Inter-Organizational Alliances and Networks
Inter-organizational relations (IORs) are increasingly important in our times, because it is impossible more than ever to integrate all required capabilities or simply buy them on the spot in markets. But what exactly are the reasons for linking up with other organizations, which forms of collaboration are common, and how are networks of organizations to be managed? The module addresses these questions from a management and organization studies perspective, considering four main types of IORs: 1) Strategic Alliances and Networks, 2) Regional Networks and Clusters, 3) Global Production and Supply Networks, and 4) Innovation and Project Networks.
Instructors: Prof. Dr. Guido Möllering, Tina Azad
Module number(s): MS-WOr-1804
Strategic Corporate Social Responsibility
During this seminar, we aim to develop an understanding of three general questions: (1) What is the social responsibility of corporations? (2) Why do corporations assume social responsibility? (3) And how do they become socially responsible entities? To understand what the concept includes, we will start by looking into the history of social responsibility and into the changing role of corporations in a globalized world. We will learn about the reasons for firms to engage in socially responsible activities, as these have been addressed by various approaches: stakeholder theory, institutional theory, and strategic CSR. We will also discuss the role of social movements and NGOs as a central driver for CSR engagement. In the third part of our course, we will explore the ways of how firms become socially responsible by learning about their role as political actors, about collaboration with civil society actors (SMOs/NGOs), self-regulation and their managing of labor rights. We will also gain an understanding of the differences of CSR activities across countries. In our final wrap-up, we will discuss how becoming a responsible firm presupposes a certain understanding of CSR strategy, namely that of the strategy-as-practice perspective. .
Instructors: Dr. Simone Schiller-Merkens
Module number(s): M6-1
This course provides a very practical introduction to the formulation and implementation of international strategy. Based on a “thick description” of a single case (Volkswagen’s internationalization to China) you learn how to use theoretical concepts in order to make sense of an empirical case. Upon completion of this course, you will be able to elaborate on the role of internationalization for corporate strategy, apply theoretical concepts to empirical data, and reflect on the differences between first and second-order observation of strategic action.
Instructor: Prof. Dr. Hendrik Wilhelm
Module number(s): M25-1; MS-WSt-1802; MG-WFW-1802; MP-EFE-1803
Unternehmensethik und Vertrauen
Unternehmensethik wird in diesem Seminar anhand grundlegender Kategorien wie Verantwortung, Freiheit, Kooperation, Vertrauen, Regeln, Werte, Moral, Interessen im speziellen Kontext von Unternehmen erörtert. Die zentrale These, dass es letztlich um das Erhalten von Vertrauen als Grundbedingung für gelingende Kooperationen geht, wird im Seminar auch aus Sicht der Vertrauensforschung beleuchtet. Zahlreiche Fallbeispiele verdeutlichen Unternehmensethik als Herausforderung, der man sich im eigenen Interesse und für das Gemeinwohl stellen muss, und Vertrauen als lohnende Investition, in die kontinuierlich reinvestiert werden muss. Die Studierenden bringen ihre eigenen aktuellen Fragen und Beispiele aktiv ein.
Dozent: Prof. Dr. Guido Möllering
Modulkennung(en): M6-2/ FBM
Ethical Issues in Organization
Complementing the study of business ethics and corporate responsibility at large, this module focuses on ethical issues occurring within organizations and emphasizes the students’ own ethical awareness and personal development. We cover ethical foundations in philosophy, ethical decision making, communication, leadership, diversity and organizational implications. Students learn how to identify and deal with the many ethical dilemmas occurring in organizations. They work on a project tracing a real-life ethical issue in an organization and develop their moral standpoint as well as ethical management skills. The seminar usually includes input from practitioners experienced in this topic area.
Instructors: Prof. Dr. Guido Möllering, Tina Azad
Module number(s): MS-WOr-1802, MG-WFW-1804, MP-EFE-1805
Organizational Culture and Leadership
The course provides a first understanding of the relationship between leadership and organizational culture. Reviewing insights from different concepts of organizational culture, we will discuss questions about different types of organizations, various concepts of leadership as well as the role of leaders and leadership cultures. In the course, we will look at metaphors of organizations, leadership and culture (e.g. culture as social glue; culture as a compass). The next step will be to investigate the conception of culture as the (re-)production of meaning systems, values, ideas and identities which constitute different levels of organizational culture. In the third part of this course, we will examine the relationship between organizational culture and performance. This leads us to the connections between organizational culture, marketing and strategy. The last part of the course covers topics like the ambiguity of culture, the relation between culture and leadership and cultural change.
Instructors: Prof. Dr. Hendrik Wilhelm
Module number(s): MS-WOr-1801
Strategisches und Internationales Management
Das Modul gibt einen Überblick über die wichtigsten Konzepte und Anwendungen des strategischen Managements mit einer besonderen Berücksichtigung internationaler Managementstrategien. Betrachtet werden generelle Fragen der strategischen Analyse, Ausgestaltung und Umsetzung. Darauf aufbauend wird der Blick auf die Möglichkeiten, Formen und Herausforderungen der Internationalisierung von Unternehmen gelenkt. Strategisches und internationales Management werden zudem als verantwortungsvolle Aufgabenfelder reflektiert, die das Unternehmen mit seiner vielfältigen Umwelt verknüpfen.
Dozent: Prof. Dr. Hendrik Wilhelm
Theories of Strategic Management
This module traces the theoretical foundations of strategy (such as competitive forces, resources and capabilities) and core strategic issues in organizations (such as innovation, collaboration, internationalization, governance, change). We will also consider the latest developments in strategic management theory regarding strategy as process and practice. Throughout the course, theoretical concepts will be investigated regarding their practical and organizational implications, based on numerous real-life cases discussed in class.
Instructor: Prof. Dr. Guido Möllering
Module number(s): MS-PSO-1802; M1
Theories of Organization
Organizations are core to our society, structuring our daily work (e.g., firms) and private lives (e.g., sport clubs). Many definitions of organizations exist, but we commonly think of them as social entities, pursuing steady objectives that have a formal structure through which they align their members’ activities with the objectives of the organization. Theories of organization seek to explain the emergence, behavior, and outcomes of organizations. For example, institutional theory provides an explanation for why companies engage in greenwashing. Research on organizations is thriving, resulting in a plurality of theories. This course familiarizes students with the main classic and contemporary organisation theories. It uses empirical studies to illustrate the application of the different theories. Students will discuss the relevance of each theory in both scientific and practical terms, and apply a theory to an organizational phenomenon of their own choosing.
Instructor: Prof. Dr. Hendrik Wilhelm
Module number(s): MS-PSO-1803
Die Megatrends Demographie und Digitalisierung haben massive Auswirkungen auf das Personalmanagement (HR Management) vieler Unternehmen. Strategisches HR Management wird zum Schlüsselfaktor. Im Rahmen des Seminars werden insbesondere die folgende Aspekte behandelt: Grundelemente einer Personalstrategie, Demographic Risk Management, strategische Personalplanung, Zielvereinbarungssysteme und Performance Management, Long Term Incentive Programme, Recruiting und Employer Branding, Talentmanagement, Leadership, Retentionmanagement, Steuerung des Human Capitals, HR Analytics, Personalcontrolling, Diversity, Digital HR, HR‐Abteilung als strategischer Partner.
Dozent: Dr. Hon.-Prof. Rainer Strack
Modulkennung(en): BM-WWM-1607; BM-WFW-1601; MS-WOr-1806; M8-2; BE26