Module guide Master’s degree programme in International Management

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Hochschule Worms | Erenburgerstr. 19 | 67549 Worms

Module guide

Master’s degree programme in

International Management

Hochschule Worms Fachbereich Wirtschaftswissenschaften Studiengang International Management M.A.

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Module guide

Content

General part ... 3

I. General Study/ Qualification Aims ... 3

II. Admission Requirements ... 4

III. Modular Course – Module Examinations ... 4

IV. Acquisition of Credit Points (ECTS) ... 4

Subject-specific Part ... 5

I. Generic Study Pattern/ Overview of Structure of higher Education Study ... 5

II. Module Descriptions ... 7

1 Economics ... 7

2 Management Accounting ... 10

3 Quantitative Methods and Scientific Theory ... 12

4 Leadership ... 15

5 Organisational Transformation ... 17

6 International Marketing ... 20

7 Retail Marketing ... 25

8 International Sales-Management ... 28

9 Financial Accounting ... 32

10 Financial Management ... 35

11 International Controlling ... 37

12 General Management of Distribution Orientated Value Chains ... 40

13 Total Supply Chain Management ... 44

14 Retail Marketing ... 46

15 Supplementary Module: Business Relations ... 49

16 Supplementary Module: Taxation ... 52

17 Supplementary Module: Human Resource Management ... 54

18 Supplementary Module: Energy Trading ... 57

19 Internship abroad ... 60

20 International Project ... 62

21 Semester Abroad ... 64

22 Master-Thesis ... 66

III. Competency Matrix ... 68

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General part

I. General Study/ Qualification Aims

The study programme International Management M.A., based on an academic degree in the field of business management, enlarges and deepens the knowledge of business management (professional expertise) as well as the generic competencies (methodological and social skills) in order to prepare the students for a practical-professional or a scientific occupation in the middle or senior management. Focused methodological competences are: academic work and transfer competence, presentation skills and problem-solving competence. Social skills – such as communication, team work ability and leadership/cooperation competences – are improved.

The academic training includes general as well as specialist and job-oriented knowledge by being scientifically substantiated and application-oriented at the same time. The following qualification aims are consequently implemented through the variety and structure of the modules as well as through the modules’ scientific application and practice:

 Scientific Qualification

The students expand their expertise and are able to define and interpret particularities, barri- ers, teaching opinions and terminologies. They are qualified to understand business managerial knowledge and are able to apply methods in practice by absorbing knowledge in a scientific oriented way (scientific application orientation).

 Qualification for pursuing a skilled employment

The studies qualify to take up an employment in a business-oriented professional and management position in globally oriented and internationally operating companies, associations, economic and public institutions by imparting knowledge, comprehension and expertise/skills.

 Developing Personality and extending it to commitments to civil society

The studies impart coherences of knowledge, comprehension and expertise/skill by integrating methodological and social competencies (generic competencies) in order to enable a development of personality and thereby establishing the basis for commitments to civil society.

The students are able to transfer their professional knowledge, learned in lectures, to their professional activity. Especially methods and techniques for strategic problem-solving can be applied in unknown situations by students. The choice of the specialisation in the second semester enables either a deepening or an expansion of the knowledge obtained in Bachelor’s degree.

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II. Admission Requirements

The admission requirements for the Master’s degree programme International Management can be found in the examination guidelines of the University of applied sciences (“Rah- menprüfungsordnung”) in § 6 and in the examination regulations of the study programme (“Fachspezifische Prüfungsordnung”) in §4.

III. Modular Course – Module Examinations

The Master’s degree programme International Management is organised in modules. Modules are self-contained teaching and learning units which consist of various courses (seminars, lectures, practice) that are related to each other in terms of content. The modules are con- cluded with a module examination which assesses the study and qualification aims. The overall grade will be formed out of the average of all module grades. Study and qualification aims of the individual modules can be found in the module descriptions in the subject-specific part chapter II.

IV. Acquisition of Credit Points (ECTS)

Students in the Master’s degree programme International Management receive ECTS credits related to the workload. ECTS is the European Credit Transfer and Accumulation System and compares the "volume of learning based on the defined learning outcomes and their associated workload". The following rule applies to the calculation of ECTS: 30 hours of student working time result in one credit point. The total workload for one academic year is estimated to be 60 ECTS in Europe. This represents a workload of about 37 to 40 hours per week. A total of 120 ECTS credits must be acquired in the Master’s degree programme International Man- agement (four semesters).

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Subject-specific Part

I. Generic Study Pattern/ Overview of Structure of higher Education Study

Module Name Units Sta-

tus Sem Exam Type of Examina-

tion (Duration) CP HWS Modules 1st Semester 30 LP (Compulsory)

1 Economics 1.1 International Economic Policies

C 1 EP WE (180 min) 6 3 2

1.2 International Public Law 3 2

2 Management Accounting 2.1 Cost Management

C 1 EP WE (180 min) o.

Pres (20 - 30 min) 6 3 2

2.2 Value based Management 3 2

3 Quantitative Methods and Scientific Theory

3.1 Statistics

TP 6 5 3

3.2 Scientific Theory 1 1

4 Leadership

TP 6 6 4

5 Organisational Transfor- mation

5.1 Theories of the Firm

Pres (20 - 30 min) 6

3 2

5.2 Basic Concepts of Organisational Change

& Transformation 3 2

Modules 2nd Semester 30 LP (Compulsory elective) Specialisation 22 LP (Compulsory elective)

Marketing

6 International Marketing

6.1 Advanced International B2B- and High Tech-Marketing

E 2

SME

Pres (20 - 30 min) 7

4 3

6.2

Advanced International Consumer Behavi-

our PW 3

2 7 Retail Marketing

7.1 Strategic Marketing Planning

SME

Pres (15 - 20 min) 7

3 2

7.2 Operational Marketing Planning Pres (15 - 20 min) 3 2

7.3 Retail Marketing - Case Studies Pres (15 - 20 min) 1 1

8 International Sales-Ma- nagement

8.1 International Sales-Management 1

EP Pres (20 - 30 min) 8 5 3

8.2 International Sales-Management 2 3 2

Finance and Controlling

9 Financial Accounting 9.1 Advanced International Accounting

E 2

EP WE (180 min) o.

Pres (20 - 30 min) 8 5 3

9.2 Advanced Financial Statement Analysis 3 2

10 Financial Management 10.1 Corporate Valuation

EP WE (180 min) o.

Pres (20 - 30 min) 8 3 2

10.2 Corporate Finance 5 4

11 International Controlling 11.1 Operational Controlling

EP WE (180) o.

Pres (20 - 30 min) 6 3 2

11.2 Strategic Controlling 3 2

Retail Management 12

General Management of Distribution Orientated Value Chains

12.1 Digital Business Strategies & Transforma- tion

E 2

SME WE (90 min)

9 4 3

12.2 Managing Corporate Distress TP 5 3

13 Total Supply Chain Ma- nagement

13.1 Strategic Sourcing & Procurement

EP WE (180 min) o.

TP 6

4 3

13.2 Total Supply Chain Management in Omni-

channel Distribution 2 1

14 Retail Marketing

14.1 Strategic Marketing Planning

SME

Pres (15 - 20 min) 7

3 2

14.2 Operational Marketing Planning Pres (15 - 20 min) 3 2

14.3 Retail Marketing - Case Studies Pres (15 - 20 min) 1 1

Supplementary Module 8 LP (Compulsory elective)

15 Supplementary Module 1 E 2 EP WE / Pres / TP 8 8 6

External Module 3rd Semester 30 LP (Compulsory elective)

19 Internship abroad E 3 EP IP 30 30 0

20 International Project E 3 EP IP 30 30 0

21 Semester Abroad (3 out of 4)

21.1 International Marketing E 3 EP Guidelines of part-

ner university

30 10

0

21.2 International HRM E 3 EP Guidelines of part-

ner university 10

21.3 International Controlling E 3 EP Guidelines of part-

ner university 10

21.4 International Corporate Strategy E 3 EP Guidelines of part-

ner university 10

4th Semester 30 LP (Compulsory)

22 Master-Thesis 22.1 Examination Paper

C 4 EP

30 24 0

22.2 Colloquium 6 0

Total Amount 120 41

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Legend:

C= Compulsory CP= Credit Points E= (Compulsory) Elective EP= Exam Performance IP= Internship Report o. = or

Pres = Presentation PW= Project work Sem= Semester

SME= Sub-Module Exam

HWS= Hours per week per Semester TP= Term Paper

WE= Written Exam

Term Papers, Project Works and Presentations are made or presented according to § 14 Rah- menprüfungsordnung (examination guidelines) of the HS Worms. Exams in form of Written Exams occurs according to § 13 Rahmenprüfungsordnung (examination guidelines).

The information "or" at Type of Examination will be announced to the beginning of the semester from the audit committee.

The offered Supplementary Modules will be announced to the beginning of the semester.

In the first semester, all courses take place in the form of compulsory modules and must therefore be completed by all students. Each compulsory module has a scope of 6 LP. In the second semester students choose one of three specializations (Marketing, Finance and Con- trolling or Retail Management) and one of four supplementary modules (Business Relations, Taxation, Human Resource Management or Energy Trading). The specialisation has a scope of 22 LP and the supplementary module 8 LP. This selection of specializations and supplementary modules offers students an optimal opportunity for individual profile building. In the third semester, which does not take place at the university, the students complete either a practical semester abroad, a semester as an international project in Germany or a semester at a foreign university. If the choice falls on the semester abroad, the students take courses in three out of four subject areas: International Marketing, International HRM, International Controlling and International Corporate Strategy, which are recognised at the Worms Univer- sity of Applied Sciences upon completion. The fourth and last semester includes the processing of the Master's thesis, which can be written in cooperation with a company. This choice is also up to the students.

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II. Module Descriptions

Module Designation Economics

Module-Nr./ Code 1

Course of studies International Management (M.A.) Courses of the module 1.1 International Economic Policies

1.2 International Public Law Trained competencies Professional competence:

The students have learned fundamental basics for the evaluation of macroeconomic framework data after the successful completion of the module. These are legal and economic circumstances.

In particular, students are able to analyse economic measures or changes of legal framework conditions with the support of model theoretical approaches of the game theory or the institutional economics in order to be able to better substantiate business decisions.

Methodological competence:

The students read, understand and analyse academic texts for the discussion of journal articles, students will deepening their competence of academic work.

Furthermore, they gain media, transfer and problem-solving competences by the processing of country-specific or specific legal case studies.

Intended learning outcomes of the module

1.1:

The students are able to

 overview and assess the value of economic key terms which concretise economic framework

 classify significant fields of action of economic policies, especially allocation and distribution politics

 determine the significant causes of market failure, to evaluate the economic relevance and to identify points of reference for the economic policies

 analyse single economic measures with look at the effect on single and overall economic behaviour with the support of game theoretical and institutional economic approaches 1.2:

The students are able to

 capture the meaning of legal frameworks for the function of an economy

 overlook essential regulation areas of the international Public law

 separate Public law and Private law

 classify and characterise chosen components of the Constitutional law

 overlook chosen regulations of the EU law and to classify their significance

Syllabus plan 1.1:

1 Basics of the international economic policies 1.1 Market and market failure

1.2 Legitimisation of government action

2 Theoretical foundation of economic policy measures

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2.1 Game theory

2.2 Institutional economy 3 Allocation policy

4 Distribution policy 5 Stability policy

6 Empiric research of selected sections of the international economic policies

1.2:

1 Basics

1.1 Sources of law

1.2 Law of Nations, European Law, National Law 1.3 Public Law vs. Private Law

2 Constitutional Law 2.1 General basics

2.2 Specific fundamental rights (constitutional freedom of profession, right of property)

2.3 Protection of the Constitutional Law 3 EU-Law

3.1 Basics, institutions

3.2 European Law and Economic policies 4 Administrative Law

Semester of studies 1st Semester

Module duration 1 Semester

Semester hours per week 4

Frequency of the module offer Every Semester Amount of assigned credit points 6

Total workload

180h

Contact time 60h Self-study time 120h Module type (compulsory, optional,

etc.)

Compulsory Applicability of the module for other

courses of study

Suitable for all Master business programmes

Prerequisites None

Module co-ordinator Prof. Dr. Ralf Gampfer Module lecturer(s) 1.1 Prof. Dr. Ralf Gampfer

1.2 LBA Instruction language German Examination type / requirements

for assigning credit points

Written exam Duration of examination 180 min Examination graded / not graded Graded Weighting of the mark within the

cumulative grade

5%

Teaching and learning methods Input by the professor, student presentations, case studies Special characteristics of the mod-

ule (e.g. online teaching and coaching, field trips, guest lecturers, etc.)

Guest lectures and/or field trips possible

Literature 1.1:

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(compulsory reading / additional

recommended literature)  Berg, H.: Theorie der Wirtschaftspolitik, Berlin (latest edition)

 Blum, U.: Grundlagen der Volkswirtschaftslehre, Oldenburg (latest edition)

 Fritsch, M.: Marktversagen und Wirtschaftspolitik, München (latest edition)

 Krugmann, P.: Volkswirtschaftslehre, Stuttgart (latest edition)

 Mussel, P., Pätzold, J.: Grundfragen der Wirtschaftspolitik, München (latest edition)

 Mankiw, N.G.: Grundzüge der Volkswirtschaftslehre, Stuttgart (latest edition)

1.2:

 Wolffgang, H.-M.: Öffentliches Recht und Europarecht (latest edition)

Further literature will be anounced in the lecture.

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Module Designation Management Accounting

Module-Nr./ Code 2

Course of studies International Management (M.A.) Courses of the module 2.1 Cost Management

2.2 Value based Management Trained competencies Professional competence:

Specialist terms can be explained in own words. Recognition of connections between different operational decision situations and their relevance for cost management systems. Transfer of known cost management methods to unknown circumstances.

Development of problem-solving and presentation competencies on the basis of case studies and practice cases. Transfer of subject-relevant methods to operational situations along the business value added chain.

Self and personnel competence:

Encouragement to work independently and the assumption of responsibility within the group.

2.1:

The students are able to explain and to apply modern methods of cost management. Further they can assess business decisions in terms of their relevance to performance.

2.2:

The students are able to explain the necessity and fields of application of the value-based corporate management. Further- more, they can explain and classify the modern methods of the value-based corporate management, discuss their strengths and weaknesses and apply them. The students can evaluate and make operational decisions based on shareholder-Values.

Syllabus plan 2.1:

 Basics of cost management systems

 Process cost accounting

 Target cost accounting

 Contribution margin accounting

 Decision support for cost management to business decisions 2.2:

 Basics of value-based corporate management

 Overview of modern concepts of the value-based corporate management

 Statistical vs. Dynamic key performance indicators for the value-based corporate management

 Economic Value Added

 Market Value Added

 Cash Flow Return on Investment

 Cash Value Added

 Discounted Cash Flow

 Use of value-based control concepts for the support of business planning, controls and decisions.

Semester of studies 1st Semester

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Total workload

180h

etc.) Compulsory

Applicability of the module for other courses of study

Prerequisites Basics of cost accounting, investment calculation and financing Module co-ordinator Prof. Dr. Dirk Schilling

Module lecturer(s) 1.1 LBA

1.2 Prof. Dr. Dirk Schilling Instruction language German / English

Examination type / requirements for assigning credit points

Written exam or presentation Duration of examination Written exam: 180 min Examination graded / not graded Graded

Weighting of the mark within the cumulative grade

5%

Teaching and learning methods Seminar and lecture Special characteristics of the mod-

Guest lectures to current topics/issues possible

Literature

(compulsory reading / additional recommended literature)

2.1:

 Horngren et al: Introduction to Management Accounting, Prentice Hall (latest edition)

 Hilton, R.; Platt, D.: Managerial Accounting, Mcgraw-Hill Ed- ucation Ltd (latest edition)

 Topical professional articles

 Own script 2.2:

 Young, S.; O’Byrne, S.: EVA and Value-Based Management:

A Practical Guide to Implementation, Mcgraw Hill Book Co (latest edition)

 Topical professional articles

 Own script

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Module Designation Quantitative Methods and Scientific Theory

Module-Nr./ Code 3

Course of studies International Management (M.A.) Courses of the module 3.1 Statistics

3.2 Scientific Theory Trained competencies Professional competence:

Applying and analysing technical terms to the overall topic complex, in particular structuring, classifying terms and approaches both in the area of the quantitative empirical methods as well as the general science theory, including the comparison and evaluation of differentiated contents and representations (publications) on the overall topic described.

Understanding and to applying quantitative methods in the field of economics. Classification, understanding and application of quantitative methods as well as scientific theories with reference to research / project planning for economic questions; media and transfer competence (evaluation, documentation, presentation of own papers)

Social competence:

Communication, team and cooperation competence by applied group work in the seminar

Decision-making competence: selection and evaluation of presentation and literature, independent interpretation of tasks (problems).

After completing the module, the students will be able

 to understand, analyse and classify quantitative methods and scientific theories as a basis for business-related research and entrepreneurially relevant questions

 to apply quantitative methods and scientific theories within the framework of own research/application projects and implement these methods in the context of further questions relevant for studies

 to compare independently and to criticise quantitative methods and scientific theories in business literature/publications in their respective application

Syllabus plan 3.1:

 Descriptive statistics (empirical distributions, description of empirical distributions, analysis of empirical contexts)

 Probability calculation

 Inductive statistics (statistical treasures, statistical testing, linear single and multiple regression)

 Basics of multivariate data analysis 3.2:

 Scientific theories (Science in a historical overview, realistic and non-realistic theories, science as a knowledge profit, critical rationalism, explanation models)

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 Scientific working (scientific structuring, arrangement, quotation, etc.)

 Selected research strategies/-design (heuristics, experiments, discursive expert approaches, empirical studies, longitudinal/intersectional studies, case-studies, etc.) Semester of studies 1st Semester

Total workload 180h

etc.)

courses of study

Prerequisites None

Module co-ordinator Prof. Dr. Peter Mühlemeyer Module lecturer(s) 3.1 N.N.

3.2 Prof. Dr. Peter Mühlemeyer Instruction language German

Written exam or term paper Duration of examination Written exam: 180 min Examination graded / not graded Graded

5%

Teaching and learning methods Lecture, conversations in form of seminars, practical exercises Special characteristics of the mod-

None

Literature

3.1:

 Backhaus, Klaus et.al: Multivariate Analysemethoden: Eine anwendungsorientierte Einführung (latest edition)

 Bleymüller, Josef; Weißbach, Rafael: Statistik für Wirtschaftswissenschaftler (latest edition)

 Stocker, Toni Clemens: Statistik: Grundlagen und Methodik (latest edition)

3.2:

 Chalmers, A.F.: Wege der Wissenschaft, Einführung in die Wissenschaftstheorie, Berlin (latest edition)

 Popper, Karl: Kritischer Rationalismus, Wissenschaftstheorie, in: Keuth, H.; Schurz, G.: Karl Popper, Logik der Forschung, Berlin (latest edition)

 Theissen, M.: Wissenschaftliches Arbeiten – Erfolgreich bei Bachelor- und Masterarbeit, München (latest edition)

 Töpfer, A.: Erfolgreich Forschen: Ein Leitfaden für Bachelor-, Mater-Studierende und Doktoranden, Berlin Heidelberg (latest edition)

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 Wilson, J.: Essentials of Business Research, Los Angeles (latest edition)

 Dümmler, C.: Merkblatt zur Anfertigung von Seminar- und Abschlussarbeiten

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Module Designation Leadership

Module-Nr./ Code 4

Course of studies International Management (M.A.) Courses of the module No further subdivision

Trained competencies Professional competence:

The application and analysis of technical terms related to the overall topic of Leadership: in particular, structuring and classifying terms and approaches of corporate leadership, including comparing and evaluating differentiated contents and representations (publications) on the subject of leadership and management as well as designing and developing own research questions on the topic.

Scientific working in leadership (project development, processing, documentation), media and transfer competence (evaluation, documentation, presentation of own research projects) Social competence:

Communication, team and cooperation competence and leadership skills through applied group work in the seminar.

Decision-making competence (selection and evaluation of research questions, interpretation of assignments), responsibility/independence – reflection of project handling.

After completing the module, the students will be able

 to understand leadership and competences of leaders as a function relevant to businesses within the international competition. Moreover, students gain an understanding of leadership as a central important input factor for good corporate governance

 to classify and perceive the competitive role of management/leadership in an international context

 to classify leadership as a strategically relevant role of corporate management and to understand, analyse and design the institutional, but above all personal leadership approaches

 to understand, interpret and criticise managerial tasks, in particular, to understand, analyse and design changed assignments in personnel development/talent management In addition, after completing the module, the students will be able

 to formulate research questions on international leadership.

 to conceive smaller research projects on corporate management and leadership.

 to design empirical methods for leadership research projects.

Syllabus plan  Management/Leadership definitions

 Management/Leadership as an operational competitive factor

 Leadership in relation to organisational decisions

 Significant changes in leadership in dynamical and complex age of companies

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 Management/Leadership in the international context and comparison

 History of leadership (from W. Taylor to digital leadership)

 Competences and tasks of leaders

 Qualification and further training of leaders

 Leadership and the medium-sized businesses

 Leadership and self-responsibility: Effective leadership Semester of studies 1st Semester

Total workload

180h

Contact time 60h Self-study time 120h Module type (compulsory, op-

tional, etc.)

Compulsory Applicability of the module for

other courses of study

Suitable for Master business programmes

Prerequisites None

Module co-ordinator Prof. Dr. Peter Mühlemeyer Module lecturer(s) Prof. Dr. Peter Mühlemeyer Instruction language German/English

Written exam or term paper Duration of examination Written exam: 180 min Examination graded / not graded Graded

5%

Teaching and learning methods Lecture, seminar, group work, presentations, trained self-learning with research aspects

Special characteristics of the module (e.g. online teaching and coaching, field trips, guest lecturers, etc.)

Online share (documentation demand of learning results), guest lectures

Literature

 de Vries, K.: Leadership-Mystique, Pearson Longman (latest edition)

 Kastner, M.: SynEgoismus, Freiburg (latest edition)

 Malik, F.: Führen Leisten Leben: Wirksames Management für eine neue Welt, Frankfurt (latest edition)

 Sprenger, R. K.: Mythos Motivation: Wege aus einer Sackgasse, Frankfurt (latest edition)

 Sprenger, R. K.: Das Prinzip Selbstverantwortung: Wege zur Motivation, Frankfurt (latest edition)

 Sprenger, R. K.: Radikal führen, Frankfurt (latest edition)

 Staehle, W.: Management: Eine verhaltenswissenschaftliche Perspektive, Vahlen (latest edition)

 von Cube, F.: Fordern durch Fördern, München (latest edition)

 von Cube, F.: Lust an Leistung: Die Naturgesetze der Führung, München (latest edition)

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Module Designation Organisational Transformation

Module-Nr./ Code 5

Course of studies International Management (M.A.) Courses of the module 5.1 Theories of the Firm

5.2 Basic Concepts of Organisational Change &

Transformation

Trained competencies Professional competence:

Students gain theoretical knowledge necessary for developing organisational change and transformation programmes. They can break down theories into individual core statements in order to analyse the individual parts, identify correlations and de- rive conclusions. As far as practical transformation pro-

grammes are concerned, students are able to develop practical solutions for strategic change of companies from several ele- ments of treated theories.

Methodological and social competences:

 Competence for scientific work

Students are given access to selected scientific sources (A+ to C journals after VHB 2015) which they read according to scientific standards and - with the help of the lecturer - undergo a systematic analysis in order to identify core positions.

 Transfer competence

Students have acquired the ability and skill to apply theoretical knowledge in practical situations by developing well- founded hypotheses on the ability and willingness of organisations to change and subjecting them to an evidence- based qualitative and quantitative evaluation.

 Communication and presentation skills

The students learn and practice the technique of pyramidal communication [Barbara Minto (2005):"The Principle of the Pyramid". Pearson studies, Munich and others]. They will acquire the ability and skill to prepare and present content in a context, situation and target group appropriate manner.

5.1:

 Learn about basic concepts of organisations

 Understand the interdependence of structure, process, systems and culture

 Understand the correlation of “organizational alignment” and competitive advantage

 Develop an increased awareness for scientific reasoning (in contrast to aspects of practice)

5.2:

 Being able to identify and evaluate the readiness and necessity for change in organizations

 Being able to read and understand scientific texts as well to systematically analyse scientific texts and classify different positions taken

 Being able to reproduce findings in English language (spo- ken & written)

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 Practice and being able to apply rigor in logic thinking & writ- ing (e. g. pyramid principle)

Syllabus plan 5.1:

 The theory of the firm

 Economic theories

 Behavioural theories

 Knowledge based theory

 Dynamic capability / Resource based theory

 Network theories

 Complexity based theories 5.2:

 The concept of transformative change

 Theorizing change & strategic renewal

 Managerial agency

 The role of the manager

 Path dependence / creation

 Organizational ambidexterity

 Organizational routines

 Business model concept Semester of studies 1st Semester

Total workload

180h

Contact time 60h Self-Study time 120h Module type (compulsory, optional,

etc.)

courses of study

Appropriate for all management studies Prerequisites  Strong English language skills

 Solid understanding of established/ basic organizational theories

Module co-ordinator Prof. Dr. Jörg Funder Module lecturer(s) Prof. Dr. Jörg Funder Instruction language English

Written exam or presentation Duration of examination Written exam: 180 min Examination graded / not graded Graded

5%

Teaching and learning methods Seminar (student presentations) and lecture Special characteristics of the mod-

Guest lectures on selected topics

Literature

Relevant literature might be subject to change. Major sources include:

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5.1:

 Barreto, I.: Dynamic Capabilities: A Review of Past Re- search and an Agenda for the Future, Journal of Manage- ment, 34, 2010, 256-288

 Borgatti, S.; Foster, P.: The network paradigm in organizational research: A review and typology, Journal of Manage- ment, 29, 2003, 991-1013

 Connor, K.: A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Or- ganization Economics: Do We Have a New Theory of the Firm?, Journal of Management, 17,1, 1991, 121-154

 Cyert, R.; March, J.: A Behavioral Theory of the Firm, Wiley- Blackwell (latest edition)

 Kraijenbrink, J.; Spender, J.-C.; Groen, A.: The resource- based view: a review and assessment of its critiques, Jour- nal of Management, 36,1, 2010, 349-372

 Nelson, R.: Why do Firms Differ, and How Does it Matter?, Strategic Management Journal, 12, Special Issue: Funda- mental Research Issues in Strategy and Economics, 1991, 61-74

 Stacey, R.: The Science of complexity: An alternative per- spective for strategic change processes, Strategic Manage- ment Journal, 16, 6, 1995, 477-495

5.2:

 Emirbayer, M; Mische, A.: What is agency?, American Jour- nal of Sociology, 103, 4, 1998, 962-1023

 Garud, R.; Karnoe, P.: Path dependence or path creation?, Journal of Management Studies, 47, 4, 2010, 760-774

 Lovas, B.; Ghosal, S.: Strategy as guided evolution, Strate- gic Management Journal, 21, 2000, 875-896

 Mintzberg, H.; Westley, F.: Cycles of organizational change, Strategic Management Journal, 13, 1992, 39-59

 Parmigiani, A.; Howard-Grenville, J.: Routines Revisited: Ex- ploring the Capabilities and Practice Perspectives, Academy of Management Annals, 5, 1, 2011, 413-453

 Romanelli, E.; Tushman, M.: Organizational Transformation as Punctuated Equilibrium: An Empirical Test, Academy of Management Journal, 37, 5, 1994, 1141-1166

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Module Designation International Marketing

Module-Nr./ Code 6

Course of studies International Management (M.A.)

Courses of the module 6.1 Advanced International B2B- and High Tech-Marketing 6.2 Advanced International Consumer Behaviour

Trained competencies Professional competences:

Promotion of subject-related knowledge and abilities for the development of an international B2B- and B2C Marketing concept as the basis of action and problem-solving competence in the field of International Marketing.

Methodological competences:

A special main focus of the module is the promotion of the methodological competence. The aim is to identify, structure, analyse and formulate problem and decision situations, to define and obtain decision-relevant information and to apply problem- solving techniques appropriate to the situation, and to manage problem-solving processes in the area of international marketing The acquired knowledge and abilities are to be transferred by the students for the solution of technical questions or problems and can be applied to different – also new – interdependencies of international marketing (planning competence and transfer competence). This implies the ability to recognize and critically review the situational application requirements (analysis competence). Therefore, alternative problem-solving solutions should be developed, be evaluated and a final selection decision should be made.

In addition, the students are to be enabled to classify the marketing strategies and instruments learned so far as well as concepts discussed in the literature, to criticise them and to evaluate their situational relevance for application.

In particular, the presentation and discussion parts of the lecture are aimed at conveying presentation, visualization and communication skills. The student should also be enabled to structure the results obtained clearly.

The competence of academic work will be deepened by the research, selection, analysis, processing, presentation and discussion of scientific research results.

Social competences:

Within the scope of teamwork and its presentation/discussions, cooperation-, argumentation-, interaction-, conflict management competencies as well as the tolerance of ambiguity, dealing with success and failures and the ability of understanding other perspectives are promoted.

Self and personnel competences:

The module also aims to promote volitional and social readiness and abilities to develop a problem-solving process that is responsible from the point of view of economic ethics

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(judgement competence). This implies the ability of critical discussion and self-reflection in consideration of social contexts.

6.1:

The successful completion of the module will enable the students

 to gain a deeper understanding of international B2B- und High Tech-Marketing.

 to know, understand and recognise the special requirements of the B2B markets and their competitive arenas.

 to know and understand the central B2B strategy concepts.

 to know and be able to evaluate new developments in B2B- and High Tech Marketing instruments.

 to know the specifics of organizational procurement behaviour and to be able to take them into account in the targeted manner within the marketing concept.

 to acquire the ability of the development and formulation of business specific international B2B- and High Tech Marketing concepts and their practical implementation.

6.2:

 to be able to differentiate and apply essential explanatory models and the central research approaches of consumer’s behaviour

 to understand and apply the key terms of consumer’s behaviour research, for example motivation, emotion and cognition and their meaning for the purchase behaviour

 to recognise the complexity of consumer‘s behaviour.

 to be able to analyse and evaluate concrete marketing measures on the basis of their impact on consumer’s behaviour

 to be able to survey and classify key research fields and the empiric findings of consumer’s behaviour research

Syllabus plan 6.1:

1. Subjects and characteristics of B2B- and High Tech- Marketing

2. Conceptual levels of international B2B- and High Tech- Marketing strategies

3. Organisational procurement behaviour and approaches of interaction

4. B2B- and High Tech-Marketing specifically for business types

5. Marketing tools for B2B- and High Tech markets 6. Digitalisation in the B2B- and High Tech sector 6.2:

1. Explanatory models of consumer’s behaviour 2. Approaches of consumer’s behaviour research 3. Motivation

4. Emotion 5. Cognition 6. Attitude

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7. Ruling

8. Inter individual differences and the environment Semester of studies 2nd Semester

Total workload

210h

etc.)

Compulsory elective Applicability of the module for other

courses of study

Prerequisites None

Module co-ordinator Prof. Dr. Robert de Zoeten Module lecturer(s) 6.1 Prof. Dr. Robert de Zoeten

6.2 Prof. Dr. Ralf Gampfer Instruction language 6.1 German

6.2 German Examination type / requirements

Sub-Module exam:

6.1 Presentation 6.2 Project work

Duration of examination Presentation 20-30 min Examination graded / not graded Graded

5,8%

Teaching and learning methods 6.1:

 Lecture

 Theory presentation followed by application examples and practices

 Case Study method with practical examples out of International Marketing (Processing in Team work followed by presentation, discussion and defence), corporate development of a sample solution thematic adoption, abstraction of the case situation and processing of an interdisciplinary solution with the placement of a “school of thought”

 Interactive discussion of themes and thesis (after preparation of students)

 Discussion of current publications/studies of international Marketing as well as industry-specific topics and research questions

 Literature research, -reading, -analysis and processing of prescribed questions during self-study

6.2:

 Lecture and exercises

 Joint development of a project study based on a current theoretical or practical topic

 Interactive discussion of themes and thesis (after preparation of students)

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 Discussion of current publications/studies of international Marketing as well as industry-specific topics and research questions

 Literature research, -reading, -analysis and processing of prescribed questions during self-study

Special characteristics of the module (e.g. online teaching and coaching, field trips, guest lecturers, etc.)

Usually practical guest lecture and field

Literature

6.1:

 Amann, K; Petzold, J.: Management und Controlling, Wiesbaden (latest edition)

 Baaken, T. et al.: Business-to-Business-Kommunikation, Berlin (latest edition)

 Backhaus, K.; Schneider, H.: Strategisches Marketing, Stuttgart (latest edition)

 Backhaus, K; Voeth, M.: Handbuch Industriegütermarketing, Wiesbaden (latest edition)

 Backhaus, K; Voeth, M.: Industriegütermarketing, München (latest edition)

 Berndt, R. et al.: International Marketing-Management, Berlin (latest edition)

 Brennan, R. et al.: Business-to-Business-Marketing, Los Angeles (latest edition)

 De Zoeten, R. et al., Industrial Marketing – Praxis des Business-to-Business-Geschäfts, Stuttgart (latest edition)

 Emrich, C.: Interkulturelles Marketing-Management, Wiesbaden (latest edition)

 Godefroid, P.; Pförtsch, W.: Business-to-Business-Marketing, Ludwigshafen (latest edition)

 Hoffmann, C. et al.: Business Innovation – Das St. Galler Modell, Wiesbaden (latest edition)

 Homburg, C.; Totzek, D.: Preismanagement auf Business-to- Business-Märkten, Wiesbaden (latest edition)

 Kleinaltenkamp, M. et al.: Fundamentals of Business-to- Business-Marketing, Berlin (latest edition)

 Kohlert, H.: Internationales Marketing für Ingenieure, München (latest edition)

 Kreutzer, R. et al.: B2B-Online-Marketing und Social Media, Wiesbaden (latest edition)

 Mascidri, P.; Zupancic, D.: Marken- und Kommunikationsmanagement im B-to-B-Geschäft, Wiesbaden (latest edition)

 Osterwalder, A. et al.: Business Model Generation, Frankfurt am Main (latest edition)

 Pförtsch, W.; Schmid, M.: B2B-Markenmanagement, München (latest edition)

 Simon, H.; Fassnacht, M.: Preismanagement, Wiesbaden (latest edition)

 Zentes, J. et al.: Internationales Marketing, München (latest edition)

6.2:

 Felser, G.: Werbe-und Konsumentenpsychologie, Heidelberg (latest edition)

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 Hoffmann, S.; Akbar, P.: Konsumentenverhalten:

Konsumenten verstehen – Marketingmaßnahmen gestalten, Wiesbaden (latest edition)

 Kroeber-Riel, W.; Gröppel-Klein, A.: Konsumentenverhalten, München (latest edition)

 Solomon, M.: Konsumentenverhalten, Halbergmoos (latest edition)

 Ternes, A. et al.: Konsumentenverhalten im Zeitalter der Digitalisierung, Wiesbaden (latest edition)

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Module Designation Retail Marketing

Module-Nr./ Code 7

Course of studies International Management (M.A.) Courses of the module 7.1 Strategic Marketing Planning

7.2 Operational Marketing Planning 7.3 Retail Marketing – Case Studies Trained competencies Professional competence:

After the successful completion of the module, the students will have theoretical and methodological expertise and skills in dealing with the methods, procedures as well as tools used in retail marketing. In particular, they are able to indicate and to characterise the specific features and processes of strategic and operative marketing planning in the retail sector.

They can transfer the acquired knowledge to a given practical problem and after a comprehensive problem and situation analysis, they can develop marketing concepts which are independently implementable in practice. In the final evaluation processes, they will evaluate and question their own plans and concepts and, if necessary, develop revised or new solution approaches.

The students learn the abilities and skills for scientific working by reading, understanding and analysing scientific texts. In addition, they acquire presentation and media competencies by conveying the results of their own research, in a structured and understandable way using suitable media and presentation techniques. The case study processing promotes their problem- solving competence and transfer competence: Solutions are developed for a complex practical problem by transferring the theoretical knowledge acquired to practical problems.

Team and conflict competencies is promoted due to the necessity to work together in groups and to deal constructively with conflict situations whilst preparing presentations and case studies. Within the framework of the implementation of case studies presentations and subsequent result discussions, their communication competence is trained due to the necessity to present goal-oriented, effective concepts that are worthy of recognition in practice.

7.1:

The students are able

 to outline and characterise the process of strategical marketing planning in the retail sector

 to plan and implement business and marketing targets and alternative marketing strategies

 to analyse a problem and deduce proposed solutions 7.2:

 to outline and characterise the relation between retail functions and retail-specific marketing instruments

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 to characterise and apply problem-oriented marketing instruments of the retail sector

 to analyse the initial situation of a retail company and to deduce an appropriate instrumental approach

7.3:

 to identify a practical decision problem and to transfer it into a research problem

 to collect and analyse data by secondary and primary research for problem-solving purposes

 to develop a marketing concept based on the research results and to evaluate it in a multistage process

 to present and defend their results to the practice partners

Syllabus plan 7.1:

1. Phases of Planning for developing a marketing conception in the retailing sector

2. Strategic target planning 3. Strategy Planning

7.2:

1. Product Range Policy

2. Customer Service and Service Policy 3. Pricing Policy

4. Communications Policy 7.3:

1. Situation analysis, development prognosis 2. Development of a marketing concept 3. Presentation and discussion of the results Semester of studies 2nd Semester

Total workload

210h

etc.)

Compulsory Elective Applicability of the module for other

courses of study

Prerequisites None

Module co-ordinator Prof. Dr. Robert de Zoeten Module lecturer(s) Prof. Dr. Hans-Joachim Theis Instruction language German

Sub-Module exam:

7.1: Presentation 7.2: Presentation 7.3: Presentation

Duration of examination Every presentation 15 – 20 min Examination graded / not graded Graded

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5,8%

Teaching and learning methods Within the framework of lectures, presentations and practical tasks, the first step is to establish the basics for understanding strategic and operative marketing planning in retail. Building on this, the aim is to transfer the acquired knowledge to a given practical problem (external project partner). As part of a group work, a comprehensive problem and situation analysis is first carried out in order to develop a suitable marketing concept on the basis of the analysis results. This is followed by an

evaluation process in the course of which the own plans are evaluated and questioned and, if necessary, revised or new approaches are developed. Finally, the conceptual proposals are presented and discussed in a case study presentation (to the external project partner).

Special characteristics of the module (e.g. online teaching and coaching, field trips, guest lecturers, etc.)

Field trips, case study with a presentation of results at the practice partner, guest lecturer

Literature

 Barth, K.; Hartmann, M.; Schröder, H.:

Betriebswirtschaftslehre des Handels, Wiesbaden (latest edition)

 Becker, J.: Marketing-Konzeption. Grundlagen des strategischen und operativen Marketing-Managements, München (latest edition)

 Schröder, H.: Handelsmarketing – Methoden und Instrumente im Einzelhandel, München (latest edition)

 Theis, H.-J.: Handbuch Handelsmarketing Bd. 1:

Erfolgreiche Strategien und Instrumente im Handelsmarketing, Frankfurt (latest edition)

 Theis, H.-J.: Handbuch Handelsmarketing Bd. 3:

Erfolgsreiche Strategien und Instrumente in der Handelsmarktforschung, Frankfurt (latest edition)

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Module Designation International Sales-Management

Module-Nr./ Code 8

Course of studies International Management (M.A.) Courses of the module 8.1 International Sales-Management 1

8.2 International Sales-Management 2 Trained competencies Professional competence:

Promotion of specialised knowledge and skills for the development of an international sales concept and for the management of a sales organisation (decision competence and problem-solving competence).

This module is focused on the promotion of methodological competences. The students learn to recognise, structure, analyse and formulate problem and decision situations, the definition and procurement of decision-relevant information and to apply situation-related problem-solving techniques as well as the management of problem-solving processes within the International Sales-Management.

The students have to transfer their knowledge and skills on different (new) contexts of International Sales-Management (Planning and Transfer competence). In addition, they can outline and criticise the conditions for the application (Analysis competence). The students have to develop, evaluate and decide alternative solutions (decision-making competence).

In addition, the students should be enabled to classify the marketing strategies and instruments learned so far, as well as concepts discussed in the literature, to classify them professionally, to critically question them and to evaluate their situational relevance for application.

In particular, the presentations and discussions in the lecture encourage the presentation competence, visualization and communication competences. The student is able to structure the developed results. Leadership and negotiation competences are promoted by role plays.

Group work and presentations/discussion promotes:

cooperation, argumentation, interaction, conflict management and tolerance of ambiguity competences, handling of success and failure and the ability to comprehend other perspectives.

The module also aims to promote volitional and social readiness as well as skills to develop a problem-solving process that is responsible from the point of view of economic ethics (Judgement competence). This implies the ability for criticism and self-reflexion within the social contexts.

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 to gain a deeper understanding of theory and application of International Sales-Management and the practice of Sales- Management

 to get to know, understand and to recognize the special requirements of international markets and Sales organisations

 to know and to understand the characteristics of the management of Sales organisations

 being able to recognize, structure and formulate relevant Sales decision problems in specific situations

 to understand the efficiency of a Sales organisation, analyse and develop relevant proposed solutions for practice

 to know, understand, calculate and interpret selected instruments and key figures of Sales-Management and Sales controlling

 to acquire the ability to develop and formulate international business sales concepts and their practical implementation

 to know, understand and evaluate the associated structure for international growth strategies and choose target-orientated the right growth alternatives

 to know and apply communication, leadership and negotiation skills in the context of concrete practical exercises and role plays

Syllabus plan 8.1:

1. Characteristics of International Sales-Management 1.1 Sales or Distribution?

1.2 Sales within companies

1.3 Dimensions, design parameters and challenges of international Sales organisations

2. Growth strategies in Sales

2.1 Development of growth strategies 2.2 Growth in the customer base 2.3 Growth in the new customer sector 2.4 Implementation of growth strategies 3. Management international Sales systems

3.1 System of the Sales processes

3.2 Distribution canal and distribution partner decisions 3.3 Methods of Sales planning

3.4 Controlling Sales organisations

3.5 Methods of the efficiency increase in Sales 3.6 Budgeting in Sales

3.7 Sales controlling

3.8 Information management/system in Sales (Sales Intelligence)

4. Business specific Sales management

5. Special topics and current trends in Sales management 8.2:

1. Leadership in international Sales organisations 1.1 Leadership concepts

1.2 Leadership instruments

1.3 Requirements/Tasks of the Sales executive 1.4 Motivation of employees of Sales organisations

1.5 Organisational structures and interface management in Sales organisations

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1.6 Key figures in Sales controlling 2. Winning leads and lead transformation

2.1 Methods of lead generation and qualification 2.2 Sales funnel und pipeline management 2.3 Acquisition management

2.4 Sales talks and negotiations management 3. Customer Relationship management

4. Change management in Sales Semester of studies 2nd Semester

Total workload

240h

etc.)

Compulsory elective Applicability of the module for other

courses of study

Prerequisites None

Module co-ordinator Prof. Dr. Robert de Zoeten Module lecturer(s) 8.1 Prof. Dr. Robert de Zoeten

8.2 LBA Instruction language 8.1 German

8.2 German Examination type / requirements

Presentation Duration of examination

Examination graded / not graded Graded Weighting of the mark within the

cumulative grade

6,7%

Teaching and learning methods  Lecture

 Theory presentation followed by application examples and practices

 Case Study method with practical examples out of international Sales management (Processing in Team work followed by presentation, discussion and defence), corporate development of a sample solution thematic adoption, abstraction of the case situation and processing of an interdisciplinary solution with the placement of a “school of thought”

 Interactive discussion of themes and thesis (after preparation of students)

 Role plays for leadership, sales and negotiation situations

 Discussion of current publications/studies of international Marketing as well as industry-specific topics and research questions

 Literature research, -reading, -analysis and processing of prescribed questions during self-study

Special characteristics of the module (e.g. online teaching and

Usually guest lecturer and field trips

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coaching, field trips, guest lecturers, etc.)

Literature

 Albers, S.; Krafft, M.: Vertriebsmanagement, Wiesbaden (latest edition)

 Behle, C.; vom Hofe, R.: Handbuch Außendienst, Landsberg am Lech (latest edition)

 Bergmeier, M.: Vertrieb in differenzierten

Mehrkanalsystemen, Wiesbaden (latest edition)

 Binckebank, L.; Elste, R.: Digitalisierung im Vertrieb, Wiesbaden (latest edition)

 Binckebank, L.; Hölter, A.-K.: Führung von

Vertriebsorganisationen, Wiesbaden (latest edition)

 De Zoeten, R. et al.: Industrial Marketing – Praxis des Business-to-Business-Geschäfts, Stuttgart (latest edition)

 Hofbauer, G.; Hellwig, C.: Professionelles Vertriebsmanagement, Erlangen (latest edition)

 Homburg, C. et al.: Sales Excellence, Wiesbaden (latest edition)

 Kilian, D.; Mirski, P.: Digital Selling, Wien (aktuellste Auflage)

 Kühnapfel, J.: Vertriebscontrolling, Wiesbaden (latest edition)

 Lang, E.: Die Vertriebs-Offensive. Erfolgsstrategien für umkämpfte Märkte, Wiesbaden (latest edition)

 Lasko, W.; Lasko, L.: Internationale Vertriebssteuerung by Result Framing, Wiesbaden (latest edition)

 Lippold, D.: Akquisitionszyklen und -prozesse im B2B- Bereich, Wiesbaden (latest edition)

 Pepels, W.: Grundlagen des Vertriebs, Berlin (latest edition)

 Specht, G.: Distributionsmanagement, Stuttgart (latest edition)

 Winkelmann, P.: Vertriebskonzeption und Vertriebssteuerung, München (latest edition)