Bachelorarbeit

Willkommen an unserem Lehrstuhl!

Generelles

Es werden ausgewählte Aspekte der Betriebswirtschaftslehre durch das Verfassen und Präsentieren einer Bachelorarbeit vertieft.

Die Studierenden bearbeiten und analysieren ein vom Lehrstuhl vorgegebenes betriebswirtschaftliches Thema. Sie nutzen hierfür relevante Fachliteratur um das Thema aufzuarbeiten. In diesem Rahmen lernen sie, sich kritisch mit praktischen und theoretischen Fragestellungen des Forschungsgebiets auseinanderzusetzen und entsprechende Fachartikel zu bewerten. Neben dem reinen Verfassen der schriftlichen Arbeit stellen sie die Ergebnisse anhand einer Präsentation vor .

Jeden Juli werden die Studierenden aufgefordert ihre Präferenz anzugeben bei welchem Lehrstuhl sie ihre Bachelorarbeit im darauffolgendem akademischen Jahr schreiben wollen. Das Prüfungsamt verteilt die Studierenden zentral, wobei versucht wird die erste Präferenz der Studierenden dabei zu berücksichtigen. Dies ist leider nicht immer möglich.

Wenn Sie vom Prüfungsamt einen Platz im Bachelorseminar an unserem Lehrstuhl zugewiesen bekommen haben, bitten wir Sie dennoch sich für das Seminar anzumelden und eine Themenpräferenz zu bennen.

Rahmenbedingungen

Umfang der Arbeit: 25 bis 30 Seiten

Präsentation: verpflichtend

Teilnahme am dazugehörigen Methodenkurs: verpflichtend

Bearbeitungszeit: 10 Wochen

Bitte beachten Sie, dass die Arbeit in Englisch zu schreiben ist und von dieser Regel keine Ausnahmen gemacht werden.

Themen im Wintersemester 2021/2022

1. The influence of cultural intelligence on global leadership

Supervisor: Andrea Hauer

Global leadership refers to the ability to influence the attitudes and behaviours of followers from different cultural backgrounds. A successful global leader should have a vision and purpose, exhibit certain leadership behaviours (e.g. building trust and spanning boundaries) and have a certain skillset in order to achieve their job responsibilities.

A leader’s skills have an important impact on the overall performance of his subordinates. One important characteristic that seems to influence the subordinates’ performance is cultural intelligence (CQ).

Cultural intelligence consists of different meta-cognitive, cognitive, motivational and behavioural components and can be viewed as the ability of a person to adapt to an unfamiliar situation and correctly interpret communication across different cultures.

There is a growing body of literature on global leadership development and as CQ is a feature that can be trained, it becomes of interest for MNCs looking to develop global leaders.

This B.Sc. thesis should critically review the literature on global leadership and cultural intelligence and discuss how cultural intelligence impacts global leadership.

 

Ramsey, JR, Rutti, RM, Lorenz, MP, Barakat, LL & Sant, Anna, AS. 2017. Developing global transformational leaders. Journal of World Business, 52(4), pp. 461–473.

Alon, I & Higgins, JM 2005. Global leadership success through emotional and cultural intelligences. Business Horizons, 48(6), pp. 501–512.

Li, M., Mobley, W. H. and Kelly, A. 2013. When Do Global Leaders Learn Best to Develop Cultural Intelligence? An Investigation of the Moderating Role of Experiential Learning Style. Academy of Management Learning & Education, 12(1), pp. 32–50.

Reiche, B, Bird, A, Mendenhall, M & Osland, J 2017. Contextualizing leadership: a typology of global leadership roles. Journal of International Business Studies, 48(5), pp. 552–572.

2. The significance of cultural intelligence in global virtual teams

Supervisor: Andrea Hauer

Global virtual teams have become increasingly important in multinational corporations. Since team members come from different cultural and linguistic backgrounds and hardly meet face to face, they face additional challenges in comparison to co-located teams.

Given the fact, that members of global virtual teams are limited in their exchanges to virtual communication, cultural intelligence is particularly important to overcome the additional challenges in functioning effectively as a team.

Cultural intelligence can be broken down into (meta-)cognitive, motivational and behavioural components and can be viewed as the ability of a person to adapt to an unfamiliar situation and correctly interpret communication across different cultures.

This B.Sc. thesis should critically review the literature on the challenges of global virtual teams and the importance of cultural intelligence for global teams and integrate both streams of literature in a way to tease out the relevance of cultural intelligence for the specific context of global virtual teams.

 

Presbitero, A 2020. Foreign language skill, anxiety, cultural intelligence and individual task performance in global virtual teams: A cognitive perspective. Journal of International Management, 26(2), p. N.PA.

Earley,P.E. , Murnieks, C. , Mosakowski,E. 2007. Cultural Intelligence and the Global Mindset, in Mansour Javidan, Richard M. Steers, Michael A. Hitt (ed.) The Global Mindset (Advances in International Management, Volume 19) Emerald Group Publishing Limited, pp.75 – 103.

Presbitero, A. and Toledano, L. S. 2018. Global team members’ performance and the roles of cross-cultural training, cultural intelligence, and contact intensity: the case of global teams in IT offshoring sector. International Journal of Human Resource Management, 29(14), pp. 2188–2208.

3. Cosmopolitan leaders in multinational corporations

Supervisor: Andrea Hauer

Through the emergence of globalization and the new possibilities of mobility, influencing the way business is globally conducted, the topic of cosmopolitanism has recently obtained prominence in the area of international business. Cosmopolitans are attributed with a high degree of openness towards other people, mobility and competence with a foreign culture.

In our globalizing world, companies have an increasing need for global leaders. These leaders are supposed to have certain personal characteristics, such as openness and flexibility. They must address the challenges arising from a workforce of differing nationalities and cultural backgrounds.

This B.Sc. thesis should critically review the literature on cosmopolitans in leadership positions and explore in particular the relevance of cosmopolitan characteristics for successful leadership in MNCs.

 

Zander, L., Mockaitis, A. I. and Butler, C. L. 2012. Leading global teams. Journal of World Business, 47(4), pp. 592–603.

Vogelgesang, G., Clapp-Smith, R., & Osland, J. 2014. The Relationship Between Positive Psychological Capital and Global Mindset in the Context of Global Leadership. Journal of Leadership & Organizational Studies, 21(2), pp.165–178.

Levy, O, Lee, H-J, Jonsen, K & Peiperl, MA. 2019. Transcultural Brokerage: The Role of Cosmopolitans in Bridging Structural and Cultural Holes. Journal of Management, 45(2), pp. 417–450.

4. An innovative career path: Global careers

Supervisor: Andrea Hauer

Employees pursue global careers when they gain diversified, international work experience in several different countries across the world over a longer period of time. These global careers are a particular category of the boundaryless career, in which individuals move between jobs, firms, and countries. As such it is not so much characterizing any single career form, but rather a range of possible career forms which go against many traditional employment assumptions.

The literature still debates what global careerists value most in their careers and what influences their career decisions. Due to the challenging nature of their jobs, global careerists face a multitude of challenges, most notably work-family conflicts. Employing organizations have to take this innovative form of career path into consideration and react to it.

This B.Sc. thesis should critically review the literature on global careerists, providing an overview of their career decisions and challenges and how employing organizations react to this new career form.

 

Suutari, V, Tornikoski, C & Mäkelä, L. 2012. Career decision making of global careerists. International Journal of Human Resource Management, 23(16), pp. 3455–3478.

Näsholm, M. H. 2012. Global careerists’ identity construction: A narrative study of repeat expatriates and international itinerants. International Journal of Managing Projects in Business, 5(4), pp. 804–812.

Mäkelä, L & Suutari, V. 2011. Coping with work-family conflicts in the global career context. Thunderbird International Business Review, 53(3), pp. 365–375.

5. Commonalities and differences of protean and boundaryless careers

Supervisor: Andrea Hauer

Protean and boundaryless careers have frequently been described as a result of global economic changes and the increasing international mobility of people. Protean and boundaryless career attitudes are mostly described as alternatives to traditional forms of career planning.

Protean career theory suggests that employees are managing their own careers as a lifelong sequence of work experiences. These experiences are shaped by personal career choices and the search for self- fulfilment. Career choices are based on internal values and self-direction.

The boundaryless career is based on psychological and physical mobility. This concept refers to the willingness to cross organizational and national boundaries as a career strategy.

Despite some similarities between the protean and boundaryless career concepts, they are distinct and are applied varyingly by individuals.

This B.Sc. thesis should critically review the protean and boundaryless career literature and clearly discuss similarities and differences between these two concepts. The dissertation should give practical recommendations how companies can attract and benefit from protean and boundaryless careerists.

 

Breitenmoser, A, Berg, N & Bader, B. 2018. Why does repatriate career success vary? An empirical investigation from both traditional and protean career perspectives. Human Resource Management, 57(5), pp. 1049–1063.

Hofstetter, H & Rosenblatt, Z. 2017. Predicting protean and physical boundaryless career attitudes by work importance and work alternatives: regulatory focus mediation effects. International Journal of Human Resource Management, 28(15), pp. 2136–2158.

Hirschi, A, Jaensch, VK & Herrmann, A. 2017. Protean career orientation, vocational identity, and self-efficacy: an empirical clarification of their relationship. European Journal of Work & Organizational Psychology, 26(2), pp. 208–220.

Crowley, HM, Benson, ET & Al Ariss, A. 2019. Linking Talent Management to Traditional and Boundaryless Career Orientations: Research Propositions and Future Directions. European Management Review, 16(1), pp. 5–19.

6. The impact of national culture on job satisfaction

Supervisor: Andrea Hauer

Job satisfaction can be described as the degree to which employees like their jobs. Having satisfied employees is of high relevance for a firm’s success as a low job satisfaction can lead to firm exit, decreased loyalty, neglect of tasks and other less favorable outcomes.

Research suggests that job satisfaction differs across national cultures. However, it is not only the average job satisfaction levels that differ, but the drivers of job satisfaction might also be valued differently across nations. Every culture values different behaviors and role relationships that can influence the importance attached to different job characteristics.

Some drivers of job satisfaction can apply to all countries (e.g. having an interesting job), while others seem to be country-specific (e.g. the relative relevance of pay and job security).

This B.Sc. thesis should critically review the literature on job satisfaction and analyze in which way national culture impacts the drivers and the level of job satisfaction.

 

Hauff, S, Richter, NF & Tressin, T. 2015. Situational job characteristics and job satisfaction: The moderating role of national culture. International Business Review, 24(4), pp. 710–723.

Thomas, DC & Au, K. 2002. The Effect of Cultural Differences on Behavioral Responses to Low Job Satisfaction. Journal of International Business Studies, 33(2), pp. 309–326.

Huang, X & Vliert, EV de. 2004. Level and National Culture as Joint Roots of Job Satisfaction. Applied Psychology: An International Review, 53(3) pp. 329–348.

7. Opportunities and challenges of self-initiated international assignments

Supervisor: Andrea Hauer

There is a growing body of research that identifies a disjunction between an international assignees' perception of the value of international assignments from a career perspective and the perceived value from the organizational point of view. Specifically, individual assignees perceive the main value of the assignment as a mean for developing individual competence that can be transferred across organizations.

Reflecting this trend, international human resource managers have noticed a growing number of self-initiated international assignments. In the context of self-initiated assignments, employees seek posts in foreign operations and relocate abroad on their own accord, without organizational assistance. One key implication of the increasing number of self-initiated assignees is that multinational corporations can make use of these employees to fill key positions in subsidiary operations at a lower cost than traditional expatriates.

This B.Sc. thesis should critically review the advantages and drawbacks of self-initiated international assignments, both from the assignee's and the employer's point of view.

 

Suutari, V, Brewster, C, Mäkelä, L, Dickmann, M, & Tornikoski, C. 2018. The Effect of International Work Experience on the Career Success of Expatriates: A Comparison of Assigned and Self‐Initiated Expatriates. Human Resource Management, 57(1), pp. 37-54.

Thomas, D.C., Lazarova, M.B. & Inkson, K. 2005. Global careers: new phenomenon or new perspectives? Journal of World Business, 40(4), pp. 340-347.

Shaffer, M. A.,Reiche, S., Dimitrova, M, Lazarova, M, Chen, S, Westman, M & Wurtz, O 2016. Work- and family-role adjustment of different types of global professionals: Scale development and validation. Journal of International Business Studies, 47(2), pp. 113–139.

Hajro, A.,Stahl, G., Clegg, C. & Lazarova, M.B. 2019. Acculturation, coping, and integration success of international skilled migrants: An integrative review and multilevel framework. Human Resource Management Journal, 29(3), pp. 328–352.

8. The difference between the Western and the Chinese leadership style

Supervisor: Daniel Pauser

Leadership contributes significantly to the success or failure of an organisation. The effects of leadership styles on employees’ motivation and performance have been extensively studied.

Research has shown that the leadership styles considerably differ across cultures. In Western cultures, leadership attributes, such as empowerment and clear vision, are often seen as important elements of good leadership in order to increase employees’ job satisfaction and commitment. On the contrary, in China, leadership tends to be based more on position, authority and seniority as a result of a more rigid hierarchical organisational and societal structure.

The B.Sc. thesis should juxtapose leadership styles in the West and China and critically discuss their advantages and disadvantages.

 

Javidan, M, Dorfman, P, De Luque, M, S, & House, R. 2006. In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. Academy of Management Perspectives, 20(1), 67-90.

Gerstner, C. R, & Day, D, D. 1994. Cross-cultural comparison of leadership prototypes. Leadership Quarterly, 5(1), 121-134.

Dorfman, P. W., Howel, J. P.,Hibino, S., Lee, J. K., Tate, U. & Bautista, A. 1997. Leadership in western and Asian countries: Commonalities and differences in effective leadership processes across cultures. Leadership Quarterly, 8(3), 233-274.

Ma, L., Tsui, A.S., 2015. Traditional Chinese philosophies and contemporary leadership. Leadership Quarterly 26, 13–24.

9. The internationalisation of Chinese multinational corporations (MNCs)

Supervisor: Daniel Pauser

Numerous studies investigated the internationalisation strategies of MNCs, specifically the implications of integration and responsiveness strategies.

However, most of these studies have adopted a predominantly Western or developed economy perspective, investigating the internationalisation strategies of American or European MNCs in high-growth regions (e.g. China), neglecting to consider reverse trends.

In light of the ever-increasing significance of Chinese MNCs, research started to focus on internationalisation practices of those Chinese MNCs in developed (e.g. Western) markets.

Dominance, country-of-origin and localisation effects, especially in their interaction with other aspects such as host-country context and industry sector, constitute particularly relevant aspects in the context of internationalisation strategies, specifically regarding the integration and responsiveness of MNCs.

This B.Sc. thesis is targeted at critically analysing how internationalisation strategies, specifically regarding integration and responsiveness, of Chinese MNCs in Western economies are implemented.

 

Zhu, J.S., Zhu, C.J. and De Cieri, H. (2014), Chinese MNCs’ Preparation for Host-Country Labor Relations: An Exploration of Country-of-Origin Effect. Human Resource Management, 53: 947-965.

Pudelko, M. and Harzing, A.-W. (2007), Country-of-origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries. Human Resource Management, 46: 535-559.

Zhong W, Peng J, Liu C. Internationalization performance of Chinese multinational companies in the developed markets. Journal of Business Research. 2013;66(12):2479-2484.

Panibratov, Andrei & Klishevich, Daria. (2021). Emerging market state-owned multinationals: a review and implications for the state capitalism debate. Asian Business & Management. 1-34. 10.1057/s41291-021-00150-6.

10. The different effects of social capital on operations of Chinese multinational corporations (MNCs) in Western countries

Supervisor: Daniel Pauser

Social capital is defined as a nonfinancial resource immanent in social relations that can serve to provide competitive advantage for organisations and individuals alike. It has long since been a prevalent concept extensively covered in management and organisation research.

Previous studies have so far extensively elaborated on a Western-centric perspective analysing the concept’s basic composition (structural, relational, cognitive) and principles regarding for example the positive effect of social capital on information, power, control, influence and solidarity. However, with an increasing shift in focus and an ever-advancing understanding of non-Western management and organisation practices new research avenues have revealed themselves shedding light on the differences in antecedents, mechanisms and overall processes between Chinese and Western manifestations of social capital.

This B.Sc. is aimed at critically discussing the effect of social capital on the operations of Chinse MNCs in Western countries.

 

Zhang, Hongjuan & Han, Rong & Wang, Liang & Lin, Runhui. (2019). Social capital in China: a systematic literature review. Asian Business & Management. 20. 10.1057/s41291-019-00081-3.

Kwon, S. W., & Adler, P. S. (2014). Social capital: Maturation of a field of research. Academy of Management Review, 39(4), 412–422.

Inkpen, A. C., & Tsang, E. W. K. (2016). Reflections on the 2015 decade award—Social capital, networks, and knowledge transfer: An emergent stream of research. Academy of Management Review, 41(4), 573–588.

Hitt, M.A., Lee, Hu. & Yucel, E. The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms. Asia Pacific Journal of Management 19, 353–372 (2002).

11. Trust Repair in Cross-Cultural Collaborations

Supervisor: Canan Liedtke

Trust as a willingness to accept vulnerability is based on the positive expectations of the intensions or behaviour of a counterpart. Given the fact, that expectations are shaped by cultural factors, particular challenges arise within cross-cultural collaborations.

In organizational settings, studies reveal that trust is a highly complex construct with a series of consequences. For instance, trust impacts organisational citizenship behaviours, commitment, job satisfaction and overall performance. However, trust is not static, it is fragile and can be broken or violated. Such violations can lead to retaliation, avoidance, or undesirable work behaviour, and even switch to distrust.

Therefore, trust repair is vital to prevent further damage, resulting in downward spirals, and to re-enable cooperation between the parties. Current research examines the dynamics and effectiveness of trust repair through different approaches on multiple levels. Nevertheless, overarching findings suggest that reasons and response to trust violations, dimensions of trustworthiness and related variables such as expectations and cultural differences affect trust repair efficiency.

The B.Sc. thesis should critically review the literature on trust repair and discuss in particular the impact of culture on trust repair.

 

Kähkönen, T., Blomqvist, K., Gillespie, N., & Vanhala, M. (2021). Employee trust repair: A systematic review of 20 years of empirical research and future research directions. Journal of Business Research, 130, 98–109.

Kim, P. H., Dirks, K. T., & Cooper, C. D. (2009). The Repair of Trust: A Dynamic Bilateral Perspective and Multilevel Conceptualization. Academy of Management Review, 34(3), 401–422.

Zaheer, S., & Zaheer, A. (2005). Trust across borders. Journal of International Business Studies, 37(1), 21–29.

12. Multicultural Employees and Boundary Spanning

Supervisor: Canan Liedtke

Multicultural employees identify with two or more cultures. They possess an internalised cultural understanding of the respective cultures and consequently have a distinct set of features at their disposition that enables them to operate within and between cultures. Research links multicultural employees to higher social capital, intercultural skills and personal well-being to improve intercultural interactions.

In organizational settings, individual boundary spanners engage in and foster relations and interactions between groups. A boundary spanner is defined through the perception of the in-group and relevant out-groups regarding the engagement in significant interactions. The various possible activities of boundary spanning can be bundled into the functions of exchanging, linking, facilitating, and intervening. Particularly individuals with multicultural experience and language skills are identified as boundary spanners in multinational collaborations. Thus, multicultural employees may be pivotal in facilitating boundary spanning in multinational collaborations.

The B.Sc. Thesis should critically review and discuss the literature on multicultural employees, particularly regarding boundary spanning in multinational collaborations and discuss how multicultural employees can facilitate boundary spanning.

 

Backmann, J., Kanitz, R., Tian, A. W., Hoffmann, P., & Hoegl, M. (2020). Cultural gap bridging in multinational teams. Journal of International Business Studies, 51(8), 1283–1311.

Barner-Rasmussen, W., Ehrnrooth, M., Koveshnikov, A., & Mäkelä, K. (2014). Cultural and language skills as resources for boundary spanning within the MNC. Journal of International Business Studies, 45(7), 886–905.

Fitzsimmons, S. R., Liao, Y., & Thomas, D. C. (2016). From crossing cultures to straddling them: An empirical examination of outcomes for multicultural employees. Journal of International Business Studies, 48(1), 63–89.

Mäkelä, K., Barner-Rasmussen, W., Ehrnrooth, M., & Koveshnikov, A. (2019). Potential and recognized boundary spanners in multinational corporations. Journal of World Business, 54(4), 335–349.

Bestandteile

Pflichtbestandteile:

Kick off & Methodenseminar
2-Tages-Seminar
Themenverteilung am 2. Seminartag

Abgabe
10 Wochen nach dem Kick off & Methodenseminar
als gedruckte und pdf Version

Präsentationen
2-Tages Seminar
ca. 2 Wochen nach der Abgabe

Optionale Bestandteile:
individuelle Konsultationen beim Betreuer - Informationen über Terminabsprachen und Ablauf im Rahmen des Kick off Seminars

Zeitplan und Ablauf im Allgemeinen

Thema/Bestandteil Wintersemester Sommersemester
Anmeldezeitraum August Februar
Teilnahmebestätigung 15.09. 15.03.
Abmeldung möglich 30.09. 31.03.
Kick off & Methodenseminar zweitägiges Seminar - rund um 01.11. zweitägiges Seminar - rund um 01.05.
Abgabe Bachelorarbeit 10 Wochen nach dem zweitägigen Seminar - aktuelle Termine hier
Präsentationen 2 Wochen nach der Abgabe - aktuelle Termine hier

 

Anmeldung

Notwendig, auch wenn die Zuweisung durch das Prüfungsamt erfolgt ist!

Art der Anmeldung: Onlineformular
(Nur verfügbar während des Anmeldezeitraums! Bestätigungs-E-Mails werden während des Anmeldezeitraums nicht versendet!)

Benotung

ECTS-Credits: 12