfect sales strategy,

they reflect upon the consequences of the B2B customer needs and

wants for the supply chain and they develop scientific solutions for com-

plex B2B sales problems– assessed in the context of a group project and

presentation


staltung Sales Management Grundlagen

Strategisches und operatives Vertriebsmanagement

Value Based Selling Konzept

Service Management im B2B

Vertriebsstrategie

Digital Sales / E-procurement




Master of Science


Körpersprache und Verkauf

Intuition und Entscheidung

Führung und Teamführung

Pricing und Verhandlungen

Lehr- und Lern-

methoden Vorlesungen, Gastvortrag, Exkursion, Rollenspiele, Workshops, Fallstudien

Besonderes z.B. Online-Anteil, Praxisbesuche, Gastvorträge, etc.

Literatur Homburg, Christian, Schäfer, Heiko, Schneider, Janna: Sales

Excellence, Wiesbaden: Springer/ Gabler Wiesbaden 2016

Dixon, Matthew; Adamson, Brent: The Challenger Sale. London 2013

oder München 2017

4.10.2. M2.4.2 Innovation Management



Name der/des Hoch-

schullehrer/s Insa Haaker Lehrbeauftragte (extern)

Lehrsprache Deutsch

ECTS-Credits 2 ECTS

Gesamtworkload 60 Arbeitsstunden, davon 35 Vorlesungen und Präsentationen, 15 Übun-

gen und Cases in Gruppen und 10 Selbststudium und Prüfungsvorberei-

tung

Kontaktstunden/ SWS



Lehrveranstaltung Kenntnisse über wesentliche Aspekte von Innovationen und Aufgaben

des Innovationsmanagements

Unterscheidung zwischen verschiedenen Formen von Innovationen

und ihrer spezifischen Charakteristika

Wissen über geschlossene und offene Innovationsprozesse und deren

Einsatzmöglichkeiten

Verständnis zur Relevanz der Innovationskultur für Organisationen

Erlernen von Bewertungsansätzen und grundlegenden Risikomanage-

ment-Tools in Innovationsprojekten

Anwendung von Kreativitätstechniken und agilen, anwenderzent-rier-

ten Ansätzen zur Realisierung von Innovationen

Problemlösung- und Entscheidungsfähigkeit Course-specific

contribution to AOL

learning objectives

LO 4: Students evaluate innovation projects based on innovation strate-

gies and tools and apply creativity techniques.


staltung 1. Invention, Innovation und Innovationsmanagement

2. Arten von Innovationen



Master of Science


3. Innovationsprozesse in Organisationen

4. Methodische Ansätze zu Kreativität, Bewertung und Umsetzung in In-

novationsprojekten

5. Innovationskultur in Organisationen

6. Innovationsstrategien für Organisationen

7. Geschäftsmodell-Innovation

8. Einflussgrößen des Innovationserfolgs

9. Risikomanagement für Innovationsprojekte

Lehr- und Lern-

methoden Vorlesungen, Übungen und Diskussionen

Eigenständige Bearbeitung von Cases über das gesamte Semester

Gastvortrag / Besuch von externen Innovationsmanagement-Experten

Besonderes Ggf. Teilnahme an Innovationswettbewerben

Literatur siehe Veranstaltung

4.11. M2.5 Electives

Business Language II (1 out of 5)


Semester 2. Semester (two-semester program)

Duration of Module 1 Semester (two-semester program)

Type of Module Elective / Wahlpflicht (eine Veranstaltung aus fünfen ist zu wählen)

Courses included in

the Module M2.5.A Business English II

M2.5.B Business French II

M2.5.C Business Spanish II

M2.5.D Business Chinese II

M2.5.E Business German II

Frequency of Module

Availability Once per semester/1x je Semester

Admission

Requirements

None / Keine (Admission test for grouping / Test zur Gruppeneinteilung)


Recognition of Module Priorities: Program, ESB, University

Responsible Prof. /

Module Coordinator


[email protected]

ECTS Credits 2 ECTS

(Module) Learning

Outcomes Language skills at respective language level (see language for details)

Type of Assessment/

Prerequisites for

Awarding of ECTSs

Continous assessments (CA) consisting of:

written assignment (40%), oral assignment (40%), active

participation and attendance (20%). All continuing assessments are

determined at the course level.





Master of Science


4.11.1. M2.5.A Business English II

Module-No./ Code M2.5.A


Admission

Requirements Successful completion of Business English I.

Academic Level Course is conducted at C1.2 level.



Contact Details see

ESB-Website)

Depends on semester: Miguel Prieto-Valle, otherwise contact:


[email protected]


ECTS-Credits 2 ECTS





els of one language. After the successful completion of this course, stu-

dents should have developed:


Students will confidently and appropriately use common Business

English buzzwords, idioms and phrases.

Students will confidently use negotiation tactics.


Students will apply appropriate grammar, punctuation and

spelling conventions when writing.

Students will compare/contrast the differences when doing busi-

ness in the eastern versus western cultures.

Social competence:

Students will apply networking and teambuilding skills within a

multicultural context.

Students will collaborate with peers from various cultural back-

grounds to problem-solve business scenarios.

Students will confidently and professionally discuss ideas.


Students will confidently use the English language—verbally--for

different purposes, including business situations and job inter-

views.

Students will improve their vocabulary and skills based on their in-

dividual competency level.


Syllabus



Preparing for the job market





Master of Science


1. Compare/contrast different CV styles from different countries/job

markets

2. Write a professional cover letter/submission email 3. Professional/business etiquette for expressing interest in job post-

ings

4. Demonstrate interview skills (telephone, Skype, firing squad, case

interviews) 5. S.M.A.R.T goals

International/intercultural communication


1. Use diplomatic language within different cultural contexts 2. East meets west comparison

3. Professional negotiation tactics & persuasion

Open topics depending on need

1. Business buzz words and idioms 2. Written communication (grammar, style,etc)

3. Verbal communication 4. Expressing cause & effect

Teaching and Learn-



case studies, etc., depending on individual student needs.

Specialties The Business English courses are tailored to the needs of the IACT and

IBD students.

Literature Possible resources include:

English Grammar: Understanding the Basics (2010) By Evelyn P. Al-

tenberg, Robert M. Vago, Cambridge University Press

The New English Grammar: With Phonetics, Morphology and Syntax

(2010) By Horace Dalmolin, Tate Publishing

Oxford Business English Dictionary (2006) By Dylis Parkinson & Jo-

seph Noble, Oxford University Press

Collins COBUILD-International Business English Dictionary (2011) By

Sandra Anderson, Harper Collins Publishers

Business English: The Writing Skills You Need for Today's Workplace

(2010) By Andrea B. Geffner, Barron’s Publishers

How to Write Effective Business English: The Essential Toolkit (2009)

By Fiona Talbot, Kogan Ltd. Publishers

4.11.2. M2.5.B Business French II

Module-No./ Code M2.5.B


Admission

Requirements Successful completion of previous language level in Semester 1.



Master of Science


Academic Level For French, courses are offered at the B1 to C1 level.



Contact Details see

ESB-Website)


For Business French: Anne-Marie Labbé, Sylvie Béroud, Serge Turcot , oth-

erwise contact:


[email protected]


[email protected]

Teaching Language French

ECTS-Credits 2 ECTS









Students will improve their language skills, while increasing their

knowledge of basic business terminology in the target language.







tency level.








Social competence:












Master of Science


Students will become familiar with France as well as the ways of

life and business life in French-speaking countries.


and problems in French-speaking countries.


Syllabus



Teaching and Learning

Methodologies




Specialties The Business French courses are offered ESB-wide and therefore reflect


Literature For Business French:


4.11.3. M2.5.C Business Spanish II

Module-No./ Code M2.5.C


Admission


Academic Level For Spanish, courses are offered at the A1 to C1.2 level.



Contact Details see

ESB-Website)


For Business Spanish: Yolanda Guevara, Esteban Caballero, Francis

Figueroa, Maria Engracia Lopez Sanchez, Pilar Vega, Lilliam Rojas-Klaus,

otherwise contact:


[email protected]

Teaching Language Spanish

ECTS-Credits 2 ECTS


















Master of Science




tency level.








Social competence:








Students will become familiar with Spain and Latin-American

countries as well as the ways of life and business life in Spanish-

speaking countries.


and problems in Spanish-speaking countries.


Syllabus



Teaching and Learn-




Specialties The Business Spanish courses are offered ESB-wide and therefore reflect


Literature For Business Spanish:

Meta Professional A1-A2 Spanisch für den Beruf (2015)/Klett

Meta Professional B1 Spanisch für den Beruf (2015)/ Klett

Further literature will be announced in class, especially for higher lev-

els.

4.11.4. M2.5.D Business Chinese II

Module-No./ Code M2.5.D


Admission


Academic Level For Chinese, courses are offered at the A1 to B1 level.




Master of Science



Contact Details see

ESB-Website)


For Business Chinese: Xiaohui Xu, Hui Mo-Meier, Ying Feng, otherwise

contact:


[email protected]


[email protected]

Teaching Language Chinese

ECTS-Credits 2 ECTS



Contact Hours















tency level.








Social competence:








Students will become familiar with China as well as the ways of

life and business life in China.


and problems in China.





Master of Science



Syllabus



Teaching and Learn-




Specialties The Business Chinese courses are offered ESB-wide and therefore reflect


Literature For Business Chinese:


4.11.5. M2.5.E Business German II

Module-No./ Code M2.5.E


Admission


Academic Level For German, courses are offered at the A1 to C1.2 level.



Contact Details see

ESB-Website)


For Business German: Dr. Karen Diehl, Josefine Kohle-Hempel, Susanne

Lindner, Gabriele Cwejn, Martin Böhler, otherwise contact:


[email protected]

Teaching Language German

ECTS-Credits 2 ECTS



Contact Hours















tency level.




Master of Science









Social competence:








Students will become familiar with Germany as well as the ways of

life and business life in German-speaking countries.


and problems in German-speaking countries but especially in Ger-

many.


Syllabus



Teaching and Learn-

ing Methodologies




Specialties The Business German courses are offered ESB-wide and therefore reflect


Literature For Business German:


4.12. M3.A International Business Studies

Module No./ Code M3.A


Duration of module 1 Semester

Type of module Compulsory, M3.A or M3.B, for those who lack foreign experience accord-

ing to study regulations/ Pflicht, M3.A oder M3.B, für jene mit nicht

ausreichenden Auslandserfahrungen gemäß StuPrO

How frequently is the

module offered

Once per semester/1x je Semester

Admission

requirements

Successful completion of all coursework in the IBD program;

Dependent on international partner university.

Antrag auf Zulassung zum Auslandstudiensemester in Reutlingen und bei

der Partneruniversität.



Master of Science


Im Learning Agreement werden die Module und Kurse genannt, die der

oder die Studierende an der Partnerhochschule einplant. Das Learning

Agreement muss vor Antritt des Auslandsaufenthalts von der/dem Modul-

verantwortlichen genehmigt werden und mit den Gesamtzielen des Studi-

engangs übereinstimmen. Sind vor Ort Kursänderungen notwendig, ist

dies bis eine Woche nach Studienstart anzuzeigen. Eine Woche nach Be-

ginn an der Auslandshochschule meldet der oder die Studierende die

endgültige Kursauswahl mit Unterschrift der Partnerhochschule dem/der

Modulverantwortlichen. (Nachweispflicht liegt beim Studierenden).

Anerkannt werden können fachspezifische Kurse auf Masterniveau in vol-

lem Umfang und Sprachkurse - mit Ausnahme von Englischsprachkursen -

bis max. 12 ECTS von Partnerhochschulen der HS/ESB Reutlingen oder

von qualitativ der ESB Business School vergleichbaren, anerkannten

Hochschulen oder Universitäten.

Level Master

Transferability of the

module

n.a.

Module coordina-

tor/Responsible

professor

Student is responsible for meeting all requirements of partner university,

as well as of all stakeholders' requirements at Reutlingen University, es-

pexcially the IBD progrram.

Professor and program coordinator advises about studies at respective

partner universities.

Prof. Dr. Carmen A. Finckh

Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

Teaching language Dependent on partner university (in general English)


Total workload and

breakdown

900 h (subdivision class hours and self study subjective to partner univer-

sity arrangements)

Contact hours

per week

Subject to partner university

Examination/

Type of assessment

Subject to partner university

Weighting of Grade

within overall

programme

30/120

Learning outcomes Professional Competencies:

Expand subject knowledge, or learn new subjects not taught within

the IBD program, esp. with respect to accounting, controlling, and

taxation.

Methodological Competencies

Gain foreign experience.

Social Competencies

Learn to cope with an alien environment. Increase communication

skills. Establish and expand foreign relationshipls. Increase intercul-

tural understanding.

Personal Competencies

Expand personal horizons, leave comfort zone, and grow to confident

personality.




Master of Science


Course-specific

contribution to AOL

learning objectives

LO 2: Depending on the partner university / courses chosen.

Content/

Indicative syllabus

Dependent on partner university

Teaching and

learning methods


Miscellaneous Dependent on partner university

Indicative

reading list


4.13. M3.B International Internship

Module No./ Code M3.B


Duration of module 1 Semester (at least 22 weeks)

Type of module Compulsory, M3.A or M3.B, for those deficient in foreign experience acc.

to StuPrO / Pflicht, M3.A oder M3.B, für jene mit nicht ausreichenden

Auslandserfahrungen gem. StuPrO


module offered Once per semester/1x je Semester

Admission

requirements Successful completion of all coursework in the IACT program; Dependent on acceptance of international internship agreement.

Level Master


module n.a.

Module coordina-

tor/Responsible

professor

Student is responsible for meeting all all stakeholders' requirements at

Reutlingen University, especially the IACT program, as well as meeting in-

ternational internship requirements.

Professor or program coordinator advises about internship requirements.

Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

Teaching language Usually English, but dependent on international internship company.


Total workload and

breakdown 900 h (Subdivision subjective to international internship company, as well

as all stakeholders' requirements at Reutlingen University, esp. the IACT

program)

22 Präsenzwochen / Weeks in company

Contact hours

per week 2 hours per week (SWS) / Semesterwochenstunden (SWS)

Examination/

Type of assessment Internship Report / Praktikumsbericht (28 out of 30 ECTS):

4000 Wörter, in Deutsch oder Englisch, Abgabe elektronisches Exemplar

des Berichts (.pdf und Originalversion; Empfangsbestätigung als Ein-

gangsnachweis),




Master of Science


Internship Colloquium /Kolloquium (2 out of 30 ECTS): Termine, Dauer,

Prüfer werden jeweils zu Beginn des Semesters mitgeteilt.

Weighting of Grade

within overall

programme

Pass, no pass / unbenotet

Learning outcomes Professional Competencies (Fachliche Kompetenzen):

Anwendung des erworbenen Fachwissens in einem internationalen

Unternehmen, wenn möglich mit Einsatz im Ausland und/oder der

Beschäftigung mit internationalen Fragestellungen

Methodological Competencies (Fachübergreifende Kompetenzen):

Anwendung der interkulturellen Kompetenz

Reflektion Theorie und Praxis.


zen):

Erhöhung der Kommunikationsfähigkeiten im internationalen Umfeld

Auf- und Ausbau von internationalen Beziehungen

Personal Competencies (Persönliche Kompetenzen)

Erweiterung des persönlichen Horizonts und Verlassen der Komfort-

zone Course-specific

contribution to AOL

learning objectives

LO 2: Students work in international oriented companies where they have

to cope with mixed teams, with their supervisors and different clients.

Content/

Indicative syllabus Dependent on international internship company, as well as all stakehold-

ers' requirements at Reutlingen University, esp. the IACT program:

Studienrelevante Fragestellungen in Abstimmung mit dem Modulverant-

wortlichen

Teaching and

learning methods Praktisches Studiensemester/ Tätigkeit im Unternehmen

Miscellaneous n/a

Indicative

reading list Der Studierende muss zu dem Themengebiet des Praktikums die ent-

sprechende Fachliteratur sichten und das Wissen entsprechend einbrin-

gen bzw. reflektieren. (Theoriegestütztes Praktikum).

4.14. M3.C (International) Internship (Voluntary)

Module No./ Code M3.C


Duration of module 1 Semester (at least 22 weeks)

Type of module Voluntary, supplementary foreign experience acc. to StuPrO / Freiwillige,

ergänzende Auslandserfahrungen gem. StuPrO



Admission

requirements Successful completion of all coursework in the IACT program; Dependent on acceptance of international internship agreement.



Master of Science


Level Master


module n.a.

Module coordina-

tor/Responsible

professor

Student is responsible for meeting all all stakeholders' requirements at

Reutlingen University, esp. the IACT program, as well as meeting interna-

tional internship requirements.

Professor or program coordinator advises about internship requirements.

Prof. Dr. Carmen A. Finckh Geb. 17, Raum 130, Tel.: 07121 271 6018

[email protected]

Teaching language Usually English, but dependent on international internship company.


Total workload and

breakdown 900 h (Subdivision subjective to international internship company, as well

as all stakeholders' requirements at Reutlingen University, esp. the IACT

program)

22 Präsenzwochen / Weeks in company

Contact hours

per week 2 hours per week (SWS) / Semesterwochenstunden (SWS)

Examination/

Type of assessment Internship Report / Praktikumsbericht (28 out of 30 ECTS):

4000 Wörter, in Deutsch oder Englisch, Abgabe elektornisches Exemplar

des Berichts (.pdf und Originalversion; Empfangsbestätigung als Ein-

gangsnachweis),

Internship Colloquium /Kolloquium (2 out of 30 ECTS): Termine, Dauer,

Prüfer werden jeweils zu Beginn des Semesters mitgeteilt.

Weighting of Grade Pass, no pass / unbenotet

Learning outcomes Professional Competencies (Fachliche Kompetenzen): Anwendung des erworbenen Fachwissens in einem internationalen

Unternehmen wenn möglich mit Einsatz im Ausland und/oder der Be-

schäftigung mit internationalen Fragestellungen

Methodological Competencies (Fachübergreifende Kompetenzen:

Anwendung der interkulturellen Kompetenz

Reflektion Theorie und Praxis.


zen):

Erhöhung der Kommunikationsfähigkeiten im internationalen Umfeld

Auf- und Ausbau von internationalen Beziehungen


Erweiterung des persönlichen Horizonts und Verlassen der Komfort-

zone

Course-specific

contribution to AOL

learning objectives

LO 2: Students work in companies with mixed teams, their supervisors

and different clients.

Content/

Indicative syllabus Dependent on international internship company, as well as all stakehold-

ers' requirements at Reutlingen University, esp. the IACT program:

Studienrelevante Fragestellungen in Abstimmung mit dem Modulverant-

wortlichen




Master of Science


Teaching and

learning methods Praktische Tätigkeit im Unternehmen

Miscellaneous n/a

Indicative

reading list Der Studierende muss zu dem Themengebiet des Praktikums die ent-

sprechende Fachliteratur sichten und das Wissen entsprechend einbrin-

gen bzw. reflektieren. (Theoriegestütztes Praktikum).

4.15. M4.1 Advanced Business Simulation

Module No./ Code M4.1


Duration of module 1 Semester

Type of module Compulsory / Pflicht



Admission

requirements Successful completion of all IBD program coursework

Level Master


module Eligible for foreign students with adequate command of English language.


tive lecturer, and with availability of seat/space.

Module coordina-

tor/Responsible

professor


[email protected]

Lecturers names

(contact details see

ESB-website)


[email protected]

Additional teachers, esp. Prof. Werner Glaser Building/Geb. 17, Room/Raum 015, Tel.: 07121 271 3048

[email protected]

Teaching language English


Total workload and

breakdown 150 h (120 h Class Attendance, 30 h Self Study/Preparation)

Contact hours

per week 4 Semesterwochenstunden (SWS)

Examination/

Type of assessment CA (continuous assessment) with quizzes, project reports, and presenta-

tions


Learning outcomes Professional Competencies (Fachliche Kompetenzen): Students will draw upon all subjects studied in the IBD program, and

apply them for to manage an international company in a global com-

petitive environment.






Master of Science


Methodological Competencies (Fachübergreifende Kompetenzen,

Berufsbefähigung):

Students apply advanced analytical methods during the competition,

and learn to manage complex decision-making processes, and envi-

ronments.


zen):

Posing the right questions, managing different skills, interests, and

emotions, recognizing different stakeholders‘ objectives, all lead to a

honing of social skills, judgment, and ethical conduct. With foreign

student interaction, intercultural skills and English business language

skills are trained.


Participants grow with application and training of skills into confident

and responsible business decision makers, contributing as team

players, however recognizing the necessity to decide under time con-

straints. Course-specific

contribution to AOL

learning objectives

LO 4: Students learn how to apply their knowledge acquired in the pro-

gram towards management of a company operating, and competing, in in-

ternational markets. They learn how to deal with complexities in time

(past, present, and future), as well as with the interactions of different

functional areas.

Content/

Indicative syllabus Concepts, methods, objectives, instruments applied to manage an inter-

nationally acting company in areas of

Human resource management

Marketing

Production

Investments

Finance

Competition

Teaching and

learning methods All work, and most of the evaluation, is done in groups:

Interactive style with discussions

project work, and presentations

occasional guest lecturer

Miscellaneous General management in an international environment, simulating product

managers’ and/or business unit managers’ work and decisions

Indicative

reading list Handouts by teacherManuals for preparationArticles for preparation

4.16. M4.2 Master Thesis


Semester 3.or/oder 4. Semester


Art der Lehr-




Master of Science


Häufigkeit des


Zugangs-

voraussetzungen Successful completion of all IBD program coursework

Niveau Master

Verwendbarkeit des

Moduls Die Eignung für andere Studiengänge ist nach Rücksprache mit dem je-

weiligen Betreuer bei Verfügbarkeit von Kapazität möglich.

Modul-verantwortli-

che(r) Various professors and company lecturers

Prof. Dr. Dominic Wader

Geb. 17, Raum 116, Tel.: 07121 271 3065

[email protected]

Name der/des

Hochschullehrer/s Various professors, as first, and various professors and company repre-

sentatives as second advisors

Lehrsprache Deutsch/German oder/or English

ECTS-Credits 25 ECTS

Gesamtworkload 750 h (Self Study)

Kontaktstunden/ SWS

oder Gesamtstunden Individual advisory hours

Art der Prüfung Final thesis


Qualifikationsziele Supporting final learning goals and objectives specified in the program

qualification section

Course-specific

contribution to AOL

learning objectives

LO 4: With their master's thesis students show how they apply their

knowledge from the program to real-world opportunities and problems, ar-

riving at viable solutions to issues of one specific company, or some em-

pirically analyzable challenge.

Inhalte des Moduls Ausführungsbestimmungen zur Masterarbeit in den Studiengängen IACT

und IBD (Master´s Thesis)

Die Ausführungen in § 14 „Abschlussprüfung, Abschlussarbeit“ der allge-

meinen Studien- und Prüfungsordnung der Hochschule Reutlingen sind

voll umfänglich zu beachten (Homepage der Hochschule Reutlingen).

Die Masterarbeit ist eine Prüfungsarbeit, welche die wissenschaftliche

Ausbildung abschließt. Sie soll zeigen, dass der Kandidat/die Kandidatin

in der Lage ist, ein Problem aus dem Themengebiet des Master- Studien-

ganges selbständig mit wissenschaftlichen Methoden zu bearbeiten. Die

Masterarbeit sollte ein Thema aus der Praxis aufgreifen und in Zusam-

menarbeit mit einem Unternehmen erstellt werden.

Mindestens ein/e Betreuer/in der Thesis muss Lehrende/r im Studien-

gang sein. Die Zweitbetreuung durch einen qualifizierten hochschulexter-

nen Betreuer ist grundsätzlich möglich (z.B. Unternehmensbetreuer oder

Professor einer anderen Hochschule). Die Qualifikation eines Unterneh-

mensbetreuers muss zumindest durch einen dem angestrebten Studien-

abschluss gleichwertigen akademischen Grad nachgewiesen werden.

Das Anmeldedatum des Themas der Thesis ist variabel. Sie muss über

das offizielle Anmeldeformular der Hochschule Reutlingen erfolgen.

Die Bearbeitungszeit darf vier Monate nicht überschreiten. Thema, Aufga-

benstellung und Umfang der Arbeit sind von den Betreuenden so zu be-

grenzen, dass die Frist zur Bearbeitung eingehalten werden kann. Sofern




Master of Science


der/ die Kandidat/in die Gründe für die Überschreitung der Bearbeitungs-

zeit nicht zu vertreten hat, kann die Bearbeitungszeit auf schriftlichen An-

trag an Prüfungsbeauftragte/n sowie Erstbetreuer/in der Thesis auf ins-

gesamt höchstens sechs Monate verlängert werden.

Abschlussarbeiten können mit einem Sperrvermerk versehen werden, so

dass vertrauliche Informationen des Unternehmens geschützt sind.

Der Umfang umfasst ca. 20.000 Wörter. Formatierung und Sprache sind

mit dem jeweiligen Betreuer abzusprechen.

Mindestens bis zum Abgabedatum der Thesis muss der /die Studierende

immatrikuliert sein.

Beide Betreuer/innen der Abschlussarbeit müssen ein Exemplar der The-

sis erhalten, welches mit dem Eingangsstempel der Hochschule Reutlin-

gen versehen ist. Des Weiteren ist bei dem /der Studiengangskoordina-

tor/in das gestempelte Deckblatt der Thesis als Kopie einzureichen.

Lehr- und Lern

methoden n/a

Besonderes n/a

Literatur n/a

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