Post on 07-Sep-2020
transcript
Master´s Program in
Management
Module Descriptions
Index of contents
Objective of the Master’s Program in Management .................................................... 1
Curriculum Overview .................................................................................................. 2
Key Concepts for the Study of Management as Culture: Cultural Turns .................... 3
Controlling - Leading for Results ................................................................................ 6
Business Analysis ....................................................................................................... 8
Rhetorics and Stylistics............................................................................................. 11
Culture & Society in Change: History & Trends ........................................................ 13
Creativity in Context ................................................................................................. 16
Approaching Brands ................................................................................................. 19
New Media Culture ................................................................................................... 22
Becoming a Tourist ................................................................................................... 27
Identity ...................................................................................................................... 29
Business Modeling ................................................................................................... 32
Approaching Sustainabilty ........................................................................................ 35
Culture, Markets and Consumption .......................................................................... 38
Governance: Norms, Rules and Rituals ................................................................... 41
Strategic Practice ..................................................................................................... 44
Power and Conflict ................................................................................................... 49
Creative Constructions: Performance and Performativity ......................................... 53
Creative Industries .................................................................................................... 58
Brand Strategies ....................................................................................................... 62
Social Networks ........................................................................................................ 65
Consumption of Tourism ........................................................................................... 69
Diversity and Organizational Culture ........................................................................ 72
Revolutions and Bubbles .......................................................................................... 75
Sustainable Urban Development: Conflict and Acceptance ...................................... 78
Innovation Project ..................................................................................................... 81
Legitimacy: Ethics and Aesthetics ............................................................................ 84
Business Transformation .......................................................................................... 93
Creativity, Improvisation and Play ............................................................................ 97
Cultural Leadership: Betwixt and Between ............................................................. 100
Creativity and Innovation ........................................................................................ 104
Brand Stories .......................................................................................................... 108
Social Media Lab .................................................................................................... 111
Tourism and Development ...................................................................................... 114
Diversity and Leadership ........................................................................................ 116
Staging in Global Financial Markets ....................................................................... 119
Sustainable Glocal Development: Transition & Transformation .............................. 121
Personal Renewal .................................................................................................. 124
Research Colloquium ............................................................................................. 127
Master Thesis ......................................................................................................... 130
1
Objective of the Master’s Program in Management
The objective of the Master’s Program in Management is the acquisition of the qualification
to take on responsibility competently and in an ethically reflected manner, building on
knowledge acquired during the Bachelor’s program. This includes being able to take on
responsibility in unfamiliar, ambiguous, conflictual, and complex leadership and decision-
making situations in companies and non-profit organizations.
On the basis of this, successful graduates are able to connect their knowledge and skills in
the field of general management with the specializations they have selected, to continue
autonomously to extend their knowledge and skills and independently develop, communicate
and implement ideas, obtaining acceptance of these ideas and thus shaping and changing
the task area they have been assigned (and, beyond this, shaping and changing the entire
organization and its environment).
An integral part of this objective is the acquisition of the competence to autonomously conduct
research projects, in accordance with state-of-the-art research approaches. Graduates are
therefore able to perform a sound analysis and evaluation of complex leadership and
decision-making situations by applying scientific theories and methods (in particular from the
field of cultural sciences)..
2
Curriculum Overview
Module-Code Title Assessment types
Weighting
within the
total grade
1 2 3 4 H/W Contact Self ECTS
200.1.1 CUTU
Key Concepts for the Study of
Management as Culture: Cultural Turns 5 3 42 108 5 Presentation 4,0%
200.1.2 LERE Controlling: Leading for Results 5 4 56 94 5 Written Exam 120' 4,0%
200.1.3 BUSA Business Analysis 5 3 42 108 5 Written Assignment 4,0%
201.1.1 RHES Rhetorics and Stylistics 5 3 42 108 5 Simulation 4,0%
203.1.1 CSICCulture & Society in Change:
History & Trends 5 3 42 108 5 Essay 4,0%
204.1.1 CRCO Creativity in Context 5 3 42 108 5 Essay 4,0%
205.1.1 ABRA Approaching Brands 5 3 42 108 5 Essay 4,0%
206.1.1 NECU New Media Culture 5 3 42 108 5 Learner's Portfolio 4,0%
207.1.1 BETO Becoming a Tourist 5 3 42 108 5 Essay 4,0%
209.1.1 IDTY Identity 5 3 42 108 5 Essay 4,0%
210.1.1 BUMO Business Modelling 5 3 42 108 5 Case Study 4,0%
211.1.1 ASUS Approaching Sustainability 5 3 42 108 5 Essay 4,0%
200.2.1 CMAC Culture, Markets and Consumption 5 3 42 108 5 Project 4,0%
200.2.2 NORU Governance: Norms, Rules and Rituals 5 3 42 108 5 Presentation 4,0%
200.2.3 STRT Strategic Practice 5 3 42 108 5 Written Assignment 4,0%
201.2.1 POCO Power and Conflict 5 3 42 108 5 Simulation 4,0%
203.2.1 PERFCreative Constructions:
Performance and Performativity 5 3 42 108 5 Presentation 4,0%
204.2.1 CRIN Creative Industries 5 3 42 108 5 Presentation 4,0%
205.2.1 BRAS Brand Strategies 5 3 42 108 5 Project 4,0%
206.2.1 SONE Social Networks 5 3 42 108 5 Project 4,0%
207.2.1 COTO Consumption of Tourism 5 3 42 108 5 Presentation 4,0%
209.2.1 DORC Diversity & Organizational Culture 5 3 42 108 5 Presentation 4,0%
210.2.1 REBU Revolutions & Bubbles 5 3 42 108 5 Field Study 4,0%
211.2.1 SURDSustainable Urban Development:
Conflict & Acceptance 5 3 42 108 5 Presentation 4,0%
200.3.1 INNO Innovation Project 5 5 70 80 5 Project 4,0%
200.3.2 ETHA Legitimacy: Ethics and Aesthetics 5 3 42 108 5 Essay* 4,0%
200.3.3 BUST Business Transformation 5 3 42 108 5 Seminar Paper** 4,0%
201.3.1 CIPL Creativity, Improvisation and Play 5 3 42 108 5 Simulation 4,0%
203.3.1 BEBE Cultural Leadership: Betwixt & Between 5 3 42 108 5 Presentation 4,0%
204.3.1 CINN Creativity & Innovation 5 3 42 108 5 Written Assignment 4,0%
205.3.1 BRST Brand Stories 5 3 42 108 5 Written Assignment 4,0%
206.3.1 SMEL Social Media Lab 5 3 42 108 5 Project 4,0%
207.3.1 TODE Tourism & Development 5 3 42 108 5 Written Assignment 4,0%
209.3.1 DILE Diversity & Leadership 5 3 42 108 5 Seminar Paper 4,0%
210.3.1 STAG Staging in Global Financial Markets 5 3 42 108 5 Written Assignment 4,0%
211.3.1 SGDT
Sustainable Glocal Development:
Transition and Transformation 5 3 42 108 5 Essay 4,0%
201.4.1 PERE Personal Renewal 5 2 28 122 5 Learner's Portfolio 4,0%
202.4.2 RECO Research Colloquium 3 2 28 62 3 Presentation 2,4%
202.4.3 MAST Master Thesis 22 22
Master Thesis and
its defence 21,6%
*Artificial Work & Mini Essay
** in the form of a Special Issue
Curriculum overview - Master "Management"
Semester Total
3
Key Concepts for the Study of Management as Culture:
Cultural Turns
Status: September 2015
Module-Nr./ Code 200.1.1 CUTU
Module title Key Concepts for the Study of Management as Culture: Cultural Turns
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Martin Zierold
Name(s) of the instructor(s) Dr. Kai Sicks Prof. Dr. Martin Zierold
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Presentation
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able: – to explain the cultural turn in the humanities. – to provide an overview of the development of different
cultural turns from the perspective of the history of theories.
– to differentiate between the individual cultural turns and reflect on their significance for society.
4
– on the basis of this, to observe and describe economy as a cultural phenomenon.
Content of the module
– Foundations of cultural theory – Key concepts for the study of culture, i.e. an overview
of key cultural turns and their relevance for the study of management and the economy as a cultural phenomenon: – Interpretive turn – Visual / Iconic turn – Performative turn – Spatial turn – Postcolonial turn – Translational turn
– Critical comparison of the cultural turns and their potential for the study of management
Teaching and learning methods of the module
Interactive seminar Critical interpretation and discussion in the form of individual and group work Analyses of representations of management in popular culture in the light of the cultural turns
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Literature (Required reading/supplementary recommended reading)
Required reading: Alexander, Jeffrey C., and Jason L. Mast. “Introduction: Symbolic Action in Theory and Practice: The Cultural Pragmatics of Symbolic Action.” Social Performance: Symbolic Action, Cultural Pragmatics, and Ritual. Eds. Jeffrey C. Alexander, Bernard Giesen, and Jason L. Mast. Cambridge: Cambridge University Press, 2006. 1-28. Ashcroft, B., Griffiths, G., & Tiffin, H. (1998). Key Concepts in Post-Colonial Studies. London et al.: Routledge (excerpts). Bachmann-Medick, Doris. Cultural Turns: Neuorientierungen in den Kulturwissenschaften. Reinbek bei Hamburg: Rowohlt, 2011 (Translated excerpts). Fiske, John. “Surfalism and Sandiotics: The Beach in Oz Popular Culture.” Australian Journal of Cultural Studies 1.2 (1983): 120-49. Geertz, Clifford. “Deep Play: Notes on the Balinese Cockfight.” Daedalus 101.1 (1972): 1-37. Schechner, R. (2002). Performance studies: An introduction. London et al.: Routledge. Pilcher, Jane, and Imelda Whelehan. 50 Key Concepts in Gender Studies. London et al.: Sage, 2004 (excerpts).
5
Thrift, Nigel. “Performing Cultures in the New Economy.” Annals of the Association of American Geographers 90.4 (2000): 674-92. Recommended reading: Alvesson, Mats, Todd Bridgman, and Hugh Willmott. The Oxford Handbook of Critical Management Studies. Oxford: Oxford University Press, 2009. Ashcroft, B., Griffiths, G., & Tiffin, H. (Eds.). (1995). The Post-Colonial Studies Reader. London et al.: Routledge (excerpts). Ashcroft, B., Griffiths, G., & Tiffin, H. (1998). Key Concepts in Post-Colonial Studies. London et al.: Routledge (excerpts). Bachmann-Medick, Doris. Cultural Turns: Neuorientierungen in den Kulturwissenschaften. Reinbek bei Hamburg: Rowohlt, 2011. Bal, M. (2002). Travelling concepts in the humanities: A rough guide. Toronto: University of Toronto Press (excerpts) Childs, P., & Williams, R. J. P. (1997). An Introduction to Post-Colonial Theory. London: Prentice Hall Harvester Wheatsheaf (excerpts). Jameson, Fredric. The Cultural Turn: Selected Writings on the Postmodern, 1983-1998. London et al.: Verso, 1998 (chapter 1). Reckwitz, Andreas. “The Status of the “Material” in Theories of Culture: From “Social Structure” to “Artefacts”.” Journal for the theory of social behaviour 32.2 (2002): 195-217. Andrew Sayer, and Larry Ray, eds. Culture and Economy After the Cultural Turn. London et al.: Sage, 1999. Said, E. W. (1979). Orientalism. New York: Vintage (excerpts) Schechner, R. (2002). Performance studies: An introduction. London et al.: Routledge.. Weick, Karl E. Sensemaking in Organizations. Vol. 3 London et al.: Sage, 1995.
6
Controlling - Leading for Results
Status: September 2015
Module-Nr./ Code 200.1.2 LERE
Module title Controlling - Leading for Results
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Bernd Ankenbrand
Name(s) of the instructor(s) Prof. Dr. Bernd Ankenbrand
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 56 are contact hours / 94 self-study hours
Hours per week 4
Assessment type / requirement for the award of credits
Written Exam 120‘
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able:
- to identify management based on targets and performance indicators as a controlling instrument for entrepreneurial response.
- to describe the demands and expectations of the different stakeholders with regard to controlling.
- to define and apply key performance indicators (KPIs).
- to analyze and critically examine the performative character of financial models, indicators, result
7
presentations and the communicative rituals related to these.
- to understand the computational presentation of entrepreneurial activity as the language of financial management of a company and as a social construction.
Content of the module
- Management by Objectives
- The role of feedback in decision making
- Performance measurement
- Functions of performance measurement (evaluation, controlling, budgeting, incentives, learning, improvements)
- Key Performance Indicators (KPI) and financial ratios
- Performativity of financial models
- The construction of discourses
Teaching and learning methods of the module Interactive lecture, seminar style, case studies
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
To complete instruction of theoretical knowledge, lectures given by different practitioners from the field of controlling and financial management will be included in the module, if possible.
Literature (Required reading/supplementary recommended reading)
Required reading: Smith, M. (2005): Performance Measurement and Management. A Strategic Approach to Management Accounting. London: Sage, 1-63 and 224-284. Svetlova, E. (2012): On the performative power of financial models. In: Economy and Society, 41, 3, 1-17. Svetlova, E. (2012): Talking about the crisis. Performance of forecasting in financial markets. In: Culture and Organization, 18, 2, 155-169. Mennicken, A. and Miller, P. (2012): Accounting, Territorialization and Power. In: Foucault Studies, 13, 4-24. Lambert, C. and Pezet, E. (2012): Accounting and the Making of Homo Liberalis. In: Foucault Studies, 13, 67-81. Recommended reading: Christensen, P.O. and Feltham, G.A. (2005): Economics of Accounting – Volume II. Performance Evaluation. Boston: Springer. Troßmann, E., Baumeister, A., and Werkmeister, C. (2008): Management-Fallstudien im Controlling. 2. Auflage. München: Vahlen.
8
Business Analysis
Status September 2015
Module-Nr./ Code 200.1.3 BUSA
Module title Business Analysis
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Küpers
Name(s) of the instructor(s) Prof. Dr. Küpers
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Written Assignment
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able:
- to interpret economic, entrepreneurial, and organizational actions & practice and evaluate them with regard to their heuristic value and practical use.
- to apply and, if relevant, triangulate suitable qualitative and quantitative methodologies and methods to empirically analyze and interpret a specific research subject.
9
- to analyze and critically reflect on the conditions and limitations of management activity & practice within an organization.
- to analyze and critically reflect on external conditions of management activity in a national and international context.
- to identify, anticipate, and evaluate the interplay between factors and realities of the external business environment and internal spheres of organizations in an integrative way.
Content of the module
- Analysis of the political, economic, socio-cultural, technological, ecological, and legal conditions
- Overview of selective quantitative and qualitative research methods (surveys and questionnaires, observation and ethnography, interviews and narratives)
- Interpretation and triangulation of qualitative and quantitative research
- Stakeholder Theory and Analysis
Teaching and learning methods of the module Interactive lecture, seminar style, experimental learning
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Literature (Required reading/supplementary recommended reading)
Required reading: Bryman, A. & Bell, E. (2011) Business Research Methods, Oxford: Oxford University Press (Chapter 1: 3-38; chapter 24: 613-626) Christensen, L. T., M. Morsing, and O. Thyssen. (2013). CSR as aspirational talk, Organization 20: 372–393. Freeman, R.E. et al. (2010). Stakeholder Theory. The State of the Art. Cambridge: Cambridge University Press, 3-82. Gibson, K. (2012). Stakeholder Management, Sustainability and Phronesis, In: G.P. Prastacos et al. (eds.), Leadership through the Classics, 237-251, Berlin Heidelberg: Springer Küpers, W. (2011). Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Recommended reading: Bevan, D., & Werhane, P. H. (2011). Stakeholder Theory. In Painter-Morland, M., & Ten Bos, R. (Eds.), Business Ethics and Continental Philosophy. pp. 37-60, Cambridge: Cambridge University Press.
10
Driskill, G.W. and Laird Brenton, A. (2011). Organizational Culture in Action. A Cultural Analysis Workbook. 2nd ed. Los Angeles: Sage. Edwards, M. (2010). Organisational Transformation for Sustainability: An Integral Metatheory. New York: Routledge. (especially chapter 3) Freeman, R. (2010). Strategic Management. A Stakeholder Approach. Cambridge: Cambridge University Press, 22-30, 52-82, 131-138. Freeman, R.E. et al. (2010). Stakeholder Theory. The State of the Art. Cambridge: Cambridge University Press, 83-194. Hasnas, J. (2013). Whither Stakeholder Theory? A Guide for the Perplexed Revisited, Journal of Business Ethics 112 (1): 47-57. Küpers, W. & Edwards, M. (2008). Integrating Plurality -Towards an Integral Perspective on Leadership and Organisation” In: Wankel, C. (Ed) (2008), Handbook of 21st Century Management: London: Sage, pp. 311-322. Podeswa, H. (2010). The Business Analysts Handbook Course Technology, Cengage Learning Canada (especially: Chapter 2 Meeting Objective: Identify Stakeholders and Interests) IIBA & Brennan, K. (2009). A Guide to the Business Analysis Body of Knowledge, International Institute of Business Analysis, http://www.iiba.org/ Laursen G.H .N and Thorlund J (2010) Business Analytics for Managers: Taking Business Intelligence beyond Reporting John Wiley and Sons Print Varvasovszky, Z. and Brugha, R. (2000). How to do (or not to do). A Stakeholder analysis. In: Health policy and planning, 15, 3, 338-345
11
Rhetorics and Stylistics
Status: September 2015
Module-Nr./ Code 201.1.1 RHES
Module title Rhetorics and Stylistics
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Andrea Naurath
Name(s) of the instructor(s) Andrea Naurath
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Simulation
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able:
- to identify and implement rhetorical techniques and figures
- to use different means of communicative styles for the construction of social meaning. Understand the significance of personality of any communicational situation
- to reflect on and adjust the effects of their verbal and non-verbal behavior on others.
12
- to examine the personal skill of talk and verbal interaction and other communicative codes on stage.
- to discover and practice rhetorics and stylistics as a skill and an art.
Content of the module
- reflect and explore own rhetorical skill - perform in front of the group in varies settings
(solo, group, pair) - earn about different intentions, purposes and
occasions - relevance of personal talent, social skill and
attitude - possibilities to structure and plan a presentation or
performance - explore elements to support the message (using
imagination, metaphors, humor, etc.) - improvise in discussions - perform freely within a concept - be able to create atmosphere in a specific
business context - connect with the audience in a convincing way
(explore entertainment, heartiness yet in a professional way)
- dare to take risks to shape own style
Teaching and learning methods of the module
- This module will contain practical parts, e.g. exercises in body expression (according also to body language), basic speaking techniques, breathing techniques, emotional expression
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Literature (Required reading/supplementary recommended reading)
Required reading: Czarniawska-Joerges, B. (1995): Rhetoric and Modern Organizations. In: Studies in Cultures, Organizations and Societies, 1, 2, 147-152. Schechner, Richard: (2013) Performance Studies, An Introduction third Edition Further reading in class
13
Culture & Society in Change: History & Trends
Status: September 2015
Module-Nr./ Code 203.1.1 CSIC
Module title Culture & Society in Change: History & Trends
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Martin Zierold
Name(s) of the instructor(s) Prof. Dr. Martin Zierold
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Essay
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able to:
- explain the interconnectedness of cultural and social change referring to historical examples
- identify current fundamental areas of social and cultural transformation globally as well as locally and, based on this,
- reflect on the challenges of making sense of transformations while they are happening,
14
- reflect on the role of management and organizations in the context of social and cultural change
Content of the module
- Exemplary history and analysis of major social and cultural transformations (e.g. industrialization, the ‘1968 movement’, media transformation
- Current issues and trends of social and cultural change
- Making sense of change: challenges of contemporary perspectives on current transformations
- Organizational change and society
Teaching and learning methods of the module
- Interactive seminar integrating exercises - Reading and discussions - Exercises in groups - Image and film analysis
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Literature (Required reading/supplementary recommended reading)
Required reading: Bauman, Zygmunt. Liquid Modernity. London et al.: Polity, 2000 (excerpts). Ulrich Beck, Anthony Giddens, and Scott Lash, eds. Reflexive Modernization. Politics, Tradition and Aesthetics in the Modern Social Order. Reprint ed. Cambridge: Polity Press, 2007 (excerpts). Mitchell Duneier, Philip Kasinitz, and Alexandra K. Murphy, eds. The Urban Ethnography Reader. Oxford et al.: Oxford Univ. Press, 2014 (excerpts). Flusser, Vilém. Writings. Minneapolis, Minn.: University of Minnesota Press, 2005 (excerpts). Giddens, Anthony. The Consequences of Modernity. Oxford: Wiley, 2013 (excerpts). David Held, and Anthony McGrew, eds. The Global Transformations Reader. An Introduction to the Globalization Debate. 2. ed., completely rev., reprinted ed. Cambridge et al.: Polity, 2008 (excerpts). Reckwitz, Andreas. “Creativity as Dispositif.” Culture, Communication, and Creativity. Reframing the Relations of Media, Knowledge, and Innovation in Society. Eds. Hubert Knoblauch, Mark Jacobs, and Rene Tuma. Frankfurt a.M.: Peter Lang, 2014. 23-33. Sewell, William Hamilton. LCSogics of History Social Theory and Social Transformation. Chicago Studies in
15
Practices of Meaning, ed. H. Sewell William, Chicago [u.a.]: Univ. of Chicago Press, 2005 (excerpts). Recommended reading: Bauman, Zygmunt. Liquid Modernity. London et al.: Polity, 2000. Ulrich Beck, Anthony Giddens, and Scott Lash, eds. Reflexive Modernization. Politics, Tradition and Aesthetics in the Modern Social Order. Reprint ed. Cambridge: Polity Press, 2007. Burke, Peter. What is Cultural History. What is History? Series, ed. Burke Peter, 2. ed., repr ed., Cambridge et al.: Polity, 2010. Delanty, Gerard. Social Theory in a Changing World. Conceptions of Modernity. Hoboken: Wiley, 2013. Mitchell Duneier, Philip Kasinitz, and Alexandra K. Murphy, eds. The Urban Ethnography Reader. Oxford et al.: Oxford Univ. Press, 2014. Flusser, Vilém. Writings. Minneapolis, Minn.: University of Minnesota Press, 2005. Giddens, Anthony, and Chris Pierson. Conversations With Anthony Giddens - Making Sense of Modernity. Pcvs-Polity Conversations Series, Hoboken: Wiley, 2013. Giddens, Anthony. The Consequences of Modernity. Oxford: Wiley, 2013. Goffman, Alice. On the Run. Fugitive Life in an American City. Chicago et al.: Univ. of Chicago Press, 2014. David Held, and Anthony McGrew, eds. The Global Transformations Reader. An Introduction to the Globalization Debate. 2. ed., completely rev., reprinted ed. Cambridge et al.: Polity, 2008. Reckwitz, Andreas. “Creative Subject and Modernity: Towards an Archeology of the Cultural Construction of Creativity. ” Konstanz, 2007. Diskussionsbeiträge. Kulturwissenschaftliches Kolloquium. 8.8.2014 <https://exzellenzcluster.uni Konstanz.de/fileadmin/all/downloads/veranstaltungen/ Kolloquium_Reckwitz_071219.pdf>. Sewell, William Hamilton. Logics of History Social Theory and Social Transformation. Chicago Studies in Practices of Meaning, ed. H. Sewell William, Chicago [u.a.]: Univ. of Chicago Press, 2005.
16
Creativity in Context
Status: September 2015
Module-Nr./ Code 204.1.1 CRCO
Module title Creativity in Context
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s) Prof. Dr. Stephan Sonnenburg
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Essay
Weighting of the grade within the total grade 4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able:
- to present and evaluate the current state of creativity research.
- to describe and critically examine creativity as an individual (psychological) phenomenon.
- to reflect on empirical methods of creativity diagnostics
- to overcome personal approaches in order to break through the context dependency of individual creativity with a multi-disciplinary approach.
17
- to compare and evaluate different socio-individual theoretical.
- to develop creativity as a communicative phenomenon that is performed by groups and organizations.
Content of the module
P-dimensions of creativity
- Person
- Product
- Process
- Place Psychology of creativity
- Characteristics of creative people
- Models of the creative process Methods of creativity diagnostics
- Psychometric methods
- Experimental techniques
- Biographical and case study techniques
- Multi-methodological methods Socio-individual theoretical approaches:
- component model
- system model
- interaction approach
Communication approaches:
- generic model of group creativity
- micro-interactional approach
Creaplex approach
Teaching and learning methods of the module
- Interactive seminar
- Critical interpretation in the form of individual and group work
- Self-study
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
To promote scientific discourse, 1-2 guest lectures by creativity researchers will be integrated, if possible. Self-study using online components such as Skype, Dropbox and the university’s internal download center.
Literature (Required reading/supplementary recommended reading)
Required reading: Amabile, T. (1996): Creativity in context. Boulder: Westview Press. (Chapter 4)
18
Csikszentmihalyi, M. (1999): Implications of a System Perspective for the Study of Creativity. In: Sternberg, R.J. (ed.): Handbook of Creativity. Cambridge: Cambridge University Press, 313-335. Kozbelt, A., Beghetto, R.A. and Runco, M.A. (2010): Theories of creativity. In: Kaufman, J. C. and Sternberg, R.J. (eds.): The Cambridge handbook of creativity. Cambridge: Cambridge University Press, 20-47. Nijstad, B.A. and Paulus, P.B. (2003): Group creativity. Common themes and future directions. In: Paulus, P.B. and Nijstad, B.A. (eds.): Group creativity. Innovation through collaboration. Oxford: Oxford University Press, 326-339. Plucker, J.A. and Makel, M.C. (2010): Assessment of creativity. In: Kaufman, J.C. and Sternberg, R.J. (eds.): The Cambridge handbook of creativity. Cambridge: Cambridge University Press, 48-73. Sawyer, R.K. (2003): Group creativity. Music, theater, collaboration. Mahwah: Lawrence Erlbaum, 74-96. Sonnenburg, S. (2004): Creativity in communication. A theoretical framework for collaborative product creation. In: Creativity and Innovation Management, 13, 4, 254-262. Woodman, R.W., Sawyer, J.E. and Griffin, R.W. (1993): Toward a theory of organizational creativity. In: Academy of Management Review, 18, 2, 293-321. Recommended reading: Amabile, T. (1996): Creativity in context. Boulder: Westview Press. Kaufman, J.C. and Sternberg, R.J. (eds.) (2010): The Cambridge handbook of creativity. Cambridge: Cambridge University Press. Runco, M.A. (2007): Creativity. Theories and themes. Research, development, and practice. Burlington: Elsevier. Sawyer, R.K. (2012): Explaining creativity. The science of human innovation. 2nd ed. Oxford: Oxford University Press. Zhou, J. (2015): The Oxford handbook of creativity, innovation, and entrepreneurship. Oxford: Oxford University Press
19
Approaching Brands
Status: September 2015
Module-Nr./ Code 205.1.1 ABRA
Module title Approaching Brands
Semester or trimester 1st semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module -
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s) Prof. Dr. Björn Bohnenkamp
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Essay
Weighting of the grade within the total grade 4 %
Qualification objectives of the module Students who have successfully participated in this module will be able:
- To critically debate and reflect on the current discourse on brands and brand management.
- to understand the mutual importance of brands and culture/the market/consumption.
- to contrast the systems theory/constructivist approaches to brand theory with traditional approaches.
- to practice qualitative market research methods and differentiate them from quantitative methods.
20
Content of the module The current discourse on brands - Brand symbolism - Brand meaning and value - Critical brand consumption - Brands and multimedia - Branding and corporate social responsibility
Brand approaches - functional and technical perspective - personality and identity perspective - social and (inter)cultural perspective - semiotic and systemic perspective
Brand and market research - quantitative techniques - qualitative techniques - ethnographical methods - projective techniques - mixed methods, triangulation
Teaching and learning methods of the module Interactive seminar Critical interpretation in the form of individual and group work
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
To promote scientific discourse, 1-2 guest lectures by, e.g., representatives of brand agencies and brand research will be integrated, if possible. Self-study integrating online components such as Skype, Dropbox and the university’s internal download center.
Literature (Required reading/supplementary recommended reading)
Required reading: Heding, T., Knudtzen, C.F., Bjerre, M. (2009): Brand management. Research, theory, practice. London: Routledge. Holt, D.B. (2004): How brands become icons. The principles of cultural branding. Cambridge, MA: Harvard Business School Publishing. Margaret A. Morrison et al. (2011): Using Qualitative Research in Advertising. Strategies, Techniques, and Applications. Thousand Oaks: Sage. (Chapter 2) Recommended reading: Arvidsson, A. (2006): Brands. Meaning and value in media culture. London: Routledge. Arvidsson, A. (2005): Brands. A critical perpective. In: Journal of Consumer Culture, 5, 2, 235-258.
21
Holt, D.B. (2002): Why do brands cause trouble? A dialectical theory of consumer culture and branding. In: Journal of Consumer Research, 29, 1, 70-90. Keller, K.L. (2012): Strategic brand management. Building, measuring, and managing brand equity. Upper Saddle River: Pearson Education. Kaden, R.J., Linda, G. and Prince M. (2012): Leading Edge Marketing Research. 21st-Century Tools and Practices. Thousand Oaks: Sage. Liebl, F. (2006): From branding goods to hacking brands. A beginner’s guide to the brand universe. In: Heusser, H.-J. and Imesch, K. (eds.): Art & branding. Principles – interaction – perspectives. Zürich: Swiss Institute for Art Research, 25-42. Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge. Morrison, M.A. et al. (2011): Using Qualitative Research in Advertising. Strategies, Techniques, and Applications. Thousand Oaks: Sage. O’Guinn, T.C. and Muniz, A.M. Jr. (2010): Toward a sociological model of brands. In: Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge, 133-155. Torelli, C.J., Keh, H.T. and Chiu, C.-Y. (2010): Cultural symbolism of brands. In: Loken, B., Ahluwalia, R. and Houston, M.J. (eds.): Brands and brand management. Contemporary research perspectives. New York, NY: Routledge, 113-132.
22
New Media Culture
Status: September 2015
Module-Nr./ Code
206.1.1 NECU
Module title
New Media Culture
Semester or trimester
1st semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Christian Stiegler
Name(s) of the instructor(s)
Prof. Dr. Christian Stiegler
Patrick Breitenbach
Thomas Zorbach
Teaching language
Englisch
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Learner’s Portfolio
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
23
- to understand how social relationships, working forms, consumer products and aesthetic designs change under conditions of network culture.
- to differentiate between the influence of network culture on everyday culture and the influence of everyday culture on network culture.
- to analyze media practices as culture phenomena using inter-disciplinary methods.
- to study new cultural phenomena triggered by the network.
- to examine the formation of own ethical standards, aesthetic patterns and performative practices in the network.
- to question the specific communication of network culture as the interaction of digital identities
Content of the module
- "Linked" From the individual to the network being
- "Memes" The Web as a breeding ground for culture
- "Gamification" The whole life is a quiz
- "(Transmedia) storytelling" From cave walls to pin boards
- "Always on" Opportunities and limits of total availability
- "Participation" The interactive Web and its cultural implications
- "Netiquette" In search of digital etiquette
- "Ultra fandom" Addicted to flow and immersion
- "Leaked" About the end of privacy; culture for free – visual surveillance
- "Shit storms" Social media as a turning point in debate culture
- "Avatar" Web and identity
- "Net smart" Key competencies in a networked world
- Digital media settings, hyper-sociality, hyper-reality, constructions of reality, staging techniques
o Digital media theories
Teaching and learning methods of the module
Project work, case studies, simulations and role
plays
24
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Digital learner’s portfolio, guest lectures,
re:publica or similar, conferences, high online
share, reflection on digital media realities
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Briggs, A. and Burke, P. (2002): A Social History
of the Media. From Gutenberg to the Internet.
Malden: Blackwell, 220-234.
Marshall, D. (2004): New Media Cultures.
London: Arnold, 1-12.
Van Dijk, J. (2006): The Network Society.
London: Sage, 156-210.
Wardrip-Fruin, N. and Montfort, N. (2003): The
New Media Reader. Cambridge: MIT Press, 3-29
and 259-301.
Sachs, J.W. (2012): Winning the Story Wars.
Why Those Who Tell-And Live-The Best Stories
Will Rule the Future. Boston: Harvard Business
Review Press, 13-35.
Jenkins, H. (2008): Convergence Culture. Where
Old and New Media Collide. New York: New York
University Press, 1-24.
Dawkins, Richard (2006): The Selfish Gene.
Oxford: Oxford University Press.
(Selected chapters)
Recommended reading:
Chen, B. X. (2012): Always on. How the Iphone
Unlocked the Anything-Anytime-Anywhere Future
- and Locked Us in. Cambridge: Da Capo Press,
43-64.
Levine, R. (2011): The Cluetrain Manifesto. The
end of Business as Usual. 10th anniversary ed.
Cambridge: Basic Books, 1-8.
Bruns, K. and Reichert, R. (Hrsg.) (2007):
Cyborgs, Avatars, Fake Identities. In: Reader
25
Neue Medien. Texte zur digitalen Kultur und
Kommunikation. Bielefeld: Transcript, 461-524.
Gerlitz, C. (2011): Die Like Economy. Digitaler
Raum, Daten und Wertschöpfung. In: Leistert, O.
and Röhle, T. (Hrsg.) (2011): Generation
Facebook. Über das Leben im Social Net.
Bielefeld: Transcript, 101-123.
Gibson, W. (1995): Neuromancer,
Count Zero, Mona Lisa Overdrive. New York:
HarperCollins.
Giesecke, M. (2007): Die Entdeckung der
kommunikativen Welt. Studien zur
kulturvergleichenden Mediengeschichte. Berlin:
Suhrkamp.
Goffman, E. (2002): Wir alle spielen Theater.
Eine Selbstdarstellung im Alltag. 10. Aufl.
München: Piper.
McGonigal, J. (2012): Besser als die Wirklichkeit!
Warum wir von Computerspielen profitieren und
wie sie die Welt verändern. München: Heyne.
Reichert, R. (2008): Amateure im Netz.
Selbstmanagement und Wissenstechniken im
Web 2.0. Bielefeld: Transcript, 169-215.
Reißmann, O., Stöcker, C. and Lischka, K.
(2012): We are Anonymous. Die Maske des
Protests - Wer sie sind, was sie antreibt, was sie
wollen. München: Goldmann.
Rheingold, H. (2012): Net Smart. How to Thrive
Online. Cambridge: Mit Press.
Rose, F. (2011): The Art of Immersion.
Entertainment in a Connected World. New York:
Norton.
Rötzer, F. (Hrsg.) (1991): Digitaler Schein.
Ästhetik der elektronischen Medien. Frankfurt am
Main: Suhrkamp.
26
Schmidt, J. (2006): Weblogs: Eine
kommunikationsoziologische Studie. Konstanz:
UVK.
Simanowski, R. (2008): Digitale Medien in der
Erlebnisgesellschaft. Kultur - Kunst - Utopien.
Reinbek: Rowohlt.
Solis, B. (2011): The End of Business as Usual.
Rewire the Way You Work to Succeed in the
Consumer Revolution. Hoboken: John Wiley &
Sons.
Weber, S. (2008): Theorien der Medien.
Konstanz: UVK.
Willems, H. (2008): Weltweite Welten. Internet-
Figurationen aus wissenssoziologischer
Perspektive. Wiesbaden: VS Verlag für
Sozialwissenschaften.
Willems, H. (1998): Inszenierungsgesellschaft.
Ein einführendes Handbuch. Opladen: Westdt.
Verlag.
27
Becoming a Tourist
Status: September 2015
Module-Nr./ Code
207.1.1 BETO
Module title
Becoming a tourist
Semester or trimester
1st semester
Duration of module
One Semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Desmond Wee, Ph.D.
Name(s) of the instructor(s)
Prof. Desmond Wee, Ph.D.
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Essay
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able to
28
- differentiate various theoretical frameworks and approaches to tourism and especially the tourist.
- analyze tourism and touristic behavior from an interpretive perspective.
- conceptualize tourism mobilities as performative and spatial practices that help to shape identities.
- apply the concept of “being a tourist” to home, leisure and everyday life.
Content of the module
- New perspectives on leisure and tourism in the areas of identities, representation, culture and practice
- The nature of tourism consumption in the everyday
- Beyond representational theories into embodied performances
- Fluid constructions of places and sites
- Ethnographic research in tourism
Teaching and learning methods of the module
Interactive lectures, critical analysis, group
projects, experiential learning
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Guest lectures and out-of-class fieldwork
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Haldrup, M. and Larsen, J. (2010): Tourism,
Performance and the Everyday. Consuming the
Orient. London and New York: Routledge.
Recommended reading:
Baerenholdt, J.O. et al. (2004): Performing
Tourist Places. Aldershot: Ashgate.
Coleman, S. and Crang, M. (2002): Tourism.
Between Place and Performance. Oxford:
Berghahn.
Further literature will be submitted in class.
29
Identity
Status: September 2015
Module-Nr./ Code
209.1.1 IDTY
Module title
Identity
Semester or trimester
1st semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Francisco Javier Montiel Alafont
Name(s) of the instructor(s)
Prof. Dr. Francisco Javier Montiel Alafont
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 of which 42 are contact hours
Hours per week
3
Assessment type / requirement for the award of
credits
Essay
Weighting of the grade within the total grade
4%
Qualification objectives of the module
Following the successful completion of this
course, students should be able to:
- Draw and model, from a constructivist point of view, the creation of a subject
30
within a discourse
- Explain and develop “identity” as a performative repetition of a continuous instability within social orders
- Model “identity” as a result of social construction and subjectivation processes
- Model and criticize the influence of society and culture on the perception of groups and identities especially within the organizational context
- Explain inclusion and exclusion processes and social closure within society
- Reflect one´s own identity and diversity and develop an own and critical position
Content of the module
- Definition and foundations of diversity, identity and society
- Historical and philosophical significance of the concept of identity
- Theoretical and methodological perspectives in identities research
- Identity concepts e.g. gender or age identity
- Relational singularities and identities
- Subjectivation
- Superdiversity
Teaching and learning methods of the module
Seminar
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study integrating online components via
virtual learning tools
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Required chapters or pages will be eventually
determined in class.
Elliott, A. and Gay, P. du (2009): Identity in
Question. Los Angeles: Sage. [Chapters: 1, 2, 3,
6, 9]
Foucault, M. (1994): The order of things. New
York: Vintage
García Canclini, Nestor (1996): Hybrid Cultures:
Strategies for Entering and Leaving Modernity,
University of Minnesota Press.
31
Kenny, Kate / Whittle, Andrea / Willmott, Hugh
(2011): Understanding identity & organisations,
London, SAGE
Luhmann, N. (1982): The Differentiation of
Society. New York: Columbia University Press.
Wetherell, M. and Talpade Mohanty, C. (2010):
The sage handbook of identities. Los Angeles:
Sage. [Parts 1 and 3]
Recommended reading:
Bourdieu, P. (1984): Distinction. A Social Critique
of the Judgment of Taste. Boston: Harvard
University Press.
Butler, J. (1990): Gender Trouble. Feminism and
the Subversion of Identity. New York: London.
García Canclini, Nestor (2001): Consumers and
Citizens: Globalization and Multicultural Conflicts,
University of Minnesota Press.
Hall, Stuart / du Gay, Paul (1996): Questions on
cultural identity, London, Sage
32
Business Modeling
Status: September 2015
Module-Nr./ Code
210.1.1 BUMO
Module title
Business Modeling
Semester or trimester
1st semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Bernd Ankenbrand
Name(s) of the instructor(s)
Prof. Dr. Bernd Ankenbrand
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
hours of self-study
Hours per week
3
Assessment type / requirement for the award of
credits
Case Study
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated
in this module will be able to:
33
- Sketch and design a complex business interaction in value creation by using the basic elements of the business modeling
- Critically reflect the development and application of business modeling methods
- Identify and evaluate the financial, cultural and organizational interdependencies between various building blocks with a strong emphasis on the constructivist finance perspective
- Compose and recommend business models for a wide variety of product- and service offerings depending on the diversity of socio-economic factors
- Critique and assess founders and CEOs on possible improvement of their current business model
Content of the module
- Various methods of business modeling including the Business Modell Canvas
- Experimental techniques to map tangible business models
- Ethnographic research methods to identify business model building blocks and their interdependencies
- Historical development of business modeling methods
- Financial, cultural and organizational interdependencies between building blocks of a business model
- Socio-economic factors influencing business models
- Practical examples
Teaching and learning methods of the module
Field Studies with Companies, Interactive
Lectures, Text Analysis, Case Studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Academic consulting work for CEO´s and
founders
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Osterwalder, A. and Pigneur, Y. (2010): Business
Model Generation. Hoboken: John Wiley & Sons.
Recommended reading:
Buur, J. and Matthews, B. (2008): Participatory
Innovation. In: International Journal of Innovation
Management, 12, 3, 255-273.
34
Ankenbrand, B. (2011): Collectively Staging
Business Models. In: Proceedings of the
Participatory Innovation Conference 2011.
Sønderborg, Denmark, 355-360.
A reader with additional material will be made
available at the beginning of the seminar.
35
Approaching Sustainabilty
Status: September 2015
Module-Nr./ Code
211.1.1 ASUS
Module title
Approaching Sustainability
Semester or trimester
1st semester
Duration of module
One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. André Reichel
Name(s) of the instructor(s)
Prof. Dr. André Reichel N.N.
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108 self-study hours
Hours per week
3
Assessment type / requirement for the award of credits
Essay
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able to:
- re-construct and de-construct the genealogical formation of sustainability as a contested concept.
- understand sustainability as an integral approach combining ecological, economic, societal, and cultural aspects including their conflicts.
36
- re-evaluate the meaning of economic prosperity in relation to socio-cultural values and the ‘limits to growth’
- understand and utilize concepts like ‘green growth’, ‘décroissance’ / ‘degrowth’ and ‘postgrowth’
- apply these conflicting and paradoxical insights about sustainability in order to transform social, economic and business practices
Contents of the module
- History of sustainability and the ‘making of a concept’
- Key ideas and conflicts within sustainability
- Central documents and events: From ‘Limits to growth’ to the ‘Green Economy’ and ‘Degrowth’
- The political economy of sustainability
- Managerial aspects, tools and standards
- Sustainable transitions: theory and application
- Current issues in sustainability
Teaching and learning methods of the module
Interactive seminar
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Guest lectures, Co-Teaching
Literature (Required reading/supplementary recommended reading)
Required reading: Sustainability: A Comprehensive Foundation http://www.earth.illinois.edu/sustain/sustainability_text.html Center for the Advancement of the Steady State Economy http://steadystate.org/discover/ Research & Degrowth http://www.degrowth.org/ Dresner, S. (2008). The Principles of Sustainability. 2nd ed. London: Earthscan. Young, S. & Dhandal, K. (2013). Sustainability. Essentials for Business, London: SAGE http://www.sagepub.com/booksProdDesc.nav?prodId=Book234822 Recommended Dietz, R. & O’Neill, D. (2013). Enough Is Enough: Building a Sustainable Economy in a World of Finite Resources. 1 edition. San Francisco: Berrett-Koehler Publishers.
37
Edwards, M. (2009), Organizational Transformation for Sustainability: An Integral Metatheory, London: Routledge. Hitchcock, D. & Willard, M. (2009), The Business Guide to Sustainability: Practical Strategies and Tools for Organizations, London: Earthscan. Kuepers, W. (2011) “Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Luhmann, N., 1989. Ecological communication, Chicago: University of Chicago Press. Shrivastava, P. and Statler, M. (2011) Learning from the Global Financial Crisis: Sustainably, Reliably, Creatively. Stanford University Press, Palo Alto CA,.
38
Culture, Markets and Consumption
Status: September 2015
Module-Nr./ Code
200.2.1 CMAC
Module title
Culture, Markets and Consumption
Semester or trimester
2st semester
Duration of module
One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Desmond Wee Prof. Dr. Sonnenburg
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108 self-study hours
Hours per week
3
Assessment type / requirement for the award of credits
Project
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in this module will be able:
- to describe the economy as a cultural phenomenon.
- to understand markets as culturally shaped arenas (“markets are conversations”).
- to analyze and differentiate between consumption and consumer cultures,
39
taking into account intercultural differences.
- to throw light on how people produce meaning with their consumption.
- to reflect on which strategies and measures organizations use to relate to this (marketing and brand management).
- to identify which actors (inter)act in these arenas and what their relationships are with each other.
- to effectively apply the “arena, actor, agenda” terms for the analysis of real contexts.
Content of the module
- Consumer culture theory
- Objects, exchange, interaction
- Signs, symbols, sense
- Subjects, society, capital
- The social construction of markets and arenas
- Material culture and consumer culture
- Consumer identity
- Liminal consumption
- Consumption as political and moral practice Identifying (hidden) agendas
Teaching and learning methods of the module
Interactive seminar
Special features (e.g. online activities, event/company visits, guest speakers, etc.)
Guest lectures, out-of-class fieldtrips (optional)
Literature (Required reading/supplementary recommended reading)
Required reading: Wherry, F. The Culture of Markets (2012) Cambridge: Polity Press, 1-15 and 103-135 Storr, V. (2013). Understanding the Culture of Markets. Oxon: Routledge, 1-36. Slater, D. (2002) Cultures of Consumption 147-163. In: K. Anderson et al. (Eds.) Handbook of Cultural Geography. Thousand Oaks, Calif.: Sage, 147-163. Arnould, E.J. and Thompson, C.J. (2005): Consumer Culture Theory (CCT). Twenty Years of Research. In: Journal of Consumer Research, 31, 4, 868-882. Shankari, A., Elliott, R. and Goulding, C (2001): Understanding Consumption. Contributions from a Narrative Perspective. In: Journal of Marketing Management, 17, 429-453.
40
Warde, A. (2005): Consumption and Theories of Practice. In: Journal of Consumer Culture, 5, 2, 131-153. Recommended reading: Barker, C. (2008): Cultural Studies. Theory and Practice. 3rd ed. Thousand Oaks: Sage, 1–38. Lewis, J. (2008): Cultural Studies. The Basics. 2nd ed., London: Sage, 3-55, 84-108, 180-238. Carroll, C.E. (2010): The State of Agenda-Setting research on Corporate Reputation and the News Media around the Globe. Conclusions, Cautions, and Contingent Conditions. In: Carroll, C.E. (ed.): Corporate Reputation and the News Media. Agenda-Setting within Business News Coverage in Developed, Emerging, and Frontier Markets. New York: Routledge Chapman & Hall, 423-441. Cody, K. (2012): ‘No longer, but not yet’. Tweens and the mediating of threshold selves through liminal consumption. In: Journal of Consumer Culture, 12, 41-65. Featherstone, M. (2007): Consumer Culture and Postmodernism. 2nd ed. Thousand Oaks: Sage. Sonnenburg, S. and Wee, D. (2015): Touring Consumption: Itineraries on the Move. In: S. Sonnenburg and D.Wee (eds.): Touring Consumption. Wiesbaden: Springer VS, 9-20. Morris, M. (1999): Things to do with shopping centers. In: During, Simon (ed.): The Cultural Studies Reader. 2nd ed. London: Routledge. Raymond, W. (1999): Advertising. The magic system. In: During, Simon (ed.): The Cultural Studies Reader. 2nd ed. London: Routledge. Saren, M. and Svensson, P. (2009): Marketing. In: Alvesson, M., Bridgman, T. and Willmott, H.: The Oxford Handbook of Critical Management Studies. Vol. II, Oxford: Oxford University Press, 371-391.
41
Governance: Norms, Rules and Rituals
Status: September 2015
Module-Nr./ Code
200.2.2 NORU
Module title
Governance: Norms, Rules and Rituals
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Andreas P. Müller
Name(s) of the instructor(s)
Anthony Teitler
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to analyze and apply norms, rules, and rituals as management instruments.
42
- to describe how norms are institutionalized in the form of rules and rituals.
- to develop governance principles for different types of organizations.
- to explain the effect of norms, rules, and rituals on and in organizations and apply this understanding to their respective role as manager, employee, colleague or consultant.
- to identify intercultural differences in the application and effect of norms, rules, and rituals.
Content of the module
- Institutions
- The emergence of norms and rules in social communities
- Evolution, Institutionalization and Diffusion of Norms
- Societal effects of norms
- Functions and limitations of normative governance
- Governance principles and adaptation
- Interpretative approaches to norms and rules
- Rituals: performance, orientation, interpretation
Teaching and learning methods of the module
Interactive lecture, seminar style
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
To promote scientific discourse, 1-2 guest
lectures e.g. by practioners in the field of
corporate governance or a company excursion
will be integrated, if possible.
Self-study integrating online components such as
Skype, Dropbox and the university’s internal
download center.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Finnemore, M., and Sikkink, K., International
Norm Dynamics and Political Change. In:
International Organization, Vol. 52, No. 4, pp.
887-917
Elster, J., Social Norms and the Explanation of
Behaviour.
Hodgson, G., What is the Essence of Institutional
Economics? In: Journal of Economic Issues, Vol.
XXXIV, No. 2, June 2000.
43
Scott, J., (2000) Rational Choice Theory. In:
Browning, G., et al. (eds.) Understanding
Contemporary Society. Thousand Oaks,
California: Sage
North, D., Institutions. In: Journal on Economic
Perspectives, Vol. 5, No. 1, pp. 97-112
Recommended reading:
DiMaggio, P.J. and Powell, W.W. (1991):
Introduction. In: Powell, W.W. and DiMaggio, P.J.
(eds.): The New Institutionalism in Organizational
Analysis. Chicago: University of Chicago Press,
1-38.
Zucker, L.G. (1991): The Role of Institutionalism
in Cultural Persistence. In: Powell, W. W. and
DiMaggio, P.J. (eds.): The New Institutionalism in
Organizational Analysis. Chicago: University of
Chicago Press, 83-107.
Biccheri, C. (2008): The Grammar of Society.
The nature and dynamics of social norms.
Cambridge: Cambridge University Press.
Further readings will be submitted in class
44
Strategic Practice
Status: September 2015
Module-Nr./ Code 200.2.3 STRT
Module title Strategic Practice
Semester or trimester 2nd semester
Duration of module One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module Once a year
Entry requirements According to § 5 Enrolment Regulations
Applicability of the module to other programs No
Person responsible for the module Prof. Dr. Wendelin Küpers
Name(s) of the instructor(s) Prof. Dr. Wendelin Küpers
Teaching language English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week 3
Assessment type / requirement for the award of credits
Written Assignment
Weighting of the grade within the total grade 4 %
Qualification objectives of the module Students who have successfully participated in this module will be able:
to identify, analyze and critically reflect on concrete strategies for the construction and interaction of ventures with(in) their socio-cultural environment as configuration of activities.
to interpret and evaluate critically the ‘classics’ of strategy and apply them to generate approaches to current issues.
45
to understand dynamics of strategies and to evaluate the relative strength of different strategic positions as a basis for decisions & actions, while examining possible conflicts
to develop and reflect own strategies (strategizing), taking into account its processing, practicing and effects.
to deal with ambiguities and to think in terms of imperfect solutions for strategic problems, and integrating pre- and a-rational dimensions and competencies.
Contents of the module Definition, context & contents of strategy
Strategy work and processes and the role of the strategists
Classical strategic thinkers, positions and designs
Strategic practice(s) as creative action / performance (“Strategy-as-Practice”-approach)
Dynamics of strategies, significance of cooperation
Role of material and symbolic artifacts for strategizing
role of metaphors & narratives in strategy and strategizing
Pre- and a-rational dimensions & competencies, including embodied and implicit knowing, intuition, emotions, imagination & dreams
Teaching and learning methods of the module / Special features
Interactive lecture, seminar style Special features: ‘serious play’ exercises with LEGO bricks, and clay, small group work, case study analysis, presentations, Lotus-Flower-Technique and more)
Literature Considering the 108 self-study hours, this is
also a reading intensive module, which
expects of you intensive studying the
required and recommended reading, as well
as researching and finding additional further
literature on your own, especially for the
assignment
Required reading: Faulkner, D.O. and Campbell, A. (2006). Introduction. In: Faulkner, D.O. and Campbell, A.: The Oxford Handbook of Strategy. A Strategy Overview and Competitive Strategy. Oxford: Oxford University Press (especially: pages 1-26). Clegg, S., Carter, C., Kornberger, M. and J. Schweitzer. (2011). Strategy: Theory and Practice, London: Sage (introduction: The Context and Emergence of Strategic Thinking, & chapter 4) http://www.uk.sagepub.com/cleggstrategy/home.htm
46
http://strategytheoryandpractice.wordpress.com/2012/09/01/stewart-clegg-on-strategy-24-hours-on-strateg/ Paroutis, S., Heracleous, L. and Angwin, D. (2013). Practicing strategy: Text and cases, London: Sage (especially: Introduction, chapter 1). Chia, R. & Holt, R. (2009). Strategy without design: The silent efficacy of indirect action. Cambridge: Cambridge University Press. (especially: Introduction, chapter 6 Strategy as wayfinding, epilogue) De Wit, B and Meyer, R (2010). Strategy: Process, Content, Context, 4th ed, Andover: Cengage Learning. (especially: chapter 1 selected chapter t.b.d.) Hamel, G. (1996). Strategy as Revolution. In: Harvard Business Review, 74(4). 69-82. Küpers, W., Mantere, S. & Statler, M. (2012). “Strategy as Storytelling: A phenomenological collaboration” Journal for Management Inquiry (21)3, 1-18. Recommended reading: Faulkner, D. O. & de Rond, M. (2002): Perspectives on Cooperative Strategy. In: Faulkner, D.O. and de Rond, M. (2002): Cooperative Strategy. Economic, Business, and Organizational Issues. Oxford: Oxford University Press, 3-39. Golsorkhi, D. Rouleau, L. Seidl, D. & Vaara, E. (2010). (Eds.), Cambridge Handbook of Strategy as Practice, Cambridge: Cambridge University Press (especially introduction, chapter 2 (building & dwelling), chapter 12 (narrative approach. Jarzabkowski, P. (2005). Strategy as practice. An activity-based approach. London: Sage. http://www.sagepub.com/books/Book226330 (selected chapters t.b.d.) Johnson, G., Langley, A., Melin, L., & Whittington,
R. (2007). Strategy as practice ‐ Research directions and resources. Cambridge: Cambridge University Press. (introduction) Khatri N., & Alvin H., (2000). The Role of Intuition in Strategic Decision Making, Human Relations,
47
53 (1): 57-86. Lant, Th. K. & Montgomery, D. B., (1987). Learning from Strategic Success and Failure, In: Journal of Business Research, l5: 503-518. Vaara, E. & Whittington, R. (2012). Strategy-as-practice: taking social practices seriously. Academy of Management Annals, 6(1): 285–336. Whittington, R. (2003). The work of strategizing and organizing: for a practice perspective. Strategic Organization, 1(1): 117–125. Additional, topic-specific literature: Strategy & Sensemaking / -giving Gioia, D. & Chittipeddi, K. (1991). Sense-making and Sense-giving in Strategic Change Initiation. Strategic Management Journal, 12(6), 433-448 Strategy & Narrative Barry, D. & Elmes, M. (1997). Strategy Retold: Toward a Narrative View of Strategic Discourse, The Academy of Management Review. Apr. 1997, Vol. 22, Issue 2, 429-452. Buergi, P., Jacobs, C. & Roos, J. (2005). From Metaphor to Practice in the Crafting of Strategy. Journal of Management Inquiry March vol. 14 no. 1 78-94 Cunliffe, A. L. (2001). Managers as practical authors: Reconstructing our understanding of managerial practice. Journal of Management Studies, 38(3), 351-371. Fenton, C. and Langley, A. (2011), 'Strategy as practice and the narrative turn', Organization Studies 32(9): 1171-1196. Küpers, W. (2012). Embodied transformative metaphors and narratives in organisational life-worlds of change, Journal of Organizational Change Management, Vol. 26(3), 494 – 528 Strategy & Crafting / Serious Play Buergi, P., Jacobs, C. & Roos, J. (2005). From Metaphor to Practice in the Crafting of Strategy. Journal of Management Inquiry March vol. 14 no. 1 78-94.
48
Frick, E., S. Tardini, and L. Cantoni, 2013, LEGO® SERIOUS PLAY. ... www.adam‐europe.eu/prj/10330/prd/1/1/s‐play_White_Paper_.pdf Mintzberg. H., (1987). Crafting Strategy, Harvard Business Review, July-August, pp. 66-75 Statler, M., Heracleous, L. & Jacobs, C.D. (2011). Serious Play as a Practice of Paradox. The Journal of Applied Behavioral Science, 47(2), 236–256.
49
Power and Conflict
Status: September 2015
Module-Nr./ Code
201.2.1 POCO
Module title
Power and Conflict
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Dr. Rolf Schulz
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Simulation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to reflect on power as a central component of social cooperation and
50
organizational reality and as a leadership resource.
- to identify and stage power as a performative moment.
- to describe different modes of communication and stages of conflict escalation
- to appreciate conflicts as unavoidable and to recognize the productive strength of conflicts.
- to identify sources of conflicts and avoid escalations
- to deal appropriately with various types of conflict (6 generic conflict patterns).
- to apply negotiation techniques, moderation and dispute-solving methods and mediation tools to remedy conflicts and successfully guide business meetings and negotiations
- to integrate ethical issues into their actions.
Content of the module
- Communication models relating to how conflicts emerge
- Inter-personal conflicts
- Phases of team formation, including the un-avoidability of conflict
- Stages of conflict escalation (Glasl’s nine steps)
- Distorsions of reality: the neurobiology of conflict
- The importance of emotions: getting in contact with gut feelings
- Personality types (Thomas-Kilman-Model)
- patterns of conflict handling
- causes and reasons for escalation
- Fisher / Ury: “Getting to Yes” / “Prinicpled Negotiation”
- Varga von Kibéd: “Tetralemma”
- The sience of persuasion
- Typical power games
- Restrictive vs. promotive control
- French & Raven’s bases of power
- Positional and personal power sources
- Sources of power & influence
- Caldini’s science of persuasion
- Power tactics
-
Teaching and learning methods of the module
- Role plays and other “perception intensifyers” (systemic constellations, exploring metaphors) in varying group settings
51
- Interactive reflections about observations in roleplay exercises, and about knowledge and ideas gained from reading the literature
- Interactive presentations - Micro Teaching
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Fisher, R., Ury, W. & Patton, B. M. (1991).
Getting to yes: Negotiating an agreement without
giving in (2nd ed.) New York: Penguin Books
French, J. and Raven, B. (1959). The Bases of
Social Power. In Studies in Social Power, D.
Cartwright, Ed., pp. 150-167. Ann Arbor, MI:
Institute for Social Research.
Glasl, Friedrich (1999).Confronting Conflict.
Stroud, Gloustershire: Hawthorne Press.
Hazy, J.K.; Goldstein, J.A., Lichtenstein, B.B.
(2007). Complexe Systems Leadership Theory.
Mansfield: ISCE Publishing. (Chapter 20)
Mead, Richard R. (2010): International
management: culture and beyond, Chichester:
Wiley & Sons.(Chapter 8)
Bannink, F. and Cloke, K. (2010): Handbook of
Solution-Focused Conflict Management. Ashland:
Hogrefe.
(Selected Chapters)
Recommended reading:
Fisher, R., Ury, W.L. and Patton, B. (2011):
Getting to Yes. Negotiating An Agreement
Without Giving In. 3rd ed. New York: Penguin.
Raven, Bertram H. (1992) “A power interaction
model on interpersonal influence: French and
Raven thirty years later”. Journal of Social
Behavior and Personality. Vol. 7, No. 2, 217-244
52
Fisher, R., Kopelman, E. and Schneider, A.K.
(1994): Beyond Machiavelli. Tools for coping with
Conflict. Cambridge: Harvard University Press.
Hazy, J.K.; Goldstein, J.A., Lichtenstein, B.B.
(2007). Complexe Systems Leadership Theory.
Mansfield: ISCE Publishing.
Mead, Richard R. (2010): International
management: culture and beyond, Chichester:
Wiley & Sons. [Part. 1+2]
53
Creative Constructions: Performance and Performativity
Status: September 2015
Module-Nr./ Code
203.2.1 PERF
Module title
Creative Constructions: Performance and
Performativity
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Martin Zierold
Name(s) of the instructor(s)
Prof. Dr. Martin Zierold
Dr. Kai Sicks
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
54
– to develop an understanding of the concepts
of "performance” and “performativity" and
their historical development
– to relate the idea of “performativity” to social
micro- and macro-phenomena of structuration
and transformation
– to relate the terms "performance" and
"performativity" to organizational and
economic contexts for analytical as well as
applied purposes.
Content of the module
– Definitions and concepts of performance and
performativity
– The “Performative turn” and its genealogy:
o Performativity in linguistic theory
o Performance as a theatrical concept
o Performance and role theory in
sociology
– Performance, performativity and
transformation
– Cultural Pragmatics and Social Performances
– Structuration theory
– Critical Performativity in Management Studies
Teaching and learning methods of the module
Interactive seminar integrating exercises
Reading and dicussions
Exercises in groups
Image and film analysis
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Alexander, Jeffrey C. “Cultural Pragmatics: Social
Performance Between Ritual and Strategy.”
Social Performance: Symbolic Action, Cultural
Pragmatics, and Ritual. Eds. Jeffrey C.
Alexander, Bernard Giesen, and Jason L. Mast.
Cambridge: Cambridge University Press, 2006.
29-90.
Austin, John L. “Performative Utterances.”
Philosophical Papers. Oxford: Oxford University
Press, 1979. 233-52.
Bell, Elizabeth. Theories of Performance. Los
Angeles et al.: Sage (excerpts).
55
Fischer-Lichte, Erika. The Transformative Power
of Performance: A New Aesthetics. Trans.
Saskya Iris Jain. New York et al.: Routledge,
2008 (excerpts).
Giddens, Anthony. The Constitution of Society:
Outline of the Theory of Structuration.
Cambridge: Polity, 1984 (excerpts).
Goffman, Erving. “Keys and Keyings.” Frame
Analysis. An Essay on the Organization of
Experience. London: Penguin Books, 1974. 40-
82.
Spicer, André, Mats Alvesson, and Dan
Kärreman. “Critical Performativity: The
Unfinished Business of Critical Management
Studies.” Human relations 62.4 (2009): 537-60.
Recommended reading:
Alvesson, Mats, and André Spicer. “Critical
Leadership Studies: The Case for Critical
Performativity.” Human Relations 65.3 (2012):
367-90.
Austin, John L. How to Do Things With Words.
The William James Lectures Delivered At
Harvard University in 1955. [Edited By James O.
Urmson.]. Oxford: Oxford University at the
Clarendon Press, 1962.
Bachmann-Medick, Doris. Cultural Turns:
Neuorientierungen in den Kulturwissenschaften.
Reinbek bei Hamburg: Rowohlt, 2011.
Bal, Mieke. Travelling Concepts in the
Humanities: A Rough Guide. Toronto: University
of Toronto Press, 2002.
Bell, Elizabeth. Theories of Performance. Los
Angeles et al.: Sage, 2008.
Henry Bial, ed. The Performance Studies
Reader. London et al.: Routledge, 2004.
56
Butler, Judith. “Performativity’s Social Magic.”
Bourdieu: A Critical Reader. Ed. Richard
Shusterman. London et al.: Blackwell, 1999. 113-
28.
Fischer-Lichte, Erika. The Transformative Power
of Performance: A New Aesthetics. Trans. Jain,
Saskya Iris. New York et al.: Routledge, 2008.
Giddens, Anthony. The Constitution of Society:
Outline of the Theory of Structuration.
Cambridge: Polity, 1984.
Goffman, Erving. The Presentation of Self in
Everyday Life. Edinburgh: Social Sciences
Research Centre, 1956.
Loxley, James. Performativity. London et al.:
Routledge, 2007.
Mackenzie, Adrian. “The Performativity of Code:
Software and Cultures of Circulation.” Theory,
Culture & Society 22.1 (2005): 71-92.
Muniesa, Fabian. The Provoked Economy:
Economic Reality and the Performative Turn.
London et al.: Routledge, 2014.
Nelson, Lise. “Bodies (and Spaces) Do Matter:
The Limits of Performativity.” Gender, Place and
Culture: A Journal of Feminist Geography 6.4
(1999): 331-53.
Schechner, Richard. “Victor Turner’s Last
Adventure. (Preface).” The Anthropology of
Performance. Ed. Victor Turner. New York: Paj
Publications, 1988.
Schechner, Richard. Performance Theory.
London et al.: Routledge, 2004.
Schechner, Richard. “What is Performance
Studies?” Rupkatha Journal on Interdisciplinary
Studies in Humanities V.2 (2013): 2-11.
Turner, Victor. The Anthropology of Performance.
New York: Paj Publications, 1988.
57
Von Hantelmann, Dorothea. How to Do Things
With Art. What Performativity Means in Art.
Zürich: JRP Ringier, 2010.
58
Creative Industries
Status: September 2015
Module-Nr./ Code
204.2.1 CRIN
Module title
Creative Industries
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Silke Lieser
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to identify creativity as an economic phenomenon.
59
- to recognize the importance of the creative industries as a factor that increases a location’s appeal for business, both nationally and internationally.
- to explore and differentiate between creative industries/sectors.
- to analyze specific creative organizations.
- to reflect critically on the personalities of
“creative” entrepreneurs and organizations.
Content of the module
- The interdependency between individual creativity, group creativity, and organizational/economic creativity
- Key issues of creative industries - Technology, talent, tolerance - Tensions between commerce and creativity - Conditions and experiences of workers - public policy - communities of practice
- Sectors of the creative industry - TV, radio and film - Fashion and design - fine arts and performing arts - Toys and games - Software - Research and development
- Characteristics of creative organizations
Teaching and learning methods of the module
Interactive seminar
Exercises in groups
Excursions to creative regions and their
organizations, such as Berlin or Copenhagen.
Practical examples and case studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study integrating online components such as
Skype, Dropbox and the university’s internal
download center.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Craig, P. (2002): Creative selves? Critically
reading ‘creativity’ in management discourse. In:
60
Creativity and Innovation Management, 11, 4,
265-276.
Flew, T. (2012): The creative industries. Culture
and policy. London: Sage.
(Chapters 1 and 7)
Florida, R. (2012): The rise of the creative class
Revisited. New York: Basic Books, 228-265.
Hesmondhalgh, D. and Baker S. (2010): A very
complicated version of freedom. Conditions and
experiences of creative labour in three cultural
industries. In: Poetics, 38, 1, 4-20.
Jaw, Y.-L., Chen, C.-L. and Chen, S. (2012):
Managing innovation in the creative industries. A
cultural production innovation perspective. In:
Innovation, Management, Policy & Practice, 14,
2, 256-275.
Recommended reading:
Amin, A. and Roberts, J. (eds.) (2008):
Community, economic creativity, and
organization. Oxford: Oxford University Press.
Csikszentmihalyi, M. (1997): Creativity. Flow and
the psychology of discovery and invention. New
York: Harper Perennial.
Florida, R. (2012): The rise of the creative class
Revisited. New York: Basic Books.
Florida, R. (2005): Cities and the creative class.
New York: Routledge.
(Chapter 2)
Hesmondhalgh, D. (2007): The cultural
industries. 2nd ed. London: Sage.
Kunstler, B. (2004): The hothouse effect. Intensify
creativity in your organization using secrets from
history’s most innovative communities. New York:
Amacom.
Shan, L. (2008): Shanghai creative industries.
The emergence of the creative class in China?
61
In: Aesthesis, International Journal of Art and
Aesthetics in Management and Organizational
Life, 2, 73-85.
62
Brand Strategies
Status: September 2015
Module-Nr./ Code
205.2.1 BRAS
Module title
Brand Strategies
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Melodena Balakrishnan
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Project
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to understand that brands need to win themselves a place in the social arenas
63
(economy, law, politics, culture), on the one hand, and in the awareness of consumers, on the other hand, in the competition with other brands.
- to influence the link between brand strategy, marketing and corporate strategy.
- to systematically create brand strategies and brand architectures.
- to develop brand strategy on the basis of a deep understanding of the consumers’ needs and the organization’s identity.
- to apply their brand strategies on the market.
- to critically examine brand valuation and brand controlling.
Content of the module
- Market segmentation and mind share/relevant set
- Strategic brand planning - Analysis - Concept - Design - Implementation - Evaluation - Creative brief
- Different types of brand architecture
- Trademark
Teaching and learning methods of the module
Interactive seminar integrating exercises
Project work
Exercises in groups
Case studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study using online components such as
Skype, Dropbox and the university’s internal
download center.
To promote scientific discourse, 1 guest lecture
by a strategic brand planner will be integrated, if
possible.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Baird, S.R. (2010): Brands and trademarks. The
legal implications of branding. In: Loken, B.,
Ahluwalia, R. and Houston, M.J. (eds.): Brands
64
and brand management: Contemporary research
perspectives. New York, NY: Routledge, 271-
292.
Holt, D. and Cameron, D. (2010): Cultural
strategy. Using innovative ideologies to build
breakthrough brands. Oxford: Oxford University
Press.
(Different cases)
Wheeler, A. (2012): Designing brand identity.
Chicester: Wiley, 90-195.
Recommended reading:
Brown, S., Kozinets, R.V. and Sherry Jr. J.F.
(2003): Teaching old brands new tricks. Retro
branding and the revival of brand meaning. In:
Journal of Marketing, 67, July, 19-33.
Escalas, J.E. and Bettman, J.R. (2003): You are
what they eat. The influence of reference groups
on consumers’ connections to brands. In: Journal
of Consumer Psychology, 13, 3, 339-348.
Holt, D.B. (2004): How brands become icons.
The principles of cultural branding. Cambridge,
MA: Harvard Business School Publishing.
Ibach, H. (2009): How to write an inspired
creative brief. Bloomington: iUniverse.com.
Ind, N., Fuller C. and Trevail, C. (2012): Brand
together. How co-creation generates innovation
and re-energizes brands. London: Kogan Page.
Muniz, A.M. and O’Guinn, T.C. (2001): Brand
community. In: Journal of Consumer Research,
27, 4, 412-432.
Spiess, M. (2015): Branded interactions: Creating
the digital experience, published October 2015.
Swaminatham, V., Page, K.L. and Gürhan-Canli,
Z. (2007): “My” brand or “our” brand. The effects
of brand relationship dimensions and self-
65
construal on brand evaluations. In: Journal of
Consumer Research, 34, 2, 248-259.
Social Networks
Status: September 2015
Module-Nr./ Code
206.2.1 SONE
Module title
Social Networks
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Christian Stiegler
Name(s) of the instructor(s)
Prof. Dr. Björn Bohnenkamp
Andreas Dittes
Dr. Jürgen Pfeffer
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Project
Weighting of the grade within the total grade 4 %
66
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to define the most important terms related to the theory of “social networks” and to understand social networks from a theoretical point of view, based on the example of new media.
- to identify and explore application examples for relevance with regard to network research in the area of new media.
- to apply qualitative and quantitative methods of network research to investigate communication-related phenomena in the area of new media.
- to identify the most important key persons in a network.
- to reflect on how contents spread within social networks, applying network theory.
Content of the module
- The Structure of Human Connections
- Why are People Connected?
- How are People Connected?
- Introduction to Network Analysis
- The Network Perspective
- Social Network Analysis
- Network Data
- Network Metrics (e.g. Centrality)
- Networks in Time and Space
- Diffusion of Innovation and Ideas
- Geographical Networks
- Hands-On
- Learning Network Tools
Teaching and learning methods of the module
The students learn the essential theoretical
contents of the module in two blocks, discussing
practical applications and receiving an
introduction to the actual analytical instruments.
In project work, the students analyze networks
they have selected, in which research
questions/designs are developed. These are
discussed by colleagues and the presenter.
Following this, the necessary data for the project
are collected and the final analysis is conducted.
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
The students are required to select networks
from their own day-to-day lives as a topic for their
project and to generate real questions. This can
give rise to minor consultancy projects for
67
companies and high-profile projects focusing on
current economic and political issues.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Hennig, M. et al. (2012): Studying Social
Networks. A Guide to Empirical Research.
Frankfurt: Campus.
Zhou, W. X., Sornette, D., Hill, R.A. and Dunbar,
R.I.M (2005): Discrete hierarchical organization
of social group sizes. In: Proceedings of the
Biological Society, 272, 1561, 439-444.
Granovetter, M. (1983): The Strength of Weak
Ties. A Network Theory Revisited. In:
Sociological Theory, 1, 201-233.
McPherson, M., Smith-Lovin, L. and Cook, J.M.
(2001): Birds of a Feather. Homophily in Social
Networks. In: Annual Review of Sociology, 27,
415-444.
Freeman, L.C. (1979): Centrality in social
networks. Conceptual clarification. In: Social
Networks, 1, 215-239.
Recommended reading:
Miller, J.H. and Pager, S.E. (2007): Complex
Adaptive System. An Introduction to
Computational Models of Social Life. Princeton:
Princeton University Press.
Christakis, N.A. and Fowler, J.H. (2007): The
Spread of Obesity in a Large Social Network over
32 Years. In: New England Journal of Medicine,
357, 4, 370-379.
Wasserman, S. and Faust, K. (1995): Social
Network Analysis. Methods and Applications.
Cambridge: Cambridge University Press.
Beal, M. and Bohlen, J.M. (1955): How Farm
People Accept New Ideas.
68
Pfeffer, J. and Carley, K.M. (in Publication 2013):
The Importance of Local Clusters for the
Diffusion of Opinions and Beliefs. In: International
Journal of Innovation and Technology
Management.
Rogers, E.M. (1995): Diffusion of Innovations. 4.
ed. New York: Free Press.
Heider, F. (1946): Attitudes and Cognitive
Organizations. In: Journal of Psychology, 21,
107-112.
Marsden, P.V. (1987): Core Discussion Networks
of Americans. In: American Sociological Review,
52, 1, 122-131.
69
Consumption of Tourism
Status: September 2015
Module-Nr./ Code
207.2.1 COTO
Module title
Consumption of Tourism
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Desmond Wee, Ph.D.
Name(s) of the instructor(s)
Prof. Desmond Wee, Ph.D.
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module are able to
70
- reflect upon the paradox between the narrative of undiscovered spaces and (mass) tourist consumption
- analyze the creation of tourist identities in leisure and tourism places
- describe the relationship between sensual experiences and consuming space.
- interpret the commodification of tourist consumption.
- apply ethnographic, visual and reflexive research methods to analyze touristic consumption.
Content of the module
- new developments in approaches towards tourism analysis through
- focus on the interface between production and consumption of tourist spaces
- narratives created throughout sites and forms of tourist activity
- ways in which these are incorporated into self-narrative place identities
- production of tourist images and reception of meanings
- consumption as form of reflexive practice
- interaction between public commodification of the tourist gaze and the personalized worlds of consumption
Teaching and learning methods of the module
Interactive lectures, critical analysis, group
projects, experiential learning
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Guest lectures and out-of-class fieldwork
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Meethan, K. et al. (2006): Tourism, Consumption
and Representation. Wallingford: CABI.
Recommended reading:
Minca, C. and Oakes, T. (2006): Travels in
Paradox. Remapping Tourism. Oxford: Rowman
and Littlefield.
Smith, L. et al. (2012): The Cultural Moment in
Tourism. London: Routledge.
71
Further literature will be submitted in class.
72
Diversity and Organizational Culture
Status: September 2015
Module-Nr./ Code
209.2.1 DORC
Module title
Diversity and Organizational Culture
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Francisco Javier Montiel Alafont
Name(s) of the instructor(s)
Dr. Ella Roininen
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4%
Qualification objectives of the module
Students who have successfully participated in
this module will be able to:
- Elaborate on an ontological approach towards diversity, discussing its medial (visibility, conceptual absence, etc.) and
73
epistemological (i.e. post-disciplinary) issues
- Develop systematically a communicative construction of reality including major issues (emerging conflicts, arenas, consensus narrative)
- Point out and discuss diversity as a phenomenon, social construction and discursive action
- Evaluate stereotypes and conflicts as an element of identity and as results of (organizational) learning processes
- Apply the related and resulting concepts in organizational arenas lead these into innovation processes
Content of the module
- Sense-making processes in organisations
- Construction of diversity through an emergent, social action in organizations (interpretative),
- Construction of diversity through an ideological, political interaction (inclusion/ exclusion processes)
- Construction of diversity through discursive action (effects of power and dominance)
- Context of diversity, “doing being diverse” as a methodological principle
- Organisational learning
Teaching and learning methods of the module
Case Studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study integrating online components via
virtual learning tools
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Acker, J. (1990): “Hierarchies, jobs, bodies: A
theory of gendered organizations”, in: Gender
and Society, Vol. 4, No. 2, pags. 139-158.
Alvesson, M. / Billing, Y.D. (2009):
Understanding Gender and Organizations,
Second Edition. London: Sage.
Burr, V. (1995): An Introduction to Social
Constructionism. London: Routledge
Hall, S. (1997): Representation: Cultural
Representations and Signifying Practices.
London: Sage.
74
Kirton, D.K. / Greene, A.-M. (2010) The
Dynamics of Managing Diversity. A Critical
Approach. Oxford: Elsevier.
Actual papers from related journals, for example:
• Discourse and Society
• Equality, Diversity and Inclusion, an
International Journal
• Gender and Society
• Gender, Work and Organization
• Human Relations
• Work and Occupations
Required texts will be made digitally available by
the lecturer.
75
Revolutions and Bubbles
Status: September 2015
Module-Nr./ Code
210.2.1 REBU
Module title
Revolutions and Bubbles
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Bernd Ankenbrand
Name(s) of the instructor(s)
NN
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Field Study
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated
in this module will be able to:
- Explain the causes and consequences of historic revolutions and financial crises
76
- Analyze and explain the sociological, psychological and economic causes of financial bubbles
- Assess financial instruments and their innovation potential
- Identify and interpret given data for signs of potential bubbles
- Evaluate and implement individual and collective solutions to bubbles
- Apply the theoretical and experimental findings of behavioral economics
Content of the module
- Historical perspective on political revolutions
- Financial crisis of the past centuries and their roots, causes and outcomes
- Financial bubbles and their causes from a sociological, psychological and economic perspective
- Financial innovations (such as securitizations)
- Specific innovation process of new financial instruments
- Early warning signs of potential financial bubbles
Teaching and learning methods of the module
Interactive Lectures, Text Analysis, Case Studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study integrating online components such as
Skype, Dropbox and the university’s internal
download center
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Taleb, N. N. (2010): The Black Swan. The Impact
of the Highly Improbable. New York: Random
House and Penguin.
Akerlof, G. and Shiller, R. (2009): Animal Spirits.
How Human Psychology Drives the Economy,
and why it matters for Global Capitalism.
Princeton: Princeton University Press.
Recommended reading:
Roubini, N. (2010): Crisis Economics. A Crash
Course in the Future of Finance. London:
Penguin.
Reinhart, C. and Rogoff, K. (2009):
77
This Time is Different. Eight Centuries of
Financial Folly. Princeton: Princeton University
Press.
Further Readings will be submitted in class.
78
Sustainable Urban Development: Conflict and Acceptance
Status: September 2015
Module-Nr./ Code
211.2.1 SURD
Module title
Sustainable Urban Development: Conflict and
Acceptance
Semester or trimester
2nd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. André Reichel
Name(s) of the instructor(s)
Prof. Steve Grimm
Dr. Robert Miles
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able to:
79
- differentiate urban development according to dimensions like size, geography, populations and wealth.
- identify various urban actors.
- scrutinize institutions and institutional settings concerning sustainable urban development.
- analyze interaction dynamics and agendas of relevant players.
- recognize conflict patterns and observe strategies for acceptance.
Content of the module
- Cities and their (post-)modern narratives
- Urban planning schools in changing times
- The death of industry and utopianism in urban planning: Situationist disorder
- From neoliberalism to gentrification: Limits to postmodernist cities
- Beyond modernity: Next cityscapes and new communities
Teaching and learning methods of the module
Interactive seminar
Case Studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Screening
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Simmel, G. (1903) The Metropolis and Mental
Life. In: Gary Bridge and Sophie Watson (2002
eds.) The Blackwell City Reader. Oxford and
Malden: Wiley-Blackwell. Available online:
http://tinyurl.com/o7p22cz
Park, Robert E., Ernest Burgess, Roderick
McKenzie (1925). The City. Chicago: University
of Chicago Press. (Chapters 1 and 2)
Le Corbusier (1929) A Contemporary City. In:
LeGates, Richard T. and Stout, Frederic (1996
eds.) The City Reader. London and New York:
Routledge.
Debord, G (1956) Theory of the Dérive. Les
Lèvres Nues. 9 November. Available online:
http://www.bopsecrets.org/SI/2.derive.htm
80
Recommended:
Berman, M (1984) ‘Modernism in the Streets’. In:
All That is Solid Melts into Air. New York: Simon
& Schuster.
Evans, G. (20003) Hard-branding the cultural
city: from Prado to Prada, International Journal of
Urban and Regional Research, 27 (2) 417 - 440.
Zukin, S. (2008) Consuming authenticity: from
outposts of difference to means of exclusion,
Cultural Studies 22 (5) 724 – 748.
81
Innovation Project
Status: September 2015
Module-Nr./ Code
200.3.1 INNO
Module title
Innovation Project
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Stephan Sonnenburg
Prof. Dr. Dirk Wagner
Silke Lieser
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Project
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
82
- to frame and structure a project (phases of task completion and team formation) so that it (probably) results in an innovation.
- to expect and deal with uncertainty and fuzziness in the innovation process.
- to see (intercultural) conflicts in a team as an enrichment and make use of their productive strength.
- to develop a prototype. - to convincingly communicate the
results of their innovation process and enforce them in an arena.
Content of the module
- Processes and stages of prototype/product development - Forming, storming, norming, performing, outperforming - Problem-finding, preparation, incubation, illumination, verification, modification - From prototype to innovation - Launch and acceptance in the market
- Managing DASH (despair – air – share)
- Team-based creativity techniques
- Presentation skills - Preparation (content and design) - Performance - Feedback, reflection, and next steps
Teaching and learning methods of the module
Interactive setting with practical exercises.
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
In coordination with the person responsible for
the module and the head of degree program, the
students search for their own innovation project.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Duggan, W. (2007): Strategic intuition: The
creative spark in human achievement. New York:
Columbia Business School.
(Chapters 7-8)
Gray, D., Brown, S. and Mananufo, J. (2010):
Gamestorming. A playbook for innovators,
rulebreakers, and changemakers. Sebastopol:
O’Reilly.
(Chapters 3-7)
83
Tidd, J. and Bessant, J. (2009): Managing
innovation. Integrating technological, market and
organizational change. 4th ed. Chichester: Wiley.
(Chapters 3 and 8)
Recommended reading:
Kelley, T. and Littman, J. (2005): The ten faces of
innovation. IDEO's strategies for defeating the
devil's advocate and driving creativity throughout
your organization. New York:
Currency/Doubleday.
Le Masson, P., Hatchuel, A. and Weil, B. (2011):
The interplay between creativity issues and
design theories. A new perspective for design
management studies? In: Creativity and
Innovation Management, 20, 4, 217-237.
Puccio, G. J., Mance, M., Switalski, L. B. and
Reali, P. (2012): Creativity rising. Creative
thinking and creative problem solving in the 21st
century. Buffalo: ICSC.
Further Readings will be submitted in class.
84
Legitimacy: Ethics and Aesthetics
Status September 2015
Module-Nr./ Code
200.3.2 ETHA
Module title
Ethics and Aesthetics
Semester or trimester
3rd semester
Duration of module
One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of module to other programs
No
Person responsible for the module Prof. Dr. Wendelin Küpers
Name(s) of the instructor(s) Prof. Dr. Wendelin Küpers
Prof. Dr. Ian King (University of Arts, London)
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of credits
Essay (Artificial Work & Mini Essay
Weighting of the grade within the total grade
4 %
Vision Ethical and aesthetical dimensions of leadership and organizing are media for re-thinking legitimization in a changing landscape of business and society. Ethics and Aesthetics, both allow, each and together, to put into practice new ways of doing business and management in a more responsive, responsible and artful way. Accordingly, this innovative module deals with
85
learning how students individually and in groups as well as leading organizations can integrate ethics and aesthetics, especially for becoming more ethical and sustainable and developing a professional artistry.
Qualification objectives of the module Students who have successfully participated in
this module will be able:
- to interpret classical texts about ethics and
aesthetics and relate them to current issues.
- to appreciate and integrate ethical and
aesthetical dimensions & issues and their
effects with regard to their own organizing and
leadership practices practice as a co-creative
one.
- to question the extent to which ethics are
universal, but also to learn how it can be
guiding in concrete organizational and
management contexts, especially with regard
to dilemmas.
- to reflect on how sensations, empathy,
intuition, spontaneity and taste make sense
and contribute towards handling complex and
uncertain situations and problems in organizing
and leading.
- to understand that organisations and
leadership are not only cognitive construction
or institutional arrangement, but also a life-
worldly practice that is shaped by embodied,
and aesthetic experience, including tacit and
implicit knowing.
- to reflect on their own learning and
professional careers as a process of
development and of cultivating ethical and
aesthetic qualities and practices towards a
genuine art of responsible leadership.
Contents of the module Essentials of Ethics and its link to business,
organisation & management
- Contexts, issues and different approaches
to business ethics:
individual- & collective-based
86
deontological
teleological & utilitarian
discourse ethics
virtuous, care-ethics, feminist
embodied, performative & integral
- Value-related, institutional, procedural
as well as political and intercultural
aspects of ethical practices
- Ethical dilemmas and how to deal with
them
- - Ethics in relation to ‘Corporate Social
Responsibility’ & Stakeholder
Management, and Sustainability
Essentials of Aesthetics and its link to
business, organisation & management
- Role of embodied, sensual, tacit and
implicit knowing, intuition, taste, style,
intuition, improvisation for artful
experiences and practices
- Aesthetic perception, judgment and
justification in relation to organizing and
leading
- Connecting and integrating ethics and
aesthetics, related to creatively
performative practices and sustainable
futures in and through organization and
leadership
- Practical wisdom as professional
artistry and its significance for personal
morality and workplace ethics and a
responsible art of leading
Teaching and learning methods of the module / Special features
Interactive lecture, seminar style
The module includes besides theoretical concepts, models and knowledge, and case studies, with dilemmas, also experiential and performative modes of learning and very experimental exercises One special feature will be the assignment, which is about creating an artifact / work of art with a reflection paper and writing a mini-essay to given task
87
Literature Considering the 108 self-study hours, this is also a reading intensive module, which expects of you intensive studying the required and recommended reading, as well as researching and finding additional further literature on your own, especially for the assignment
Required reading: Fisher, C and Lovell, A Dr Valero-Silva N (2012) Business Ethics and values Pearson Education 4th Edition, London (with a focus on values and part on international context) King, I. (2008). How we know what we know: the potentiality of art and aesthetics. In. D. Barry and H. Hansen (Eds), The Sage Handbook of New Approaches in Management and Organization, London: Sage, pp.42-48. Küpers, W. (2004). “Art and Leadership”, In: Burns, J. M, Goethals, R. R & Sorenson, G. J. (2004), Encyclopaedia of Leadership, Thousand Oaks, CA: SAGE; 47-54 Küpers, W. (2011). Integral Responsibilities for a Responsive and Sustainable Practice in Organizations and Management”, In: Corporate Social Responsibility and Environmental Management Journal 18, 3, 137-150. Küpers, W. (2013). Phenomenology of Embodied Senses & ‘Sense-Making’ and the Making of Sense in Organisational Culture, International Journal of Work, Organization and Emotion, Special Issue on: Sensually exploring Culture and affect at work, Vol. 5(4), 325-341. Ladkin, D. (2015). Mastering the Ethical Dimension of Organizations. A Self-Reflective Guide to Developing Ethical Astuteness, London: Elgar Recommended reading Dobson, J. (2007): Aesthetics as a Foundation for Business Activity. In: Journal of Business Ethics, 72, 41-46. Chytry, J. (2008): Organizational Aesthetics. The Artful Firm and the Aesthetic Moment in Contemporary Business and Management Theory. In: Aesthesis. International Journal of Art and Aesthetics in Management and Organizational Life, 2, 2, 60-72. Küpers, W. (2002). Phenomenology of Aesthetic Organising - Ways towards Aesthetically Responsive Organisations, In:
88
Journal Consumption, Markets and Cultures, Volume 5, Issue 1, 31-68. Küpers, W. (2013) “The Art of Practical Wisdom ~ Phenomenology of an Embodied, Wise Inter-practice in Organisation and Leadership”, in Küpers, W. & Pauleen, D. (2013). A Handbook of Practical Wisdom. Leadership, Organization and Integral Business Practice. Imprint: London: Gower (19-45) Küpers, W. (2015). “Embodied Responsive Ethical Practice: The Contribution of Merleau-Ponty for a Corporeal Ethics in Organisations”, Electronic Journal of Business Ethics and Organization Studies (EJBO), Business and Organization Ethics Network, Vol. 20, No. 1, 30-45 Ladkin, D. (2008). Leading beautifully: How mastery, congruence and purpose create the aesthetic of embodied leadership practice. The Leadership Quarterly 19(1), 31-41. Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions Cheltenham: Elgar. Painter-Morland, M. & ten Bos, R. (2011). Introduction: Critical Crossings. In: Business Ethics and Continental Philosophy, M. Painter-Morland and R. Ten Bos (Eds.), (esp. pp. 15-36). Cambridge: Cambridge University Press. Ulrich, P. (2006). Integrative Economic Ethics. Foundations of a Civilized Market Economy. Cambridge: Cambridge University Press. textbooks /other sources Bowie, N. E. (2000): Business Ethics, Philosophy, and the Next 25 Years, in: Business Ethics Quarterly, 10(1), 7-20 Bowie, N. E. (2002): Blackwell Guide to Business Ethics. Oxford: Blackwell. Crane, A. and Matten, D. (2010): Business Ethics. Managing Corporate Citizenship and Sustainability in the Age of Globalization. 3rd ed. Oxford: Oxford University Press. Ferrell, O.C., Fraedrich, J. and Ferrell, L. (2012): Business Ethics. Ethical Decision
89
Making & Cases. 9th ed. Mason: South Western Cengage Learning Hansen, H., & Bathurst, R. (2011). Aesthetics and leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson, & M. Uhl Bien (Eds.) The SAGE Handbook of Leadership. (pp. 255 - 266). London: SAGE Publication Stanwick, P. A. (2014). Understanding business ethics - Los Angeles, Sage Velasquez, M. (2014). Business ethics : concepts and cases, Harlow: Pearson
Links to topic-related videos
GIVING VOICE TO VALUES
http://www.youtube.com/watch?v=zH4X5oZ01
uQ
http://www.youtube.com/watch?v=8xOQBav3A
mI
http://www.youtube.com/watch?v=Al5VuAEI9O
s
Giving Voice to Values Pillars
Values:
http://www.youtube.com/watch?v=b3Q-E7-lkt4
Choice:
http://www.youtube.com/watch?v=ljDcziaELE0
Normalising:
http://www.youtube.com/watch?v=fFDKcnKL0t
Y
Purpose:
http://www.youtube.com/watch?v=7dAela3UW
0s
Self-knowledge:
http://www.youtube.com/watch?v=fMF8K8AXM
8E
Voice:
http://www.youtube.com/watch?v=ZSoXqsrOq
qM
Rationalisations:
http://www.youtube.com/watch?v=i9KMJuGg5
2Q
GLOBAL FINANCIAL CRISIS
BBC documentary
http://www.bbc.co.uk/worldservice/documentari
es/2009/09/090911_assignment_100909.shtml
90
Catalyst – HomoEconomicus:
http://www.abc.net.au/catalyst/stories/2525497
.htm
Feminist Finance and Values – Iceland:
http://www.ted.com/talks/halla_tomasdottir.html
STAKEHOLDER THEORY
Ed Freeman:
http://www.abc.net.au/lateline/business/items/2
00910/s2719525.htm
Stakeholder theory: http://www.corporate-
ethics.org/video_stakeholder_theory/index.html
?v=9
RETHINKING CAPITALISM
Michael Porter:
http://www.youtube.com/watch?v=LrsjLA2NGT
U
Not business as usual:
http://topdocumentaryfilms.com/not-business-
as-usual/
Nick Hanauer
http://www.ted.com/talks/nick_hanauer_bewar
e_fellow_plutocrats_the_pitchforks_are_comin
g
NEGATIVE STORIES
Siemens
http://www.pbs.org/frontlineworld/stories/bribe/
2009/02/at-siemens-bribery-was-just-a-line-
item.html
Arthur Anderson:
http://www.youtube.com/watch?v=7g_d-
phoUrU
Plastic: Australian waters polluted by harmful
tiny plastics
Fashion Victims- Rana Plaza:
http://www.abc.net.au/4corners/stories/2013/06
/25/3785918.htm
Electronic waste:
http://www.sbs.com.au/ondemand/video/11778
627980/e-waste-hell
http://www.sbs.com.au/ondemand/video/11780
163558/e-waste-anger
Climate Change
Chasing ice:
http://www.youtube.com/watch?v=ZCifBUtw1s
E
91
Climate of doubt:
http://www.filmsforaction.org/watch/climate_of_
doubt_2012/
Tipping Points:
http://www.sbs.com.au/ondemand/video/21575
9939886/The-Tipping-Points-The-Permafrost-
Of-The-High-Arctic
Harrison Ford Doco:
http://www.youtube.com/watch?v=brvhCnYvxQ
Q&feature=share&list=PLmB1tUgTXBEodXrv2
Q-hwFp8ZpZ4T6EEN
John Hewson’s Asset Disclosure Project
:http://aodproject.net/
POSITIVE STORIES
Paying it forward
http://www.nbcphiladelphia.com/news/local-
beat/Mystery-Couple-Pay-It-Forward-
79179347.html
Lev Feuerstein – the Mensch of Malden Mills
http://www.youtube.com/watch?v=ry7_FcSiQL
8
Knights Apparel
http://www.nytimes.com/2010/07/18/business/g
lobal/18shirt.html?_r=2&ref=business&pagewa
nted=all
Oregon ethical business awards
http://technorati.com/videos/youtube.com%2F
watch%3Fv%3D9X0HVky3g7g
Undercover Boss
http://fullepisode.info/undercover-boss-season-
3-episode-4-checkers-rallys/
Positive stories: Single enterprises -
international
Chuck Feeney and Atlantic Philanthropies
http://atlanticphilanthropies.org/
http://en.wikipedia.org/wiki/Chuck_Feeney
Ray Anderson and Interface Global
http://www.interfaceglobal.com/
Better Place
http://australia.betterplace.com/
Kimberley-Clark
http://www.kimberly-clark.com.au/
WHISTLEBLOWERS
Andrew Wilkie
http://www.sbs.com.au/documentary/program/l
aw-and-disorder
92
The reluctant whistleblower
http://player.sbs.com.au/programs#/programs_
08/fullepisodes/fullep_documentary/playlist/La
w-And-Disorder-Ep-2-Allan-Kessing-The-
Reluctant-Whistleblower/
SUSTAINABILITY
Tim Jackson
http://www.abc.net.au/tv/bigideas/browse/video
_popup.htm?vidURL=/tv/bigideas/stories/2010/
07/06/2945103-mediarss-
full.xml&vidTitle=Tim%20Jackson
Peak Oil
http://www.abc.net.au/catalyst/oilcrunch/
Plastic
Australian waters polluted by harmful tiny
plastics
CHEATING
Dan Ariely
http://www.youtube.com/watch?v=nUdsTizSxS
I
LISTS OF ENTERPRISES
100 best corporate citizens
http://www.kld.com/research/socrates/business
ethics100/2007/
Ethispere’s 100 Most Influential People in
Business Ethics 2008
http://ethisphere.com/100-most-influential-
people-in-business-ethics-2008/
93
Business Transformation
Status: September 2015
Module-Nr./ Code
200.3.3 BUST
Module title
Business Transformation
Semester or trimester
3rd semester
Duration of module
One semester
Course type (Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Wendelin Küpers
Name(s) of the instructor(s)
Prof. Dr. Wendelin Küpers
Teaching language
English
Number of ECTS credits 5
Total workload and its breakdown (e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-study hours
Hours per week
3
Assessment type / requirement for the award of credits
Seminar Paper (in the form of a Special Issue
Weighting of the grade within the total grade
4 %
Qualification objectives of the module Students who have successfully participated in this module will be able: - to recognize the necessity and inevitability of individual, organizational and societal transformation and to act carefully in order to strike a balance between stability and change - to support transformations within organizations - to understand that the relationships of an organization to its (national and international)
94
environments is redefined during and by transformations - to evaluate and take into account the relevance of transformations for society, i.e. both their positive and negative consequences - know about methodologies and using qualitative methods in relation to transformation - to believe that the willingness and capability to transform oneself is a prerequisite for successful leadership in a transformation. - to integrate the ambiguities and uncertainties in emerging transformation processes into their own and group behavior
Contents of the module
- Critical reflection on differences and complexities of progress, innovation, change, and transformation - Driving forces and power of transformation - Different levels of transformation and their interdependencies, including the individual, teams, units, organisation, industries, society, and the planet - Different kinds of transformative innovations, including technological, product- and service related, social innovations and business model innovation. - Tools of change management / business development and their limits - Different roles and actors in change and business transformation - Paradoxes and dilemmas in transformation, e.g. change and continuity, and ways for dealing with
Teaching and learning methods of the module / Special features
Interactive lecture, seminar style Special features: The seminar will include case studies, performing a role play, advanced canvas modelling and probably guests
Literature Considering the 108 self-study hours, this is also a reading intensive module, which expects of you intensive studying the required and recommended reading, as well as researching and finding additional further literature on your own, especially for the assignment
Required reading: Cameron, E. and Green, M. (2012). Making Sense of Change Management. 3rd ed. London: Kogan Page, (pages: 416-454). Chia, R. (2014). Reflections: In Praise of Silent Transformation – Allowing Change Through 'Letting Happen'. Journal of Change Management, 14(1), 8–27 Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67. see also https://hbr.org/2012/11/accelerate
95
https://www.youtube.com/watch?v=Pc7EVXnF2aI Küpers, W, (2011). Trans-+-Form - Transforming Transformational Leadership for a Creative Change Practice, Leadership & Organization Development Journal, Volume 32 Issue 1. 20-40 Küpers, W. & Deeg, J. (2011). “Organisational Change and Learning” in Encyclopaedia of the Sciences of Learning, Seel, N. M. (Ed.), pp. 2530-253, Heidelberg: Springer, Morgan, G. and Spicer, A. (2009). Critical Approaches to Organizational Change, In: Alvesson, M.; Bridgman, T. & Willmott, H. Oxford University Press, Oxford (2009) The Oxford Handbook of Critical Management Studies (pp. 251-266), Oxford: Oxford University Press Osterwalder A., Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. New York Wiley Schaltegger, S.; Lüdeke-Freund, F. & Hansen, E. (2012): Business Cases for Sustainability: The Role of Business Model Innovation for Corporate Sustainability, Int. Journal of Innovation and Sustainable Development, Vol. 6, No. 2, pp. 95-119 Recommended reading: Cameron, E. and Green, M. (2012). Making Sense of Change Management 3rd ed. London: Kogan Page, pp. 1-415. Deeg, J. (2009). Organizational Discontinuity: Integrating Evolutionary and Revolutionary Change Theories, management revue, volume 20, issue 2, 190-208. Fry, R.E. and Srivastva, S. (1992). Introduction. Continuity and Change in Organisational Life. In: Srivastva, S. and Fry, R.E.: Executive and organizational continuity. Managing the paradoxes of stability and change. Pp. 1-24, San Francisco: Jossey-Bass, Küpers, W. (2012). Embodied transformative metaphors and narratives in organisational life-
96
worlds of change, Journal of Organizational Change Management, Vol. 26(3), 494- 528. Küpers, W. & Weibler, J. (2006). “How emotional is Transformational Leadership really? Some suggestions for a necessary extension, Leadership and Organization Development Journal Volume 27(5), July 2006, 368-383. Osterwalder A., Pigneur, Y., Bernada, G., Smith, A. (2014). Value Proposition Design: How to Create Products and Services Customers Want, New York: Wiley Srivastva, S. and Fry, R.E. (1992). Executive and organisational continuity. Managing the paradoxes of stability and change. San Francisco: Jossey-Bass, 25-39 and 72-326. Zott C, Amit R, Massa L (2011). The Business Model: Recent Developments and Future Research. Journal of Management 37:1019-1042.
97
Creativity, Improvisation and Play
Status: September 2015
Module-Nr./ Code
201.3.1 CIPL
Module title
Creativity, Improvisation and Play
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Andrea Naurath
Name(s) of the instructor(s)
Andrea Naurath
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108 self-
study hours
Hours per week
3
Assessment type / requirement for the
award of credits
Simulation
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in this
module will be able:
- to apply different methods/techniques and settings depending on the situation by
98
conscious utilisation of concept, flexibility and constructive intuition.
- to improvise in unforeseen situations and react skillfully to surprising stimuli.
- to deal playfully with processes and intuitively with decisions.
- to get know and use their own personality (mind, body and soul) as “working material”.
- to describe and reflect the relevance of self management and personal development for future skills for example instructing, communicating and working with people.
Content of the module
- Accept a personal process as a crucial way to leave the “comfort zone”.
- Value seeking for creative solutions and risk taking to make real learning experiences.
- Agree to take responsibility for own learning and leading process.
- Use transformational processes as inspiration for personal development and future leadership skills
- Understand the significance of playfulness in many contexts of life and business situations
- Different types of theatrical and coaching methods/techniques
- Using the body consciously as a source of expression and communication (some basics in voice training, breathing and body work, level of attention and energy)
- Performing in different settings reflecting on cultural and business contexts
- Giving instructions to others
- Explore and stand the state of not knowing, being overwhelmed and/or emotionally touched as a key to real connection with others
- Learn to reflect in a constructive professional way and be supportive to others as well as welcoming support from others
- Performing on a stage with audience within a concept that allows flexibel response to surprising, unforeseen occurrence
Teaching and learning methods of the
module
Body and mind exercises, awareness exercises,
being present, performing (self stageing),
improvisation, learning partnership (buddy work),
reflection (single, in the group as well as in writing)
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Students perform under professional supervision.
99
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Zander, R.S. and Zander, B. (2002): The art of
possibility. Transforming professional and personal
life. New York: Penguin Books, 25-53
Stone, H. and Stone, S. (1993): Embracing your inner
critic. Turning self-criticism into a creative asset. New
York: Harper One, 3-30 and 175-205.
Morris, E. and Hotchkis, J. (1998): No acting please.
A revolutionary approach to acting and living. Los
Angeles: Ermor., Foreword, 1-16
Assortment of several clips of talks (links)
Müssen die hier noch rein?
Recommended reading:
Brown, Stewart. (2010): play, How it shapes the
Brain, opens the Imagination, and Invigorates the
Soul. New York: Avery, member of Penguin Group,
Chapters 1-3 and 5
Williams, J. (2010): Screw work, Let's play. How to do
what you love and get paid for it. Harlow: Pearson
Education,1-21.
Further reading in class
100
Cultural Leadership: Betwixt and Between
Status: September 2015
Module-Nr./ Code
203.3.1 BEBE
Module title
Cultural Leadership: Betwixt and Between
Semester or trimester
3rd semester
Duration of module
One Semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other
programs
No
Person responsible for the module
Prof. Dr. Martin Zierold
Name(s) of the instructor(s)
Prof. Dr. Martin Zierold
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108 self-study
hours
Hours per week
3
Assessment type / requirement for the
award of credits
Presentation
Weighting of the grade within the total
grade
4 %
Qualification objectives of the module
Students who have successfully participated in this
module will be able:
101
- to develop an advanced understanding of management and leadership as cultural and social practices
- to analyse possible tensions between cultural and classical economic perspectives on doing management and to identify possible new directions
- to understand the relation of social and cultural change on a macro-level and the implications for organizations
- to discuss the challenges and limitations of “managing” change and transformation processes in social settings
Content of the module
- Definition of liminal and liminoid phenomena
- Cultural power and performance
- Ritual stages (separation, transformation, incorporation)
- Processes of liminality in cultural settings
- Management of cultural liminality
- Different types of liminal practices
Teaching and learning methods of the
module
Interactive seminar
Individual and group exercises
Case studies
Guest workshop with an organizational leader (e.g.
Artistic Director Staatstheater Karlsruhe)
Special features (e.g. online activities,
event/company visits, guest speakers,
etc.)
Literature
(Required reading/supplementary
recommended reading)
Required reading:
Bachmann-Medick, Doris. “Introduction: The
Translational Turn.” Translation Studies 2.1 (2009): 2-
16.
Grossberg, Lawrence. “Considering Value: Rescuing
Economies From Economists.” Cultural Studies in the
Future Tense. Durham et al.: Duke University Press,
2010. 101-68.
Lorey, Isabell. State of Insecurity: Government of the
Precarious. London et al.: Verso Books, 2015.
McRobbie, Angela. “Is Passionate Work a Neoliberal
Delusion?” 2015. opendemocracy.net. 05.05.2015
<https://www.opendemocracy.net/transformation/angela-
mcrobbie/is-passionate-work-neoliberal-delusion>.
102
Thomassen, Björn. “The Uses and Meanings of
Liminality.” International Political Anthropology 2.1
(2009)
Thrift, Nigel. “Capitalism’s Cultural Turn.” Eds. Andrew
Sayer, and Larry Ray. Culture and Economy after the
Cultural Turn. London et al.: Sage, 1999. 135-61.
Turner, Victor. “Liminal to Liminoid, in Play, Flow, and
Ritual: An Essay in Comparative Symbology.” Eds.
Janet C Harris, and Roberta J Park. Play, games and
sports in cultural contexts. Champaign: Human Kinetics
Publishers, Inc., 1983. 123-64.
Recommended reading:
Bachmann-Medick, Doris. “Translational Turn.”
Handbook of Translation Studies. Vol. 4. Eds. Yves
Gambier, and Luc van Doorslaer. Amsterdam et al.:
John Benjamins Publishing, 2013. 186-93.
Czarniawska, B., and C. Mazza. “Consulting as a
Liminal Space.” Human Relations 56.3 (2003): 267-90.
Fischer-Lichte, Erika. The Transformative Power of
Performance: A New Aesthetics. Trans. Saskya Iris Jain.
New York et al.: Routledge, 2008.
Gabriel, Yiannis. “Spectacles of Resistance and
Resistance of Spectacles.” Management
Communication Quarterly 21.3 (2008): 310-26.
Garsten, Christina. “Betwixt and Between: Temporary
Employees as Liminal Subjects in Flexible
Organizations.” Organization Studies 20.4 (1999): 601-
17.
Giddens, Anthony. The Constitution of Society: Outline
of the Theory of Structuration. Cambridge: Polity, 1984.
Howard-Grenville, Jennifer, Karen Golden-Biddle et al.
“Liminality as Cultural Process for Cultural Change.”
Organization Science 22.2 (2011): 522-39.
Mayer, Roger C, Jamed H Davis, and F David
Schoorman. “An Integrative Model of Organizational
103
Trust.” The academy of management review 20.3
(1995): 709-34.
Tokumitsu, Miya. “In the Name of Love.” 2014. Jacobin
Magazine. 05.05.2015
<https://www.jacobinmag.com/2014/01/in-the-name-of-
love/>.
van Gennep, Arnold. The Rites of Passage. Chicago:
University of Chicago Press, 1960.
104
Creativity and Innovation
Status: September 2015
Module-Nr./ Code
204.3.1 CINN
Module title
Creativity and Innovation
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other
programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Stephan Sonnenburg
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108 self-study
hours
Hours per week
3
Assessment type / requirement for the
award of credits
Written Assignment
Weighting of the grade within the total
grade
4 %
Qualification objectives of the module
Students who have successfully participated in this
module will be able:
105
- to categorize and critically examine the phases, success factors and basic conditions for creative work.
- To identify fuzzy areas as an opportunity, prerequisite and limitation of creativity.
- to describe the relationship between creativity and innovation processes.
- to develop ideas and see them through to fruition with “spirit” and conviction.
- to integrate ethical issues into their actions.
Content of the module
- Characteristics of creative work (in organizations) - Individual, group and organizational processes - the fuzzy front end - improvisational creativity - Inside and outside the box - Creative work environment - Bootlegging
- The transition from creativity to innovation (management)
- Different kinds of creative contributions - idea - prototype - innovation - invention
- Creativity techniques - Exercises (individual and group) - Workshop settings (e.g. open space, Zukunftswerkstatt, future search conference)
- Design thinking
- Ethical aspects in product development
Teaching and learning methods of the
module
Interactive seminar with practical exercises
Individual and group settings
Special features (e.g. online activities,
event/company visits, guest speakers,
etc.)
Self-study integrating online components such as Skype,
Dropbox and the university’s internal download center.
Literature
(Required reading/supplementary
recommended reading)
Required reading:
Cropley, A.J. (2010): The dark side of creativity. What is
it? In: Cropley, D.H. et al. (eds.): The dark side of
creativity. Cambridge: Cambridge University Press, 1-14.
Gray, D., Brown, S. and Mananufo, J. (2010):
Gamestorming. A playbook for innovators, rulebreakers,
and changemakers. Sebastopol: O’Reilly.
(Chapters 1 and 2)
106
Sternberg, R.J., Kaufman, J.C. and Pretz, J.E. (2002):
The creativity conundrum. A propulsion model of kinds
of creative contributions. New York: Psychology Press.
(Chapter 1)
Recommended reading:
Cropley, D.H. et al. (eds.) (2010): The dark side of
creativity. Cambridge: Cambridge University Press.
Dahlén, M. (2008): Creativity unlimited. Thinking inside
the box for business innovation. Chichester: Wiley.
Gray, D., Brown, S. and Mananufo, J. (2010):
Gamestorming. A playbook for innovators, rulebreakers,
and changemakers. Sebastopol: O’Reilly.
Kelley, T. and Kelley, D. (2013): Creative confidence:
Unleashing the creative potential within us all. New York:
Crown Publishing
Kim, J. and Wilemon, D. (2002): Sources and
assessment of complexity in NPD projects. In: R&D
Management, 33, 1, 16-30.
Liedtka, J. and King, A. (2013): Solving problems with
design thinking: Ten stories of what works. New York:
Columbia Business School Publishing.
Peschl, M.F. and Fundneider, T. (2012): Spaces
enabling game-changing and sustaining innovations.
Why space matters for knowledge creation and
innovation. In: Journal of Organizational Transformation
and Social Change, 9, 1, 41-62.
Sawyer, K. (2013): Zig zag: The surprising path to
greater creativity. San Francisco: Jossey-Bass.
Sawyer, K. (2007): Group genius. The creative power of
collaboration. New York: Basic Books.
Sonnenburg, S. (2007): Kooperative Kreativität.
Theoretische Basisentwürfe und organisationale
Erfolgsfaktoren. Wiesbaden: SpringerVS.
(Chapter 6)
107
Weisbord, M. and Janoff, S. (2012): Future search. An
action guide to finding common ground in organizations
& communities. San Francisco: Berrett-Koehler.
Zhou, J. (2015): The Oxford handbook of creativity,
innovation, and entrepreneurship. Oxford: Oxford
University Press.
108
Brand Stories
Status: September 2015
Module-Nr./ Code
205.3.1 BRST
Module title
Brand Stories
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Melodena Balakrishnan
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Written Assignment
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
- to describe the difference between brand management as a trivial cause-and-effect
109
relationship and brand management as the art of navigation.
- to recognize that brands cannot be shaped in a one-sided way, but develop co-creatively.
- to diagnose the narrative structure (stories) of brands and integrate them in the brand navigation.
- to develop stories in text or image form (e.g. print or TV) and to locate them in space (e.g. brandlands or cyberspace).
- to compare the creation with strategy using qualitative methods.
Content of the module
- Branding as co-creation
- Different types of co-creation - Brand owner and consumer(s) - Brand communities
- Brand storytelling and brand narratives
- Formal framework and components of a story
- Brand Stories and media - Mass media - Social media - Word-of-mouth - Below the line - Space and place
Teaching and learning methods of the module
Interactive seminar
Critical interpretation in the form of individual and
group work
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study using online components such as
Skype, Dropbox and the university’s internal
download center.
Literature
(Required reading/supplementary recommended
reading)
Required reading:
McKee, R. (1998): Story. Substance, structure,
style, and the principle of screenwriting. London:
Methuen.
Singh, S. and Sonnenburg S. (2012): Brand
performances in social media. In: Journal of
Interactive Marketing, 26, 4, 189-197.
Woodside, A.G. (2010): Brand-consumer
storytelling Theory and Research. Introduction to
a Psychology & Marketing Special Issue. In:
Psychology & Marketing, 27, 6, 531-40.
110
Recommended reading:
Baker, L. and Sonnenburg, S. (2013): Branded
Spaces. Wiesbaden: SpringerVS.
Haven, K. (2007): Story proof: The science
behind the startling power of story. Westport:
Libraries Unlimited.
Kozinets,R.V., de Valck, K., Wojnicki, A.C. and
Wilner, S.J.S. (2010): Networked narratives.
Understanding word-of-mouth marketing in online
communities. In: Journal of Marketing, 74, March,
71-89.
Sherry, J.F., Kozinets, R.V. and Borghini, S.
(2006): Agents in paradise. Experiential co-
creation through emplacement, ritualization, and
community. In: Carù, A. and Cova, B. (eds.):
Consuming experience. London: Routledge, 17-
33.
Vera, D. and Crossan, M (2004): Theatrical
improvisation: Lessons for Organizations. In:
Organization Studies, 25, 5, 727-49.
Woodside, A.G., Sood, S. and Miller, K.E. (2008):
When consumers and brands talk. Storytelling
theory and research in psychology and
marketing. In: Psychology & Marketing, 25, 2, 97-
145.
111
Social Media Lab
Status: September 2015
Module-Nr./ Code
206.3.1 SMEL
Module title
Social Media Lab
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Christian Stiegler
Name(s) of the instructor(s)
Patrick Breitenbach
Thomas Zorbach
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Project
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
112
- to identify the different fields of application of social media.
- to reflect on the lack of control over social media.
- to reflect on and deal with a communication crisis in social networks.
- to develop suitable strategies and practices for dealing with uncertainty in the area of social media.
- to identify the different fields of application of social media.
- to practice concrete forms of social media in a laboratory situation.
- to understand the fundamentals of the media production of Web formats, to develop involving campaigns.
- to plan and implement service design with social media.
- to understand the fundamentals of community management.
Content of the module
- "Media & creation" Web video, podcast and blog publishing
- "Rules & tools" Platforms, Web services and production kits in the Web
- "Hack & act" Campaign development, involvement strategies and memetic levers
- "Feed the fans but don't feed the troll!" Digital supervision of enemies and fans in the social Web
- "Serve & protect" Customer service and customer protection
- "How to survive a shit storm" Crisis management in the social Web
Teaching and learning methods of the module
Project work, case studies, simulations, and role
plays
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
A weblog accompanying the module, excursions
and guest lectures
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Mandiberg, M. (2012): The Social Media Reader.
New York: New York University Press, 13-99.
Page, R. (2012): Stories and Social Media:
Identities and Interaction. London: Routledge, 1-
24 and 117-163.
113
Recommended reading:
Mandiberg, M. (2012): The Social Media Reader.
New York: New York University Press.
Briggs, A. and Burke, P. (2002): A Social History
of the Media. From Gutenberg to the Internet.
Malden: Blackwell, 220-234.
Leistert, O. and Röhle, T. (Hg) (2011):
Generation Facebook. Über das Leben im Social
Net. Bielefeld: Transcript.
Marshall, D.P. (2004): New Media Cultures.
London: Arnold.
Michelis, D., Schildhauer, T. (2010): Social Media
Handbuch. Theorien, Methoden, Modelle. Baden-
Baden: Nomos, 15-53.
Willems, H. (2008): Weltweite Welten. Internet-
Figurationen aus wissenssoziologischer
Perspektive. Wiesbaden: VS Verlag für
Sozialwissenschaften.
Willems, H. (1998): Inszenierungsgesellschaft.
Ein einführendes Handbuch. Opladen: Westdt.
Verlag.
Shirky, C. (2009): Here comes everybody. The
power of organizing without organizations.
London: Penguin Books.
Holiday, R. (2012): Trust me, I'm Lying.
Confessions of a Media Manipulator. New York:
Portfolio.
114
Tourism and Development
Status: September 2015
Module-Nr./ Code
207.3.1 TODE
Module title
Tourism and Development
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Desmond Wee, Ph.D.
Name(s) of the instructor(s)
Prof. Desmond Wee, Ph.D.
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 of which are 42 contact hours
Hours per week
3
Assessment type / requirement for the award of
credits
Written Assignment
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module are able to
115
- explore the development of performance, space, identities, cities, bodies and intimacy within tourism and leisure.
- identify and analyze current trends in tourism and leisure industries.
- critically analyze the effects of tourism on urban, regional, national and global developments.
- reflect a concept of touristification as a general feature of modern societies.
Content of the module
- Contribution of tourism to the development of a nation or community
- Relationship between tourism and economic growth, equitable distribution and sustainable development
- Processes, outcomes, influences, objectives of tourism-related development
- Connection between benefits of tourism and its contribution to development
- Consequences of development in destination areas
- Nature of local development and tourism environment
Teaching and learning methods of the module
Interactive lectures, critical analysis, group
projects, experiential learning
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Guest lectures and out-of-class fieldwork
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Burns, P. and Novelli, M. (2008): Tourism
Development. Growth, Myth and Inequalities.
Wallingford: CABI.
Recommended reading:
Sharpley, R. and Telfer, D.J. (2002): Tourism and
Development. Concepts and Issues. Clevedon:
Channel View.
Further literature will be submitted in class.
116
Diversity and Leadership
Status: September 2015
Module-Nr./ Code
209.3.1 DILE
Module title
Diversity and Leadership
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Francisco Javier Montiel Alafont
Name(s) of the instructor(s)
Dr. Ella Roininen
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Seminar Paper
Weighting of the grade within the total grade
4%
Qualification objectives of the module
Students who have successfully participated in
this module will be able to:
- Reflect and elaborate on the interdependency of power, closure,
117
dominance usurpation, inclusion and exclusion processes and diversity
- Identify and evaluate emerging processes related to diversity and draw consequences for the own action from it
- Develop and model leadership concepts related to diversity and apply them as context bound tools
- Interpret the leadership of diversity as a process within the organizational culture and develop creative applications
- Be ethically responsible in this regard
- Evaluate and weigh the effects of diversity on business performance (e.g. creativity, conflicts)
Content of the module
- Individualized leadership of a diverse workforce
- Current concepts of diversity e.g.
- Equal opportunity
- Heterogeneous teams
- Intercultural competence
- Recruitment policy
- International Diversity networks and scientific and practical diversity events
Teaching and learning methods of the module
- Cases and projects
- Elaboration of an individual case
- Networking
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
- Congress or network activities on diversity
Literature
(Required reading/supplementary recommended
reading)
Required readings for all:
Alvesson, M. and Billing, Y.D. (2009)
Understanding Gender and Organizations,
Second Edition. London: Sage. pp. 70-116, 143-
163 (Ch. 4-5, 7).
Calás, M. and Smircich, L. (1996) ʻFrom the
womanʼs point of view: Feminist approaches to
organizational studiesʼ, in S.R. Glegg, C. Hardy
and W.R. Nord (eds.), Handbook of
Organizational Studies. London: Sage.
Weedon, C. (1987) Feminist Practice and
Poststructuralist Theory. Oxford: Blackwell. pp. 1-
42 (Ch. 1-2).
118
Case-specific readings (distributed among
students according to their specific case
assignment):
Aaltio, I. /. Mills, A.J (eds.) Gender, Identity and
the Culture of Organizations. London: Routledge.
Brewis, J. (2001) “Telling like it is? Gender,
language and organizational theory”, in: R.
Westwood and S. Linstead (eds.): The Language
of Organization. London: Sage. pp. 283-309.
De Beauvoir, S. (1949): The Second Sex.
London: Random House, 2010.
Ferguson, K. (1984) The Feminist Case Against
Bureaucracy. Philadelphia: Temple University
Press.
Kanter, R.M. (1993) Men and Women of the
Corporation, New Edition. New York: Basic
Books.
Kirton, D.K. and Greene, A.-M. (2010) The
Dynamics of Managing Diversity. A Critical
Approach. Oxford: Elsevier
Sandberg, S. (2013): Lean In. New York:
Random House.
Case-specific readings are compulsory for the student in charge of preparing the specific case. For other students, they are supplementary texts. Cases will be distributed in the course kick-off.
Actual papers from related journals, for example:
Discourse and Society
Equality, Diversity and Inclusion, an International Journal
Gender and Society
Gender, Work and Organization
Human Relations
Work and Occupations Required texts will be made digitally available by the lecturer.
119
Staging in Global Financial Markets
Status: September 2015
Module-Nr./ Code
210.3.1 STAG
Module title
Staging in Global Financial Markets
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Bernd Ankenbrand
Name(s) of the instructor(s)
NN
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours of which 42 are contact hours / 108
self-study hours
Hours per week
3
Assessment type / requirement for the award of
credits
Written Assignment
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated
in this module will be able to:
- Explain and model the behavior of financial professionals from a culturalistic perspective
120
- Interpret and analyze financial events (like roadshows IPO`s or fund raising of hedge funds) with a constructivist tool box
- Deconstruct financial stagings in experimental settings and originate a modeling of related managerial activities
- Assess and design applicable actions for financial advisors based on the insights of behavioral finance
Content of the module
- Official and informal codes of conducts of financial professionals
- Ethnographic studies of the behavior of employees in the financial industries
- Staging of financial events (like roadshows IPO`s or fund raising of hedge funds)
- Deconstruction/construction of stagings in experimental settings
- Applicable actions for financial advisors based on the insights of behavioral finance
- Findings of behavioral economics including overconfidence
- Heuristic and biases influencing financial decisions
Teaching and learning methods of the module
Interactive Lectures, Text Analysis, Case Studies
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study integrating online components such as
Skype, Dropbox and the university’s internal
download center
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Ariely, D. (2010): Predictably Irrational. The
Hidden Forces that shape our decisions. Rev.
and expanded ed. London: Harper.
Kahneman, D. (2011): Thinking, Fast and Slow.
London: Allen Lane.
Recommended reading:
Thaler, R. and Sunstein, C. (2009): Nudge.
Improving Decisions About Health, Wealth, and
Happiness. London: Penguin.
Further Readings will be submitted in class
121
Sustainable Glocal Development: Transition & Transformation
Status: September 2015
Module-Nr./ Code
211.3.1 SGDT
Module title
Sustainable Glocal Development: Transition &
Transformation
Semester or trimester
3rd semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Compulsory Core Elective
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. André Reichel
Name(s) of the instructor(s)
Prof. Dr. André Reichel
N.N.
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 of which 42 are contact hours
Hours per week
3
Assessment type / requirement for the award of
credits
Essay
Weighting of the grade within the total grade
4%
Qualification objectives of the module
Following the successful completion of this
course, students should be able to:
- understand the connection between
122
globalization (diffusion of universals, disembedding of time and space) and localization (locus of globalization, reaction against globalization)
- critically reflect the notions of ‘smart city’ and ‘regional clusters’ and their conflicting global political and economic environments
- evaluate urban-based business models and their contribution towards a resilient, low-carbon, socially inclusive and democratic society
- understand institutional polyphony in cross-sectoral innovation networks and their socio-spatial boundedness
- appreciate the heterogeneity of values and different sources of knowledge (expert, practical, indigenous) that need to be utilized for transforming urban and regional environments
Content of the module
- Globalization, localization and the return of time, space and culture
- From neoliberal innovation regimes to transition towns
- New glocal economics: Connecting makerspaces, community farming and local exchange trading systems
- Management and tools for sustainable transitions in polyphonic environments
- Beyond the glocal: sustainable development in the Post-2015 world
Teaching and learning methods of the module
(Interactive) Seminar
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Self-study & blended learning
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Glocalism. Journal of culture, politics and
innovation
http://www.glocalismjournal.net/
Voss, J.-P., Bauknecht, D., & Kemp, R. (2006).
Reflexive Governance for Sustainable
Development. Edward Elgar Publishing.
Recommended:
123
Benton, C., Mullins, L., Shelley, K., & Dempsey,
T. (2013). Makerspaces: Supporting an
Entrepreneurial System Retrieved from
http://www.reicenter.org/upload/documents/colear
ning/benton2013_report.pdf
Petrella, R. (2000), The Future of Regions: Why
the Competitiveness Imperative Should not
Prevail over Solidarity, Sustainability and
Democracy. Geografiska Annaler: Series B,
Human Geography, 82: 67–72.
124
Personal Renewal
Status: September 2015
Module-Nr./ Code
201.4.1 PERE
Module title
Personal Renewal
Semester or trimester
4th semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Barbara Vossel
Name(s) of the instructor(s)
Barbara Vossel
Teaching language
English
Number of ECTS credits
5
Total workload and its breakdown
(e.g. self-study and contact hours)
150 hours, of which 28 are contact hours / 122
self-study hours (including one week of social
work)
Hours per week
2
Assessment type / requirement for the award of
credits
Learner’s Portfolio
Weighting of the grade within the total grade
4 %
Qualification objectives of the module
Students who have successfully participated in
this module will be able:
125
- to develop appropriate tools for continuously renewing their own physical, intellectual, emotional and ethical resources (maintaining a work-life balance).
- to reflect critically on the qualifications and skills acquired during their studies with regard to their own future and contribution to society.
- to see the end of their studies as the beginning of lifelong learning and lifelong personal development.
- to network on a long-term basis in order to benefit from lasting personal support.
- to say farewell in the context of a separation ritual and leave.
Content of the module
- Reflection of academic learning
- Lessons learned
- Challenges of complexity
- Leadership and self
- Personal identity and change
- Authenticity, truth, trust
- Personality, community, organization, society
- Responsibility, self-discipline - Empowerment and self-determination
- Leadership and relationshhip
- Networking and connectedness
- Career development and career well-being
- Intrinsic vs. extrinsic motivation
- Balancing your life
- Purpose and meaning in life
- Management and spirituality
- The „other“
Teaching and learning methods of the module
Deepening self-reflection, intercultural
experience, group discussion, moderated
reflection
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Part of the module is a project week, the motto is:
to be “out of the box”
Literature
(Required reading/supplementary recommended
reading)
Required reading:
Keyes, C.L.M. (2011): Authentic purpose. The
spiritual infrastructure of life. In :
Journal of Management, Spirituality & Religion, 8,
4, 281-297.
126
Kidd, J. M. (2008): Exploring the Components of
Career Well-Being and the Emotions Associated
with Significant Career Experiences. In: Journal
of Career Development, 35, 166-186.
de Janasz, S.C. and Forret, M. L. (2008):
Learning the Art of Networking. A Critical Skill for
Enhancing Social Capital and Career Success.
In: Journal of Management Education, 32, 629-
650.
Recommended reading:
Burchard, B. (2014): The Motivation Manifesto.
Carlsbad CA: Hay House.
Binney, G., Williams, C. and Wilke, G. (2012):
Living Leadership. A Practical Guide for Ordinary
Heroes. Harlow: Financial Times Press.
Hesse, H. (2011): The Journey to the East,
Reprint. London: Owen.
Frost, R. (2010): The Road Not Taken. A
Collection of Poems. S.l.: Big Fish Publishing.
127
Research Colloquium
Status: September 2015
Module-Nr./ Code
202.4.2 RECO
Module title
Research Colloquium
Semester or trimester
4th semester
Duration of module
One Semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
According to § 5 Enrolment Regulations
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Stephan Sonnenburg
Name(s) of the instructor(s)
Prof. Dr. Wendelin Küpers as supervisor.
Changing instructors in accordance with the
study and examination regulations and
depending on the topics and issues.
Teaching language
English
Number of ECTS credits
3
Total workload and its breakdown
(e.g. self-study and contact hours)
90 hours of which 28 are contact hours / 62 self-
study hours
Hours per week
2
Assessment type / requirement for the award of
credits
Presentation
Weighting of the grade within the total grade
2,4 %
Qualification objectives of the module
Students who have successfully participated
128
in this module will have acquired and trained a
firm grounding in the process and theory of
identifying, discussing and solving academic
research issues. They will be able to
- Structure and pursue a research process with defined milestones
- Construct, revise, and research an issue
- Give presentations on the issue meeting both academic and professional standards
- Guide a thoughtful, and constructive discussion and participate in a rigorous, thoughtful, and constructive peer review
- Defend their own work in a thoughtful and constructive manner, applying professional and academic rituals
Content of the module
- Contribute topics and issues for further discussion and research
- Discuss research approached
- Creation of an exposé
- Draft of a Working Paper
- Preparation of a Conference Presentation
Teaching and learning methods of the module
Academic colloquium, issues to prepared by the
students
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
Professionals and scholars (adjunct professors)
will be invited to participate on a regular basis
and introduce issues to be discussed in class
Literature
(Required reading/supplementary recommended
reading)
Required reading:
No specific literature requirements. Academic
advisor and students will individually agree on the
required readings for the sessions
Recommended reading:
Silverman, D. (2011): Interpreting Qualitative
Data. 4th ed. London: Sage.
Flick, U (2009): An Introduction to Qualitative
Research. 4th ed. London: Sage.
Flick, U., Kvale, S. and Angrosino, M. (2007):
The Sage Qualitative Research Kit. Los Angeles:
Sage.
Fisher, D. and Harrison, T. (1999):
Citing References. London: Blackwell.
129
Saunders, M.N.K., Lewis, P. and Thornhill, A.
(2012): Research Methods for Business
Students. 6th ed. Harlow: Pearson.
130
Master Thesis
Status: September 2015
Module-Nr./ Code
202.4.3 MAST
Module title
Master Thesis
Semester or trimester
4th semester
Duration of module
One semester
Course type
(Mandatory, elective, etc.)
Mandatory
If relevant, course units within the module
Frequency of module
Once a year
Entry requirements
Completion of 90 ECTS in this program
Applicability of the module to other programs
No
Person responsible for the module
Prof. Dr. Sonnenburg
Name(s) of the instructor(s)
Any tutor in accordance with the
study and examination regulations
Teaching language
English
Number of ECTS credits
22
Total workload and its breakdown
(e.g. self-study and contact hours)
16 weeks (21 ECTS) plus 30 hours preparation
for the defense (1 ECTS)
Hours per week
-
Assessment type / requirement for the award of
credits
Masterthesis and its defense
(weighted four to one)
Weighting of the grade within the total grade
21,6 %
Qualification objectives of the module
In accordance with the study
and examination regulations students who
have successfully participated in this module
will be able to:
131
- Investigate and answer an academic question independently using academic methods within a given time period
- Give a presentation summarizing the results of their work and defend it with informed academic arguments in a discussion (max. 30 min)
Content of the module
- Master thesis and defense of the master thesis in accordance with the study and examination regulations
Teaching and learning methods of the module
Bibliographical research and empiric research if
indicated, self-directed scientific analysis,
compilation and presentation
Support and feedback by the instructor in charge
or other instructors maybe solicited
Special features (e.g. online activities,
event/company visits, guest speakers, etc.)
None
Literature
(Required reading/supplementary recommended
reading)
Required reading:
The literature requirements depend on the
subject of the thesis and will be result of self-
directed bibliographical research
Recommended reading:
Readings will be submitted in class.