module descriptions bwl-international business (in english) · - the enterprise as an economic and...

Module Descriptions BWL-International Business (in English)

Version 01/2020

Baden-Wuerttemberg Cooperative State University

Study Area: Business Administration & Management

5

Table of Contents

Basics of Business Administration (W3BW_101) ................................................................................................ 1

Corporate Accounting (W3BW_102) ................................................................................................................... 3

Accounting and taxation (W3BW_103) .............................................................................................................. 5

Human resources, organization and project management (W3BW_104) ............................................................ 7

Integrated Management (W3BW_105) ................................................................................................................ 9

Technology of financial accounting (W3BW_106) ............................................................................................. 11

Foundations of Economics and Microeconomics (W3BW_ 501) ...................................................................... 13

Macroeconomics (W3BW_502) ........................................................................................................................ 15

Economic policy (W3BW_503) ......................................................................................................................... 17

Civil Law (W3BW_504) .................................................................................................................................... 19

Business Law (W3BW_505) ............................................................................................................................. 21

Mathematics und Statistics (W3BW_601) ......................................................................................................... 23

Key Qualifications I (W3IB_IBAM701) ............................................................................................................... 25

Key Qualifications II (W3IB_IBAM702) .............................................................................................................. 27

Key Qualifications III (W3IB_IBAM703) ............................................................................................................. 29

Key Qualifications I (VS) (W3IB_IBAM704) ....................................................................................................... 31

Key Qualifications II (VS) (W3IB_IBAM705) ...................................................................................................... 33

Key Skills III (VS) (W3IB_IBAM706).................................................................................................................. 35

Practice module I (W3IB_IBAM801).................................................................................................................. 37

Practice Module II (W3IB_IBAM802)................................................................................................................. 39

Practice Module III (W3IB_IBAM803) ................................................................................................................ 41

Bachelor thesis (W3BW_901) ........................................................................................................................... 44

International Business and its Environment (W3IB_IBAM201) .......................................................................... 46

International Market Research (W3IB_IBAM202).............................................................................................. 48

Operational Management in International Business (W3IB_IBAM203) .............................................................. 51

Strategic Management in International Business (W3IB_IBAM204) .................................................................. 54

Principles of Intercultural Management (W3IB_IBAM205) ................................................................................. 56

Applied Intercultural Management (W3IB_IBAM206) ........................................................................................ 59

Foundations of Communication in Business (W3IB_IBAM207) ......................................................................... 62

Applied Communication in Business (W3IB_IBAM208)..................................................................................... 65

Interdisciplinary Communication in Business (W3IB_IBAM209) ........................................................................ 67

Integration seminar on industry topics (W3IB_IBAM210) .................................................................................. 69

International HRM: Leadership and Core Processes (W3IB_IBAM301) ............................................................ 71

International HRM: Organizational and Support Processes (W3IB_ IBAM302) ................................................. 73

International Marketing & Sales: Principles of International Marketing & Sales Management (W3IB_IBAM303) ............................................................................................................. 75

International Marketing & Sales: Applied International Marketing & Sales Management (W3IB_IBAM304)....... 77

International Managerial Accounting (W3IB_IBAM305)..................................................................................... 80

International Financial Accounting (W3IB_IBAM306) ........................................................................................ 82

International Supply Chain Design (W3IB_IBAM307) ....................................................................................... 84

International Supply Chain Management (W3IB_IBAM308) .............................................................................. 87

1

Basics of Business Administration (W3BW_101)

Formal Information about the Module

Course of Study Field of study Indentation

Business Administration -

Module Name Language Number Version Professors-in-charge

Introduction to Business Administration German/English W3BW_101 1 Herr Klaus Obert

Location of the module during the course of the study

Semester Requirements for participation Module type Module duration

1st. Semester - Course module 1

Used teaching and examination forms

Form of Instruction Lectures

Method of teaching -

Examination Performance Scope of examination (in min)

Examination -

Combined components in exam performance

-

Workload and ECTS

Workload total (in h) Presence time (in h) Self-study (in h) ECTS-Points

150 60 90 5

2

Qualification goals and competences

Professional Expertise

The students are able to understand the basic connections of business thinking and acting. Based on this, they can describe the essential constitutive decision fields, exemplify and know the subtasks in the entrepreneurial decision cycle. Equally, students are able to outline the basic steps of a company's economic performance process. The students are able to understand the basic connections of business thinking and acting. Based on this, they can describe the essential constitutive decision-making fields and the subtasks in the entrepreneurial decision-making cycle. Equally, students are able to outline the basic steps of a company's economic performance process.

Methodological skills

On the basis of decision-oriented, behavioural and system-oriented thinking, the students have a fundamental analysis pattern with which they can analyse and interpret simple and complex problems in the course of their studies in a goal-oriented manner. The students can independently analyse, structure and solve given problems in the field of marketing based on given information.

Personal and Social Competence

The students know the goal dimensions of a company and are familiar with the diverging demands of different interest groups. From dealing with alternative rationality principles of economics, they have developed a basic understanding of the economic, political, social, environmental and ethical perspectives of a company. As part of this module, students learn about the possibilities and limits of informational influencing of people and have critically examined the resulting economic, social and ethical areas of tension.

Comprehensive action competence

The students know the objectives of business administration as a science as well as the different approaches of business research concepts. You can describe simple problems in the context of the performance and leadership process of a company using business terminology. After completing this module, students can independently analyse clearly defined decision-making problems using basic business methods and formulate simple explanatory approaches. They have developed an understanding of the marketing orientation of a company and the application of the instruments of the marketing mix. Students are able to apply their knowledge and skills to problems of marketing practice.

Units of Learning and Content

Teaching and learning units Presence Self-study

Introduction to Business Administration 40 60

- The enterprise as an economic and social system

- Basic scientific theoretical positions in business administration

- Models and methods of business administration

- Business environment: goals and decisions

- Core functions of management: legal forms, rights of disposal and corporate governance, concentration and cooperation

- Location decisions

- Overview of dimensions of the value creation process

Marketing 20 30

- Basics, goals and tasks of marketing

- Approaches and recent developments in marketing

- Process of marketing planning

- Marketing Strategies

- Instruments of the marketing mix

- Marketing Organization

- Identify, analyse and understand customer needs

Special features and requirements

Special features

-

Requirements

-

Literature

- Bruhn, M.: Marketing: Grundlagen für Studium und Praxis, Wiesbaden: Springer - Gabler

- Esch, F.-R./Herrmann, A./Sattler, H.: Marketing. Eine managementorientierte Einführung, München: Vahlen

- Homburg, Chr.: Grundlagen des Marketingmanagements: Einführung in Strategie, Instrumente, Umsetzung und Unternehmensführung, Wiesbaden: Springer –

Gabler

- Jung, H.: Allgemeine Business Administration, München – Wien: Oldenbourg

- Kirsch, J./Müllerschön, B.: Marketing kompakt, Sternenfels: Verl. Wiss. und Praxis

- Meffert, H./Burmann, C./Kirchgeorg, M.: Marketing; Grundlagen marktorientierter Unternehmensführung; Konzepte – Instrumente – Praxisbeispiele, Wiesbaden:

Gabler

- Thommen, J.-P. u.a.: Allgemeine Business Administration: Umfassende Einführung aus managementorientierter Sicht, Springer: Wiesbaden

- Vahs, D./Schäfer-Kunz, J.: Einführung in die Business Administration, Stuttgart: Schäffer-Poeschel

- Wöhe, G./Döring, U./Brösel, G.: Einführung in die Allgemeine Business Administration, München: Vahlen

Stand: January 2020

3

Corporate Accounting (W3BW_102)

Formal Information about the course

Course of Study Field of Study Indentation



Principles of Accounting German/English W3BW_102 1 Bihler, Prof. Dr. Wolfgang; Ravensburg

Schertler-Rock, Prof. Dr. Manfred; Ravensburg


Semester Requirements for participation Module Type Module duration

2nd. Semester - Course of Study module 1


Form of Instruction Lectures, Exercises


Examination Performance Examination Scope (in min)

Examination -

Combined Component Examination

-

Workload and ECTS

Workload total (in h) Presence (in h) Self-study (in h) ECTS-Points

150 60 90 5

Qualification goals and competencies


Students have basic knowledge of internal accounting and can systematically analyse relationships. They can apply their knowledge specifically for the solution of operational tasks of cost and activity accounting as well as in the context of investment and financing decisions. They are able to evaluate the meaning and consequences of internal company accounting in operational situations


The students master the essential methods of internal accounting and can critically reflect their strengths and

weaknesses. They are capable of applying adequate methods in decision-making situations, of interpreting and

assessing the results.

Personal and social skills

The students master the essential methods of internal accounting and can critically reflect their strengths and weaknesses. They are capable of applying adequate methods in decision-making situations, of interpreting and assessing the results.

Comprehensive action competence The students are capable and willing to solve tasks of the internal company accounting professional and

method-competent as well as team-oriented and reflected.


Teaching and Learning Units Presence Self-study

Cost and performance accounting 30 45

Basics of cost and activity accounting

- Full cost accounting: cost element, cost centre, cost unit accounting / statement of operations

- Partial costing: main features and decision-oriented applications

Investments und Financing 30 45

- Fundamentals of investment and financing

- Investment decisions, in particular static and dynamic methods of investment accounting

- Financing Alternatives

- Financial and liquidity planning


Special features

4

Prof. Dr. Heike Schwadorf (Ravensburg) - Modulverantwortung

Requirements

-

Literature

- Bieg, H./Kußmaul, H./Waschbusch, G.: Investition. München: Vahlen

- Coenenberg, A. G./Fischer, T. M./ Günther, T.: Kostenrechnung und Kostenanalyse. Stuttgart: Schäffer-Poeschel

- Drukarczyk, J./Lobe, S.: Finanzierung. München: UKV/Lucius

- Ermschel, U./Möbius, C./Wengert, H.: Investition und Finanzierung. Berlin: Springer

- Friedl, G./Hofmann, C./Pedell, B.: Kostenrechnung: eine entscheidungsorientierte Einführung. München: Vahlen

- Macha, R.: Grundlagen der Kosten- und Leistungsrechnung. München: Vahlen

- Perridon, L./Steiner, M./Rathgeber, A.: Finanzwirtschaft der Unternehmung. München: Vahlen

- Putnoki, H./Schwadorf, H./Then Bergh, F.: Investition und Finanzierung. München: Vahlen

- Walz, H./Gramlich, D.: Investitions- und Finanzplanung. Frankfurt: Recht und Wirtschaft

5

Baden-Württemberg Cooperative State University Study Area Economics

Accounting and taxation (W3BW_103)





Accounting and taxation German/English W3BW_103 1 Bihler, Prof. Dr. Wolfgang; Ravensburg

Schwadorf, Prof. Dr. Heike; Ravensburg



3. Semester - Course of Study module 1




Examination Examination Scope (in min)

Examination -

Combined Components in exam performance

-

Workload und ECTS


150 55 95 5



Students have basic knowledge of accounting and taxation. They understand the central commercial and tax regulations of the annual financial statements. They can apply these in company cases and critically evaluate their consequences. Significant differences to international accounting can be identified by the students. They are able to analyse and interpret financial statements. They can assess the significance and consequences of the annual financial statements as an important information tool.


The students understand the relevant legal texts and can apply them independently to operational issues. You master the main methods of preparing the annual financial statements and the annual financial statements analysis. Tax calculations can be carried out independently and analysed with regard to their decision-making effect.


Students are aware of the dynamics of change in accounting and taxation. They are able to continuously acquire up-to-date knowledge. You can take your own Standpoints, critically reflect and develop them. They are capable and willing to discuss questions of accounting and taxation in a team, to develop solutions and to communicate in an appropriate way. They have learned that responsibility and trust are essential in the context of accounting.


6



Financial statements & Analysis 33 57

- Fundamentals of the annual financial statements

- Accounting according to commercial law (HGB), in particular balance sheet

- Income statement

- Possibilities of annual financial statement policy

- International Financial Reporting (IFRS) at a glance

- Main features of the annual financial statement analysis

Corporate Taxation 22 38

Tax Law

- Tax types, in particular income tax, corporation tax, trade tax, sales tax

- Influence of taxation on company decisions


Special features

-

Requirements

-

Literature

- Baetge, J./Kirsch, H.-J.7Thiele, S.: Bilanzen, Düsseldorf: IDW

- Breithecker, V.: Einführung in die Betriebswirtschaftliche Steuerlehre, Berlin: ESV

- Brönner, H. u.a.: Die Bilanz nach Handels- und Steuerrecht, Stuttgart: Schäffer-Poeschel

- Buchholz, R.: Grundzüge des Jahresabschlusses nach HGB und IFRS, München: Vahlen

- Coenenberg, A. G./Haller, A./Schultze, W.: Jahresabschluss und Jahresabschlussanalyse, Stuttgart: Schäffer-Poeschel

- Küting, P./Weber, C.-P.: Die Bilanzanalyse: Beurteilung von Abschlüssen nach HGB und IFRS, Stuttgart: Schäffer-Poeschel

- Kußmaul, H.: Steuern: Einführung in die betriebswirtschaftliche

- Scheffler, W.: Besteuerung von Unternehmen, Heidelberg: C. F. Müller

7

Baden-Württemberg

Cooperative State University Study Area Economics

Human resources, organization and project management (W3BW_104)





Human resources Management German/English W3BW_104 1

Schirmer, Prof. Dr. Uwe; Lörrach

Huf, Prof. Dr. Stefan; Stuttgart



4th. Semester - Course of Study module 1


Form of Instruction Lectures, Case Study, Inverted Classroom, Role play



Examination or Presentation -


-

Workload und ECTS


150 55 95 5



The students can understand and evaluate the relevance of HR policy decisions for the entire company. They have

gained an overview of all relevant personnel management processes, from personnel planning to staff release, and

can also classify the relevance of employee participation.

In addition, they know the basic theories and concepts of organizational design. The different forms and models of

structural and procedural organization are familiar to them, as well as the

Framework conditions and special features of project management. On this basis, they can judge real organizational

concepts in a qualified way.


The students become acquainted with the instruments of the operational personnel work as well as the theoretical

organization concepts and are able to estimate their respective relevance and to transfer them to practical

application cases - for example in the context of project management.


The students get to know characteristics that characterize participative, culturally sensitive and tole rant

behaviour. Likewise, they have developed a deeper understanding of the social / ethical responsibility of

corporate HR work and can also classify the importance of works councils. In addition, they have developed an

understanding of the behavioural power of organizational regulations.


The students are able to identify and evaluate the basic framework conditions for personnel management and organization based on the strategic overall orientation of a company. The students also recognize the importance of organizational design as an essential element in the management process, can assess the contribution of organizational policy decisions to corporate governance and can also transfer this to concrete fields of action of project management.

8



Human Resources 33 57

- Goals and tasks of the operational personnel work

- human resource planning

- Principles of personnel marketing

- Recruitment

- Company remuneration policy

- Human resources development

- Personnel release

- Organizational models for HR

Organization und Project management 22 38

- company and organization

- Organization theories

- Organizational

- workflow management / process management

- organization of organizational change (organizational development)

- project management (project conception, project realization, project control)


Special features

Module In-charge: Prof. Dr. Ernst Deuer (RV)

Requirements

-

Literature

- Bach, N.; Brehm, C.; Buchholz, W.; Petry, T.: Wertschöpfungsorientierte Organisation. Architekturen – Prozesse – Strukturen, Wiesbaden: SpringerGabler

- Berthel, J.; Becker, F. G.: Personal-Management. Grundzüge für Konzeptionen betrieblicher Personalarbeit, Stuttgart: Schäffer-Poeschel

- Lindner, D.; Lindner-Lohmann; F.; Schirmer, U.: Personalmanagement, Heidelberg: Springer

- Oechsler, W.A. / Paul, C: Personal und Arbeit, München, Wien: Oldenbourg

- Scholz, C.: Personalmanagement. Informationsorientierte und verhaltenstheoretische Grundlagen, München: Vahlen

- Schulte-Zurhausen, M.: Organisation, München: Vahlen

- Schreyögg, G. / Geiger, G.: Organisation. Grundlagen morner Organisationsgestaltung, Heidelberg: Springer

- Stock-Homburg, R.: Personalmanagement. Theorien – Konzepte – Instrumente, Wiesbaden: SpringerGabler

- Vahs, D.: Organisation: Ein Lehr- und Managementbuch, Stuttgart: Schäffer-Poeschel

9

Baden-Württemberg


Integrated Management (W3BW_105)





Management German/English W3BW_105 1 Brehm, Prof. Dr. Carsten; Ravensburg

Huf, Prof. Dr. Stefan; Stuttgart



3rdacademic year - Course of Study module 2





Examination or Portfolio -


-

Workload und ECTS


150 50 100 5



The students have an overview of the different approaches and / or components of employee and corporate management and can classify these into an overall understanding of "integrative". They have knowledge of the relationships and dependencies in integrated management between these approaches. They have dealt with the key factors influencing corporate / managerial success and developed a comprehensive understanding of a situational interpretation of the conduct of companies. In addition, they can present the individual approaches in a structured manner, illustrate them with examples and summarize their content. In the appraisal they are able to separate causes and effects of success.


Based on case studies and / or leadership situations, they are able to analyse leadership challenges in a multi-dimensional manner, to structure and understand their factual or social complexity, and to solve them independently or in groups. They know about the situation-adequate, essential application possibilities and limits of the different management instruments and methods of the company as well as staff management. They can assess the relevance of the methods and techniques in the professional context and in the professional field of application and adapt them accordingly if necessary.


The students can take responsibility for their own work. Concerning. their actions and results, they are able to reasonably and comprehensibly argue. You can express appreciative criticism of results and accept. In dealing socially with the joint solution of problems, they can make conflicting goals transparent and provide communicative, morating solutions. With regard to possible leadership as a person or as an institution, they are capable of reflecting on social, social and ecological implications.


Upon completion, the students can critically reflect on their own observation, behaviour and decision-making from the integrated management perspective and individually derive appropriate, situation-appropriate action. They are able to evaluate alternative approaches, critically compare and translate them to their practical work and the situation of their training company. With a view to future, new questions, they are able to adapt their solution patterns with foresight and prudence.

10



Corporate Management 25 50

Foundations of holistic corporate governance

- Corporate governance models (levels, functions)

- Normative business management

- Sustainable, value-oriented corporate governance

- Strategic business management (planning and implementation) and business models

- Operational business management and interface controlling

- Selected management systems / instruments

Current developments (e.g., disruption, digitization, networking)

Leadership 25 50

Psychological foundations

- Motivation

- Executives and characteristics

- Leadership Theories

- leadership styles / models

- management tools

- communication

- Ethical or social responsibility of a manager

- Current developments / management approaches


Special features

Module In-charge: Prof. Dr Gerhard Jäger (Lörrach)

Requirements

-

Literature

- Bleicher, K.: Das Konzept Integriertes Management, Berlin – New York: Campus

- Blessin, B./Wick, A.: Führen und führen lassen: Ansätze, Ergebnisse und Kritik der Führungsforschung, Konstanz: UVK

- Dillerup, R./Stoi, R.: Unternehmensführung – Management & Leadership, München: Vahlen

- Hungenberg, H.: Strategisches Management, Ziele, Prozesse, Verfahren, Wiesbaden: Gabler

- Hungenberg, H./Wulf, T.: Grundlagen der Unternehmensführung, Heidelberg: Springer

- Macharzina, K./Wolf, J.: Unternehmensführung: das internationale Managementwissen; Konzepte, Methoden, Praxis, Wiesbaden: Gabler

- Müller-Stewens, G./Lechner, C.: Strategisches Management – wie strategische Initiativen zum Wandel führen, Stuttgart: Schäffer-Poeschel

- Rosenstiel, L.v./Regnet, E./Domsch, M.E.: Führung von Mitarbeitern: Handbuch für erfolgreiches Personalmanagement, Stuttgart: Schaeffer-Poeschel

- Schirmer, U./Woydt, S.: Mitarbeiterführung, Heidelberg: Springer

- Weibler, J.: Personalführung, München: Vahlen

- Wunderer, R.: Führung und Zusammenarbeit. Eine unternehmerische Führungslehre, Köln: Lichternd

11

Baden-Württemberg


Technology of financial accounting (W3BW_106)





Principles of accounting German/English W3BW_106 1 Fünfgeld, Prof. Stefan; Stuttgart



1st academic year - Course of Study module 2





Examination -


-

Workload und ECTS


150 60 90 5



The students know the basic terms of double-entry bookkeeping and can classify them in the system of accounting. You are familiar with the legal foundations, are familiar with the relevant principles of proper bookkeeping and can draw up annual financial statements from the opening bookings to the current bookings to the final bookings. They understand the essential principles and terms according to HGB (e.g. acquisition, production costs, future settlement amount) and know selected differences compared to the tax treatment.


The students can independently process the essential booking events. They know the requirements of in-house and

external addressees and can align financial accounting in accordance with the law.

Personal and social skills The students are able to explain complex subject-related topics of the financial accounting to their interlocutors in

the study and profession reasonably and develop solution proposals together.


With the completion of this module important basics for the accounting of accountable merchants are laid. The students can record basic facts in financial accounting and derive a balance sheet and a profit and loss account in accordance with the law. The significance and importance of the learned basics for content based on this (accounting, corporate taxation, group accounting) are well known.

12



Fundamentals of financial accounting 30 45

- Concept, tasks, goals, addressees, legal bases, types of merchants

- Double entry system, principles of proper accounting

- Non-income-related and profit-affecting business transactions

- Chart of accounts, turnover tax, goods traffic, private transactions

- Other selected current booking cases (for example, personnel postings, private withdrawals, tax postings)

- booking cases (from the opening of the accounts to the annual accounts)

Advanced financial accounting 30 45

- Other principles of proper accounting

- Final preparation, closing entries, time limit

- Special features from the tax law for the current accounting according to HGB

- Principles of accounting from the perspective of the financial accountant

- selected booking cases, e.g. Fixed assets (depreciation), current assets (valuation simplification), receivables (depreciation, individual and general bad debt

allowances), liabilities, provisions, prepaid expenses


Special features

-

Requirements

-

Literature

- Bornhofen, M./Bornhofen, M. C.: Buchführung 1

- Bornhofen, M./Bornhofen, M. C.: Buchführung 2

- Falterbaum, H./Bolk, W./Reiß, W., u.a.: Buchführung und Bilanz

- Horschitz, H./Groß, W./Fanck, B., u.a.: Bilanzsteuerrecht und Buchführung

- Wöhe, G./Kußmaul, H.: Grundzüge der Buchführung und Bilanztechnik

13

Baden-Württemberg


Foundations of Economics and Microeconomics (W3BW_ 501)





Prinicples of Economics and

Microeconomics German/English W3BW_501 1 Radke, Prof. Dr. Petra; Ravensburg







T


Examination -


-

Workload und ECTS


150 60 90 5



Students are able to understand the basics and development of economics. They can describe economic behaviour of households and companies as well as the functioning of markets. Students can explain the assumptions under which the interaction between households and companies leads to an efficient market result and which state intervention in market failure contributes to improving efficiency.

Methodological skills Students have acquired the skills to apply the learned concepts, models and methods to basic microeconomic

issues.


Introducing welfare economic questions, students can already derive the first scientifically based judgments about

market failures and classify them into a social, historical and ethical framework.

Comprehensive action competence Profound knowledge of pricing in different market forms helps students to understand the situation in their respective

companies and, if necessary, develop solutions to problems.

14



Introduction to Economics and Microeconomics 30 45

Basic questions and concepts of economics

- content, demarcation, methods of economics

- Demand, supply and market balance in a goods market

- factor market

- Market efficiency with perfect competition

- State Intervention in pricing

Advanced Microeconomics 30 45

- Household theory

- corporate Theory

- Price formation in different market forms (polypody, monopoly, oligopoly, monopolistic competition)

- Advanced aspects of microeconomics (e.g., market failure, behavioural economics, new institutional economics)


Special features

-

Requirements

-

Literature

- Beck, H.: Behavioral Economics, Heidelberg: Springer-Gabler

- Erlei, M./Leschke, M./Sauerland, D.: Neue Institutionenökonomik, Stuttgart: Schäffer Poeschel

- Goolsbee, A./Levitt, St./Syverson, C. : Mikroökonomik, Stuttgart: Schäffer-Poeschel

- Mankiw, N.G.: Grundzüge der Volkswirtschaftslehre, Stuttgart: Schäffer-Poeschel

- Mankiw, N.G./Taylor, M.P.: Economics, Mason (Ohio): Thomson South Western

- Natrop, J.: Grundzüge der Angewandten Mikroökonomie, München: Oldenbourg

- Pindyck, R.S./Rubinfeld, D.L.: Mikroökonomie, München: Pearson

- Varian, H.R.: Grundzüge der Mikroökonomik, München: Oldenbourg

15

Baden-Württemberg


Macroeconomics (W3BW_502)





Macroeconomics German/English W3BW_502 1 Greitens, Prof. Dr. Jan; Mosbach



2ndacademic year - Course of Study module 2





Examination -


-

Workload und ECTS


150 55 95 5



Students are able to describe short- and long-term macroeconomic developments in the economy and to analyse them using models. Students will be able to visualize the generation of money, the monetary value and the financial impact using various concepts and in the context of the financial system, and apply it to current questions. They know important currency-theoretical connections and can explain monetary policy decisions.


Students have acquired the skills to apply the learned concepts, models and methods to basic macroeconomic

issues. In doing so, they are able to apply the necessary abstractions and simplifications to the essential factors and

to argue in causal chains.


Students can recognize the complexity of macroeconomic contexts and compare the sometimes contradictory explanations. Students understand the dependence of economic explanations on historical and cultural conditions.


In this module, students learn about the dependencies of a company on macroeconomic development. They understand how a company is influenced by economic cycles or monetary policy decisions and what reactions to such developments are possible. Students can understand the possibilities, but also the limitations and risks of using models and their assumptions in macroeconomics

16



Prinicples of Macroeconomics 28 48

Economic cycle and National Accounts

- Basic ideas of macroeconomic paradigms: Keynesian vs. neoclassical approaches

- Model-based macroeconomic analysis of the closed economy (e.g. IS-LM model, AS-AD model, Solow model)

- Economic policy implications (e.g. fiscal and monetary policy)

Money and Banking 27 47

- Economic cycle and National Accounts

- Basic ideas of macroeconomic paradigms: Keynesian vs. neoclassical approaches

- Model-based macroeconomic analysis of the closed economy (e.g. IS-LM model, AS-AD model, Solow model)

- Economic policy implications (e.g. fiscal and monetary policy)

- Monetary fundamentals, financial system

- Money demand and money supply

- Fundamentals of monetary policy

- Institutional structuring of monetary policy

- Inflation and deflation

- Current topics of monetary policy

- Currency market

- Exchange rate theories

- International Monetary Order


Special features

-

Requirements

-

Literature

- Arnold, L.: Makroökonomik, Mohr Siebeck, Tübingen

- Beck, H.: Globalisierung und Außenwirtschaft, Vahlen, München

- Blanchard, O./Illing, G.: Makroökonomie, Pearson, München

- Görgens, E./Ruckriegel, K./Seitz, F.: Europäische Geldpolitik, UVK-Verlag, Konstanz

- Issing, O.: Einführung in die Geldtheorie, Vahlen, München

- Mankiw, N. G.: Makroökonomik, Schäffer Poeschel, Stuttgart

- Rose, K., Sauernheimer, K.: Theorie der Außenwirtschaft, Vahlen, München

- Spahn, P.: Geldpolitik, Vahlen, München

- Stiglitz, J. E./Walsh, C. E.: Makroökonomie, Oldenbourg, München

17

Baden-Württemberg


Economic policy (W3BW_503)





Economic policy German/English W3BW_503 1 Bleich, Prof. Dr. Torsten; Villingen-

Schwenningen



3rdacademic year - Course of Study Module 2





Examination or Seminar work (with Presentation) -


-

Workload und ECTS


150 50 100 5


Professional Expertise The students are able to use economic theories to thoroughly analyse and assess foreign economic, economic and

financial issues.


Students have acquired the competence to apply basic micro and macroeconomic analysis methods to foreign economic, economic and financial issues. They can interpret statistical evaluations and classify them in the theoretical and political background.


The students understand the importance of value judgments for different economic policy recommendations. They

can apply the learned theoretical concepts to current political issues and understand the conflicts between economic

theory and political practice.


In this module, students learn to take their own, well-founded and reflected position on economic policy issues.

In doing so, they can tolerate other well-founded positions and engage in a constructive exchange about the

different assumptions.



Introduction to Economic Policy and Foreign Trade 25 50

Introduction to economic policy: objectives, instruments, vehicles

- Real foreign trade: theory and policy (e.g. absolute and comparative advantage, tariff and non-tariff trade barriers)

- Current issues of foreign trade (e.g., European integration, globalization, trade policy)

- Selected areas of economic policy, e.g. Stabilization Policy, Labour Market Policy, Social Policy, Competition Policy, Growth Policy, Distribution Policy, Allocation

Policy, Environmental Policy, Fiscal Policy.

Selected topics of economic policy 25 50

18

- Selected areas of economic policy, e.g. Stabilization Policy, Labor Market Policy, Social Policy, Competition Policy, Growth Policy, Distribution Policy, Allocation Policy, Environmental Policy, Financial Policy (unless treated in Unit 1) - Current topics of economic policy


Special features

-

Requirements

-

Literature

- Beck, H.: Globalisierung und Außenwirtschaft, Vahlen, München

- Bénassy-Quéré/Coeuré/Jaquet/Pisany-Ferry: Economic Policy

- Blankart, C. B.: Öffentliche Finanzen in der Demokratie, Vahlen, München

- Fritsch, M.: Marktversagen und Wirtschaftspolitik, Vahlen, München

- Görgens, E./Ruckriegel, K./Seitz, F.: Europäische Geldpolitik, UVK-Verlag, Konstanz

- Krugman, P. R./Obstfeld, M./Melitz, M. J.: Internationale Wirtschaft, Pearson, Hallbergmoos

- Mankiw, N.G./Taylor, M.P.: Economics, Mason (Ohio): Thomson South Western

- Mussel, G./Pätzold, J.: Grundfragen der Wirtschaftspolitik, Vahlen, München

- Rose, K./Sauernheimer, K.: Theorie der Außenwirtschaft, Vahlen, München

- Zimmermann, H./Henke, K./Broer, M.: Finanzwissenschaft, Vahlen, München

19

Baden-Württemberg

Cooperative State University

Study Area Economics

Civil Law (W3BW_504)





Civil Law German/English W3BW_504 1 Sakowski, Prof. Dr. Klaus; Heidenheim





Form of Instruction Lectures, Case Study





-

Workload und ECTS


150 60 90 5



After participating in the module event, the students recognize the comprehensive practical relevance of the subject and have basic factual knowledge in civil law. They can name, explain and apply the most important BGB regulations and contexts to selected practical situations. In this way, they are able to analyse legal problems of such cases, to discuss them critically and to provide them with a justifiable solution.


The students know and understand the most important methods for the interpretation of regulations, in particular with regard to indefinite legal concepts. They understand the legal expertise style method and can apply these to case designs. They know teaching and learning methods using digital media and can use them successfully, especially for self-study purposes.

Personal and social skills In case of group work (case study) the students are able to work effectively in a working group. You are capable of

applying and maintaining adequate time management for audits.


Students have the ability to identify potential legal issues in the workplace at an early stage and can either design them legally themselves, or at least provide them to a knowledgeable third party (e.g. lawyer, legal department) in a problem-oriented way. They also have the ability to critically reflect on prevalent doctrines and court judgements.

20



Prinicples of Law, Civil Law I

BGB and Law of Obligation 30 45

- Overview of the legal system, areas of law, judicial composition and legal techniques

- Introduction to the Civil Code

- Legal entities and legal objects, declaration of intent

- Contestation

- Principle and limits of freedom of contract

- Representation

- Limitation

- Deadlines and appointments

- Obligations, damages, negligence, performance disruptions

- Terms of Service

Civil Law II

Law of Obligations, Property Law and Fundamentals of Procedural Law

30 45

Consumer contracts (especially distance selling)

- Cancellation

- Total debt

- Purchase contract

- Work contract

- Other types of contracts in general terms (depending on the field of study, eg lease, loan agreement, service contract)

- Basic features of unjust enrichment

- Unauthorized actions

- Fundamentals of Property Law (Property, Property, Security Rights)

- Overview of the procedure and procedural law


Special features

The law module is suitable for the use of teaching, learning and exam forms with the inclusion of digital media.

Requirements

-

Literature

- Brox, H./Walker, W. D.: Allgemeiner Teil des BGB. München: Vahlen

- Brox, H./Walker, W. D.: Allgemeines Schuldrecht. München: C. H. Beck

- Brox, H./Walker, W. D.: Besonderes Schuldrecht. München: C. H. Beck

- Eisenhardt, U: Einführung in das bürgerliche Recht. Stuttgart: Utb, Facultas

- Ens, R./Hümer, M./Knies, J./Scheel, T.: Unternehmensrecht, Bad Wörishofen: Holzmann (daraus Scheel, T.: Zivilrecht)

- Führich, E.: Wirtschaftsprivatrecht. München: Vahlen

- Führich, E./Werdan, I: Wirtschaftsprivatrecht in Fragen und Fällen. München: Vahlen

- Kallwass, W./Asbels, P.: Privatrecht. München: Vahlen

- Musielak, H. J./Hau, W: Grundkurs BGB. München: Vahlen

- Musielak, H. J./Voit, W: Grundkurs ZPO. München: Vahlen

- Sakowski, K.: Grundlagen des bürgerlichen Rechts. Berlin Heidelberg: Springer Gabler

- Wolf, M./Wellenhofer, M.: Sachenrecht. München: Beck

21

Baden-Württemberg


Business Law (W3BW_505)





Business law German/English W3BW_505 1 Sakowski, Prof. Dr. Klaus; Heidenheim





Form of Instruction Lectures, Exercises, Case Study





-

Workload und ECTS


150 55 95 5



After attending the module event, students have basic factual knowledge and critical understanding of the learned legal subjects. They know the most important rules and can apply them to selected practical situations. You are able to legally analyse the problems of such cases, to discuss them critically and to provide a justifiable solution.


The students can work on case designs analytically critical as well as method-based. They know teaching and

learning methods using digital media and can use them successfully, especially for self-study purposes.


For group work (case study) students are able to work effectively in a working group. You are capable of applying

and maintaining adequate time management for audits.


Students have the ability to identify potential legal problems in the workplace at an early stage. They can either design them themselves legally or at least give them problem-oriented to a competent third party (e.g. lawyer, legal department). They have the ability to critically reflect on prevalent doctrines and court judgments and can communicate with professionals or laypersons about it.

22



Business Law

Commercial and Company Law

28 48

- Principles and sources of law of commercial law

- Businessman

- Commercial register

- Company

- Powers

- Assistants, sales representatives (overview)

- main features of commercial transactions (for example freedom of form)

- Importance of commercial customs, commercial purchase

- Overview of company forms (national / EU), type mixture

- Development, operation, management and representation

- Financial Regulations

- Overview of capital raising and preservation, liability, termination

- Overview Group

Labor Law

Employment law, fundamentals of insolvency law

27 47

(Note insolvency law optional, depending on the field of study)

- Basic concepts and sources of employment law

- Definition of worker

- Initiation and justification of the employment relationship

- Duties of the employee

- Obligations of the employer (private and public law)

- Selected content of the employment relationship (e.g., scope, compensation, vacation, illness, use of media in working life, employee data protection)

- Termination of Employment

- Collective bargaining

- Right to strike

- Corporate constitutional law

- Ordinance on Bankruptcy

- Consumer insolvency proceedings

- Institutions of insolvency proceedings

- Legal status of the insolvency administrator

- Bankruptcy Reasons

- File for bankruptcy

- Security measures

- Effects of the procedure opened - Influence on contractual relationships

- Realization of collateral

- Creditors discrimination

- Actionable actions and legal consequences

- Liability and insolvency offenses


Special features

The law module is suitable for the use of teaching, learning and exam forms with the inclusion of digital media.

Requirements

Basic knowledge of module Civil Law

Literature

- Bitter, G./Heim, S.: Gesellschaftsrecht. München: Vahlen

- Bork, R.: Einführung in das Insolvenzrecht. Tübingen: Mohr Siebeck

- Brox, H./Rüthers, B./Henssler, M.: Arbeitsrecht. Stuttgart: Kohlhammer

- Brox, H./Henssler, M.: Handels und Wertpapierrecht. München: Beck

- Keller, U.: Insolvenzrecht. München: Vahlen

- Paulus, C.: Insolvenzrecht. München: Beck

- Preis, U.: Arbeitsrecht – Individualarbeitsrecht. Köln: Dr. Otto Schmidt

- Preis, U.: Arbeitsrecht – Kollektivarbeitsrecht. Köln: Dr. Otto Schmidt

- Sakowski, K.: Arbeitsrecht. Berlin Heidelberg: Springer Gabler

23

Baden-Württemberg


Mathematics und Statistics (W3BW_601)





Mathematics und Statistics German/English W3BW_601 1 Weber, Prof. Dr. Joachim; Stuttgart



1stacademic year - Course of Study module 2





Examination -


-

Workload und ECTS


150 60 90 5



Upon completion of the module, students have basic knowledge and critical understanding of mathematics and statistics for economic issues. They are able to apply the methods and approaches to concrete analysis, planning and decision problems as well as to present and interpret the results in a targeted manner.


The students have grasped the ideas of mathematical techniques and acquired the competence to use them in economic questions. They have understood the statistics as decision-making aid in operational practice or as an aid in the empirical testing of hypotheses and acquired the ability to explain the possible influence of the data creation process, the data sources and the data presentation on the result as well as independently evaluate given data sets regarding desired information and to judge.


Upon completing the module, students know that quantitative methods are one way (among others) of gaining insights, especially that reality cannot be mapped in numbers. They are aware of the influence of the methods on the result and are thus sensitized to a responsible approach.


The students were given an overview of the possible uses of mathematical and statistical methods in questions of economics and business administration and practiced their application by means of corresponding examples. This enables them to apply these methods independently and evaluate the results in context.

24



Mathematics 30 45

- Fundamentals of mathematics (sets of numbers, basic algebraic structures, logic)

- Analysis (essential elements of calculus for functions with one and several independent variables)

- Financial Mathematics (Consequences and Series, Applied Financial Mathematics)

- linear algebra (systems of equations, matrices, vectors, determinants)

- Field of study related extensions according to subject relevance and student knowledge.

Statistics 30 45

- Basics (data creation)

- Descriptive statistics (univariate and multivariate frequency distributions with their descriptive measures)

- Inductive statistics (in particular probability theory)

- Closing statistics (estimates, test methods, economic statistical applications)

- Field of study related extensions according to subject relevance and student knowledge


Special features

Module with two examinations

- Examination after the first semester

- Examination or portfolio examination after the second semester

Requirements

-

Literature

- Bamberg, G./Baur, F./Krapp, M.: Statistik, München: Oldenbourg

- Bleymüller, J./Gehlert, G./Gülicher, H.: Statistik für Wirtschaftswissenschaftler, München: Vahlen

- Bosch, K.: Mathematik für Wirtschaftswissenschaftler, München: Oldenbourg

- Bronstein, I./Semendjajev, K. A.: Taschenbuch der Mathematik, Thun/Frankfurt a. M.: Verlag Harri Deutsch

- Heinrich, G.: Basiswissen Mathematik, Statistik und Operations Research für Wirtschaftswissenschaftler, München: Oldenbourg

- Holey, T./Wiedemann, A.: Mathematik für Wirtschaftswissenschaftler, Heidelberg: Physica-Verlag

- Sachs, M.: Wahrscheinlichkeitsrechnung und Statistik, München: Hanser

- Stiefl, J.: Wirtschaftsstatistik, München: Oldenbourg

- Sydsaeter, K./Hammond, P.: Mathematik für Wirtschaftswissenschaftler, Hallbergmoos: Pearson Studium

- Tietze, J.: Einführung in die angewandte Wirtschaftsmathematik, Wiesbaden: Springer Spektrum

- Tietze, J.: Einführung in die Finanzmathematik, Wiesbaden: Springer Spektrum

25

Baden-Württemberg


Key Qualifications I (W3IB_IBAM701)



International Business International Business Administration & Management -


Key Skills I German/English W3IB_IBAM701 1 Weber, Prof. Dr. Joachim; Stuttgart

Weinland, Prof. Dr. Lothar; Mannheim





Form of Instruction Lectures, Seminar, Laboratory exercises, Plan play/Simulation, Role play



Certificate of Achievement (without marks) -


-

Workload und ECTS


150 60 90 5



The students have the first basic qualifications for scientific study and can critically assess their applicability to

practical situations. Furthermore, they are able to work on a company problem in a structured scientific approach.


Methodological skills Students can

- reflect on methods and techniques in different situations and use them competently,

- Carry out Literature research and make source-critical evaluations of the Literature,

- select and apply appropriate scientific research methods and techniques.



Students can

- communicate openly,

recognize, critically analyse and assess own and foreign communication patterns,

- autonomously and confidently represent your own positions and understand other positions

- use the learned methods in a rational, understanding and fair manner and non-manipulative,

- manage conflict in a balanced way,

- recognize the ethical implications and responsibilities of research,

- Use the plurality of theories and methods in a meaningful way.



The students

- are able to quickly find new situations, work into new tasks and integrate into teams and cultures,

- convince as independently thinking and responsible acting personalities with critical judgment in economy and society,

- are characterized by well-founded technical knowledge, understanding of general relationships as well as the ability to put theoretical knowledge into practice, - solving problems in the professional environment methodically as well as purposefully and acting in a team-oriented manner.

26



Prinicples of Research & Scientific Enquiry 30 45

- Academic work techniques (including skills, learning theory, learning strategies and techniques (e.g. mind map, memo techniques / retention strategies), workplace and learning organization, reading, writing / presentation techniques and methods, stress management (e.g. time management, self-management), communication and collaboration with other

- Science, target range of scientific work, scientific methods of the human sciences

- Requirements for scientific work (including objectivity, honesty / honesty, verifiability, reliability, validity, logical reasoning, traceability)

- Basic processing of a topic (initial situation: problem / problem, analysis / specification, finding and finding solutions, implementation, processing results)

- Phases of a scientific work (choice of subject / purpose, definition / definition of the topic, objective of the thesis and derivation of the research question)

- Scientific Exposé

- project planning (communication with supervisors, time / resource planning, time management, work aids)

- Introductory phase (Literature study, selection, research), main and creation phase (design of introductory chapters, outline alternatives, final chapter), revision phase

- Formal design (cover page / title page (including, where appropriate, blocking notice), directories, execution section, appendix, list of references, declaration of honor), design elements - Citation (including types of citations, citation rules, plagiarism), literary genres, bibliography and sources

Presentation Skills 30 45

Presentation skills

- Areas of application and objectives of a presentation

- Content structure of a presentation / presentation dramaturgy

- Media use and visualization techniques (e.g., text images, graphics and symbols)

- Presentation Techniques

- Voice work and rhetoric

- Non-verbal communication: Body language, facial expressions and gestures

- Dealing with stage fright

- Follow-up of the presentation

- Specifics of scientific presentations

- Exercises related to the respective field of study

Communication skills

- Communication psychological research and communication theories

- Communication and interaction

- Rhetoric

- Communication of communicative and rhetorical skills

- Negotiation Techniques

- Active listening

- Question technique

- Objection Handling

- Communication Disorders

- Conflict talks, Moration, feedback and employee discussions, communication in teams

- Exercises against the background of current topics of the respective field of study with subsequent discussion


Special features

-

Requirements

-

Literature

- Bortz, J./Döring, N.: Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler, Heidelberg: Springer

- Kornmeier, M.: Wissenschaftstheorie und wissenschaftliches Arbeiten. Heidelberg: Physica

- Kromrey, H.: Empirische Sozialforschung. Stuttgart: Lucius & Lucius

- Renner, H.-G. u. Strasmann, J. Das Outdoor-Seminar in der betrieblichen Praxis, Hamburg: Verlag Windmühle

- Schnell, R./Hill, P. B. / Esser, E.: Methoden der empirischen Sozialforschung. München: Oldenburg

- Schwaiger, M./Meyer, A.: Theorien und Methoden der Betriebswirtschaft. München: Vahlen

- Stickel-Wolf, C. /Wolf, J.: Wissenschaftliches Arbeiten und Lerntechniken, Wiesbaden: Gabler

- Theisen, M. R.: Wissenschaftliches Arbeiten. München: Vahlen

27

Baden-Württemberg


Key Qualifications II (W3IB_IBAM702)





Key Skills II German/English W3IB_IBAM702 1 Weber, Prof. Dr. Joachim; Stuttgart











-

Workload und ECTS


150 55 95 5



The students have advanced qualifications for scientific study and can critically assess their applicability to practical

situations. Furthermore, they are able to deal with a business problem in a structured scientific approach.


Students can

- reflect and competently use methods and techniques in different situations,

- Carry out Literature research and make source-critical evaluations of the Literature



Students can



- autonomously and confidently represent your own positions and understand other positions,






The students



- are characterized by well-founded technical knowledge, understanding of general relationships as well as the ability to put theoretical knowledge into practice,

- solving problems in the professional environment methodically as well as purposefully and acting in a team- oriented manner.

28



Scientific Theory & Methods of Empirical Social Research 28 48

Theory of Science and Methods of Empirical Research 28 48

Science:

- Science and philosophy of science, classification of disciplines

- Basic scientific-theoretical positions (for example, rationalism, empiricism, critical rationalism, historical philosophy of science, constructivism)

- Basic concepts of scientific theory (for example, statements, axiom, hypothesis, model, theory)

- Research logic (induction, deduction, scientific explanatory models)

- Business Administration as a science

- Ethics in economics

Methods of Empirical Social Research:

- Typology of scientific work (conceptual / modelling work, empirical studies, meta-studies) and methodology

- Operationalize and measure

- Selection procedure (samples, distortions, weights)

- forms of investigation and data collection (observation, survey, content analysis, experiment)

- Data preparation and initial analysis (data preparation / coding, documentation, frequencies, crosstabs, position measurements)

- advanced data analysis (scatters, correlations, multivariate methods, significance statements)

- Special features of qualitative social research, phases of the research process

- Principles of presentation and interpretation (visualization, interpretation, data sources)

Applied project management 27 47

- Phases of project management

- Project Controlling

- Quality management in projects

- Risk management in projects

- Methods and tools of project management


Special features

-

Requirements

-

Literature




- Oppel, K.: Business Knigge International. Freiburg: Haufe

- Schneider, D.: Business Administration, Band 4: Geschichte und Methoden der Wirtschaftswissenschaften. München: Oldenbourg

- Schnell, R./Hill, P. B. / Esser, E.: Methoden der empirischen Sozialforschung. München: Oldenbourg




29

Baden-Württemberg


Key Qualifications III (W3IB_IBAM703)





Key Skills III German/English W3IB_IBAM703 1 Weber, Prof. Dr. Joachim; Stuttgart







Method of teaching




-

Workload und ECTS


150 50 100 5



The students have all the qualifications for scientific study and can critically assess their applicability to practical

situations. Furthermore, they are able to handle a company problem in a structured scientific approach.


Students can


- Carry out Literature Research and make source-critical evaluations of the Literature



Students can

- communicate openly








The students




30



Function-Specific Business Simulation 25 50

In the context of function-specific business simulation, simulations in the form of board planning games or computer-aided business games are carried out in particular on entrepreneurial functions or marketing instrument-related simulations. The subject of industry-specific simulation can be, for example, simulations of the below-mentioned topics:

- Logistics

- Marketing

- Brand Management

- Distribution

Bachelor thesis Seminar 25 50

- Independent planning of a research process and development of a research design (Exposé) for a possible Bachelor thesis topic (this does not have to

be the later topic of the Bachelor Thesis)

- Choice of topics / topics, problem formulation and formulation of objectives, Literature research and information gathering, selection and preparation of an

examination method, definition of structure and structure of work


Special features

-

Requirements

-

Literature

- Bortz, J./Döring, N.: Forschungsmethoden und Evaluation für Human und Sozialwissenschaftler, Heidelberg: Springer

- Hollinger,T.: Führungskräftetraining mit Pferden. Können Menschen von Tieren lernen? Hamburg: gel








31

Baden-Württemberg


Key Qualifications I (VS) (W3IB_IBAM704)





Key Qualifications I (VS) German/English W3IB_IBAM704 1 Weber, Prof. Dr. Joachim; Stuttgart











-

Workload und ECTS


150 60 90 5



The students have the first basic qualifications for scientific study and can critically assess their applicability to

practical situations. Furthermore, they are able to work on a company problem in a structured scientific approach.


Students can





Students can









The students




32



Foundations of scientific work 30 45

- Academic work techniques (including skills, learning theory, learning strategies and techniques (e.g. mind map, memo techniques / retention strategies), workplace and learning organization, reading, writing / presentation techniques and methods, stress management (e.g. time management, self-management), communication and collaboration with other

- Science, target range of scientific work, scientific methods of the human sciences

- Requirements for scientific work (including objectivity, honesty / honesty, verifiability, reliability, validity, logical reasoning, traceability)

- Basic processing of a topic (initial situation: problem / problem, analysis / specification, finding and finding solutions, implementation, processing results)

- Phases of a scientific work (choice of subject / purpose, definition / definition of the topic, objective of the thesis and derivation of the research question)

- Scientific Exposé

- project planning (communication with supervisors, time / resource planning, time management, work aids)

- Introductory phase (Literature study, selection, research), main and creation phase (design of introductory chapters, outline alternatives, final chapter), revision phase

- Formal design (cover page / title page (including, where appropriate, blocking notice), directories, execution section, appendix, list of references, declaration of honour), design elements - Citation (including types of citations, citation rules, plagiarism), literary genres, bibliography and sources

Presentation- und Communication competence 30 45

Presentation skills

- Areas of application and objectives of a presentation

- Content structure of a presentation / presentation dramaturgy

- Media use and visualization techniques (e.g., text images, graphics and symbols)

- Presentation Techniques

- Voice work and rhetoric

- Non-verbal communication: Body language, facial expressions and gestures

- Dealing with stage fright

- Follow-up of the presentation

- Specifics of scientific presentations

- Exercises related to the respective field of study

Communication skills

- Communication psychological research and communication theories

- communication and interaction

- Rhetoric

- Communication of communicative and rhetorical skills

- Negotiation Techniques

- Active listening

- Question technique

- Objection Handling

- Communication Disorders

- Conflict talks, Moration, feedback and employee discussions, communication in teams

- Exercises against the background of current topics of the respective field of study with subsequent discussion


Special features

-

Requirements

-

Literature




- Renner, H.-G. u. Strasmann, J. Das Outdoor-Seminar in der betrieblichen Praxis, Hamburg: Verlag Windmühle




- Stickel-Wolf, C. /Wolf, J.: Wissenschaftliches Arbeiten und Lerntechniken, Wiesbaden: Gabler - Theisen, M. R.: Wissenschaftliches Arbeiten. München: Vahlen

33

Baden-Württemberg


Key Qualifications II (VS) (W3IB_IBAM705)





Key Qualifications II (VS) German/English W3IB_IBAM705 1 Weber, Prof. Dr. Joachim; Stuttgart











-

Workload und ECTS


150 55 95 5



The students have advanced qualifications for scientific study and can critically assess their applicability to practical



Students can

- reflect and competently use methods and techniques in different situations,




Students can



- autonomously and confidently represent your own positions and understand other positions,






The students

- be able to quickly find new situations, work into new tasks and integrate into teams and cultures,



34



Theory of Science and Methods of Empirical Research Science 28 48

Theory of Science and Methods of Empirical Research 28 48

Science:

- Science and philosophy of science, classification of disciplines

- Basic scientific-theoretical positions (for example, rationalism, empiricism, critical rationalism, historical philosophy of science, constructivism)

- Basic concepts of scientific theory (for example, statements, axiom, hypothesis, model, theory)

- Research logic (induction, deduction, scientific explanatory models)

- Business Administration as a science

- Ethics in economics

Methods of Empirical Social Research:

- Typology of scientific work (conceptual / modelling work, empirical studies, meta-studies) and methodology

- Operationalize and measure

- Selection procedure (samples, distortions, weights)

- forms of investigation and data collection (observation, survey, content analysis, experiment)

- Data preparation and initial analysis (data preparation / coding, documentation, frequencies, crosstabs, position measurements)

- advanced data analysis (scatters, correlations, multivariate methods, significance statements)

- Special features of qualitative social research, phases of the research process

- Principles of presentation and interpretation (visualization, interpretation, data sources)

Field of Study-related Social Competencies 27 47

In the course, field of study-related social competences are imparted, which go beyond and supplement the specialized, methodological and social

competences imparted in the core and elective modules. The seminars can also be carried out in the form of outdoor seminars.


Special features

-

Requirements

-

Literature




- Oppel,K.: Business Knigge International. Freiburg: Haufe






35

Baden-Württemberg


Key Skills III (VS) (W3IB_IBAM706)





Key Qualifications III (VS) German/English W3IB_IBAM706 1 Weber, Prof. Dr. Joachim; Stuttgart











-

Workload und ECTS


150 50 100 5



The students have all the qualifications for scientific study and can critically assess their applicability to practical



Students can





Students can

- communicate openly








The students




36



Function-specific company simulation 25 50

In the context of function-specific business simulation, simulations in the form of board planning games or computer-aided business games are carried out in particular on entrepreneurial functions or marketing instrument-related simulations. The subject of industry-specific simulation can be, for example, simulations of the below-mentioned topics:

- logistics

- marketing

- Brand Management

- Distribution

Field of study-related case studies 25 50

Case studies with which the respective field of study can impart important field of study-specific contents and methods to them in a practical way.


Special features

-

Requirements

-

Literature

- Bortz, J./Döring, N.: Forschungsmethoden und Evaluation für Human und Sozialwissenschaftler, Heidelberg: Springer

- Hollinger,T.: Führungskräftetraining mit Pferden. Können Menschen von Tieren lernen? Hamburg: gel








37

Baden-Württemberg


Practice module I (W3IB_IBAM801)





Practice Module I German/English W3IB_IBAM801 1 Weber, Prof. Dr. Joachim; Stuttgart

Nagel, Prof. Dr. Michael; Stuttgart





Form of Instruction Project



Project work, Report on the process and reflection of the practical phase -


-

Workload und ECTS


600 0 600 20



The students have an overview of their training company with regard to all important business, legal and social circumstances. They understand the purpose of the business and have an overview of the relevant market environment. They are able to grasp and analyse practical problems under their guidance in their complexity, in order to develop solutions based on them, using taught course contents.


Upon completion of the module, students can select and apply appropriate methods under guidance for complex

practice applications. You can assess the possibilities, practicability and limitations of the methods used after an in-

depth discussion.


The students are sensitized to deal with their expectations associated with their role in their work environment. Through their cooperative behavior in teams, they help to achieve the common goals. For transferred tasks, they assume responsibility as far as possible.


Under the guidance of the students, they will be able to implement, control and, if necessary, modify target-oriented

action programs on the basis of largely autonomous situation analyses with the aid of their theoretical knowledge

and competences.

38



Collaboration in a Business Process

Production of Goods & Services 0 600

Operational service:

1. Company and industry knowledge: product and service program; Organization of the entire company in national and international terms; Interaction of the individual

divisions; Overview of important competitors, suppliers and customers.

2. Operational service provision: classification in the overall enterprise; Interaction of the areas; Production and performance program; Manufacturing processes and

scheduling; Job scheduling; programming; Resource planning; Control of the process flow; disposition; Introduction to business order and project management.

3. Purchasing and warehousing: purchasing (procurement market research, criteria and procedure of supplier selection, phases of purchasing, global sourcing)

Warehousing (transportation planning, control and monitoring of incoming goods, storage systems and warehouse equipment, material supply).

Marketing and Sales:

1. Sales Planning and Sales: Classification of Marketing and Sales in the Entire Company; Process of sales planning; Market research (data sources, data collection,

data analysis); Organization of sales; Sales initiation; Sales processing; Sales logistics; Customer care and customer service; Sales Training.

2. Marketing mix: product development and design (research and development / innovation management); Pricing and terms policy; Distribution and communication;

Planning, realization and control of marketing measures; Preparation and conducting of exhibitions and trade fairs as well as promotions.


Special features

Preparation of project work I. The contents of the practical module I are based on the respective field of study-specific theoretical emphases in the individual semesters and serve as the basis for the company training plan. The company training plan should be adapted in content to the special features of the respective dual partner. In doing so, operational priorities and adjustments make sense, and it is also possible to deviate from the chronological order of the master plan.

Requirements

None

Literature


- Kornmeier, M.: Wissenschaftstheorie und wissenschaftliches Arbeiten. Heidelberg: Physica-

- Kromrey, H.: Empirische Sozialforschung. Stuttgart: Lucius & Lucius-

- Schnell, R./Hill, P. B. / Esser, E.: Methoden der empirischen Sozialforschung. München: Oldenbourg-

- Schwaiger, M./Meyer, A.: Theorien und Methoden der Betriebswirtschaft. München: Vahlen-

- Stickel-Wolf, C./Wolf, J.: Wissenschaftliches Arbeiten und Lerntechniken, Wiesbaden: Gabler-


39


Practice Module II (W3IB_IBAM802)





Practice Module II German/English W3IB_IBAM802 1 Weber, Prof. Dr. Joachim; Stuttgart




2nd academic year

- Course of Study module 2





Project work, presentation, report on the process and reflection of the practical phase


-

Workload und ECTS


600 0 600 20



Students have in-depth insights into field of study relevant areas in the context of societal and digital challenges. They are able to grasp and analyse practical problems in their complexity, in order to develop solutions based on them, using taught course contents.


Upon completion of the module, students will be able to select and apply appropriate methodologies for complex

practice applications. You can assess the possibilities, practicability and limitations of the methods used.


Students are sensitized to dealing with their expectations associated with their role in their work environment.

Through their cooperative behavior in teams, they help to achieve the common goals. They assume responsibility

for transferred tasks.


Students are able to implement, control and, if necessary, modify target-oriented action programs on the basis of

largely autonomous situational analyses with the aid of their theoretical knowledge and competences.

40



Collaboration in a Business process –

Performance, Finance & Managerial

Accounting/Controlling,

Human Resources Management & organizations 0 600

Finance and Accounting / Controlling:

1. Financial accounting: inventory; Asset Accounting; accounts payable; Accounts receivable accounting (including payment transactions, account

assignment and dunning / legal action); Annual financial statements and analysis.

2. cost and activity accounting: planning calculation (cost centre / cost centre related) and monitoring; Business accounting and internal activity allocation;

Calculation.

3. Investment and financing: Company-specific characteristics of the investment calculation / profitability analysis; Financing; Financial management.

4. Controlling: planning processes and budgeting; Planning and control instruments; Reporting; Product Controlling; Project control; Functional controlling

(for example sales controlling).

Personnel management and organization:

1. Management and enterprise organization: organizational structure (in-depth insight into the organizational structure of the company, differentiation to

other structures, tools of the organizational structure, job planning, job evaluation) Process organization (instruments of the process organization, process

organization investigations (for example office organization and communication)).

2. Personnel management: personnel policy, personnel strategies; Payment systems; flexibility; Working arrangements; Human resource planning;

Personnel marketing; Measures of recruitment; Personnel selection; Hiring, transferring and leaving employees; Human resources management and

development (mentoring interviews - assessments, education and training, payroll).

3. Labour Law and Occupational Safety and Health: basic knowledge of work and social law; Industrial Relations Act; Work order; Company agreement:

participation rights of the works council; Accident prevention and environmental protection; health Management

Practice Module II - Presentation 0 0

Technical placeholder


Special features

Preparation of project work II and presentation of project work II.

The contents of the practical module II are based on the theoretical emphases in the individual semesters and serve as a basis for the company training plan. The

company training plan should be adapted in content to the special features of the respective training company. Here, operational priorities are useful.

Requirements

None

Literature




- Schnell, R. / Hill, P. B. / Esser, E.: Methoden der empirischen Sozialforschung. München: Oldenbourg

- Schwaiger, M. / Meyer, A.: Theorien und Methoden der Betriebswirtschaft. München: Vahlen

- Stickel-Wolf, C. / Wolf, J.: Wissenschaftliches Arbeiten und Lerntechniken, Wiesbaden: Gabler


41

Baden-Württemberg


Practice Module III (W3IB_IBAM803)





Practice Module III German/English W3IB_IBAM803 1 Weber, Prof. Dr. Joachim; Stuttgart




3rdacademic year - Course of Study Module 2





Oral examination, report on the procedure and reflection on the practical phase


-

Workload und ECTS


240 0 240 8



The students have in-depth and comprehensive insights in the fields relevant to the field of study in the context of social and digital challenges, especially in the subject area of the chosen elective modules. They are able to grasp and analyse practical problems in their complexity, in order to develop efficient and effective solutions based on the contents of the courses.


Upon completion of the module, students will be able to select and apply appropriate methods for complex practical

applications. You can assess the possibilities, practicability and limitations of the methods used.


The students are sensitized to deal with their expectations associated with their role in their work environment.

Through their cooperative behavior in teams, they help to achieve the common goals. They assume responsibility

for transferred tasks.


On the basis of independently conducted situation analyses, the students are able to implement, control and, if

necessary, modify target-oriented action programs by using their theoretical knowledge and skills.



Practice Module III – Oral examination

Specializations in selected Managerial Functions e.g. in the Elective modules of the 3rd academic year

0 240

In-depth training in selected areas: further specialization, e.g. in the field of study electives of the third year.


42

Special features

The contents of the practical module III are based on the theoretical emphases in the individual semesters and serve as the basis for the company training plan. The

company training plan should be adapted in content to the special features of the respective training company. Here, operational priorities are useful.

43

Requirements

None

Literature


- Kornmeier, M.: Wissenschaftstheorie und wissenschaftliches Arbeiten. Heidelberg: Physica-

- Kromrey, H.: Empirische Sozialforschung. Stuttgart: Lucius & Lucius-

- Schnell, R./Hill, P. B. / Esser, E.: Methoden der empirischen Sozialforschung. München: Oldenbourg-

- Schwaiger, M./Meyer, A.: Theorien und Methoden der Betriebswirtschaft. München: Vahlen-

- Stickel-Wolf, C./Wolf, J.: Wissenschaftliches Arbeiten und Lerntechniken, Wiesbaden: Gabler-


44

Baden-Württemberg


Bachelor thesis (W3BW_901)





Bachelor thesis German/English W3BW_901 1 Weber, Prof. Dr. Joachim; Stuttgart









Bachelor thesis -


-

Workload und ECTS


360 0 360 12



The students have broad technical knowledge and are able to identify and solve practical and scientific topics on the

basis of the current state of research and their practical findings in their field of research.


The students are familiar with the range of methods available in their discipline and can critically reflect and apply

them in the context of working on practical and scientific problems.


The students can independently and autonomously work on operational problems and bring in new innovative

topics in the practical discussion. In the context of a good problem-solving, they pay particular attention to the

smooth cooperation with colleagues and with third parties. In this context, they demonstrate skills such as

communication skills, teamwork and conflict skills.


Students can apply their expertise and understanding of methods to derive an innovative and current operational problem for their thesis. The problem definition, which should have a clear relation to the respective field of study, they solve autonomously taking into account current scientific findings in the chosen subject area within a prescribed period. In doing so, you take into account current scientific and industry-specific sources as well as the rules of scientific work. The critical reflection of theoretical approaches and practical solution patterns is a matter of course for the students. The students continue to master specialist terminology and are able to operationalize terms, collect data, evaluate data and visualize results.



Bachelor thesis 0 360

45

Independent processing and solution of a generally operational problem, which should have a clear relation to the respective field of study, taking into account current scientific findings in the chosen topic. Written preparation of the solution approaches in the form of a scientific paper according to the general guidelines and requirements of the examination regulations


Special features

-

Requirements

-

Literature

Current special Literature and online sources for the selected topics and functional areas.

46

Baden-Württemberg


International Business and its Environment (W3IB_IBAM201)





International Business and its Environment German/English W3IB_IBAM201 1 Müller, Prof. Dr. Margitte; Karlsruhe

Maier, Prof. Dr. Simone; Heidenheim



1st academic year - Field of Study core module 2





Examination or Seminar work (no Presentation) -


-

Workload und ECTS


150 60 90 5

47



The students recognize and understand the determinants of international business activity. They can analyze and critically evaluate the framework conditions of internationally active companies. The students recognize how international trade and direct investment are developing. They gain an overview of theoretical explanations for international trade and direct investment and can compare these approaches.

The students deal with reaction possibilities of companies to different characteristics of the political-legal and economic enterprise environment. Students can explain internationalization decisions. They have an overview of possible internationalization strategies and market entry forms and can evaluate these comparatively. They can analyze and evaluate the opportunities and risks of global business activity.

In addition, the students got to know different design options for added value in an international context. You can classify and critically assess make-or-buy procurement decisions and design options using examples such as your own partner company. They know the alternatives in the order processing, can recognize push and pull control in the own partner enterprise and evaluate with regard to multilayered goals. They understand the importance of planning for coordination between the parties involved and synchronization of processes and their influence Buffer and transport.


The students understand the explanatory models for international trade and direct investment, know the underlying

assumptions and can estimate their limits.

Students learned about methods for making easy make-or-buy decisions and sourcing decisions, and can apply

them in simple examples. They know basic procedures of disposition and their limits of use and are able to apply

them.

They know methods that serve to reduce complexity in the creation of added value and can apply these to efficiently

process problem areas.


With the completion of the module, the students have acquired the competence to view the international business

activities of companies as well as globalization from different perspectives, including the arguments of critical

observers of these phenomena. They are aware of the responsibility of global companies for a sustainable balance

between economic success, environmental protection and social responsibility.

They are sensitized to the conflicts and coordination problems in the internal and cross-company added value

process and can handle it constructively. The students have acquired the competence to communicate adequately

about the aspects of international business dealt with. They are able to explain basic concepts and discuss their

importance for international companies.


The students are able to independently work on selected problems that arise in the course of internationalization of companies with the help of their knowledge of globalization issues, develop simple solution strategies and discuss them in a team. Their knowledge of basic Literature and relevant terminology facilitates their independent access to advanced analysis in this field. For given internal and external framework conditions, the students can assess the feasibility and advantageousness of relevant concepts.

You can identify critical process sections, products, and suppliers. They recognize potential for improvement, develop concepts that are ready for decision-making under guidance, and defend them with collegial contradiction. They can identify and judge success-critical processes and design alternative designs and defend them argumentatively in collegial contradiction or develop.



Principles of International Business and its Environment 30 45

Explanatory approaches to international trade and direct investment; Development of international trade and direct investment; State influence on international

trade: causes and instruments (for example protectionism); Regional economic integration; Significance and tasks of selected international organizations;

Corporate responses to differences between national political and economic systems

Principles of International Business Models and Operations 30 45

Globalization: development, evaluation and impact from a business perspective; The international enterprise: internationalization and market entry strategies; Configuration of the international supply chain in the area of conflict between responsiveness, costs, environmental protection and social responsibility; Outsourcing versus vertical integration; global sourcing strategies; worldwide logistics strategy; Design of order processing; Inventory management in international process chains; Coordination and cooperation in the international supply chain


Special features

-

Requirements

None

Literature

Bretzke, W.-R.: Logistische Netzwerke, Berlin: Springer.

Cavusgil, S. T./Knight, G. A./Riesenberger, J. R.: International Business: Strategy, Management, and the New Realities, Upper Saddle River: Pearson Prentice Hall.

Christopher, M.: Logistics and Supply Chain Management. Creating Value-Adding Networks, Harlow: Prentice Hall.

Collinson, S./Narula, R./ Rugman, A. M.: International Business, Harlow: Pearson.

Daniels, J. D./Radebaugh, L./Sullivan, D.: International Business, Upper Saddle River: Pearson Prentice Hall.

Hill, Ch. W. L.: International Business: Competing in the Global Marketplace, New York: McGraw-Hill.

Neiberger, C./Bertram, H.: Waren um die Welt bewegen. Strategien und Standorte im Management globaler Warenketten, Mannheim: MetaGIS

Informationssysteme.

Slack, N./Brandon-Jones, A.: Operations Management, Harlow: Pearson Education.

48


International Market Research (W3IB_IBAM202)





International Market Research German/English W3IB_IBAM202 1 Kornmeier, Prof. Dr. Martin; Mannheim



2ndacademic year - Field of Study core module 2


Form of Instruction Lectures, Seminar, Project



Project report (with Presentation) -


-

Workload und ECTS


150 55 95 5

49



Students learn about the special requirements that arise in the field of (market) research in an international environment. In particular, they get to know the essential stages / processes / methods / contents of relevant (empirical) research in order to be able to apply this knowledge independently or in a team within the framework of studies ("Market, Legal or Organizational Studies"). In the concrete (practical) example, the students recognize and understand the importance of empirical research for companies. As they learn to assess the applicability of subject-specific content (International Market Research), students develop a critical understanding of how to deal with relevant knowledge; For example, they can also give a qualified assessment of the results of existing studies.


Upon completion of the module, students can transfer their knowledge of existing research approaches and

apply methods independently to concrete problems: i.e. they can collect relevant data and information (e.g. about companies / organizations, competitors, consumers, products) from various internal and external sources, in principle evaluate, process according to given criteria, analyse and interpret and in this way ultimately markets, competitors, Assess trends and success factors or, for example, well-founded assessments of opportunities and risks or describe and evaluate the behaviour of persons in organizations / companies (e.g. employees, executives) (e.g. employee satisfaction, motivation, quality of internal communication).


The students improve their ability to reflect on the mediated content and learn to transfer their own knowledge and abilities independently and autonomously to the respective requirements and changed situations. The available learning and working tools increasingly use them independently to acquire knowledge or to search for appropriate solutions. By working on the research project, the students take on (co-) responsibility. They can justify their point of view using theoretically sound reasoning and provide appropriate feedback. Project-related work improves students' perseverance, perseverance and resilience; they also improve their ability to prioritize tasks according to their relevance. The students take responsibility for their own work; Their actions and the associated consequences can be presented plausibly and appropriately and justified in a comprehensible way. Criticism of results they can express appreciative and accept. Through the project-related group work in the research project, the students learn to take responsibility in the team as well as to involve all project members in the various work-sharing stages of the entire research process. In the joint solution of problems, they can make conflicting goals transparent and identify solutions that are communicative-morally. Through their cooperative behaviour, the project members help the team complete the research project together.


The students develop their understanding of overarching relationships and processes. For example, knowledge of international markets, as well as knowledge of one's own company and the knowledge of its design / control are fundamental to the success of an international company. Upon completion of the module, students will be able to assess the potential benefits of available research approaches and methodologies for the practice. In addition, they can critically reflect their content-related contribution as well as their group-related behaviour - also in comparison to the other group members - and derive consequences for future research projects as well as for future teamwork. The students can evaluate optional research methods, critically compare and transfer them to their practical work or new questions



Principles of International Market Research 22 38

Methodological basics and special features of internationally applied (comparative) studies (concepts, demarcations, definitions, tasks); Information needs of international companies; Ideal-typical course of research within the framework of Market, Legal and Organizational Studies (for example definition of the research problem, establishment of hypotheses, information requirements, research design); Methods of obtaining information (qualitative / quantitative methods, sources of information, secondary / primary research); Selection process, analysis, documentation and presentation of research results (data analysis / analysis, measurement theory, statistical test methods, study / research report, oral presentation, forms of presentation); Fields of application in practice (e.g. Comparative Studies, Legal Studies, Organizational Studies, Attitude / Image).

Applied International Market Research 33 57

Indentation of the content taught in teaching and learning unit I by application to the concrete case of practice, i. (practical) implementation on the basis of a small, temporally definable (ideally empirical) research project; possible topics would be e.g. comparative studies on legal differences between countries; comparative culture analyses e.g. of organizations / companies; Customer satisfaction surveys; Analysis of employees' willingness to innovate; transnational analysis of consumers / target

groups. Based on the (empirical) project, students should learn and internalize the essential steps of planning and conducting a Market, Legal or Organizational Study, i. E. Conception, survey, data analysis by means of data analysis software and presentation. In addition to the regular involvement in the group project, the clearly recognizable participation in the final report of the project is also essential. In addition to the detailed analysis, development of solution proposals and documentation of the results, this also includes their presentation.


Special features

-

Requirements

Basic knowledge in Marketing / Statistics

51

Baden-Württemberg


Operational Management in International Business (W3IB_IBAM203)





Operational Management in International

Business German/English W3IB_IBAM203 1

Maier, Prof. Dr. Simone; Heidenheim

Nölte, Prof. Dr. Uwe; Karlsruhe








Examination -


-

Workload und ECTS


240 88 152 8

52



The students know the design options that result from the internationalization of goods and financial flows for the companies. The understanding of the underlying models enables the students to identify potentials and limits of internationalization decisions. The basic alternatives for internationalization decisions from offshoring to the use of service providers, strategic partnerships, joint ventures to the various forms of direct investment can be compared. Alternative locations can also assess their opportunities and risks.

Students understand the financial implications of internationalization decisions. They can assess the financial risks and recommend suitable hedging instruments and strategies. They know the instruments for implementing and financing international trading transactions. They master common procedures for the financial optimization of the flow of goods within the company.

They judge the decisions from different perspectives in the company such as the customer, the financial and the logistics view. They are able to identify the associated risks, assess and know measures for risk management. Students can assess the applicability of theories and models and use them to make, understand and judge globalization decisions in their own company.


The students know basic models and procedures of capacity management, inventory, sales forecasts, order processing and transport management for the design of the international flow of goods and can apply these to simple examples.

They know financing models, in particular, to take account of interest and exchange rate developments in alternative financing plans and can identify financial risks. They use methods for assessing country-specific opportunities and risks.

They are able to comprehensively assess alternative location and financing decisions both in international trade and for direct investment. Simple assessment procedures for decisions under uncertainty such as the sensitivity analysis or decision tree procedures are familiar to them. You are proficient in basic elements of Risk management and can apply it.


The students understand the impact of globalization decisions and the related commodity and financial flows on the economy, society and the environment. They deal critically with economic, social and ethical areas of tension. You can classify the differences between real financial instruments compared to speculative financing and their consequences in the international environment.


Students can evaluate internationalization decisions from different perspectives in the company. They assess the impact on the economy, society and the environment holistically and thus identify conflicts of interest with stakeholder groups at an early stage. Thus, they are able to make informed decisions about internationalization in-house as well as externally.



International Operations Management 44 76

. Processes in operational and supply chain management; Design options for global supply chains; Order processing; Capacity man agement / inventory

management; Make-or-Buy; sourcing; International transactions; Risk Exposure in International Supply Chains

International Financial Management 44 76

Determination of risk exposures in internationalization strategies (e.g., transaction risk, translation risk, economic currency risk); Hedging of risk exposures via derivatives (hedging strategies, forwards, futures, options); Documents in foreign trade (customs documents, certificates of origin, shipping documents, order papers, insurance documents, movement certificates, SGS and PSI certificates); Foreign trade financing (Hermes guarantees, international export and investment guarantee coverages, forms of risk cover, foreign credit institutions, KFW project financing, forfaiting, buyer credit); International payment transactions (international exchange transactions, BOE versus Promissory Notes, discounting of bills of exchange, acceptances, drafts and endorsements, documentary cash transactions, documentary credits (letter of credits); use of supply chain financing to optimize business processes (eg factoring, leasing, cash forwarding); working capital (eg cash management, receivable management, payable management, capital structure management)


Special features

-

Requirements

None

Literature

Brealey, R./ Myers, S./ Allen, F.: Principles of Corporate Finance, New York: McGraw-Hill.

Bretzke, W.-R.: Logistische Netzwerke, Berlin: Springer.

Cooper, R.: Corporate Treasury and Cash Management, Basingstoke: Macmillan.

Coyle, J.J./ Novack, R.A./ Gibson, B.J./ Bardi E.J.: Transportation. A Supply Chain Perspective, South-Western: Cengage Learning.

Eun, C.S./ Resnick, B.G.: International Finance, Maidenhead: McGraw-Hill.

Grant, D.B./ Lambert, D.M./ Stock, J.R./ Ellram, L.M.: Fundamentals of Logistics Management, London:McGraw-Hill.

Heizer, J./ Render, B.M.: Operations Management, Harlow: Pearson.

Ivanov, D./ Tsipoulanidis, A.: Global Supply Chain & Operation Management, Zürich: Springer International Publishing.

Kouvelis, P./ Dong L.: Handbook of Integrated Risk Management in Global Supply Chains, Hoboken: Wiley.

Krajewski, L.J./ Malhotra, M.K.: Operations Management. Processes and Supply Chains, Harlow: Pearson.

Mieke, C./Nagel, M.: Produktion und Logistik. Die wichtigsten Methoden, Konstanz: UVK.

Perridon, L./ Steiner, M.: Finanzwirtschaft der Unternehmung, München: Vahlen.

Shapiro, A.C.: Multinational Financial Management, Hoboken: Wiley.

Wachowitz, J./ Van Horne: Fundamentals of Financial Management, New York: Prentice Hall .

53

Stand: 6.6.2018 DHBW-SharePoint

54


Strategic Management in International Business (W3IB_IBAM204)





Strategic Management in International

Business German/English W3IB_IBAM204 1 Nagel, Prof. Dr. Michael; Stuttgart



3rdacademic year - Field of Study core module 2







-

Workload und ECTS


150 50 100 5



The students should acquire sound theoretical knowledge, understanding of interdependencies as well as the

ability to transfer the theoretical knowledge of international strategy development and implementation as well as

international corporate governance into business practice.


The students should be able to independently apply mediated theories and methods to concrete problems of

international strategy development and strategy implementation as well as to the field of corporate governance. The students should be able to prepare problems in these areas according to given criteria and to evaluate them methodically.


The students have learned to adapt their own abilities independently to the constantly changing requirements. The students should have developed a feeling for the complex social influences and effects on strategy development and implementation and corporate governance. They should be able to contribute constructively and socially competent in international strategy development and implementation processes as well as corporate governance issues.


Students are able to evaluate and critically compare different approaches to strategy development and implementation as well as corporate governance. They have basic analysis patterns that allow them to structure problems in a goal-oriented manner. On the basis of the acquired knowledge, they can point out options for action in concrete situations, evaluate them critically and give plausible reasons for their decision on the chosen alternative.



International Strategy Development and Implementation 25 50

Fundamentals of international strategy development and implementation; Strategic planning (planning, targeting, environmental analysis, business analysis); Strategy

choice; Strategy Implementation; Strategic control; current case studies.

Corporate Governance and Case Studies of International Business Strategies 25 50

55

Basic goals, tasks, challenges, theories, models, structures and codes of corporate governance; Corporate governance in Germany and other selected regions; current

case studies.


Special features

None

Requirements

None

Literature

Bea, F.X./Haas, J.: Strategisches Management, München: UTB.

Clarke, T.: International Corporate Governance – A Comparative Approach, Arbington: Routledge.

Cullen, J.B./Parboteeah, K.P.: Multinational Management. A Strategic Approach, Boston: Cengage Learning.

Goergen, M.: International Corporate Governance, Harlow: Pearson.

Huse, M.: Boards, Governance and Value Creation, Cambridge: Cambridge University Press.

Jones, G.R./Hill, C.W.: Theory of Strategic management. With Cases, Toronto: Cengage Learning.

Malin, C.: Corporate Governance, Oxford: Oxford University Press.

Nagel, M./Mieke, C.: BWL-Methoden. Handbuch für Studium und Praxis, Stuttgart: UTB.

Perlitz, M./Schrank, R.: Internationales Management, Konstanz: UVK.

Tricker, B.: Corporate governance: principles, policies, and practices, Oxford: Oxford University Press. Welge, M.K./Al-Laham, A.: Strategisches Management. Grundlagen - Prozess - Implementierung, Wiesbaden: SpringerGabler

56

Baden-Württemberg


Principles of Intercultural Management (W3IB_IBAM205)





Principles of Intercultural Management German/English W3IB_IBAM205 1 Flynn, Prof. Dr. Clive; Villingen-Schwenningen








Portfolio -


-

Workload und ECTS


150 60 90 5



Students studied the influences of increasing internationalization of business activities and immigration on the imprinting of different cultural levels. They have come to know the central concepts for strengthening the perception of their social and cultural environment, as well as reflecting on how they deal with "strangers".

As a basis for their orientation in the international environment, the students got to know the central concepts of the concept of culture and gained an overview of the possible uses and limitations of essential traditional and past cultural theories. They have learned the basics of acculturation theory and are able to estimate the limitations or possibilities of different clashing cultures or groups to approach each other. They analysed the key factors influencing intercultural communication situations and developed a basic understanding of cultural imprints in interpersonal situations.

Against the background of the business activities of internationally operating companies, the students dealt with the complicated interaction of the cultural levels and their influence on the employees and the corporate culture. Furthermore, they are able, depending on the situation, to determine the influence of cultural differences on the corporate strategy, organization design, as well as the used ones To recognize leadership concepts and negotiation strategies and to act purposefully.


The students are able to independently apply given methods to concrete problems. Students can collect data and information from various internal and external sources, in principle evaluate and prepare according to predetermined criteria. They can increasingly use the available learning and working tools independently for the acquisition of knowledge.


The students have cognitively and emotionally reflected their own cultural imprint. They are aware of the need for a model analysis of intercultural interaction and the inherent risk of stereotyping. You are open to suggestions and able to independently apply given methods to concrete problems. The students have developed a feeling for the complex influences and effects of culture on economic contexts. They are able to reflect their own behavior against the background of other value systems and to analyze the behavior of others from different perspectives. The Students can work constructively in an international working group.

57


Students are able to evaluate and critically compare different approaches. They have basic analysis patterns that allow them to structure problems of intercultural interaction in a goal-oriented manner. On the basis of the already acquired knowledge about different socio-cultural contexts, they can point out options for action in concrete situations, critically evaluate them and plausibly justify their decision on the chosen alternative of action.

58



Principles of Intercultural Management 30 45

The Multicultural Society: Effects of Internationalization and Immigration; Cultural theory in transition: from anthropology to management theory; traditional and

morne cultural theoretical approaches; Ethnocentrism / Ethnorelativism; "The Perceptual Lens": self-image / alien image; Stereotyping; diversity; Social and

Cultural Intelligence; Akkulturationsstheorie; Intercultural communication

International Organizational Behavior 30 45

Corporate culture and climate; Cultural influences on corporate design; Influence of culture on management and leadership styles; Motivation; Conflict management and

management; cultural diversity and its impact on productivity and innovation performance in enterprises; Expectations and job satisfaction.


Special features

-

Requirements

None

Literature

Bowe, H. J./Martin, K./Manns, H.: Communication Across Cultures. Mutual Understanding in a Global World, Port Melbourne: Cambridge University Press.

Browaeys, M.-J./Price, R.: Understanding Cross-Cultural Management, Harlow: Pearson Education.

Chhokar, J.S./Brodbeck, F.C./House, R.J.: Culture and Leadership Across the World. The GLOBE Book of In-depth Studies of 25 Societies, Mahwah: Lawrence

Erlbaum Associates.

Deresky, H.: International Management. Managing Across Borders and Cultures, Harlow: Pearson Education.

Deardorff, D.K. (Hrsg.): The SAGE Handbook of Intercultural Competence. Thousand Oaks: SAGE Publications.

House, R.J./Hanges, P.J./Javidan, M./Dorfman, P.W./Gupta, V. (Hrsg.): Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies, Thousand Oaks:

SAGE Publications.

House, R.J./Dorfman, P.W./Javidan, M./Hanges, P.J./Sully de Luque, M.F.: Strategic Leadership Across Cultures. The GLOBE Study of CEO Leadership Behavior

and Effectiveness in 24 Countries, Thousand Oaks: Sage Publications.

Lüsebrink, H.-J.: Interkulturelle Kommunikation. Interaktion, Fremdwahrnehmung, Kulturtransfer, Stuttgart: Metzler.

Luthans, F./Doh, J.P.: International Management. Culture, Strategy and Behavior, New York: McGraw-Hill.

Martin, J.N./Nakayama, T.K.: Intercultural Communication in Contexts, New York: McGraw-Hill. Nakayama, T.K./Halualani, R.T. (Hrsg.): The Handbook of Critical Intercultural Communication, Chichester: Wiley-Blackwell.

Schneider, S.C./Barsoux, J.-L./Stahl, G.K.: Managing Across Cultures, Harlow: Pearson.

Schneider, U./Hirt, C.: Multikulturelles Management, München: Oldenbourg.

Thomas, D.C./Peterson, M.F.: Cross-Cultural Management: Essential Concepts, Thousand Oaks: SAGE Publications.

59

Baden-Württemberg


Applied Intercultural Management (W3IB_IBAM206)





Applied Intercultural Management German/English W3IB_IBAM206 1 Flynn, Prof. Dr. Clive; Villingen-Schwenningen








Portfolio -


-

Workload und ECTS


180 66 114 6

60



Leadership culture and corporate culture are a complex entity that has a profound impact on the prevailing management and leadership styles within the organization. Based on the basic knowledge already gained, the students gained further knowledge about the complex interplay of cultural levels and their influence on corporate governance and strategic orientation.

More companies are not only confronted with the question of maximizing profits, but increasingly with questions of ethics and sustainability. The students have dealt with various international aspects of ethics, e.g. in production, in order to gain a situational understanding of the problem. As a further development of the newly gained knowledge, they asked themselves about the cultural factors influencing the basic understanding of sustainability and its social significance. They gained knowledge about the complex interaction of the culture, the socio-economic environment and the sustainability and were thus able to develop recommendations for action for their companies.

As workforce heterogeneity and corporate globalization grows, understanding people's motivation and motivation is just as important as understanding their way of making decisions and their willingness to take risks. Using case studies and group work, the students developed detailed knowledge of the factors influencing culture and culture Differences to selected departments in companies.


The students are able to independently apply given methods to concrete problems. Students can collect data and information from various internal and external sources, in principle evaluate and prepare according to predetermined criteria. They can increasingly use the available learning and working tools independently for the acquisition of knowledge


The students further refined their ability to reflect and act in situations of intercultural interaction and developed a sense of their own intercultural competence. They are aware of the need for attitudes and attitudes to interact effectively and appropriately in intercultural situations. The students increasingly take on responsibility for the learning success. They can provide appropriate feedback and justify their point of view using a reasoned argumentation. They use all available learning and working tools for the acquisition of knowledge.

The students have developed a sense of complex and complex problems in cooperation in international teams and cross-border business co-operations. They are aware of their special responsibility in working with colleagues and business partners from different cultural backgrounds. Students are able to understand other ways of thinking and behaving, and to convey their own point of view in a transparent and appreciative way against the background of their own value system.

The students have developed a feeling for the complex influences and effects of culture on economic contexts. They are able to reflect their own behavior against the background of other value systems and to analyze the behavior of others from different perspectives. The Students can work constructively in an international working group.


The students are aware of the importance of increasing diversity in the entrepreneurial environment. They have a comprehensive knowledge of questions and methods of intercultural management. They can transfer and apply the acquired knowledge in the sense of the action-oriented dimension of intercultural competence to real situations in the intercultural cooperation. Against the background of the goal orientation of business administration, the students are able to show flexibility in their situation. They clearly represent their own position where it is necessary.



Leadership, Ethics and Sustainability 33 57

Cultural Management and Leadership Styles: In-Depth Studies; Cooperation in international teams; Basic understanding of ethics; International ethical Standpoints;

Sustainability; Ethics and sustainability: an international comparison.

Intercultural Management in Selected Operational Areas 33 57

The influence of the culture on various selected disciplines e.g. Human resources management, production, development, marketing and controlling will be treated and

deepened: Topics addressed include communication, relationships, hierarchies, expectations, compensation systems, willingness to take risks and role understanding in

an international environment.


Special features

-

Requirements

Principles of Intercultural Management

61

Literature

62

Baden-Württemberg



Foundations of Communication in Business (W3IB_IBAM207)





Foundations of Communication in Business

German/English/

French, Spanish

W3IB_IBAM207

1

Jochum, Prof. Dr. Rainer; Mosbach - Bad

Mergentheim

Purle, Prof. Dr. Enrico; Mosbach - Bad

Mergentheim





Form of Instruction Lectures, Seminar, Exercises, Case Study, Role play



Portfolio -


-

Workload und ECTS


150 60 90 5



Upon completion of the module, students will be able to understand important professional life situations in the

foreign language and to appropriately apply the relevant subject language actively and contextually in written and

oral communication.


After completing the module, students have learned how to effectively use methods to acquire and apply business language proficiency. They are also able to select relevant and adequate techniques for professional communication and have experience in dealing with them.


Students can reflect on their learning process and identify learning strategies. In this module, the students continued to learn how to work together on problems. They can also substantiate their point comprehensibly and give appreciative

criticism.


After completing the module in multilingual professional working groups, the students are able to contribute to solving problems and solving problems with the appropriate use of jargon. They are thus capable of acting in an

international working environment.



Fundamentals of Business Communication 30 45

Repetition and consolidation of grammar and vocabulary for use in a professional context, company descriptions (products,

services, structure / process organization, tasks)

63

Communicating in Businesses 30 45

Communication in a foreign language in a business context: Business letters, Telephoning, Presentations, Meetings

64


Special features

-

Requirements

-

Literature

Brook-Hart, G.: Cambridge Professional English Business Benchmark. C1 BEC Higher Edition, Cambridge: Cambridge University Press.

Brook-Hart, G.: Cambridge Professional English Business Benchmark. Upper-intermediate, Vantage, Cambridge: Cambridge University Press.

Juan, O./ de Prada, M. et al: En equipo.es 2, München: Hueber.

Pastor, E.: Bürokommunikation Spanisch, Stuttgart: PONS.

Powell, M.: Presenting in English. How to give successful presentations, Stuttgart: Klett.

Sweeney, S.: English for Business Communication, Cambridge: Cambridge University Press.

Tano, M.: Expertos. Curso avanzado de español orientado al mundo del trabajo. (B 2), Stuttgart: Klett.

Taylor, S./Gartside, l.: Model Business Letters, o.O.: Financial Times.

Williams, E.: Presentations in English, München: Hueber.

65

Baden-Württemberg


Applied Communication in Business (W3IB_IBAM208)




T


Applied Communication in Business

German/English/

French, Spanish

W3IB_IBAM208

1


Mergentheim


Mergentheim



2nd academic year

- Field of Study core module 2





Portfolio -


-

Workload und ECTS


180 66 114 5



After completing the module, students can conduct negotiations in the foreign language in a goal-oriented and systematic manner. The students can assess negotiation situations and negotiating partners and know methods to achieve their goals in negotiations also in an international context. In addition, after completing the module, the students have an overview of important communication techniques and their context-related application in an international business environment.


After completing the module, the students learned how to effectively use negotiation methods in an international context. They know the advantages and disadvantages of important communication technologies. They are able to select relevant and adequate technologies for professional communication and to apply them situation-specifically.


The students learn basic social negotiation techniques and can independently achieve conflict resolution and compromise with negotiating partners. They can critically reflect and constructively use different views and opinions. They are able to identify opportunities and obstacles in the context of intercultural and interdisciplinary cooperation as well as in negotiations and to make them successful. The students are able to question their personal negotiating behaviour critically and adapt it to the situation. In addition, they are able to reflect the communication behaviour across different communication technologies and to adapt their communication to the situation.


After completing the module, students can communicate and conduct negotiations in the context of different mother

languages and cultures in a targeted manner and using adequate communication technologies in the foreign

language.

66



Negotiations 33 57

Requirements for negotiation success in an international context, goal setting, negotiation strategies, goal-oriented conduct of negotiations, psychological and intercultural

basics, negotiation techniques, lines of argumentation, objection treatment, completion techniques, special features of conducting negotiations in foreign language and

intercultural context

Communication and Technology 33 57

Basic models and methods of successful communication in an international context, situation-specific use of communication technologies in an international context,

opportunities and risks of current developments in communication techniques and the resulting communication behaviour (for example through the use of digital

communication platforms in the corporate environment)


Special features

-

Requirements

Foundations of Communication in Business

Literature

Bozarth, J.: Show Your Work: The Payoffs and How-to’s of Working Out Loud, San Francisco: Wiley.

D’Addario, M.: Teoría y práctica de la comunicación: Ciencia y tecnología de la información, North Charleston, SC: CreateSpace Independent Publishing Platform.

Grant, A.E./Meadows, and J.H.: Communication Technology Update and Fundamentals, London; New York: Routledge.

Kolbaek, D.: Online Collaboration and Communication in Contemporary Organizations, IGI Global: Hershey, PA.

Krizan, A.C./Merrier, P./Logan, J.P./Williams, K.S.: Communicating in business, Mason, OH: South-Western/Cengage Learning.

Llamazares Garcia-Lomas, O.: Negociación Internacional, Madrid: Global Marketing Strategies, S.L.

McCarthy, A./Hay, S.: Advanced Negotiation Techniques, Berkeley, CA: Apress.

Opresnik, M.O.: The Hidden Rules of Successful Negotiation and Communication, Cham: Springer.

Roy, S. /Shaw, I.S.: Communicating Differences : Culture, Media, Peace and Conflict Negotiation, London: Palgrave Macmillan.

Wallwork, A.: Meetings, Negotiations, and Socializing: A Guide to Professional English, New York, NY: Springer.

67

Baden-Württemberg


Interdisciplinary Communication in Business (W3IB_IBAM209)





Interdisciplinary Communication in Business

German/English/

French/Spanish

W3IB_IBAM209

1


Mergentheim


Mergentheim








Portfolio -


-

Workload und ECTS


150 50 100 5



Upon completion of this module, students have developed an in-depth understanding of issues that may arise when

working with colleagues from other professional disciplines. The students are able to analyse and evaluate selected

interdisciplinary facts and correlations for given topics. They will also be able to identify and analyse conflicting goals

and ambiguities of interdisciplinary cooperation and to develop appropriate recommendations for dealing with them

competently.


The students can identify and analyse the complexity of interdisciplinary topics by means of suitable methods,

develop suitable options for action, and use targeted procedures for conflict prevention and resolution in an

international context.


After completing the module, students have learned how to handle different media and sources critically. Students value different perspectives and opinions and use them consciously to improve work results and develop their personality. The students deliberately look for a topic in different subject areas according to different perspectives in order to comprehend them comprehensively. The students are able to involve different colleagues or group members and to come to a solution that is sustainable for all concerned, even in conflicts.


The students perceive differences between cultural groups and specialist disciplines and develop their own competencies in the appropriate context. The students understand that values, norms and ethical principles as well as their operational implementation in behaviours or sustainability initiatives are a necessary basis for every economic activity. The students recognize that interdisciplinary connections are of great relevance in the future.

68



Interdisciplinary Business Communication 25 50

Subject-specific foundations of interdisciplinary work in an international context, exemplary range of topics: leadership of interdisciplinary teams, moration, sustainability,

information technology, engineering or technical sciences, business psychology

Interdisciplinary Communication Project 25 50

Interdisciplinary project for the application, preparation and communication of the established functional and sector-specific technical and language skills


Special features

-

Requirements

-

Literature

Arthur, W. B.: Complexity and the Economy, Oxford: Oxford University Press.

Bowe, H.J./Martin, K./Manns, H.: Communication Across Cultures: Mutual Understanding in a Global World, Cambridge: Cambridge University Press.

Ernst, R./Amm, U.: Wörterbuch der industriellen Technik, Wiesbaden: Brandstätter.

Mor Barak, M.E.: Managing Diversity - Toward a Globally Inclusive Workplace, London: Sage Publications.

Redlich. T. (Hrsg.): Interdisziplinäre Perspektiven zur Zukunft der Wertschöpfung, Wiesbaden: Springer Gabler.

Schein, E.H.: Organizational Culture and Leadership, San Francisco: Jossey-Bass.

69

Baden-Württemberg


Integration seminar on industry topics (W3IB_IBAM210)





Integration seminar on industry topics German/English W3IB_IBAM210 1 Nagel, Prof. Dr. Michael; Stuttgart







T


Seminar paper (with presentation) -


-

Workload und ECTS


150 50 100 5



Students gain in-depth insight into issues of international corporate governance, general or industry-related aspects

of corporate and / or leadership, theoretical and / or practical concepts of corporate governance.


The students should be able to independently apply mediated theories and methods to concrete problems. The

students should be able to prepare problems in these areas according to given criteria and to evaluate them

methodically.


The students have the opportunity to review their own substantive / theoretical as well as methodical basis of

argumentation, to question it and critically put it up for discussion. In particular, they learn to justify their point of view

using theoretically sound reasoning. They develop a feeling for complex problems and can constructively deal with

complex, ill-structured situations. The students have the opportunity to critically question their own value basis and

to further develop it in an intensive discourse with the seminar participants.


The students receive a platform on which they can familiarize themselves with complex and poorly structured problems in order to prepare for future professional challenges in the leadership environment. By dealing with systemic complexity, they learn in the final phase of their training to understand complexity not as a burden, but as a challenge and opportunity. For this purpose, they are given the opportunity to apply the comprehensive questions posed to a constructive solution with suitable theoretical-model constructs as well as meaningful pragmatic solution methods and to subject them to intensive discussion.



Integration Seminar 50 100

70

The subject of the seminar is to deal with current developments in international management theory or, alternatively, developments in the management of the

specific industry in a scientifically sound manner and to link them with current questions of international business practice.


Special features

None

Requirements

None

Literature

Neumann, A.: Integrative Managementsysteme, Berlin: Springer Gabler

Further up-to-date literature must be defined according to the thematic orientation of the seminar.

71

Baden-Württemberg


International HRM: Leadership and Core Processes (W3IB_IBAM301)





International HRM: Leadership and Core

Processes German/English W3IB_IBAM301 1 Brandenburger, Prof. Dr. Markus; Mannheim



3rd academic year






Examination or Assignment -


-

Workload und ECTS


150 50 100 5



The students can understand and evaluate the relevance of corporate policy strategies for the HR strategy. They can relate to strategies of internationalization and classify the posting situation in this context. They understand the posting of employees as a secondment system and, within that, come to a deeper knowledge of HR core processes and can evaluate them. The knowledge is used purposefully, e.g. in the context of a Balanced Scorecard for the personnel area. You can recognize, assess and consider the relevance of HR interaction partners. They are able to independently solve problems of higher complexity as well as to make, justify and reflect on HR decisions. In doing so, they can recognize and qualify the impact of theory and technology development on human resources


The students become acquainted with the instruments of the operational and international personnel work as

well as the theoretical concepts and are able to estimate their respective relevance. You can transfer them to

practical use cases, such as employee retention.


The students can reflect their behaviour during the Indentations event and realistically assess. They refer to

experiences in the practical phases and are motivated to make the learning transfer between theory and practice.

This takes place in the field of human resources, so they can recognize the social responsibility of the operational

stakeholders in the context of human resources, evaluate and integrate into their own actions. The importance of

trade unions and works councils as employee advocacy is taken into account as well as diversity is accepted as an

influencing factor and taken into account in making own decisions. The students can work effectively in a working

group, reflect on and evaluate their different roles and take over the group leadership. They communicate objectively

and respectfully with each other and stick to agreements.

72


The students learn the precise application of instruments and concepts of operational personnel work in various fields of action, the interdependence and integration of HR measures, the explanation and prognosis of HR-related phenomena and their relevance to operational practice. Ultimately, the students develop an overall understanding of corporate HR work in the context of international corporate activity. You will be able to take on, analyse and evaluate tasks in the HRM of an (international) company and successfully solve them.



International HRM: Management and Core Processes 50 100

Goals and strategies of national and international personnel work; Posting system; Core processes of national and international personnel work: demand planning and competence management; Employee recruitment; Personnel selection and preparation (onboarding); Employee Engagement, Performance Management and Potential Assessment; International Remuneration and Incentive Systems (Reward Systems, Compensation); Employee retention (retention); Release of employees


Special features

None

Requirements

Human resources, organization and project management

Literature

Bamber, G.J./Lansbury, R.D./Wailes, N.: International and Comparative Employment Relations, London: Sage.

Bratton, J./Gold, J.: Human Resources Management. Theory and Practice, New York: Palgrave Macmillan.

Briscoe, D.R./Schuler, R.S./Claus, L.: International Human Resources Management. Policies and Practices for Multinational Enterprises, New York: Routledge

Chapman & Hall.

Dessler, G.: A Framework for Human Resources Management, Upper Saddle River: Pearson Global.

Dowling, P.J./Festin, M./Engle, A.D.: International Human Resource Management, Andover: Cengage.

Harzing, A.-W./Pinnington, A. International Human Resource Management, London: Sage.

Oechsler, W.A./Paul, C.: Personal und Arbeit: Einführung in das Personalmanagement, Berlin, München, Boston: De Gruyter.

Scholz, C.: Grundzüge des Personalmanagements, München: Vahlen.

Scholz, C.: Personalmanagement: Informationsorientierte und verhaltenstheoretische Grundlagen, München: Vahlen. Tayeb, M.H.: International Human Resource Management. A Multinational Companies Perspective, Oxford, New York: Oxford Univers ity Press.

73

Baden-Württemberg


International HRM: Organizational and Support Processes (W3IB_ IBAM302)





International HRM: Organizational and Support German/English

Processes W3IB_IBAM302 1 Brandenburger, Prof. Dr. Markus; Mannheim










-

Workload und ECTS


150 50 100 5



The students are familiar with the secondment system of employees abroad and the contents and significance of HR core processes. You know and accept the role of HR as

"Business Partner". They can recognize, assess and take into account the relevance of HR support processes. They are able to independently solve problems of higher complexity as well as to make, justify and reflect on HR decisions. In doing so, they can recognize and qualify the impact of theoretical and technological development on human resources. The knowledge of comparative studies in human resources enables the students through specific background knowledge on selected approaches in different countries


The students become acquainted with the instruments of the operational and international personnel work as well as the theoretical concepts and are able to estimate their respective relevance. You can transfer them to practical use cases, such as change management or M & A processes.


The students can reflect their behaviour during the Indentations event and realistically assess. They refer to experiences in the practical phases and are motivated to make the learning transfer between theory and practice. This takes place in the field of human resources, so they can recognize the social responsibility of the operational stakeholders in the context of human resources, evaluate and integrate into their own actions. The students can work effectively in a working group, reflect on and evaluate their different roles and take over the group leadership. They communicate objectively and respectfully with each other and stick to agreements.


The students learn the precise application of instruments and concepts of operational personnel work in various fields of action, the interdependence and integration of HR measures, the explanation and prognosis of HR-related phenomena and their relevance to operational practice. Ultimately, the students develop an overall understanding of corporate HR work in the context of international corporate activity. You will be able to take on, analyse and evaluate tasks in the HRM of an (international) company and successfully solve them.

74



International HRM: Organizational and Support Processes 50 100

Employee relations and representation (Employment Relations); Organization of human resources; Technological developments in national and international HRM

(digitization); Personnel development and training in an international environment; Personnel controlling; HRM in the context of M & A processes; Change management; HRM in selected countries or cultures (Comparative HRM); Behavioural and personality-oriented basics; Selected projects in HRM.


Special features

None

Requirements

International Human Resource Management I

Literature

Bamber, G.J./Lansbury, R.D./Wailes, N.: International and Comparative Employment Relations, London: Sage.

Bratton, J./Gold, J.: Human Resources Management. Theory and Practice, New York: Palgrave Macmillan.

Briscoe, D.R./Schuler, R.S./Claus, L.: International Human Resources Management. Policies and Practices for Multinational Enterprises, New York: Routledge

Chapman & Hall.

Dessler, G.: A Framework for Human Resources Management, Upper Saddle River: Pearson Global.

Dowling, P.J./Festin, M./Engle, A.D.: International Human Resource Management, Andover: Cengage.

Harzing, A.-W./Pinnington, A. International Human Resource Management, London: Sage.

Oechsler, W.A./Paul, C.: Personal und Arbeit: Einführung in das Personalmanagement, Berlin, München, Boston: De Gruyter.

Scholz, C.: Grundzüge des Personalmanagements, München: Vahlen.

Scholz, C.: Personalmanagement: Informationsorientierte und verhaltenstheoretische Grundlagen, München: Vahlen.

Tayeb, M.H.: International Human Resource Management. A Multinational Companies Perspective, Oxford, New York: Oxford Univers ity Press.

75

Baden-Württemberg


International Marketing & Sales: Principles of International Marketing & Sales Management

(W3IB_IBAM303)





International Marketing & Sales: Principles of

International Marketing & Sales Management

German/English/

French/Spanish

W3IB_IBAM303

1

Schaller, Prof. Dr. Christian; Stuttgart


Mergentheim



3rd academic year








-

Workload und ECTS


150 50 100 5

76



The students acquire in-depth knowledge of market research in international markets and are able to develop a problem-oriented approach to the processing of an empirical research project. They have deepened their knowledge of special features of international marketing / sales strategies as a basis for designing international marketing and sales processes and tools. Based on this, the students have deepened the possibilities and limits of the use of selected marketing mix and distribution instruments in an international context (e.g. market-driven design of entrepreneurial services, establishment of situation-specific communication concepts, design of targeted brand positioning and management, vertical marketing or price and terms policy, Designing appropriate marketing and sales processes and structures, each from an international perspective). In addition, the students acquire knowledge about how companies have to adapt organizational structures, control and coordination systems for the implementation of international marketing and sales strategies.


The students are able to independently apply given theories, concepts and methods from international marketing and sales to concrete problems. Students can collect data and information from various internal and external sources, in principle evaluate and prepare according to predetermined criteria. They can increasingly use the available learning and working tools independently for the acquisition of knowledge


The students are able to use all available learning and working tools for the acquisition of knowledge and to apply theories, concepts and methods of international marketing and sales independently under the guidance of concrete problems. They have developed an awareness of the complexity of real questions and can make their own solutions. They take responsibility for their work, can evaluate it and deal constructively with critical comments. They specifically ask comprehension questions, actively participate in differentiated technical discussions and are open to suggestions. They are able to justify and defend their point of view by using a theoretically founded argumentation. As part of this module, the students deepen their awareness of the possibilities and problems of influencing people and organizations through marketing and sales instruments and deal with the resulting economic, social and ethical areas of tension in a more critical manner. They are sensitized to the observance of ethical and scientific standards in conducting empirical investigations. You can work effectively in a working group, recognize the group leadership and possibly take over.


Students will be able to transfer their knowledge in international marketing and sales as well as their skills and abilities in this field to new situations and develop professional problem solutions. They can apply the acquired knowledge as well as abilities and skills in real problems. They independently plan marketing and sales projects, implement them and critically reflect the project's success as well as their approach.



Principles of International Marketing & Sales Management 50 100

Fundamentals of international marketing and sales; Special features of international market research (e.g., internally. Marketing Research Plan, Cultural Bias,

Comparability and Equivalence, Multicounty Scales and Data, Challenges and Future Directions); Special features of international marketing and sales strategy (Internationalization Decision (and Theories)), International Competitiveness, Market Selection Process, Market Entry Strategies, coordination / standardization decisions of "being international"); Instrumental Special Features of International Marketing and Sales (Designing the Global Marketing Program in Product Policy, Pricing Policy, Communication Policy and Distribution Policy); Implementation and coordination of international marketing and sales programs (implementing and coordinating the Global Marketing Program in product policy, pricing policy, communication policy and distribution policy).


Special features

None

Requirements

Basics of Business Administration

Literature

Baack, D. W./Harris, E. G./Baack, D.: International Marketing. Thousand Oaks (CA): SAGE Publications.

Backhaus, K./Voeth, M.: Internationales Marketing, Stuttgart: Schäffer-Poeschel.

Belz, C.: Internationales Vertriebsmanagement für Industriegüter, Frankfurt a. M.: Ueberreuter

Binckebanck, L./Belz, C.: Internationaler Vertrieb, Wiesbaden: Springer.

Cateora, P./Gilly, M./Graham, J.: International Marketing, New York: McGraw-Hill.

Craig, S./Douglas, S.: International Marketing Research, Chichester: Wiley.

Czinkota, M./Ronkainen, I.: International Marketing, Mason: South Western

De Mooij, M. K.: Consumer Behavior and Culture: Consequences for Global Marketing and Advertising, London: SAGE Publications.

Eckardt, G. H.: Business-to-Business-Marketing, Stuttgart: Schäffer-Poeschel.

Ellis, N.: Business-to-Business Marketing – relationships, networks & strategies, Oxford: Oxford University Press.

Futrell, C.M.: Fundamentals of Selling, New York: McGraw-Hill.

Hofbauer, G./Hellwig, C.: Professionelles Vertriebsmanagement, Erlangen: Publicis Kommunikationsagentur.

Hollensen, S.: Global Marketing, Harlow et al.: Pearson.

Homburg, C.: Marketingmanagement, Wiesbaden: Springer Gabler.

Homburg, Ch./Schäfer, H./Schneider, J.: Sales Excellence, Wiesbaden.

Kotabe, M./Helsen, K.: Global Marketing Management, Hoboken: Wiley.

Kotler, Ph./Armstrong, G.: Principles of Marketing. Global Edition, Upper Saddle River: Prentice Hall Winkelmann, P.: Marketing und Vertrieb: Fundamente für die Marktorientierte Unternehmensführung, München: Oldenbourg.

Zentes, J./Swoboda, B./Schramm-Klein, H.: Internationales Marketing, München: Vahlen.

77

Baden-Württemberg


International Marketing & Sales: Applied International Marketing & Sales Management (W3IB_IBAM304)





International Marketing & Sales: Applied

International Marketing & Sales Management

German/English/

French, Spanish

W3IB_IBAM304

1

Schaller, Prof. Dr. Christian; Stuttgart


Mergentheim



3r academic year - Field of Study core module 1







-

Workload und ECTS


150 50 100 5

78



The students deepen their knowledge of theories, concepts and methods in selected topics in international

marketing and sales, in particular with regard to the assessment of the applicability in practice and with regard to

relevant restrictions. Students will also be aware of how consumer and organizational buying decisions are made,

and can use the options to influence them. They understand the special features of service marketing, industrial

goods marketing, sales management and relevant theories, concepts and methods. The students learn how

Customer Relationship Management can help them build long-term customer relationships and how they can use

the appropriate customer management tools as needed. The chosen approach is consistently international.


Finally, students can realistically assess the legal limits of marketing and sales activities (in an international context).

The students are able to independently handle case studies and their complex problems, using theories, concepts and methods from selected topics in international marketing and sales (international marketing and sales strategies / instrumental special features in international marketing and sales / implementation and coordination of international marketing) Marketing and sales programs) to independently select, apply and critically appreciate. Students can collect data and information from various internal and external sources, in principle evaluate and prepare according to predetermined criteria. They can increasingly use the available learning and working tools independently for the acquisition of knowledge.


The students are able to use all available learning and working tools for the acquisition of knowledge and to apply theories, concepts and methods of international marketing and sales independently under the guidance of concrete problems. They have developed an awareness of the complexity of real questions and can make their own solutions. They take responsibility for their work, can evaluate it and deal constructively with critical comments. They specifically ask comprehension questions, actively participate in differentiated technical discussions and are open to suggestions. They are able to justify and defend their point of view by using a theoretically founded argumentation. As part of this module, the students deepen their awareness of the possibilities and problems of influencing people and organizations through marketing and sales instruments and deal with the resulting economic, social and ethical areas of tension in a more critical manner. They are sensitized to the observance of ethical and scientific standards in conducting empirical investigations. You can work effectively in a working group, recognize the group leadership and possibly take over.


Students will be able to transfer their knowledge in international marketing / sales and marketing / sales to new situations and develop professional problem-solving skills for further selected, specific institutional framework conditions as well as their abilities and skills in these fields. They can apply the acquired knowledge as well as abilities and skills in real, complex problems independently. They independently plan marketing and sales projects, implement them and critically reflect the project's success as well as their approach



Applied International Marketing & Sales Management 50 100

In-depth case studies on international marketing and sales strategies (for example on Internationalization Decision, International Competitiveness, Market Selection Process, Market Entry Strategies, coordination / standardization decisions of "being international"); instrumental special features in international marketing / sales (Designing the Global Marketing Program in product policy, pricing policy, communication policy and distribution policy); Implementation and coordination of international marketing and sales programs (implementing and coordinating the global marketing programs in product policy, pricing policy, communication policy and distribution policy); Indentation in selected fields (each in an international context): e.g. Buying behaviour (consumers, organizations), service marketing, industrial goods marketing, sales management, customer relationship management, e-commerce, legal aspects of marketing and sales.


Special features

None

Requirements

Foundations of Business Administration

International Marketing & Sales: Principles of International Marketing & Sales Management

79

Literature

80

Baden-Württemberg


International Managerial Accounting (W3IB_IBAM305)





International Managerial Accounting German/English W3IB_IBAM305 1 Nölte, Prof. Dr. Uwe; Karlsruhe








Examination -


-

Workload und ECTS


150 50 100 5

81



After completion of the module "International Managerial Accounting" students are able to analyse and control foreign (subsidiary) companies from the point of view of a local controller. They also understand the planning and budgeting tasks of foreign subsidiaries and can provide reporting to the parent company. The students can differentiate the functionalities of short-term operational and long-term strategic controlling systems. You independently start up the operative controlling processes and carry out relevant calculations (for example, monthly planning, variance analyses, and key figure calculations). Likewise, they are able to understand, analyse and justify long-term decisions (for example, using value-based measures, designing incentive systems). They understand methods of cost management (target costing, activity-based costing, etc.) and can differentiate the respective methods and use them purposefully.


In the accounting department of an internationally operating company, it is necessary for the students to understand why controlling and accounting systems can differ internationally and develop differently.

After completion of the module "International Managerial Accounting" the students are able to understand relevant planning and control concepts and to use them adequately in the respective situation. You can take the point of view of controllers in discussions and represent them in other areas. You can also understand the connection between Financial Accounting and Managerial Accounting and to classify the different perspectives and tasks


In the accounting department of an internationally operating company, it is necessary for the students to

understand why controlling and accounting systems can differ internationally and develop differently.

After completion of the module "International Managerial Accounting" the students are able to understand

relevant planning and control concepts and to use them adequately in the respective situation. You can take

the point of view of controllers in discussions and represent them in other areas. You can also understand

the connection between Financial Accounting and Managerial Accounting and

to classify the different perspectives and tasks


In the accounting department of an international operating company, it is necessary for the students to understand why.

After completion of the module "International Managerial Accounting" the students are able to understand the concept and the concept of adequately in the respective situation. You can take the point of view of controllers and represent them in other areas. You can therefore understand the connection between Financial Accounting and Managerial Accounting and to classify the different perspectives and tasks



International Managerial Accounting 50 100

Basic concepts of cost accounting and cost accounting systems; Planning, budgeting and forecasting concepts: e.g. top down vs. bottom-up budgeting, zero-base budgeting, forecasting models; Controlling and cost management concepts: e.g. Deviation analysis, cost centre controlling, customer profitability analysis, product profitability analysis, multi-dimensional contribution margin calculation, internal control systems; Decision and leadership concepts: e.g. Transfer pricing systems, incentive systems, value-based management (EVA).


Special features

-

Requirements

Annual financial statements and annual financial

statements Cost accounting

Literature

Blocher, E./Stout, D./Cokins, G.: Cost Management: A Strategic Emphasis, New York: McGraw Hill.

Friedl G./Hofmann C./Pedell B.: Kostenrechnung, Stuttgart: Vahlen.

Horngren, C./Datar, S./Rajan, M.: Cost Accounting: A Managerial Emphasis, Upper Saddle River: Prentice-Hall.

Horvath P./Gleich R./Seiter M.: Controlling, Stuttgart: Vahlen.

Weygandt J./Kimmel P.: Managerial Accounting: Tools for Business Decision Making, Hoboken: Wiley.

82

Baden-Württemberg


International Financial Accounting (W3IB_IBAM306)





International Financial Accounting German/English W3IB_IBAM306 1 Nölte, Prof. Dr. Uwe; Karlsruhe








Examination -


-

Workload und ECTS


150 50 100 5

83



The module "International Financial Accounting" prepares students for the fulfilment of tasks in external accounting

in an international context.

After completion of the module "International Financial Accounting" the students are able to analyse and evaluate

the financial statements of foreign companies from the point of view of the local manager / controller. Likewise, they

can provide comprehensive support to foreign subsidiaries in drawing up the annual financial statements in

accordance with international standards. The students therefore deal in particular with the IFRS accounting

standards. You will learn the preparation and analysis of annual financial statements according to IFRS as well as

the use and disclosure of balance sheet measures. You can also compare the different objectives of accounting

standards in accordance with HGB and IFRS and assess possible changes in IFRSs to their effects on the

company.

Specifically, internationally, students are able to understand and explain particularly relevant aspects of IFRS,

especially in an international context (for example, foreign currency translation, hedging, revenue recognition,

leasing). Likewise, they can analyse foreign customers and suppliers of the domestic company on the basis of IFRS

annual reports and identify potential business risks


In accounting for an internationally operating company, it is necessary for students to understand why controlling and accounting systems can differ internationally and develop differently.

After completing the International Financial Accounting module, students will be able to understand the principles of IFRS, anticipate possible changes in IFRS, and represent different Standpoints to interpret IFRSs. You can understand recent company disclosures on the impact of IFRSs and assess future changes to IFRSs and their implications (e.g. B. Effect of changing the leasing standard).


Students can apply the acquired knowledge as well as abilities and skills in real problems. A fter completing the module, you will have a sound overview of the central issues and areas of tension in international accounting. They can persistently and persistently analyse and evaluate international standards. Under stress they can hold discussions in Controlling and convincingly represent their views using well-founded business arguments. They have learned to deal with criticism, to criticize adequately and also to provide teachers with appropriate feedback.


The students deliberately ask comprehension questions on international accounting, are open to suggestions, actively participate in technical discussions and take on joint responsibility for the learning success. They are able to increasingly use available learning and working tools independently for the acquisition of knowledge. They can collect data from various sources, assess the quality of various sources of information and prepare and present their findings according to given criteria. Finally, they are able to independently apply given methods to concrete problems.



International Financial Accounting 50 100

Comparison of the principles of international accounting systems; Preparation of separate financial statements based on IFRS: e.g. Compilation of Statements, Components of the Financial Statements in Accordance with IFRS (Balance Sheet, Income Statement, OCI, Statement of Changes in Equity, Notes), Selected IFRS Standards (e.g. Tangible Assets (IAS 16), Inventories (IAS 2), Revenue Recognition (IFRS 15) , Leases (IFRS 16), Currency Translation (IAS 21), Financial Instruments and Hedging (IAS 39 and IFRS 9), Provisions (IAS 37), etc .. Preparation of IFRS Consolidated Financial Statements: e.g. Consolidation from Foreign Subsidiaries, Currency Translation, Elimination intercompany transactions; business analysis of an IFRS financial statements using selected measures.


Special features

-

Requirements

International Financial & Managerial Accounting I

Literature

Coenenberg, A. G./Alvarez, M./Biberacher, J.: Jahresabschluss und Jahresabschlussanalyse, Stuttgart: Schäffer-Poeschel.

Pellens, B./Fülbier, R.U./ Gassen, J./Sellhorn, T.: Internationale Rechnungslegung, Stuttgart: Schaeffer-Poeschel.

Subramanyam, K.R./Wild, J.: Financial Statement Analysis, New York: McGraw Hill.

Weygandt J./Kimmel P./ Kieso D.: Financial Accounting: IFRS, Hoboken: Wiley.

Harrison W./Horngren C./Thomas, W./Suwardy, T.: Financial Accounting: International Financial Reporting Standards, Harlow: Pearson.

84

Baden-Württemberg



International Supply Chain Design (W3IB_IBAM307)





International Supply Chain Design German/English W3IB_IBAM307 1 Maier, Prof. Dr. Simone; Heidenheim





Form of Instruction Lectures, Seminar, Exercises, Case Study





-

Workload und ECTS


150 50 100 5



Students can classify international supply chain designs. You can judge the supply chain structures from different perspectives regarding their suitability for a given supply chain strategy. They are able to assess the opportunities and risks associated with design from an international perspective. They identify weaknesses and can make recommendations on centralization / decentralization decisions and location decisions. They understand the logistical significance of intermediaries in the international environment on both the procurement and the sales side and can and are familiar with alternative concepts for their use.


Students know theories for developing supply chain strategies. You can prepare international offshoring and outsourcing decisions based on appropriate theories (transaction costs, total cost of ownership, core competencies, ...). They know procedures and models that can be used to assess the attractiveness of locations with regard to a given supply chain strategy. They are familiar with models and procedures for assessing and managing risks in the international supply chain.


Students understand the societal and environmental impact of offshoring and outsourcing decisions. They recognize the active role companies can play in terms of social and environmental issues at home and abroad and are able to develop suitable ideas. The students are able to use all available learning and working tools for the acquisition of knowledge or to develop them by asking questions of understanding if necessary. They analyze case studies in a team and represent their point of view using theoretical arguments. Critical objections from the team use them constructively.


Students can critically discuss and analyze case studies of international service provision in interdisciplinary teams. They develop ideas for redesign, derive implications and evaluate them.



85

International Supply Chain Design 50 100

Supply chain strategies; Centralization or decentralization of value-added processes; international location planning; vertical / horizontal integration in an international

environment; International transport infrastructure; distributed storage; Logistics service providers and intermediaries;

86


Special features

-

Requirements

Operational Management in International Business

Mathematics und Statistics

Literature

Chase, R.B./Jacobs, and F.R.: Operations and Supply Management, Irwin: McGraw-Hill.

Christopher, M.: Logistics and SCM, Harlow: Pearson.

Grant, D.B./Lambert, D.M./Stock, J.R./Ellram, and L.M.: Fundamentals of Logistics Management, London: McGraw-Hill.

Heizer, J./Render, B.M.: Operations Management, Harlow: Pearson.

Ivanov, D./Tsipoulanidis, A.: Global Supply Chain & Operation Management, Zürich: Spr inger.

Kouvelis, P. /Dong L.: Handbook of Integrated Risk Management in Global Supply Chains, Hoboken: Wiley.

Krajewski, L.J./Malhotra, M.K.: Operations Management. Processes and Supply Chains, Harlow: Pearson.

Langley, C. J./Coyle, J.J./Gibson, B.J./Novack, R.A./Bardi, E.J.: Managing Supply Chains. A Logistics Approach, Mason: South Western Cengage Learning.

Mangan, J.J./Lalwani, C.L.: Global Logistics and Supply Chain Management, London: Wiley.

Melzer-Ridinger, R.: Supply Chain Management, München: Oldenbourg.


Schneider, H.M./Buzacott, J.A./Rücker, T.: Operative Produktionsplanung und -steuerung. Konzepte und Modelle des Informations- und Materialflusses in

komplexen Fertigungssystemen, München: Oldenbourg.

Schönsleben, P.: Integral Logistics Management. Operations and Supply Chain Management within and across Companies, Boca Raton: CRC Press.

Schulte, C.: Logistik. Wege zur Optimierung der Supply Chain, München: Vahlen.

Slack, N./Brandon-Jones, A./Johnston, R.: Operations Management, Harlow: Pearson.

Zäpfel, G.: Taktisches Produktionsmanagement, München: Oldenbourg.

87

Baden-Württemberg



International Supply Chain Management (W3IB_IBAM308)





International Supply Chain Management German/English W3IB_IBAM308 1 Maier, Prof. Dr. Simone; Heidenheim





Form of Instruction Lectures, Seminar, Exercises, Case Study





-

Workload und ECTS


150 50 100 5



The students are able to systematically identify customers, suppliers, intermediaries and service providers with

whom intensive cooperation is beneficial. They can evaluate and discuss the benefits of cooperative approaches

such as cooperative inventory management, cooperative sales forecasts, cooperative transport control or

postponement across organizations. They can outline what information needs to be exchanged between the parties

involved and how benefits and risks have to be distributed so that cooperation can be successful. They are able to

assess the risks associated with the exchange of information, especially in asymmetric collaborations, and are

aware of the importance of mutual trust in this context. They are able to create, evaluate and compare alternative

plans for reconciling supply and demand. This allows you to identify strategy-compliant plans, which then serve as

the basis for synchronized service provision of the involved parties.

The risks in international supply chains are systematically recorded and classified. They develop and assess risk

management measures.


They are familiar with inventory management methods under uncertainty or volatile demand. They master qualitative and quantitative models for the generation of demand forecasts and know their limits. They understand the factors influencing the quality of demand forecasts. You master simple procedures of Sales & Operations Planning for the coordination of supply and demand. They master basic risk management methods for risks in the supply chain.


They understand the benefits of trust as the basis for any form of cooperative collaboration. They draw on their intercultural competence and are able to interpret the risks intercultural communication brings to building trust. The students can put themselves in the position of customers, suppliers and service providers and understand and represent their positions.

.


Students can critically discuss and analyse case studies of international service provision. They develop ideas for

their reorganization in coordination with other involved parties, derive implications and evaluate them

88



International Supply Chain Management 50 100

Supply Chain Strategie; Internationale Make-or-Buy-Entscheidung; Strategische Beschaffung; Internationale Produktions- und Distributionsstrukturen; Logistik-

Dienstleister; Supply Chain Management (z.B. E-Procurement, VMI, ECR, CPFR); Risikomanagement; beschaffungsrelevante Rechtsgebiete.


Special features

-

Requirements

International Operations & Supply Chain Management I

Literature

Chase, R.B./Jacobs, F.R.: Operations and Supply Management, Irwin: McGraw-Hill.

Chopra, S./Meindl, P.: Supply Chain Management. Strategy, Planning and Operation, Harlow: Pearson.

Christopher, M.: Logistics and SCM, Harlow: Pearson Education.

Coyle, J.J./Novack, R.A./Gibson, B.J./Bardi E.J.: Transportation. A Supply Chain Perspective, South-Western: Cengage.

Grant, D.B./Lambert, D.M./Stock, J.R./Ellram, L.M.: Fundamentals of Logistics Management, London: McGraw-Hill.

Heizer, J./Render, B.M.: Operations Management, Harlow: Pearson.

Ivanov, D./Tsipoulanidis, A.: Global Supply Chain & Operation Management, Zürich: Springer.

Kouvelis, P./Dong L.: Handbook of Integrated Risk Management in Global Supply Chains, Hoboken: Wiley.

Krajewski, L.J./Malhotra, M.K.: Operations Management. Processes and Supply Chains, Harlow: Pearson.

Langley, C.J./Coyle, J.J./Gibson, B.J./Novack, R.A./Bardi, E.J.: Managing Supply Chains. A Logistics Approach, South Western, Cengage.

Large, R.: Strategisches Beschaffungsmanagement. Eine praxisorientierte Einführung. Mit Fallstudien, Wiesbaden: Gabler.

Mangan, J.J./Lalwani, C.L.: Global Logistics and Supply Chain Management, Wiley.

Melzer-Ridinger, R.: Supply Chain Management, München: Oldenbourg.


Schönsleben, P.: Integral Logistics Management. Operations and Supply Chain Management within and across Companies, Boca Raton: CRC Press.

Stadler, H./Kilger, C.: Supply Chain Management and Advanced Planning. Concepts, Models, Software and Case Studies, Berlin: Springer.

Wildemann, H.: Supply Chain Management. Effizienzsteigerung in der unternehmensübergreifenden Wertschöpfungskette, München: TCW Transfer-Centrum.

Wisner, J.D./Tan, K./Leong, G.K.: Principles of Supply Chain Management. A Balanced Approach, Boston: Cengage.