• Foundation of empirical research
• Types of scientific statements
• Objectives of empirical research (designs)
• Special research questions of international management research
• Content and process of quantitative international management research 
• Content and process of qualitative international management research
• General issues of empirical research (indication of research designs, quality criteria)
• Literature reviews as examples of non-empirical research

• Bortz, J./Döring, N. (2006): Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler, 4. überarb. Aufl., Nachdruck, Heidelberg 2009.
• Brühl, R. (2014): Wie Wissenschaft Wissen schafft - Wissenschaftstheorie für Sozial- und Wirtschaftswissenschaften, Stuttgart 2014 (UTB Taschenbuch)
• Bryman, A./Bell, E. (2015). Business research methods. Oxford University Press, USA.
• Eisenhardt, K. M./Graebner, M. E. (2007): Theory building from cases: Opportunities and challenges, in: Academy of Management Journal, 50. Jg. 2007, Heft 1, S. 25-32.
• Flick, U. (2009). An Introduction to Qualitative Research (4th ed.). Thousand Oaks, CA: Sage Publications.
• Kirsch, W./Seidl, D./van Aaken, D. (2007): Betriebswirtschaftliche Forschung. Wissenschaftstheoretische Grundlagen und Anwendungsorientierung, Stuttgart 2007.
• Oesterle, Michael-Jörg, and Stefan Schmid. "Internationales Management." Forschung, Lehre, Praxis. Schäffer-Poeschel, Stuttgart (2009).
• Töpfer, A. (2009): Erfolgreich forschen, Berlin/Heidelberg 2009.
• Wrona, T. (2005): Die Fallstudienanalyse als wissenschaftliche Forschungsmethode, ESCP-EAP Working Paper Nr. 10, Berlin 2005 (wird zum Download zur Verfügung gestellt).
• Wrona, T./Bauer, A. (i.V.): Theory-based Qualitative Case Study Research (Lehrbuch in Vorbereitung)

Übungstexte, 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 cluster- and country-related seminar thesis
  

• 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.

• Importance of financial accounting and initial overview
• Balance sheet and income statement
• Total and sales cost format, annex
• Accounting principles and regulations: General approach, valuation and disclosure regulations (HGB)
• 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)
• 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)

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.

• Brealey, R.A./Myers, S.C./Allen, F. (2020): Principles of Corporate Finance, 13e, New York: McGraw-Hill. 

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

• Berk, J./DeMarzo, P. (2017): Corporate Finance, 5e, Boston: Pearson.

   3. Gesetzestexte/Standards:

• Handelsgesetzbuch (HGB) (Achtung: BilMoG!), teilw. Aktiengesetz (AktG) http://www.gesetze-im-internet.de/hgb/index.html

• Cost type accounting: Cost concepts, recognition and evaluation of resources
• Cost center accounting: Expense distribution, stepladder method, equation method, indirect cost apportionment
• 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
• 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)

Exercise:

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

Mandatory literature:

Brealey, R.A./Myers, S.C./Marcus, A.J (2020): Fundamentals of Corporate Finance, 10e, New York: McGraw-Hill.

Additional literature:

Brealey, R.A./Myers, S.C./Allen, F. (2020): Principles of Corporate Finance, 13e, New York: McGraw-Hill.

Berk, J./DeMarzo, P. (2017): Corporate Finance, 5e, Boston: Pearson.

Eun, C.S./Resnick, B.G. (2018): International Financial Management, 8e, New York: McGraw-Hill.

Ross, S./Westerfield, R./Jaffe, J./Jordan, B. (2016): Corporate Finance, 11e, New York: McGraw-Hill.

Ross, S.A./Westerfield, R.W./Jaffe, J./Jordan, B. (2018): Corporate Finance: Core Principles and Applications, 5e, 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 and their use in scientific projects and business practice
• 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 in research practice.
  
  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 and interpretation
  
• 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, Network Planning as a research topic
  
• 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, 8th edition, McGraw-Hill 2016.

Domschke, W., Drexl, A.: Einführung in Operations Research, 9. Auflage, Springer, Berlin et al. 2015.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 8. Auflage, Springer, Berlin et al. 2015

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 11th Edition, McGraw-Hill, 2014.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 5. Auflage, Pearson Verlag 2016.

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 and their use in scientific projects and business practice
• 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 in research practice.
  
  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 and interpretation
• 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, Network Planning as a research topic
• 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, 8th edition, McGraw-Hill 2016.

Domschke, W., Drexl, A.: Einführung in Operations Research, 9. Auflage, Springer, Berlin et al. 2015.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 8. Auflage, Springer, Berlin et al. 2015

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 11th Edition, McGraw-Hill, 2014.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 5. Auflage, Pearson Verlag 2016.

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
• Understanding of international conditions for the development of a production and logistics strategy
• In depth discussion of different roles and design elements of a global manufacturing footprint
• 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 and logistics strategies
• Analysis of the impact of digitalization on production and logistics strategies
• 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

Arvis, J.-F. et al. (2018): Connecting to Compete - Trade Logistics in the Global Economy, Washington, DC, USA: The World Bank Group, Download: https://openknowledge.worldbank.org/handle/10986/29971

Corsten, H. /Gössinger, R. (2016): Produktionswirtschaft - Einführung in das industrielle Produktionsmanagement, 14. Auflage, Berlin/ Boston: De Gruyter/ Oldenbourg.  

Heizer, J./ Render, B./ Munson, Ch. (2016): Operations Management (Global Edition), 12. Auflage, Pearson Education Ltd.: Harlow, England.

Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, Hamburg: DVV Media Group

Nyhuis, P./ Nickel, R./ Tullius, K. (2008): Globales Varianten Produktionssystem - Globalisierung mit System, Garbsen: Verlag PZH Produktionstechnisches Zentrum GmbH.

Porter, M. E. (2013): Wettbewerbsstrategie - Methoden zur Analyse von Branchen und Konkurrenten, 12. Auflage, Frankfurt/Main: CampusVerlag.

Schröder, M./ Wegner, K., Hrsg. (2019): Logistik im Wandel der Zeit - Von der Produktionssteuerung zu vernetzten Supply Chains, Wiesbaden: Springer Gabler

Slack, N./ Lewis, M. (2017): Operations Strategy, 5/e Pearson Education Ltd.: Harlow, England.

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.

• Theories and methods of project management
• Innovation management
• Agile project management
• Fundamentals of classic and agile methods
• Hybrid use of classic and agile methods  
• Roles, perspectives and stakeholders throughout the project
• Initiating and coordinating complex engineering projects
• Principles of moderation, team management, team leadership, conflict management
• Communication structures: in-house, cross-company
• Public information policy
• Promoting commitment and empowerment
• Sharing experience with specialists and managers from the engineering sector
• Documenting and reflecting on learning experiences

Seminarapparat

• Basic concepts, opportunities and limits of organisational change 
• Models and methods of organisational design and development
• Strategic orientation and change, and their short-, medium- and long-term consequences for individuals, organisations and society as a whole
• Roles, perspectives and stakeholders in change processes
• Initiating and coordinating change measures in engineering
• Phase models of organisational change (Lewin, Kotter, etc.) 
• Change-oriented information policy and dealing with resistance and uncertainty 
• Promoting commitment and empowerment
• Successfully handling change and transformation: personally, as an employee, as a manager (personal, professional, organisational)
• Company-level and globally (systemic)
• Sharing experience with specialists and managers from the engineering sector
• Documenting and reflecting on learning experiences

Company onboarding process

• Assigning a professional field of activity as an engineer (B.Sc.) and associated fields of work
• Establishing responsibilities and authorisation of the dual student within the company as an engineer (B.Sc.)
• Working independently in a team and on selected projects - across departments and, if applicable, across companies
• Scheduling the current practical module with a clear correlation to work structures 
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: Responsibility as an engineer (B.Sc.) in their own area of work, coordinating team and project work, dealing with complex contexts and unsolved problems, developing and implementing innovative solutions
• Subject specialisation (corresponding to the chosen course [M.Sc.]) in the field of activity
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• Creating an e-portfolio
• Importance of course contents (M.Sc.) when working as an engineer
• Importance of development and innovation when working as an engineer
  

• Studierendenhandbuch
• Betriebliche Dokumente
• Hochschulseitige Handlungsempfehlungen zum Theorie-Praxis-Transfer

• International Trade Theory and Policy: 
  • Comparative Advantage - the Ricardian Model
  • The Heckscher-Ohlin Model
  • The Standard Trade Model
  • Intrasectoral Trade
  • International Trade Policy

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

• 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, Cengage, 5^th ed., 2020

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

• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

Students work in teams on in-depth questions related to the contents of the lectures and present the results.

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• Pindyck/Rubinfeld, Microceconomics, Pearson, 9^th ed., 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

•   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.

• Fundamentals of a process-oriented company organization
• Analysis of process-oriented business structures for efficient configuration of operational workflows; application to national and international examples from the industry
• Description and comparative analysis of possible organizational forms and transfer into the international practice; 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
• Digitalization and process management, related requirements for change management
• Digitalization and corporate culture including an analysis of different international preconditions
• 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. (2012): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 7. Aufl., Berlin.
• Bullinger, H.-J. / Warnecke, H. J. (2003): Neue Organisationsformen im Unternehmen, 2. Auflage, Berlin.
• Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston
• Eversheim, W. (2005): Integrierte Produkt- und Prozessgestaltung, Heidelberg.
• Gaitanides, M. (2007): Prozessorganisation: Entwicklung, Ansätze und Programme des Managements von Geschäftsprozessen, 2. Auflage, München. 
• Hopfenbeck, W. (2002): Allgemeine Betriebswirtschafts- und Managementlehre - das Unternehmen im Spannungsfeld zwischen ökonomischen, sozialen und ökologischen Interessen, 14. Auflage, München.
• Kersten, W.; Koller, H.; Lödding, H. (Hrsg.): Industrie 4.0. Wie intelligente Vernetzung und kognitive Systeme unsere Arbeit verändern. Berlin 2014
• Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, Bremen
• Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden
• 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. (2020): Einführung in die Allgemeine Betriebswirtschaftslehre, 27. Aufl., München.

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

Textbooks

• Bernardin, H. J. (2006): Human Resource Management: An Experiential Approach, 4e, New York, NY: McGraw-Hill.
• Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York, NY: McGraw-Hill.
• Dessler, G. (2012): A Framework for Human Resource Management, 7 ed., Upper Saddle River, NJ: Prentice Hall.
• French, W., Bell, C. H., Zawacki, R. A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago, IL: McGraw-Hill.
• Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2011): Organizations: Behavior, Structure, Processes, 14 ed., New York, NY: McGraw-Hill.
• Jones, G. R. (2012): Organizational Theory, Design, and Change, 7 ed., Upper Saddle River, NJ: Prentice Hall.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2021): Human Resource Management: Gaining a Competitive Advantage, 12 ed., New York, NY: McGraw-Hill.

Methods

• Hair, J. F., Black, W. C., Babin, B. J. and Anderson, R. E. (2018): Multivariate Data Analysis, Mason, OH: Cengage.
• Hair, J. F., Hult, G. T. M., Ringle, C. M. and Sarstedt, M. (2021); A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 3 ed., Thousand Oaks, CA: Sage.

Academic writing

• Davis, M., Davis K. J., & Dunagan, M. M. (2013): Scientific Papers and Presentations. Academic Press.
• Katz, M. J. (2009): From Research to Manuscript: A Guide to Scientific Writing. Dordrecht: Springer.

Company onboarding process

• Assigning a professional field of activity as an engineer (B.Sc.) and associated fields of work
• Establishing responsibilities and authorisation of the dual student within the company as an engineer (B.Sc.)
• Taking personal responsibility within a team and on selected projects - across departments and, if applicable, across companies
• Scheduling the current practical module with a clear correlation to work structures 
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: Responsibility as an engineer (B.Sc.) in their own area of work, coordinating team and project work, dealing with complex contexts and unsolved problems, developing and implementing innovative solutions
• Subject specialisation (corresponding to the chosen course [M.Sc.]) in the field of activity
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• Updating their e-portfolio
• Importance of course contents (M.Sc.) when working as an engineer
• Importance of development and innovation when working as an engineer 

• Studierendenhandbuch
• Betriebliche Dokumente
• Hochschulseitige Anwendungsempfehlungen zum Theorie-Praxis-Transfer

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

Company onboarding process

• Assigning a future professional field of activity as an engineer (M.Sc.) and associated fields of work
• Extending responsibilities and authorisation of the dual student within the company up to the intended first assignment after completing their studies 
• Working responsibly in a team; project responsibility within own area - as well as across divisions and companies if necessary
• Scheduling the final practical module with a clear correlation to work structures 
• Internal agreement on a potential topic or innovation project for the Master’s dissertation
• Planning the Master’s dissertation within the company in cooperation with TU Hamburg  
• Scheduling the examination phase/subsequent study semester

Operational knowledge and skills

• Company-specific: dealing with change, project and team development, responsibility as an engineer in their future field of work (M.Sc.), dealing with complex contexts, frequent and unpredictable changes, developing and implementing innovative solutions
• Specialising in one field of work (final dissertation)
• Systemic skills
• Implementing the university’s application recommendations (theory-practice transfer) in corresponding work and task areas across the company 

Sharing/reflecting on learning

• E-portfolio
• Relevance of study content and personal specialisation when working as an engineer
• Relevance of research and innovation when working as an engineer

• Studierendenhandbuch
• betriebliche Dokumente
• Hochschulseitige Anwendungsempfehlungen zum Theorie-Praxis-Transfer

I. Introduction

• 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

• 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

Mohr, J., Sengupta, S., Slater, S. (2014). Marketing of high-technology products and innovations, third edition, Pearson education. ISBN-10: 1292040335 . Chapter 6 (188-210), Chapter 7 (227-256), Chapter 10 (352-365), Chapter 12 (419-426).

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

Christensen, C. M. (1997). Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business Press, Chapter 1: How can great firms fail?,pp. 3-24.

Hair, J. F., Bush, R. P., Ortinau, D. J. (2009). Marketing research. 4^th edition, Boston et al., McGraw Hill

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

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

• Vermittlung eines tiefgreifenden Verständnisses von Logistik und Supply Chain Management 
• Vermittlung umfassender theoretischer Ansätze und Methoden in der Logistik und im Supply Chain Management; Übertragung der analysierten Konzepte auf Praxisbeispiele
• Ausarbeitung und kritische Diskussion unterschiedlicher Supply Chain Konfigurationen sowie strategischer Supply Chain Ansätze (z.B. Effizienz vs. Reaktionsfähigkeit)
• Einführung in die Managementprozesse des SCOR-Modells; Vermittlung von Konzepten der Bereiche Planung, Beschaffung/Einkauf und Distribution
• Vermittlung von Grundlagen des Supply Chain Risikomanagements; Übertragung der Konzepte auf Praxisbeispiele 
• Einführung in die digitale Transformation; Identifikation von Trends und Strategien in der Logistik und Supply Chain Management; Ableitung von Chancen der digitalen Transformation in der Logistik und Supply Chain Management
• Einführung in die Datenanalyse und -visualisierung mithilfe eines Tools; Anwenden der Kenntnisse auf Themengebiete in der Logistik und Supply Chain Management; Aufbereitung der Ergebnisse mit Hilfe moderner Präsentationsmedien

Bowersox, D. J., Closs, D. J. und Cooper, M. B. (2010): Supply chain logistics management, 3^rd edition, Boston [u.a.]: McGraw-Hill/Irwin. 

Chopra, S. und Meindl, P. (2016): Supply chain management: strategy, planning, and operation, 6^th edition, Boston [u.a.]: Pearson. 

Corsten, H., Gössinger, R. (2007): Einführung in das Supply Chain Management, 2. Aufl., München/Wien: Oldenbourg.

Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston.

Heiserich O., Helbig, K. und Ullmann, W. (2011): Logistik, 4. vollständig überarbeitete und erweiterte Auflage, Wiesbaden: Gabler Verlag/ Springer Fachmedien.

Heizer, J., Render, B., Munson, Ch. (2020): Principles of Operations Management, 11^th edition, Boston: Pearson.

Hugos, M. (2018): Essentials of Supply Chain Management, Wiley.

Fisher, M. (1997): What is the right supply chain for your product?, Harvard Business Review, Vol. 75, No. pp., S. 105-117. 

Kersten, W. Seiter, M., von See, B, and Hackius, N. und Maurer, T. (2017): Trends und Strategien in Logistik und Supply Chain Management: Chancen der digitalen Transformation, DVV Media Group GmbH: Hamburg.

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

Larson, P., Poist, R. and Halldórsson, Á. (2007): Perspectives on logistics vs. SCM: a survey of SCM professionals, in: Journal of Business Logistics, Vol. 28, No. 1, S. 1-24.

Kummer, S., Grün, O. und Jammernegg, W. (2018): Grundzüge der Beschaffung, Produktion und Logistik, 4. aktualisierte Auflage, München: Pearson Studium.

Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden.

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

Schröder, M./ Wegner, K., Hrsg. (2019): Logistik im Wandel der Zeit - Von der Produktionssteuerung zu vernetzten Supply Chains, Wiesbaden: Springer Gabler

Simchi-Levi, D., Kaminsky, P. und Simchi-Levi, E. (2008): Designing and managing the supply chain: concepts, strategies and case studies, 3^rd edition, Boston [u.a.]: McGraw-Hill/Irwin. 

Supply Chain Council (2014): Supply Chain Operations Reference (SCOR) model: Overview - Version 11.0.

Swink, M., Melnyk, S. A., Cooper, M. B. und Hartley, J. L. (2011): Managing Operations - Across the Supply Chain. 2^nd edition, New York, NY: McGraw-Hill/Irwin.

Weele , A. J. v. (2005): Purchasing & supply chain management, 4^th edition, London [u.a.]: Thomson Learning.

• 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.

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

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

• 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
• Topics from current OR research, e.g. from the field of humanitarian logistics and revenue management
  
• 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.

In this course, students develop a computer-based realization for a business application problem in a team of students.

In particular, they are required to carry out the following steps:

• Modeling the planning situation
• Implementation and documentation
• Generation of appropriate test data
• Testing the implementation, sensitivity analyses etc.
• Documentation of results and critical evaluation

Siehe Vorlesung Operations Research

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. Students get a first-hand experience in carrying out a research project in a well-defined, limited area of OR.

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

• 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. (2006): The domain of strategic management: History and evolution, in: Pettigrew, A./Thomas, H./Whittington, R. (Hrsg.): Handbook of strategy and management, London u.a. 2006, S. 31-54

Johnson, G./Whittington, R./Scholes, K./Angwin, D./Regnér, D. (2017): Exploring strategy. Text and Cases, 11. Aufl., Harlow 2017

Kreikebaum, H./Gilbert, D. U./Behnam, M. (2018): Strategisches Management, Stuttgart.

Mintzberg, H./Ahlstrand, B./Lampel, J. (2002): Strategy Safari, New York 2002 (in deutscherSprache: Dies. (2012): Strategy Safari: Der Wegweiser durch den Dschungel des strategischen Managements, 2. Aufl., München 2012)

Porter, M. E. (2013): Wettbewerbsstrategie. Methoden zur Analyse von Branchen und Konkurrenten, 12. Aufl., Frankfurt 2013

zu Knyphausen-Aufseß, D. (2012): Theoretische Perspektiven des strategischen Managements, in: Welge, M.K./Al-Laham, A./Kajüter, P. (Hrsg.): Praxis des strategischen Managements, Wiesbaden 2012, S. 39-70

Skripte und Textdokumente, die während der Vorlesung herausgegeben werden:

• 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

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: 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?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered with specific case studies:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: 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?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered in lectures:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

In the lecture Project Management, the most important phases of a project and the use of the project management software Open Project are taught. In the group exercise, example projects are worked on in small groups and these project phases are run through. The project is planned and documented with Open Project.

The lecture “project management” aims at characterizing typical phases of projects. Important contents are: possible tasks, organization, techniques and tools for initiation, definition, planning, management and finalization of projects. This will also be deepened by exercises within the framework of the event.

The following topics will be covered in the lecture:

• SMART, Work Breakdown Structure, Operationalization, Goals relation matrix
• Metra-Potential Method (MPM), Critical-Path Method (CPM), Program evaluation and review technique (PERT)
• Milestone Analysis, Earned Value Analyis (EVA)
• Progress reporting, Tracing of project goals, deadlines and costs, Project Management Control Loop, Maturity Level Assurance (MLA)
• Risk Management, Failure Mode and Effects Analysis (FMEA), Risk Matrix

Project Management Institute (2017): A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6. Aufl. Newtown Square, PA, USA: Project Management Institute.

DeMarco, Tom (1997). The Deadline: A Novel About Project Management.

DIN Deutsches Institut für Normung e.V. (2009). Projektmanagement - Projektmanagementsysteme - Teil 5: Begriffe. (DIN 69901-5)

Frigenti, Enzo and Comninos, Dennis (2002). The Practice of Project Management.

Haberfellner, Reinhard (2015). Systems Engineering: Grundlagen und Anwendung

Harrison, Frederick and Lock, Dennis (2004). Advanced Project Management: A Structured Approach.

Heyworth, Frank (2002). A Guide to Project Management.

ISO - International Organization for Standardization (2012). Guidance on Project Management. (21500:2012(E))

Kerzner, Harold (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

Lock, Dennis (2018). Project Management.

Martinelli, Russ J. and Miloševic, Dragan (2016). Project Management Toolbox: Tools and Techniques for the Practicing Project Manager.

Murch, Richard (2011). Project Management: Best Practices for IT Professionals.

Patzak, Gerold and Rattay, Günter (2009). Projektmanagement: Leitfaden zum Management von Projekten, Projektportfolios, Programmen und projektorientierten Unternehmen.

General description of course content and course goals

We negotiaate everday in privat and professional contexts. Leading negotiations successfully has a significant impact on future careers. Yet, we tend to have limited knowledge about the theory and empirical evidence regarding successful negotiating. Many people approach negotiations in a rather intuitive and unplanned way which often results in sub-optimal negotiation outcomes.

The purpose of this interactive and problem-based course is to theortically understand the strategies and process of negotiation as practiced in a variety of business-related settings (e.g. negotiations about working conditions, negotiations with customers and suppliers). The course will highlight the components of an effective negotiation (strategy, perparation, execution, evaluation) and offer the students the opportunity to analyze their own behavior in negotiations in order to improve.

The course structure is experiential and problem-based, combining lectures, class discussion, mini-cases and small erxercises, and more comprehensive negotiation practices in longer sessions. Through participation in 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. Students will apply the lessons learned to ongoing, real-world negotiations.

Content:

The students will find answers to the following fundamental questions of negotiation strategies in 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?

Knowledge

Students know...

• the theory basics of negotiations (e.g. game theory, behavioral theories)
  
• the types and the pros and cons of diffrent negotiation strategies
• the process of negotiation, inlcuding goal formulation, preparation/planning, execution and evaluation 
• about some key issues impacting negotiations (e.g. team building and roles, barriers to reaching a deal, cognitive biases, 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.

Social Competence

Students can...

• provide appropriate feedback and handle feedback on their own performance constructively.
• constructively interact with their team members in role playing in negotiations sessions
• develop joint solutions in mixed teams and present them to others in real-world negotiation situatio
  

  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.

• Experimental economics
  
• Game theory
• Auction theory
• Mechanism design
• Online advertising markets
• Matching markets
• Social choice
• Belief formation
• Reputation systems
  
  

• Parkes/Seuken: Algorithmic Economics: A Design Approach, Unpublished, 2020
• Easley/Kleinberg: Networks, Crowds and Markets, Cambridge University Press, 2010
• Weimann/Brosig-Koch: Methods in Experimental Economics, Springer, 2019
• Pass: A Course in Networks and Markets: Game-theoretic Models and Reasoning, MIT Press, 2019

Students examine existing empirical studies on topics covered in the lecture and develop their own research questions and study designs.

• Parkes/Seuken: Algorithmic Economics: A Design Approach, Unpublished, 2020
• Easley/Kleinberg: Networks, Crowds and Markets, Cambridge University Press, 2010
• Weimann/Brosig-Koch: Methods in Experimental Economics, Springer, 2019
• Pass: A Course in Networks and Markets: Game-theoretic Models and Reasoning, MIT Press, 2019

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.

Beside the written exam at the end of the module, students have to give one presentation (RE) on a research paper and two presentations as part of a group discussion (GD) in the seminar in order to pass. With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

This lecture focuses on multinational firms and advanced issues of management, organizations, and human resource management. This course is structured as a lecture and a seminar. In the lecture, the advanced theoretical concepts are explained and discussed, whereas they are applied in the seminar through the preparation of a seminar thesis. The students learn about the process and structure of a scientific article, and further deepen their knowledge, while working in groups.

Example topics:

• Management: change management and corporate social responsibility;
• Organization: exploration & exploitation, networks, and organizational identity;
• Human Resource Management: human resource metrics & analytics and recruitment & selection.

The students will be provided with selected journal articles.

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

Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York: McGraw-Hill.

French, W./Bell, C.H./Zawacki, R.A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago: McGraw-Hill.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E. (2014): Strategic Management: Competitiveness and Globalization, 11e, Ohio: Cengage Learning.

Lynch, R. (2015): Strategic Management, 7e, Harlow: Prentice Hall.

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

Voluntary presentations in the third hour (articles / case studies)

- Guest lectures by researchers 

- Lecture on Sustainability with frequent reference to current research

- Permanent reference to current research

Examination:

In addition to the written exam at the end of the module, students have to attend the PBL-exercises and prepare presentations in groups in order to pass the module. Additionally, students have the opportunity to present research papers on a voluntary base.  With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

• 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
• Discussion of opportunities and risks of digitalization for the design of management control systems for production and supply chains
• Developing recommendations for problem solving by using research oriented problem based learning sessions for relevant actual topics and cases; thereby preparing and presenting results in intercultural teams

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

Arvis, J.-F. et al. (2018): Connecting to Compete - Trade Logistics in the Global Economy, The World Bank Group, Washington, DC, USA; Download: https://openknowledge.worldbank.org/handle/10986/29971

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

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

Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston.

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

Friedl, G., Hofmann, C., Pedell, B. (2017): Kostenrechnung - Eine entscheidungsorientierte Einführung, 3. Aufl., Vahlen, München.

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./ Gleich, R./ Seiter, M. (2020): Controlling, 14. Aufl., Vahlen, München.

Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, DVV Media Group, Hamburg.

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

Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden

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

Weber, J./ Wallenburg, C. M. (2010): Logistik- und Supply Chain Controlling, 6. 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.

Die angewandte Fachliteratur ist von den jeweils gewählten Themen abhängig und wird passend zu den Semesterthemen aktualisiert. Darüberhinaus steht die Fachliteratur der korrespondierenden Vorlesung zur Verfügung.

• 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.

• mechanical background of dynamics
• harmonic vibrations, damped and undamped free and forced vibrations
  
• frequency and time domain
• modelling aspects
  
• principle of d'Alembert
  
• systems with multiple degrees of freedom
• consistent and lumped mass matrices
• finite elements for dynamics problems
• impact problems
  
• eigenvalue problems and modal analysis
• direct time integration schemes, transient analyses
  

• Vorlesungsmanuskript
• 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

prestressed structures

• basis of prestressed structures, field of application
  
• 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
• damages - checking of bridges
  

• Vorlesungsumdruckim STUDiP
  
• 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.

• 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
  

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