Category Archives: General

ReMaT – Research Management Training for Early-Stage Scientists on 24 & 25 September 2020 in Hamburg

Institution: The workshop is provided by Tutech Innovation GmbH, a company jointly owned by the Hamburg University of Technology (TUHH) and the Free and Hanseatic City of Hamburg whose mission is to promote effective transfer and exploitation of scientific and technological knowledge.

Lecturers:  Monica Schofield, CEng FIET, Dr. Margarete Remmert-Rieper (both Tutech Innovation GmbH)

New Date (!):
Thursday, 24 September 2020, 09:00 am – 07:00 pm
Friday, 25 September 2020, 08:45 am – 04:30 pm

Place: Tutech Innovation GmbH, Harburger Schloßstr. 6-12, 21079 Hamburg

Language of instruction: English

Registration: For additional information on workshop fees, conditions of registration and participation as well as the course programme, please click here.

 

 

REMINDER: MREV – Call for Papers: New Work Arrangements – A review of concepts and theories

Guest Editors:
Ralph Kattenbach, International School of Management, Hamburg
Johannes Moskaliuk, International School of Management, Stuttgart
Barbara Kump, WU Wien

Special Issue

Much has occurred since Frithjof Bergmann‘s seminal thoughts on New Work (1994; 2004; 2019): Smartphones, virtual communication and virtual cooperation have entered the business world. Digitalization has brought forth a completely new economy, agile work processes, AI services, a digital start-up culture, cloud work, new employment relationships, leadership styles, co-working tools and an enhanced spatial and temporal flexibility. These changes in work context and job characteristics, summarized as New Work Arrangements call for a revision of work related concepts and theories. However, even in top management research outlets, the pervasive presence of technology in organizational work has been neglected (Orlikowski & Scott, 2017).

With this special issue on “New Work Arrangements”, we would like to provide comprehensive insights into the many ways in which digitalization influences how we organize, manage and learn work. We also aim to present approaches from various disciplines to incorporate characteristics of New Work Arrangements in existing theories, models, and concepts. In an attempt to categorize the various faces of New Work Arrangements and to provide a guideline for contributions to our special issue, we focus on three central aspects that are influenced by digitalization:

New Organization

Digital technologies enable new business models and strategies; however, they also come with numerous behavioural and organizaitonal challenges for firms: For instance, online markets for talent and labor allow firms to out- source complex tasks but may have implications for knowledge management and human resource management. Adoption of digital technologies may require complementary investments in rare skills to bring about the intended productivity improvements in full (Leiponen et al., 2016). Furthermore, through the advent of digital technologies, virtual work has become the new normal: Staff members work from dispersed locations and interact through their smart phones or other mobile devices (Raghuram et al., 2019). This situation poses a number of new, interesting research questions, for example:

  • What effects have agile work processes, ubiquitous working and virtual teams on an individual and organizational level?
  • What influence do digitalization and artificial intelligence solutions have on work and job characteristics as well as work engagement, performance and perceived autonomy?
  • What is the role of organizational culture and team norms in explaining the impact of New Work Arrangements?
  • Which business models are successful from both an economic (e.g. increased profit) and a psychological (e.g. meaningful work) perspective?

New Leadership

New technologies enable arrangements that offer work-life flexibility. However, studies have shown that such arrangements do not necessarily benefit all groups of workers equally and may come with new challenges, such as promotion and pay schemes (Kossek & Lautsch, 2017). Moreover, such new work arrangements may require new forms of leadership (Banks et al., 2019; Sheniger, 2019). In addition, leaders may have to deal with changes in organizational identity, practice, and knowledge that need to be overcome when organizations become more and more digitalized (Kump, 2019). Possible questions for this special issue include:

  • How are leadership and communication in the workplace affected by digitalization?
  • How can we base trends like mindful leadership, holacracy or agile project management on solid research?
  • What are appropriate competencies, tools, styles or mindsets for leaders facing New Work Arrangements?
  • How can we use digital tools and methods to transfer knowledge, support self-reflection, and foster creativity?

New Learning

Digital devices, virtual reality and other innovative technologies offer new learning opportunities for workers at their workplaces (Noe, Clarke & Klein, 2014). At the same time, managers may need dynamic managerial capabilities in order to keep up to date with constant change (Helfat & Martin, 2014). These new situations require new management skills and may benefit from novel educational settings. Accordingly, new work arrangements come with manifold research questions regarding learning, for example:

  • Which influences has digitalization on learning and development in the workplace?
  • How can digital be used media to provide self-organized learning on the job?
  • How can we foster self-responsible learning competencies and a growth-oriented mindset?
  • What effects do concepts like micro-learning, nudging, and gamification have on learning motivation and learning success?

For the special issue, we invite contributions that consider the above mentioned or related topics of New Work Arrangements, both from a theoretical and an empirical point of view. Qualitative and quantitative research contributions are welcome. We also invite survey articles, best practice cases, didactical designs and book reviews.

Deadline
Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by May 31, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due November 30, 2020. The publication is scheduled for issue 3/2021. Please submit your papers electronically via the online submission system ‘New Work Arrangements’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ as article section.

Submission Guidelines
Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Ralph Kattenbach (ralph.kattenbach@ism.de)
Johannes Moskaliuk (johannes.moskaliuk@ism.de)
Barbara Kump (barbara.kump@wu.ac.at)

MREV – Call for Papers: Management in Small and Medium-Sized Enterprises (SMEs) from Nordic and Comparative Perspectives

Guest Editors:
Simon Fietze, Martin Senderovitz, & Jesper Raalskov, University of Southern Denmark

Special Issue
SMEs play a significant role in economic development. They stimulate competition and create jobs by developing new technologies and products. However, SMEs’ are often prevented from realising their potential due to internal and external constraints. To deal with these constraints, on the one hand, international, national and regional policies support a number of initiatives to assist SMEs’ growth and development. On the other hand, the dynamic competitive landscape of the twenty-first century is highlighting an increased need for SMEs to emphasis on the managerialization of their organizational structure and processes as well as the professionalization of individuals involved in the organization to ensure long-term survival and growth.

Research on managerialization has shown, that SMEs are characterized by a lower adoption of managerial processes, because of the strong linkages between manager and company. In addition, there is a lack of management knowledge at different levels. It is commonly highlighted that the management in these firms is characterized by some degree of informality and that individual and social control systems are more suited to these enterprises, due to common shared values and languages, informal relationships etc.

In addition, decisions in SMEs are also determined by the institutional and contextual factors and in consequence how much of their potential is realised (e.g. innovation). The Nordic context and their countries’ business systems have during the last few years served as exemplary models for practitioners from business, politics and research. The Northern European countries are among the most competitive economies, have a well-developed welfare system and a large public sector. These qualities have raised an increased interest both among practitioners and scholars alike to understand the “success” mechanisms of the Nordic business systems.

Based on these considerations, the purpose of this special issue of management revue – Socio-Economic Studies is to enhance our understanding of management practices in  SMEs from a Nordic and comparative perspective. Topics may include, but are not limited to the following issues:

  • What institutional conditions determine management practices in SMEs?
  • What is the role of managerial mechanisms and professional managers in SMEs and family firms’ development and growth?
  • How does social- and environmental considerations influence management practices in SMEs in a Nordic context?
  • What is the role of HR in developing management practices in SMEs?
  • How do talent management impact SMEs development and growth?

This is not an exhaustive list.

21st Nordic Conference on Small Business Research (NCSB) 2020
Since its inception in 1980 the NCSB conference has been a biannual event in the Nordic tradition characterized by an open atmosphere that encourages the exchange of ideas between researchers with research interests in the field of small business and entrepreneurship. The 2020 NCSB conference in Kolding, Denmark will continue this tradition and welcomes papers from all areas of the small business and entrepreneurship.

Special Issue of management revue – Socio-Economic Studies
management revue – Socio-Economic Studies is a peer-reviewed, interdisciplinary European journal publishing both qualitative and quantitative work, as well as purely theoretical papers that advances the study of management, organization, and industrial relations. Management Revue publishes articles that contribute to theory from a number of disciplines, including business and public administration, organizational behavior, economics, sociology, and psychology. Reviews of books relevant to management and organization studies are a regular feature.

All contributors to the 21st NSBC conference are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue must be submitted by September 30th, 2020. All contributions will be subject to double-blind reviews. Papers invited to a ‘revise and resubmit’ are due March 31st, 2021. The publication is scheduled for issue 3/2022. Please submit your papers electronically via the online submission system using ‘SI Management in SMEs’ as article section.

Manuscript length should not exceed 10,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 2.5 cm on each side of the page. Further, please follow the guidelines on the journal’s homepage.

Hoping to hear from you!
Simon Fietze (simonf@sam.sdu.dk)
Martin Senderovitz
Jesper Raalskov

Workshop at Helmut-Schmidt-University on Qualitative Research Methods (05 and 06 February 2020)

Institution: Helmut-Schmidt-University Hamburg

Lecturer:  Prof. Dr. Abbie Griffin (University of Utah), Prof. Dr. Gloria Barczak (Northeastern University Boston)

Date:
Wednesday, Feb. 5, 01:00 pm – 05:00 pm
Thursday, Feb. 6, 9:00 am – 13:00 pm

Place: Helmut-Schmidt-Universität, Holstenhofweg 85, 22043 Hamburg. Building H 1, Room 1174

Language of instruction: English

Registration: If you like to participate, please E-Mail to matiaske@hsu-hh.de

Contents: Qualitative Research Methodology in the Social Sciences

Workshop at Helmut-Schmidt-University on Good Practices in Peer-Review (30 and 31 January 2020)

Institution: Helmut-Schmidt-University Hamburg

Lecturer:  Prof. Dr. Abbie Griffin (University of Utah), Prof. Dr. Gloria Barczak (Northeastern University Boston), Former Editors of  the Journal of Product Innovation Management (JPIM)

Date:
Thursday, Jan 30, 01:00 pm – 05:00 pm
Friday, Jan. 31, 09:00 am – 01:00 pm

Place: Helmut-Schmidt-Universität, Holstenhofweg 85, 22043 Hamburg. Building H 1, Room 1174

Language of instruction: English

Registration: If you like to participate, please E-Mail to matiaske@hsu-hh.de

Contents: How to handle reviews and what makes a good review for an A-Journal in the social sciences

ZBW-Ökonomenworkshop: Open Science in den Wirtschaftswissenschaften from Politics to Practice (17. Februar 2020)

Ort
ZBW Hamburg, Neuer Jungfernstieg 21, 20354 Hamburg, Raum 243

Zeit
17. Februar 2020, 10:30-15:30 Uhr

Die Veranstaltung ist kostenfrei.

Im Workshop geht es um das Thema Open Science in der Wirtschaftsforschung. Wir möchten hier unter anderem die Ergebnisse einer Studie präsentieren, die wir kürzlich durchgeführt haben. Darüber hinaus möchten wir mit Ihnen ins Gespräch kommen, um das Thema Open Science in der Wirtschaftsforschung auch für uns als Infrastruktureinrichtung weiterzuentwickeln oder mögliche gemeinsame Projekte zu eruieren.

Forschungsfragen

  • Unter welchen Bedingungen ist Open Science für Sie persönlich attraktiv und wie könnten Sie sich ein persönliches Engagement konkret vorstellen?
  • Die Ergebnisse der Studie zeigen ein großes Interesse an grundsätzlichen Informationen zu Open Science: Welche Informationen würden Ihnen persönlich weiterhelfen?
  • Wie schätzen Sie die Bedeutung von Open Source in den Wirtschaftswissenschaften ein? Gibt es hier noch Potential für eine stärkere Nutzung?

Tagesordnung

10.30–11.30 Uhr: Welcome Coffee
In dieser Zeit stehen Ihnen Expertinnen und Experten aus der ZBW zur Verfügung, um spezielle Fragen zu beantworten oder Ihnen spezielle Services vorzustellen, z.B. zum Thema Forschungsdaten.

11.30–11.40 Uhr: Begrüßung und Einführung
Klaus Tochtermann, Direktor der ZBW und Professor für digitale Informationsinfrastrukturen

11.40–12.10 Uhr: Überblicksvortrag „Warum Open Science“
Isabella Peters, Professorin für Web Science

12.10–12.20 Uhr: Bericht vom Open-Science-Panel bei der VfS-Jahrestagung
Dr. Willi Scholz, Wissenschaftspolitischer Referent

12.20–12.45 Uhr: Ergebnisse der Umfrage zu Open Science in der Wirtschaftsforschung
Dr. Guido Scherp, Abteilungsleiter Open-Science-Transfer

12.45-13.30 Uhr: Mittagspause

13.30-14.45 Uhr: Diskussion der Forschungsfragen in Kleingruppen

14.45-15.15 Uhr: Präsentation der Ergebnisse

15.15-15.30 Uhr: Wrap-Up and Farewell
Klaus Tochtermann, Direktor der ZBW und Professor für digitale Informationsinfrastrukturen

Anmeldung

Content retrieved from: https://www.zbw.eu/de/ueber-uns/veranstaltungen/oekonomenworkshop-2020/.

REMINDER: MREV – Call for Papers: Employee Voice and the Digitalization of Work

Guest Editors:
Simon Fietze, University of Southern Denmark
Sylvia Rohlfer, Colegio Universitario de Estudios Financieros (CUNEF), Spain
Wenzel Matiaske, Helmut-Schmidt-University/University of the Federal Armed Forces Hamburg, Germany

Seminar at the IUC Dubrovnik (April 20-24, 2020) & Special Issue

Over the past four decades, scholars from employment relations, human resource management, organizational behaviour and labour economics have published a vast body of literature concerning employee voice (Wilkinson & Fay, 2011). Employee voice is thereby understood as the opportunity to participate in organizational decision-making and to have a say to influence the own work and the interests of managers and owners (Barry &Wilkinson, 2016) or – in the case of employee silence – to withhold these views and concerns (Morrison & Milliken, 2003). Employee voice and silence have been linked to organizational performance and the development of competitive advantage (Barry & Wilkinson, 2016) and are a key ingredient for the positive relationship between strategic human resource management and organizational performance (Wood & Wall, 2007) which also implies a link between employee voice and innovation. Employees with the opportunity to communicate individual ideas to management and to participate in decision-making give them the possibility to express ‘creative ideas and new perspectives, increasing the likelihood of innovation’ (Grant, 2013, p. 1703; Zhou & George, 2001).

Recently, scholars are paying more attention to current topics and relate them to employee voice. One stream of research is addressing the advancing technologies and consider the digital revolution and its impact on employee voice. There is no doubt that digital technology is fundamentality changing the way we do business (Mennie, 2015) and in consequence forms, tools and channels ‘voice’. The few studies on employee voice and digitalization are mainly dealing with social media at work and its opportunities for management to get in dialogue with employees. Holland, Cooper, and Hecker (2019), for instance, discuss conceptually issues and opportunities social media provides in the development of employee voice. In a similar vein, Barnes, Balnave, Thornthwaite, and Manning (2019) show how a union’s use of social media might facilitate greater member participation and engagement. However, more empirical evidence and conceptual considerations are needed to better understand and explain digitalization and employee voice (or: ‘e-voice’).

Therefore, the purpose of this seminar and the aim of the special issue of management revue – Socio-Economic Studies is to focus on digitalization at work and its challenges and opportunities for employee voice and silence in cross-disciplinary discussions. Some context to discuss are listed below:

  • To what extent do technologies impact employee voice and silence?
  • To what extent do employees make use of technology to ‘raise their voice’?
  • What role do trade unions play when it comes to electronic (e.g., social media) employee voice?
  • What is the impact of electronic (e.g., social media) voice on traditional mechanisms of employee voice?
  • What is the effectiveness of electronic (e.g., social media) voice? How does it compare to the outcomes of traditional mechanisms?
  • Why do electronic (e.g., social media) employee voice systems fail?
  • What is the ‘dark side’ of electronic (e.g., social media) employee voice/silence?

Deadline
Potential contributors to the seminar at the IUC Dubrovnik are encouraged to submit an abstract of five pages before January 31st, 2020 electronically via the online submission system of management revue – Socio-Economic Studies using ‘IUC Dubrovnik’ as article section: http://www.mrev.nomos.de/guidelines/submit-manuscript/

Special Issue
All contributors to the seminar are invited to submit their paper for the special issue of management revue – Socio-Economic Studies. Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by August 30th, 2020. All contributions will be subject to double-blind review. Papers invited to a ‘revise and resubmit’ are due February 28th, 2021. The publication is scheduled for issue 1/2022. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using ‘SI Employee Voice’ as article section.

Submission Guidelines
Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Simon Fietze
Sylvia Rohlfer
Wenzel Matiaske

References
Barnes, A., Balnave, N., Thornthwaite, L., & Manning, B. (2019). Social media: Union communication and member voice. In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 91–111). https://doi.org/10.1007/978-981-13-2820-6_5
Barry, M., & Wilkinson, A. (2016). Pro-social or pro-management? A critique of the conception of employee voice as a pro-social behaviour within organizational behaviour. British Journal of Industrial Relations, 54(2), 261–284. https://doi.org/10.1111/bjir.12114
Grant, A. M. (2013). Rocking the boat but keeping it steady: The role of emotion regulation in employee voice. Academy of Management Journal, 56(6), 1703–1723. https://doi.org/10.5465/amj.2011.0035
Holland, P., Cooper, B., & Hecker, R. (2019). Social media at work: A new form of employee voice? In P. Holland, J. Teicher, & J. Donaghey (Eds.), Employee voice at work (pp. 73–89). https://doi.org/10.1007/978-981-13-2820-6_4
Mennie, P. (2015). Social media risk and governance: Managing enterprise risk. London: Kogan Page.
Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706–725. https://doi.org/10.2307/259200
Wilkinson, A., & Fay, C. (2011). New times for employee voice? Human Resource Management, 50(1), 65–74. https://doi.org/10.1002/hrm.20411
Wood, S. J., & Wall, T. D. (2007). Work enrichment and employee voice in human resource management-performance studies. The International Journal of Human Resource Management, 18(7), 1335–1372. https://doi.org/10.1080/09585190701394150
Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44(4), 682–696. https://doi.org/10.5465/3069410

REMINDER: MREV – Call for Papers: Good Work: Eroding and New Standards in a Changing World

Guest Editors:
Sven Hauff, Helmut Schmidt University Hamburg
Daniela Rastetter, University of Hamburg

Special Issue
The changing context of work – e.g. though globalisation, intensification of competition, deregulation, growth in employment flexibility, technological changes, digitalization – increasingly triggers debates about the quality of working life and concerns about the well-being of employees. Observations of precarious forms of employment or increasing demands and intensification of work thereby often elicit nostalgic memories of the apparently ‘good old days’ where work was characterized by full-time employment, an adequate income, a permanent contract, and social insurance. However, these ‘old’ standards of ‘good work’ did not apply to all employees and even in the ‘good old days’, work was often characterized by strict hierarchy and low influence, where employees’ interests were largely neglected. Here, modern forms of employment could lead to improvements by providing, for example, more autonomy, involvement, flexible working hours, a better work life balance, and inclusion.

The question of how to evaluate the changes in the world of work is not easy and there are manifold perspectives how to define the standards of ‘good work’. One perspective could be to identify the work and employment conditions that are actually increasing or threatening employee well-being. A particular challenge here is to consider the different dimensions of employee well-being, which includes aspects like physical and mental health, satisfaction, engagement or fairness. Another perspective could be to confront the new developments to the aspirations and values of employees. The latter are also changing since new generations enter the labour market, since women increasingly participate in the labour force, or because migration movements lead to an increasing diversity. Finally, one could contrast the changes with the current regulations in labour and social law concerning employee protection rights, working time and wage standards, social security, and representation of employees’ interests.

In this Special Issue we want to bring together research that addresses the issue of eroding and new standards of ‘good work’ and we encourage researchers to share their thoughts with us. Contributions should address one or more of the following questions:

  • Which standards of good work erode or fade, evolve or change?
  • What are the driving forces behind these changing standards?
  • What influence do digitalisation and globalisation have on the standards of good work?
  • What standards of work are emerging in new forms of organisation such as crowd work platforms?
  • How do individual standards of good work – such as working hours, wages, health and safety, co-determination, trade union representation, or equal opportunities – develop?
  • How can new forms of HRM or business strategies like diversity management support standards of good work?
  • What effects do this change in the standards of good work have on workers and their ability to work and perform?
  • Are standards of good work developing in new fields, for example on the question of religious practice, spirituality and the search for meaning in the workplace?
  • What are the effects for companies and businesses? Which strategies do companies and businesses choose when dealing with new standards, or which strategies lead to new standards?

Deadline
Full papers for this special issue of management revue – Socio-Economic Studies must be submitted by December 30, 2019. All contributions will be subject to double-blind review. Papers invited to a “revise and resubmit” are due June 31, 2020. The publication is scheduled for issue 2/2021. Please submit your papers electronically via the online submission system at http://www.mrev.nomos.de/ using “SI Standards of Good Work” as article section.

Submission Guidelines
Manuscript length should not exceed 8,000 words (excluding references) and the norm should be 30 pages in double-spaced type with margins of about 3 cm (1 inch) on each side of the page. Further, please follow the guidelines on the journal’s website (http://www.mrev.nomos.de/guidelines/).

Hoping to hear from you!
Sven Hauff
Daniela Rastetter

Uni Bremen: Doctoral Workshop – Digitalization in Logistics on February 10 – 11, 2020

We are happy to invite PhD students and doctoral candidates to our Doctoral Workshop “Digitalization in Logistics” in Bremen. The workshop is organized by the Bremen Research Cluster for Dynamics in Logistics (LogDynamics) and will be held on February 10 – 11, 2020 at the University of Bremen. It is a satellite event in cooperation with the 7th International Conference on Dynamics in Logistics (LDIC 2020). The goal of the Doctoral Workshop is to forge a seed of young researchers from different disciplines, who share the interest in mechanisms for coordination of logistics processes as well as in the cooperation and competitiveness in supply chains.

The courses of the workshop include among others the following topics:

  • Global Supply Chains and logistics management
  • Good logistics research & design science research
  • Digitalization and its impacts on transportation and mobility
  • Logistics optimization problems

The students will utilize this knowledge within their own projects to:

  • classify their research project in the topic landscape of the workshops
  • sharpen the understanding of the working principles and realize the interdependencies between different levels and components of the systems
  • work on concrete industrial case studies to explore evaluation possibilities

All researchers who work on projects or theses at the interface of logistics, computer science, industrial engineering or related fields are welcome to send their application. Successful participants will receive a certificate at the end of program.

Please submit your application, including CV and a short description of your project or thesis by January 5, 2020, via e-mail at info@logdynamics.de.

For a detailed program and other important dates, please see the flyer or visit the website www.doctoral-workshop.logdynamics.de.

Uni Hamburg: PhD Course Advanced Modelling and Optimization

Course Instructor: Prof. Fliedner/Prof. Haase

Course Value: 2 SWS or 5 LP

Teaching language: English

Registration: via Email to  ana-jelena.peric@uni-hamburg.de

Course Objectives:

This course builds up on the fundamentals of linear and combinatorial optimization and equips students with a set of advanced modeling tools to solve optimization models from different fields of application. Students learn to formulate optimization models as   mixed- integer linear programs, how to solve them with standard software and how to construct heuristic solution algorithms. Successful participants will be able to deal with the  complexity of real-world decision problems via aggregation, relaxation, and decomposition techniques. This course is aimed at Ph.D. students in information systems, business administration, and computer science. Participants are expected to have a solid understanding of the basics of modeling and optimization and will be provided with an advanced understanding of algebraic optimization models and solution  methods

Student evaluation:

Successful completion of work assignments