Area of Expertise in Business Administration

• Seminar: Organizational Behavior (271076)

  	Time and room:	Lecturer:
  	Block course	Hilmer
  Contents:	The seminar provides insights into the fundamental determinants of behavior in organizations and enables participants to address a scientific problem and to write an independent academic paper. Based on conceptual and empirical findings, key influencing factors at the individual, group, and organizational levels are examined, and the interrelations between these levels are highlighted. Participants will learn to understand organizational behavior as a complex phenomenon and critically engage with the question of which levers organizations can use to shape and influence the behavior of their members. As part of the group work, participants are expected to address questions related to the following areas: Individual level (e.g., personality, perception, motivation, attitudes, behavior) Group level (e.g., communication, decision-making processes, leadership, power and micropolitics) Organizational level (e.g., organizational structures, organizational identity, organizational change)
  Literature:	Robbins, S. P., & Judge, T. A. (2012) Organizational Behavior, 15th Edition, Prentice Hall.
  Comments:	The exact dates as well as information on registration will be announced through the respective information channels of the institutes. The following course assessments are to be completed in groups (group size = 2-3): Term paper (15 pages ±10%): 60% Presentation of the term paper (approx. 20 minutes presentation and 15 minutes discussion): 30% Co-presentation on another group’s paper (approx. 5 minutes feedback): 10% Regular attendance at all seminar sessions is strongly recommended, as the introductory meetings provide an essential foundation for understanding the subject matter and for developing academic working skills. In addition, the block sessions include the presentations, which form part of the course assessment.

Area Strategic Management

• Strategic Human Resource Management (378011)

  	Time and room:	Lecturer:
  	Thu. 16:15 - 17:45 | I-342	Piening
  Contents:	Human Resources Strategies Work Design Strategic Workforce Planning and Talent Management Recruitment and Selection Performance Management Employee Development Compensation and Incentive Design
  Literature:	Ridder, H.-G. (2015) Personalwirtschaftslehre. 5. Auflage. Stuttgart. Kohlhammer. Wright, P. M., & McMahan, G. C. (1992) Theoretical perspectives for strategic human resource management. Journal of Management, 18(2), 295-320. Delery, J. E., & Roumpi, D. (2017) Strategic human resource management, human capital and competitive advantage: is the field going in circles?. Human Resource Management Journal, 27(1), 1-21. Jiang, K., & Messersmith, J. (2018) On the shoulders of giants: A meta-review of strategic human resource management. The International Journal of Human Resource Management, 29(1), 6-33.
  Comments:	Participants are expected to work on practical case studies in groups and present them during the course. The written report and presentation of the case study account for 50% of the grade. The remaining 50% is based on individual performance, which is assessed through short quizzes during class and a written assignment. Enrollment in the course is limited to 32 students.

• Organization and Human Resource Management Theories (378062)

  	Time and room:	Lecturer:
  	Thu. 12:45 - 14:15 | I-301	Piening
  Contents:	Klassische Organisationstheorien Verhaltenswissenschaftliche Entscheidungstheorie Situativer Ansatz Neue Institutionenökonomik Evolutionstheoretische Ansätze Neo-Institutionalismus Intepretative Theorien (z.B. Organisationskulturen) Psycholgische und sozialpsychologische Theorien Strategische Managementtheorien
  Literature:	Kieser, A. & Ebers, M. (2019) Organisationstheorien, 8. Aufl., Stuttgart et al. Perrow, C. (1973) The short and glorious history of organizational theory. Organizational Dynamics, 2(1-Summer): 3-15.
  Comments:	All students who wish to take the advanced courses offered by the institute are strongly encouraged to first complete the introductory course “Theories of Organizational and Human Resource Research.”

• Seminar Team Management (378063)

  	Time and room:	Lecturer:
  	Block course	Kandel
  Contents:	Types of teams (e.g., virtual and temporary teams) Team design (e.g., diversity) Team leadership Cohesion, trust, and identification in teams Negative aspects of teamwork (e.g., conflicts) Outcomes of teamwork (e.g., innovation)
  Literature:	Robbins, S. P., & Judge, T. A. (2018) Organizational Behavior, 18. Aufl., Prentice Hall. Mathieu, J., Maynard, M. T., Rapp, T.; Gilson, L. (2008) Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410-476. Mathieu, J. E., Gallagher, P. T., Domingo, M. A., & Klock, E. A. (2019). Embracing complexity: Reviewing the past decade of team effectiveness Research. Annual Review of Organizational Psychology and Organizational Behavior, 6, 17–46.
  Comments:	The exact dates and registration information will be announced via the respective information channels of the institutes. The following examination requirements must be completed in group work (group size = 2-3): Coursework essay (15 pages (group of 2) / 20 pages (groups of 3) +/- 10%): 60% Presentation of the essay (approx. 20 minutes presentation and 15 minutes discussion): 30% Co-presentation on the essay of another group (approx. 5 minutes feedback): 10% Students are expected to attend all seminar dates.

• Management & Society (378064)

  	Time and room:	Lecturer:
  	Block course	Baluch
  Contents:	The way that people understand everyday life in organisations and how they make sense of organisations’ role in society are subjects that have generated a considerable volume of scholarship. The purpose of this colloquium is to enable students to understand significant contemporary debates pertaining to “Management & Society”, to evaluate organisations and the responses of their employees, and to critically appraise what responsible management means in their own organisational lives. Indicative topics covered in this course include: Introduction: The Context for Managing Employee Relations Grand Challenges: I: AI in Recruitment and Selection II: Responsible Management and Performance III: Sustainability in Work and HRM Critical Management Studies: I: Corporate Culture II: Space, Power and Identity III: Teamworking and Control IV: Emotional Labour V: Obedience and Ethics VI: Workplace Resistance
  Literature:	A reading list with journal articles and book chapters will be issued to registered participants in advance of the module.
  Comments:	The course is limited to 20 participants. Registration is a multi-step process. (1) Please register in the Stud.IP course. (2) There you will receive further information about the registration through a form. (3) If more than 20 participants register, places will be allocated by a draw. The course will comprise of a 5-day colloquium (19.10.-23.10.2026) in which relevant contemporary issues in "Management & Society" are presented and discussed by the students. Students will be assigned topics including key readings and prepare a presentation on their assigned topic. The preparation time is the same for each student. After the course, each student will write a short reflective essay piece of 750 words on their learning experience.

• Technology and Innovation Management (378070)

  	Time and room:	Lecturer:
  	Wed. 11:00 - 12:30 | I-301	Kleinert
  Contents:	In this course the students will gain in-depth knowledge of strategies, practices, and theories in technology and innovation management including such topics as types of innovation, sources of innovation, timing of innovation, s-curves, crowdsourcing, design thinking, open innovation, technology portfolio management, and stage-gate model. Additionally, they will have the opportunity to apply their learnings in various case studies and discuss them with guest lecturers from practice.
  Literature:	Cohen, W. M., & Levinthal, D. A. 1990. Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1): 128-152. Teece, D. J. 1986. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6): 285-305. Eisenhardt, K. M., & Martin, J. A. 2000. Dynamic capabilities: what are they?. Strategic Managament Journal, 21(10-11): 1105-1121. March, J. G. 1991. Exploration and exploitation in organizational learning. Organization Science, 2(1): 71-87. Pollok, P., Lüttgens, D., & Piller, F. T. 2019. Attracting solutions in crowdsourcing contests. Research Policy, 48: 98-114. Schilling, M. A. 2023. Strategic management of technological innovation (Vol. 7). New York: McGraw-Hill/Irwin.
  Comments:	This course was formerly entitled “Innovation Management III”. Students that attended “Innovation Management III” are not eligible for this course.

• Current Topics in Human Resource Management (378077)

  	Time and room:	Lecturer:
  	Wed. 14:30 - 16:00 | I-332	Zentgraf
  Contents:	The central focus of the course is the exploration of what work means for us as individuals, how this meaning has changed over the past decades, and how we envision the future of work. The course further addresses the challenges and opportunities associated with new forms of work, as well as how New Work is currently implemented within economic and societal systems, and how it might be shaped in the future. Thematic blocks will cover, among others, the following areas: Models of (self-)organization and leadership Workplace and working-time design Compensation and incentive systems New Work in the macro context of economy, politics, and society
  Literature:	Delbridge, R., & Sallaz, J. J. (2015) Work: Four worlds and ways of seeing. Organization Studies, 36(11), 1449-1462. Leslie, L. M., King, E. B., & Clair, J. A. (2019) Work-life ideologies: The contextual basis and consequences of beliefs about work and life. Academy of Management Review, 44(1), 72-98. Parker, S. K., & Grote, G. (2022) Automation, algorithms, and beyond: Why work design matters more than ever in a digital world. Applied Psychology. 71(4), 1171-1204.
  Comments:	The exact dates, schedule as well as information on registration will be announced through the respective information channels of the institutes. The number of participants is limited to a maximum of 28. The course assessment consists of both a group component and an individual component. Participants are expected to work in groups on practice-oriented case studies and present their results during the course. The group presentation of the case study account for 50% of the final grade. The remaining 50% is based on individual performance, assessed through short tests during the course sessions and an additional written paper. The language of instruction is German. Students are expected to be able to understand, contextualize, and critically engage with more advanced English-language texts. The written paper may be submitted in either German or English.

• Digital Innovation (378090)

  	Time and room:	Lecturer:
  	Block course	Schlüter
  Contents:	This course provides an overview of digital innovations, especially artificial intelligence (AI), and gives students in-depth insights into its application in organizations. The focus is on understanding the theoretical underpinnings, underlying methodology, and general mindset necessary to make sense of AI in organizations and agile environments. In this course, students will have the opportunity to learn about methods relevant to real-world applications and apply them in a case study. For this purpose, they identify a problem and conceptually develop an AI-supported solution approach in groups using agile methods such as iterative development and regular feedback loops. The course format includes a mix of classical lectures (theoretical basics), agile idea development (application), and presentations.
  Literature:	Akerkar, R. (2019). Artificial Intelligence for Business. Springer
  Comments:	Content: In this module, participants work in groups of 3-5 members to jointly identify a problem and conceptually develop an AI-supported solution approach. The results are then presented, discussed and recorded in the form of a presentation. The workshop thus prepares participants for a possible position as digital innovation manager, data scientist or technology entrepreneur after graduation. Exam: The examination will be a presentation and discussion. Registration: The course is limited to 20 participants. Registration is a multi-step process. (1) Please register in the Stud.IP course. (2) There you will receive further information about the registration through a form. (3) If more than 20 participants register, places will be allocated by drawing. Miscellaneous: The course starts with a two-day block to introduce the topics. Afterwards, there is a three-week working phase in which coaching sessions take place in groups. Finally, the results are presented, discussed, and codified.

• Venture Lap (378100)

  	Time and room:	Lecturer:
  	Block course	Ahlers, Kleinert
  Contents:	This course offers in-depth insights into the commercial exploitation of technologies. The starting point is not a market idea, but a real patent. Participants are assigned a technology in teams, develop potential business ideas, and evaluate them. The focus is on determining which market a technology is actually suited for. Since a technology can typically be configured for a wide variety of applications, the teams first identify a broad range of possible application areas, systematically evaluate them, and make a well-reasoned decision in favor of one. The selected market opportunity is then translated into a business model and assessed for its viability. The course concludes with a presentation and a written report. Content: In this module, participants work in groups of three members on a real technology. They identify possible fields of application, select one with justification, develop a business model for it and test and validate its central assumptions. The results are presented, discussed and documented in writing. The course thus prepares participants for roles in technology transfer, innovation management and early-stage financing, as well as for founding a technology-based venture of their own.
  Comments:	Exam: The examination consists of a presentation and a written assignment, both of which are completed as group work. Registration: The course is limited to approximately 20 participants. Registration is a multi-step process: (1) Please register in the Stud.IP course. (2) There you will receive the registration form with all further information. (3) If more than 20 participants register, places will be allocated by drawing. Miscellaneous: The course consists of block sessions, coaching sessions and presentation dates. In order to allow for intensive team work, participation in all sessions is required. If you cannot ensure this, we kindly ask you to leave your place to other students.

• Seminar Entrepreneurship and Grand Challenges (378101)

  	Time and room:	Lecturer:
  	Block course	Heinze

• Seminar Digital Business and AI (378102)

  	Time and room:	Lecturer:
  	Block course	Kleinert

• Build, Buy, Spin-off: Corporate Innovation in Practice (378103)

  	Time and room:	Lecturer:
  	Block course	Schiemann
  Contents:	Why would an industrial conglomerate split into three independent companies? And why would a market leader acquire a startup that it could just as easily have built itself? Such decisions are among the most far-reaching in corporate innovation management—and are the focus of this colloquium. Established companies must continually decide how to tap into new business areas: build them internally (Build), acquire them or develop them through partnerships (Buy/Borrow), or spin them off as independent companies (Spin-off). From the perspectives of the corporation, the investor, and the consultant, this event covers the strategic, organizational, and financial fundamentals of this decision—in a practical, case-based manner, with a special focus on spin-offs. Topics covered include: Corporate innovation and the “Build–Buy/Borrow–Spin-off” decision-making framework Internal corporate venturing, intrapreneurship, and organizational ambidexterity M&A for innovation, corporate venture capital, alliances, and joint ventures Spin-offs and carve-outs: drivers, mechanics, governance, and impact on value Application to a realistic, anonymized case study in group work, culminating in a final pitch In this way, students develop a toolkit that can be directly applied in roles in strategy, M&A, corporate development, innovation consulting, or venture capital

• Principles of Business Administration I (for non-business majors) (76001)

  	Time and room:	Lecturer:
  	Thu. 16:15 - 17:45 | VII-003	Zentgraf
  Contents:	Grundbegriffe der Betriebswirtschaftslehre Unternehmen und Märkte Unternehmertum, Unternehmensführung und Unternehmenserfolg Strategisches Management
  Literature:	Aktuelle Informationen (Semestertermine, Themenübersichten, Literatur) werden jeweils zu Beginn des Semesters über Stud.IP bereitgestellt.
  Comments:	Die Modulprüfung ist eine Klausur (60 Minuten) und findet im Regelfall in der letzten Vorlesungswoche statt. Bei Nichtbestehen besteht die Möglichkeit zur Wiederholung im nachfolgenden Semester. Informationen zum Anmeldeverfahren für die Prüfung werden über Stud.IP bereitgestellt. Studienleistungen (z.B. Referate) werden nicht angeboten.

• Principles of Business Administration II (for non-business majors) (76002)

  	Time and room:	Lecturer:
  	Fri. 10:15 - 11:45 | I-301	Zentgraf
  Contents:	Konzeptionelle Grundlagen des Marketings Marktorientierte Unternehmensführung Marktforschung Absatzpolitische Instrumente des Marketings
  Literature:	Aktuelle Informationen (Semestertermine, Themenübersichten, Literatur) werden jeweils zu Beginn des Semesters über Stud.IP bereitgestellt.
  Comments:	Die Veranstaltung findet von 10:15-11:45 statt. Die Modulprüfung ist eine Klausur (60 Minuten) und findet im Regelfall in der letzten Vorlesungswoche statt. Bei Nichtbestehen besteht die Möglichkeit zur Wiederholung im nachfolgenden Semester. Informationen zum Anmeldeverfahren für die Prüfung werden über Stud.IP bereitgestellt. Studienleistungen (z.B. Referate) werden nicht angeboten.