Master´s Program in - Rethinking Management · 205.3.1 BRST Brand Stories 5 3 42 108 5 Written Assignment 4,0% 206.3.1 SMEL Social Media Lab 5 3 42 108 5 Project 4,0% ... Applicability

Master´s Program in

Management

Module Descriptions

Index of contents

Objective of the Master’s Program in Management .................................................... 1

Curriculum Overview .................................................................................................. 2

Key Concepts for the Study of Management as Culture: Cultural Turns .................... 3

Controlling - Leading for Results ................................................................................ 6

Business Analysis ....................................................................................................... 8

Rhetorics and Stylistics............................................................................................. 11

Culture & Society in Change: History & Trends ........................................................ 13

Creativity in Context ................................................................................................. 16

Approaching Brands ................................................................................................. 19

New Media Culture ................................................................................................... 22

Becoming a Tourist ................................................................................................... 27

Identity ...................................................................................................................... 29

Business Modeling ................................................................................................... 32

Approaching Sustainabilty ........................................................................................ 35

Culture, Markets and Consumption .......................................................................... 38

Governance: Norms, Rules and Rituals ................................................................... 41

Strategic Practice ..................................................................................................... 44

Power and Conflict ................................................................................................... 49

Creative Constructions: Performance and Performativity ......................................... 53

Creative Industries .................................................................................................... 58

Brand Strategies ....................................................................................................... 62

Social Networks ........................................................................................................ 65

Consumption of Tourism ........................................................................................... 69

Diversity and Organizational Culture ........................................................................ 72

Revolutions and Bubbles .......................................................................................... 75

Sustainable Urban Development: Conflict and Acceptance ...................................... 78

Innovation Project ..................................................................................................... 81

Legitimacy: Ethics and Aesthetics ............................................................................ 84

Business Transformation .......................................................................................... 93

Creativity, Improvisation and Play ............................................................................ 97

Cultural Leadership: Betwixt and Between ............................................................. 100

Creativity and Innovation ........................................................................................ 104

Brand Stories .......................................................................................................... 108

Social Media Lab .................................................................................................... 111

Tourism and Development ...................................................................................... 114

Diversity and Leadership ........................................................................................ 116

Staging in Global Financial Markets ....................................................................... 119

Sustainable Glocal Development: Transition & Transformation .............................. 121

Personal Renewal .................................................................................................. 124

Research Colloquium ............................................................................................. 127

Master Thesis ......................................................................................................... 130

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Objective of the Master’s Program in Management

The objective of the Master’s Program in Management is the acquisition of the qualification

to take on responsibility competently and in an ethically reflected manner, building on

knowledge acquired during the Bachelor’s program. This includes being able to take on

responsibility in unfamiliar, ambiguous, conflictual, and complex leadership and decision-

making situations in companies and non-profit organizations.

On the basis of this, successful graduates are able to connect their knowledge and skills in

the field of general management with the specializations they have selected, to continue

autonomously to extend their knowledge and skills and independently develop, communicate

and implement ideas, obtaining acceptance of these ideas and thus shaping and changing

the task area they have been assigned (and, beyond this, shaping and changing the entire

organization and its environment).

An integral part of this objective is the acquisition of the competence to autonomously conduct

research projects, in accordance with state-of-the-art research approaches. Graduates are

therefore able to perform a sound analysis and evaluation of complex leadership and

decision-making situations by applying scientific theories and methods (in particular from the

field of cultural sciences)..

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Curriculum Overview

Module-Code Title Assessment types

Weighting

within the

total grade

1 2 3 4 H/W Contact Self ECTS

200.1.1 CUTU

Key Concepts for the Study of

Management as Culture: Cultural Turns 5 3 42 108 5 Presentation 4,0%

200.1.2 LERE Controlling: Leading for Results 5 4 56 94 5 Written Exam 120' 4,0%

200.1.3 BUSA Business Analysis 5 3 42 108 5 Written Assignment 4,0%

201.1.1 RHES Rhetorics and Stylistics 5 3 42 108 5 Simulation 4,0%

203.1.1 CSICCulture & Society in Change:

History & Trends 5 3 42 108 5 Essay 4,0%

204.1.1 CRCO Creativity in Context 5 3 42 108 5 Essay 4,0%

205.1.1 ABRA Approaching Brands 5 3 42 108 5 Essay 4,0%

206.1.1 NECU New Media Culture 5 3 42 108 5 Learner's Portfolio 4,0%

207.1.1 BETO Becoming a Tourist 5 3 42 108 5 Essay 4,0%

209.1.1 IDTY Identity 5 3 42 108 5 Essay 4,0%

210.1.1 BUMO Business Modelling 5 3 42 108 5 Case Study 4,0%

211.1.1 ASUS Approaching Sustainability 5 3 42 108 5 Essay 4,0%

200.2.1 CMAC Culture, Markets and Consumption 5 3 42 108 5 Project 4,0%

200.2.2 NORU Governance: Norms, Rules and Rituals 5 3 42 108 5 Presentation 4,0%

200.2.3 STRT Strategic Practice 5 3 42 108 5 Written Assignment 4,0%

201.2.1 POCO Power and Conflict 5 3 42 108 5 Simulation 4,0%

203.2.1 PERFCreative Constructions:

Performance and Performativity 5 3 42 108 5 Presentation 4,0%

204.2.1 CRIN Creative Industries 5 3 42 108 5 Presentation 4,0%

205.2.1 BRAS Brand Strategies 5 3 42 108 5 Project 4,0%

206.2.1 SONE Social Networks 5 3 42 108 5 Project 4,0%

207.2.1 COTO Consumption of Tourism 5 3 42 108 5 Presentation 4,0%

209.2.1 DORC Diversity & Organizational Culture 5 3 42 108 5 Presentation 4,0%

210.2.1 REBU Revolutions & Bubbles 5 3 42 108 5 Field Study 4,0%

211.2.1 SURDSustainable Urban Development:

Conflict & Acceptance 5 3 42 108 5 Presentation 4,0%

200.3.1 INNO Innovation Project 5 5 70 80 5 Project 4,0%

200.3.2 ETHA Legitimacy: Ethics and Aesthetics 5 3 42 108 5 Essay* 4,0%

200.3.3 BUST Business Transformation 5 3 42 108 5 Seminar Paper** 4,0%

201.3.1 CIPL Creativity, Improvisation and Play 5 3 42 108 5 Simulation 4,0%

203.3.1 BEBE Cultural Leadership: Betwixt & Between 5 3 42 108 5 Presentation 4,0%

204.3.1 CINN Creativity & Innovation 5 3 42 108 5 Written Assignment 4,0%

205.3.1 BRST Brand Stories 5 3 42 108 5 Written Assignment 4,0%

206.3.1 SMEL Social Media Lab 5 3 42 108 5 Project 4,0%

207.3.1 TODE Tourism & Development 5 3 42 108 5 Written Assignment 4,0%

209.3.1 DILE Diversity & Leadership 5 3 42 108 5 Seminar Paper 4,0%

210.3.1 STAG Staging in Global Financial Markets 5 3 42 108 5 Written Assignment 4,0%

211.3.1 SGDT

Sustainable Glocal Development:

Transition and Transformation 5 3 42 108 5 Essay 4,0%

201.4.1 PERE Personal Renewal 5 2 28 122 5 Learner's Portfolio 4,0%

202.4.2 RECO Research Colloquium 3 2 28 62 3 Presentation 2,4%

202.4.3 MAST Master Thesis 22 22

Master Thesis and

its defence 21,6%

*Artificial Work & Mini Essay

** in the form of a Special Issue

Curriculum overview - Master "Management"

Semester Total

3

Key Concepts for the Study of Management as Culture:

Cultural Turns

Status: September 2015

Module-Nr./ Code 200.1.1 CUTU

Module title Key Concepts for the Study of Management as Culture: Cultural Turns

Semester or trimester 1st semester

Duration of module One semester

Course type (Mandatory, elective, etc.)

Mandatory

If relevant, course units within the module -

Frequency of module Once a year

Entry requirements According to § 5 Enrolment Regulations

Applicability of the module to other programs No

Person responsible for the module Prof. Dr. Martin Zierold

Name(s) of the instructor(s) Dr. Kai Sicks Prof. Dr. Martin Zierold

Teaching language English

Number of ECTS credits 5

Total workload and its breakdown (e.g. self-study and contact hours)

150 hours, of which 42 are contact hours / 108 self-study hours

Hours per week 3

Assessment type / requirement for the award of credits

Presentation

Weighting of the grade within the total grade 4 %

Qualification objectives of the module

Students who have successfully participated in this module will be able: – to explain the cultural turn in the humanities. – to provide an overview of the development of different

cultural turns from the perspective of the history of theories.

– to differentiate between the individual cultural turns and reflect on their significance for society.

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– on the basis of this, to observe and describe economy as a cultural phenomenon.

Content of the module

– Foundations of cultural theory – Key concepts for the study of culture, i.e. an overview

of key cultural turns and their relevance for the study of management and the economy as a cultural phenomenon: – Interpretive turn – Visual / Iconic turn – Performative turn – Spatial turn – Postcolonial turn – Translational turn

– Critical comparison of the cultural turns and their potential for the study of management

Teaching and learning methods of the module

Interactive seminar Critical interpretation and discussion in the form of individual and group work Analyses of representations of management in popular culture in the light of the cultural turns

Special features (e.g. online activities, event/company visits, guest speakers, etc.)

Literature (Required reading/supplementary recommended reading)

Required reading: Alexander, Jeffrey C., and Jason L. Mast. “Introduction: Symbolic Action in Theory and Practice: The Cultural Pragmatics of Symbolic Action.” Social Performance: Symbolic Action, Cultural Pragmatics, and Ritual. Eds. Jeffrey C. Alexander, Bernard Giesen, and Jason L. Mast. Cambridge: Cambridge University Press, 2006. 1-28. Ashcroft, B., Griffiths, G., & Tiffin, H. (1998). Key Concepts in Post-Colonial Studies. London et al.: Routledge (excerpts). Bachmann-Medick, Doris. Cultural Turns: Neuorientierungen in den Kulturwissenschaften. Reinbek bei Hamburg: Rowohlt, 2011 (Translated excerpts). Fiske, John. “Surfalism and Sandiotics: The Beach in Oz Popular Culture.” Australian Journal of Cultural Studies 1.2 (1983): 120-49. Geertz, Clifford. “Deep Play: Notes on the Balinese Cockfight.” Daedalus 101.1 (1972): 1-37. Schechner, R. (2002). Performance studies: An introduction. London et al.: Routledge. Pilcher, Jane, and Imelda Whelehan. 50 Key Concepts in Gender Studies. London et al.: Sage, 2004 (excerpts).

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Thrift, Nigel. “Performing Cultures in the New Economy.” Annals of the Association of American Geographers 90.4 (2000): 674-92. Recommended reading: Alvesson, Mats, Todd Bridgman, and Hugh Willmott. The Oxford Handbook of Critical Management Studies. Oxford: Oxford University Press, 2009. Ashcroft, B., Griffiths, G., & Tiffin, H. (Eds.). (1995). The Post-Colonial Studies Reader. London et al.: Routledge (excerpts). Ashcroft, B., Griffiths, G., & Tiffin, H. (1998). Key Concepts in Post-Colonial Studies. London et al.: Routledge (excerpts). Bachmann-Medick, Doris. Cultural Turns: Neuorientierungen in den Kulturwissenschaften. Reinbek bei Hamburg: Rowohlt, 2011. Bal, M. (2002). Travelling concepts in the humanities: A rough guide. Toronto: University of Toronto Press (excerpts) Childs, P., & Williams, R. J. P. (1997). An Introduction to Post-Colonial Theory. London: Prentice Hall Harvester Wheatsheaf (excerpts). Jameson, Fredric. The Cultural Turn: Selected Writings on the Postmodern, 1983-1998. London et al.: Verso, 1998 (chapter 1). Reckwitz, Andreas. “The Status of the “Material” in Theories of Culture: From “Social Structure” to “Artefacts”.” Journal for the theory of social behaviour 32.2 (2002): 195-217. Andrew Sayer, and Larry Ray, eds. Culture and Economy After the Cultural Turn. London et al.: Sage, 1999. Said, E. W. (1979). Orientalism. New York: Vintage (excerpts) Schechner, R. (2002). Performance studies: An introduction. London et al.: Routledge.. Weick, Karl E. Sensemaking in Organizations. Vol. 3 London et al.: Sage, 1995.

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Controlling - Leading for Results


Module-Nr./ Code 200.1.2 LERE

Module title Controlling - Leading for Results




Mandatory





Person responsible for the module Prof. Dr. Bernd Ankenbrand

Name(s) of the instructor(s) Prof. Dr. Bernd Ankenbrand





Hours per week 4


Written Exam 120‘



Students who have successfully participated in this module will be able:

- to identify management based on targets and performance indicators as a controlling instrument for entrepreneurial response.

- to describe the demands and expectations of the different stakeholders with regard to controlling.

- to define and apply key performance indicators (KPIs).

- to analyze and critically examine the performative character of financial models, indicators, result

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presentations and the communicative rituals related to these.

- to understand the computational presentation of entrepreneurial activity as the language of financial management of a company and as a social construction.


- Management by Objectives

- The role of feedback in decision making

- Performance measurement

- Functions of performance measurement (evaluation, controlling, budgeting, incentives, learning, improvements)

- Key Performance Indicators (KPI) and financial ratios

- Performativity of financial models

- The construction of discourses

Teaching and learning methods of the module Interactive lecture, seminar style, case studies


To complete instruction of theoretical knowledge, lectures given by different practitioners from the field of controlling and financial management will be included in the module, if possible.


Required reading: Smith, M. (2005): Performance Measurement and Management. A Strategic Approach to Management Accounting. London: Sage, 1-63 and 224-284. Svetlova, E. (2012): On the performative power of financial models. In: Economy and Society, 41, 3, 1-17. Svetlova, E. (2012): Talking about the crisis. Performance of forecasting in financial markets. In: Culture and Organization, 18, 2, 155-169. Mennicken, A. and Miller, P. (2012): Accounting, Territorialization and Power. In: Foucault Studies, 13, 4-24. Lambert, C. and Pezet, E. (2012): Accounting and the Making of Homo Liberalis. In: Foucault Studies, 13, 67-81. Recommended reading: Christensen, P.O. and Feltham, G.A. (2005): Economics of Accounting – Volume II. Performance Evaluation. Boston: Springer. Troßmann, E., Baumeister, A., and Werkmeister, C. (2008): Management-Fallstudien im Controlling. 2. Auflage. München: Vahlen.

8

Business Analysis

Status September 2015

Module-Nr./ Code 200.1.3 BUSA

Module title Business Analysis




Mandatory





Person responsible for the module Prof. Dr. Küpers

Name(s) of the instructor(s) Prof. Dr. Küpers





Hours per week 3


Written Assignment




- to interpret economic, entrepreneurial, and organizational actions & practice and evaluate them with regard to their heuristic value and practical use.

- to apply and, if relevant, triangulate suitable qualitative and quantitative methodologies and methods to empirically analyze and interpret a specific research subject.

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- to analyze and critically reflect on the conditions and limitations of management activity & practice within an organization.

- to analyze and critically reflect on external conditions of management activity in a national and international context.

- to identify, anticipate, and evaluate the interplay between factors and realities of the external business environment and internal spheres of organizations in an integrative way.


- Analysis of the political, economic, socio-cultural, technological, ecological, and legal conditions

- Overview of selective quantitative and qualitative research methods (surveys and questionnaires, observation and ethnography, interviews and narratives)

- Interpretation and triangulation of qualitative and quantitative research

- Stakeholder Theory and Analysis

Teaching and learning methods of the module Interactive lecture, seminar style, experimental learning



Required reading: Bryman, A. & Bell, E. (2011) Business Research Methods, Oxford: Oxford University Press (Chapter 1: 3-38; chapter 24: 613-626) Christensen, L. T., M. Morsing, and O. Thyssen. (2013). CSR as aspirational talk, Organization 20: 372–393. Freeman, R.E. et al. (2010). Stakeholder Theory. The State of the Art. Cambridge: Cambridge University Press, 3-82. Gibson, K. (2012). Stakeholder Management, Sustainability and Phronesis, In: G.P. Prastacos et al. (eds.), Leadership through the Classics, 237-251, Berlin Heidelberg: Springer Küpers, W. (2011). Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Recommended reading: Bevan, D., & Werhane, P. H. (2011). Stakeholder Theory. In Painter-Morland, M., & Ten Bos, R. (Eds.), Business Ethics and Continental Philosophy. pp. 37-60, Cambridge: Cambridge University Press.

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Driskill, G.W. and Laird Brenton, A. (2011). Organizational Culture in Action. A Cultural Analysis Workbook. 2nd ed. Los Angeles: Sage. Edwards, M. (2010). Organisational Transformation for Sustainability: An Integral Metatheory. New York: Routledge. (especially chapter 3) Freeman, R. (2010). Strategic Management. A Stakeholder Approach. Cambridge: Cambridge University Press, 22-30, 52-82, 131-138. Freeman, R.E. et al. (2010). Stakeholder Theory. The State of the Art. Cambridge: Cambridge University Press, 83-194. Hasnas, J. (2013). Whither Stakeholder Theory? A Guide for the Perplexed Revisited, Journal of Business Ethics 112 (1): 47-57. Küpers, W. & Edwards, M. (2008). Integrating Plurality -Towards an Integral Perspective on Leadership and Organisation” In: Wankel, C. (Ed) (2008), Handbook of 21st Century Management: London: Sage, pp. 311-322. Podeswa, H. (2010). The Business Analysts Handbook Course Technology, Cengage Learning Canada (especially: Chapter 2 Meeting Objective: Identify Stakeholders and Interests) IIBA & Brennan, K. (2009). A Guide to the Business Analysis Body of Knowledge, International Institute of Business Analysis, http://www.iiba.org/ Laursen G.H .N and Thorlund J (2010) Business Analytics for Managers: Taking Business Intelligence beyond Reporting John Wiley and Sons Print Varvasovszky, Z. and Brugha, R. (2000). How to do (or not to do). A Stakeholder analysis. In: Health policy and planning, 15, 3, 338-345

http://www.iiba.org/

11

Rhetorics and Stylistics


Module-Nr./ Code 201.1.1 RHES

Module title Rhetorics and Stylistics




Mandatory





Person responsible for the module Andrea Naurath

Name(s) of the instructor(s) Andrea Naurath





Hours per week 3


Simulation




- to identify and implement rhetorical techniques and figures

- to use different means of communicative styles for the construction of social meaning. Understand the significance of personality of any communicational situation

- to reflect on and adjust the effects of their verbal and non-verbal behavior on others.

12

- to examine the personal skill of talk and verbal interaction and other communicative codes on stage.

- to discover and practice rhetorics and stylistics as a skill and an art.


- reflect and explore own rhetorical skill - perform in front of the group in varies settings

(solo, group, pair) - earn about different intentions, purposes and

occasions - relevance of personal talent, social skill and

attitude - possibilities to structure and plan a presentation or

performance - explore elements to support the message (using

imagination, metaphors, humor, etc.) - improvise in discussions - perform freely within a concept - be able to create atmosphere in a specific

business context - connect with the audience in a convincing way

(explore entertainment, heartiness yet in a professional way)

- dare to take risks to shape own style


- This module will contain practical parts, e.g. exercises in body expression (according also to body language), basic speaking techniques, breathing techniques, emotional expression



Required reading: Czarniawska-Joerges, B. (1995): Rhetoric and Modern Organizations. In: Studies in Cultures, Organizations and Societies, 1, 2, 147-152. Schechner, Richard: (2013) Performance Studies, An Introduction third Edition Further reading in class

13

Culture & Society in Change: History & Trends


Module-Nr./ Code 203.1.1 CSIC

Module title Culture & Society in Change: History & Trends




Compulsory Core Elective





Person responsible for the module Prof. Dr. Martin Zierold

Name(s) of the instructor(s) Prof. Dr. Martin Zierold





Hours per week 3


Essay



Students who have successfully participated in this module will be able to:

- explain the interconnectedness of cultural and social change referring to historical examples

- identify current fundamental areas of social and cultural transformation globally as well as locally and, based on this,

- reflect on the challenges of making sense of transformations while they are happening,

14

- reflect on the role of management and organizations in the context of social and cultural change


- Exemplary history and analysis of major social and cultural transformations (e.g. industrialization, the ‘1968 movement’, media transformation

- Current issues and trends of social and cultural change

- Making sense of change: challenges of contemporary perspectives on current transformations

- Organizational change and society


- Interactive seminar integrating exercises - Reading and discussions - Exercises in groups - Image and film analysis



Required reading: Bauman, Zygmunt. Liquid Modernity. London et al.: Polity, 2000 (excerpts). Ulrich Beck, Anthony Giddens, and Scott Lash, eds. Reflexive Modernization. Politics, Tradition and Aesthetics in the Modern Social Order. Reprint ed. Cambridge: Polity Press, 2007 (excerpts). Mitchell Duneier, Philip Kasinitz, and Alexandra K. Murphy, eds. The Urban Ethnography Reader. Oxford et al.: Oxford Univ. Press, 2014 (excerpts). Flusser, Vilém. Writings. Minneapolis, Minn.: University of Minnesota Press, 2005 (excerpts). Giddens, Anthony. The Consequences of Modernity. Oxford: Wiley, 2013 (excerpts). David Held, and Anthony McGrew, eds. The Global Transformations Reader. An Introduction to the Globalization Debate. 2. ed., completely rev., reprinted ed. Cambridge et al.: Polity, 2008 (excerpts). Reckwitz, Andreas. “Creativity as Dispositif.” Culture, Communication, and Creativity. Reframing the Relations of Media, Knowledge, and Innovation in Society. Eds. Hubert Knoblauch, Mark Jacobs, and Rene Tuma. Frankfurt a.M.: Peter Lang, 2014. 23-33. Sewell, William Hamilton. LCSogics of History Social Theory and Social Transformation. Chicago Studies in

15

Practices of Meaning, ed. H. Sewell William, Chicago [u.a.]: Univ. of Chicago Press, 2005 (excerpts). Recommended reading: Bauman, Zygmunt. Liquid Modernity. London et al.: Polity, 2000. Ulrich Beck, Anthony Giddens, and Scott Lash, eds. Reflexive Modernization. Politics, Tradition and Aesthetics in the Modern Social Order. Reprint ed. Cambridge: Polity Press, 2007. Burke, Peter. What is Cultural History. What is History? Series, ed. Burke Peter, 2. ed., repr ed., Cambridge et al.: Polity, 2010. Delanty, Gerard. Social Theory in a Changing World. Conceptions of Modernity. Hoboken: Wiley, 2013. Mitchell Duneier, Philip Kasinitz, and Alexandra K. Murphy, eds. The Urban Ethnography Reader. Oxford et al.: Oxford Univ. Press, 2014. Flusser, Vilém. Writings. Minneapolis, Minn.: University of Minnesota Press, 2005. Giddens, Anthony, and Chris Pierson. Conversations With Anthony Giddens - Making Sense of Modernity. Pcvs-Polity Conversations Series, Hoboken: Wiley, 2013. Giddens, Anthony. The Consequences of Modernity. Oxford: Wiley, 2013. Goffman, Alice. On the Run. Fugitive Life in an American City. Chicago et al.: Univ. of Chicago Press, 2014. David Held, and Anthony McGrew, eds. The Global Transformations Reader. An Introduction to the Globalization Debate. 2. ed., completely rev., reprinted ed. Cambridge et al.: Polity, 2008. Reckwitz, Andreas. “Creative Subject and Modernity: Towards an Archeology of the Cultural Construction of Creativity. ” Konstanz, 2007. Diskussionsbeiträge. Kulturwissenschaftliches Kolloquium. 8.8.2014 <https://exzellenzcluster.uni Konstanz.de/fileadmin/all/downloads/veranstaltungen/ Kolloquium_Reckwitz_071219.pdf>. Sewell, William Hamilton. Logics of History Social Theory and Social Transformation. Chicago Studies in Practices of Meaning, ed. H. Sewell William, Chicago [u.a.]: Univ. of Chicago Press, 2005.

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Creativity in Context


Module-Nr./ Code 204.1.1 CRCO

Module title Creativity in Context









Person responsible for the module Prof. Dr. Stephan Sonnenburg

Name(s) of the instructor(s) Prof. Dr. Stephan Sonnenburg





Hours per week 3


Essay




- to present and evaluate the current state of creativity research.

- to describe and critically examine creativity as an individual (psychological) phenomenon.

- to reflect on empirical methods of creativity diagnostics

- to overcome personal approaches in order to break through the context dependency of individual creativity with a multi-disciplinary approach.

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- to compare and evaluate different socio-individual theoretical.

- to develop creativity as a communicative phenomenon that is performed by groups and organizations.


P-dimensions of creativity

- Person

- Product

- Process

- Place Psychology of creativity

- Characteristics of creative people

- Models of the creative process Methods of creativity diagnostics

- Psychometric methods

- Experimental techniques

- Biographical and case study techniques

- Multi-methodological methods Socio-individual theoretical approaches:

- component model

- system model

- interaction approach

Communication approaches:

- generic model of group creativity

- micro-interactional approach

Creaplex approach


- Interactive seminar

- Critical interpretation in the form of individual and group work

- Self-study


To promote scientific discourse, 1-2 guest lectures by creativity researchers will be integrated, if possible. Self-study using online components such as Skype, Dropbox and the university’s internal download center.


Required reading: Amabile, T. (1996): Creativity in context. Boulder: Westview Press. (Chapter 4)

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Csikszentmihalyi, M. (1999): Implications of a System Perspective for the Study of Creativity. In: Sternberg, R.J. (ed.): Handbook of Creativity. Cambridge: Cambridge University Press, 313-335. Kozbelt, A., Beghetto, R.A. and Runco, M.A. (2010): Theories of creativity. In: Kaufman, J. C. and Sternberg, R.J. (eds.): The Cambridge handbook of creativity. Cambridge: Cambridge University Press, 20-47. Nijstad, B.A. and Paulus, P.B. (2003): Group creativity. Common themes and future directions. In: Paulus, P.B. and Nijstad, B.A. (eds.): Group creativity. Innovation through collaboration. Oxford: Oxford University Press, 326-339. Plucker, J.A. and Makel, M.C. (2010): Assessment of creativity. In: Kaufman, J.C. and Sternberg, R.J. (eds.): The Cambridge handbook of creativity. Cambridge: Cambridge University Press, 48-73. Sawyer, R.K. (2003): Group creativity. Music, theater, collaboration. Mahwah: Lawrence Erlbaum, 74-96. Sonnenburg, S. (2004): Creativity in communication. A theoretical framework for collaborative product creation. In: Creativity and Innovation Management, 13, 4, 254-262. Woodman, R.W., Sawyer, J.E. and Griffin, R.W. (1993): Toward a theory of organizational creativity. In: Academy of Management Review, 18, 2, 293-321. Recommended reading: Amabile, T. (1996): Creativity in context. Boulder: Westview Press. Kaufman, J.C. and Sternberg, R.J. (eds.) (2010): The Cambridge handbook of creativity. Cambridge: Cambridge University Press. Runco, M.A. (2007): Creativity. Theories and themes. Research, development, and practice. Burlington: Elsevier. Sawyer, R.K. (2012): Explaining creativity. The science of human innovation. 2nd ed. Oxford: Oxford University Press. Zhou, J. (2015): The Oxford handbook of creativity, innovation, and entrepreneurship. Oxford: Oxford University Press

19

Approaching Brands


Module-Nr./ Code 205.1.1 ABRA

Module title Approaching Brands









Person responsible for the module Prof. Dr. Stephan Sonnenburg

Name(s) of the instructor(s) Prof. Dr. Björn Bohnenkamp





Hours per week 3


Essay


Qualification objectives of the module Students who have successfully participated in this module will be able:

- To critically debate and reflect on the current discourse on brands and brand management.

- to understand the mutual importance of brands and culture/the market/consumption.

- to contrast the systems theory/constructivist approaches to brand theory with traditional approaches.

- to practice qualitative market research methods and differentiate them from quantitative methods.

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Content of the module The current discourse on brands - Brand symbolism - Brand meaning and value - Critical brand consumption - Brands and multimedia - Branding and corporate social responsibility

Brand approaches - functional and technical perspective - personality and identity perspective - social and (inter)cultural perspective - semiotic and systemic perspective

Brand and market research - quantitative techniques - qualitative techniques - ethnographical methods - projective techniques - mixed methods, triangulation

Teaching and learning methods of the module Interactive seminar Critical interpretation in the form of individual and group work


To promote scientific discourse, 1-2 guest lectures by, e.g., representatives of brand agencies and brand research will be integrated, if possible. Self-study integrating online components such as Skype, Dropbox and the university’s internal download center.


Required reading: Heding, T., Knudtzen, C.F., Bjerre, M. (2009): Brand management. Research, theory, practice. London: Routledge. Holt, D.B. (2004): How brands become icons. The principles of cultural branding. Cambridge, MA: Harvard Business School Publishing. Margaret A. Morrison et al. (2011): Using Qualitative Research in Advertising. Strategies, Techniques, and Applications. Thousand Oaks: Sage. (Chapter 2) Recommended reading: Arvidsson, A. (2006): Brands. Meaning and value in media culture. London: Routledge. Arvidsson, A. (2005): Brands. A critical perpective. In: Journal of Consumer Culture, 5, 2, 235-258.

21

Holt, D.B. (2002): Why do brands cause trouble? A dialectical theory of consumer culture and branding. In: Journal of Consumer Research, 29, 1, 70-90. Keller, K.L. (2012): Strategic brand management. Building, measuring, and managing brand equity. Upper Saddle River: Pearson Education. Kaden, R.J., Linda, G. and Prince M. (2012): Leading Edge Marketing Research. 21st-Century Tools and Practices. Thousand Oaks: Sage. Liebl, F. (2006): From branding goods to hacking brands. A beginner’s guide to the brand universe. In: Heusser, H.-J. and Imesch, K. (eds.): Art & branding. Principles – interaction – perspectives. Zürich: Swiss Institute for Art Research, 25-42. Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge. Morrison, M.A. et al. (2011): Using Qualitative Research in Advertising. Strategies, Techniques, and Applications. Thousand Oaks: Sage. O’Guinn, T.C. and Muniz, A.M. Jr. (2010): Toward a sociological model of brands. In: Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge, 133-155. Torelli, C.J., Keh, H.T. and Chiu, C.-Y. (2010): Cultural symbolism of brands. In: Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge, 113-132.

22

New Media Culture


Module-Nr./ Code

206.1.1 NECU

Module title

New Media Culture

Semester or trimester

1st semester

Duration of module

One semester

Course type

(Mandatory, elective, etc.)


If relevant, course units within the module

Frequency of module

Once a year

Entry requirements

According to § 5 Enrolment Regulations

Applicability of the module to other programs

No

Person responsible for the module

Prof. Dr. Christian Stiegler

Name(s) of the instructor(s)


Patrick Breitenbach

Thomas Zorbach

Teaching language

Englisch

Number of ECTS credits

5

Total workload and its breakdown

(e.g. self-study and contact hours)

150 hours, of which 42 are contact hours / 108

self-study hours

Hours per week

3

Assessment type / requirement for the award of

credits

Learner’s Portfolio

Weighting of the grade within the total grade

4 %


Students who have successfully participated in

this module will be able:

23

- to understand how social relationships, working forms, consumer products and aesthetic designs change under conditions of network culture.

- to differentiate between the influence of network culture on everyday culture and the influence of everyday culture on network culture.

- to analyze media practices as culture phenomena using inter-disciplinary methods.

- to study new cultural phenomena triggered by the network.

- to examine the formation of own ethical standards, aesthetic patterns and performative practices in the network.

- to question the specific communication of network culture as the interaction of digital identities


- "Linked" From the individual to the network being

- "Memes" The Web as a breeding ground for culture

- "Gamification" The whole life is a quiz

- "(Transmedia) storytelling" From cave walls to pin boards

- "Always on" Opportunities and limits of total availability

- "Participation" The interactive Web and its cultural implications

- "Netiquette" In search of digital etiquette

- "Ultra fandom" Addicted to flow and immersion

- "Leaked" About the end of privacy; culture for free – visual surveillance

- "Shit storms" Social media as a turning point in debate culture

- "Avatar" Web and identity

- "Net smart" Key competencies in a networked world

- Digital media settings, hyper-sociality, hyper-reality, constructions of reality, staging techniques

o Digital media theories


Project work, case studies, simulations and role

plays

24

Special features (e.g. online activities,

event/company visits, guest speakers, etc.)

Digital learner’s portfolio, guest lectures,

re:publica or similar, conferences, high online

share, reflection on digital media realities

Literature

(Required reading/supplementary recommended

reading)

Required reading:

Briggs, A. and Burke, P. (2002): A Social History

of the Media. From Gutenberg to the Internet.

Malden: Blackwell, 220-234.

Marshall, D. (2004): New Media Cultures.

London: Arnold, 1-12.

Van Dijk, J. (2006): The Network Society.

London: Sage, 156-210.

Wardrip-Fruin, N. and Montfort, N. (2003): The

New Media Reader. Cambridge: MIT Press, 3-29

and 259-301.

Sachs, J.W. (2012): Winning the Story Wars.

Why Those Who Tell-And Live-The Best Stories

Will Rule the Future. Boston: Harvard Business

Review Press, 13-35.

Jenkins, H. (2008): Convergence Culture. Where

Old and New Media Collide. New York: New York

University Press, 1-24.

Dawkins, Richard (2006): The Selfish Gene.

Oxford: Oxford University Press.

(Selected chapters)

Recommended reading:

Chen, B. X. (2012): Always on. How the Iphone

Unlocked the Anything-Anytime-Anywhere Future

- and Locked Us in. Cambridge: Da Capo Press,

43-64.

Levine, R. (2011): The Cluetrain Manifesto. The

end of Business as Usual. 10th anniversary ed.

Cambridge: Basic Books, 1-8.

Bruns, K. and Reichert, R. (Hrsg.) (2007):

Cyborgs, Avatars, Fake Identities. In: Reader

25

Neue Medien. Texte zur digitalen Kultur und

Kommunikation. Bielefeld: Transcript, 461-524.

Gerlitz, C. (2011): Die Like Economy. Digitaler

Raum, Daten und Wertschöpfung. In: Leistert, O.

and Röhle, T. (Hrsg.) (2011): Generation

Facebook. Über das Leben im Social Net.

Bielefeld: Transcript, 101-123.

Gibson, W. (1995): Neuromancer,

Count Zero, Mona Lisa Overdrive. New York:

HarperCollins.

Giesecke, M. (2007): Die Entdeckung der

kommunikativen Welt. Studien zur

kulturvergleichenden Mediengeschichte. Berlin:

Suhrkamp.

Goffman, E. (2002): Wir alle spielen Theater.

Eine Selbstdarstellung im Alltag. 10. Aufl.

München: Piper.

McGonigal, J. (2012): Besser als die Wirklichkeit!

Warum wir von Computerspielen profitieren und

wie sie die Welt verändern. München: Heyne.

Reichert, R. (2008): Amateure im Netz.

Selbstmanagement und Wissenstechniken im

Web 2.0. Bielefeld: Transcript, 169-215.

Reißmann, O., Stöcker, C. and Lischka, K.

(2012): We are Anonymous. Die Maske des

Protests - Wer sie sind, was sie antreibt, was sie

wollen. München: Goldmann.

Rheingold, H. (2012): Net Smart. How to Thrive

Online. Cambridge: Mit Press.

Rose, F. (2011): The Art of Immersion.

Entertainment in a Connected World. New York:

Norton.

Rötzer, F. (Hrsg.) (1991): Digitaler Schein.

Ästhetik der elektronischen Medien. Frankfurt am

Main: Suhrkamp.

26

Schmidt, J. (2006): Weblogs: Eine

kommunikationsoziologische Studie. Konstanz:

UVK.

Simanowski, R. (2008): Digitale Medien in der

Erlebnisgesellschaft. Kultur - Kunst - Utopien.

Reinbek: Rowohlt.

Solis, B. (2011): The End of Business as Usual.

Rewire the Way You Work to Succeed in the

Consumer Revolution. Hoboken: John Wiley &

Sons.

Weber, S. (2008): Theorien der Medien.

Konstanz: UVK.

Willems, H. (2008): Weltweite Welten. Internet-

Figurationen aus wissenssoziologischer

Perspektive. Wiesbaden: VS Verlag für

Sozialwissenschaften.

Willems, H. (1998): Inszenierungsgesellschaft.

Ein einführendes Handbuch. Opladen: Westdt.

Verlag.

27

Becoming a Tourist


Module-Nr./ Code

207.1.1 BETO

Module title

Becoming a tourist


1st semester

Duration of module

One Semester

Course type




Frequency of module

Once a year

Entry requirements



No


Prof. Desmond Wee, Ph.D.



Teaching language

English


5



150 hours of which 42 are contact hours / 108

self-study hours

Hours per week

3


credits

Essay


4 %



this module will be able to

28

- differentiate various theoretical frameworks and approaches to tourism and especially the tourist.

- analyze tourism and touristic behavior from an interpretive perspective.

- conceptualize tourism mobilities as performative and spatial practices that help to shape identities.

- apply the concept of “being a tourist” to home, leisure and everyday life.


- New perspectives on leisure and tourism in the areas of identities, representation, culture and practice

- The nature of tourism consumption in the everyday

- Beyond representational theories into embodied performances

- Fluid constructions of places and sites

- Ethnographic research in tourism


Interactive lectures, critical analysis, group

projects, experiential learning



Guest lectures and out-of-class fieldwork

Literature


reading)

Required reading:

Haldrup, M. and Larsen, J. (2010): Tourism,

Performance and the Everyday. Consuming the

Orient. London and New York: Routledge.


Baerenholdt, J.O. et al. (2004): Performing

Tourist Places. Aldershot: Ashgate.

Coleman, S. and Crang, M. (2002): Tourism.

Between Place and Performance. Oxford:

Berghahn.

Further literature will be submitted in class.

29

Identity


Module-Nr./ Code

209.1.1 IDTY

Module title

Identity


1st semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Francisco Javier Montiel Alafont



Teaching language

English


5



150 of which 42 are contact hours

Hours per week

3


credits

Essay


4%


Following the successful completion of this

course, students should be able to:

- Draw and model, from a constructivist point of view, the creation of a subject

30

within a discourse

- Explain and develop “identity” as a performative repetition of a continuous instability within social orders

- Model “identity” as a result of social construction and subjectivation processes

- Model and criticize the influence of society and culture on the perception of groups and identities especially within the organizational context

- Explain inclusion and exclusion processes and social closure within society

- Reflect one´s own identity and diversity and develop an own and critical position


- Definition and foundations of diversity, identity and society

- Historical and philosophical significance of the concept of identity

- Theoretical and methodological perspectives in identities research

- Identity concepts e.g. gender or age identity

- Relational singularities and identities

- Subjectivation

- Superdiversity


Seminar



Self-study integrating online components via

virtual learning tools

Literature


reading)

Required reading:

Required chapters or pages will be eventually

determined in class.

Elliott, A. and Gay, P. du (2009): Identity in

Question. Los Angeles: Sage. [Chapters: 1, 2, 3,

6, 9]

Foucault, M. (1994): The order of things. New

York: Vintage

García Canclini, Nestor (1996): Hybrid Cultures:

Strategies for Entering and Leaving Modernity,

University of Minnesota Press.

31

Kenny, Kate / Whittle, Andrea / Willmott, Hugh

(2011): Understanding identity & organisations,

London, SAGE

Luhmann, N. (1982): The Differentiation of

Society. New York: Columbia University Press.

Wetherell, M. and Talpade Mohanty, C. (2010):

The sage handbook of identities. Los Angeles:

Sage. [Parts 1 and 3]


Bourdieu, P. (1984): Distinction. A Social Critique

of the Judgment of Taste. Boston: Harvard

University Press.

Butler, J. (1990): Gender Trouble. Feminism and

the Subversion of Identity. New York: London.

García Canclini, Nestor (2001): Consumers and

Citizens: Globalization and Multicultural Conflicts,

University of Minnesota Press.

Hall, Stuart / du Gay, Paul (1996): Questions on

cultural identity, London, Sage

32

Business Modeling


Module-Nr./ Code

210.1.1 BUMO

Module title

Business Modeling


1st semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Bernd Ankenbrand



Teaching language

English


5




hours of self-study

Hours per week

3


credits

Case Study


4 %


Students who have successfully participated

in this module will be able to:

33

- Sketch and design a complex business interaction in value creation by using the basic elements of the business modeling

- Critically reflect the development and application of business modeling methods

- Identify and evaluate the financial, cultural and organizational interdependencies between various building blocks with a strong emphasis on the constructivist finance perspective

- Compose and recommend business models for a wide variety of product- and service offerings depending on the diversity of socio-economic factors

- Critique and assess founders and CEOs on possible improvement of their current business model


- Various methods of business modeling including the Business Modell Canvas

- Experimental techniques to map tangible business models

- Ethnographic research methods to identify business model building blocks and their interdependencies

- Historical development of business modeling methods

- Financial, cultural and organizational interdependencies between building blocks of a business model

- Socio-economic factors influencing business models

- Practical examples


Field Studies with Companies, Interactive

Lectures, Text Analysis, Case Studies



Academic consulting work for CEO´s and

founders

Literature


reading)

Required reading:

Osterwalder, A. and Pigneur, Y. (2010): Business

Model Generation. Hoboken: John Wiley & Sons.


Buur, J. and Matthews, B. (2008): Participatory

Innovation. In: International Journal of Innovation

Management, 12, 3, 255-273.

34

Ankenbrand, B. (2011): Collectively Staging

Business Models. In: Proceedings of the

Participatory Innovation Conference 2011.

Sønderborg, Denmark, 355-360.

A reader with additional material will be made

available at the beginning of the seminar.

35

Approaching Sustainabilty


Module-Nr./ Code

211.1.1 ASUS

Module title

Approaching Sustainability


1st semester

Duration of module

One semester


Mandatory


Frequency of module

Once a year

Entry requirements



No


Prof. Dr. André Reichel


Prof. Dr. André Reichel N.N.

Teaching language

English


5


150 hours of which 42 are contact hours / 108 self-study hours

Hours per week

3


Essay


4 %


Students who have successfully participated in this module will be able to:

- re-construct and de-construct the genealogical formation of sustainability as a contested concept.

- understand sustainability as an integral approach combining ecological, economic, societal, and cultural aspects including their conflicts.

36

- re-evaluate the meaning of economic prosperity in relation to socio-cultural values and the ‘limits to growth’

- understand and utilize concepts like ‘green growth’, ‘décroissance’ / ‘degrowth’ and ‘postgrowth’

- apply these conflicting and paradoxical insights about sustainability in order to transform social, economic and business practices

Contents of the module

- History of sustainability and the ‘making of a concept’

- Key ideas and conflicts within sustainability

- Central documents and events: From ‘Limits to growth’ to the ‘Green Economy’ and ‘Degrowth’

- The political economy of sustainability

- Managerial aspects, tools and standards

- Sustainable transitions: theory and application

- Current issues in sustainability


Interactive seminar


Guest lectures, Co-Teaching


Required reading: Sustainability: A Comprehensive Foundation http://www.earth.illinois.edu/sustain/sustainability_text.html Center for the Advancement of the Steady State Economy http://steadystate.org/discover/ Research & Degrowth http://www.degrowth.org/ Dresner, S. (2008). The Principles of Sustainability. 2nd ed. London: Earthscan. Young, S. & Dhandal, K. (2013). Sustainability. Essentials for Business, London: SAGE http://www.sagepub.com/booksProdDesc.nav?prodId=Book234822 Recommended Dietz, R. & O’Neill, D. (2013). Enough Is Enough: Building a Sustainable Economy in a World of Finite Resources. 1 edition. San Francisco: Berrett-Koehler Publishers.

http://www.earth.illinois.edu/sustain/sustainability_text.html

http://www.earth.illinois.edu/sustain/sustainability_text.html

http://steadystate.org/discover/

http://www.degrowth.org/

37

Edwards, M. (2009), Organizational Transformation for Sustainability: An Integral Metatheory, London: Routledge. Hitchcock, D. & Willard, M. (2009), The Business Guide to Sustainability: Practical Strategies and Tools for Organizations, London: Earthscan. Kuepers, W. (2011) “Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Luhmann, N., 1989. Ecological communication, Chicago: University of Chicago Press. Shrivastava, P. and Statler, M. (2011) Learning from the Global Financial Crisis: Sustainably, Reliably, Creatively. Stanford University Press, Palo Alto CA,.

38

Culture, Markets and Consumption


Module-Nr./ Code

200.2.1 CMAC

Module title

Culture, Markets and Consumption


2st semester

Duration of module

One semester


Mandatory


Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Sonnenburg


Prof. Dr. Desmond Wee Prof. Dr. Sonnenburg

Teaching language

English


5


150 hours of which 42 are contact hours / 108 self-study hours

Hours per week

3


Project


4 %



- to describe the economy as a cultural phenomenon.

- to understand markets as culturally shaped arenas (“markets are conversations”).

- to analyze and differentiate between consumption and consumer cultures,

39

taking into account intercultural differences.

- to throw light on how people produce meaning with their consumption.

- to reflect on which strategies and measures organizations use to relate to this (marketing and brand management).

- to identify which actors (inter)act in these arenas and what their relationships are with each other.

- to effectively apply the “arena, actor, agenda” terms for the analysis of real contexts.


- Consumer culture theory

- Objects, exchange, interaction

- Signs, symbols, sense

- Subjects, society, capital

- The social construction of markets and arenas

- Material culture and consumer culture

- Consumer identity

- Liminal consumption

- Consumption as political and moral practice Identifying (hidden) agendas


Interactive seminar


Guest lectures, out-of-class fieldtrips (optional)


Required reading: Wherry, F. The Culture of Markets (2012) Cambridge: Polity Press, 1-15 and 103-135 Storr, V. (2013). Understanding the Culture of Markets. Oxon: Routledge, 1-36. Slater, D. (2002) Cultures of Consumption 147-163. In: K. Anderson et al. (Eds.) Handbook of Cultural Geography. Thousand Oaks, Calif.: Sage, 147-163. Arnould, E.J. and Thompson, C.J. (2005): Consumer Culture Theory (CCT). Twenty Years of Research. In: Journal of Consumer Research, 31, 4, 868-882. Shankari, A., Elliott, R. and Goulding, C (2001): Understanding Consumption. Contributions from a Narrative Perspective. In: Journal of Marketing Management, 17, 429-453.

40

Warde, A. (2005): Consumption and Theories of Practice. In: Journal of Consumer Culture, 5, 2, 131-153. Recommended reading: Barker, C. (2008): Cultural Studies. Theory and Practice. 3rd ed. Thousand Oaks: Sage, 1–38. Lewis, J. (2008): Cultural Studies. The Basics. 2nd ed., London: Sage, 3-55, 84-108, 180-238. Carroll, C.E. (2010): The State of Agenda-Setting research on Corporate Reputation and the News Media around the Globe. Conclusions, Cautions, and Contingent Conditions. In: Carroll, C.E. (ed.): Corporate Reputation and the News Media. Agenda-Setting within Business News Coverage in Developed, Emerging, and Frontier Markets. New York: Routledge Chapman & Hall, 423-441. Cody, K. (2012): ‘No longer, but not yet’. Tweens and the mediating of threshold selves through liminal consumption. In: Journal of Consumer Culture, 12, 41-65. Featherstone, M. (2007): Consumer Culture and Postmodernism. 2nd ed. Thousand Oaks: Sage. Sonnenburg, S. and Wee, D. (2015): Touring Consumption: Itineraries on the Move. In: S. Sonnenburg and D.Wee (eds.): Touring Consumption. Wiesbaden: Springer VS, 9-20. Morris, M. (1999): Things to do with shopping centers. In: During, Simon (ed.): The Cultural Studies Reader. 2nd ed. London: Routledge. Raymond, W. (1999): Advertising. The magic system. In: During, Simon (ed.): The Cultural Studies Reader. 2nd ed. London: Routledge. Saren, M. and Svensson, P. (2009): Marketing. In: Alvesson, M., Bridgman, T. and Willmott, H.: The Oxford Handbook of Critical Management Studies. Vol. II, Oxford: Oxford University Press, 371-391.

41

Governance: Norms, Rules and Rituals


Module-Nr./ Code

200.2.2 NORU

Module title

Governance: Norms, Rules and Rituals


2nd semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Andreas P. Müller


Anthony Teitler

Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4 %




- to analyze and apply norms, rules, and rituals as management instruments.

42

- to describe how norms are institutionalized in the form of rules and rituals.

- to develop governance principles for different types of organizations.

- to explain the effect of norms, rules, and rituals on and in organizations and apply this understanding to their respective role as manager, employee, colleague or consultant.

- to identify intercultural differences in the application and effect of norms, rules, and rituals.


- Institutions

- The emergence of norms and rules in social communities

- Evolution, Institutionalization and Diffusion of Norms

- Societal effects of norms

- Functions and limitations of normative governance

- Governance principles and adaptation

- Interpretative approaches to norms and rules

- Rituals: performance, orientation, interpretation


Interactive lecture, seminar style



To promote scientific discourse, 1-2 guest

lectures e.g. by practioners in the field of

corporate governance or a company excursion

will be integrated, if possible.

Self-study integrating online components such as

Skype, Dropbox and the university’s internal

download center.

Literature


reading)

Required reading:

Finnemore, M., and Sikkink, K., International

Norm Dynamics and Political Change. In:

International Organization, Vol. 52, No. 4, pp.

887-917

Elster, J., Social Norms and the Explanation of

Behaviour.

Hodgson, G., What is the Essence of Institutional

Economics? In: Journal of Economic Issues, Vol.

XXXIV, No. 2, June 2000.

43

Scott, J., (2000) Rational Choice Theory. In:

Browning, G., et al. (eds.) Understanding

Contemporary Society. Thousand Oaks,

California: Sage

North, D., Institutions. In: Journal on Economic

Perspectives, Vol. 5, No. 1, pp. 97-112


DiMaggio, P.J. and Powell, W.W. (1991):

Introduction. In: Powell, W.W. and DiMaggio, P.J.

(eds.): The New Institutionalism in Organizational

Analysis. Chicago: University of Chicago Press,

1-38.

Zucker, L.G. (1991): The Role of Institutionalism

in Cultural Persistence. In: Powell, W. W. and

DiMaggio, P.J. (eds.): The New Institutionalism in

Organizational Analysis. Chicago: University of

Chicago Press, 83-107.

Biccheri, C. (2008): The Grammar of Society.

The nature and dynamics of social norms.

Cambridge: Cambridge University Press.

Further readings will be submitted in class

44

Strategic Practice


Module-Nr./ Code 200.2.3 STRT

Module title Strategic Practice

Semester or trimester 2nd semester



Mandatory





Person responsible for the module Prof. Dr. Wendelin Küpers

Name(s) of the instructor(s) Prof. Dr. Wendelin Küpers





Hours per week 3


Written Assignment


Qualification objectives of the module Students who have successfully participated in this module will be able:

to identify, analyze and critically reflect on concrete strategies for the construction and interaction of ventures with(in) their socio-cultural environment as configuration of activities.

to interpret and evaluate critically the ‘classics’ of strategy and apply them to generate approaches to current issues.

45

to understand dynamics of strategies and to evaluate the relative strength of different strategic positions as a basis for decisions & actions, while examining possible conflicts

to develop and reflect own strategies (strategizing), taking into account its processing, practicing and effects.

to deal with ambiguities and to think in terms of imperfect solutions for strategic problems, and integrating pre- and a-rational dimensions and competencies.

Contents of the module Definition, context & contents of strategy

Strategy work and processes and the role of the strategists

Classical strategic thinkers, positions and designs

Strategic practice(s) as creative action / performance (“Strategy-as-Practice”-approach)

Dynamics of strategies, significance of cooperation

Role of material and symbolic artifacts for strategizing

role of metaphors & narratives in strategy and strategizing

Pre- and a-rational dimensions & competencies, including embodied and implicit knowing, intuition, emotions, imagination & dreams

Teaching and learning methods of the module / Special features

Interactive lecture, seminar style Special features: ‘serious play’ exercises with LEGO bricks, and clay, small group work, case study analysis, presentations, Lotus-Flower-Technique and more)

Literature Considering the 108 self-study hours, this is

also a reading intensive module, which

expects of you intensive studying the

required and recommended reading, as well

as researching and finding additional further

literature on your own, especially for the

assignment

Required reading: Faulkner, D.O. and Campbell, A. (2006). Introduction. In: Faulkner, D.O. and Campbell, A.: The Oxford Handbook of Strategy. A Strategy Overview and Competitive Strategy. Oxford: Oxford University Press (especially: pages 1-26). Clegg, S., Carter, C., Kornberger, M. and J. Schweitzer. (2011). Strategy: Theory and Practice, London: Sage (introduction: The Context and Emergence of Strategic Thinking, & chapter 4) http://www.uk.sagepub.com/cleggstrategy/home.htm

http://www.uk.sagepub.com/cleggstrategy/home.htm

http://www.uk.sagepub.com/cleggstrategy/home.htm

46

http://strategytheoryandpractice.wordpress.com/2012/09/01/stewart-clegg-on-strategy-24-hours-on-strateg/ Paroutis, S., Heracleous, L. and Angwin, D. (2013). Practicing strategy: Text and cases, London: Sage (especially: Introduction, chapter 1). Chia, R. & Holt, R. (2009). Strategy without design: The silent efficacy of indirect action. Cambridge: Cambridge University Press. (especially: Introduction, chapter 6 Strategy as wayfinding, epilogue) De Wit, B and Meyer, R (2010). Strategy: Process, Content, Context, 4th ed, Andover: Cengage Learning. (especially: chapter 1 selected chapter t.b.d.) Hamel, G. (1996). Strategy as Revolution. In: Harvard Business Review, 74(4). 69-82. Küpers, W., Mantere, S. & Statler, M. (2012). “Strategy as Storytelling: A phenomenological collaboration” Journal for Management Inquiry (21)3, 1-18. Recommended reading: Faulkner, D. O. & de Rond, M. (2002): Perspectives on Cooperative Strategy. In: Faulkner, D.O. and de Rond, M. (2002): Cooperative Strategy. Economic, Business, and Organizational Issues. Oxford: Oxford University Press, 3-39. Golsorkhi, D. Rouleau, L. Seidl, D. & Vaara, E. (2010). (Eds.), Cambridge Handbook of Strategy as Practice, Cambridge: Cambridge University Press (especially introduction, chapter 2 (building & dwelling), chapter 12 (narrative approach. Jarzabkowski, P. (2005). Strategy as practice. An activity-based approach. London: Sage. http://www.sagepub.com/books/Book226330 (selected chapters t.b.d.) Johnson, G., Langley, A., Melin, L., & Whittington,

R. (2007). Strategy as practice ‐ Research directions and resources. Cambridge: Cambridge University Press. (introduction) Khatri N., & Alvin H., (2000). The Role of Intuition in Strategic Decision Making, Human Relations,

http://strategytheoryandpractice.wordpress.com/2012/09/01/stewart-clegg-on-strategy-24-hours-on-strateg/



47

53 (1): 57-86. Lant, Th. K. & Montgomery, D. B., (1987). Learning from Strategic Success and Failure, In: Journal of Business Research, l5: 503-518. Vaara, E. & Whittington, R. (2012). Strategy-as-practice: taking social practices seriously. Academy of Management Annals, 6(1): 285–336. Whittington, R. (2003). The work of strategizing and organizing: for a practice perspective. Strategic Organization, 1(1): 117–125. Additional, topic-specific literature: Strategy & Sensemaking / -giving Gioia, D. & Chittipeddi, K. (1991). Sense-making and Sense-giving in Strategic Change Initiation. Strategic Management Journal, 12(6), 433-448 Strategy & Narrative Barry, D. & Elmes, M. (1997). Strategy Retold: Toward a Narrative View of Strategic Discourse, The Academy of Management Review. Apr. 1997, Vol. 22, Issue 2, 429-452. Buergi, P., Jacobs, C. & Roos, J. (2005). From Metaphor to Practice in the Crafting of Strategy. Journal of Management Inquiry March vol. 14 no. 1 78-94 Cunliffe, A. L. (2001). Managers as practical authors: Reconstructing our understanding of managerial practice. Journal of Management Studies, 38(3), 351-371. Fenton, C. and Langley, A. (2011), 'Strategy as practice and the narrative turn', Organization Studies 32(9): 1171-1196. Küpers, W. (2012). Embodied transformative metaphors and narratives in organisational life-worlds of change, Journal of Organizational Change Management, Vol. 26(3), 494 – 528 Strategy & Crafting / Serious Play Buergi, P., Jacobs, C. & Roos, J. (2005). From Metaphor to Practice in the Crafting of Strategy. Journal of Management Inquiry March vol. 14 no. 1 78-94.

48

Frick, E., S. Tardini, and L. Cantoni, 2013, LEGO® SERIOUS PLAY. ... www.adam‐europe.eu/prj/10330/prd/1/1/s‐play_White_Paper_.pdf Mintzberg. H., (1987). Crafting Strategy, Harvard Business Review, July-August, pp. 66-75 Statler, M., Heracleous, L. & Jacobs, C.D. (2011). Serious Play as a Practice of Paradox. The Journal of Applied Behavioral Science, 47(2), 236–256.

http://www.adam‐europe.eu/prj/10330/prd/1/1/s‐play_White_Paper_.pdf



49

Power and Conflict


Module-Nr./ Code

201.2.1 POCO

Module title

Power and Conflict


2nd semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Stephan Sonnenburg


Dr. Rolf Schulz

Teaching language

English


5




self-study hours

Hours per week

3


credits

Simulation


4 %




- to reflect on power as a central component of social cooperation and

50

organizational reality and as a leadership resource.

- to identify and stage power as a performative moment.

- to describe different modes of communication and stages of conflict escalation

- to appreciate conflicts as unavoidable and to recognize the productive strength of conflicts.

- to identify sources of conflicts and avoid escalations

- to deal appropriately with various types of conflict (6 generic conflict patterns).

- to apply negotiation techniques, moderation and dispute-solving methods and mediation tools to remedy conflicts and successfully guide business meetings and negotiations

- to integrate ethical issues into their actions.


- Communication models relating to how conflicts emerge

- Inter-personal conflicts

- Phases of team formation, including the un-avoidability of conflict

- Stages of conflict escalation (Glasl’s nine steps)

- Distorsions of reality: the neurobiology of conflict

- The importance of emotions: getting in contact with gut feelings

- Personality types (Thomas-Kilman-Model)

- patterns of conflict handling

- causes and reasons for escalation

- Fisher / Ury: “Getting to Yes” / “Prinicpled Negotiation”

- Varga von Kibéd: “Tetralemma”

- The sience of persuasion

- Typical power games

- Restrictive vs. promotive control

- French & Raven’s bases of power

- Positional and personal power sources

- Sources of power & influence

- Caldini’s science of persuasion

- Power tactics

-


- Role plays and other “perception intensifyers” (systemic constellations, exploring metaphors) in varying group settings

51

- Interactive reflections about observations in roleplay exercises, and about knowledge and ideas gained from reading the literature

- Interactive presentations - Micro Teaching



Literature


reading)

Required reading:

Fisher, R., Ury, W. & Patton, B. M. (1991).

Getting to yes: Negotiating an agreement without

giving in (2nd ed.) New York: Penguin Books

French, J. and Raven, B. (1959). The Bases of

Social Power. In Studies in Social Power, D.

Cartwright, Ed., pp. 150-167. Ann Arbor, MI:

Institute for Social Research.

Glasl, Friedrich (1999).Confronting Conflict.

Stroud, Gloustershire: Hawthorne Press.

Hazy, J.K.; Goldstein, J.A., Lichtenstein, B.B.

(2007). Complexe Systems Leadership Theory.

Mansfield: ISCE Publishing. (Chapter 20)

Mead, Richard R. (2010): International

management: culture and beyond, Chichester:

Wiley & Sons.(Chapter 8)

Bannink, F. and Cloke, K. (2010): Handbook of

Solution-Focused Conflict Management. Ashland:

Hogrefe.

(Selected Chapters)


Fisher, R., Ury, W.L. and Patton, B. (2011):

Getting to Yes. Negotiating An Agreement

Without Giving In. 3rd ed. New York: Penguin.

Raven, Bertram H. (1992) “A power interaction

model on interpersonal influence: French and

Raven thirty years later”. Journal of Social

Behavior and Personality. Vol. 7, No. 2, 217-244

52

Fisher, R., Kopelman, E. and Schneider, A.K.

(1994): Beyond Machiavelli. Tools for coping with

Conflict. Cambridge: Harvard University Press.

Hazy, J.K.; Goldstein, J.A., Lichtenstein, B.B.

(2007). Complexe Systems Leadership Theory.

Mansfield: ISCE Publishing.

Mead, Richard R. (2010): International

management: culture and beyond, Chichester:

Wiley & Sons. [Part. 1+2]

53

Creative Constructions: Performance and Performativity


Module-Nr./ Code

203.2.1 PERF

Module title

Creative Constructions: Performance and

Performativity


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Martin Zierold



Dr. Kai Sicks

Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4 %




54

– to develop an understanding of the concepts

of "performance” and “performativity" and

their historical development

– to relate the idea of “performativity” to social

micro- and macro-phenomena of structuration

and transformation

– to relate the terms "performance" and

"performativity" to organizational and

economic contexts for analytical as well as

applied purposes.


– Definitions and concepts of performance and

performativity

– The “Performative turn” and its genealogy:

o Performativity in linguistic theory

o Performance as a theatrical concept

o Performance and role theory in

sociology

– Performance, performativity and

transformation

– Cultural Pragmatics and Social Performances

– Structuration theory

– Critical Performativity in Management Studies


Interactive seminar integrating exercises

Reading and dicussions

Exercises in groups

Image and film analysis



Literature


reading)

Required reading:

Alexander, Jeffrey C. “Cultural Pragmatics: Social

Performance Between Ritual and Strategy.”

Social Performance: Symbolic Action, Cultural

Pragmatics, and Ritual. Eds. Jeffrey C.

Alexander, Bernard Giesen, and Jason L. Mast.

Cambridge: Cambridge University Press, 2006.

29-90.

Austin, John L. “Performative Utterances.”

Philosophical Papers. Oxford: Oxford University

Press, 1979. 233-52.

Bell, Elizabeth. Theories of Performance. Los

Angeles et al.: Sage (excerpts).

55

Fischer-Lichte, Erika. The Transformative Power

of Performance: A New Aesthetics. Trans.

Saskya Iris Jain. New York et al.: Routledge,

2008 (excerpts).

Giddens, Anthony. The Constitution of Society:

Outline of the Theory of Structuration.

Cambridge: Polity, 1984 (excerpts).

Goffman, Erving. “Keys and Keyings.” Frame

Analysis. An Essay on the Organization of

Experience. London: Penguin Books, 1974. 40-

82.

Spicer, André, Mats Alvesson, and Dan

Kärreman. “Critical Performativity: The

Unfinished Business of Critical Management

Studies.” Human relations 62.4 (2009): 537-60.


Alvesson, Mats, and André Spicer. “Critical

Leadership Studies: The Case for Critical

Performativity.” Human Relations 65.3 (2012):

367-90.

Austin, John L. How to Do Things With Words.

The William James Lectures Delivered At

Harvard University in 1955. [Edited By James O.

Urmson.]. Oxford: Oxford University at the

Clarendon Press, 1962.

Bachmann-Medick, Doris. Cultural Turns:

Neuorientierungen in den Kulturwissenschaften.

Reinbek bei Hamburg: Rowohlt, 2011.

Bal, Mieke. Travelling Concepts in the

Humanities: A Rough Guide. Toronto: University

of Toronto Press, 2002.

Bell, Elizabeth. Theories of Performance. Los

Angeles et al.: Sage, 2008.

Henry Bial, ed. The Performance Studies

Reader. London et al.: Routledge, 2004.

56

Butler, Judith. “Performativity’s Social Magic.”

Bourdieu: A Critical Reader. Ed. Richard

Shusterman. London et al.: Blackwell, 1999. 113-

28.

Fischer-Lichte, Erika. The Transformative Power

of Performance: A New Aesthetics. Trans. Jain,

Saskya Iris. New York et al.: Routledge, 2008.

Giddens, Anthony. The Constitution of Society:

Outline of the Theory of Structuration.

Cambridge: Polity, 1984.

Goffman, Erving. The Presentation of Self in

Everyday Life. Edinburgh: Social Sciences

Research Centre, 1956.

Loxley, James. Performativity. London et al.:

Routledge, 2007.

Mackenzie, Adrian. “The Performativity of Code:

Software and Cultures of Circulation.” Theory,

Culture & Society 22.1 (2005): 71-92.

Muniesa, Fabian. The Provoked Economy:

Economic Reality and the Performative Turn.

London et al.: Routledge, 2014.

Nelson, Lise. “Bodies (and Spaces) Do Matter:

The Limits of Performativity.” Gender, Place and

Culture: A Journal of Feminist Geography 6.4

(1999): 331-53.

Schechner, Richard. “Victor Turner’s Last

Adventure. (Preface).” The Anthropology of

Performance. Ed. Victor Turner. New York: Paj

Publications, 1988.

Schechner, Richard. Performance Theory.

London et al.: Routledge, 2004.

Schechner, Richard. “What is Performance

Studies?” Rupkatha Journal on Interdisciplinary

Studies in Humanities V.2 (2013): 2-11.

Turner, Victor. The Anthropology of Performance.

New York: Paj Publications, 1988.

57

Von Hantelmann, Dorothea. How to Do Things

With Art. What Performativity Means in Art.

Zürich: JRP Ringier, 2010.

58

Creative Industries


Module-Nr./ Code

204.2.1 CRIN

Module title

Creative Industries


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Silke Lieser

Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4 %




- to identify creativity as an economic phenomenon.

59

- to recognize the importance of the creative industries as a factor that increases a location’s appeal for business, both nationally and internationally.

- to explore and differentiate between creative industries/sectors.

- to analyze specific creative organizations.

- to reflect critically on the personalities of

“creative” entrepreneurs and organizations.


- The interdependency between individual creativity, group creativity, and organizational/economic creativity

- Key issues of creative industries - Technology, talent, tolerance - Tensions between commerce and creativity - Conditions and experiences of workers - public policy - communities of practice

- Sectors of the creative industry - TV, radio and film - Fashion and design - fine arts and performing arts - Toys and games - Software - Research and development

- Characteristics of creative organizations


Interactive seminar

Exercises in groups

Excursions to creative regions and their

organizations, such as Berlin or Copenhagen.

Practical examples and case studies





download center.

Literature


reading)

Required reading:

Craig, P. (2002): Creative selves? Critically

reading ‘creativity’ in management discourse. In:

60

Creativity and Innovation Management, 11, 4,

265-276.

Flew, T. (2012): The creative industries. Culture

and policy. London: Sage.

(Chapters 1 and 7)

Florida, R. (2012): The rise of the creative class

Revisited. New York: Basic Books, 228-265.

Hesmondhalgh, D. and Baker S. (2010): A very

complicated version of freedom. Conditions and

experiences of creative labour in three cultural

industries. In: Poetics, 38, 1, 4-20.

Jaw, Y.-L., Chen, C.-L. and Chen, S. (2012):

Managing innovation in the creative industries. A

cultural production innovation perspective. In:

Innovation, Management, Policy & Practice, 14,

2, 256-275.


Amin, A. and Roberts, J. (eds.) (2008):

Community, economic creativity, and

organization. Oxford: Oxford University Press.

Csikszentmihalyi, M. (1997): Creativity. Flow and

the psychology of discovery and invention. New

York: Harper Perennial.

Florida, R. (2012): The rise of the creative class

Revisited. New York: Basic Books.

Florida, R. (2005): Cities and the creative class.

New York: Routledge.

(Chapter 2)

Hesmondhalgh, D. (2007): The cultural

industries. 2nd ed. London: Sage.

Kunstler, B. (2004): The hothouse effect. Intensify

creativity in your organization using secrets from

history’s most innovative communities. New York:

Amacom.

Shan, L. (2008): Shanghai creative industries.

The emergence of the creative class in China?

61

In: Aesthesis, International Journal of Art and

Aesthetics in Management and Organizational

Life, 2, 73-85.

62

Brand Strategies


Module-Nr./ Code

205.2.1 BRAS

Module title

Brand Strategies


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Prof. Dr. Melodena Balakrishnan

Teaching language

English


5




self-study hours

Hours per week

3


credits

Project


4 %




- to understand that brands need to win themselves a place in the social arenas

63

(economy, law, politics, culture), on the one hand, and in the awareness of consumers, on the other hand, in the competition with other brands.

- to influence the link between brand strategy, marketing and corporate strategy.

- to systematically create brand strategies and brand architectures.

- to develop brand strategy on the basis of a deep understanding of the consumers’ needs and the organization’s identity.

- to apply their brand strategies on the market.

- to critically examine brand valuation and brand controlling.


- Market segmentation and mind share/relevant set

- Strategic brand planning - Analysis - Concept - Design - Implementation - Evaluation - Creative brief

- Different types of brand architecture

- Trademark


Interactive seminar integrating exercises

Project work

Exercises in groups

Case studies



Self-study using online components such as


download center.

To promote scientific discourse, 1 guest lecture

by a strategic brand planner will be integrated, if

possible.

Literature


reading)

Required reading:

Baird, S.R. (2010): Brands and trademarks. The

legal implications of branding. In: Loken, B.,

Ahluwalia, R. and Houston, M.J. (eds.): Brands

64

and brand management: Contemporary research

perspectives. New York, NY: Routledge, 271-

292.

Holt, D. and Cameron, D. (2010): Cultural

strategy. Using innovative ideologies to build

breakthrough brands. Oxford: Oxford University

Press.

(Different cases)

Wheeler, A. (2012): Designing brand identity.

Chicester: Wiley, 90-195.


Brown, S., Kozinets, R.V. and Sherry Jr. J.F.

(2003): Teaching old brands new tricks. Retro

branding and the revival of brand meaning. In:

Journal of Marketing, 67, July, 19-33.

Escalas, J.E. and Bettman, J.R. (2003): You are

what they eat. The influence of reference groups

on consumers’ connections to brands. In: Journal

of Consumer Psychology, 13, 3, 339-348.

Holt, D.B. (2004): How brands become icons.

The principles of cultural branding. Cambridge,

MA: Harvard Business School Publishing.

Ibach, H. (2009): How to write an inspired

creative brief. Bloomington: iUniverse.com.

Ind, N., Fuller C. and Trevail, C. (2012): Brand

together. How co-creation generates innovation

and re-energizes brands. London: Kogan Page.

Muniz, A.M. and O’Guinn, T.C. (2001): Brand

community. In: Journal of Consumer Research,

27, 4, 412-432.

Spiess, M. (2015): Branded interactions: Creating

the digital experience, published October 2015.

Swaminatham, V., Page, K.L. and Gürhan-Canli,

Z. (2007): “My” brand or “our” brand. The effects

of brand relationship dimensions and self-

65

construal on brand evaluations. In: Journal of

Consumer Research, 34, 2, 248-259.

Social Networks


Module-Nr./ Code

206.2.1 SONE

Module title

Social Networks


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Prof. Dr. Björn Bohnenkamp

Andreas Dittes

Dr. Jürgen Pfeffer

Teaching language

English


5




self-study hours

Hours per week

3


credits

Project


66




- to define the most important terms related to the theory of “social networks” and to understand social networks from a theoretical point of view, based on the example of new media.

- to identify and explore application examples for relevance with regard to network research in the area of new media.

- to apply qualitative and quantitative methods of network research to investigate communication-related phenomena in the area of new media.

- to identify the most important key persons in a network.

- to reflect on how contents spread within social networks, applying network theory.


- The Structure of Human Connections

- Why are People Connected?

- How are People Connected?

- Introduction to Network Analysis

- The Network Perspective

- Social Network Analysis

- Network Data

- Network Metrics (e.g. Centrality)

- Networks in Time and Space

- Diffusion of Innovation and Ideas

- Geographical Networks

- Hands-On

- Learning Network Tools


The students learn the essential theoretical

contents of the module in two blocks, discussing

practical applications and receiving an

introduction to the actual analytical instruments.

In project work, the students analyze networks

they have selected, in which research

questions/designs are developed. These are

discussed by colleagues and the presenter.

Following this, the necessary data for the project

are collected and the final analysis is conducted.



The students are required to select networks

from their own day-to-day lives as a topic for their

project and to generate real questions. This can

give rise to minor consultancy projects for

67

companies and high-profile projects focusing on

current economic and political issues.

Literature


reading)

Required reading:

Hennig, M. et al. (2012): Studying Social

Networks. A Guide to Empirical Research.

Frankfurt: Campus.

Zhou, W. X., Sornette, D., Hill, R.A. and Dunbar,

R.I.M (2005): Discrete hierarchical organization

of social group sizes. In: Proceedings of the

Biological Society, 272, 1561, 439-444.

Granovetter, M. (1983): The Strength of Weak

Ties. A Network Theory Revisited. In:

Sociological Theory, 1, 201-233.

McPherson, M., Smith-Lovin, L. and Cook, J.M.

(2001): Birds of a Feather. Homophily in Social

Networks. In: Annual Review of Sociology, 27,

415-444.

Freeman, L.C. (1979): Centrality in social

networks. Conceptual clarification. In: Social

Networks, 1, 215-239.


Miller, J.H. and Pager, S.E. (2007): Complex

Adaptive System. An Introduction to

Computational Models of Social Life. Princeton:

Princeton University Press.

Christakis, N.A. and Fowler, J.H. (2007): The

Spread of Obesity in a Large Social Network over

32 Years. In: New England Journal of Medicine,

357, 4, 370-379.

Wasserman, S. and Faust, K. (1995): Social

Network Analysis. Methods and Applications.

Cambridge: Cambridge University Press.

Beal, M. and Bohlen, J.M. (1955): How Farm

People Accept New Ideas.

68

Pfeffer, J. and Carley, K.M. (in Publication 2013):

The Importance of Local Clusters for the

Diffusion of Opinions and Beliefs. In: International

Journal of Innovation and Technology

Management.

Rogers, E.M. (1995): Diffusion of Innovations. 4.

ed. New York: Free Press.

Heider, F. (1946): Attitudes and Cognitive

Organizations. In: Journal of Psychology, 21,

107-112.

Marsden, P.V. (1987): Core Discussion Networks

of Americans. In: American Sociological Review,

52, 1, 122-131.

69

Consumption of Tourism


Module-Nr./ Code

207.2.1 COTO

Module title

Consumption of Tourism


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No





Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4 %



this module are able to

70

- reflect upon the paradox between the narrative of undiscovered spaces and (mass) tourist consumption

- analyze the creation of tourist identities in leisure and tourism places

- describe the relationship between sensual experiences and consuming space.

- interpret the commodification of tourist consumption.

- apply ethnographic, visual and reflexive research methods to analyze touristic consumption.


- new developments in approaches towards tourism analysis through

- focus on the interface between production and consumption of tourist spaces

- narratives created throughout sites and forms of tourist activity

- ways in which these are incorporated into self-narrative place identities

- production of tourist images and reception of meanings

- consumption as form of reflexive practice

- interaction between public commodification of the tourist gaze and the personalized worlds of consumption







Literature


reading)

Required reading:

Meethan, K. et al. (2006): Tourism, Consumption

and Representation. Wallingford: CABI.


Minca, C. and Oakes, T. (2006): Travels in

Paradox. Remapping Tourism. Oxford: Rowman

and Littlefield.

Smith, L. et al. (2012): The Cultural Moment in

Tourism. London: Routledge.

71


72

Diversity and Organizational Culture


Module-Nr./ Code

209.2.1 DORC

Module title

Diversity and Organizational Culture


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Dr. Ella Roininen

Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4%



this module will be able to:

- Elaborate on an ontological approach towards diversity, discussing its medial (visibility, conceptual absence, etc.) and

73

epistemological (i.e. post-disciplinary) issues

- Develop systematically a communicative construction of reality including major issues (emerging conflicts, arenas, consensus narrative)

- Point out and discuss diversity as a phenomenon, social construction and discursive action

- Evaluate stereotypes and conflicts as an element of identity and as results of (organizational) learning processes

- Apply the related and resulting concepts in organizational arenas lead these into innovation processes


- Sense-making processes in organisations

- Construction of diversity through an emergent, social action in organizations (interpretative),

- Construction of diversity through an ideological, political interaction (inclusion/ exclusion processes)

- Construction of diversity through discursive action (effects of power and dominance)

- Context of diversity, “doing being diverse” as a methodological principle

- Organisational learning


Case Studies



Self-study integrating online components via

virtual learning tools

Literature


reading)

Required reading:

Acker, J. (1990): “Hierarchies, jobs, bodies: A

theory of gendered organizations”, in: Gender

and Society, Vol. 4, No. 2, pags. 139-158.

Alvesson, M. / Billing, Y.D. (2009):

Understanding Gender and Organizations,

Second Edition. London: Sage.

Burr, V. (1995): An Introduction to Social

Constructionism. London: Routledge

Hall, S. (1997): Representation: Cultural

Representations and Signifying Practices.

London: Sage.

74

Kirton, D.K. / Greene, A.-M. (2010) The

Dynamics of Managing Diversity. A Critical

Approach. Oxford: Elsevier.

Actual papers from related journals, for example:

• Discourse and Society

• Equality, Diversity and Inclusion, an

International Journal

• Gender and Society

• Gender, Work and Organization

• Human Relations

• Work and Occupations

Required texts will be made digitally available by

the lecturer.

75

Revolutions and Bubbles


Module-Nr./ Code

210.2.1 REBU

Module title

Revolutions and Bubbles


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




NN

Teaching language

English


5




self-study hours

Hours per week

3


credits

Field Study


4 %




- Explain the causes and consequences of historic revolutions and financial crises

76

- Analyze and explain the sociological, psychological and economic causes of financial bubbles

- Assess financial instruments and their innovation potential

- Identify and interpret given data for signs of potential bubbles

- Evaluate and implement individual and collective solutions to bubbles

- Apply the theoretical and experimental findings of behavioral economics


- Historical perspective on political revolutions

- Financial crisis of the past centuries and their roots, causes and outcomes

- Financial bubbles and their causes from a sociological, psychological and economic perspective

- Financial innovations (such as securitizations)

- Specific innovation process of new financial instruments

- Early warning signs of potential financial bubbles


Interactive Lectures, Text Analysis, Case Studies





download center

Literature


reading)

Required reading:

Taleb, N. N. (2010): The Black Swan. The Impact

of the Highly Improbable. New York: Random

House and Penguin.

Akerlof, G. and Shiller, R. (2009): Animal Spirits.

How Human Psychology Drives the Economy,

and why it matters for Global Capitalism.

Princeton: Princeton University Press.


Roubini, N. (2010): Crisis Economics. A Crash

Course in the Future of Finance. London:

Penguin.

Reinhart, C. and Rogoff, K. (2009):

77

This Time is Different. Eight Centuries of

Financial Folly. Princeton: Princeton University

Press.

Further Readings will be submitted in class.

78

Sustainable Urban Development: Conflict and Acceptance


Module-Nr./ Code

211.2.1 SURD

Module title

Sustainable Urban Development: Conflict and

Acceptance


2nd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Prof. Steve Grimm

Dr. Robert Miles

Teaching language

English


5




self-study hours

Hours per week

3


credits

Presentation


4 %




79

- differentiate urban development according to dimensions like size, geography, populations and wealth.

- identify various urban actors.

- scrutinize institutions and institutional settings concerning sustainable urban development.

- analyze interaction dynamics and agendas of relevant players.

- recognize conflict patterns and observe strategies for acceptance.


- Cities and their (post-)modern narratives

- Urban planning schools in changing times

- The death of industry and utopianism in urban planning: Situationist disorder

- From neoliberalism to gentrification: Limits to postmodernist cities

- Beyond modernity: Next cityscapes and new communities


Interactive seminar

Case Studies



Screening

Literature


reading)

Required reading:

Simmel, G. (1903) The Metropolis and Mental

Life. In: Gary Bridge and Sophie Watson (2002

eds.) The Blackwell City Reader. Oxford and

Malden: Wiley-Blackwell. Available online:

http://tinyurl.com/o7p22cz

Park, Robert E., Ernest Burgess, Roderick

McKenzie (1925). The City. Chicago: University

of Chicago Press. (Chapters 1 and 2)

Le Corbusier (1929) A Contemporary City. In:

LeGates, Richard T. and Stout, Frederic (1996

eds.) The City Reader. London and New York:

Routledge.

Debord, G (1956) Theory of the Dérive. Les

Lèvres Nues. 9 November. Available online:

http://www.bopsecrets.org/SI/2.derive.htm

http://tinyurl.com/o7p22cz

http://www.bopsecrets.org/SI/2.derive.htm

80

Recommended:

Berman, M (1984) ‘Modernism in the Streets’. In:

All That is Solid Melts into Air. New York: Simon

& Schuster.

Evans, G. (20003) Hard-branding the cultural

city: from Prado to Prada, International Journal of

Urban and Regional Research, 27 (2) 417 - 440.

Zukin, S. (2008) Consuming authenticity: from

outposts of difference to means of exclusion,

Cultural Studies 22 (5) 724 – 748.

81

Innovation Project


Module-Nr./ Code

200.3.1 INNO

Module title

Innovation Project


3rd semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No





Prof. Dr. Dirk Wagner

Silke Lieser

Teaching language

English


5




self-study hours

Hours per week

3


credits

Project


4 %




82

- to frame and structure a project (phases of task completion and team formation) so that it (probably) results in an innovation.

- to expect and deal with uncertainty and fuzziness in the innovation process.

- to see (intercultural) conflicts in a team as an enrichment and make use of their productive strength.

- to develop a prototype. - to convincingly communicate the

results of their innovation process and enforce them in an arena.


- Processes and stages of prototype/product development - Forming, storming, norming, performing, outperforming - Problem-finding, preparation, incubation, illumination, verification, modification - From prototype to innovation - Launch and acceptance in the market

- Managing DASH (despair – air – share)

- Team-based creativity techniques

- Presentation skills - Preparation (content and design) - Performance - Feedback, reflection, and next steps


Interactive setting with practical exercises.



In coordination with the person responsible for

the module and the head of degree program, the

students search for their own innovation project.

Literature


reading)

Required reading:

Duggan, W. (2007): Strategic intuition: The

creative spark in human achievement. New York:

Columbia Business School.

(Chapters 7-8)

Gray, D., Brown, S. and Mananufo, J. (2010):

Gamestorming. A playbook for innovators,

rulebreakers, and changemakers. Sebastopol:

O’Reilly.

(Chapters 3-7)

83

Tidd, J. and Bessant, J. (2009): Managing

innovation. Integrating technological, market and

organizational change. 4th ed. Chichester: Wiley.

(Chapters 3 and 8)


Kelley, T. and Littman, J. (2005): The ten faces of

innovation. IDEO's strategies for defeating the

devil's advocate and driving creativity throughout

your organization. New York:

Currency/Doubleday.

Le Masson, P., Hatchuel, A. and Weil, B. (2011):

The interplay between creativity issues and

design theories. A new perspective for design

management studies? In: Creativity and

Innovation Management, 20, 4, 217-237.

Puccio, G. J., Mance, M., Switalski, L. B. and

Reali, P. (2012): Creativity rising. Creative

thinking and creative problem solving in the 21st

century. Buffalo: ICSC.

Further Readings will be submitted in class.

84

Legitimacy: Ethics and Aesthetics

Status September 2015

Module-Nr./ Code

200.3.2 ETHA

Module title

Ethics and Aesthetics


3rd semester

Duration of module

One semester


Mandatory


Frequency of module

Once a year

Entry requirements


Applicability of module to other programs

No

Person responsible for the module Prof. Dr. Wendelin Küpers

Name(s) of the instructor(s) Prof. Dr. Wendelin Küpers

Prof. Dr. Ian King (University of Arts, London)

Teaching language

English


5



self-study hours

Hours per week

3


Essay (Artificial Work & Mini Essay


4 %

Vision Ethical and aesthetical dimensions of leadership and organizing are media for re-thinking legitimization in a changing landscape of business and society. Ethics and Aesthetics, both allow, each and together, to put into practice new ways of doing business and management in a more responsive, responsible and artful way. Accordingly, this innovative module deals with

85

learning how students individually and in groups as well as leading organizations can integrate ethics and aesthetics, especially for becoming more ethical and sustainable and developing a professional artistry.

Qualification objectives of the module Students who have successfully participated in


- to interpret classical texts about ethics and

aesthetics and relate them to current issues.

- to appreciate and integrate ethical and

aesthetical dimensions & issues and their

effects with regard to their own organizing and

leadership practices practice as a co-creative

one.

- to question the extent to which ethics are

universal, but also to learn how it can be

guiding in concrete organizational and

management contexts, especially with regard

to dilemmas.

- to reflect on how sensations, empathy,

intuition, spontaneity and taste make sense

and contribute towards handling complex and

uncertain situations and problems in organizing

and leading.

- to understand that organisations and

leadership are not only cognitive construction

or institutional arrangement, but also a life-

worldly practice that is shaped by embodied,

and aesthetic experience, including tacit and

implicit knowing.

- to reflect on their own learning and

professional careers as a process of

development and of cultivating ethical and

aesthetic qualities and practices towards a

genuine art of responsible leadership.

Contents of the module Essentials of Ethics and its link to business,

organisation & management

- Contexts, issues and different approaches

to business ethics:

individual- & collective-based

86

deontological

teleological & utilitarian

discourse ethics

virtuous, care-ethics, feminist

embodied, performative & integral

- Value-related, institutional, procedural

as well as political and intercultural

aspects of ethical practices

- Ethical dilemmas and how to deal with

them

- - Ethics in relation to ‘Corporate Social

Responsibility’ & Stakeholder

Management, and Sustainability

Essentials of Aesthetics and its link to

business, organisation & management

- Role of embodied, sensual, tacit and

implicit knowing, intuition, taste, style,

intuition, improvisation for artful

experiences and practices

- Aesthetic perception, judgment and

justification in relation to organizing and

leading

- Connecting and integrating ethics and

aesthetics, related to creatively

performative practices and sustainable

futures in and through organization and

leadership

- Practical wisdom as professional

artistry and its significance for personal

morality and workplace ethics and a

responsible art of leading


Interactive lecture, seminar style

The module includes besides theoretical concepts, models and knowledge, and case studies, with dilemmas, also experiential and performative modes of learning and very experimental exercises One special feature will be the assignment, which is about creating an artifact / work of art with a reflection paper and writing a mini-essay to given task

87

Literature Considering the 108 self-study hours, this is also a reading intensive module, which expects of you intensive studying the required and recommended reading, as well as researching and finding additional further literature on your own, especially for the assignment

Required reading: Fisher, C and Lovell, A Dr Valero-Silva N (2012) Business Ethics and values Pearson Education 4th Edition, London (with a focus on values and part on international context) King, I. (2008). How we know what we know: the potentiality of art and aesthetics. In. D. Barry and H. Hansen (Eds), The Sage Handbook of New Approaches in Management and Organization, London: Sage, pp.42-48. Küpers, W. (2004). “Art and Leadership”, In: Burns, J. M, Goethals, R. R & Sorenson, G. J. (2004), Encyclopaedia of Leadership, Thousand Oaks, CA: SAGE; 47-54 Küpers, W. (2011). Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Küpers, W. (2013). Phenomenology of Embodied Senses & ‘Sense-Making’ and the Making of Sense in Organisational Culture, International Journal of Work, Organization and Emotion, Special Issue on: Sensually exploring Culture and affect at work, Vol. 5(4), 325-341. Ladkin, D. (2015). Mastering the Ethical Dimension of Organizations. A Self-Reflective Guide to Developing Ethical Astuteness, London: Elgar Recommended reading Dobson, J. (2007): Aesthetics as a Foundation for Business Activity. In: Journal of Business Ethics, 72, 41-46. Chytry, J. (2008): Organizational Aesthetics. The Artful Firm and the Aesthetic Moment in Contemporary Business and Management Theory. In: Aesthesis. International Journal of Art and Aesthetics in Management and Organizational Life, 2, 2, 60-72. Küpers, W. (2002). Phenomenology of Aesthetic Organising - Ways towards Aesthetically Responsive Organisations, In:

88

Journal Consumption, Markets and Cultures, Volume 5, Issue 1, 31-68. Küpers, W. (2013) “The Art of Practical Wisdom ~ Phenomenology of an Embodied, Wise Inter-practice in Organisation and Leadership”, in Küpers, W. & Pauleen, D. (2013). A Handbook of Practical Wisdom. Leadership, Organization and Integral Business Practice. Imprint: London: Gower (19-45) Küpers, W. (2015). “Embodied Responsive Ethical Practice: The Contribution of Merleau-Ponty for a Corporeal Ethics in Organisations”, Electronic Journal of Business Ethics and Organization Studies (EJBO), Business and Organization Ethics Network, Vol. 20, No. 1, 30-45 Ladkin, D. (2008). Leading beautifully: How mastery, congruence and purpose create the aesthetic of embodied leadership practice. The Leadership Quarterly 19(1), 31-41. Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions Cheltenham: Elgar. Painter-Morland, M. & ten Bos, R. (2011). Introduction: Critical Crossings. In: Business Ethics and Continental Philosophy, M. Painter-Morland and R. Ten Bos (Eds.), (esp. pp. 15-36). Cambridge: Cambridge University Press. Ulrich, P. (2006). Integrative Economic Ethics. Foundations of a Civilized Market Economy. Cambridge: Cambridge University Press. textbooks /other sources Bowie, N. E. (2000): Business Ethics, Philosophy, and the Next 25 Years, in: Business Ethics Quarterly, 10(1), 7-20 Bowie, N. E. (2002): Blackwell Guide to Business Ethics. Oxford: Blackwell. Crane, A. and Matten, D. (2010): Business Ethics. Managing Corporate Citizenship and Sustainability in the Age of Globalization. 3rd ed. Oxford: Oxford University Press. Ferrell, O.C., Fraedrich, J. and Ferrell, L. (2012): Business Ethics. Ethical Decision

89

Making & Cases. 9th ed. Mason: South Western Cengage Learning Hansen, H., & Bathurst, R. (2011). Aesthetics and leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl Bien (Eds.) The SAGE Handbook of Leadership. (pp. 255 - 266). London: SAGE Publication Stanwick, P. A. (2014). Understanding business ethics - Los Angeles, Sage Velasquez, M. (2014). Business ethics : concepts and cases, Harlow: Pearson

Links to topic-related videos

GIVING VOICE TO VALUES

http://www.youtube.com/watch?v=zH4X5oZ01

uQ

http://www.youtube.com/watch?v=8xOQBav3A

mI

http://www.youtube.com/watch?v=Al5VuAEI9O

s

Giving Voice to Values Pillars

Values:

http://www.youtube.com/watch?v=b3Q-E7-lkt4

Choice:

http://www.youtube.com/watch?v=ljDcziaELE0

Normalising:

http://www.youtube.com/watch?v=fFDKcnKL0t

Y

Purpose:

http://www.youtube.com/watch?v=7dAela3UW

0s

Self-knowledge:

http://www.youtube.com/watch?v=fMF8K8AXM

8E

Voice:

http://www.youtube.com/watch?v=ZSoXqsrOq

qM

Rationalisations:

http://www.youtube.com/watch?v=i9KMJuGg5

2Q

GLOBAL FINANCIAL CRISIS

BBC documentary

http://www.bbc.co.uk/worldservice/documentari

es/2009/09/090911_assignment_100909.shtml

http://swb.bsz-bw.de/DB=2.205/CHARSET=UTF-8/IMPLAND=Y/LNG=DU/SRT=YOP/TTL=1/COOKIE=U998,Pbszgast,I17,B0728+,SY,NRecherche-DB,D2.205,Ec61e706b-3e4,A,H,R193.197.31.15,FY/SET=1/SHW?FRST=2




http://www.youtube.com/watch?v=zH4X5oZ01uQ

http://www.youtube.com/watch?v=zH4X5oZ01uQ

http://www.youtube.com/watch?v=8xOQBav3AmI

http://www.youtube.com/watch?v=8xOQBav3AmI

http://www.youtube.com/watch?v=Al5VuAEI9Os

http://www.youtube.com/watch?v=Al5VuAEI9Os

http://www.youtube.com/watch?v=b3Q-E7-lkt4

http://www.youtube.com/watch?v=ljDcziaELE0

http://www.youtube.com/watch?v=fFDKcnKL0tY

http://www.youtube.com/watch?v=fFDKcnKL0tY

http://www.youtube.com/watch?v=7dAela3UW0s

http://www.youtube.com/watch?v=7dAela3UW0s

http://www.youtube.com/watch?v=fMF8K8AXM8E

http://www.youtube.com/watch?v=fMF8K8AXM8E

http://www.youtube.com/watch?v=ZSoXqsrOqqM

http://www.youtube.com/watch?v=ZSoXqsrOqqM

http://www.youtube.com/watch?v=i9KMJuGg52Q

http://www.youtube.com/watch?v=i9KMJuGg52Q

http://www.bbc.co.uk/worldservice/documentaries/2009/09/090911_assignment_100909.shtml

http://www.bbc.co.uk/worldservice/documentaries/2009/09/090911_assignment_100909.shtml

90

Catalyst – HomoEconomicus:

http://www.abc.net.au/catalyst/stories/2525497

.htm

Feminist Finance and Values – Iceland:

http://www.ted.com/talks/halla_tomasdottir.html

STAKEHOLDER THEORY

Ed Freeman:

http://www.abc.net.au/lateline/business/items/2

00910/s2719525.htm

Stakeholder theory: http://www.corporate-

ethics.org/video_stakeholder_theory/index.html

?v=9

RETHINKING CAPITALISM

Michael Porter:

http://www.youtube.com/watch?v=LrsjLA2NGT

U

Not business as usual:

http://topdocumentaryfilms.com/not-business-

as-usual/

Nick Hanauer

http://www.ted.com/talks/nick_hanauer_bewar

e_fellow_plutocrats_the_pitchforks_are_comin

g

NEGATIVE STORIES

Siemens

http://www.pbs.org/frontlineworld/stories/bribe/

2009/02/at-siemens-bribery-was-just-a-line-

item.html

Arthur Anderson:

http://www.youtube.com/watch?v=7g_d-

phoUrU

Plastic: Australian waters polluted by harmful

tiny plastics

Fashion Victims- Rana Plaza:

http://www.abc.net.au/4corners/stories/2013/06

/25/3785918.htm

Electronic waste:

http://www.sbs.com.au/ondemand/video/11778

627980/e-waste-hell


163558/e-waste-anger

Climate Change

Chasing ice:

http://www.youtube.com/watch?v=ZCifBUtw1s

E

http://www.abc.net.au/catalyst/stories/2525497.htm

http://www.abc.net.au/catalyst/stories/2525497.htm

http://www.ted.com/talks/halla_tomasdottir.html

http://www.abc.net.au/lateline/business/items/200910/s2719525.htm

http://www.abc.net.au/lateline/business/items/200910/s2719525.htm

http://www.corporate-ethics.org/video_stakeholder_theory/index.html?v=9



http://www.youtube.com/watch?v=LrsjLA2NGTU

http://www.youtube.com/watch?v=LrsjLA2NGTU

http://topdocumentaryfilms.com/not-business-as-usual/

http://topdocumentaryfilms.com/not-business-as-usual/

http://www.ted.com/talks/nick_hanauer_beware_fellow_plutocrats_the_pitchforks_are_coming



http://www.pbs.org/frontlineworld/stories/bribe/2009/02/at-siemens-bribery-was-just-a-line-item.html



http://www.youtube.com/watch?v=7g_d-phoUrU

http://www.youtube.com/watch?v=7g_d-phoUrU

http://theconversation.cmail2.com/t/r-l-nklthkd-qkudixw-i/


http://www.abc.net.au/4corners/stories/2013/06/25/3785918.htm

http://www.abc.net.au/4corners/stories/2013/06/25/3785918.htm

http://www.sbs.com.au/ondemand/video/11778627980/e-waste-hell

http://www.sbs.com.au/ondemand/video/11778627980/e-waste-hell

http://www.sbs.com.au/ondemand/video/11780163558/e-waste-anger

http://www.sbs.com.au/ondemand/video/11780163558/e-waste-anger

http://www.youtube.com/watch?v=ZCifBUtw1sE

http://www.youtube.com/watch?v=ZCifBUtw1sE

91

Climate of doubt:

http://www.filmsforaction.org/watch/climate_of_

doubt_2012/

Tipping Points:


9939886/The-Tipping-Points-The-Permafrost-

Of-The-High-Arctic

Harrison Ford Doco:

http://www.youtube.com/watch?v=brvhCnYvxQ

Q&feature=share&list=PLmB1tUgTXBEodXrv2

Q-hwFp8ZpZ4T6EEN

John Hewson’s Asset Disclosure Project

:http://aodproject.net/

POSITIVE STORIES

Paying it forward

http://www.nbcphiladelphia.com/news/local-

beat/Mystery-Couple-Pay-It-Forward-

79179347.html

Lev Feuerstein – the Mensch of Malden Mills

http://www.youtube.com/watch?v=ry7_FcSiQL

8

Knights Apparel

http://www.nytimes.com/2010/07/18/business/g

lobal/18shirt.html?_r=2&ref=business&pagewa

nted=all

Oregon ethical business awards

http://technorati.com/videos/youtube.com%2F

watch%3Fv%3D9X0HVky3g7g

Undercover Boss

http://fullepisode.info/undercover-boss-season-

3-episode-4-checkers-rallys/

Positive stories: Single enterprises -

international

Chuck Feeney and Atlantic Philanthropies

http://atlanticphilanthropies.org/

http://en.wikipedia.org/wiki/Chuck_Feeney

Ray Anderson and Interface Global

http://www.interfaceglobal.com/

Better Place

http://australia.betterplace.com/

Kimberley-Clark

http://www.kimberly-clark.com.au/

WHISTLEBLOWERS

Andrew Wilkie

http://www.sbs.com.au/documentary/program/l

aw-and-disorder

http://www.filmsforaction.org/watch/climate_of_doubt_2012/

http://www.filmsforaction.org/watch/climate_of_doubt_2012/

http://www.sbs.com.au/ondemand/video/215759939886/The-Tipping-Points-The-Permafrost-Of-The-High-Arctic



http://www.youtube.com/watch?v=brvhCnYvxQQ&feature=share&list=PLmB1tUgTXBEodXrv2Q-hwFp8ZpZ4T6EEN



http://aodproject.net/

http://www.nbcphiladelphia.com/news/local-beat/Mystery-Couple-Pay-It-Forward-79179347.html



http://www.youtube.com/watch?v=ry7_FcSiQL8

http://www.youtube.com/watch?v=ry7_FcSiQL8

http://www.nytimes.com/2010/07/18/business/global/18shirt.html?_r=2&ref=business&pagewanted=all



http://technorati.com/videos/youtube.com%2Fwatch%3Fv%3D9X0HVky3g7g

http://technorati.com/videos/youtube.com%2Fwatch%3Fv%3D9X0HVky3g7g

http://fullepisode.info/undercover-boss-season-3-episode-4-checkers-rallys/

http://fullepisode.info/undercover-boss-season-3-episode-4-checkers-rallys/

http://atlanticphilanthropies.org/

http://en.wikipedia.org/wiki/Chuck_Feeney

http://www.interfaceglobal.com/

http://australia.betterplace.com/

http://www.kimberly-clark.com.au/

http://www.sbs.com.au/documentary/program/law-and-disorder

http://www.sbs.com.au/documentary/program/law-and-disorder

92

The reluctant whistleblower

http://player.sbs.com.au/programs#/programs_

08/fullepisodes/fullep_documentary/playlist/La

w-And-Disorder-Ep-2-Allan-Kessing-The-

Reluctant-Whistleblower/

SUSTAINABILITY

Tim Jackson

http://www.abc.net.au/tv/bigideas/browse/video

_popup.htm?vidURL=/tv/bigideas/stories/2010/

07/06/2945103-mediarss-

full.xml&vidTitle=Tim%20Jackson

Peak Oil

http://www.abc.net.au/catalyst/oilcrunch/

Plastic

Australian waters polluted by harmful tiny

plastics

CHEATING

Dan Ariely

http://www.youtube.com/watch?v=nUdsTizSxS

I

LISTS OF ENTERPRISES

100 best corporate citizens

http://www.kld.com/research/socrates/business

ethics100/2007/

Ethispere’s 100 Most Influential People in

Business Ethics 2008

http://ethisphere.com/100-most-influential-

people-in-business-ethics-2008/

http://player.sbs.com.au/programs#/programs_08/fullepisodes/fullep_documentary/playlist/Law-And-Disorder-Ep-2-Allan-Kessing-The-Reluctant-Whistleblower/




http://www.abc.net.au/tv/bigideas/browse/video_popup.htm?vidURL=/tv/bigideas/stories/2010/07/06/2945103-mediarss-full.xml&vidTitle=Tim%20Jackson




http://www.abc.net.au/catalyst/oilcrunch/



http://www.youtube.com/watch?v=nUdsTizSxSI

http://www.youtube.com/watch?v=nUdsTizSxSI

http://www.kld.com/research/socrates/businessethics100/2007/

http://www.kld.com/research/socrates/businessethics100/2007/

http://ethisphere.com/100-most-influential-people-in-business-ethics-2008/

http://ethisphere.com/100-most-influential-people-in-business-ethics-2008/

93

Business Transformation


Module-Nr./ Code

200.3.3 BUST

Module title

Business Transformation


3rd semester

Duration of module

One semester


Mandatory


Frequency of module

Once a year

Entry requirements



No


Prof. Dr. Wendelin Küpers


Prof. Dr. Wendelin Küpers

Teaching language

English




Hours per week

3


Seminar Paper (in the form of a Special Issue


4 %

Qualification objectives of the module Students who have successfully participated in this module will be able: - to recognize the necessity and inevitability of individual, organizational and societal transformation and to act carefully in order to strike a balance between stability and change - to support transformations within organizations - to understand that the relationships of an organization to its (national and international)

94

environments is redefined during and by transformations - to evaluate and take into account the relevance of transformations for society, i.e. both their positive and negative consequences - know about methodologies and using qualitative methods in relation to transformation - to believe that the willingness and capability to transform oneself is a prerequisite for successful leadership in a transformation. - to integrate the ambiguities and uncertainties in emerging transformation processes into their own and group behavior

Contents of the module

- Critical reflection on differences and complexities of progress, innovation, change, and transformation - Driving forces and power of transformation - Different levels of transformation and their interdependencies, including the individual, teams, units, organisation, industries, society, and the planet - Different kinds of transformative innovations, including technological, product- and service related, social innovations and business model innovation. - Tools of change management / business development and their limits - Different roles and actors in change and business transformation - Paradoxes and dilemmas in transformation, e.g. change and continuity, and ways for dealing with


Interactive lecture, seminar style Special features: The seminar will include case studies, performing a role play, advanced canvas modelling and probably guests

Literature Considering the 108 self-study hours, this is also a reading intensive module, which expects of you intensive studying the required and recommended reading, as well as researching and finding additional further literature on your own, especially for the assignment

Required reading: Cameron, E. and Green, M. (2012). Making Sense of Change Management. 3rd ed. London: Kogan Page, (pages: 416-454). Chia, R. (2014). Reflections: In Praise of Silent Transformation – Allowing Change Through 'Letting Happen'. Journal of Change Management, 14(1), 8–27 Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. see also https://hbr.org/2012/11/accelerate

https://hbr.org/2012/11/accelerate

95

https://www.youtube.com/watch?v=Pc7EVXnF2aI Küpers, W, (2011). Trans-+-Form - Transforming Transformational Leadership for a Creative Change Practice, Leadership & Organization Development Journal, Volume 32 Issue 1. 20-40 Küpers, W. & Deeg, J. (2011). “Organisational Change and Learning” in Encyclopaedia of the Sciences of Learning, Seel, N. M. (Ed.), pp. 2530-253, Heidelberg: Springer, Morgan, G. and Spicer, A. (2009). Critical Approaches to Organizational Change, In: Alvesson, M.; Bridgman, T. & Willmott, H. Oxford University Press, Oxford (2009) The Oxford Handbook of Critical Management Studies (pp. 251-266), Oxford: Oxford University Press Osterwalder A., Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New York Wiley Schaltegger, S.; Lüdeke-Freund, F. & Hansen, E. (2012): Business Cases for Sustainability: The Role of Business Model Innovation for Corporate Sustainability, Int. Journal of Innovation and Sustainable Development, Vol. 6, No. 2, pp. 95-119 Recommended reading: Cameron, E. and Green, M. (2012). Making Sense of Change Management 3rd ed. London: Kogan Page, pp. 1-415. Deeg, J. (2009). Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories, management revue, volume 20, issue 2, 190-208. Fry, R.E. and Srivastva, S. (1992). Introduction. Continuity and Change in Organisational Life. In: Srivastva, S. and Fry, R.E.: Executive and organizational continuity. Managing the paradoxes of stability and change. Pp. 1-24, San Francisco: Jossey-Bass, Küpers, W. (2012). Embodied transformative metaphors and narratives in organisational life-

https://www.youtube.com/watch?v=Pc7EVXnF2aI

https://www.youtube.com/watch?v=Pc7EVXnF2aI

96

worlds of change, Journal of Organizational Change Management, Vol. 26(3), 494- 528. Küpers, W. & Weibler, J. (2006). “How emotional is Transformational Leadership really? Some suggestions for a necessary extension, Leadership and Organization Development Journal Volume 27(5), July 2006, 368-383. Osterwalder A., Pigneur, Y., Bernada, G., Smith, A. (2014). Value Proposition Design: How to Create Products and Services Customers Want, New York: Wiley Srivastva, S. and Fry, R.E. (1992). Executive and organisational continuity. Managing the paradoxes of stability and change. San Francisco: Jossey-Bass, 25-39 and 72-326. Zott C, Amit R, Massa L (2011). The Business Model: Recent Developments and Future Research. Journal of Management 37:1019-1042.

outbind://24/Issue.asp?IssueID=546505

97

Creativity, Improvisation and Play


Module-Nr./ Code

201.3.1 CIPL

Module title

Creativity, Improvisation and Play


3rd semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No


Andrea Naurath


Andrea Naurath

Teaching language

English


5



150 hours, of which 42 are contact hours / 108 self-

study hours

Hours per week

3

Assessment type / requirement for the

award of credits

Simulation


4 %


Students who have successfully participated in this

module will be able:

- to apply different methods/techniques and settings depending on the situation by

98

conscious utilisation of concept, flexibility and constructive intuition.

- to improvise in unforeseen situations and react skillfully to surprising stimuli.

- to deal playfully with processes and intuitively with decisions.

- to get know and use their own personality (mind, body and soul) as “working material”.

- to describe and reflect the relevance of self management and personal development for future skills for example instructing, communicating and working with people.


- Accept a personal process as a crucial way to leave the “comfort zone”.

- Value seeking for creative solutions and risk taking to make real learning experiences.

- Agree to take responsibility for own learning and leading process.

- Use transformational processes as inspiration for personal development and future leadership skills

- Understand the significance of playfulness in many contexts of life and business situations

- Different types of theatrical and coaching methods/techniques

- Using the body consciously as a source of expression and communication (some basics in voice training, breathing and body work, level of attention and energy)

- Performing in different settings reflecting on cultural and business contexts

- Giving instructions to others

- Explore and stand the state of not knowing, being overwhelmed and/or emotionally touched as a key to real connection with others

- Learn to reflect in a constructive professional way and be supportive to others as well as welcoming support from others

- Performing on a stage with audience within a concept that allows flexibel response to surprising, unforeseen occurrence

Teaching and learning methods of the

module

Body and mind exercises, awareness exercises,

being present, performing (self stageing),

improvisation, learning partnership (buddy work),

reflection (single, in the group as well as in writing)



Students perform under professional supervision.

99

Literature


reading)

Required reading:

Zander, R.S. and Zander, B. (2002): The art of

possibility. Transforming professional and personal

life. New York: Penguin Books, 25-53

Stone, H. and Stone, S. (1993): Embracing your inner

critic. Turning self-criticism into a creative asset. New

York: Harper One, 3-30 and 175-205.

Morris, E. and Hotchkis, J. (1998): No acting please.

A revolutionary approach to acting and living. Los

Angeles: Ermor., Foreword, 1-16

Assortment of several clips of talks (links)

Müssen die hier noch rein?


Brown, Stewart. (2010): play, How it shapes the

Brain, opens the Imagination, and Invigorates the

Soul. New York: Avery, member of Penguin Group,

Chapters 1-3 and 5

Williams, J. (2010): Screw work, Let's play. How to do

what you love and get paid for it. Harlow: Pearson

Education,1-21.

Further reading in class

100

Cultural Leadership: Betwixt and Between


Module-Nr./ Code

203.3.1 BEBE

Module title

Cultural Leadership: Betwixt and Between


3rd semester

Duration of module

One Semester

Course type




Frequency of module

Once a year

Entry requirements


Applicability of the module to other

programs

No





Teaching language

English


5



150 hours of which 42 are contact hours / 108 self-study

hours

Hours per week

3


award of credits

Presentation

Weighting of the grade within the total

grade

4 %




101

- to develop an advanced understanding of management and leadership as cultural and social practices

- to analyse possible tensions between cultural and classical economic perspectives on doing management and to identify possible new directions

- to understand the relation of social and cultural change on a macro-level and the implications for organizations

- to discuss the challenges and limitations of “managing” change and transformation processes in social settings


- Definition of liminal and liminoid phenomena

- Cultural power and performance

- Ritual stages (separation, transformation, incorporation)

- Processes of liminality in cultural settings

- Management of cultural liminality

- Different types of liminal practices


module

Interactive seminar

Individual and group exercises

Case studies

Guest workshop with an organizational leader (e.g.

Artistic Director Staatstheater Karlsruhe)


event/company visits, guest speakers,

etc.)

Literature

(Required reading/supplementary

recommended reading)

Required reading:

Bachmann-Medick, Doris. “Introduction: The

Translational Turn.” Translation Studies 2.1 (2009): 2-

16.

Grossberg, Lawrence. “Considering Value: Rescuing

Economies From Economists.” Cultural Studies in the

Future Tense. Durham et al.: Duke University Press,

2010. 101-68.

Lorey, Isabell. State of Insecurity: Government of the

Precarious. London et al.: Verso Books, 2015.

McRobbie, Angela. “Is Passionate Work a Neoliberal

Delusion?” 2015. opendemocracy.net. 05.05.2015

<https://www.opendemocracy.net/transformation/angela-

mcrobbie/is-passionate-work-neoliberal-delusion>.

102

Thomassen, Björn. “The Uses and Meanings of

Liminality.” International Political Anthropology 2.1

(2009)

Thrift, Nigel. “Capitalism’s Cultural Turn.” Eds. Andrew

Sayer, and Larry Ray. Culture and Economy after the

Cultural Turn. London et al.: Sage, 1999. 135-61.

Turner, Victor. “Liminal to Liminoid, in Play, Flow, and

Ritual: An Essay in Comparative Symbology.” Eds.

Janet C Harris, and Roberta J Park. Play, games and

sports in cultural contexts. Champaign: Human Kinetics

Publishers, Inc., 1983. 123-64.


Bachmann-Medick, Doris. “Translational Turn.”

Handbook of Translation Studies. Vol. 4. Eds. Yves

Gambier, and Luc van Doorslaer. Amsterdam et al.:

John Benjamins Publishing, 2013. 186-93.

Czarniawska, B., and C. Mazza. “Consulting as a

Liminal Space.” Human Relations 56.3 (2003): 267-90.

Fischer-Lichte, Erika. The Transformative Power of

Performance: A New Aesthetics. Trans. Saskya Iris Jain.

New York et al.: Routledge, 2008.

Gabriel, Yiannis. “Spectacles of Resistance and

Resistance of Spectacles.” Management

Communication Quarterly 21.3 (2008): 310-26.

Garsten, Christina. “Betwixt and Between: Temporary

Employees as Liminal Subjects in Flexible

Organizations.” Organization Studies 20.4 (1999): 601-

17.

Giddens, Anthony. The Constitution of Society: Outline

of the Theory of Structuration. Cambridge: Polity, 1984.

Howard-Grenville, Jennifer, Karen Golden-Biddle et al.

“Liminality as Cultural Process for Cultural Change.”

Organization Science 22.2 (2011): 522-39.

Mayer, Roger C, Jamed H Davis, and F David

Schoorman. “An Integrative Model of Organizational

103

Trust.” The academy of management review 20.3

(1995): 709-34.

Tokumitsu, Miya. “In the Name of Love.” 2014. Jacobin

Magazine. 05.05.2015

<https://www.jacobinmag.com/2014/01/in-the-name-of-

love/>.

van Gennep, Arnold. The Rites of Passage. Chicago:

University of Chicago Press, 1960.

104

Creativity and Innovation


Module-Nr./ Code

204.3.1 CINN

Module title

Creativity and Innovation


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements


Applicability of the module to other

programs

No





Teaching language

English


5



150 hours of which 42 are contact hours / 108 self-study

hours

Hours per week

3


award of credits

Written Assignment

Weighting of the grade within the total

grade

4 %




105

- to categorize and critically examine the phases, success factors and basic conditions for creative work.

- To identify fuzzy areas as an opportunity, prerequisite and limitation of creativity.

- to describe the relationship between creativity and innovation processes.

- to develop ideas and see them through to fruition with “spirit” and conviction.

- to integrate ethical issues into their actions.


- Characteristics of creative work (in organizations) - Individual, group and organizational processes - the fuzzy front end - improvisational creativity - Inside and outside the box - Creative work environment - Bootlegging

- The transition from creativity to innovation (management)

- Different kinds of creative contributions - idea - prototype - innovation - invention

- Creativity techniques - Exercises (individual and group) - Workshop settings (e.g. open space, Zukunftswerkstatt, future search conference)

- Design thinking

- Ethical aspects in product development


module

Interactive seminar with practical exercises

Individual and group settings


event/company visits, guest speakers,

etc.)

Self-study integrating online components such as Skype,

Dropbox and the university’s internal download center.

Literature

(Required reading/supplementary

recommended reading)

Required reading:

Cropley, A.J. (2010): The dark side of creativity. What is

it? In: Cropley, D.H. et al. (eds.): The dark side of

creativity. Cambridge: Cambridge University Press, 1-14.


Gamestorming. A playbook for innovators, rulebreakers,

and changemakers. Sebastopol: O’Reilly.

(Chapters 1 and 2)

106

Sternberg, R.J., Kaufman, J.C. and Pretz, J.E. (2002):

The creativity conundrum. A propulsion model of kinds

of creative contributions. New York: Psychology Press.

(Chapter 1)


Cropley, D.H. et al. (eds.) (2010): The dark side of

creativity. Cambridge: Cambridge University Press.

Dahlén, M. (2008): Creativity unlimited. Thinking inside

the box for business innovation. Chichester: Wiley.


Gamestorming. A playbook for innovators, rulebreakers,

and changemakers. Sebastopol: O’Reilly.

Kelley, T. and Kelley, D. (2013): Creative confidence:

Unleashing the creative potential within us all. New York:

Crown Publishing

Kim, J. and Wilemon, D. (2002): Sources and

assessment of complexity in NPD projects. In: R&D

Management, 33, 1, 16-30.

Liedtka, J. and King, A. (2013): Solving problems with

design thinking: Ten stories of what works. New York:

Columbia Business School Publishing.

Peschl, M.F. and Fundneider, T. (2012): Spaces

enabling game-changing and sustaining innovations.

Why space matters for knowledge creation and

innovation. In: Journal of Organizational Transformation

and Social Change, 9, 1, 41-62.

Sawyer, K. (2013): Zig zag: The surprising path to

greater creativity. San Francisco: Jossey-Bass.

Sawyer, K. (2007): Group genius. The creative power of

collaboration. New York: Basic Books.

Sonnenburg, S. (2007): Kooperative Kreativität.

Theoretische Basisentwürfe und organisationale

Erfolgsfaktoren. Wiesbaden: SpringerVS.

(Chapter 6)

107

Weisbord, M. and Janoff, S. (2012): Future search. An

action guide to finding common ground in organizations

& communities. San Francisco: Berrett-Koehler.

Zhou, J. (2015): The Oxford handbook of creativity,

innovation, and entrepreneurship. Oxford: Oxford

University Press.

108

Brand Stories


Module-Nr./ Code

205.3.1 BRST

Module title

Brand Stories


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Prof. Dr. Melodena Balakrishnan

Teaching language

English


5




self-study hours

Hours per week

3


credits

Written Assignment


4 %




- to describe the difference between brand management as a trivial cause-and-effect

109

relationship and brand management as the art of navigation.

- to recognize that brands cannot be shaped in a one-sided way, but develop co-creatively.

- to diagnose the narrative structure (stories) of brands and integrate them in the brand navigation.

- to develop stories in text or image form (e.g. print or TV) and to locate them in space (e.g. brandlands or cyberspace).

- to compare the creation with strategy using qualitative methods.


- Branding as co-creation

- Different types of co-creation - Brand owner and consumer(s) - Brand communities

- Brand storytelling and brand narratives

- Formal framework and components of a story

- Brand Stories and media - Mass media - Social media - Word-of-mouth - Below the line - Space and place


Interactive seminar

Critical interpretation in the form of individual and

group work



Self-study using online components such as


download center.

Literature


reading)

Required reading:

McKee, R. (1998): Story. Substance, structure,

style, and the principle of screenwriting. London:

Methuen.

Singh, S. and Sonnenburg S. (2012): Brand

performances in social media. In: Journal of

Interactive Marketing, 26, 4, 189-197.

Woodside, A.G. (2010): Brand-consumer

storytelling Theory and Research. Introduction to

a Psychology & Marketing Special Issue. In:

Psychology & Marketing, 27, 6, 531-40.

110


Baker, L. and Sonnenburg, S. (2013): Branded

Spaces. Wiesbaden: SpringerVS.

Haven, K. (2007): Story proof: The science

behind the startling power of story. Westport:

Libraries Unlimited.

Kozinets,R.V., de Valck, K., Wojnicki, A.C. and

Wilner, S.J.S. (2010): Networked narratives.

Understanding word-of-mouth marketing in online

communities. In: Journal of Marketing, 74, March,

71-89.

Sherry, J.F., Kozinets, R.V. and Borghini, S.

(2006): Agents in paradise. Experiential co-

creation through emplacement, ritualization, and

community. In: Carù, A. and Cova, B. (eds.):

Consuming experience. London: Routledge, 17-

33.

Vera, D. and Crossan, M (2004): Theatrical

improvisation: Lessons for Organizations. In:

Organization Studies, 25, 5, 727-49.

Woodside, A.G., Sood, S. and Miller, K.E. (2008):

When consumers and brands talk. Storytelling

theory and research in psychology and

marketing. In: Psychology & Marketing, 25, 2, 97-

145.

111

Social Media Lab


Module-Nr./ Code

206.3.1 SMEL

Module title

Social Media Lab


3rd semester

Duration of module

One semester

Course type


Elective


Frequency of module

Once a year

Entry requirements



No




Patrick Breitenbach

Thomas Zorbach

Teaching language

English


5




self-study hours

Hours per week

3


credits

Project


4 %




112

- to identify the different fields of application of social media.

- to reflect on the lack of control over social media.

- to reflect on and deal with a communication crisis in social networks.

- to develop suitable strategies and practices for dealing with uncertainty in the area of social media.

- to identify the different fields of application of social media.

- to practice concrete forms of social media in a laboratory situation.

- to understand the fundamentals of the media production of Web formats, to develop involving campaigns.

- to plan and implement service design with social media.

- to understand the fundamentals of community management.


- "Media & creation" Web video, podcast and blog publishing

- "Rules & tools" Platforms, Web services and production kits in the Web

- "Hack & act" Campaign development, involvement strategies and memetic levers

- "Feed the fans but don't feed the troll!" Digital supervision of enemies and fans in the social Web

- "Serve & protect" Customer service and customer protection

- "How to survive a shit storm" Crisis management in the social Web


Project work, case studies, simulations, and role

plays



A weblog accompanying the module, excursions

and guest lectures

Literature


reading)

Required reading:

Mandiberg, M. (2012): The Social Media Reader.

New York: New York University Press, 13-99.

Page, R. (2012): Stories and Social Media:

Identities and Interaction. London: Routledge, 1-

24 and 117-163.

113


Mandiberg, M. (2012): The Social Media Reader.

New York: New York University Press.

Briggs, A. and Burke, P. (2002): A Social History

of the Media. From Gutenberg to the Internet.

Malden: Blackwell, 220-234.

Leistert, O. and Röhle, T. (Hg) (2011):

Generation Facebook. Über das Leben im Social

Net. Bielefeld: Transcript.

Marshall, D.P. (2004): New Media Cultures.

London: Arnold.

Michelis, D., Schildhauer, T. (2010): Social Media

Handbuch. Theorien, Methoden, Modelle. Baden-

Baden: Nomos, 15-53.

Willems, H. (2008): Weltweite Welten. Internet-

Figurationen aus wissenssoziologischer

Perspektive. Wiesbaden: VS Verlag für

Sozialwissenschaften.

Willems, H. (1998): Inszenierungsgesellschaft.

Ein einführendes Handbuch. Opladen: Westdt.

Verlag.

Shirky, C. (2009): Here comes everybody. The

power of organizing without organizations.

London: Penguin Books.

Holiday, R. (2012): Trust me, I'm Lying.

Confessions of a Media Manipulator. New York:

Portfolio.

114

Tourism and Development


Module-Nr./ Code

207.3.1 TODE

Module title

Tourism and Development


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No





Teaching language

English


5



150 of which are 42 contact hours

Hours per week

3


credits

Written Assignment


4 %



this module are able to

115

- explore the development of performance, space, identities, cities, bodies and intimacy within tourism and leisure.

- identify and analyze current trends in tourism and leisure industries.

- critically analyze the effects of tourism on urban, regional, national and global developments.

- reflect a concept of touristification as a general feature of modern societies.


- Contribution of tourism to the development of a nation or community

- Relationship between tourism and economic growth, equitable distribution and sustainable development

- Processes, outcomes, influences, objectives of tourism-related development

- Connection between benefits of tourism and its contribution to development

- Consequences of development in destination areas

- Nature of local development and tourism environment







Literature


reading)

Required reading:

Burns, P. and Novelli, M. (2008): Tourism

Development. Growth, Myth and Inequalities.

Wallingford: CABI.


Sharpley, R. and Telfer, D.J. (2002): Tourism and

Development. Concepts and Issues. Clevedon:

Channel View.


116

Diversity and Leadership


Module-Nr./ Code

209.3.1 DILE

Module title

Diversity and Leadership


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




Dr. Ella Roininen

Teaching language

English


5




self-study hours

Hours per week

3


credits

Seminar Paper


4%




- Reflect and elaborate on the interdependency of power, closure,

117

dominance usurpation, inclusion and exclusion processes and diversity

- Identify and evaluate emerging processes related to diversity and draw consequences for the own action from it

- Develop and model leadership concepts related to diversity and apply them as context bound tools

- Interpret the leadership of diversity as a process within the organizational culture and develop creative applications

- Be ethically responsible in this regard

- Evaluate and weigh the effects of diversity on business performance (e.g. creativity, conflicts)


- Individualized leadership of a diverse workforce

- Current concepts of diversity e.g.

- Equal opportunity

- Heterogeneous teams

- Intercultural competence

- Recruitment policy

- International Diversity networks and scientific and practical diversity events


- Cases and projects

- Elaboration of an individual case

- Networking



- Congress or network activities on diversity

Literature


reading)

Required readings for all:

Alvesson, M. and Billing, Y.D. (2009)

Understanding Gender and Organizations,

Second Edition. London: Sage. pp. 70-116, 143-

163 (Ch. 4-5, 7).

Calás, M. and Smircich, L. (1996) ʻFrom the

womanʼs point of view: Feminist approaches to

organizational studiesʼ, in S.R. Glegg, C. Hardy

and W.R. Nord (eds.), Handbook of

Organizational Studies. London: Sage.

Weedon, C. (1987) Feminist Practice and

Poststructuralist Theory. Oxford: Blackwell. pp. 1-

42 (Ch. 1-2).

118

Case-specific readings (distributed among

students according to their specific case

assignment):

Aaltio, I. /. Mills, A.J (eds.) Gender, Identity and

the Culture of Organizations. London: Routledge.

Brewis, J. (2001) “Telling like it is? Gender,

language and organizational theory”, in: R.

Westwood and S. Linstead (eds.): The Language

of Organization. London: Sage. pp. 283-309.

De Beauvoir, S. (1949): The Second Sex.

London: Random House, 2010.

Ferguson, K. (1984) The Feminist Case Against

Bureaucracy. Philadelphia: Temple University

Press.

Kanter, R.M. (1993) Men and Women of the

Corporation, New Edition. New York: Basic

Books.

Kirton, D.K. and Greene, A.-M. (2010) The

Dynamics of Managing Diversity. A Critical

Approach. Oxford: Elsevier

Sandberg, S. (2013): Lean In. New York:

Random House.

Case-specific readings are compulsory for the student in charge of preparing the specific case. For other students, they are supplementary texts. Cases will be distributed in the course kick-off.

Actual papers from related journals, for example:

Discourse and Society

Equality, Diversity and Inclusion, an International Journal

Gender and Society

Gender, Work and Organization

Human Relations

Work and Occupations Required texts will be made digitally available by the lecturer.

119

Staging in Global Financial Markets


Module-Nr./ Code

210.3.1 STAG

Module title

Staging in Global Financial Markets


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No




NN

Teaching language

English


5




self-study hours

Hours per week

3


credits

Written Assignment


4 %




- Explain and model the behavior of financial professionals from a culturalistic perspective

120

- Interpret and analyze financial events (like roadshows IPO`s or fund raising of hedge funds) with a constructivist tool box

- Deconstruct financial stagings in experimental settings and originate a modeling of related managerial activities

- Assess and design applicable actions for financial advisors based on the insights of behavioral finance


- Official and informal codes of conducts of financial professionals

- Ethnographic studies of the behavior of employees in the financial industries

- Staging of financial events (like roadshows IPO`s or fund raising of hedge funds)

- Deconstruction/construction of stagings in experimental settings

- Applicable actions for financial advisors based on the insights of behavioral finance

- Findings of behavioral economics including overconfidence

- Heuristic and biases influencing financial decisions


Interactive Lectures, Text Analysis, Case Studies





download center

Literature


reading)

Required reading:

Ariely, D. (2010): Predictably Irrational. The

Hidden Forces that shape our decisions. Rev.

and expanded ed. London: Harper.

Kahneman, D. (2011): Thinking, Fast and Slow.

London: Allen Lane.


Thaler, R. and Sunstein, C. (2009): Nudge.

Improving Decisions About Health, Wealth, and

Happiness. London: Penguin.

Further Readings will be submitted in class

121

Sustainable Glocal Development: Transition & Transformation


Module-Nr./ Code

211.3.1 SGDT

Module title

Sustainable Glocal Development: Transition &

Transformation


3rd semester

Duration of module

One semester

Course type




Frequency of module

Once a year

Entry requirements



No





N.N.

Teaching language

English


5



150 of which 42 are contact hours

Hours per week

3


credits

Essay


4%


Following the successful completion of this

course, students should be able to:

- understand the connection between

122

globalization (diffusion of universals, disembedding of time and space) and localization (locus of globalization, reaction against globalization)

- critically reflect the notions of ‘smart city’ and ‘regional clusters’ and their conflicting global political and economic environments

- evaluate urban-based business models and their contribution towards a resilient, low-carbon, socially inclusive and democratic society

- understand institutional polyphony in cross-sectoral innovation networks and their socio-spatial boundedness

- appreciate the heterogeneity of values and different sources of knowledge (expert, practical, indigenous) that need to be utilized for transforming urban and regional environments


- Globalization, localization and the return of time, space and culture

- From neoliberal innovation regimes to transition towns

- New glocal economics: Connecting makerspaces, community farming and local exchange trading systems

- Management and tools for sustainable transitions in polyphonic environments

- Beyond the glocal: sustainable development in the Post-2015 world


(Interactive) Seminar



Self-study & blended learning

Literature


reading)

Required reading:

Glocalism. Journal of culture, politics and

innovation

http://www.glocalismjournal.net/

Voss, J.-P., Bauknecht, D., & Kemp, R. (2006).

Reflexive Governance for Sustainable

Development. Edward Elgar Publishing.

Recommended:

http://www.glocalismjournal.net/

123

Benton, C., Mullins, L., Shelley, K., & Dempsey,

T. (2013). Makerspaces: Supporting an

Entrepreneurial System Retrieved from

http://www.reicenter.org/upload/documents/colear

ning/benton2013_report.pdf

Petrella, R. (2000), The Future of Regions: Why

the Competitiveness Imperative Should not

Prevail over Solidarity, Sustainability and

Democracy. Geografiska Annaler: Series B,

Human Geography, 82: 67–72.

124

Personal Renewal


Module-Nr./ Code

201.4.1 PERE

Module title

Personal Renewal


4th semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No


Barbara Vossel


Barbara Vossel

Teaching language

English


5




self-study hours (including one week of social

work)

Hours per week

2


credits

Learner’s Portfolio


4 %




125

- to develop appropriate tools for continuously renewing their own physical, intellectual, emotional and ethical resources (maintaining a work-life balance).

- to reflect critically on the qualifications and skills acquired during their studies with regard to their own future and contribution to society.

- to see the end of their studies as the beginning of lifelong learning and lifelong personal development.

- to network on a long-term basis in order to benefit from lasting personal support.

- to say farewell in the context of a separation ritual and leave.


- Reflection of academic learning

- Lessons learned

- Challenges of complexity

- Leadership and self

- Personal identity and change

- Authenticity, truth, trust

- Personality, community, organization, society

- Responsibility, self-discipline - Empowerment and self-determination

- Leadership and relationshhip

- Networking and connectedness

- Career development and career well-being

- Intrinsic vs. extrinsic motivation

- Balancing your life

- Purpose and meaning in life

- Management and spirituality

- The „other“


Deepening self-reflection, intercultural

experience, group discussion, moderated

reflection



Part of the module is a project week, the motto is:

to be “out of the box”

Literature


reading)

Required reading:

Keyes, C.L.M. (2011): Authentic purpose. The

spiritual infrastructure of life. In :

Journal of Management, Spirituality & Religion, 8,

4, 281-297.

126

Kidd, J. M. (2008): Exploring the Components of

Career Well-Being and the Emotions Associated

with Significant Career Experiences. In: Journal

of Career Development, 35, 166-186.

de Janasz, S.C. and Forret, M. L. (2008):

Learning the Art of Networking. A Critical Skill for

Enhancing Social Capital and Career Success.

In: Journal of Management Education, 32, 629-

650.


Burchard, B. (2014): The Motivation Manifesto.

Carlsbad CA: Hay House.

Binney, G., Williams, C. and Wilke, G. (2012):

Living Leadership. A Practical Guide for Ordinary

Heroes. Harlow: Financial Times Press.

Hesse, H. (2011): The Journey to the East,

Reprint. London: Owen.

Frost, R. (2010): The Road Not Taken. A

Collection of Poems. S.l.: Big Fish Publishing.

127

Research Colloquium


Module-Nr./ Code

202.4.2 RECO

Module title

Research Colloquium


4th semester

Duration of module

One Semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements



No




Prof. Dr. Wendelin Küpers as supervisor.

Changing instructors in accordance with the

study and examination regulations and

depending on the topics and issues.

Teaching language

English


3



90 hours of which 28 are contact hours / 62 self-

study hours

Hours per week

2


credits

Presentation


2,4 %



128

in this module will have acquired and trained a

firm grounding in the process and theory of

identifying, discussing and solving academic

research issues. They will be able to

- Structure and pursue a research process with defined milestones

- Construct, revise, and research an issue

- Give presentations on the issue meeting both academic and professional standards

- Guide a thoughtful, and constructive discussion and participate in a rigorous, thoughtful, and constructive peer review

- Defend their own work in a thoughtful and constructive manner, applying professional and academic rituals


- Contribute topics and issues for further discussion and research

- Discuss research approached

- Creation of an exposé

- Draft of a Working Paper

- Preparation of a Conference Presentation


Academic colloquium, issues to prepared by the

students



Professionals and scholars (adjunct professors)

will be invited to participate on a regular basis

and introduce issues to be discussed in class

Literature


reading)

Required reading:

No specific literature requirements. Academic

advisor and students will individually agree on the

required readings for the sessions


Silverman, D. (2011): Interpreting Qualitative

Data. 4th ed. London: Sage.

Flick, U (2009): An Introduction to Qualitative

Research. 4th ed. London: Sage.

Flick, U., Kvale, S. and Angrosino, M. (2007):

The Sage Qualitative Research Kit. Los Angeles:

Sage.

Fisher, D. and Harrison, T. (1999):

Citing References. London: Blackwell.

129

Saunders, M.N.K., Lewis, P. and Thornhill, A.

(2012): Research Methods for Business

Students. 6th ed. Harlow: Pearson.

130

Master Thesis


Module-Nr./ Code

202.4.3 MAST

Module title

Master Thesis


4th semester

Duration of module

One semester

Course type


Mandatory


Frequency of module

Once a year

Entry requirements

Completion of 90 ECTS in this program


No


Prof. Dr. Sonnenburg


Any tutor in accordance with the

study and examination regulations

Teaching language

English


22



16 weeks (21 ECTS) plus 30 hours preparation

for the defense (1 ECTS)

Hours per week

-


credits

Masterthesis and its defense

(weighted four to one)


21,6 %


In accordance with the study

and examination regulations students who

have successfully participated in this module

will be able to:

131

- Investigate and answer an academic question independently using academic methods within a given time period

- Give a presentation summarizing the results of their work and defend it with informed academic arguments in a discussion (max. 30 min)


- Master thesis and defense of the master thesis in accordance with the study and examination regulations


Bibliographical research and empiric research if

indicated, self-directed scientific analysis,

compilation and presentation

Support and feedback by the instructor in charge

or other instructors maybe solicited



None

Literature


reading)

Required reading:

The literature requirements depend on the

subject of the thesis and will be result of self-

directed bibliographical research


Readings will be submitted in class.

Documents

Master´s Program in - Rethinking Management · 205.3.1 BRST Brand Stories 5 3 42 108 5 Written Assignment 4,0% 206.3.1 SMEL Social Media Lab 5 3 42 108 5 Project 4,0% ... Applicability