Program description
Content
The MSc. in Global Innovation Management (GIM) is a unique 2-year programme offered jointly by the University of Strathclyde (Scotland), Aalborg University (Denmark) and Hamburg University of Technology (Germany) which enables graduates of first degrees in engineering, science and technology to successfully manage the innovation process across international boundaries.
Students have the opportunity to study at two European Universities, with the programme's delivery over two years providing a greater depth of learning, more industrial engagement and a rich cultural experience.
Career prospects
Graduates, supported by a network of valuable contacts, enter the international employment market working:
- with enterprises dealing with high end technological products and services
- as consultants making technology assessment and innovation /change management
- with governmental institutes dealing with innovation policy and strategy
- with relevant research and higher education institutions.
Learning target
The program equips students with skills to transform research outputs into innovative products and services. Learning the tools and techniques for working globally, students apply this knowledge practically by working on projects with industry contacts in different countries, further enhancing their understanding of international business. GIM addresses new challenges in innovative global enterprise and provides:
- A practical and global perspective of Innovation Management, through industry based modules
- Skills applicable for larger multinational organisations to smaller enterprises
- Expanded perspectives of Innovation Management including Technology Management, R&D, and Product/Service Development with focus on the interface between disciplines involved in the process;
- Increased research capability focused on activities at the periphery of the innovation process.
Program structure
The programme is fulltime over 24 months and divided into 4 semesters of study. All students take a common first year at the University of Strathclyde, then either deepen through further seminar based study at Hamburg, or through a Problem Based Learning approach to an innovation problem within a company in Aalborg.
Semesters 1 and 2 at The University of Strathclyde provide a strong foundation in the Innovation Management process, and essential practical experience of working within globally distributed teams and with industrial clients on product/service development briefs.
Semester 3 (Year 2) at Hamburg University of Technology looks at early and late phases of the innovation management process. It concentrates on market research for (radical) innovation, cross functional cooperation at the front end of the innovation process, managing innovation projects over geographical and functional/divisional boarders and preparing the market introduction of new products and services.
In semester 3 (Year 2) at Aalborg University, students undertake an industrial internship at a Danish company to gain relevant global innovation management work experience, and to consolidate the taught content delivered at the University of Strathclyde. Each internship will be designated to best reflect student’s interests within the available placements from a secured list of Danish companies.
In semester 4 all students undertake a thesis project at the institution where they spent the 3rd semester.
Core qualification
The MSc. in Global Innovation Management (GIM) is a unique 2-year programme offered jointly by the University of Strathclyde (Scotland), Aalborg University (Denmark) and Hamburg University of Technology (Germany) which enables graduates of first degrees in engineering, science and technology to successfully manage the innovation process across international boundaries.
Students have the opportunity to study at two European Universities, with the programme's delivery over two years providing a greater depth of learning, more industrial engagement and a rich cultural experience.
The course equips students with skills to transform research outputs into innovative products and services. Learning the tools and techniques for working globally, students apply this knowledge practically by working on projects with industry contacts in different countries, further enhancing their understanding of international business. GIM addresses new challenges in innovative global enterprise and provides:
- A practical and global perspective of Innovation Management, through industry based modules
- Skills applicable for larger multinational organisations to smaller enterprises
- Expanded perspectives of Innovation Management including Technology Management, R&D, and Product/Service Development with focus on the interface between disciplines involved in the process;
- Increased research capability focused on activities at the periphery of the innovation process.
Module M0524: Non-technical Courses for Master |
Module Responsible | Dagmar Richter |
Admission Requirements | None |
Recommended Previous Knowledge | None |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge |
The Nontechnical Academic Programms (NTA) imparts skills that, in view of the TUHH’s training profile, professional engineering studies require but are not able to cover fully. Self-reliance, self-management, collaboration and professional and personnel management competences. The department implements these training objectives in its teaching architecture, in its teaching and learning arrangements, in teaching areas and by means of teaching offerings in which students can qualify by opting for specific competences and a competence level at the Bachelor’s or Master’s level. The teaching offerings are pooled in two different catalogues for nontechnical complementary courses. The Learning Architecture consists of a cross-disciplinarily study offering. The centrally designed teaching offering ensures that courses in the nontechnical academic programms follow the specific profiling of TUHH degree courses. The learning architecture demands and trains independent educational planning as regards the individual development of competences. It also provides orientation knowledge in the form of “profiles”. The subjects that can be studied in parallel throughout the student’s entire study program - if need be, it can be studied in one to two semesters. In view of the adaptation problems that individuals commonly face in their first semesters after making the transition from school to university and in order to encourage individually planned semesters abroad, there is no obligation to study these subjects in one or two specific semesters during the course of studies. Teaching and Learning Arrangements provide for students, separated into B.Sc. and M.Sc., to learn with and from each other across semesters. The challenge of dealing with interdisciplinarity and a variety of stages of learning in courses are part of the learning architecture and are deliberately encouraged in specific courses. Fields of Teaching are based on research findings from the academic disciplines cultural studies, social studies, arts, historical studies, communication studies, migration studies and sustainability research, and from engineering didactics. In addition, from the winter semester 2014/15 students on all Bachelor’s courses will have the opportunity to learn about business management and start-ups in a goal-oriented way. The fields of teaching are augmented by soft skills offers and a foreign language offer. Here, the focus is on encouraging goal-oriented communication skills, e.g. the skills required by outgoing engineers in international and intercultural situations. The Competence Level of the courses offered in this area is different as regards the basic training objective in the Bachelor’s and Master’s fields. These differences are reflected in the practical examples used, in content topics that refer to different professional application contexts, and in the higher scientific and theoretical level of abstraction in the B.Sc. This is also reflected in the different quality of soft skills, which relate to the different team positions and different group leadership functions of Bachelor’s and Master’s graduates in their future working life. Specialized Competence (Knowledge) Students can
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Skills |
Professional Competence (Skills) In selected sub-areas students can
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Personal Competence | |
Social Competence |
Personal Competences (Social Skills) Students will be able
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Autonomy |
Personal Competences (Self-reliance) Students are able in selected areas
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Workload in Hours | Depends on choice of courses |
Credit points | 6 |
Courses |
Information regarding lectures and courses can be found in the corresponding module handbook published separately. |
Module M0815: Product Planning |
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Module Responsible | Prof. Cornelius Herstatt | ||||||||
Admission Requirements | None | ||||||||
Recommended Previous Knowledge |
Good basic-knowledge of Business Administration |
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Educational Objectives | After taking part successfully, students have reached the following learning results | ||||||||
Professional Competence | |||||||||
Knowledge |
Students will gain insights into:
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Skills |
Students will gain deep insights into:
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Personal Competence | |||||||||
Social Competence |
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Autonomy |
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Workload in Hours | Independent Study Time 110, Study Time in Lecture 70 | ||||||||
Credit points | 6 | ||||||||
Course achievement |
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Examination | Written exam | ||||||||
Examination duration and scale | 90 minutes | ||||||||
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Compulsory International Management and Engineering: Specialisation I. Electives Management: Elective Compulsory Mechanical Engineering and Management: Specialisation Management: Elective Compulsory Product Development, Materials and Production: Specialisation Product Development: Elective Compulsory Product Development, Materials and Production: Specialisation Production: Elective Compulsory Product Development, Materials and Production: Specialisation Materials: Elective Compulsory Theoretical Mechanical Engineering: Specialisation Product Development and Production: Elective Compulsory Theoretical Mechanical Engineering: Technical Complementary Course: Elective Compulsory |
Course L0851: Product Planning |
Typ | Lecture |
Hrs/wk | 3 |
CP | 3 |
Workload in Hours | Independent Study Time 48, Study Time in Lecture 42 |
Lecturer | Prof. Cornelius Herstatt |
Language | EN |
Cycle | WiSe |
Content |
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.: 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. |
Literature | Ulrich, K./Eppinger, S.: Product Design and Development, 2nd. Edition, McGraw-Hill 2010 |
Course L0853: Product Planning Seminar |
Typ | Project-/problem-based Learning |
Hrs/wk | 2 |
CP | 3 |
Workload in Hours | Independent Study Time 62, Study Time in Lecture 28 |
Lecturer | Prof. Cornelius Herstatt |
Language | EN |
Cycle | WiSe |
Content | Seminar is integrative part of the Module Product Planning (for content see lecture) and can not be choosen independantly. |
Literature | See lecture information "Product Planning". |
Module M1035: Entrepreneurial Finance |
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Module Responsible | Prof. Christoph Ihl | ||||||||
Admission Requirements | None | ||||||||
Recommended Previous Knowledge |
Basic knowledge in business economics and finance obtained in the compulsory modules and participation in the module “Technology Entrepreneurship” is highly recommended. |
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Educational Objectives | After taking part successfully, students have reached the following learning results | ||||||||
Professional Competence | |||||||||
Knowledge |
Wissen (subject-related knowledge and understanding):
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Skills |
Fertigkeiten (subject-related skills):
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Personal Competence | |||||||||
Social Competence |
Sozialkompetenz (Social Competence):
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Autonomy |
Selbständigkeit (Autonomy):
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Workload in Hours | Independent Study Time 110, Study Time in Lecture 70 | ||||||||
Credit points | 6 | ||||||||
Course achievement |
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Examination | Subject theoretical and practical work | ||||||||
Examination duration and scale | Presentations and case study work | ||||||||
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Elective Compulsory Global Technology and Innovation Management & Entrepreneurship: Core qualification: Elective Compulsory International Management and Engineering: Specialisation I. Electives Management: Elective Compulsory Mechanical Engineering and Management: Specialisation Management: Elective Compulsory |
Course L1282: Entrepreneurial Finance: Case Studies |
Typ | Seminar |
Hrs/wk | 3 |
CP | 4 |
Workload in Hours | Independent Study Time 78, Study Time in Lecture 42 |
Lecturer | Prof. Christoph Ihl |
Language | EN |
Cycle | WiSe |
Content |
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 |
Literature |
Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020. |
Course L1281: Entrepreneurial Finance: Lecture |
Typ | Lecture |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Prof. Christoph Ihl |
Language | EN |
Cycle | WiSe |
Content |
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 |
Literature |
Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020. |
Module M1260: Project Seminar Innovation Marketing |
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Courses | ||||||||
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Module Responsible | Prof. Christian Lüthje |
Admission Requirements | None |
Recommended Previous Knowledge | None |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge |
Students can...
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Skills |
Students are capable of...
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Personal Competence | |
Social Competence |
Students are able to...
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Autonomy | The work in teams over an entire semester and the interaction with professionals, experts and project partners outside the unviersity will support the students in their competenece to access the required information that is needed for making well-founded decisions with a high level of trust in the own capabilties. |
Workload in Hours | Independent Study Time 124, Study Time in Lecture 56 |
Credit points | 6 |
Course achievement | None |
Examination | Subject theoretical and practical work |
Examination duration and scale | approx. 40 pages written elaboration, presentation, oral participation |
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Compulsory |
Course L0759: Seminar Innovation Marketing |
Typ | Project Seminar |
Hrs/wk | 4 |
CP | 6 |
Workload in Hours | Independent Study Time 124, Study Time in Lecture 56 |
Lecturer | Prof. Christian Lüthje |
Language | EN |
Cycle | WiSe |
Content |
General description of course content and course goals The aim of the course is to give students an insight into the practice of technology exploitation and innovation marketing. The technologies and product concepts are provided by so called idea providers. These idea providers may be, among others, researchers at universities and project teams working in research institutions with a technical invention or (prospective) entrepreneurs with a business idea. Within the course the student teams will analyze the market potential of technology-based inventions or business ideas. They will define potential target customers in the market. Another important question to answer is, whether the market is still receptive for a given invention, or whether competitors have already exploited the full market potential. Finally, the student teams will also develop first ideas for the design of the marketing mix and write a report that is also handed to the idea providers. Summarizing the most important contents The students will find answers to the following fundamental questions:
Professional Competence Knowledge Students can...
Skills Students are capable of...
Personal Competence Social Competence Students can...
Self-Reliance Students are able to...
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Literature |
Gruber, Marc, Ian C. MacMillan, and James D. Thompson (2008), “Look Before You Leap: Market Opportunity Identification in Emerging Technology Firms,” Management Science, 54 (September), 1652-1665. Danneels, Erwin (2007), “The Process of Technological Competence Leveraging,” Strategic Management Journal, 28 (February), 511-533 |
Module M1601: Foundations of Corporate Management (GTIME) |
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Module Responsible | Dr. Stephan Buse |
Admission Requirements | None |
Recommended Previous Knowledge | |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge | |
Skills | |
Personal Competence | |
Social Competence | |
Autonomy | |
Workload in Hours | Independent Study Time 68, Study Time in Lecture 112 |
Credit points | 6 |
Course achievement | None |
Examination | Written elaboration |
Examination duration and scale | 90 Minuten |
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Elective Compulsory Global Technology and Innovation Management & Entrepreneurship: Core qualification: Compulsory |
Course L2417: Foundations of Business Management (GTIME) |
Typ | Lecture |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Dr. Stephan Buse |
Language | EN |
Cycle | WiSe |
Content |
In addition to the classical lecture approach, case study analyses and the implementation of a business simulation are used. This course teaches the relevant elements of strategic business management. It covers various areas of business administration (e.g. strategic management and aspects of marketing). Upon completion of the course, students should understand different perspectives on the topics and know in which situations which tools can be used and what the limitations of these models/concepts are. Students will be able to integrate future strategy and business model concepts into the taxonomy of approaches. In addition to the classical lecture approach, case study analyses and the execution of a business simulation are used. |
Literature |
Johnson et al.: Strategisches Management - Eine Einführung: Analyse, Entscheidung und Umsetzung, Pearson Studium, 12. Auflage Michael E. Porter: Wettbewerbsstrategie: Methoden zur Analyse von Branchen und Konkurrenten, Campus Verlag, 12. Auflage Prahalad, C.K./ Hamel, G.: The Core Competence of the Corporation, in: Business Review, 68/3 1990 Kim, W.C./ Mauborgne, R.: Blue Ocean Strategy, in: Harvard Business Review, October 2004 |
Course L2825: Foundations of Business Management (GTIME) - Seminar |
Typ | Seminar |
Hrs/wk | 2 |
CP | 1 |
Workload in Hours | Independent Study Time 2, Study Time in Lecture 28 |
Lecturer | Dr. Stephan Buse |
Language | EN |
Cycle | WiSe |
Content | |
Literature |
Course L2419: Foundations of International Management (GTIME) |
Typ | Lecture |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Dr. Stephan Buse |
Language | EN |
Cycle | SoSe |
Content |
This course covers the basics of international management. Among other things, students learn about various forms of market selection and market entry strategies as well as methods for determining the optimal time to enter foreign markets. In addition to the classical lecture approach, case study analyses and the execution of a business simulation are used. |
Literature |
Course L2826: Foundations of International Management (GTIME) - Seminar |
Typ | Seminar |
Hrs/wk | 2 |
CP | 1 |
Workload in Hours | Independent Study Time 2, Study Time in Lecture 28 |
Lecturer | Dr. Stephan Buse |
Language | EN |
Cycle | WiSe |
Content | |
Literature |
Module M1292: Marketing and Communication |
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Courses | ||||||||||||||||
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Module Responsible | Prof. Christian Lüthje |
Admission Requirements | None |
Recommended Previous Knowledge |
No specific knowledge required. Bachelor-level knowledge in business administration with some insights into markting and international management is helpful. |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge |
he students will develop a thorough understanding of the following:
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Skills |
The students will be able to apply this knowledge to:
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Personal Competence | |
Social Competence |
The students will be able to
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Autonomy |
The students will be able to acquire knowledge in the specific context of marketing and intercultural communication. This will enable them to make independent and well-founded decisions and to leverage this knowledge to solve new complex problems. |
Workload in Hours | Independent Study Time 96, Study Time in Lecture 84 |
Credit points | 6 |
Course achievement | None |
Examination | Subject theoretical and practical work |
Examination duration and scale | Written elaboration, excercises, presentation, oral participation |
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Compulsory Mechanical Engineering and Management: Core qualification: Elective Compulsory |
Course L0762: Business-to-Business Marketing |
Typ | Lecture |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Prof. Christian Lüthje |
Language | EN |
Cycle | WiSe |
Content |
Contents 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. Topics
Knowledge The students will develop a thorough understanding of:
Skills
Social Competence The students will be able to
Self-reliance
Assessment Written examination & Class participation in interactive elements (presentations, homework) |
Literature |
Blythe, J., Zimmerman, A. (2005) Business-to-Business Marketing: A global perspective, London, Thomson Monroe, K. B. (2002). Pricing: Making Profitable Decisions, 3rd 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 |
Course L1760: Case Studies of Marketing and Communication |
Typ | Recitation Section (small) |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Prof. Christian Lüthje, Dr. Elke Christiane Fismer |
Language | EN |
Cycle | WiSe |
Content | This course aims at deepening and applying the subjects taught in the lectures "Business-to-Business Marketing" and "Intercultural Communication". Students work on case studies in teams comprising 2-3 people. The case will enable the student teams to analyze problems, to discuss theoretical framworks and scientific results, to evaluate decisions made in companies and/or to develop own ideas for solutions. Each of these cases is related to a specific topic that has been tackled in the other two lectures of this module. The cases can comprise scientific studies or specific company examples (e.g. how company X built up a new salesforce; how company Y designed a successful communication campaign for other countries, how research study Z contributes to the understanding of intercultural differences). The student teams receive material (e.g. scientific articles, press articles) and work with this material to complete presentation documents. The results will be illustrated and discussed in a short presentation. |
Literature |
Die Materialien werden jedes Semester neu zusammengestellt, um die ausgewählten Fälle aktuell zu halten. Will be newly compiled each semester to keep the cases up-to-date and fresh. |
Course L0846: Intercultural Management and Communication |
Typ | Lecture |
Hrs/wk | 2 |
CP | 2 |
Workload in Hours | Independent Study Time 32, Study Time in Lecture 28 |
Lecturer | Dr. Elke Christiane Fismer |
Language | EN |
Cycle | WiSe |
Content |
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 Some of the main topics covered in this course include:
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Literature |
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Module M0814: Technology Management |
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Courses | ||||||||||||
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Module Responsible | Prof. Cornelius Herstatt |
Admission Requirements | None |
Recommended Previous Knowledge |
Bachelor knowledge in business management |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge |
Students will gain deep insights into:
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Skills |
The course aims to:
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Personal Competence | |
Social Competence |
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Autonomy |
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Workload in Hours | Independent Study Time 110, Study Time in Lecture 70 |
Credit points | 6 |
Course achievement | None |
Examination | Written exam |
Examination duration and scale | 90 minutes |
Assignment for the Following Curricula |
Global Innovation Management: Core qualification: Compulsory International Management and Engineering: Specialisation I. Electives Management: Elective Compulsory Mechanical Engineering and Management: Specialisation Management: Elective Compulsory Biomedical Engineering: Specialisation Artificial Organs and Regenerative Medicine: Elective Compulsory Biomedical Engineering: Specialisation Implants and Endoprostheses: Elective Compulsory Biomedical Engineering: Specialisation Medical Technology and Control Theory: Elective Compulsory Biomedical Engineering: Specialisation Management and Business Administration: Compulsory |
Course L0849: Technology Management |
Typ | Lecture |
Hrs/wk | 3 |
CP | 3 |
Workload in Hours | Independent Study Time 48, Study Time in Lecture 42 |
Lecturer | Prof. Cornelius Herstatt |
Language | EN |
Cycle | WiSe |
Content |
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. |
Literature | Leiblein, M./Ziedonis, A.: Technology Strategy and Inoovation Management, Elgar Research Collection, Northhampton (MA) 2011 |
Course L0850: Technology Management Seminar |
Typ | Project-/problem-based Learning |
Hrs/wk | 2 |
CP | 3 |
Workload in Hours | Independent Study Time 62, Study Time in Lecture 28 |
Lecturer | Prof. Cornelius Herstatt |
Language | EN |
Cycle | WiSe |
Content |
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. |
Literature | see lecture Technology Management. |
Thesis
Module M-002: Master Thesis |
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Courses | ||||
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Module Responsible | Professoren der TUHH |
Admission Requirements |
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Recommended Previous Knowledge | |
Educational Objectives | After taking part successfully, students have reached the following learning results |
Professional Competence | |
Knowledge |
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Skills |
The students are able:
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Personal Competence | |
Social Competence |
Students can
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Autonomy |
Students are able:
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Workload in Hours | Independent Study Time 900, Study Time in Lecture 0 |
Credit points | 30 |
Course achievement | None |
Examination | Thesis |
Examination duration and scale | According to General Regulations |
Assignment for the Following Curricula |
Civil Engineering: Thesis: Compulsory Bioprocess Engineering: Thesis: Compulsory Chemical and Bioprocess Engineering: Thesis: Compulsory Computer Science: Thesis: Compulsory Electrical Engineering: Thesis: Compulsory Energy and Environmental Engineering: Thesis: Compulsory Energy Systems: Thesis: Compulsory Environmental Engineering: Thesis: Compulsory Aircraft Systems Engineering: Thesis: Compulsory Global Innovation Management: Thesis: Compulsory Computational Science and Engineering: Thesis: Compulsory Information and Communication Systems: Thesis: Compulsory Interdisciplinary Mathematics: Thesis: Compulsory International Management and Engineering: Thesis: Compulsory Joint European Master in Environmental Studies - Cities and Sustainability: Thesis: Compulsory Logistics, Infrastructure and Mobility: Thesis: Compulsory Materials Science: Thesis: Compulsory Mechanical Engineering and Management: Thesis: Compulsory Mechatronics: Thesis: Compulsory Biomedical Engineering: Thesis: Compulsory Microelectronics and Microsystems: Thesis: Compulsory Product Development, Materials and Production: Thesis: Compulsory Renewable Energies: Thesis: Compulsory Naval Architecture and Ocean Engineering: Thesis: Compulsory Ship and Offshore Technology: Thesis: Compulsory Teilstudiengang Lehramt Metalltechnik: Thesis: Compulsory Theoretical Mechanical Engineering: Thesis: Compulsory Process Engineering: Thesis: Compulsory Water and Environmental Engineering: Thesis: Compulsory Certification in Engineering & Advisory in Aviation: Thesis: Compulsory |