Master Programmesoip.sfsu.edu/sites/default/files/studabroaddocuments/Germany_EBS... · 60 Examination points intermediate exam Cross Cultural Communication: from Awareness to Practice

Master Programmes ____________________________________________________________________________________________________________________________

Name of Module: International Accounting Module No. MI.051

Responsible for Module: Prof. Dr. Michael Henke

Programme of Study: Master in Management + Master in Business & Law + Master in Real Estate + Master in Finance

Semester: 1

ECTS: 5

Prerequisites for Participation:

Excellent knowledge in the fields of financial accounting, management accounting and financial statement analysis.

Contents of Module and Goals:

The module introduces theoretical and practical basics of consolidated financial statements. The students will learn the fundamentals of group accounting according to German Commercial Law (HGB), International Financial Reporting Standards (IFRS) and the US Generally Accepted Accounting Principles (US-GAAP). A strong focus will be on putting them into practice based on case studies. Consolidation techniques will be introduced just as well as the effects of consolidation measures on the balance sheet and the profit and loss account. Current developments in group accounting will be integrated.

After completion of the module, the participants will be able to compose, consolidate and analyze financial statements according to HGB, IFRS and US-GAAP.

Grading: 150 Examination points, thereof:

60 Examination points intermediate exam International Accounting

90 Examination points final module exam

1. Lecture: International Financial Accounting Course No. LI.0103

Instructor: Prof. Dr. Peter Wollmert

ECTS: 2

Language: English

Contents: 1. Differences in Philosophy between HGB/IFRS/US-GAAP 2. Differences in Recognition and Measurement 3. Differences in Principle Components of Financial Statements under Different

Regulations 4. Quarterly Reports and Stock Markets 5. Selected Issues

Literature: Baetge/Wollmert/Kirsch/Oser/Bischof: Rechnungslegung nach IFRS, 2. Aufl., Stuttgart, Stand 2009 Choi, F./Meek, G.: International Accounting, 5th edition, Boston, 2004. Coenenberg, A. G.: Jahresabschluss und Jahresabschlussanalyse, 20., überarb. Auflage, Stuttgart, 2005. Doupnik, T./Perera, H.: International Accounting, New York, 2005. Harrison, W. T./Horngren, C. T.: Financial Accounting, 4th edition, Upper Saddle River, N.J., 2001. Hayn, S./Waldersee, G.: IAS/US-GAAP/HGB im Vergleich, 3., überarb. Auflage, Stuttgart, 2002.


White, G. et. al.: The Analysis and Use of Financial Statements, 3rd edition, Hoboken, N.J., 2003. IFRS and HGB (current editions)

Form of Lecture: Interactive lecture, case study

2. Lecture: Group Accounting Course No. LI.0102

Instructor: Dr. Bernd Zirkler

ECTS: 3

Language: English

Contents: 1. Fundamentals 2. Transition to Group Accounting Policies 3. Consolidations

3.1. Capital 3.2. Payables and Receivables 3.3. Inter-company Profits 3.4. Deferred Taxes

4. Cash Flow Statement 5. Segment Reporting 6. Notes and Management Reports 7. Case Studies

Literature: Alfredson, K./Leo, K./Picker, R./Pacter, P./Radford, J.: Applying International Financial Reporting Standards, Milton 2005. Coenenberg, A. G.: Jahresabschluss und Jahresabschlussanalyse, 20., überarb. Auflage, Stuttgart, 2005. Gräfer, H./Scheld, G.: Grundzüge der Konzernrechnungslegung, 10. Aufl., Berlin 2007. Harrison, W. T./Horngren, C. T.: Financial Accounting, 4th edition, Upper Saddle River, N.J., 2001. Radebaugh, L./Gray, S./Black, E.: International Accounting in Multinational Enterprises, 6th edition, Hoboken, 2006. Warren, C./Reeve, James/Fess, P.: Accounting, 21st edition, South-Western College Pub, 2004. White, G. et al.: The Analysis and Use of Financial Statements, 3rd edition, Hoboken, N.J., 2003. IFRS and HGB (current editions)



Name of Module: Cross-Cultural Communication & Management Module No. MV.141

Responsible for Module: Dr. Christiane Papadopoulos


Semester: 1

ECTS: 8


Professional knowledge of at least one foreign language. In-depth personal intercultural experience is an advantage.

Basic knowledge on organization theory and strategic management.


The module presents the basics in intercultural communication with a special focus on the challenge of leading and managing international organizations. This will provide knowledge and heighten the participant’s awareness about different cultures which will enhance successful communication, and the process of structural decision making in institutions.

In the first part, focus will be on principles governing intercultural communication as well as factors that improve or harm relationships across borders. In addition, communication theories and terminology will be introduced.

Students develop

- an understanding of the importance of culture as a motivator for behaviour (cultural awareness).

- an understanding of own cultural background and natural ethnocentrism (cultural self-awareness).

- skills in analyzing intercultural interactions by using the theoretical knowledge about cultural dimensions (cultural grammar).

In the second part on leadership and management, students learn how to organize corporate governance structures and how to manage human resources with regard to the specific challenges of multinational organizations.


60 Examination points intermediate exam Cross Cultural Communication: from Awareness to Practice (in the foreign language)

30 Examination points presentation Cross Cultural Communication: from Awareness to Practice (in the foreign language)

30 Examination points essay International Governance


1. Lecture: Culture and Communication: Awareness Raising Course No. LV.0107

Instructors: English Trainers

ECTS: 1

Language: English

Contents: - Identify and Define: What does culture consist of? How does culture affect


behaviour of individuals and groups? A simple model and a working definition. - Values and Behaviour: Why are value differences at the core? What are my

values? How are they typical of my own culture? - Models of Value Differences: Hofstede, Trompenaars/Hampden-Turner,

Thomas/Clackworthy etc.; language as culture; values and business communication; non-verbal elements.

- From Theory to Tools: How does a universal model help me deal with this person, problem, situation, crisis? Operationalizing culture through management tools.

Literature: Axtell, R. E.: Gestures: The Do's and Taboos of Body Language around the World, New York et al., 1998.

Beneke, J.: Interkulturelles Training: Schlüssel für globalen Erfolg/Intercultural Training: Key to Global Success. In: Carl Duisberg Gesellschaft (Hrsg), Weltweit lernen für die Zukunft/International Training for the Future. 50 Jahre Carl Duisberg Gesellschaft (Festschrift), Köln, 2000.

Hampden-Turner, C./Trompenaars, F.: Riding the Waves of Culture: Understanding Diversity in Global Business, New York, 1997.

Hampden-Turner, C./Trompenaars, F.: Managing People Across Cultures, New York, 1997.

Hofstede, G.: Culture’s Consequences. Comparing Values, Behaviours, Institutions, and Organizations Across Nations, 2nd edition, Thousand Oaks, 2003.

Mole, J.: Mind your Manners: Managing Business Cultures in the New Global Europe, London et al., 2003.

Thomas, D. C./Inkson, K.: Cultural Intelligence. People Skills for Global Business, San Francisco, 2004.

Form of Lecture: Interactive lecture

2. Lecture: Cross-Cultural Communication: Course No. LV.0108 from Awareness to Practice (English-speaking Countries)

Instructors: English Trainers

ECTS: 3 (one to be selected out of courses 2-5)

Language: English

Contents: Analysis of Different Cultures (Taking some Key Notions as Examples)

- Images of the Other: Dealing with Stereotypes and Prejudice

- National and Regional Aspects: Institutions, Values, Symbols

- Importance of the Different Languages in the International Spheres of Influence (Culture, Politics, Business)

- Improvement of the Competence to Communicate in the Foreign Language

- Behavioural Differences

- Language Training: How do I have to say things to make them clear to my partner(s)? Students evaluate their personal communication style and the values behind it to be able to communicate and negotiate more efficiently in the foreign language in an international context.

Literature: Handouts provided by the trainers

Form of Lecture: Discussions, group work, role plays


3. Lecture: Cross-Cultural Communication: Course No. LV.0109 from Awareness to Practice (French-speaking Countries)

Instructors: French Trainers


Language: French










4. Lecture: Cross-Cultural Communication: Course No.LV.0110 from Awareness to Practice (Spain and Latin America)

Instructors: Spanish Trainers


Language: Spanish











5. Lecture: Cross-Cultural Communication: Course No. LV.0113 from Awareness to Practice (German-speaking Countries)

Instructors: German Trainers


Language: German










6. Lecture: International Governance Course No. LI.0104

Instructor: Dr. Wolfgang Amann

ECTS: 2

Language: English

Contents: In this course the students will become acquainted with central issues in the governance of international organizations. They will learn to compare governance structures of companies across countries, identify country-specific characteristics, and thereby prepare themselves for management roles in large, international organizations. We will also discuss the long-term future of the governance of international organizations, e.g. the question of whether competition and other forces will lead to greater convergence of corporate governance models across countries.

1. Organization Structure of International Companies and other International Organizations 2. Governance Structures in International Companies from a Comparative Perspective 2.1. Ownership 2.2. Management in International Companies 2.3. The Role of other Stakeholders: Labour, Capital Markets, Governments, etc. 3. Formal and Informal Governance Structures 4. Corporate Culture and Corporate Governance 5. The Future of International Corporate Governance: The Convergence Debate Revisited.


Literature: Monks, R. A. G./Minow, N.: Corporate Governance. 2nd edition, Cambridge (Mass.) et al., 2001. Owen, G./Kirchmaier, T./Grant, J. (Eds.): Corporate Governance in the US and Europe: Where Are We Now? Basingstoke et al., 2006. Smith, R. C./Walter, I.: Governing the Modern Corporation. Capital Markets, Corporate Control and Economic Performance, Oxford, 2006.

Form of Lecture: Interactive lecture, case studies

7. Lecture: International Human Resource Management Course No. LI.0105

Instructor: Dr. Hagen von Ringshausen

ECTS: 2

Language: English

Contents: Theories and concepts of strategic human resource management in a comparative view and in the context of multinational organizations

1. Core Functions of Human Resource Management 1.1. Staffing in the Global Enterprise 1.2. Training and Management Development Across Borders 1.3. Global Compensation and Benefits 1.4. International Performance Management 2. Human Resource Management in a Comparative Perspective 2.1. HRM in Europe – a Case of Convergence? 2.2. American, European and East Asian Views of HRM

Literature: Baron, J. N./Kreps, D. M.: Strategic Human Resources: Frameworks for General Managers, New York, 1999. Brewster, C./Mayrhofer, W./Morley, M.: Human Resource Management in Europe: Evidence of Convergence? Amsterdam, 2004. Briscoe, D. R.: International Human Resource Management, 2nd edition, London, New York, 2004. Harzing, A.-W./Ruysseveldt, J. van (Eds.): International Human Resource Management, 2nd edition, London, 2004. Milkovich, G. T./Newman, J. M.: Compensation, 7th edition, New York, 2001. Paauwe, J.: HRM and Performance: Achieving Long-Term Viability, Oxford, 2004. Schuler, R. S./Jackson, S. E. (Eds.): Strategic Human Resource Management, Oxford et al., 1999.



Name of Module: Foundations of Science Module No: MVI.005

Responsible for Module: Prof. Dr. Max Urchs


Semester: 1

ECTS: 4


Participation in Bachelor programme lectures of the studium universale or equivalent knowledge in theoretical and practical philosophy. Concerning theoretical philosophy, basic knowledge in epistemology, classical logic and theory of argumentation as well as in philosophy of science is required. Concerning practical philosophy, basic knowledge in ethics and business ethics is required.


In one (common) part of the module we concentrate on theory of science, esp. on methodological problems of economic theories. Our aim is to analyze internal and external factors as well as processes of theory dynamics in order to understand both the limits and the possibilities of scientific conceptions.

The aim of the other part of the module is to teach one topic from the realm of humanities or practical philosophy, e.g. the foundations of general ethics and business ethics or to give an introduction to social sciences. Students will choose one lecture out of two.

Graduates are in a position to understand background and interdependencies of theoretical concepts in economic theory, they realize prerequisites, range and limitations of scientific prognoses. After completion of the module the participants are able to analyze complex states of affair within broad contexts, including ethical components, to embed their own specific knowledge into professional communication and to see and make use of transdisciplinary relations of one topic to the other.


60 Examination points presentation (Poster) “Philosophy of Science”

60 Examination points presentation (Poster) “Meaning of Life” or “Foundations of Social Sciences”

1. Lecture: Philosophy of Science Course No. LVI.0007

Instructor: Prof. Dr. Max Urchs

ECTS: 2

Language: English

Contents: • What is Philosophy of Science? • The Standard Conception • Quine, Popper and the Consequences • Limits of Analytical Method • Revolutions in Science • Scientific Progress • Non-classical Conception in the Philosophy of Science


• Social Constructivism

Literature: Chalmers, A. F.: Science and its Fabrication, Milton Keynes, 1990. Rosenberg, A.: Philosophy of Science, London et. al., 2000. Godfrey-Smith, P: Theory and Reality. An Introduction to the Philosophy of Science, Chicago, 2003.


2. Lecture: The Meaning of Life Course No. LVI.0015

Instructor: Prof. Dr. Richard Raatzsch

ECTS: 2 (1 to be selected out of courses 2-3)

Language: English

Contents: What, if there is such a thing, is the meaning of life? Or, how should one live? – Do these questions make sense, and, if so, which sense? – We will look at various proposals for understanding the question(s) and for answering them. Among other things we will look at the following ideas: • that the question needs to be asked in a certain mood. • that someone asking it actually needs help; • that religion offers such help, and • that philosophy should offer a different kind of general answer.

Literature: There will be reader containing excerpts from the major contributions to the field.


3. Lecture: Foundations of Social Sciences Course No. LVI.0016

Instructor: Prof. Dr. Richard Raatzsch

ECTS: 2 (1 to be selected out of courses 2-3)

Language: English

Contents: This course deals with the nature of the social sciences, compared to natural sciences or formal disciplines. In particular, we will talk about: whether social phenomena are reducible to individual behaviour, and whether it makes any essential difference that social phenomena are historical ones.

Literature: There will be reader containing excerpts from the major contributions to the field.



Name of Module: Elective Business Information Systems Module No. MIV.005

Responsible for Module: Dr. Christine Legner


Semester: 1

ECTS: 3


Basic knowledge in general management and information systems.


This module provides students with a systematic approach to understanding, designing and implementing business networking strategies. Particular emphasis is given to innovative forms of electronic collaboration with business partners which are a prerequisite for realizing networked business models.

This module focuses on four aspects of Business Networking: 1. Evolution of Value Chains and Business Networking Strategies:Driven by factors like globalization, increased competition, and declining customer loyalty, many industries are facing a structural transformation. One way of succeeding in this endeavor is that companies adjust their business models in order to reduce their degree of vertical integration. The course teaches students to systematically analyze the evolution of value chains and the resulting networked business models.

2. Design and Implementation of Business Networking Strategies:The move towards a networked business model requires companies to align business processes with their partners in the ecosystem and to electronically link up with them. The course provides students with an overview of typical areas of inter-organizational collaboration, the underlying business processes and requirements for collaborating electronically.

3. Enablers of Business Networking - Electronic Collaboration and Standards: Information technology is considered to be a major enabler of networked business models. The course explores different forms of electronic collaboration and B2B integration (Web portals, electronic document exchange, Web services, etc.). Students will learn about network effects and the role of vertical industry standards.

4. Business Networking in Selected Industries: The concepts and methodologies will be applied to two real-world examples:

a. Financial Industry: Specialization and new sourcing models

b. Automotive Industry: Reconfiguration of the automotive value chain and business networking challenges

Students will analyze the situation of companies within these value chains and discuss their results with industry experts (during guest lectures).

The course is based on current research results. Coursework uses recent literature, case studies and invited speakers.


30 Examination points project work



1. Lecture: Business Networking Course No. LIV.0014

Instructor: Dr. Christine Legner

ECTS: 3

Language: English

Contents: 1. Evolution of Value Chains and Business Networking Strategies 2. Design and Implementation of Business Networking Strategies

a. Networked Business Models b. Collaborative Business Processes

3. Enablers of Business Networking: Electronic Collaboration and Standards a. Electronic Collaboration (Portals, Web Services, etc.) b. Network Effects and the Role of Standardization

4. Business Networking in Selected Industries (includes Guest Lectures and Project Work)

a. Financial Industry b. Automotive Industry

5. Outlook and Summary of the Lecture

Literature: Hagel, J. III, Singer, M. (1999). Unbundling the corporation. Harvard Business Review, 77, 2, 133-141.

Österle, H., Fleisch, E., Alt, R. (2001). Business Networking: Shaping Collaboration between Enterprises. Berlin: Springer.

Papazoglou, M., Ribbers, P., (2006). e-Business. West Sussex: John Wiley & Sons Ltd.

Wigand, R., Reichwald, R., Picot, A. (2008). Information, Organization and Management: Expanding Markets and Corporate Boundaries. Berlin: Springer

Form of Lecture: Interactive lecture with hands-on exercises, case studies and practitioners’ presentations.

Name of Module: Elective Business Law Module No. MIII.016

Responsible for Module: Prof. Dr. Hans-Gerd von Dücker

Programme of Study: Master in Management + Master in Real Estate + Master in Finance + Master in Business & Law

Semester: 1

ECTS: 3


Basic knowledge in the field of commercial and company law Good knowledge of commercial structures as regards the raising of debt and equity by business entities


The effective raising of equity and debt finance at best market conditions is a vital factor for the success of a business. The banking and capital markets where debt and equity are available are markets which, although heavily regulated, are still developing.


The aim of the module is to present to the participants a comprehensive picture of the legal structure of these markets and of the innovations and developments currently experienced within them.

After successful completion of the module the participants will understand the legal context of the various financing alternatives available to a business and to evaluate their advantages and risks.


30 Examination points case study 60 Examination points final module exam

1. Lecture: Dept and Equity Financing of Companies Course No. LIII.0045

Instructor: Dr. Ulrich Mannsfeldt

ECTS: 3

Language: English

Contents: 1. Introduction 1.1 General Principles of the Banking and Capital Markets 2.1 Definition of Debt and Equity

2. Equity 2.1. Equity Raising outside the Banking and the Capital Markets (Shareholder funding) 2.2. Equity Raising in the Banking Market 2.3 Equity Raising in the Capital Markets

3.1 The Primary Market 3.2 The Secondary Market 3.3 Hybrid Capital

3. Debt 3.1. Debt in the Banking Market

3.1.1.Corporate Loans 3.1.2.Project/Cash-flow Backed Loans

3.2. Debt in the Capital Market 3.2.1. Bonds 3.2.2. ABS Structures

4. Derivatives 5. Debt and Equity Financing of Companies and the "Financial Crisis"

Claussen, C.: Bank- und Börsenrecht für Studium und Praxis, 4. Auflage, München, 2008. Kümpel, S.: Bank- und Kapitalmarktrecht, 3. Auflage, Köln, 2004. Schwintowski, H.P./Schäfer, F.A.: Bankrecht: Commercial Banking, Investment Banking, 2. Auflage, Köln, 2004.

Form of Lecture: Interactive lecture.


Name of Module: Elective Finance Module No. MI.052

Responsible for Module: Reint Gropp, PhD

Programme of Study: Master in Management + Master in Business & Law + Master in Real Estate

+ Master in Finance

Semester: 1

ECTS: 3


Basic financial mathematics, capital market and game theory, basic valuation (recommended)

Contents and Goals: This module lays the foundation for a thorough understanding of value-based management and its relationship to the theory and practice of corporate finance. Students acquire and apply tools which will enable them to assess the attractiveness of investment opportunities under uncertainty.


30 Examination points evaluated exercise


1. Lecture: Advanced Corporate Finance Course No. LI.0214

Instructor: Reint Gropp, PhD

ECTS: 3

Language: English

Contents: Given a firm’s present portfolio of real assets and its future investment strategy, this course provides students with the tools to ascertain the best financing strategy. It addresses specific concepts, techniques, instruments, and institutions involved in financing investment. Building on the important insights of market efficiency, it explains the increasingly sophisticated financial instruments available to firms today. The course addresses different financing options throughout the life cycle of firms (stage financing), including venture capital and private equity. Payout policy and main deviations from the Modigliani/Miller irrelevance theorem are used to highlight how finance can add value to the firm. Finally, the course covers the financing aspects of mergers and acquisitions, corporate control and governance, and corporate restructuring.

Literature: Brealey, R. A./Myers, S. C./Allen, F.: Corporate Finance, 8th edition, McGraw-Hill, New York, 2006.

Further reading may be assigned during the course.

Form of Lecture: Interactive lecture, exercises, case study


Name of Module: Elective Marketing Module No. MI.053

Responsible for Module: Prof. Dr. Sabine Möller


Semester: 1

ECTS: 3


General knowledge of business administration tools, as well as basic knowledge in the area of marketing management


The worlds leading institution in Marketing, the American Marketing Association (AMA), defines Marketing as “the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large”. Thus, one of the key stakeholder groups of marketing is the group of customers and the consumers in general – i.e. customers as well as potential customers. This module will focus on understanding and, based on that fundamental knowledge, partially predicting consumer behaviour. This can be seen as essential requirement of delivering value to customers.




1. Lecture: Consumer Behavior Course No. LI.0107

Instructor: Prof. Dr. Sabine Möller

ECTS: 3

Language: English

Contents: This course examines the behavior of consumers especially with regard to their buying decisions. As consumer behavior is deeply grounded in current cultural developments, the course will explore cultural aspects and recent trends in consumer behavior as a first step. In the second part of the lecture the fundamental concepts of consumer behavior and marketing will be explored: customer satisfaction, involvement in consumption decisions, loyalty, complaint behavior and others. A third part of the lecture will answer the question on how marketing can influence the consumer’s behavior and attitude. Thus, the course will focus on product management, marketing communication activities, branding, marketing segmentation and other relevant marketing activities relating to consumer behavior.

Literature: Will be provided during class

Form of Lecture: Interactive lecture, assignments, group work, presentations


Name of Module: Elective Real Estate Module No.MI.081

Responsible for Module: Prof. Dr. Roland Füss

Programme of Study: Master in Management + Master in Business Law + Master in Real Estate + Master in Finance

Semester: 1

ECTS: 3


Basic knowledge in statistics and economics.


The elective “Real Estate” covers a basic understanding of theoretical modelling of real estate markets. It also teaches students the most important econometric methods in the field of real estate economics.

Thereafter, the theoretic knowledge is applied by using the econometric software tool EViews.


30 Examination points case study


1. Lecture: Real Estate Economics & Econometrics Course No. LI.0173

Instructor: Prof. Dr. Roland Füss

ECTS: 3

Language: English

Contents: 1. German Valuation Standards Basics in Real Estate and Urban Economics 2. Microeconomics and Commercial Property 3. Macroeconomics and the Property Market 4. Real Estate Econometrics

5. Application with EViews

Literature: Will be provided during class

Form of Lecture: Interactive lecture, group work, presentations


Name of Module: Elective World Economics Module No. MII.014

Responsible for Module: Prof. Dr. Marcus Dittrich


Semester: 1

ECTS: 3


Micro and macro economics as well as basic knowledge of real and monetary international economics

Contents and Goals: This module applies the theory of economic policy-making as well as political-economic approaches to specific problems of international co-ordination and co-operation with respect to economic policy choices. Moreover, it offers a microeconomic analysis of investment decisions of multinational corporations and their consequences for international trade, economic development, and growth.

The contents and methods of this module allow students to discuss globalization processes in a differentiated way from a political-economic as well as a business perspective. Hence, the module provides an interdisciplinary deepening of concepts and methods of the economics profession. This enables students to realise current problems arising from the globalization of economy, politics and society, and to develop solutions.



1. Lecture: World Economics Course No. LII.0036

Instructor: Prof. Dr. Marcus Dittrich

ECTS: 3

Language: English

Contents: 1. Globalization of the Economy

2. Trade Theory

3. The Politics of International Trade

4. Foreign Direct Investment

5. The Global Monetary System

6. Regional Economic Integration

Literature: Hill, C. (2008): International Business: Competing in the Global Marketplace, 7th edition, McGraw-Hill



Name of Module: Seminar Finance Module No. MI.056

Responsible for Module: Reint Gropp, PhD

Programme of Study: Master in Management + Master in Finance

Semester: 1 + 2

ECTS: 3


Intermediate knowledge in the fields of corporate finance, banking empirical methods, and asset pricing.


Participants will learn how to approach empirical quotes in finance, and learn how to apply financial tools to pertinent questions in this area.


60 Examination points essay

30 Examination points presentation

1. Lecture: Selected Issues in Finance Course No. LI.0114

Instructors: Reint Gropp, PhD/Prof. Ulrich Hommel, PhD/Prof. Dr. Marcel Tyrell

ECTS: 3

Language: English

Contents: The course presumes that students have some basic understanding of the main theories of corporate capital structure choice: The trade-off theory, the pecking order hypothesis and agency theory. The seminar will also be of most benefit to those students having some understanding of econometrics (including sample selection, panel data, discrete choice models and basic multivariate regressions). The course will introduce students to empirical research on central topics of capital structure of firms. Students may be expected to work with related data sets or to critically survey the relevant literature on selected topics. By the end of the course, students will have a general understanding of the main issues in empirical capital structure and the methodologies used to obtain these results. TOPICS

• The trade-off theory of capital structure • Taxes and capital structure • Agency costs • The Pecking Order Hypothesis and asymmetric information • Initial public offerings

• Market timing

• Exogenous capital structure

• Trade credit

Literature: To be provided in due time

Form of Lecture: Group presentations of seminar paper, class discussions


Name of Module: Spec. Finance Module No. MI.057

Responsible for Module: Prof. Ulrich Hommel, PhD

Programme of Study: Master in Management + Master in Finance

Semester: 1

ECTS: 10


Basic knowledge of game theory and empirical research methods


This module covers the theoretical and empirical fundamentals of corporate finance from three viewpoints of managerial decision-making: from a valuation and restructuring, a risk management, and a intermediary perspective. Students will analyze concepts of principal-agent-relationships and rational behaviour under asymmetric information in the context of corporate finance.

A strong focus will be on the transfer into practice by applying quantitative methods and case studies.


45 Examination points case study (incl. presentation) Valuation and Restructuring

45 Examination points case study (incl. presentation) Risk Management

60 Examination points case study (incl. presentation) The Intermediary Perspective


1. Lecture: Corporate Finance: Valuation and Restructuring Course No. LI.0115

Instructor: Prof. Dr. Ferdinand Mager

ECTS: 3

Language: English

Contents: This course focuses on advanced company valuation and the economic aspects of restructuring and turnarounds of corporate entities. Its main objective is to provide students with a conceptual framework that supports the decision-making process in restructuring situations. Methods taught will help to clearly define optimal financial strategy and tactics. The course assumes knowledge of basic corporate finance, valuation, and business law.

Literature: Copeland, T. E./Weston, J. F./Shastri, K.: Financial Theory and Corporate Policy, 4th edition, Boston, 2005.

Hommel, U./Knecht, T. C./Wohlenberg, H. (Hrsg.): Handbuch Unternehmens-sanierung, Wiesbaden, 2005.

Tirole, J.: The Theory of Corporate Finance, Princeton et al., 2006.

Weston, J. F./Mitchell, M. L./Mulherin, J. H.: Takeovers, Restructuring, and Corporate Governance, 4th edition, Upper Saddle River, 2003.

Form of Lecture: Interactive lecture, exercises, case study, presentations


2. Lecture: Corporate Finance: Risk Management Course No. LI.0116

Instructor: Prof. Ulrich Hommel, PhD

ECTS: 3

Language: English

Contents: This course is designed to provide students with the knowledge to successfully employ common risk management techniques for corporations, including, but not limited to, the use of financial derivatives. Furthermore, it addresses a variety of special topics, most importantly the peculiarities of energy markets.

Literature: Culp, C. L.: The Risk Management Process – Business Strategy and Tactics, New York, 2001.

Eydeland, A./Wolyniec, K.: Energy and Power Risk Management – New Developments in Modeling, Pricing and Hedging, New York, 2002.

Ronn, E. I.: Real Options and Energy Management – Using Options Methodology to Enhance Capital Budgeting Decisions, London, 2003.

Form of Lecture: Interactive lecture, exercises, case study, students’ presentation

3. Lecture: Corporate Finance: The Intermediary Perspective Course No. LI.0175

Instructor: Prof. Falko Fecht, PhD

ECTS: 4

Language: English

Contents: Implementing managerial decisions on corporate finance often involve commercial banks activities and advisory services like consultancies, financial communication agencies and investment banks. This course takes the intermediary perspective and addresses the main challenges for these financial intermediaries in a broader sense. Handling asymmetric information structures, overcoming moral hazard problems and building up reputation belong to the most prominent tasks for the involved banks and advisors. These aspects are discussed in the context of the main challenges of managerial finance as selecting sources of short and long-term finance, dividend policy, types of securities and issue methods, implementing financial innovation, mergers and acquisitions and long-term financial planning.

Literature: Greenbaum, S.I./Thakor, A.: Contemporary Financial Intermediation, Amsterdam et al., 2007.

Freixas, X./Rochet, J.-C.: Microeconomics of Banking, 2nd edition, Cambridge, 2007.

Morrison, A../Wilhelm, W.J.: Investment Banking: Institutions, Politics, and Law, Oxford, 2007.

Tirole, J.: The Theory of Corporate Finance, Princeton, 2006.

Form of Lecture: Interactive lecture, exercises, presentations


Name of Module: Seminar Innovation Management Module No. MI.074

Responsible for Module: Prof. Dr. Meike Tilebein

Programme of Study: Master in Management

Semester: 1

ECTS: 3


Intermediate knowledge in the fields of marketing, organisation, industrial management and strategy


Based on the theoretical knowledge of the module “Innovation Management”, participants develop solutions for a real case in a manufacturing or service company. In this workshop-centered seminar, participants work in teams on live cases from the field of innovation management provided by the cooperating companies in the kick-off workshop. Within the teams, students work on individual topics derived from the cases. In order to gain deeper insights into these topics, students first take on a theoretical perspective and then apply their specific insights to work out a case-specific suggestion. Students have to document their theoretical and analytical approaches and their proposed case study solutions in a seminar paper. The theoretical approaches and proposed case solutions are presented and discussed with the practitioners in the presentation & discussion workshop.


60 Examination points seminar paper, thereof

- 40 Examination points theory part

- 20 Examination points case study part


1. Lecture: Innovation Management Seminar Course No. LI.0153

Instructors: Prof. Dr. Meike Tilebein/Prof. Dr. Florian Täube

ECTS: 3

Language: English

Contents: 1. Kickoff Workshop – Living Case Presentations, Group Work Kickoff

2. Seminar Paper

3. Presentation & Discussion Workshop – Presentation of Group Work Results, Feedback and Discussion

Literature: To be provided in due time, depending on nature of cases

Form of Lecture: Real case study, group work, presentations, class discussions, seminar paper


Name of Module: Spec. Innovation Management Module No. MI.075

Responsible for Module: Prof. Dr. Meike Tilebein


Semester: 1

ECTS: 10


Intermediate knowledge in the fields of marketing, organization, industrial management and strategy


The aim of the module is to provide a sound understanding of the different aspects of innovation management. These aspects span the whole range of activities related to innovation management, from generating opportunities for innovation and growth to implementing innovation management and operating innovation processes. Participants will be able to recognize the relevance of innovation and growth management for corporate strategic positioning. Furthermore, the module aims at enabling the students to raise a firm’s capabilities for innovation, to assess innovation projects with respect to their economic value, and to manage the development of new products and services while balancing creativity, profitability, and market requirements.

The content of this specialization covers the theoretical foundations of innovation management as well as strategic, implementational, and organizational aspects up to matters of cooperation, growth and entrepreneurship. The lectures focus on the generation of capabilities and opportunities for innovation on the one hand and the systematic utilizsation of capabilities and realization of oppor-tunities for innovation on the other hand.

In-depth knowledge will be provided in the areas of product and service innovation as well as growth and performance management. The newly ac-quired knowledge will be put into practice within the scope of the seminar “Innovation Management” where a real business case will be solved by stu-dents.


60 Examination points presentation Strategic Innovation Management

30 Examination points presentation Product and Service Innovation

30 Examination points presentation Growth and Performance Management


1. Lecture: Strategic Innovation Management Course No. LI.0154

Instructor: Prof. Dr. Meike Tilebein

ECTS: 4

Language: English

Contents: 1. Introduction to Lecture and Poster Topics 2. Basic Definitions and Introductory Case 3. Past and Future of Innovation Management 4. Innovators: From Individuals to Clusters 5. Using System Dynamics to Understand Complex Systems 6. The Case of Process Innovation Failure


7. Networked Economy: Social Networks, Network Products, and Standard Battles 8. Innovation Opportunities 9. Picturing the Future 10. Defining an Innovation Strategy 11. Corporate Entrepreneurship and Innovation Culture 12. Strategic Innovation Management Mini Conference

Literature: Main Text Book: Schilling, M.A.: Strategic Management of Technological Innovation, 2nd edition, Boston et al., 2008 Selected journal papers (readings) will be handed out in class Further Literature/Books: Burgelman, R. A./Christensen, C. M./Wheelwright, S. C.: Strategic Management of Technology and Innovation, 4th edition, Chicago, 2004. Davenport, T. H./Leibold, M./Voelpel, S. C.: Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities, Erlangen, 2006. Fagerberg, J./Mowery, D.C./Nelson, R. (Eds.): The Oxford Handbook of Innovation, Oxford, 2005. Goffin, K./Mitchell, R.: Innovation Management, Strategy and Implementation Using the Pentathlon Framework, Houndsmills et al., 2005. Sterman, J.D.: Business Dynamics. Systems Thinking and Modeling for a Complex World, Boston et al,, 2006. Tidd, J./Bessant, J./Pavitt, K.: Managing Innovation: Integrating Technological, Market and Organizational Change, 3rd edition, Chichester, 2005. Verburg, R. M./Ortt, J. R./Dickie, W. M. (Eds.): Managing Technology and Innovation, London, New York, 2006.

Form of Lecture: Interactive lecture. The last session of the lecture is a Mini Conference with a number of practitioners’ presentations combined with poster sessions where the students present their work.

2. Lecture: Product and Service Innovation Course No. LI.0155

Instructors: Dr. Jenny Amelingmeyer/Dr. Diane Robers

ECTS: 3

Language: English

Contents: 1. The New Product Development Process: From Basic Research to Market Launch

2. Managing Intellectual Property 3. Human Resources Management 4. Project Organization and Management 5. Finance, Budgeting and Performance Measurement 6. Managing Project Portfolios 7. Innovation in Services vs. Products 8. The Service Innovation Process and its Fuzzy Front End 9. Innovative Enterprises 10. Service Innovation Management

Literature: Andersen, B. et al. (Eds.): Knowledge and Innovation in the New Service Economy, Cheltenham, 2001.


Boutellier, R./Gassmann, O./von Zedtwitz, M.: Managing Global Innovation: Uncovering the Secrets of Future Competitiveness, 2nd edition, Berlin, 2000. Cooper, R. G.: Winning at New Products – Accelerating the Process from Idea to Launch, 3rd edition, Cambridge, 2004. Chesbrough, H. W.: Open Innovation: Researching a New Paradigm, Oxford, 2006. Fiore, C.: Accelerated Product Development: Combining Lean and Six Sigma for Peak Performance, New York, 2005. Fitzsimmons, J. A.: New Service Development: Creating Memorable Experiences, Thousand Oaks, 1999. Fitzsimmons, J. A./Fitzsimmons, M. J.: Service Management: Operations, Strategy, Information Technology, New York, 2005. Gallouj, F.: Innovation in the Service Economy, Cheltenham, 2002. Gustafsson, A./Johnson, M. D./Edvardsson, B.: New Service Development and Innovation in the New Economy, Lund, 2001. Kahn, K. B. (Ed.): The PDMA Handbook of New Product Development, 2nd edition, New York, 2004. Kim, W.C./Mauborgne, R.: Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition, Boston, 2005. Meredith, J. R./Mantel, S. J.: Project Management, A Managerial Approach. International Edition, 5th edition, Wiley, 2003. Morgan, J. M./Liker, J. K.: The Toyota Product Development System, New York, 2006. Ulrich, K.T./Eppinger, S.D.: Product Design and Development, 4th edition, Boston, 2008. Specht, G./Beckmann, C./Amelingmeyer, J.: F und E-Management. Kompetenz im Innovationsmanagement, 2nd edition, Stuttgart, 2002. Tidd, J./Hull, F. M.: Service Innovation: Organizational Responses to Technological Opportunities & Market Imperatives, London, 2003. Trott, P.: Innovation Management and New Product Development, 3rd edition, Harlow, 2004.

Form of Lecture: Interactive lecture, presentations

3. Lecture: Growth and Performance Management Course No.

Instructor: Prof. Dr. Florian Täube

ECTS: 3

Language: English

Contents: 1. Growth Strategy 2. Finance and other Resources for Growth 3. Marketing Growth 4. Organizational Culture and Governance 5. Managing Growth Performance

Literature: Core readings: Baghai, M./ Coley, S./ White, D.: The Alchemy of Growth. Basic Books, 2000 Christensen, C.M./ Raynor, M.E.: The Innovator's Solution: Creating and Sustaining Successful Growth, Harvard Business School Press, 2003. Ghemawat, P.: Distance Still Matters: The Hard Reality of Global Expansion, Harvard Business Review, September 2001. Gulati, R.: How CEOs Manage Growth Agendas, Harvard Business Review, pp 124-


132, July-August, 2004. Gulati, R.: Silo Busting – How to Execute on the Promise of Customer Focus. Harvard Business Review, May 2007. Gulati, R.: Silo Busting: Transcending Barriers to Build High Growth Organizations (forthcoming, Harvard Business School Press, 2009) Hagel, J.: Leveraged Growth: Expanding Sales Without Sacrificing Profits. Harvard Business Review, October 2002, Vol. 80 Issue 10 Lafley, A.G./ Charan, R.: The Game Changer - How you can drive revenue and profit growth with innovation. Crown Business, 2008 Sawhney, M./Balasubramanian, S./Krishnan, V.: Creating Growth with Services. MIT Sloan Management Review, Winter 2004, Vol. 45 Issue 2, 34-43. Viguerie, P./ Smit, S./, Baghai, M.: The Granularity of Growth - Making choices that drive enduring company performance. Marshall Cavendish Limited, 2007 Viguerie, P./ Smit, S./, Baghai, M.: The Granularity of Growth - How to identify the sources of growth and drive enduring company performance. Wiley, 2008 Zook, C./Allen, J.: Growth Outside the Core: Expanding into Adjacent Markets. Harvard Business Review, December, 66-73, 2003. Recommended readings: Agarwal, R./Echambadi, R./Franco, A./Sarkar, MB.: Knowledge Transfer through Inheritance: Spin-out Generation, Growth and Survival,Academy of Management Journal 47(4): 501-522, 2004. Agarwal, R./,Audretsch, D./Sarkar, MB. The Process of Creative Construction: Knowledge Spillovers, Entrepreneurship and Economic Growth, Strategic Entrepreneurship Journal, 2007 1(2): 263–286 Anthony, S.D./ Johnson, M.W./ Sinfield, J.V./ Altmann, E.J.: The Innovator's Guide to Growth - Putting disruptive innovation to work. Harvard Business Press, 2008 Bayus, B/Kang, W./Agarwal, R.: Creating Growth in New Markets: A Simultaneous Model of Firm Entry and Price, Journal of Product Innovation Management 24: 139-155, 2007. Greve, H.: A Behavioral Theory of Firm Growth: Sequential Attention to Size and Performance Goals, Academy of Management Journal 51(3): 476-494, 2008. Hess, E.D./ Kazanjian, R.K.: The search for organic growth. Cambridge, 2006

Form of Lecture: Interactive lecture, case studies, student poster presentations

Name of Module: Seminar Strategic Information Management & Consulting Module No. MIV.006

Responsible for Module: Prof. Dr. Stefan Smolnik


Semester: 1

ECTS: 3


In-depth knowledge of information systems


This seminar focuses on managerial aspects of designing, implementing and using information systems in a corporate environment. Participants can choose from a variety of topics, which either relate to recent technology trends or to fundamental concepts in IS research. Students suggest a research structure for their individual topic by applying approaches covered in the section on IS


research methods. In addition to working on a specific IS topic, students have to derive research questions and develop an appropriate research design. Building upon this, they have to formulate a complete flow of argumentation for their papers. Participants thus work through a new IS topic and gain experience in mastering the scientific process as a preparation for their master thesis. Those students pursuing a thesis in IS are given the opportunity to extend their knowledge in research methods typical for the discipline.




1. Lecture: Selected Topics in Information Systems Course No. LIV.0015

Instructors: Dr. Christine Legner/Prof. Dr. Stefan Smolnik

ECTS: 3

Language: English

Contents: 1. IS Research Methods

2. Topics in Information Systems (IS) within areas such as:

• Strategic Information Management: e.g. Global IT Sourcing, IT Governance, IT Strategy Alignment

• Electronic Business: Web-based Business Models, e-Business Strategies, Electronic Collaboration in B2B Value Chains (e.g. Automotive or Financial industry),

• Business Information Systems: e.g. Enterprise Resource Planning, Supplier Relationship Management / Customer Relationship Management

• Enterprise Architecture Management: e.g. Enterprise Modeling, Business Process Management, Service-Oriented Architectures

• Knowledge Management (KM): e.g. KM Performance/Success Measurement, Technological Aspects of KM, Social Software and Web 2.0

• IT Value Creation

Literature:

Literature on IS research methods:

• van der Blonk, H.: Writing Case Studies in Information Systems Research. In: Journal of Information Technology 18, 2003, 45-52.

• Glass, R. L./Ramesh, V./Vessey, I.: An Analysis of Research in Computing Disciplines. In: Communications of the ACM 47, 2004, 6, 89-94.

• Hevner, A. R./March, S. T./Park, J.: Design Science in Information Systems Research. In: MIS Quarterly 28, 2004, 1, 75-105.

• Moore, G. C./Benbasat, I.: Development of an Instrument to Measure the Perceptions of Adopting an Information Technology Innovation. In: Information Systems Research 2, 1991, 3, 192-222.

• Myers, M. D./Avison, D. (Eds.): Qualitative Research in Information Systems, London et al., 2002.

Literature on IS topics will be provided in due time, depending on the selected focus topic.

Form of Lecture: Seminar paper presentations, class discussions


Name of Module: Spec. Strategic Information Management & Consulting Module No. MIV.007

Responsible for Module: Prof. Dr. Gerold Riempp


Semester: 1

ECTS: 10


Knowledge of information systems (IS) on the level of EBS Bachelor GM track Business Information Systems, especially enterprise modeling skills and basic knowledge in the areas IT management and information technology in general.


Building upon the more general IS contents at bachelor level, the goal of the lectures in this master level specialization is to prepare students for typical IT-related management positions in business. The latter include line positions in industries with high IT penetration (e.g. Internet businesses, banking, insurance, telecoms), management functions within corporate IT departments or positions as technology-oriented management consultants. The first course imparts to the students the strategic aspects of IT-Management from the perspective of a chief information officer (CIO), who heads a corporate IT department. Complementary, in a second course we consider the business perspective by analyzing the role of IT/IS as “digital nervous system” of a firm. A third course deals with the principles of modern IT-Architectures and the role they can play in the globalizing, high-speed economy.

Upon completion of this module, participants have reflected their future role as business leaders in IT-related functions or as management consultants. They have a good grasp of the related management techniques and have acquired the necessary technology and methodology competencies. They are familiar with the underlying conceptual foundations and theories. Furthermore, they are aware of the challenges of globalization in these areas and have realized that state-of-the-art IT knowledge is a fundamental requirement for any IT-related management position.


75 Examination points project work Strategic IT-Management

60 Examination points project work IS in Business

45 Examination points evaluated exercises IT-Architectures


1. Lecture: Strategic IT-Management Course No. LIV.0016

Instructor: Prof. Dr. Gerold Riempp

ECTS: 4

Language: English

Contents: 1. Fundamentals of Strategic IT-Management 1.1 Challenges of Managing Corporate IT 1.2 Goals and Elements of Strategic IT-Management 2. IT Strategy 2.1 IT Alignment and IT Governance (via CoBiT and other standards)


2.2 Definition of Goals, Implementation and Control with IT Balanced Scorecards 3. Global IT Value Networks 3.1 IT Industry Structure 3.2 Global Sourcing 4. IT Service Management (ITSM) from a Strategic Perspective 4.1 ITSM Standards 4.2 Vendor and Customer Management (e.g. via IT Outsourcing) 4.3 Structural Effects on IT Departments 5. Application Management 5.1 "As-is" Analysis of Application Landscapes 5.2 Economic Evaluation of Application Landscapes 5.3 Modeling Techniques and Tools 6. IT Project Portfolio Management 7. IT Controlling 8. Practitioner Presentations and Case Studies

Literature: Weill, P./Ross, J.: IT Governance - How Top Performers Manage IT Decision Rights for Superior Results, Boston, 2004. Luftman, J./McLean, E. R.: Key Issues for IT Executives. In: MISQ Executive, 3 (2) 2004, 89-104. Leidner, D. E./Beatty, R. C./Mackay, J. M.: How CIOs Manage IT during Economic Decline: Surviving and Thriving Amid Uncertainty. In: MIS Quarterly Executive, 2, 1, 2003, 1-14. Ross, J. W.: Creating a Strategic IT Architecture Competency: Learning in Stages. In: MIS Quarterly Executive, 2, 1, 2003, 31-43.

Form of Lecture: Interactive lecture with case studies and practical examples

2. Lecture: Information Systems in Business Course No. LIV.0017

Instructor: Dr. Christine Legner

ECTS: 3

Language: English

Contents: Building upon the contents of the other lectures of this module, this lecture focuses on the role and impact of information systems in business. A strong emphasis will be placed on IS innovations and their role in creating competitive advantage and improving business performance. The course teaches students to analyze the interdependencies between strategy, business processes, and information systems (IS) in order to systematically design IS that address business needs. The course covers the following topics:

1. The Role and the Impact of IS in and between Businesses 1.1. Does IT matter? 1.2. IS and Competitive Advantage – IS-Based Business Models 1.3. IS and Competitive Advantage – Process Innovations 1.4. IS as Enabler of new Sourcing Models – Outsourcing 1.5. Theories: Transaction Cost Theory, Network Economics, …

2. Methods of Designing, Managing and Optimizing IS 2.1. Overview of Enterprise Application Landscape 2.2. Methods for Planning Enterprise Application Landscapes


2.3. Case Study: Enterprise Applications in Global Organizations 2.4. Case Study: Enterprise Applications in an SMEs

3. Understanding the Value of IT/IS in Business 3.1. How to Measure the Value of IT/IS 3.2. Practical Exercises: IS Business Cases

4. The Next “Killer” Application – IS Innovations 4.1. The Life-Cycle of IS Innovations 4.2. Web 2.0/3.0 4.3. Smart Items / RFID

Literature: Laudon, K./Laudon, J.: Management Information Systems: Managing the Digital Firm, 10th edition, New Jersey, 2007. McAfee, A., Brynjolfsson, E.: Investing in the IT That Makes a Competitive Difference, in: Harvard Business Review , 86, 7/8, 2008, pp. 98-107. Ross, J.; Weill, P.; Robertson, D. (2006): Enterprise Architecture as Strategy. Creating a Foundation for Business Execution, Harvard Business School Press, Boston, 2006 Wigand, R.; Mertens, P.; Bodendorf, F.; König, W.; Picot, A.; Schumann, M.: Introduction to Business Information Systems, Springer, Berlin, 2003. Additional readings with respect to the specific topics

Form of Lecture: Interactive lecture with case studies, practitioners’ presentations and practical examples

3. Lecture: IT Architectures Course No. LIV.0018

Instructor: Prof. Dr. Frederik Ahlemann

ECTS: 3

Language: English

Contents: This lecture focuses on fundamental technologies and building blocks necessary to develop large, scalable and integrated business applications. Special emphasis is put on the conceptual foundation, potentials and limitations of the technologies whereas implementation issues play a minor role.

1. Overview and Introduction: IT Architectures and the Need for Integration 2. Basic Technologies and Standards: Markup Languages, SGML, HTML, XML 3. Web Services 4. Semantic Technologies 5. Service-Oriented Architectures and Enterprise Application Integration 6. Directory Services and Security 7. Workflow Management, Portals and Business Process Management 8. Modern Application Development Frameworks: .net vs. Java 7. Practitioner's Presentation

Literature: Alonso, G. et al.: Web Services: Concepts, Architectures and Applications, Berlin, 2004. Erl, T.: Service-Oriented Architecture: A Field Guide to Integrating XML and Web Services, Upper Saddle River, 2004. Krafzig, D./Banke, K./Slama, D.: Enterprise SOA: Service-Oriented Architecture Best Practices, Reading, 2004.

Form of Lecture: Interactive lecture with lab sessions


Name of Module: Seminar Controlling Module No. MI.070

Responsible for Module: Niels Dechow, PhD


Semester: 1

ECTS: 3


Basic understanding of Academic Writing and Publishing The Role of “Controllers” and Management Accounting Systems Strategy Implementation and BSC Cost Accounting and Budgeting Financial Accounting and Financial Statement Analysis Investments & Finance and Financial Planning


This course will discuss the “philosophy” of research and its application to writing an excellent paper. Teams of 3 students will compose a scientific paper on current issues in management accounting and control. They will understand how to work on a specific topic independently and how to critically challenge concepts and empirical results. Therefore the course prepares them to write an excellent Master thesis




1. Lecture: Contemporary Research in Management Course No. LI.0144 Accounting and Control

Instructor: Niels Dechow, PhD

ECTS: 3

Language: English

Contents: Topics for Papers are:

1. To what extent are the reforms recommended in the ‘Beyond Budgeting’ debate consistent with Simons ‘Levers of Control’ Theory?

2. Designing a Balanced Scorecard is easy. Why is it difficult to implement?

3. Discuss Time-Based ABC vis-à-vis Business Process Reengineering (BPR)!

4. If “Competition by Analytics” is the answer, what challenges does this solution produce and how should they be resolved?

5. Given that contemporary research points to the importance of managing by means, not results, what are the implications of this insight for the design of management control systems

6. Does Compliance lead to better Performance?

7. Does Sarbanes-Oxley really affect Management Accounting Practice?

8. Assess the novelty of COSO from a Management Accounting Perspective!

9. Analyse ways to meaningfully reinvent the role of Board Members in relation


to the CFO, the accounting function and the corporate organisation

10. Should market value and shareholder value analysis produce an identical valuation of an organisation?

Literature: Specific to respective topics

Form of Lecture: Lecture on research methods, group presentations of seminar paper, class discussions

Name of Module: Spec. Controlling Module No. MI.071

Responsible for Module: Niels Dechow, PhD


Semester: 1

ECTS: 10


Basic understanding of

The Role of “Controllers” and Management Accounting Systems

Strategy Implementation and BSC

Cost Accounting and Budgeting

Financial Accounting and Financial Statement Analysis

Investments & Finance and Financial Planning


The module covers the theoretical and empirical fundamentals of management accounting and control systems. A strong focus will be placed on the instruments that assure rationality in decision-making with different managerial systems (planning, control, organization design, personnel and incentives, IT, culture) and different functions (accounting, finance, strategy).

The students will analyze these instruments and decision making processes in the context of assuring rationality within (top-)management. A strong focus will be on the transfer into practice by applying quantitative methods, case studies and structured problem solving that also prepare students for consulting projects.


45 Examination points class room participation Advanced Management Accounting and Control Cases

75 Examination points case study group based Advanced Management Accounting and Control

60 Examination points intermediate exam Valuation and Value Based Management

60 Examination points intermediate exam The CFO Agenda on Accounting and Finance



1. Lecture: Advanced Management Accounting and Control Course No. LI.0145

Instructor: Niels Dechow, PhD

ECTS: 4

Language: English

Contents: In this course we will be examining the role of financial information in the management and control of a variety of large (case) organizations. The approach taken in this course is one that the literature describes as “management control systems”. Rather than simply to introduce (yet) more refined calculations, this course focuses on the use and effects of financial information in organisations. Knowledge equivalent to the course contents of Accounting I and Controlling from the EBS Bachelor program is a prerequisite for participation in this course structured around an equal amount of lectures and case studies. The cases enable us to discuss the application of ideas and techniques in complex situations, but they require both prior preparation and active participation in class. 1. Lecture: Why Incentive Plans (hardly ever) Work 2. Case Analysis: Kidder Peabody 3. Lecture: Managing Culture, Accounting & Strategy 4. Case Analysis: San Francisco Bay Consulting 5. Lecture: Planning & Control Beyond Budgeting 6. Case Analysis: Codman & Shurtleff 7. Lecture: Balanced Scorecards – 15 Years on! 8. Case Analysis: Boston Lyric Opera 9. Lecture: Competing on Analytics 10. Case Analysis: TD Canada Trust - Testing & Adapting Strategy 11. Case Analysis: TD Canada Trust – Linking Strategy to Operations 12. Lecture: Risk Management & Governance

Literature: TBA


2. Lecture: Valuation and Value Based Management Course No. LI.0146

Instructor: Markus Kaiser

ECTS: 2

Language: English

Contents: This course provides an introduction into corporate valuation and discusses the various valuation techniques (multiples, DCF, LBO etc.) from a practical, user-oriented perspective. As managerial decision-making is frequently centred on the idea of shareholder value creation, managers from all functional areas should be aware of the implications of their functional decisions on the value of the company. Students will learn about the key valuation methodologies used today, and will be able to apply these valuation methodologies on real-life examples. They will understand the relationship between corporate performance, key operational and financial performance drivers, and valuation.

Literature: Brealey, R. A./Myers, S. C./Allen, F.: Principles of Corporate Finance, 10th edition, New York, 2006.


Copeland, T./Koller, T./Murrin, J.: Valuation: Measuring and Managing the Value of Companies, 3rd edition, New York, 2000. Drukarczyk, J.: Unternehmensbewertung. 4. Auflage, München, 2003. Knight, J. A.: Value Based Management, New York, 1998. Lee, K. M.: Accounting for Investment Analysts: An International Perspective, 2nd edition, New York, 2004. Ross, S. A./Westerfield, R. W./Jaffe, J.: Corporate Finance, 7th edition, New York, 2004. Weber, J./Bramsemann, U./Heinecke, C.: Wertorientierte Unternehmenssteuerung. Konzepte - Implementierung – Praxisstatements, Wiesbaden, 2004.


3. Lecture: The CFO Agenda on Accounting and Finance Course No. LI.0147

Instructor: Dr. Claus von Campenhausen

ECTS: 2

Language: English

Contents: This course discusses the role of the CFO between financing and strategy support as well as the relevance of financing decisions, objectives, stakeholders and stakeholder management, organization, and processes within the finance function. It explains the driving factors for the role of the CFO, defining and aligning the role with the CEO, as well as management accounting systems.

Students will be able to understand the role of the CFO in company financing and strategy as well as implications for the finance function. They can identify a CFO’s criteria, performance management culture, processes, organization and capabilities.

Literature: Accounting: Wood F./Sangster, A. : Frank Wood's Business Accounting 1, Berlin, 2002. Ordelheide, D.: Transnational Accounting, Basingstoke, 2001. Financial Statements: Buchholz, R.: Internationale Rechnungslegung, IAS, HGB und US-GAAP im Vergleich, Berlin, 2002. Delaney, P.: Wiley GAAP, New York, 2003. Fraser, L.: Understanding Financial Statements, Berlin, 2001. Ratio Analysis: Fridson, M.: Financial Statement Analysis: A Practitioner's Guide, New York, 2002. Ratio Optimization: Berenson A.: The Number, The Number: How the Drive for Quarterly Earnings Corrupted Wall Street and Corporate America, Berlin, 2003. Academic stuff: Stolowy, H./Breton, G.: A review of research on accounts manipulation, Working paper, 2000 http://campus.hec.fr/profs/stolowy/perso/papers/manip.pdf Degeorge, F./Patel, J./ Zeckhauser, R.: Earnings management to exceed thresholds, Journal of Business, 72, 1-33, Chicago,1999. The above listed literature is an indicative list. A more detailed list will be given with the lecture. However, for exam purposes it is sufficient to focus on the theories and ideas presented in the the lecture itself. A comprehensive hand-out will be provided on the spot. This will be available after the lecture in softcopy also.


http://campus.hec.fr/profs/stolowy/perso/papers/manip.pdf


4. Lecture: Controlling and Risk Management Course No. LI.0174

Instructor: Prof. Dr. Karlheinz Hornung

ECTS: 2

Language: English

Contents: This course discusses the fundamentals of Controlling and Risk Management. It will cover the various aspects of the controlling process, including planning, reporting and review. Topics such as risk valuation, risk reporting and Balanced Chance & Risk Card will give insights into the field of Risk Management.

Through this lecture, students will understand the Controlling and Risk Management processes and comprehend their interaction with other group functions within a corporation.

Examples from day-to-day business and interactive case studies will support the lecture.

Literature: Weber, J./Schäffer, U: Einführung in das Controlling, 11. Auflage, Stuttgart, 2006.

Form of Lecture: Interactive lecture, case study, presentations

Name of Module: Seminar Market-oriented Management Module No. MI.060

Responsible for Module: Dr. Matthias Gouthier


Semester: 1

ECTS: 3


Participation in prior modules or equivalent knowledge in the area of marketing, especially knowledge of fundamentals in marketing strategies, processes and instruments


At the beginning of their semester, students can choose from a variety of topics in the field of “Communication and Brand Management in Selected Service Industries”. These topics will either relate to recent developments within this area of research or will deal with fundamental strategic problems discussed in branding literature. Each student will write a paper. The key points of each paper will be presented and defended by each student in a two-day seminar. The main purpose of this presentation is to impart the scientific concept to other students, and to discuss the topics presented.


60 Examination points seminar paper



1. Lecture: Seminar Market-oriented Management Course No. LI.0122

Instructor: Dr. Matthias Gouthier

ECTS: 3

Language: English

Contents: Potential Topics might be:

• Customer Behaviour and Branding

• Strategic Brand Management

• Brand Pride

• Brand Performance Measurement

• Brand Communication

• Internal Branding


Form of Lecture: Seminar, presentations

Name of Module: Spec. Marketing Instruments & Marketing Systems I Module No. MI.061

Responsible for Module: Prof. Dr. Roland Mattmüller


Semester: 1

ECTS: 10


Participation in prior modules or equivalent knowledge in the area of marketing, especially knowledge of fundamentals in marketing strategies, processes and instruments.


The first marketing specialization allows students to acquire in-depth knowledge about different marketing instruments and their marketing-relevant particularities, such as Pricing or Event Marketing. Furthermore, the students are able to gather a deep insight into the field of Customer Relationship Management and Customer Value Management. The students’ general understanding of the marketing discipline combined with the knowledge gained in the Master courses will then be applied to various marketing scenarios of real-life cases during the marketing field trip.

All courses do not only cover the theoretical foundations of the respective research fields, but also include current trends as well as analyses of practical examples and case studies.

The overall goal of the specialization is to broaden the students’ understanding of marketing and deepen their insight into the major fields of the marketing discipline.



45 Examination points case study Event Marketing

90 Examination points paper and presentation MAEX


1. Lecture: Pricing Course No. LI.0123

Instructor: Prof. Dr. Alexander Pohl

ECTS: 2

Language: English

Contents: This course covers the theoretical foundations of Pricing and Price Management. Furthermore, students will work on the procedural methods applied in real-life Pricing situations. Selected case studies are part of the lecture and relate the theoretical concepts to the practice.

Pricing in Monopolies, Oligopolies and Polypolies

Empirical Methods for the Calculation of Price Elasticities

Dynamic Price Management

Price Differentiation

Price Management and Psychology

Literature: Diller, H. (2007): Preispolitik

Engelson, M. (1995): Pricing Strategy: An Interdisciplinary Approach

Simon, H./Fassnacht, M. (2008): Preismanagement: Strategie - Analyse - Entscheidung – Umsetzung


2. Lecture: Event Marketing Course No. LI.0124

Instructors: Dr. Anja Wagner/Xavier Sarras

ECTS: 3

Language: English

Contents: The importance of event marketing measures as marketing instrument has been increasing steadily for several years now, as empirical evidence has shown. The course is split in a theoretical part covering:

Foundations of Event Marketing,

Strategic Event Management,

Impact and Objectives of Event Marketing,

Event Design,

Event Planning,

Impact of Event Marketing and Controlling of Event Marketing.


The second part of the course approaches the concepts of Event Marketing from a practical side. Students will not only practice the acquired theoretical knowledge by applying it to interesting business cases, but will also explore the trends of Event Marketing, such as Buzz-Marketing, Viral Marketing, PR Stunts.

Literature: To be announced in due time.


3. Lecture: Customer Value Management Course No. LI.0125

Instructor: Dr. Thomas Feinen

ECTS: 2

Language: English

Contents: „Customers are ultimately the source of all business growth. Yet few companies know what their customers are really worth.“

„Products come and go, but customers remain. The secret to success is maintaining a profitable relationship with customers, regardless of what products are involved.“

These statements show the necessity of Customer Value Management and its important role regarding the growth of a business. With the course Customer Value Management the students will be able to deepen their understanding of CVM and Marketing in general and its role within the management of a company. The lectures cover the following questions theoretically as well as by the analysis of real-life business cases:

Meaning and Understanding of Customer Value Management

- What is Customer Value Management?

- Why is Customer Value Management useful? And for whom?

- Which target figures are to be followed in CVM?

- Which are the theoretical approaches Customer Value Management is based on?

Classification and Measurement Methods of Customer Value

- How can Customer Value be defined?

- What are the influence factors of Customer Value?

- How can Customer Value be measured?

Implementation and Usage of Customer Value Management

- How can the perspective of CVM be positioned in business management?

- What does each managerial function contribute to the implementation of CVM?

Literature: Günther, B./ Helm, S. (2006): Kundenwert: Grundlagen –Innovative Konzepte –Praktische Umsetzungen

Gupta, S./ Lehmann, D. R./ Stuart, J. A. (2004): Valuing Customers, in: Journal of Marketing Research, No. 2, February

Tewes, M. (2003): Der Kundenwert im Marketing: Theoretische Hintergründe und Umsetzungsmöglichkeiten einer wert- und marktorientierten Unternehmensführung

Rudolf-Sipötz, E. (2001): Kundenwert: Konzeption –Determinanten –Management

Mattmüller, R. (2006): Integrativ-Prozessuales Marketing: Eine Einführung



4. Lecture: MAEX – The Marketing Block Seminar Course No. LI.0XXX

Instructor: Prof. Dr. Roland Mattmüller

ECTS: 3

Language: English

Contents: The Marketing Excursion challenges the students in various fields of the Marketing discipline and allows for a glance at leading German companies and their Marketing strategies and management.

This term, students will go on a 3-day field trip to northern Germany where they experience the daily routine, strategic planning and other challenges in Marketing of three internationally leading companies - operating in different industries - that are located in Hamburg. Insights gathered from the company visits will be challenged in real-life case studies. Students will solve the case studies in a detailed paper and present their findings to the representatives of the respective companies at EBS campus.

In recent years, Siemens, BMW, O2, Henkel, Peek & Cloppenburg, Otto, Mont Blanc and other companies have been visited.

Literature: Provided by the respective companies.

Form of Lecture: Field-trip

Name of Module: Seminar Real Estate Investment & Management Module No. MI.062

Responsible for Module: Prof. Dr. Matthias Thomas

Programme of Study: Master in Management + Master in Real Estate

Semester: 1

ECTS: 2


Basic knowledge of real estate investment and economics. It is strongly recommended that students taking the seminar in Real Estate Management also take the Specialization Real Estate Investment & Management.


Students academically analyze current real estate issues in the arena of real estate investment and management. Students gain experience in literature research, academic writing, and scientific analysis.


40 Examination points paper



1. Lecture: Seminar Real Estate Management Course No. LI.0126

Instructor: Prof. Dr. Matthias Thomas

ECTS: 2

Language: English

Contents: Students will apply techniques taught in Real Estate Investment & Management with regard to real estate management (CREM, FM), management of public or private real estate, or portfolio management in the national and international context. Furthermore, legal and fiscal questions will be raised and cash models constructed within the preparation time of the seminar paper.

Prerequisites for Participation: Basic knowledge of real estate investment and economics. It is strongly

recommended that students taking the seminar in Real Estate Management also take the Specialization Real Estate Investment & Management the same term.


Form of Lecture: Seminar

Name of Module: Spec. Real Estate Investment & Management Module No. MI.063

Responsible for Module: Prof. Dr. Matthias Thomas

Programme of Study: Master in Management + Master in Real Estate

Semester: 1

ECTS: 11


Basic knowledge of real estate investment and economics


The module imparts to the students profound knowledge in international real estate investments and valuation, real estate management, and real estate law and taxation. The courses enable the students to work in national and international real estate companies. Furthermore, a computer-based course gives students the opportunity to gain worthwhile know-how of real estate related computer tools and applications. The module also includes a workshop with Mr. D. Grahovac, Head of Real Estate Valuation, Savills Berlin.

Grading: 330 examination points, thereof:

60 examination points case study International Real Estate Investments

30 examination points case study Advanced Real Estate Valuation

60 examination points case study Real Estate Management

30 examination points case study Computer Applications and Tools

150 examination points final module exam


1. Lecture: Advanced Real Estate Valuation Course No. LI.0132


ECTS: 2

Language: English

Contents: 1. Simple and Multiple Growth Valuation Models 2. Valuation of Lease Incentives 3. Real Estate Valuation for Collateral Purposes

Discounted Cash Flow Valuations (Workshop with Savills)

Literature: Achleitner, A.-K./Schulte, K.-W./Knobloch, B./Schäfers, W. (Hrsg.): Handbuch Immobilien-Banking, Köln 2001. Adair, A./Downie, M. L./McGreal, S./Vos, G.: European Valuation Practice, London 1996. Baum, A.: The Income Approach to Property Valuation, 5th ed., London 2004. Baum, Andrew/Crosby, N.: Property Investment Appraisal, 2nd ed., London, Boston 1997. Kleiber, W. u.a..: Verkehrswertermittlung von Grundstücken, 5. Aufl., Köln 2007. TEGoVA – The European Group of Valuers’ Association: European Valuation Standards 2003, 5th ed., London 2003. Royal Institution of Chartered Surveyors: Valuation Standards, 6th edition, London 2008. Brown, G./ Matysiak, G.: Real Estate Investment – A Capital Market Approach, Harlow, 2000.


2. Lecture: International Real Estate Investments Course No.: LI.0127

Instructor: Prof. Dr. Matthias Thomas/ Prof. Dr. Nico Rottke

ECTS: 2

Language: English

Contents: 1. Real estate investment vehicles 1.1. Listed Vehicles a. Property Shares b. REITS 1.2. Non-Listed Vehicles 1.2.1 German Vehicles a. Open Ended Funds b. Closed End Funds 1.2.2. Luxemburg Vehicles a. SICAV b. SICAF c. SICAR 2. Real Estate Market Cycles

Literature: Rottke, N. B./ Rebitzer, D.: Handbuch Real Estate Private Equity, Köln 2006. Schulte, K. W./Bone-Winkel, S./Thomas, M. (Hrsg.): Handbuch Immobilien-Investition, 2. Aufl., Köln 2005. Alan W. Evans: Economics, Real Estate and the Supply of Land (Real Estate Issues,


Oxford 2004. Charles F. Floyd, Marcu T. Allen: Real Estate Principles, Chicago 2002. Mortgage Bankers Association of America: Principles of Commercial Real Estate, Jan. 2002. Rottke, N.: Handbook Real Estate Capital Markets, Köln 2008.


3. Lecture: Real Estate Management Course No. LI.0128

Instructors: Prof. Dr. Matthias Thomas/Prof. Dr. Michael Bosch/Prof. Justus Vollrath

ECTS: 3

Language: English

Contents: 1. Portfolio Management a. Quantitative Portfolio Management b. Qualitative Portfolio Management c. Performance Measurement & Attribution Analysis

2. Corporate Real Estate Management a. Terms and Definitions b. Organisational Design c. Monetization and Due Dilligence d. CREM and Shareholder Value

3. Facilities Management a. Strategic FM b. Technical FM c. Infrastructural FM

d. Commercial FM

Literature: Brown, R. J.: Private Real Estate Investment: Data Analysis and Decision Making, Burlington, 2005. Hudson-Wilson, S.: Modern Real Estate Portfolio Management, New Hope, 2000. Rondeau, E. P./Brown, R. K./Lapides, P. D.: Facility Management, 2nd edition, Hoboken, 2006. Geltner, D./ Miller, N./ Eichholtz P. /Clayton J.: Commercial Real Estate Analysis and Investments, 2007


4. Lecture: Legal and Taxational Aspects of Real Estate Law Course No. LI.0129

Instructors: Prof. Dr. Frank Stellmann/Dr. Karl Hamberger

ECTS: 3

Language: English

Contents: 1. Real Estate Law a. Landlord and Tenant Law b. Law of Real Estate Sales Contracts


2. Real Estate Taxation (Taxation of Real Estate Acquisitions (Land Purchase Tax, Capital Transfer Tax)

a. Taxation of Real Estate Ownership (Income Tax, Sales Tax, Land Tax) b. Taxation of Real Estate Sales (Income Tax, Sales Tax)

Literature: Beck’sches Notarhandbuch, 4. Auflage, München, 2005. Guerin, S. M.: Taxation of Real Estate Transactions, Chicago, 2005. Karp, J./Klayman, E.: Real Estate Law, 6th edition, Chicago, 2005. Siedel, G./Aalberts, R. J./Cheezem, J. K.: Real Estate Law, 5th edition, 2002. Usinger, W./Minuth, K.: Immobilien - Recht und Steuern, Handbuch für die Immobilienwirtschaft, 3. Auflage, Köln, 2004. Usinger, W./ Schneider H.: Real Property in Germany. Legal and Tax Aspects of Development and Investment, 7th edition, Frankfurt/M., 2008.


5. Lecture: Computer Applications and Tools Course No. LI.0130


ECTS: 1

Language: English

Contents: 1. ARGUS a. Valuation b. Investment Analysis

c. Portfolio Valuation

Literature: User manual of ARGUS

Brown, Roger J.; Private Real Estate Investment, Burlington 2005

Form of Lecture:: Interactive lecture in computer lab

Name of Module: Seminar Strategy & Organization Module No. MI.068

Responsible for Module: Prof. Ansgar Richter, PhD


Semester: 1 or 2

ECTS: 3


Basic knowledge of strategy and organization theory and behaviour


Core goals of the module:

Participants develop a deeper understanding of theories, concepts, methods, and empirical research and practice in the fields of strategy and organization. They learn how to do in-depth research in these areas themselves.


Grading: 90 Examination points, thereof: 60 Examination points paper 30 Examination points presentation

1. Lecture: Seminar: Focal Topics in Strategy and Organization Course No. LI.0140 Instructor: Prof. Ansgar Richter, PhD

ECTS: 3

Language: English

Contents: Despite the importance of services, much research in strategy and organization continues to take manufacturing firms as its focal point of interest. In this seminar we discuss the characteristics of the structures and strategies of service firms and develop solutions for their decision-makers. Many manufacturing firms also provide a lot of services in order to complement their business portfolios. We will investigate to what extent the established theoretical and empirical evidence on strategy and organization can be transferred from manufacturing industries to the service economy. 1. Ownership and Governance of Service Firms 2. Organization and HRM in Service Firms 3. Strategy of Service Firms 4. The Future of the Services Sector

Literature: Fitzsimmons, J. A., Fitzsimmons, M. J. (2006). Service Management – Operations, Strategy, Information Technology, McGraw-Hill Jansson, J. O. (2006). The Economics of Services – Development and Policy. Edward Elgar Heskett, J. L., Sasser, W. E., Schlesinger, JR. L. A. (1997). The Service Profit Chain, The Free Press C. Grönross (2000). Service Management and Marketing – A Customer Relationship Management Approach Hitt, M., Hoskisson, R., Ireland, R. D. (2007). Management of Strategy – Concepts and Cases, Thomson

Form of Lecture: Seminar

Name of Module: Spec. Strategy & Organization Module No. MI.069

Responsible for Module: Prof. Ansgar Richter, PhD


Semester: 1 or 2

ECTS: 10


Basic knowledge of organizational behaviour, microeconomics and introductory strategy



This module pursues both conceptual and behavioral/experiential objectives:

1. The students gain a sound understanding of the prerequisites for and the means of the successful management of organizations, including strategic and organizational analysis. They are able to analyze the state of organizations, and to define strategic and organizational interventions.

2. The students learn how to induce, manage, guide, and facilitate strategic and organizational processes effectively. They become acquainted with the roles of managers and consultants in such processes, and are able to assume these roles.

The contents of the module cover an introduction to the multi-paradigmatic view of strategy and organization as well as courses in which the students learn to apply concepts and theories in practice.


120 Examination points project work Consulting Workshop

45 Examination points presentation Strategy

45 Examination points essay Organizational Theory & Behaviour


1. Lecture: Organizational Theory & Behavior Course No. LI.0141

Instructor: Dr. Hagen Ringshausen

ECTS: 3

Language: English

Contents: Effective managers, professionals, and change agents have to become skilled in the art of 'reading' the situations they are seeking to organize or manage. Metaphors create ways of seeing and shaping organizational reality. The multiple aspects of organizations require the interpretation of these organizational phenomena from different viewpoints. In this course students learn to explore the multifaceted reality of organizations by applying a wide range of theories and concepts grouped by certain metaphors that guide the process of interpreting organizational reality and its change.

1. Organizations as Machines: Mechanization Takes Command 2. Organizations as Organisms: Nature Intervenes 3. Organizations as Brains: Learning and Self-organization 4. Organizations as Cultures: Creating Social Reality 5. Organizations as Theatres: Managing Dramatic Appearances 6. Organizations as Political Systems: Interests, Conflict, and Power 7. Organizations as Psychic Prisons: Exploring Plato's Cave 8. Organizations as Flux and Transformation: Unfolding Logics of Change 9. Organizations as Instruments of Domination: The Ugly Face of Organizations

Metaphors and theories will be applied to case studies provided and analyzed by the participants.

Literature: Burrell, G./Morgan, G.: Sociological Paradigms and Organisational Analysis, London, 1979. Cummings, S./Wilson, D. (Eds.): Images of Strategy, Malden et al., 2003. Grant, D./Oswick, C. (Eds.): Metaphor and Organizations, London et al., 1996.


Mangham, I. L./Overington, M. A.: Organizations as Theatre: A Social Psychology of Dramatic Appearances, Chichester, 1987. Morgan, G.: Creative Organization Theory, Thousand Oaks, 1989. Morgan, G.: Images of Organization, Thousand Oaks, 1997a. Morgan, G.: Imaginization. New Mindsets for Seeing, Organizing, and Managing Organizations, San Francisco, Thousand Oaks, 1997b.


2. Lecture: Strategy Course No. LI.0142

Instructor: Prof. Ansgar Richter, PhD

ECTS: 3

Language: English

Contents: The aim of this course is to provide the participants with a sound understanding of fundamental concepts and approaches in strategy development and implementation and to enable them to apply these concepts to specific situations. The topics discussed in this course include both corporate and business unit strategy. Many of the strategic approaches introduced in the course draw on microeconomic theories and concepts (e.g. supply-demand models, transaction cost economics, basic game theory). The course involves a series of lectures, case studies, and presentations by practitioners.

1. Strategy Process Management 2. Strategy and Value Creation 3. Corporate Strategy and the Organizational Life Cycle 4. Organizational Implementation of Strategies on Corporate and Business Level 5. Dynamic Strategy 6. International Strategy 7. Strategy and the General Manager 8. Making Strategic Change Happen

Literature: Besanko, D./Dranove, D./Shanley, M.: The Economics of Strategy, 2nd edition, New York et al., 2000.

Brickley, J. A./Smith, C. W./Zimmermann, J. L.: Managerial Economics and Organizational Architecture, 2nd edition, Boston et al., 2001.Hitt, M., Hoskisson, R., Ireland, R. D., Management of Strategy – Concepts and Cases, Thomson, 2007

Ghemawat, P.: Strategy and the Business Landscape, Reading (Mass.) 1999.

Kay, J.: Foundations of Corporate Success. How Business Strategies Add Value, Oxford, 1993.

Whittington, R.: What Is Strategy – and Does It Matter?, 2nd edition, London, 2001.

Form of Lecture: Interactive lecture, presentations by practitioners and strategy consultants, case studies


3. Lecture: Consulting Workshop Course No. LI.0143

Instructor: Prof. Ansgar Richter, PhD.

ECTS: 4

Language: English

Contents: In this course the students become acquainted with the roles of consultants and other professionals who aim at initiating, implementing, managing, and/or accompanying strategic and organizational change processes in firms. The course provides the participants with both conceptual foundations and practical experience in the management of consulting projects. The course will be held in close interaction with experienced practitioners (consultants and/or managers in non-consulting firms). Parts of the course may even take place as an off-site event. The students will be able to apply many of the concepts, ideas and approaches discussed in other courses within this module in practice. This course will take place in English; however, it will involve significant interactions with German companies. Therefore, it is advisable for students who want to take this course to have a sound knowledge of German in order to be able to conduct interview, market research and so on.

1. Consulting on Strategic and Organizational Change: Core Concepts 1.1 Consultant-Client Relationship 1.2 Project Structure and Planning 1.3 Team Building 1.4 Problem Solving 2. Managing Corporate Change 2.1 Drivers and Prohibitors of Corporate Change 2.2 The Dynamics of Corporate Change 2.3 The Role of Management Consultants as External Catalysts 3. Managing Change Processes in Practice 3.1 Project Planning and Information Gathering 3.2 Issue Analysis and Problem Solving 3.3 Synthesis, Presentation and Discussion 3.4 Project Documentation

Literature:

Beer, M./Nohria, N. (Eds.): Breaking the Code of Change, Boston, 2000.

Clark, T.: Managing Consultants. Consultancy as the Management of Impressions, Buckingham, Philadelphia, 1995.

Maister, D. H.: Managing the Professional Service Firm, New York et al., 1993.

Minto, B.: The Pyramid Principle, 3rd edition, London et al., 2002.

Form of Lecture: Workshop


Lecture: Identification of Future Markets for Entrepreneurs Course No. LI.0233 and Intrapreneurs

Instructor: Prof. Dr. Heinz Klandt

Programme of Study Master in Management + Master in Business Law + Master in Real Estate +

Master in Finance

Semester 1

ECTS: 4

Prerequisites for Participation

none

Language: English

Contents: Future studies is an interdisciplinary research area that explores possible, probable and preferable futures, deriving conclusions for the present. While the possibilities of long-term future prognosis are limited, there are systems, processes and methods of forecasting future developments and incorporating them in strategy.

In this project seminar the students will become acquainted with the theoretical backgrounds on future management, opportunity recognition and evaluation. In workshops the students will be able to apply many of the concepts, ideas and approaches discussed in this courses in practice.

The course will be held in close interaction with an experienced researcher and practitioner in the field of future studies and management, Dr. Pero Mićić of the FutureManagementGroup AG.

1. Kick-off session

2. Lectures on Future Management

3. Workshops

4. Final presentation

Literature: Mićić, P. (2007). Das ZukunftsRadar: Die wichtigsten Trends, Technologien und Themen für die Zukunft (2. Aufl.). Offenbach: GABAL. (also available in english from the lecturer)

Mićić, P. (2007). Die fünf Zukunftsbrillen: Chancen früher erkennen durch besseres Zukunftsmanagement. Offenbach: GABAL. (also available in english from the lecturer)

Timmons, J. A., & Spinelli, S. (2004). New venture creation: Entrepreneurship for the 21st century (6. ed., [internat. ed. 2003]). Boston, Mass.: McGraw-Hill/Irwin. (Chapter 3 and 4 only)

Form of Lecture: Project seminar

Grading 120 Examination points, thereof:


30 Examination points class room participation


30 Examination points project

Documents

Master Programmesoip.sfsu.edu/sites/default/files/studabroaddocuments/Germany_EBS... · 60 Examination points intermediate exam Cross Cultural Communication: from Awareness to Practice