Fachbereich 02: Wirtschaftswissenschaften - Master-Studiengang Accounting, Finance & Sustainability (M.Sc.) ab Wintersemester 2023/24 - Seminar- und Thesis-Module

The seminar explores the intersection of corporate responsibility, sustainability, and stakeholder management. It begins with lectures on major global challenges such as climate change, biodiversity loss, and global social issues, alongside the fundamentals of stakeholder management. The seminar then transitions into a hands-on simulation where participants act as the Corporate Responsibility and Ethics Officer (CREO) of K-Tai, Inc., a fictional smartphone company. In this role, they navigate complex stakeholder demands, manage CSR policies, and influence corporate strategy, reflecting the real-world challenges of integrating CSR and business ethics into daily operations. The seminar closes with a practice case on stakeholder management.

Zwei Gruppen

Gruppe 1:
31.10.2024 8 bis 16 Uhr
01.11.2024 8 bis 16 Uhr
07.11.2024 8 bis 16 Uhr
08.11.2024 8 bis 15 Uhr

Gruppe 2:
21.11.2024 8 bis 16 Uhr
22.11.2024 8 bis 16 Uhr
28.11.2024 8 bis 16 Uhr
29.11.2024 8 bis 15 Uhr

References:
Agle, B. R., R. K. Mitchell and J. A. Sonnenfeld. 1999. Who matters to CEO's? An investigation of stakeholder attributes and salience, corporate performance and CEO values. Academy of Management Journal 42 (5): 507-525.
Carroll, A. B. 1991. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons 34 (4): 39-48.
Carroll, A. B. 2016. Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility 1 (1): 3.
Chandler, D. 2022. Strategic Corporate Social Responsibility. Sustainable Value Creation, 6th ed. Sage: London, UK.
Freeman, E. R. 1984. Strategic management: A stakeholder approach. Pitman: Boston, MA.
Freeman, E. R. 2004. The stakeholder approach revisited. Zeitschrift fuer Wirtschafts- und Unternehmensethik 5 (3): 228-241.
Friedman, M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine (13 September): 122-126.
Frooman, J. 1999. Stakeholder influence strategies. Academy of Management Review 24 (2): 191-205.
Haski-Leventhal, D., L. Roza and L. C. P. M. Meijs. 2017. Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics 143 (1): 35-51
Mitchell, R. K., B. R. Agle and D. J. Wood. 1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review 22 (4): 853-886.
Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review 20 (3): 571-610.
Werther Jr, W. B. and D. Chandler. 2005. Strategic corporate social responsibility as global brand insurance. Business Horizons 48 (4): 317-324.

The seminar explores the intersection of corporate responsibility, sustainability, and stakeholder management. It begins with lectures on major global challenges such as climate change, biodiversity loss, and global social issues, alongside the fundamentals of stakeholder management. The seminar then transitions into a hands-on simulation where participants act as the Corporate Responsibility and Ethics Officer (CREO) of K-Tai, Inc., a fictional smartphone company. In this role, they navigate complex stakeholder demands, manage CSR policies, and influence corporate strategy, reflecting the real-world challenges of integrating CSR and business ethics into daily operations. The seminar closes with a practice case on stakeholder management.

Zwei Gruppen

Gruppe 1:
31.10.2024 8 bis 16 Uhr
01.11.2024 8 bis 16 Uhr
07.11.2024 8 bis 16 Uhr
08.11.2024 8 bis 15 Uhr

Gruppe 2:
21.11.2024 8 bis 16 Uhr
22.11.2024 8 bis 16 Uhr
28.11.2024 8 bis 16 Uhr
29.11.2024 8 bis 15 Uhr

References:
Agle, B. R., R. K. Mitchell and J. A. Sonnenfeld. 1999. Who matters to CEO's? An investigation of stakeholder attributes and salience, corporate performance and CEO values. Academy of Management Journal 42 (5): 507-525.
Carroll, A. B. 1991. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons 34 (4): 39-48.
Carroll, A. B. 2016. Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility 1 (1): 3.
Chandler, D. 2022. Strategic Corporate Social Responsibility. Sustainable Value Creation, 6th ed. Sage: London, UK.
Freeman, E. R. 1984. Strategic management: A stakeholder approach. Pitman: Boston, MA.
Freeman, E. R. 2004. The stakeholder approach revisited. Zeitschrift fuer Wirtschafts- und Unternehmensethik 5 (3): 228-241.
Friedman, M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine (13 September): 122-126.
Frooman, J. 1999. Stakeholder influence strategies. Academy of Management Review 24 (2): 191-205.
Haski-Leventhal, D., L. Roza and L. C. P. M. Meijs. 2017. Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics 143 (1): 35-51
Mitchell, R. K., B. R. Agle and D. J. Wood. 1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review 22 (4): 853-886.
Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review 20 (3): 571-610.
Werther Jr, W. B. and D. Chandler. 2005. Strategic corporate social responsibility as global brand insurance. Business Horizons 48 (4): 317-324.

The seminar explores the intersection of corporate responsibility, sustainability, and stakeholder management. It begins with lectures on major global challenges such as climate change, biodiversity loss, and global social issues, alongside the fundamentals of stakeholder management. The seminar then transitions into a hands-on simulation where participants act as the Corporate Responsibility and Ethics Officer (CREO) of K-Tai, Inc., a fictional smartphone company. In this role, they navigate complex stakeholder demands, manage CSR policies, and influence corporate strategy, reflecting the real-world challenges of integrating CSR and business ethics into daily operations. The seminar closes with a practice case on stakeholder management.

Zwei Gruppen

Gruppe 1:
31.10.2024 8 bis 16 Uhr
01.11.2024 8 bis 16 Uhr
07.11.2024 8 bis 16 Uhr
08.11.2024 8 bis 15 Uhr

Gruppe 2:
21.11.2024 8 bis 16 Uhr
22.11.2024 8 bis 16 Uhr
28.11.2024 8 bis 16 Uhr
29.11.2024 8 bis 15 Uhr

References:
Agle, B. R., R. K. Mitchell and J. A. Sonnenfeld. 1999. Who matters to CEO's? An investigation of stakeholder attributes and salience, corporate performance and CEO values. Academy of Management Journal 42 (5): 507-525.
Carroll, A. B. 1991. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons 34 (4): 39-48.
Carroll, A. B. 2016. Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility 1 (1): 3.
Chandler, D. 2022. Strategic Corporate Social Responsibility. Sustainable Value Creation, 6th ed. Sage: London, UK.
Freeman, E. R. 1984. Strategic management: A stakeholder approach. Pitman: Boston, MA.
Freeman, E. R. 2004. The stakeholder approach revisited. Zeitschrift fuer Wirtschafts- und Unternehmensethik 5 (3): 228-241.
Friedman, M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine (13 September): 122-126.
Frooman, J. 1999. Stakeholder influence strategies. Academy of Management Review 24 (2): 191-205.
Haski-Leventhal, D., L. Roza and L. C. P. M. Meijs. 2017. Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics 143 (1): 35-51
Mitchell, R. K., B. R. Agle and D. J. Wood. 1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review 22 (4): 853-886.
Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review 20 (3): 571-610.
Werther Jr, W. B. and D. Chandler. 2005. Strategic corporate social responsibility as global brand insurance. Business Horizons 48 (4): 317-324.

The seminar explores the intersection of corporate responsibility, sustainability, and stakeholder management. It begins with lectures on major global challenges such as climate change, biodiversity loss, and global social issues, alongside the fundamentals of stakeholder management. The seminar then transitions into a hands-on simulation where participants act as the Corporate Responsibility and Ethics Officer (CREO) of K-Tai, Inc., a fictional smartphone company. In this role, they navigate complex stakeholder demands, manage CSR policies, and influence corporate strategy, reflecting the real-world challenges of integrating CSR and business ethics into daily operations. The seminar closes with a practice case on stakeholder management.

Zwei Gruppen

Gruppe 1:
31.10.2024 8 bis 16 Uhr
01.11.2024 8 bis 16 Uhr
07.11.2024 8 bis 16 Uhr
08.11.2024 8 bis 15 Uhr

Gruppe 2:
21.11.2024 8 bis 16 Uhr
22.11.2024 8 bis 16 Uhr
28.11.2024 8 bis 16 Uhr
29.11.2024 8 bis 15 Uhr

References:
Agle, B. R., R. K. Mitchell and J. A. Sonnenfeld. 1999. Who matters to CEO's? An investigation of stakeholder attributes and salience, corporate performance and CEO values. Academy of Management Journal 42 (5): 507-525.
Carroll, A. B. 1991. The pyramid of corporate social responsibility: Toward the moral management of organizational stakeholders. Business Horizons 34 (4): 39-48.
Carroll, A. B. 2016. Carroll’s pyramid of CSR: taking another look. International Journal of Corporate Social Responsibility 1 (1): 3.
Chandler, D. 2022. Strategic Corporate Social Responsibility. Sustainable Value Creation, 6th ed. Sage: London, UK.
Freeman, E. R. 1984. Strategic management: A stakeholder approach. Pitman: Boston, MA.
Freeman, E. R. 2004. The stakeholder approach revisited. Zeitschrift fuer Wirtschafts- und Unternehmensethik 5 (3): 228-241.
Friedman, M. 1970. The social responsibility of business is to increase its profits. New York Times Magazine (13 September): 122-126.
Frooman, J. 1999. Stakeholder influence strategies. Academy of Management Review 24 (2): 191-205.
Haski-Leventhal, D., L. Roza and L. C. P. M. Meijs. 2017. Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics 143 (1): 35-51
Mitchell, R. K., B. R. Agle and D. J. Wood. 1997. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Academy of Management Review 22 (4): 853-886.
Suchman, M. C. 1995. Managing legitimacy: Strategic and institutional approaches. Academy of Management Review 20 (3): 571-610.
Werther Jr, W. B. and D. Chandler. 2005. Strategic corporate social responsibility as global brand insurance. Business Horizons 48 (4): 317-324.

Diese Veranstaltung richtet sich ausschließlich an Studierende, die sich über das Prüfungsamt verbindlich für eine BSc- oder MSc-Abschlussarbeit an der Professur für Statistik und Ökonometrie angemeldet haben.
Sofern Sie einen Thesisplatz an unserer Professur erhalten haben, fügen wir Sie dieser stud.ip-Veranstaltung hinzu.
Für alle anderen Studierende bleibt diese Veranstaltung gesperrt.

Struktur: 2-wöchentliches Kolloquium
Turnus: Sommer- und Wintersemester
Credits: 12 CP für Bachelorkandidaten und 30 CP für Masterkandidaten
Sprache: Deutsch (schriftliche Arbeit auf Englisch möglich)
Prüfungsform: schriftliche Ausarbeitung

Die Veranstaltung findet in der Vorlesungszeit in Präsenz oder digital statt (wird rechtzeitig bekannt gegeben).
Bachelor- und Masterkandidaten sollen in der ersten Vorlesungswoche da sein.