Principles of company law and the liability of managers

Design of international supply contracts

Private international law and international civil procedure law

CISG

Mediation and arbitration

Main features of transport law

Securing means

Letters of credit / export credit guarantees

Skripte und Textdokumente, die während der Vorlesung herausgegeben werden.

• Competitiveness of firms/industries/nations/regions
• Competition Across Locations & Global Strategy for MNCs
• Industry Competition, Strategy and Location 
• The Diamond Model: developing/developed Economies 
• Clusters and Cluster Development
• Harvard case studies of selected firms/industries/nations/regions
• Development and presentation of case studies in groups
• Participant-centered learning
• Composition of a seminar thesis about a chosen cluster

• Audretsch, D. and Feldman, M. (1996), “Knowledge spillovers and the geography of innovation and production”, American Economic Review, Vol. 86 No. 3, pp. 630-640.
• Bamberger, I. and Wrona, T. (2012), Strategische Unternehmensführung, 2., erweiterte Auflage, München 2012.
• Bamberger, I./Wrona, T. (2012): Strategische Unternehmensführung, 2., erweiterte Auflage, München 2012.
• Bell, G.G. (2005), “Clusters, networks, and firm innovativeness”, Strategic Management Journal, Vol. 26 No. 3, pp. 287-295.
• Krugman, P. (1991), Geography and Trade, MIT Press, Cambridge, MA.
• Porter, M.E. (1990), The Competitive Advantage of Nations, Free Press, New York, NY.
• Porter, M.E. (1991): Nationale Wettbewerbsvorteile, München 1991
• Porter, M.E. (2008): On Competition, Boston MA 2008
• Tallman, S., Jenkins, M., Henry, N. and Pinch, S. (2004), “Knowledge, clusters and competitive advantage”, Academy of Management Review, Vol. 29 No. 2, pp. 258-271.

Management Accounting

• Cost type accounting: Cost concepts, recognition and evaluation of resources
• Cost center accounting: Expense distribution, stepladder method, equation method, indirect cost apportionment, special settlement of cost center service
• Costing: Causer-pays and marginal principle, output costing, equivalence number costing, overhead calculation, charge rate calculation
• Cost unit accounting: unit-of-output costing, cost unit period costing, total cost accounting, cost of sales accounting
• Standard cost accounting: Cost resolution, fixed and flexible planned cost calculation, marginal costing
• Breakeven analysis: Direct costing, multi-level fixed cost absorption, bottleneck-related contribution margin in operational production program planning
• Modern cost management: Relevance Lost, activity based costing, target costing

Financial Accounting

• Importance of financial accounting and initial overview
• Accounting principles and regulations: General approach, valuation and disclosure regulations (HGB)
• Total and sales cost format, annex
• International financial reporting (IFRS, US-GAAP)
• Accounting policy
• Auditing
• Balance sheet analysis: Choice of method(s), data processing, data evaluation
• Annual report analysis (financial: investment analysis, financing analysis, liquidity analysis; performance: cost analysis, earnings analysis, profitability analysis)

Exercise:

Both parts of the lecture include an exercise. For the Managment Accounting part there are also Web-based exercises for self-testing.

Literatur internes Rechnungswesen:

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
   • Horngren, C. T. /Bhimani, A./Datar, S. M./Foster, G. (2005): Management and Cost Accounting, 3rd ed., Harlow.

• Friedl, G./ Hofmann, C./Pedell, Burkhard. (2010): Kostenrechnung: eine entscheidungsorientierte Einführung, München.

• Joos-Sachse, T. (2006): Controlling, Kostenrechnung und Kostenmanagement, 4. Aufl., Stuttgart.
• Schweitzer, M./Küpper, H.-U. (2008): Systeme der Kosten- und Erlösrechnung, 9. Aufl., München.
• Weber, J./Weißenberger, B. (2010): Einführung in das Rechnungswesen, 8. Aufl., Stuttgart.

Literatur externes Rechnungswesen:

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
   • Coenenberg, A./Haller, A./Mattner, G./Schultze, W. (2009): Einführung in das Rechnungswesen, 3. Aufl., Stuttgart.

• Döring,U./Buchholz, R. (2009): Buchhaltung und Jahresabschluss, 11. Aufl., Berlin.
• Heinhold, M. (2010): Buchführung in Fallbeispielen, 11. Aufl., Stuttgart.

• Pellens, B./Fülbier, R. U./Gassen, J./Sellhorn, T. (2011): Internationale Rechnungslegung: IFRS 1 bis 9, IAS 1 bis 41, IFRIC-Interpretationen, Standardentwürfe Mit Beispielen, Aufgaben und Fallstudie 8. Aufl., Stuttgart.

• Wöhe, G./Döring, U. (2010): Einführung in die allgemeine Betriebswirtschaftslehre, 24. Aufl., München.

1. Gesetzestexte/Standards:

• Handelsgesetzbuch (HGB) (Achtung: BilMoG!), teilw. Aktiengesetz (AktG)

• Introduction to corporate finance and financial management of the multinational firm
• Valuation and capital budgeting (e.g., time value of money, valuing stocks and corporate bonds, discounted cash flow, net present value and other criteria, making capital investment decisions)
• Risk and return (e.g., measuring risk, risk and diversification, the cost of capital, dividend decisions, valuation principles such as WACC, APV, multiples and real options)
• Capital structure (e.g., equity financing and stocks, debt financing and corporate bonds, leasing and off-balance-sheet financing)
• Options and futures (e.g., call and put options, warrants and convertibles, financial risk management with derivates)
• Financing and financial planning of the multinational firm (e.g., financial statement analysis, short and long-term financial planning, cash and credit management)
• International corporate finance (e.g., foreign exchange exposure and management, international portfolio investments, international mergers and acquisitions)

Brealey, R.A./Myers, S.C./Marcus, A.J (2009): Fundamentals of Corporate Finance, 6e, Boston: McGraw-Hill.

Brealey, R.A./Myers, S.C./Allen, F. (2011): Principles of Corporate Finance, 10e, New York: McGraw-Hill.

Berk, J./DeMarzo, P. (2011): Corporate Finance, 2e, Boston: Pearson.

Eun, C.S./Resnick, B.G. (2012): International Financial Management, 6e, New York: McGraw-Hill.

Robin, J.A. (2010): International Corporate Finance, New York: McGraw-Hill.

Ross, S.A./Westerfield, R.W./Jaffe, J. (2009): Corporate Finance, 9e, New York: McGraw-Hill.

Ross, S.A./Westerfield, R.W./Jaffe, J. (2010): Corporate Finance: Core Principles and Applications, 3e, New York: McGraw-Hill.

Statistics

• Descriptive Statistics: Graphical representations, calculation of relevant measures of central tendency etc., also by using a computer; application of methods for large data sets, analysis and comparison of results, critical discussion and evaluation of methods;
• Probability theory: important laws, dependent probabilities, Bayes Rule; application to practical problems;
• Use and application of probability distributions , as e.g. Binomial and Normal distribution to Management and Engineering problems;
• Methods of inferential statistics: confidence intervals: theoretical background and applications; hypothesis testing: theoretical background and application to business problems; regression analysis: theoretical background and application.
  
  Operations Research
• Linear Programming: Modelling business decision situations, solving problems by Simplex method and by using software, theoretical background of Simplex procedure, Dual Simplex procedure and blocked variables, special cases (degeneracy etc.); sensitivity analysis
• Transportation planning: Modellung transportation and transshipment problems in global networks; Solving transportation problems using software
• Network Optimization problems: modelling production and transportation networks, solving planning problems in networks
• Integer Programming: Models using integer variables, e.g. in location decisions, branch and bound procedure
  

Ausgewählte Bücher:

D.R. Anderson / D.J. Sweeney / T.A. Williams / Martin: Quantitative Methods for Business. 11th Edition, Thomson, South Western 2008.

Bluman, Alan G.: Elementary Statistics - A brief version. Third Edition, McGrawHill 2006.
Bowerman, Bruce L. and O’Connell, Richard T.: Business Statistics in Practice, 4th edition, McGraw-Hill 2007.

Domschke, W., Drexl, A.: Einführung in Operations Research, 7. Auflage, Springer, Berlin et al. 2007.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 6. Auflage, Springer, Berlin et al. 2007

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 8th Edition, McGraw-Hill, 2005.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 2. Auflage, Pearson Verlag 2005.

Zudem: Skript und Unterlagen, die  zur Vorlesung herausgegeben werden.

Statistics

• Descriptive Statistics: Graphical representations, calculation of relevant measures of central tendency etc., also by using a computer; application of methods for large data sets, analysis and comparison of results, critical discussion and evaluation of methods;
• Probability theory: important laws, dependent probabilities, Bayes Rule; application to practical problems;
• Use and application of probability distributions , as e.g. Binomial and Normal distribution to Management and Engineering problems;
• Methods of inferential statistics: confidence intervals: theoretical background and applications; hypothesis testing: theoretical background and application to business problems; regression analysis: theoretical background and application.

Operations Research

• Linear Programming: Modelling business decision situations, solving problems by Simplex method and by using software, theoretical background of Simplex procedure, Dual Simplex procedure and blocked variables, special cases (degeneracy etc.); sensitivity analysis
• Transportation planning: Modellung transportation and transshipment problems in global networks; Solving transportation problems using software
• Network Optimization problems: modelling production and transportation networks, solving planning problems in networks
• Integer Programming: Models using integer variables, e.g. in location decisions, branch and bound procedure

Ausgewählte Bücher:

D.R. Anderson / D.J. Sweeney / T.A. Williams / Martin: Quantitative Methods for Business. 11th Edition, Thomson, South Western 2008.

Bluman, Alan G.: Elementary Statistics - A brief version. Third Edition, McGrawHill 2006.
Bowerman, Bruce L. and O’Connell, Richard T.: Business Statistics in Practice, 4th edition, McGraw-Hill 2007.

Domschke, W., Drexl, A.: Einführung in Operations Research, 7. Auflage, Springer, Berlin et al. 2007.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 6. Auflage, Springer, Berlin et al. 2007

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 8th Edition, McGraw-Hill, 2005.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 2. Auflage, Pearson Verlag 2005.

Zudem: Skript und Unterlagen, die  zur Vorlesung herausgegeben werden.

Business-to-business (B2B) markets play an important role in most economies. At the same time, B2B markets differ strongly from consumer goods markets. For example, companies’ buying decisions follow different rules than those of consuming individuals. Consequently, marketing mix decisions in B2B markets need to follow the specific circumstances in such markets.

The aim of this lecture is to enable students to understand the specifics of marketing in B2B markets. At the beginning, students learn which strategic marketing decisions may be most appropriate in industrial markets. Following that, the lecture will focus more on different options to design marketing mix elements - Pricing, Communication and Distribution - in B2B markets. We extend the student’s basic knowhow in marketing and focus on the specific requirements in B2B markets.

• The importance, specific characteristics and developments of B2B markets today
• Organizational buying behavior and the corporate buying process
• B2B marketing strategies regarding modes and time of market entry with focus on innovative industrial products
• Types of project-related cooperation in the B2B project business
• Specific operational marketing methods in communication (success factors of fares and exhibitions, importance of public relations for B2B markets); pricing (measuring willingness-to-pay via auctions; value-based pricing in industrial markets, bidding models and auctioning); distribution and channel strategies for B2B markets
• Marketing in complex value chains: Solving the problem of direct customers’ unwillingness to adopt innovative products by directly addressing indirect customers
  
  

Knowledge

The students will develop a thorough understanding of:

• How organizations and firms buy
• How marketing can be performed in complex value chains
• Promising market and competitive strategies in B2B markets
• Modes of cooperation in B2B markets
• Marketing-Mix decisions in B2B marketing (communication, pricing, distribution)

Skills

• analyzing the advantages and disadvantages of different target market, market entry, timing and allocation strategies;
• identifying and systematically address relevant partners when selling to business organizations;
• developing context-specific market-entry and timing strategies;
• making appropriate decisions for the pricing and communication of industrial products;
• applying the theoretical knowledge to business cases or real examples

Social Competence

The students will be able to

• having fruitful professional discussions;
• presenting and defending the results of their work in groupwork;

Self-reliance

• acquiring knowledge in the specific context independently and to map this knowledge onto other new complex problem fields.

Assessment

Written examination & Class participation in interactive elements (presentations, homework)

Blythe, J., Zimmerman, A. (2005) Business-to-Business Marketing: A global perspective, London, Thomson 

Monroe, K. B. (2002). Pricing: Making Profitable Decisions, 3^rd Edition

Morris, M., Pitt, L., Honeycutt, E. (2001), Business-to-Business Marketing, New York, Sage Publishing, 3rd Edition

Nagle, T., Hogan, J., Zale, J. (2009), Strategy and Tactics of Pricing, New York, Prentice Hall, 5th Edition

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural management
from both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

• Understanding “culture” and its impact on human interaction
• Verbal and non-verbal communication
• High and low context communication
• Role of formality and non-formality in communication
• Varying interpretations of symbols, rituals & gestures
• Managing diversity in domestic settings

• Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2^nd edition, Boston
• Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3^rd edition, Upper Saddle  River
• French, R. (2010): Cross-cultural Management in Work Organisations, 2^nd edition, London
• Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2^nd edition, Thousand Oaks
• Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2^nd edition, New York

Growing internationalization of companies and increased globalization require dealing with operations and specifics of international management as well as creating an understanding of intercultural differences. In order to help the students to understand these specifics and challenges accompanying international companies, the course will be divided in the following parts:

• Important Aspects in International Management
• Theories of Internationalization
• Specific characteristics of international companies and their strategies
• Organizational Structure and Leadership in international companies

During the course, the content will be covered from a theoretical as well as a practical point of view by using examples of different companies. In order to provide practical relevance to the course, a guest speaker from a well-known international company will be invited or alternatively a company visit will be organized as well as an analysis of a case study will take place. 

1. Course notes and materials provided before the lecture.
2. Selected books:
   • Bartlett/Ghoshal (2002): Managing Across Borders, The Transnational Solution, 2nd edition, Boston
   • Buckley, P.J./Ghauri, P.N. (1998), The Internationalization of the Firm, 2nd edition
   • Czinkota, Ronkainen, Moffett, Marinova, Marinov (2009), International Business, Hoboken
   • Dunning, J.H. (1993), The Globalization of Business: The Challenge of the 1990s, London
   • Ghoshal, S. (1987), Global Strategy: An Organizing Framework, Strategic Management Journal, p. 425-440
   • Praveen Parboteeah, K.,Cullen, J.B. (2011) , Strategic International Management, International 5th Edition
   • Rugman, A.M./Collinson, S. (2012): International Business, 6th Edition, Essex 2012

• Further knowledge of operational production management

• Traditional production planning and control concepts
• Recent production planning and control concepts
• Understanding and application of quantitative methods
• Further concepts regarding operational production management

Corsten, H.: Produktionswirtschaft: Einführung in das industrielle Produktionsmanagement, 12. Aufl., München 2009.

Dyckhoff, H./Spengler T.: Produktionswirtschaft: Eine Einführung, 3. Aufl., Berlin Heidelberg 2010.

Heizer, J./Render, B: Operations Management, 10. Auflage, Upper Saddle River 2011.

Kaluza, B./Blecker, Th. (Hrsg.): Produktions- und Logistikmanagement in Virtuellen Unternehmen und Unternehmensnetzwerken, Berlin et al. 2000.

Kaluza, B./Blecker, Th. (Hrsg.): Erfolgsfaktor Flexibilität. Strategien und Konzepte für wandlungsfähige Unternehmen, Berlin 2005.

Kurbel, K.: Produktionsplanung und ‑steuerung, 5., Aufl., München - Wien 2003.

Schweitzer, M.: Industriebetriebslehre, 2. Auflage, München 1994.

Thonemann, Ulrich (2005): Operations Management, 2. Aufl., München 2010.

Zahn, E./Schmid, U.: Produktionswirtschaft I: Grundlagen und operatives Produktionsmanagement, Stuttgart 1996

• Identification of the scope of production, operations and logistics management
• Understanding of actual challenges concerning production and logistics strategy
• Understanding operations as a competitive weapon
• Identification and design of the main elements of an operations strategy (level of vertical integration, technology strategy, location strategy, capacity strategy) of a company
• Evaluation of operation strategies of different companies and industrial sectors
• In depth discussion of methods and concepts of production and logistics management
• In depth discussion of lean management: Main goals and measures of lean management and lean production concepts, impact of lean management on production strategy
• Presentation and discussion of current research topics in the field of production and logistics management
• Integration of Problem-Based-Learning sessions in order to enhance teamworking and problem solving skills as well as presentation skills

Corsten, H. /Gössinger, R. (2009): Produktionswirtschaft – Einführung in das industrielle Produktionsmanagement, 12. Auflage, München: Oldenbourg.

Dyckhoff, H. /Spengler, T. (2007): Produktionswirtschaft – eine Einführung für Wirtschaftsingenieure, 2. Auflage, Berlin Heidelberg [u.a.]: Springer.

Heizer, J./Render, B (2011): Operations Management, 10. Auflage, Upper Saddle River.

Henderson, S./ Illidge, R./Machardy, P. (1994): Management for engineers, Oxford: Butterworth-Heinemann.

Porter, M. E. (2008): Wettbewerbsstrategie – Methoden zur Analyse von Branchen und Konkurrenten, 11. Auflage, Frankfurt/Main [u.a.]: Campus-Verlag.

Slack, N./ Lewis, M.(2002): Operations Strategy, Harlow u.a.

Swink, M./ Melnyk, S./ Cooper, M./ Hartley, J.(2011): Managing Operations across the Supply Chain, New York u.a.

Wortmann, J. C. (1992): Production management systems for one-of-a-kind products, Computers in Industry 19, S. 79-88

Womack, J./ Jones, D./ Roos, D. (1990): The Machine that changed the world; New York.

Zahn, E. /Schmid, U. (1996): Grundlagen und operatives Produktionsmanagement, Stuttgart:  Lucius & Lucius

Zäpfel, G.(2000): Produktionswirtschaft: Strategisches Produktions-Management, 2. Aufl., München u.a.

• International Trade Theory and Policy: 
  • Comparative Advantage, the Ricardian Model
  • The Heckscher-Ohlin Model
  • The Standard Trade Model
  • Intrasectoral Trade
  • International Trade Policy
• Open Economy Macroeconomics
  • The Foreign Exchange Market
  • Determinants of Prices, Interest Rates, Exchange Rates, Output in the Short Run
  • Determinants of Prices, Interest Rates, Exchange Rates, Output in the Long Run
  • Monetary and Fiscal and Exchange Rate Policies in Open Economies in the Long and the Short Run

Krugman/Obstfeld: International Economics, Longman, 9th ed. 2011

Mankiw/Taylor: Economics, South-Western 2008

Documents and notes handed out during the lecture.

• Introduction: Ten Principles of Economics

• Microeconomics:
  • Theory of the Household
  • Theory of the Firm
  • Competitive Markets in Equilibrium
  • Market Failure: Monopoly and External Effects
  • Government Policies
• Macroeconomics:
  • A Nation’s Real Income and Production
  • The Real Economy in the Long Run: Capital and Labour Market
  • Money and Prices in the Long Run
  • Aggregate Demand and Supply: Short-Run Economic Fluctuations
  • Monetary and Fiscal Policy in the Short and the Long Run

Mankiw/Taylor: Economics, South-Western 2008

Pindyck/Rubinfeld: Microeconomics, Prentice Hall International , 7^th ed.  2010

Documents and notes handed out during the lecture.

•   Basics of Logistics and Supply Chain Management
•   Basis of Information Management
•   Basics of Information Systems
•   Empirical Studies Related to IT in Supply Chains
•   Relevance of Information in the Supply Chain
•   Logistics Information Systems
•   Radio Frequency Identification (RFID)
•   E-Logistics
•   Electronic Sourcing
•   E-Supply Chains
•   Case Studies and New Technical Developments

• Kummer, S./Einbock, M., Westerheide, C.: RFID in der Logistik - Handbuch für die Praxis, Wien 2005.

Pepels, W. (Hsg.): E-Business-Anwendungen in der Betriebswirtschaft, Herne/Berlin 2002.

Reindl, M./Oberniedermaier, G.: eLogistics: Logistiksysteme und -prozesse im Internetzeitalter, München et al. 2002.

Schulte, C.: Logistik, 5. Auflage, München 2009

Wildemann, H.: Logistik Prozessmanagement, 4. Aufl., München 2009.

Wildemann H. (Hsg.): Supply Chain Management, München 2000.

• Analyzing the set-up phase of new enterprises as well as associated risks and opportunities; joint development of recommendations for the set-up phase
• Definition and consideration of possible legal forms; application to national and international examples from the industry
• Analysis of process-oriented business structures for efficient configuration of operational workflows
• Description and comparative analysis of possible organizational forms and transfer into the praxis; opportunities to organize a company in practice; pros and cons of different organizational forms
• Analysis of possible cooperation forms between companies and applications in the industry
• Development of different participation types for employers and employees within the company; discussion and reflection of legal principles based on practical examples
• Description of the basics concerning corporate culture and knowledge management, as well as options for the practical implementation
• Weighing up the pros and cons of process management; development of optimization options
• Integration of problem based learning sessions to work on relevant case studies; joint development of possible problem solving solutions within intercultural teams; preparation of the results with modern presentation methods

• Becker, J. / Kugeler, M. / Rosemann, M. (2005): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 5. Aufl., Berlin.
• Bullinger, H.-J. / Warnecke, H. J. (2003): Neue Organisationsformen im Unternehmen, 2. Auflage, Berlin.
• Eversheim, W. (2005): Integrierte Produkt- und Prozessgestaltung, Heidelberg.
• Gaitanides, M. (2007): Prozessorganisation: Entwicklung, Ansätze und Programme des Managements von Geschäftsprozessen, 2. Auflage, München.
• Heucher, M. et al. (2000): Planen, Gründen, Wachsen – Mit dem professionellen Businessplan zum Erfolg, 2. Auflage, Zürich.
• Hopfenbeck, W. (2002): Allgemeine Betriebswirtschafts- und Managementlehre – das Unternehmen im Spannungsfeld zwischen ökonomischen, sozialen und ökologischen Interessen, 14. Auflage, München.
• Porter, M. (1999): Wettbewerbsstrategie (competitive strategy): Methoden zur Analyse von Branchen und Konkurrenten, 10. Auflage, Frankfurt.
• Schreyögg, G. (2008): Organisation. Grundlagen moderner Organisationsgestaltung. 5. Auflage. GWV Fachverlag. Wiesbaden
• Wöhe, G. (2008): Einführung in die Allgemeine Betriebswirtschaftslehre, 23. Aufl., München.

Advanced topics of

• The Study of Organizations and Organizational Theories
• The processes of developing organizational structures for multinational firms
• Analysis and Design of Work
• Strategic Management of the Human Resource Function in international business
• Human Resource Planning and Recruitment in the global environment
• Managing performance measurement, compensation and benefits of international corporations
• Employee Development
• Employee Separation and Retention

Dessler, G.: Human Resource Management, 12/e, Boston: Pearson, 2010.

Gibson, J.L./ Ivancevich, J.M./ Donnelly, J.H./ Konopaske, R.: Organizations: Behavior, Structure, Processes, 13/e, Boston: McGraw-Hill, 2009.

Jones, G. R.: Organizational Theory, Design, and Change, 7/e, Boston: Pearson, 2013.

Mondy, R. W.: Human Resource Management, 12/e, Boston: Pearson, 2012.

Noe, R.A./ Hollenbeck, J.R./ Gerhart, B./ Wright, P.M.: Human Resource Management: Gaining a Competitive Advantage, 7/e, New York: McGraw-Hill, 2010.

Wird je nach Thema angegeben; in der Regel handelt es sich um wissenschaftliche Fachartikel und Publikationen, vorwiegend in englischer Sprache.

• Complex quantitative models for applications, e.g. production models with integrated inventory holding over time, portfolio models, revenue management models
• Advanced topics in linear programming, e.g, duality theory and its application, special structures as upper/lower bounds for variables; revised simplex method etc.
• Problems with multiple objectives and under uncertainty: adaption of linear programming models to realistic applications
• Advanced topics in integer programming: Modelling complex problems, e.g. from vehicle routing, and logical constraints; advanced  solutions procedures as branch and bound, cutting-plane procedures etc.
• Dynamic and non-linear programming and its applications in Management
• Applications of models and methods in the area of supply chain management and logistics, e.g. in location planning etc.
  

Bücher:

Albright, C., Winston, W.: Management Science Modeling. Revised Third Edition, South-Western 2009.

Eiselt, H.A., Sandblom, C.-L.: Linear Programming and its Applications, Springer 2007.

Eiselt, H.A., Sandblom, C.-L.: Integer Programming and Network Models, Springer 2000.

Eiselt, H.A., Sandblom, C.-L.: Decision Analysis, Location Models, and Scheduling Problems, Springer 2004.

Suhl, L., Mellouli, T.: Optimierungssysteme. Springer, Berlin et al., 2. Auflage, 2009.

Williams, H.P.: Model Building in Mathematical Programming. 5th edition, Wiley & Sons, 2013.

Winston, W., Venkataramanan, M.: Mathematical Programming. Operations Research, Volume 1, 4th Edition, Thomson, London et al. 2003.

Sowie ein Skript, das zur Vorlesung herausgegeben wird.

Special topics from different areas of the lecture are discussed in the seminar.

Students are required to use current publications from highly esteemed journals in their assignment and to write an essay on a relevant OR topic. Moreover, they have to prepare and give  a talk on that topic.

The seminar is research-oriented and focuses on relevant research topics from the field.

There is a limitation of  the number of seminar participants (36 students). If necessary, selection of participants will be based on the results in the Quantitative Methods module which is a prerequisite for this course.

Fachartikel (Journal Papers), die zu Beginn des Seminars bekanntgegeben werden.

Information provision: Ratios and ratio systems, balanced scorecard, reporting, information supply design

•       Operative planning: Budgeting, operative production planning

•       Operative controlling: Deviation analysis and forecasting

•       Tactical planning: Quantitative and qualitative business planning

•       Strategic planning: Portfolio analysis, SWOT analysis, resource-based view, experience curve concept

•       Coordination: Economies of scope, value-oriented business ratios, transfer pricing, incentive systems, principal-agent theory

•       Risk controlling: Value at risk, risk analysis, risk aggregation, risk management, risk control

•       Project controlling

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
3. Balakrishnan, R./Sivaramakrishnan, K./Sprinkle, G. (2009): Managerial Accounting, Hoboken.
4. Ewert, R./Wagenhofer, A. (2008): Interne Unternehmensrechnung, 7. Aufl., Berlin.
5. Merchant, K./Van der Stede, W. (2012): Management Control Systems: Performance Measurement, Evaluation, and Incentives, London.
6. Weber, J./Schäffer, U. (2011): Einführung in das Controlling, 13. Aufl., Stuttgart.

1. Skript und Aufgaben, die zur Vertiefung herausgegeben werden.
2. Weiterführende Literatur, die jeweils mit Blick auf die gesetzten Themenschwerpunkte spezifiziert wird

• Transmission of a profound understanding in logistics and supply chain management
• Transmission of theoretical approaches and methods in the field of logistics and supply chain management; transfer from theoretical concepts to business cases
• Identification of trends and challenges in national and international supply chains
• Elaboration and critical discussions concerning different supply chain configurations, as well as strategic supply chain approaches (e.g. push or pull-based strategies, efficiency vs. responsiveness)
• Elaboration of approaches and goals in the field of resource planning and supplier management
• Identification and analyzes of concepts in logistics management
• Implementation of the fields of purchasing, operations and sales into the business strategy
• Transmission of knowledge concerning demand management and distribution logistics
• Integration of a supply chain game based on the SCOR-model; preparation of the results with modern presentation methods

Bowersox, D. J., Closs, D. J. und Cooper, M. B. (2007): Supply chain logistics management, Boston, Mass. [u.a.], McGraw-Hill/Irwin.

Chopra, S. und Meindl, P. (2007): Supply chain management: strategy, planning, and operation, 3^rd edition, Upper Saddle River, NJ, Pearson/Prentice Hall.

Heizer, J. und Render, B. (2006): Principles of Operations Management. Prentice Hall.

Fisher, M. (1997): What is the right supply chain for your product?, Harvard Business Review, Vol. 75, No. pp., S. 105-116.

Kuhn, A. und Hellingrath, B. (2002): Supply Chain Management: optimierte Zusammenarbeit in der Wertschöpfungskette, Berlin [u.a.], Springer.

Larson, P., Poist, R., Halldórsson, Á. (2007): PERSPECTIVES ON LOGISTICS VS. SCM: A SURVEY OF SCM PROFESSIONALS, in: Journal of Business Logistics, Vol. 28, No. 1, 2007, S. 3ff.

Kummer, S., Hrsg. (2006): Grundzüge der Beschaffung, Produktion und Logistik, München: Pearson Studium.

Porter, M. (1986): Changing Patterns of International Competition, California Management Review, Vol. 28, No. 2, pp. 9-40.

Simchi-Levi, D., Kaminsky, P. und Simchi-Levi, E. (2008): Designing and managing the supply chain: concepts, strategies and case studies, 3. ed., McGraw-Hill.

Supply Chain Council (2010): Supply Chain Operations Reference (SCOR) model: Overview – Version 10.0, [online] :: http://supplychain.org/f/Web‐Scor‐Overview.pdf.

Swink, M., Melnyk, S. A., Cooper, M. B., Hartley, J. L. (2011): Managing Operations – Across the Supply Chain. McGraw-Hill/Irwin.

• Introduction: Overview of current trade flows and development of global business cooperation
• Networks explanations using neo institutional approaches as a theoretical basis
• Networks organization and functioning
• Development stages of networks
• Presentation of different network types such as supplier, production, disposal and logistics network as well as their respective requirements, peculiarities and characteristics

• Ballou, R. Business Logistics/Supply Chain Management, Upper Saddle River 2004.
• Bellmann, K. (Hrsg.): Kooperations- und Netzwerkmanagement, Berlin 2001.
• Bretzke, W.R.: Logistische Netzwerke, Berlin Heidelberg 2008.
• Blecker, Th. / Gemünden, H. G. (Hrsg.): Wertschöpfungsnetzwerke, Berlin 2006.
• Kaluza, B. / Blecker, Th. (Hrsg.): Produktions- und Logistikmanagement in virtuellen Unternehmen und Unternehmensnetzwerken, Berlin et al. 2000.
• Sydow, J. / Möllering: Produktion in Netzwerken, Berlin 2009.
• Willibald A. G. (Hrsg.): Neue Wege in der Automobillogistik, Berlin Heidelberg 2007.

This seminar addresses current topics of strategic relevance to multinational firms and provides students with the opportunity to enhance the theoretical capabilities which they have gained in earlier terms as well as to apply their knowledge to complex case studies taken from business practice. Thereby, the students will also strengthen their soft skills (e.g., team work, presentation skills) which are required for all kinds of project related jobs in an international business context. The general topic of the seminar and the detailed case studies will be announced in each semester. Cases include the following general topics:

• Evaluating industries and the business situation of multinational firms (e.g., identify strengths and weaknesses, analyze and forecast costs and benefits)
• Developing and applying international management strategies
• Managing business processes (including business process modeling and re-engineering)
• Managing international projects
• Managing change in a multinational firm

Information on the appropriate literature depends on the topics and will be updated each semester. Literature may include two textbooks (in addition to the ones below) that address the theoretical underpinnings of the general topic, journal articles, an introduction on how to develop case study solutions, and the case study text. General textbooks referred to are:

• Dess, G. G. / Lumpkin, G. T. / Eisner, A. B. / Kim, Bongjin: Strategic Management, 6th edition, New York: McGraw-Hill/Irwin, 2012.
• Jones, G. R. / Hill, C. W. L.: Theory of Strategic Management with Cases, 9th edition, South-Western: Cengage Learning, 2010.
• Larson, E. W. / Gray, C.: Project Management, 5th edition, Boston: McGraw-Hill, 2011.
• Mantel, S. J. / Meredith, J. R. / Shafer, S. M. / Sutton, M. M.: Project Management in Practice, 4th edition, New Jersey: Wiley, 2011.

The course gives the participants an overview about project management as a crossover discipline. It focuses on tasks, techniques and tools which enable effective and efficient planning, implementation and controlling of projects.

Project Management Institute (2008): A guide to the project management body of knowledge (PMBOK® Guide). 4. Aufl. Newtown Square, Pa: Project Management Institute.

Haberfellner, R. et al. (2002): Systems Engineering - Methodik und Praxis.  11. Aufl. Verlag Industrielle Organisation.

General description of course content and course goals

The purpose of the present course is to understand the theory and processes of negotiation as practiced in a variety of settings such as industrial marketing relations. A basic premise is that while students need analytical skills in order to develop optimal solutions, a broad array of negotiation skills is needed in order for these solutions to be accepted and implemented. Yet, even though we often negotiate, many students have limited knowledge about the strategies for and psychology of effective negotiations, which is going to be an important factor in their future careers. The course will highlight the components of an effective negotiation and teach students to analyze their own behavior in negotiations.

The course structure is experiential and problem-based, combining lectures, class discussion, assigned readings, media presentations, and the practice of negotiations. Through participation in problem-based negotiation exercises, students will have the opportunity to practice their communication and persuasion skills and to experiment with a variety of negotiating strategies and tactics. Through analysis of case studies, media, and discussion of readings on negotiation concepts and tactics, students will apply the lessons learned to ongoing, real-world negotiations.

Summarizing the most important contents

The students will find answers to the following fundamental questions of negotiation theory and practice:

• How do negotiations influence everyday life and business processes?
• What are key features of negotiations?
• What are different forms of negotiations? What kinds of negotiation can be distinguished?
• Which theoretical approaches to a theory of negotiation can be distinguished?
• How can game theory be applied to negotiation?
• What makes an effective negotiator?
• Which factors should be considered when planning negotiations?
• What steps must be followed to reach a deal?
• Are there specific negotiation tactics?
• What are the typical barriers to an agreement and how to deal with them?
• What are possible cognitive (mental) errors and how to correct them?

Professional Competence

Knowledge

Students can...

• explain the theory and underlying processes of negotiation as practiced in a variety of daily-life and business settings such as in industrial marketing relations.
• explain strategies for and psychology of effective negotiations in daily-life and business situations (e.g. the steps that must be followed to reach a deal, mental errors, and the typical barriers to an agreement).
• give an overview of the basics of game theory, (behavioral) decision theory, and negotiation analysis (e.g. distributive and integrative situations, core strategies and tactics, key concepts, stages, team building and roles, anchoring and first offers, multi-phase negotiations).

Skills

Students are capable of...

• simultaneously considering multiple factors in negotiation situations and taking reasoned actions when preparing and conducting negotiations.
• Analyzing and handling the key challenges of uncertainty, risk, intercultural differences, and time pressure in realistic negotiation situations.
• assessing the typical barriers to an agreement (e.g. lack of trust), dealing with hardball tactics (e.g. good cop, bad cop; lowball, highball; intimidation), and avoiding cognitive traps (e.g. unchecked emotions, overconfidence).
• reflecting on their decision-making in uncertain negotiation situations and derive actions for future decisions.

Personal Competence

Social Competence

Students can...

• provide appropriate feedback and handle feedback on their own performance constructively.
• enter into a dialogue with formerly unknown fellow students, participate in discussions, and present well-grounded arguments.
• constructively interact with their team members and lead team sessions and group work processes
• develop joint solutions in mixed teams and present them to others in real-world negotiation situations

Self-Reliance

Students are able to...

• assess possible consequences of their own negotiation behavior
• define own positions and tasks in the negotiation preparation process.
• justify and make elaborated decisions in authentic negotiation situations.

R.J. Lewicki / B. Barry / D.M. Saunders: Negotiation. Sixth Edition, McGraw-Hill, Boston, 2010.

H. Raiffa: Negotiation analysis. Belknap Press of Harvard Univ. Press, Cambridge, Mass, 2007.

R. Fisher / W. Ury: Getting to yes. Third edition. Penguin, New York, 2011.

M. Voeth / U. Herbst: Verhandlungsmanagement: Planung, Steuerung und Analyse. Schäffer-Poeschel, Stuttgart, 2009.

Harris, R.; Harris, C.; Wilson, E.: Making Materials Flow, Lean Enterprise Institute, Cambridge, 2003.

Ohno, T.: Das Toyota-Produktionssystem, Campus-Verlag, Frankfurt et al, 1993.

Rother, M.: Die Kata des Weltmarktführers. Toyotas Erfolgsmethoden, Campus-Verlag, Frankfurt et al, 2009.

Rother, M.; Shook, J.: Sehen lernen: Mit Wertstromdesign die Wertschöpfung erhöhen und Verschwendung beseitigen, Lean Management Institut, Aachen, 2006.

Rother, M.; Harris, R.: Creating Continuous Flow, Lean Enterprise Institute, Brookline, 2001.

Shingo, S.: A Revolution in Manufacturing. The SMED System, Productivity Press, 2006.

Womack, J. P. et al: Die zweite Revolution in der Autoindustrie, Frankfurt/New York, Campus Verlag, 1992.

• Principles of productivity management

• Shop floor management and standardisation

• Takt analysis and design of manual operations

• Maintenance Principles
  

• Total Productive Maintenance (TPM)

• Optimisation of set-up operations

• Analysis of interlinked production systems

Bokranz, R.; Landau, K.:Produktivitätsmanagement von Arbeitssystemen. Schäffer-Poeschel, Stuttgart, 2006.

Takeda, H.: Das synchrone Produktionssystem: Just-in-Time für das ganze Unternehmen. 5. Aufl., mi-Wirtschaftsbuch, FinanzBuch Verlag, München, 2006.

Nakajima, S.: Management der Produktionseinrichtungen (Total Productive Maintenance). Campus Verlag, New York, 1995.

Shingo, S.: A Revolution in Manufacturing: The SMED System. Productivity, Inc., 1985

• Innovation and service marketing (importance of innovative products and services, model, objectives and examples of innovation marketing, characteristics of services, challenges of service marketing)

• patterns of industrial development, patent and technology portfolios

• objectives and challenges of strategic foresight, scenario analysis, Delphi method

• Perceptual Maps, Gap Model

• Role of users in the innovation process, user communities, user innovation toolkits, lead users analysis

• Conjoint Analysis, Kano, QFD, Morphological Analysis, Blueprinting

• Basics of Pricing, Value-based pricing, Pricing models
  

• Basics of Sales Management, Assessing Customer Value, Planning Customer Visits

• Diffusion of Innovations, Communication Objectives, Communication Instruments

Bo Edvardsson et. al. (2006) Involving Customers in New Service Development, London

Joe Tidd & Frank M. Hull (Editors) (2007) Service Innovation, London

Von Hippel, E.(2005). Democratizing Innovation, Cambridge: MIT Press

Crawford, M., Di Benedetto, A. (2008). New  products management, 9th edition, McGrw Hill, Boston et al., 2008

This course is supposed to provide intense hands-on experiences with the entrepreneurial process, tools and concepts discussed in the lecture “Entrepreneurship” and additional online material. At the beginning of the class, students form teams to search for and create a scalable and repeatable business opportunity. Rather than writing a comprehensive business plan or designing the perfect product, both of which are highly difficult and risky investments in the uncertain front end of any business idea, we follow a lean startup approach. Student teams will have to think about all the parts of building a business and apply the tools of business model design and customer & agile development in order optimize the search for and creation of a business opportunity. Students will start by mapping the assumptions regarding each of the part in their business model and then devote significant time on testing these hypotheses with customers and partners outside in the field (customer development). Based on the gathered information, students should realize which of their assumptions were wrong, and figure out ways how to fix it (learning events called “pivots”). The goal is to proceed in an iterative and incremental way (agile development) to build prototypes and (minimum viable) products. Throughout the course, student teams will present their lessons-learned (pivots) and how their business models have evolved based on their most important pivots.

Blank, Steve (2013). Why the lean start-up changes everything. Harvard Business Review 91.5 (2013): 63-72.

Blank, Steven Gary, and Bob Dorf. The startup owner's manual: the step-by-step guide for building a great company. K&S Ranch, Incorporated, 2012.

Ries, Eric (2011). The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. Random House LLC, 2011.

This course introduces the fundamentals of technology entrepreneurship including its economic and cultural underpinnings. It highlights the differences between mere business ideas and scalable and repeatable business opportunities. It is designed to familiarize students with the process that technology entrepreneurs use to create business opportunities and to start companies. It involves taking a technology idea and finding a high-potential commercial opportunity, gathering resources such as talent and capital, figuring out how to sell and market the idea, and managing rapid growth. The course also discusses relevant concepts and tools from entrepreneurial strategy, such as disruptive innovations, technology adoption cycles and intellectual property, as well as from entrepreneurial marketing, such as product positioning and differentiation, distribution, promotion and pricing. Particular emphasis will be put on business model design and customer development proposed in the lean startup approach. All in all, the course is supposed to create the entrepreneurial mindset of looking for technology opportunities and business solutions, where others see insurmountable problems. This mindset of turning problems into opportunities can well be generalized from startups to larger companies and other settings.

Byers, T.H.; Dorf, R.C.; Nelson, A.J. (2011). Technology Ventures: From Idea to Enterprise. 3rd ed. McGraw-Hill, 2011.

Hisrich, P.; Peters, M. P.; Shepherd, D. A. (2009). Entrepreneurship, 8th ed., McGraw-Hill, 2009.

This course focuses on multinational firms and advanced issues of management, organizations, and human resource management. Selected topics focus, for example, on:

• Organizational strategy and design in a global environment
• International competition and organizational change
• Organizational behavior
• Competing in a global environment by cooperation (e.g., virtual organizations, strategic alliances)
• Business process design and business process reengineering
• International personnel recruitment and placement (e.g., personnel planning, employee testing)
• Strategic employee compensation (e.g., strategic pay plans) of multinational firms and employee relations (e.g., employee satisfaction models)
• Personnel planning methods
• Workplace analysis using specific time measurement methods and approaches

Bernardin, H.J.: Human Resource Management: An Experiential Approach, 4e, New York: McGraw-Hill, 2006.

Cascio, W.: Managing Human Resources: Productivity, Quality of Work Life, Profits, 6e, New York: McGraw-Hill, 2002.

French, W./Bell, C.H./Zawacki, R.A.: Organization Development and Transformation: Managing Effective Change, 5e, Chicago: McGraw-Hill, 1999.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E.: Strategic Management: Competitiveness and Globalization, Ohio: Cengage Learning, 2007.

Lynch, R.: Strategic Management, 5e, Harlow: Prentice Hall, 2008.

Robbins, S.P./Judge, T.A.:  Organizational Behavior, 14e, Harlow: Prentice Hall, 2008.

Spector, B.: Implementing Organizational Change: Theory and Practice, 3e, Harlow: Prentice Hall, 2006.

Selected journal articles.

• Analyze organizational strategies and structures of global firms
• Model and analyze business processes of international firms using standard software tools
• Personnel planning using operations research methodologies (e.g., forecasting procedures, linear programming, neural networks)
• Develop and measure causal models for analyzing the satisfaction of employees with different cultural backgrounds
• Workplace analysis using specific time measurement methods and approaches

Cascio, W.: Managing Human Resources: Productivity, Quality of Work Life, Profits, 6e, New York: McGraw-Hill, 2002.

French, W./Bell, C.H./Zawacki, R.A.: Organization Development and Transformation: Managing Effective Change, 5e, New York: McGraw-Hill, 1999.

Robbins, S.P./Judge, T.A.: Organizational Behavior, 14e, Harlow: Prentice Hall, 2008.

Spector, B.: Implementing Organizational Change: Theory and Practice, 3e, Harlow: Prentice Hall, 2006.

Information on the appropriate literature depends on the topics and will therefore be updated each semester.

The role of technology for the competitive advantage of the firm and industries; Basic concepts, models and tools for the management of technology; managerial decision making regarding the identification, selection and protection of technology (make or buy, keep or sell, current and future technologies). Theories, practical examples (cases), lectures, interactive sessions and group study.

This lecture is part of the Module Technology Management and can not separately choosen.

Product Planning Process

This integrated lecture is designed to understand major issues, activities and tools in the context of systematic product planning, a key activity for managing the front-end of innovation, i.e.:
•    Systematic scanning of markets for innovation opportunities
•    Understanding strengths/weakness and specific core competences of a firm as platforms for innovation
•    Exploring relevant sources for innovation (customers, suppliers, Lead Users, etc.)
•    Developing ideas for radical innovation, relying on the creativeness of employees, using techniques to stimulate creativity and creating a stimulating environment
•    Transferring ideas for innovation into feasible concepts which have a high market attractively

• In the beginning the students get insight of the functionality of a service-oriented architecture.
• Then the students will get a logistic problem to solve in small groups.
• The elaborations result shall be one or more programmed services/module that together with the other groups result completes a total application.

Skripte und Textdokumente, die während der Vorlesung herausgegeben werden

This course examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures and the early stages of company development. The course addresses key questions relevant to both startup and corporate entrepreneurs: How much money can and should be raised? When should it be raised and from whom? What is a reasonable valuation of the company? How should funding, employment contracts and exit decisions be structured? This course will focus on the finance principles related to the risk & return of venture capital, the valuation of high growth companies, the capital structure specific to venture capital-backed companies, and investment decisions under uncertainty. Three main topics will be covered:

(1) New business opportunity valuation: Most time will be devoted to the understanding and application of tools to valuate early stage business opportunities and high-growth companies versus mature companies. Standard tools for financial and liquidity planning as well as discounted cash flow valuation will be applied to startup situations. Furthermore, the venture capital method, analysis of comparables and the real options approach to valuation are introduced.

(2) Financing and employment contracts: We will discuss the main sources of financing that entrepreneurs can choose from. Particular emphasis will be put on venture capital funds and their fund raising process. The design of financial contracts will be analyzed in terms of addressing information and incentive problems in uncertain environments. Employment contracts will be motivated as a compensation device to attract and retain key employees.

(3) Growth and exit strategies: We will discuss entrepreneurs’ option to grow or exit. Liquidity events are considered such as initial public offering, sale or merger as compared to independent growth as a private company. We also examine later stage options such as mezzanine financing and buy-outs and the specifics of international growth.

Guest lecturers will present the latest trends in these areas. The ideal audience for the course will be students who are interested in technology entrepreneurship, either at startups or within larger organizations. It is also useful for those pursuing careers in corporate finance or valuation consulting.

Metrick, Andrew, and Ayako Yasuda. Venture Capital and the Finance of Innovation. Wiley, 2010.
Leach, J., and Ronald Melicher. Entrepreneurial finance. Cengage Learning, 2011.
Selected cases will be made available during class.

In order to sustain competitive advantage, established firms must do more than lower costs, increase quality and better serve customers. They have to be faster, more flexible, more aggressive and more innovative while operating under resource constraints. In short, they must be more entrepreneurial. While most CEOs would subscribe to this point of view, yet few companies seem to be able to fully embrace the issues of corporate entrepreneurship, the subject matter of this course. This is an overview course on corporate entrepreneurship. It is not designed to cover all of the aspects of the corporation that affect the firm’s organization, strategy and performance. Rather, it is designed to introduce students to the different forms, core concepts and analytical tools in corporate entrepreneurship in order to enable the creation of viable new businesses within the context of an established organization. The course will address the development of an internal culture, strategy and structure supportive to corporate entrepreneurship, the international dimension of corporate entrepreneurship as well as the analysis of potential synergies and barriers between potential new ventures and the existing organization. To achieve these goals, the course will combine (1) class lectures on key theoretical concepts, tools, and management approaches, (2) an in-depth case analysis of a classic Harvard Business School case, and (3) a real life case brought to the class room by actual company representatives upon which student teams develop their project work.

Morris, Michael, Donald Kuratko, and Jeffrey Covin. Corporate entrepreneurship & innovation. Cengage Learning, 2010.

Christensen, Clayton M., and Ho Howard Yu. "Pitney Bowes Inc." Harvard Business School Case 607-034, November 2006.

• Identification of missions and changing requirements on controlling
• Differentiating managerial accounting, production management, logistics and supply chain controlling
• Considering global dispersed supply chain networks in production management and supply chain controlling
• Analyzing investment projects and resulting effects (investment control, risk management in investment)
• In depth knowledge in planning, realizing and controlling investments
• Developing characteristics of differentiation for cost and activity accounting (aim, purpose, opportunities in structuring etc.)
• In depth knowledge in cost management (cost types and units)
• Budgeting in practice; Analysis of existing methods
• Development of an approach in activity based costing
• Application of target costing
• Knowing the importance and method of life cycle costing
• Applying performance figures in production and logistics
• Developing recommendations for problem solving  by using problem based learning sessions for case studies; thereby preparing and presenting results in intercultural teams

Altrogge, G. (1996): Investition, 4. Aufl., Oldenbourg, München

Betge, P. (2000): Investitionsplanung: Methoden, Modelle, Anwendungen, 4. Aufl., Vahlen, München.

Christopher, M. (2005): Logistics and Supply Chain Management, 3. Aufl., Pearson Education, Edinburgh.

Eversheim, W., Schuh, G. (2000): Produktion und Management. Betriebshütte: 2 Bde., 7. Aufl., Springer Verlag, Berlin.

Günther, H.-O., Tempelmeier, H. (2005): Produktion und Logistik, 6. Aufl., Springer Verlag, Berlin.

Hahn, D. Horváth, P., Frese, E. (2000): Operatives und strategisches Controlling, in: Eversheim, W., Schuh, G. (Hrsg.): Produktion und Management. Betriebshütte: 2 Bde. Springer Verlag, Berlin.

Hansmann, K.-W. (1987): Industriebetriebslehre, 2. Aufl., Oldenbourg, München.

Hoitsch, H.-J. (1993): Produktionswirtschaft: Grundlagen einer industriellen Betriebswirtschaftslehre, 2. Aufl., Vahlen, München.

Horváth, P. (2011): Controlling, 12. Aufl., Vahlen, München.

Kruschwitz, L. (2009): Investitionsrechnung, 12. Aufl., Oldenbourg, München.

Martinich, J. S. (1997): Production and operations management: an applied modern approach. Wiley.

Preißler, P. R. (2000): Controlling. 12. Aufl., Oldenbourg Wissenschaftsverlag, München.

Weber, J. (2002): Logistik- und Supply Chain Controlling, 5. Auflage, Schaeffer-Poeschel Verlag, Stuttgart.

Wildemann, H. (1987): Strategische Investitionsplanung, Methoden zur Bewertung neuer Produktionstechnologien, Gabler, Wiesbaden.

Wildemann, H. (2001): Produktionscontrolling: Systemorientiertes Controlling schlanker Produktionsstrukturen, 4. Aufl. TCW, München.

• Introduction - Basic concepts and objects within the area of strategic management 
• Objectives, corporate strategies, mission statements and management systems as an object of strategic management 
• Theoretical perspectives of strategic management 
• Analysis and design of selected strategies 
• Strategic (planning) processes 
• Integrative application of knowledge based on a number of selected case studies 

Theoretical, conceptual parts are devoted to the processing and discussion of theoretical contributions from  current management research, which are practically applied in case studies and simulations.

Bamberger, I./Wrona, T. (2012): Strategische Unternehmensführung. Strategien – Systeme – Prozesse,  
2. überarbeitete und erweiterte Auflage, München 2012

Bamberger, I./Wrona, T. (2012): Strategische Unternehmensberatung, 6. erweiterte Auflage, Wiesbaden 2012

Bamberger, I./Wrona, T. (1996): Der Ressourcenansatz und seine Bedeutung für die Strategische Unternehmensführung, in: Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (zfbf), 2/1996, S. 130-153

Bowman, E.H./Singh, H./Thomas, H. (2002): The domain of strategic management: History and evolution, in: Pettigrew, A./Thomas, H./Whittington, R. (Hrsg.): Handbook of strategy and management, London u.a. 2002, S. 31-51

Grant, R. M. (2013): Contemporary strategy analysis. Chichester/West Sussex

Johnson, G./Scholes, K./Whittington, R. (2008): Exploring corporate strategy. Text and cases, 8. Aufl., Harlow 2008

Johnson, G./Scholes, K./Whittington, R. (2011): Strategisches Management. Eine Einführung: Analyse, Entscheidung und Umsetzung, München

Kreikebaum, H./Gilbert, D. U./Behnam, M. (2011): Strategisches Management, Stuttgart.

Mintzberg, H./Ahlstrand, B./Lampel, J. (2002): Strategy safari, New York 2002 (in deutscher Sprache: Dies. (2007): Strategy Safari: Eine Reise durch die Wildnis des strategischen Managements, Heidelberg 2007) Porter, M. E. (2008): Wettbewerbsstrategie. Methoden zur Analyse von Branchen und Konkurrenten, 11. Aufl., Frankfurt 2008

Porter, M. E. (2008): Wettbewerbsstrategie. Methoden zur Analyse von Branchen und Konkurrenten, 11. Aufl., Frankfurt 2008

Wheelen, T. L./Hunger, D. J. (2012): Strategic management and business policy. Toward global sustainability, Boston/Columbus et al.

zu Knyphausen-Aufseß, D. (2000): Theoretische Perspektiven des strategischen Managements, in: Welge, M.K./Al-Laham, A./Kajüter, P. (Hrsg.): Praxis des strategischen Managements, Wiesbaden 2000, S. 39-65

• Single-degree-of-freedom systems: undamped and damped vibration, free vibration, forced vibrations due to harmonic, periodical or arbitrary loading, natural frequency, damping
• vibration isolation
• solution in the frequency-domain (Fourier transformation), solution in the time-domain
• multi-degree-of-freedom systems: continuous or discrete systems, modelling with finite elements, generalisation
• modal analysis
• power iteration according to v.Mises
• earthquake loading: seismological basics, response spectrum method
• wind-induced vibrations: engineering meteorology, aerodynamic, classification of excitation mechanisms

Clough, R.W., Penzien, J.: Dynamics of Structures. 2. Aufl., McGraw-Hill, New York, 1993.

∙    basics of fatigue stress and fatigue resistance and determination of fatigue strength,

∙    determination anduse of S-N-curves and classification of notch effects,

∙    set up of determination of fatigue strength under dynamic load using the accumulation formula by Palmgren-Miner,

∙    set up of determination of fatigue strength in different examples,

∙    basics of construction and design regarding the problem of material fatigue,

∙    basics of linear elastic fracture mechanics under static and dynamic load,

∙    determination of lifetime of steel construction based on linear elastic fracture mechanics in different examples.

∙    Seeßelberg, C.; Kranbahnen - Bemessung und konstruktive Gestaltung; 3. Auflage;      Bauwerk-Verlag; Berlin 2009

∙    Kuhlmann, Dürr, Günther; Kranbahnen und Betriebsfestigkeit; in Stahlbau Kalender 2003; Verlag Ernst & Sohn; Berlin 2003

∙    Deutscher Stahlbau-Verband (Hrsg.); Stahlbau Handbuch Band 1 Teil B; 3. Auflage; Stahlbau-Verlagsgesellschaft; Köln 1996

∙    Petersen, C.; Stahlbau; 3. überarb. und erw. Auflage; Vieweg-Verlag; Braunschweig 1993

∙    DIN V ENV 1993-1-1: Eurocode 3; Bemessung und Konstruktion von Stahlbauwerken; Teil 1-1: Allgemeine Bemessungsregeln, Bemessungsregeln für den Hochbau; 1993

∙    DIN V ENV 1993-6: Eurocode 3; Bemessung und Konstruktion von Stahlbauwerken; Teil 6: Kranbahnen; 2001

∙    DIN-Fachbericht 126. Richtlinie zur Anwendung von DIN V ENV 1993-6; Nationales Anwendungsdokument (NAD); Berlin 2002

• Fundamentals of harbor engineering
  • Maritime transportation and waterways engineering
  • Ships
• Elements of harbors
  • Harbor approaches and water-side harbor areas
  • Terminal design and handling of cargo
  • Quay-walls and piers
  • Equipment of harbors
  • Sluices and other special constructions
• Connection to inland transportation / inland waterway transportation
• Protection of harbors
  • Breakwaters and Jetties
  • Wave protection of harbors
• Fishery and other small harbors

• Planning and implementation of major projects
• Market analysis and traffic relations
• Planning process and plan 
• Port planning in urban neighborhood
• Development of the logistics center "Port of Hamburg" in the metropolis
• Quays and waterfront structure
• Special planning Law Harbor - securing of a flexible use of the port
• Dimensioning of quays
• Flood protection structures
• Port of Hamburg - Infrastructure and development
• Preparation of areas
• Scour formation in front of shore structures
  

prestressed structures

• basis of prestressed structures
• differences between reinforced and prestressed concrete structures
• history of prestressing
• construction materials: concrete, tendons, ducts, anchorage systems
• construction: prestressing methods
• prestressing forces and member forces (friction, elongation)
• tendon layout
• time dependant prestressing losses
• design of prestressed structures
• design of anchorage region
• non-bonded prestressing
• prestressed flat slabs

Concrete bridges

• history of bridges
• design of bridges
• loads on bridges
• member forces for slab, T-beam, hollow box, frame and arch bridges
• precast bridges - precast segmental bridges
• bearings
• abutments, columns
• construction methods

• Vorlesungsumdruck
• Rombach, G. (2003): Spannbetonbau. Ernst & Sohn, Berlin
• Wicke, M. (2002): Anwendung des Spannbetons. Betonkalender 2002, Teil II, S. 113-180, Verlag Ernst & Sohn, Berlin
• Leonhardt, F. (1980): Vorlesungen über Massivbau. Teil 5: Spannbeton. Berlin
• Mehlhorn, G. (2007): Handbuch Brücken, Springer Verlag
• Schäfer, H.; Kaufeld, K. (1997): Massivbrücken. Betonkalender Teil II, S. 443ff, Ernst & Sohn, Berlin
• Menn, Ch. (1986): Stahlbetonbrücken. Springer Verlag, Wien

The lecture gives deeper insight how important logistics are as a competetive factor for construction projects and which issues are to be adressed.

The following toppics are covered:

• competetive factor logistics
• the concept of systems, planning and coordination of logistics
• material, equipment and reverse logistics
• IT in construction logistics
• elements of the planning model of construction logistics and their connections
• flow oriented logistics systems for construction projects
• logistics concepts for ready to use construction projects (especially procurement and waste removel logistics)
• best practice examples (construction logistics Potsdamer Platz, recent case study of the region)

Contents of the lecture are deepened in special exercises.

Flämig, Heike: Produktionslogistik in Stadtregionen. In: Forschungsverbund Ökologische Mobilität (Hrsg.) Forschungsbericht Bd. 15.2. Wuppertal 2000.

Krauss, Siri: Die Baulogistik in der schlüsselfertigen Ausführung,  Bauwerk Verlag GmbH Berlin 2005.

Lipsmeier, Klaus: Abfallkennzahlen für Neubauleistungen im Hochbau : Verlag Forum für Abfallwirtschaft und Altlasten, 2004.

Schmidt, Norbert: Wettbewerbsfaktor Baulogistik. Neue Wertschöpfungspotenziale in der Baustoffversorgung. In: Klaus, Peter: Edition Logistik. Band 6. Deutscher Verkehrs-Verlag. Hamburg 2003.

Within the lecture, the main aspects of project development and management are tought:

• Terms and definitions of project management
• Advantages and disadvantages of different ways of project handling
• organization, information, coordination and documentation
• cost and fincance management in projects
• time- and capacity management in projects
• specific methods and instruments for successful team work
  

Contents of the lecture are deepened in special exercises.

Theoretical basics of Geo-Information-Systems

• Data models, geographical coordinates, geo-referencing, map-views
• Data mining and – analyses of geo-data 
• Analysis techniques

The lecture focusses on:

• Regulatory Framework (e.g. WFD)
• Main instruments for the water management and protection
• In depth knowledge of relevant measures of water pollution control
• Urban drainage, treatment options in different regions on the world
• Rainwater management, improved management of heavy rainfalls, downpours, rainwater harvesting, rainwater infiltration
• Case Studies and Field Trips
  

The literature listed below is available in the library of the TUHH.

• Water and wastewater technology Hammer, M. J. 1., & . (2012). (7. ed., internat. ed.). Boston [u.a.]: Pearson Education International.
• Water and wastewater engineering : design principles and practice: Davis, M. L. 1. (2011). . New York, NY: McGraw-Hill.
• Biological wastewater treatment: (2011). C. P. Leslie Grady, Jr.  (3. ed.). London, Boca Raton,  Fla. [u.a.]: IWA Publ. 

The lecture focusses on:

• Regulatory Framework (e.g. WFD)
• Main instruments for the water management and protection
• In depth knowledge of relevant measures of water pollution control
• Urban drainage, treatment options in different regions on the world
• Rainwater management, improved management of heavy rainfalls, downpours, rainwater harvesting, rainwater infiltration
• Case Studies and Field Trips
  

The literature listed below is available in the library of the TUHH.

• Water and wastewater technology Hammer, M. J. 1., & . (2012). (7. ed., internat. ed.). Boston [u.a.]: Pearson Education International.
• Water and wastewater engineering : design principles and practice: Davis, M. L. 1. (2011). . New York, NY: McGraw-Hill.
• Biological wastewater treatment: (2011). C. P. Leslie Grady, Jr.  (3. ed.). London, Boca Raton,  Fla. [u.a.]: IWA Publ. 

1. Introduction
2. Nonlinear phenomena
3. Mathematical preliminaries
4. Basic equations of continuum mechanics
5. Spatial discretization with finite elements
6. Solution of nonlinear systems of equations
7. Solution of elastoplastic problems
8. Stability problems
9. Contact problems

[1] Alexander Düster, Nonlinear Structrual Analysis, Lecture Notes, Technische Universität Hamburg-Harburg, 2014.
[2] Peter Wriggers, Nonlinear Finite Element Methods, Springer 2008.
[3] Peter Wriggers, Nichtlineare Finite-Elemente-Methoden, Springer 2001.
[4] Javier Bonet and Richard D. Wood, Nonlinear Continuum Mechanics for Finite Element Analysis, Cambridge University Press, 2008.

• Field experiments
• Short lecture on laboratory tests
• soil analysis
• laboratory test
• soil clasification
• Creating a ground and foundation report
  

• DIN-Taschenbuch 113, Erkundung und Untersuchung des Baugrundes
  

• Vertical drains
• Piles
• Ground improvement (Deep Compaction, Soil mixing)
• Vibration driving
• Jet grouting
• Slurry wall
• Deep excavation
  

• EAK (2002): Empfehlungen für Küstenschutzbauwerke
  
• EAU (2004): Empfehlungen des Arbeitsausschusses Uferbauwerke
  
• EAB (1988): Empfehlungen des Arbeitskreises Baugruben
  
• Grundbau-Taschenbuch, Teil 1-3, (1997), Ernst & Sohn Verlag
  

With help of a project teamwork the subjects of the course "Concrete Structures" is practiced, discussed and presented.

• concrete buildings 
• actions on structrues
• bracing systems
• slabs (line and point supported plates and floor slabs)
• membranes and deep beams
• shells and folded plates
• reinforced and prestressed members

- Vorlesungsunterlagen 

• Basics of planning and design
  • Water levels
  • Currents
  • Waves
  • Ice
• Planning and Design in Coastal Engineering
  • Functional and constructional design
  • Determination of design parameters
  • Design-approaches
    • Filter
    • Rubble mound constructions
    • Piles
    • Vertical constructions

Coastal Engineering Manual, CEM

Vorlesungsumdruck

An introduction in safety and risk assessment is given and some typical problems of structural and environmental engineering are treated:

• basics in safety and reliability of technical facilities
• safety and reliability analysis methods
• risk assessment
• practical examples and excursions
• discussions and presentations 

- Vorlesungsunterlagen

- Schneider, J., Schlatter, H.P.: Sicherheit und Zuverlässigkeit im Bauwesen. www.risksafety.ch/files/sicherheit_und_zuverlaessigkeit.pdf‎

• Local-buckling of plated structures
  
• Warping torsion
  
• Composite-girders, -columns, -slabs, -bridges
• Principles in composite constructions
• Bridge-design and -construction

Petersen, C.: Stahlbau, 4.Auflage 2013, Springer-Vieweg Verlag

Minnert, J. Wagenknecht, G.: Verbundbau-Praxis - Berechnung und Konstruktion nach Eurocode 4, 2.Auflage 2013, Bauwerk Beuth Verlag

Lecture Contents ,Steel Bridge Construction'
Dr.-Ing. Jörg Ahlgrimm

- From tendering and contracting to completion - the development of a steel bridge

- Contents of a bridge static - structural details, examples of analysis in detail:

   -> effective width in regard to the longitudinal stiffeners

   -> Bearing point, bearing stiffener

   -> Crossbeam breakthrough, crossbeam reinforcement

   -> Analysis of the Rib-to-Floorbeam (RF) connection (web-tooth of the floorbeam  between trapezoidal shaped Ribs)

- Steel grades, -designation, testing methods and approval certificates

- Nondestructive weld inspecting

- Corrosion protection

- Bridge bearing - types, format, function, dimensioning, installation

- Expansion Joints

- Oscillation of bridge hangers and cables - oscillation damper

- Opening bridges- Detailed reviews to different assembling procedures and - implements

- Selective damage events

Requirements: Basic knowledge in the calculation, dimensioning, and construction of structural elements and joints of constructional steelwork

• Herbert Schmidt, Ulrich Schulte, Rainer Zwätz, Lothar Bär:
  Ausführung von Stahlbauten

• Petersen, Christian: Stahlbau, Abschnitt Brückenbau

• Ahlgrimm, J., Lohrer, I.: Erneuerung der Eisenbahnüberführung in Fulda-Horas über die Fulda, Stahlbau 74 (2005), Heft 2, S. 114

• Definitions
• Historical development in tunneling
• Geology for tunneling
• Hard rock tunneling (construction composite and machines)
• Tunnelung in temporarly stable soil with conventional construction methods
• Tunneling in soft soils (form of supports, shield types, compressed air application)
• Pipe jacking
• Tunnel Lining, tunnel supporting structures
• Calculation approaches for supporting structures in shield-driven tunnels
• Surveying for tunneling
• Safety requirements
• Construction Contract
• Literature and sources
  

• Vorlesung/Übung s. www.tu-harburg.de/gbt
  

- kinematics
- calibration
- tracking systems
- navigation and image guidance
- motion compensation
The seminar extends and complements the contents of the lecture with respect to recent research results.

Spong et al.: Robot Modeling and Control, 2005
Troccaz: Medical Robotics, 2012
Further literature will be given in the lecture.