Organisational Transformation Case Studies

Wirtschafts- und Sozialwissenschaften

Version 11.0 vom 05.04.2022

22M0881

Organisational Transformation Case Studies

• Business Management (M.A.)
• Controlling und Finanzen (M.A.)
• International Business and Management (Master) (M.A.)

4

This module completes the major “Innovation and Transformation”. It explores the interdependent aspects of strategic, structural and cultural decisions of business organizations in an international environment and highlights the impact of these interdependent areas on organizational competitiveness and performance. Special emphasis is placed on the nature of international corporations and innovative business models.

• The following topics are dealt with in case studies:
• Corporate leadership, • Organizational cultures • International aspects of organizational transformation • Power and politics in transformation processes• Strategic decision taking • Reorganization of top management structures • Crises management and corporate restructuring • Acquisition and integration of business ventures/entities • Joint ventures • Strategic alliances and networks.

Wissensverbreiterung
Students identify how issues of structure, culture, power, politics, leadership
and learning can be used to understand and manage change in MNEs.
Wissensvertiefung
Students
- get a deeper understanding of planned and emergent transformational change.
- reflect the sources of organizational culture and the influence of national culture in business transformation

Können - instrumentale Kompetenz
Students
- can analyze a business case in a systematic way
- differenciate between immediate and basic issues (importance and urgency) and causes/effects.
- are able to identify constraints and opportunities in complex business transformation processes
- use qualitative and quantitative analysis to draw appropriate conclusions and find solutions
Können - kommunikative Kompetenz
Students
- Interpret and explain the impact of different solutions on business performance, culture and employees in specific settings (e.g. sectors, countries)
- are able to explain decision criteria and and reasons for suggested solutions
Können - systemische Kompetenz
Students
- are able to draw conclusions and develop concepts for organizational transformation
- can critically reflect strengths and weaknesses of a strategy and case solutions

Die Veranstaltung wird überwiegend seminaristisch durchgeführt. Die Vorlesungsanteile dienen der Einführung in die Thematik, incl. der theoretischen Konzepte und Methoden, sowie Vorbereitung von Diskussionen, Fallstudien und Gruppenarbeiten.

Knowledge of International Business, strategic management and management concepts.

Schinnenburg, Heike

• Schinnenburg, Heike
• Böhmer, Nicole

5

Mauffette-Leenders, L.A., Erskine, J.A., Leenders, M. (2007): Learning with cases. Richard Ivy School of Business.

Strategic Business Cases (yet to decide; Module starts in 2018)

Burnes, B. (2009): Managing Change

BCG (2015): Navigating a World of Digital Disruption.

Helpap, S.; Schinnenburg, H. (2016): Supervisors’ Change Communication and Employees’ Emotions: Reactions of German and Indian Employees to Organizational Change. Akzeptiert und präsentiert auf der EAWOP SGM, Athens, 8th to 10th of June 2016, Veröffentlichung in Vorbereitung.

• Klausur 2-stündig
• Hausarbeit
• Portfolio Prüfung

Die Portfolio-Prüfung wird mit insgesamt 100 Punkten (=%) bewertet. Dazu gehört die Ausarbeitung einer Unternehmensfallstudie (50 Punkte) sowie ein Referat (50 P.)

Students have to be able to analyze a complex business situation and to draw conclusions/develop concepts for a business transformation.

1 Semester

Nur Wintersemester

Englisch