Business Administration bachelor degree programme

What happens when you combine economics, business administration and management skills in a single bachelor degree? You get IMC Krems’ Business Administration bachelor programme.

After completing this three-year course, you will have a solid basis for managing teams, independently managing projects of all sizes, working in corporate communications, demonstrating your digital skills – and launching an international career.

The degree programme

Your degree focuses primarily on the core subjects of business administration and economics. The modular programme gives you the specialist knowledge needed to work within company and departmental structures and processes. This enables you to perform and manage a wide range of activities in various different organisations later on when you begin your career.

A blend of corporate communications, project management and digital skills

In the second and third year of the programme you will supplement your management expertise with in-depth knowledge gained in the International Project Management, Corporate Communications and Digital Transformation modules. There’s no need to make a firm decision about the direction you want to take: the programme offers you the best of all three worlds.

A unique community from day one

You can feel the unique IMC spirit wherever you go at the university. Here, you’re more than just a number – every student receives personal support and has the chance to play to their individual strengths. One of the stand-out features of the Business Administration degree programme is the popular buddy system – during your first year, students from later semesters are on hand to provide advice and suggestions. This guarantees that your degree gets off to a great start.

Simply international

Studying with fellow students from all over the world means you can start building up a network of international contacts from your first day. You also have the option of gaining international experience on a semester abroad at one of our numerous partner universities in your second year.

All students go abroad by semester 5, when the internship semester takes place – you have to complete this outside your home country.

Student stories

Business administration

Business administration is geared towards providing insights into the planning, implementation and evaluation of responsibilities, approaches and objectives in different parts of a company.

It covers a range of key functions: financial management, accounting and management control, strategic management, marketing, human resource management and logistics.

Business Administration: focus areas

The Business Administration bachelor degree gives you broad-based training in business administration. This is backed up by insights into significant aspects of European and international business law. And that’s not all: alongside knowledge of business administration and legal principles, you will build up detailed expertise in corporate communications, project management and digital transformation.

Corporate Communications (18 ECTS)

Corporate communications looks at how companies communicate externally and internally, with a view to influencing the perceptions of various target groups. Put simply, a target-group-focused, authentic communications strategy is very important for business success.

Corporate communications can basically be split into two areas: internal and external communications. These can be broken down further into professional fields such as public relations, online customer communications, internal brand management and investor relations.

International Project Management (18 ECTS)

A project is a task completed within a defined timeframe. It is innovative in nature – meaning it is not routine or regular – and carries an element of risk. The complex nature of such tasks necessitates project management.

Clearly, international projects are even more complicated. So good planning and implementation by way of project management is the key to success. As a project manager, you are primarily responsible for the planning, coordination and management of all project processes.
A structured approach is essential. The degree programme introduces you to agile project management approaches. Agile management is characterised by the ability to respond quickly, flexibly and proactively to changes as part of a team.

Digital Transformation (7 ECTS)

Digital transformation refers to an ongoing process of change which is facilitated and driven forward by digital technologies. Addressing these changes proactively is vital for a company’s success.

Digitalisation opens up various opportunities for businesses, but also poses challenges. This means that future employees need detailed knowledge of the digital economy and digital trends in order to play their part in business success. It is essential to critically analyse existing models and norms, and break out in new directions with a view to capitalising on emerging digital opportunities.

Studium Business Administration - Studierende reden Miteinander

Studium Business Administration - Studentin liest ein Buch

Studium Business Administration - Studierende schreiben etwas an die Tafel

" Our Business Administration bachelor degree offers you a unique opportunity to grow and develop. With the optional semester abroad, the internship abroad, the focus areas and a strong international flavour, students have the opportunity to concentrate on their specific interests and develop an individual USP. "
Programme director Tina Gruber-Mücke

A formula for success: theoretical knowledge + practical experience

The programme is built on three pillars.

1
1. The basics
Semesters 1-3
The curriculum covers business administration, economics and core management topics such as marketing, finance and management control, and human resource management.
You also study corporate communications, project management and digital transformation in detail. The programme’s strong international focus also helps you to enhance your cross-cultural and interpersonal skills.
2
2. The internship semester
Semester 5
In semester 5 you apply your knowledge and skills during an internship semester, which we call the Practical Training Semester (PTS). You spend a minimum of 22 weeks at your internship provider.
The internship has to be completed abroad. Our Career Services department will pair you up with an internship coach, who will support you before, during and after your compulsory internship. They will provide you with invaluable guidance, from tips on finding the right placement and help with applying for funding from programmes such as Erasmus to advice on contract-related matters.
During your internship, you develop an inside perspective on working in a department that matches your interests, as well as gaining valuable work experience. This means you have a clear idea of the direction you want to move in when you graduate – and your practical experience puts you a step ahead when you start work.
3
3. Advanced courses
Semesters 4 and 6
In semesters 4 and 6 you deepen your expertise in the fields of corporate communications, international project management and digital transformation. You acquire the skills you need to independently lead teams and head up projects in routine work situations. The content on corporate communications and digital business models helps you to stand out from the crowd with new ideas and approaches – especially at an international level.
The Corporate Communications focus introduces you to a range of communication tools, teaching you how to evaluate the quality of messages and write texts tailored to specific target groups.
In the International Project Management focus, you focus on the defining features of successful international projects. Project financing and monitoring are key topics.
The Digital Transformation focus is centred on the critical analysis of existing business models and the search for new digital solutions for businesses.

Curriculum

What can you expect from your studies? The curriculum provides an overview.
Click on the individual courses for further information.

Course	SWS	ECTS
Principles of Management
Principles of Management	2	3
Principles of Management Module: Principles of Management Root module: Principles of Management Semester: 1 Course code: B_POM1VO Contact hours per week: 2 ECTS: 3 Course Content: Management history and the development of management theories and concepts Managerial levels, skills a manager needs, tasks a manager performs, roles a manager plays Key business administration concepts, efficiency principle (efficiency and effectiveness), minimum and maximum principles Overview of company functions Management: definitions and principles of management (the 4 management functions: planning, organizing, leading, controlling) Marketing: basics and principles, 4Ps Basics and principles of Production, procurement and logistics Investment, finance and accounting The business environment – stakeholders and stakeholder management Company vision and mission Business administration in an academic context: Taylorsim, PIMS model; principles and examples of scientific research in management Course outcome: Upon completion of the course, students are able to explain the four management functions: planning, organizing, leading, controlling, explain key business administration concepts, such as the efficiency principle and minimum and maximum principles, give an overview of company functions (management, controlling, marketing, procurement, production, investment, finance, accounting), analyse a business environment and understand how different stakeholders of an organisation have to be taken care of, give examples of a company’s vision and mission, explain different managerial levels, skills a manager needs, tasks a manager performs and roles a manager plays, explain the milestones in management history and the development of management theories and concepts, explain business administration in an academic context as well as basic concepts and theories used in scientific research on management.
Entrepreneurship	1	1
Entrepreneurship Module: Principles of Management Root module: Principles of Management Semester: 1 Course code: ES1ILV Contact hours per week: 1 ECTS: 1 Course Content: Exploring Enterprise, Entrepreneurship and Innovation The role of entrepreneurs Business opportunities Business models Business plan Startup and Growth management Resourcing the business and getting started Course outcome: Upon completion of this course students are able to: explain the concept of entrepreneurship in the context of different strategies (formation, change/growth, succession), differentiate major theories and models of entrepreneurship and innovation management and apply to the analysis of case study problems, examine the importance of ethics and integrity in entrepreneurship and how to act in an ethical manner, produce business models from ideas and write business plans.
Sustainability and Ethics in Leadership	1	1
Sustainability and Ethics in Leadership Module: Principles of Management Root module: Principles of Management Semester: 1 Course code: B_SEL1VO Contact hours per week: 1 ECTS: 1 Course Content: Current social, ecological and economic trends Principles and history of the concept of sustainable development Business ethics and its application in companies Leadership and its role in addressing future challenges in our society Course outcome: Upon completion of this course, students are able to reflect on values and further conditions necessary for sustainable leadership, explain practical tools for leadership, sustainability and ethics, discuss their role in business contributing to the Sustainable Development Goals.
Group Dynamics	1	1
Group Dynamics Module: Principles of Management Root module: Principles of Management Semester: 1 Course code: B_GD1WK Contact hours per week: 1 ECTS: 1 Course Content: Group dynamics in a business environment Difference between a group and a productive team Influences of actions and inaction Benefits of a strong and diverse team Course outcome: Upon completion of the course, students are able to categorise the different roles in a group and explain what effect they have, illustrate, understand and improve communication processes within groups, use tools and methods to support their team, identify how a diverse group can turn into a successful team.
Business Data Operations
Business Mathematics
Business Mathematics - Theory	1	2
Business Mathematics - Theory Module: Business Mathematics Root module: Business Data Operations Semester: 1 Course code: B_BM1VO Contact hours per week: 1 ECTS: 2 Course Content: Number formats Common units Levels of measurement Common business calculations Fundamentals of business mathematics with a special focus on modelling Fundamentals of financial mathematics Importance of fractions and ratios in business Line charts and logarithmic scaling Integral and differential calculus numerical and graphical approach Probability and random numbers Mathematical optimisation Course outcome: Upon completion of the course, students are able to select and utilise numbers, measurements and units in the proper format, describe common business calculations as well as their objectives, discuss profitability in context of price elasticity, explain the time value of money, discuss probability estimates, describe the use of ratios, interpret time series data, discuss the use and pitfalls of mathematical optimisation.
Business Mathematics - Exercises	1	2
Business Mathematics - Exercises Module: Business Mathematics Root module: Business Data Operations Semester: 1 Course code: B_BMEX1UE Contact hours per week: 1 ECTS: 2 Course Content: Exercises to apply the contents of the lecture “Business Mathematics – Theory” to course-specific problems. Utilisation of Number formats Common units Levels of measurement Common business calculations Fundamentals of business mathematics with a special focus on modelling Fundamentals of financial mathematics Importance of fractions and ratios in business Line charts and logarithmic scaling Integral and differential calculus numerical and graphical approach Probability and random numbers Mathematical optimisation Course outcome: Upon completion of the course, students are able to select and utilise numbers, measurements and units in the proper format, independently perform fundamental business mathematics in context of business problems, perform and interpret break even analysis, discuss profitability in context of price elasticity, explain the time value of money, compound and discount cash flows, work with probability estimates, use ratios and fractions to assess situations, explore and analyse time series data.
Computational Thinking	1	2
Computational Thinking Module: Business Data Operations Root module: Business Data Operations Semester: 1 Course code: B_CT1ILV Contact hours per week: 1 ECTS: 2 Course Content: Basic terms in the area of computing Methods of Computational Thinking: Problem analysis Algorithmic design Course outcome: Upon completion of the course, students are able to explain the basics of computing and typical steps in creating a program and explain them using simple programming languages such as Scratch or Sphero, explain and apply computational thinking methods such as problem resolution, pattern recognition, abstraction and algorithmic design to problem analysis and solution development, write, test and edit algorithms for a program using flowcharts and pseudocode.
Principles of Accounting, Finance and Investment
Accounting I	2	4
Accounting I Module: Principles of Accounting, Finance and Investment Root module: Principles of Accounting, Finance and Investment Semester: 1 Course code: B_ACC1ILV Contact hours per week: 2 ECTS: 4 Course Content: Introduction to accounting (Financial Accounting, Management Accounting and Finance) Fundamentals of financial accounting Major financial statements Accounting structure and accounting cycle Double-entry bookkeeping Posting of common business transactions Value added tax Course outcome: Upon completion of this course, students are able to apply the principles of accounting and explain how the various sections of an accounting system co-ordinate, explain the effects of accounting rules, establish simple annual accounts incorporating accounting adjustments, distinguish between private and public limited companies, prepare a basic set of company accounts. Upon completion of this course students are able to: • explain the priciples of financial accounting and the interaction of key areas of the accounting system • explain the basic terms of the major financial statements • explain the accounting cycle and accounting structure • apply double-entry bookkeeping as a tool for documentation and information in a company
Finance and Investment	1	2
Finance and Investment Module: Principles of Accounting, Finance and Investment Root module: Principles of Accounting, Finance and Investment Semester: 1 Course code: FI1VO Contact hours per week: 1 ECTS: 2 Course Content: Fundamentals of financial management (goals, functions, organizational integration etc.) Static and dynamic investment assessment/calculation methods (including a critical evaluation) Corporate financing (decision criteria, internal vs. external financing, equity vs. debt financing) calculation of financial key figures Course outcome: Upon completion of this course students are able to: explain the main functions and goals of finance in a company apply different fundamental investment assessment methods evaluate advantages and disadvantages of financial instruments analyse a company's financial situation
Research Skills
Foundations of Empirical Social Research	1	1
Foundations of Empirical Social Research Module: Research Skills Root module: Research Skills Semester: 1 Course code: B_FESR1VO Contact hours per week: 1 ECTS: 1 Course Content: Fundamentals of Philosophy of Science Induction, deduction Gain of knowledge, logical conclusions Theory, model, concept Research questions, hypotheses Ethics in research Methods overview Qualitative & quantitative methods (surveys, experiments, overviews, interviews, focus groups) quality criteria of scientific measurements (reliability, validity) Constructs and operationalization Method combination Sampling Basic principles of scientific work Process of scientific research processes, in particular topic identifica-tion, research questions and method selection citation standards, source research and criticism Development of scientific work Course outcome: Upon completion of the course, students are able to Design and methods: o to explain the difference between qualitative and quantitative methods and research approaches and their quality criteria, o to clearly identify the main components of a series of qualitative and quantitative methods, to explain their application and the combination of different methods, o to name ethical standards of scientific research. Sampling and measurement: o define different sampling methods, o to explain the basics of the measurement of constructs. Procedure and the process of the survey: o to present the different phases of the research process, o find suitable literature for a scientific work and cite sources, o to explain the standard structure of a scientific work.
Principles of Business Data Analysis	2	3
Principles of Business Data Analysis Module: Research Skills Root module: Research Skills Semester: 1 Course code: B_PBDA1ILV Contact hours per week: 2 ECTS: 3 Course Content: Data collection, formatting, formulas, functions, charts, data lists and pivot tables Interaction with relational data sources, form controls Working with a spreadsheet program Course outcome: Upon completion of the course, students are able to using a spreadsheet program to solve economic problems using formulas, functions and diagrams and explain the relationship with relational databases.
Research Methods in Business	1	2
Research Methods in Business Module: Research Skills Root module: Research Skills Semester: 1 Course code: RMB1WK Contact hours per week: 1 ECTS: 2 Course Content: Introduction to qualitative research Different types of qualitative research The qualitative interview Qualitative data analysis Course outcome: Upon completion of this course students are able to: develop research questions for business research problems, explain different approaches to the analysis of qualitative data e.g. content analysis and narrative analysis, explain the role of qualitative research in business, conduct a qualitative interview.
Human Resource Management
Principles of Psychology	2	3
Principles of Psychology Module: Human Resource Management Root module: Human Resource Management Semester: 1 Course code: POP1ILV Contact hours per week: 2 ECTS: 3 Course Content: Attribution and social judgements Social representations Self, identity and society Aggression and anti-social behaviour Pro-social behaviour Inter- and intra-group relations Motivation theories Group dynamics Course outcome: Upon completion of this course students are able to: explain motivation, how it is influenced, and major theories about motivation, evaluate the main social psychological theoretical approaches to behaviour, apply social psychological theory to everyday examples of social behaviour and considerations of behaviour change, represent findings of key research studies into group and individual social behaviour.
Introduction Human Resource Management	2	3
Introduction Human Resource Management Module: Human Resource Management Root module: Human Resource Management Semester: 1 Course code: IHRM1ILV Contact hours per week: 2 ECTS: 3 Course Content: Fundamentals and the organization of HR management Personnel requirement and planning Recruiting and selecting personnel Development of personnel Laying of personnel Payment systems: Reward, Performance and Rewarding Performance Selected issues from skilled worker shortage, employer branding, retention management, skills management, diversity management Course outcome: Upon completion of this course students are able to: explain current developments and trends in (international) human resource management practice, explain different staff recruitment tools and justify their implementation, explain the recruiting and selection process of staff, explain the principles of personnel development, explain reasons for lay-offs and suggest options of making adequate redundancies.

Course	SWS	ECTS
Organisation and Management Behaviour
Organisation Theory and Organisation Development	1	3
Organisation Theory and Organisation Development Module: Organisation and Management Behaviour Root module: Organisation and Management Behaviour Semester: 2 Course code: OTOD2VO Contact hours per week: 1 ECTS: 3 Course Content: Fundamentals of Organization(s): images of and metaphors for organization, organization and environment Organizational Structure and Organizational Architecture: elements of structure, bureaucracy Culture and Organization: national culture, organizational culture Power and Politics in Organizations: sources of power, politics and influence tactics, alternative views on power Basics of Organizational development: relation to structure, culture and politics Course outcome: Upon completion of this course students are able to: explain the relationship between organisational behaviour and management practice, analyse competing theoretical perspectives on organisational behaviour, explain how organizational development is related to structure, culture and politics, analyse a case illustrating the applicability and usefuleness of theoretical concepts with regard to organizational culture, structure and politics.
Case Studies in Organizational Development	1	2
Case Studies in Organizational Development Module: Organisation and Management Behaviour Root module: Organisation and Management Behaviour Semester: 2 Course code: CSOD2ILV Contact hours per week: 1 ECTS: 2 Course Content: Fundamentals of organizational behavior Individual processes of the organization Changes in the organization Management of organization, leadership Organizational culture Communication in the organization Course outcome: Upon completion of this course students are able to: explain the feasibility and consequences of different approaches to organizational development and change apply case analysis as qualitative research method for organisation analysis differentiate the feasibility and consequences of different approaches to organizational development and change
Rhetoric and Presentation	1	1
Rhetoric and Presentation Module: Organisation and Management Behaviour Root module: Organisation and Management Behaviour Semester: 2 Course code: B_RP2WS Contact hours per week: 1 ECTS: 1 Course Content: Prepare and structure a convincing business presentation Handling of different media in a professional way Guiding audience attention, manage interruptions and objections Use of voice and diction to raise attention levels, dramatic pauses and key gestures to reinforce arguments Course outcome: Upon completion of the course, students are able to create and structure a professional business presentation, master a variety of media to improve performance and impact, show vocal abilities to get attention and support arguments, demonstrate efficient rhetoric tools to get the point across
Managerial Accounting
Managerial Accounting I	2	3
Managerial Accounting I Module: Managerial Accounting Root module: Managerial Accounting Semester: 2 Course code: MGI2ILV Contact hours per week: 2 ECTS: 3 Course Content: Introduction to cost accounting (terms, concepts and purpose) Cost-volume-profit-analysis Classification of costs, cost behaviour Cost type accounting Cost center accounting Cost unit accounting, cost pricing Relevant costs and benefits for decision making (introduction) Marginal analysis, break-even-point, contribution (introduction) Course outcome: Upon completion of this course students are able to: explain the structure and tasks of cost accounting apply cost accounting as a tool for information, decision-making and planning evaluate alternative management accounting systems
Accounting II	2	3
Accounting II Module: Managerial Accounting Root module: Managerial Accounting Semester: 2 Course code: ACCII2ILV Contact hours per week: 2 ECTS: 3 Course Content: Different accounting standards (Austrian GAAP & IFRS) Accounting rules and principles Valuation of assets and liabilites Year-end adjustment postings Financial statements for different types of companies Cash flow calculation and cash flow analysis Financial report analysis (including ratios) Course outcome: Different accounting standards (Austrian GAAP & IFRS) Accounting rules and principles Valuation of assets and liabilites Year-end adjustment postings Financial statements for different types of companies Cash flow calculation and cash flow analysis Financial report analysis (including ratios)
Data Analytics
Business Statistics
Business Statistics - Theory	1	2
Business Statistics - Theory Module: Business Statistics Root module: Data Analytics Semester: 2 Course code: B_BS2VO Contact hours per week: 1 ECTS: 2 Course Content: Fundamental statistics concepts, univariate data description, bivariate data description and multivariate methods Measures of central tendency and variance Fundamentals of probability calculation, and theoretical distribution Binomial and standard normal distribution Z-Score/base**s Sampling and sampling error Sources of bias and error Measures of reliability Validity Estimation methods Statistical tests Regression analysis Visualisation and interpretation of data Course outcome: Upon completion of the course, students are able to select the proper level of measurement and design a sample, discuss the use and interpretation of statistics, differentiate validity and reliability, discuss measures of central tendency and variance, interpret z-scores, explain different sources of bias, explain the application and limitation of simple linear regression.
Business Statistics - Exercises	1	2
Business Statistics - Exercises Module: Business Statistics Root module: Data Analytics Semester: 2 Course code: B_BSEX2UE Contact hours per week: 1 ECTS: 2 Course Content: Exercises to apply the contents of the Lecture “Business Mathematics – Theory” to programme specific problems. Utilisation of Fundamental statistics concepts, univariate data description, bivariate data description and multivariate methods Measures of central tendency and variance Fundamentals of probability calculation and theoretical distribution Binomial and standard normal distribution Z-Score/base**s Sampling and sampling error Sources of bias and error Measures of reliability Validity Estimation methods Statistical tests Regression analysis Visualisation and interpretation of data Course outcome: Upon completion of the course, students are able to select the proper level of measurement and design a sample, discuss the use and interpretation of statistics, differentiate validity and reliability, discuss measures of central tendency and variance, interpret z-scores, explain different sources of bias, explain the application and limitation of simple linear regression.
Data Base and Data Analytics	1	2
Data Base and Data Analytics Module: Data Analytics Root module: Data Analytics Semester: 2 Course code: DBDA2WK Contact hours per week: 1 ECTS: 2 Course Content: Introduction to Databases and Transactions, Data Models Database design and relational databases Data Analytics and Queries with SQL Developing databases with multiple tables and applying normalization Relational database systems, modeling, integrating external Data sources using different data formats (including graph-data or semantic Web data) Course outcome: Upon completion of this course students are able to: create an application to dynamically integrate and extract data in a databases, create a normalized relational database, produce simple visual and statistical analytics tasks (mini-reports).
Microeconomics and International Business
Microeconomics	2	3
Microeconomics Module: Microeconomics and International Business Root module: Microeconomics and International Business Semester: 2 Course code: B_MIC2VO Contact hours per week: 2 ECTS: 3 Course Content: Basics (scarcity, positive vs. normative, micro- vs. macroeconomics, opportunity cost, sunk cost) Consumer choice Budget Preferences and utility Income and substitution effect Individual demand Market demand Elasticities (price elasticity of demand, cross-price elasticity, income elasticity) Production Theory Production in the short and long run Cost Profit maximisation Individual and market supply Market Market equilibrium Welfare analysis (consumer and producer surplus) Price floors and price ceilings Market competition (perfect competition vs. monopoly) Market failures and government intervention Externalities Public goods Course outcome: Upon completion of this course, students are able to explain and analyse consumer behavior and graphically solve the utility maximisation problem including the impact of price and income changes on the consumption choice, explain and analyse behavior of the firm and graphically solve and mathematically the profit maximisation problem under perfect competition and monopoly, graphically and mathematically determine the consumer and producer surplus as well as how those are affected by price floors and price ceilings as well as changes resulting from monopolistic competition, explain and analyse market failure and the role of the government, explain and analyse different policies from an economic perspective.
International Business	1	3
International Business Module: Microeconomics and International Business Root module: Microeconomics and International Business Semester: 2 Course code: IB2ILV Contact hours per week: 1 ECTS: 3 Course Content: This course draws upon international business theory and practice for understanding the international business context. This course will provide students with the knowledge, skills, and abilities to understand the global economic, political, cultural and social environment within which firms operate. Topics included are: International business environment International business operations (Global Marketing, Global R&D, Global HRM, Accounting in the international business) Globalization: political, legal, economic, influences. Global production, outsourcing and supply chain management Economic Integration and Cooperation Global Monetary Environments International Trade Course outcome: Upon completion of this course students are able to: explain the processes of internationalization and globalization, summarize challenges of international business, implement theoretical concepts to empirical situations, particularly through an understanding of how business adapts to the international business environment, analyse public policy processes from a corporate perspective, thereby shedding light on both corporate strategies towards political, regulatory, and associated processes.
Law
Principles of Private and Public Law	2	2
Principles of Private and Public Law Module: Law Root module: Law Semester: 2 Course code: B_PPL2VO Contact hours per week: 2 ECTS: 2 Course Content: Introduction to Public Law Sources of law, hierarchical structure of legislation Introduction to Private Law Contract and liability law, natural and legal person Introduction to European Union Law and Criminal Law The civil law system and the common law system Course outcome: Upon completion of the course, students are able to explain the role of law and the essential legal terms, explain the basics of the Austrian and the European Union legal system (legislative, executive and judicial branch of state), explain the essentials of Public Law, Private Law and Criminal Law.
Business Law	2	4
Business Law Module: Law Root module: Law Semester: 2 Course code: BL2ILV Contact hours per week: 2 ECTS: 4 Course Content: Company law: choice of legal form, managing directors' duties and fundamentals of mergers & acquisitions Intellectual Property Law: Patent, Trade Mark, Design, and Trade Secrets Alternative dispute resolution methods: ways of settling disputes out of court (arbitration, mediation) Labour law Data protection law Commerce and consumer protection Course outcome: Upon completion of this course students are able to: explain the legal framework of business, its basic principles and its relevant legal terms in Austria and in the global context implement basic principles to legal case studies explain the linkages between private and business law

Course	SWS	ECTS
Law and Procurement
European and International Law	2	3
European and International Law Module: Law and Procurement Root module: Law and Procurement Semester: 3 Course code: EIL3VO Contact hours per week: 2 ECTS: 3 Course Content: Institutional structure of the European Union The nature of European law, legal competences, decision-making at the EU level and legal protection The freedoms of the European Union European Procurement Law and European Antitrust Law Fundamentals of International Law: Subjects of International Law and its legal sources The interaction between European/International Law and domestic law International Investment Protection: Diplomatic Protection and Investment Treaties Introduction to Incoterms International Law and Human Rights in business context Free Trade Agreements and Procurement Law Course outcome: Upon completion of this course students are able to: Classify selected topics from the International Law sector: Investment Protection, Free Trade Treaties and Procurement Law, Human Rights in the context of International Business Explain the functioning and structure of the European Union, its institutions, sources of law, its core principles and the interaction between EU law and domestic law Apply the functioning and structure of International Law, its core principles, sources of law and the interaction between EU law and domestic law Differentiate the Internal Market and the four freedoms, European Procurement Law and European Antitrust Law as instruments to guarantee the functioning of the Internal Market Examine the rules of European and International Law to case studies thereby refining their methods of legal problem solving
Procurement, Poduction and Logistics	2	3
Procurement, Poduction and Logistics Module: Law and Procurement Root module: Law and Procurement Semester: 3 Course code: PPL3VO Contact hours per week: 2 ECTS: 3 Course Content: Introduction to purchasing and supply management Public procurement process and functions; Role of Public-Private partnerships Procurement practices and processes, Risk assessment and management Sourcing and Outsorcing; Contract Negotiations Worldwide sourcing: From domestic buying to international purchasing; Global Sourcing Tendering and sustainable procurement specifications Contract management Logistic goals and objectives Incoterms and their appropriate use Ethics and integrity in procurement Course outcome: Upon completion of this course students are able to: explain the principles of effective procurement, the public procurement process, and the role of procurement strategy apply supplier relations management methods, taking account of legal, ethical, financial, and contractual issues. analyze the importance of ethics and integrity in procurement and how to act in an ethical manner. Differentiate systematic risk assessment and management processes to procurement activities Evaluate techniques and tools for the design and management of purchasing (procurement) systems
Management Control
Management Control Systems	2	3
Management Control Systems Module: Management Control Root module: Management Control Semester: 3 Course code: MCS3ILV Contact hours per week: 2 ECTS: 3 Course Content: Management Control Systems in different Organizations Operative Management Control Methods and Task Strategic Management Control Methods and Tasks Performance Measurement Systems Balanced Scorecard Concept Organization of Management Control Course outcome: Upon completion of this course students are able to: summarize the concept of management control apply Management Control Methods differentiate tasks of operative and strategic management control analyze the most important value driver in a goal-oriented manner
Managerial Accounting II	1	3
Managerial Accounting II Module: Management Control Root module: Management Control Semester: 3 Course code: MAII3ILV Contact hours per week: 1 ECTS: 3 Course Content: Flexible Budgets and Direct Cost Variances Decision Making and Relevant Information Activity-Based-Costing Process Costing Value-Based Management Course outcome: Upon completion of this course students are able to: explain the structure and tasks of different costing concepts compare factors on financial decision making summarize value drivers in managerial accounting implement methods on process costing produce value-based management calculations
Project and Agility Management Fundamentals
Agility Management Fundamentals	2	3
Agility Management Fundamentals Module: Project and Agility Management Fundamentals Root module: Project and Agility Management Fundamentals Semester: 3 Course code: AMF3WK Contact hours per week: 2 ECTS: 3 Course Content: Principles of Agility Management Agile management practices Agile organizational structures (e.g. Holacracy) Agile process management (e.g. SCRUM) Challenges in adopting agile methods Course outcome: Upon completion of this course students are able to: summarize agile management methods implement an appropriate agile team structure and role descriptions differentiate the roles within an agile project team and the responsibilities of the roles contained within each dimension analyse benefits and limitations of agile management methods plan actions for each of the roles associated with an agile team. perform a presentation for a fictive project contractor
Project Management Fundamentals	2	3
Project Management Fundamentals Module: Project and Agility Management Fundamentals Root module: Project and Agility Management Fundamentals Semester: 3 Course code: PMF3ILV Contact hours per week: 2 ECTS: 3 Course Content: Project typology Project driven organizations as a special form of agility management Project assignment (scope, objectives, non-objectives, deliverables/key results) Project planning (phases, work breakdown structure) Process management: Project start, -coordination, -controlling, -conclusion Project governance (project structure, project management roles, project meetings) Risiks and limitations of project driven governance Application of project management methods to a case study Course outcome: Upon completion of this course students are able to: explain key facts, including terms, concepts, principles, life cycle phases and components of project management apply governance structures to a project and implement a project reporting schedule differentiate process management stages and organize related responsibilities, evaluate risks related to government structures and roles in agile management teams implement risk management procedures in projects perform a presentation for a fictive project contractor
Macroeconomics and Economic Policy
Macroeconomics	3	3
Macroeconomics Module: Macroeconomics and Economic Policy Root module: Macroeconomics and Economic Policy Semester: 3 Course code: B_MAC3ILV Contact hours per week: 3 ECTS: 3 Course Content: Macroeconomic goals and magic square indicators (real and nominal GDP, business cycle, CPI/inflation, unemployment/Okun’s Law) The short run - Goods market - Financial markets - IS-LM model - Fiscal and monetary policy in the short run The medium run - Labor market - AS-AD model - Inflation and unemployment (Phillipscurve) - Fiscal and monetary policy in the medium run Course outcome: Upon completion of this course students are able to: identify determinants of economic growth over time, explain the circular flow model and recognise the phases of the business cycle, explain and analyse determinants of goods and financial markets at the aggregate level, calculate, collect and interpret data on GDP, inflation and unemployment, analyse the effects of fiscal and monetary policies for the economy, apply economic models to understand current and past macroeconomic trends and recognise appropriate macroeconomic policies.
Current Issues in Economic Policy	1	3
Current Issues in Economic Policy Module: Macroeconomics and Economic Policy Root module: Macroeconomics and Economic Policy Semester: 3 Course code: CIEP3SE Contact hours per week: 1 ECTS: 3 Course Content: Scientific research paper (RP) Structure Selected research methods in economics Information retrieval in economics: databases and search strategies Selected models of argumentation style in business and economics (e.g. Toulmin argumentation model) Course outcome: Upon completion of this course students are able to: Differentiate primary, secondary and tertiary sources in economics, Summarize, paraphrase, and quote effectively from primary, secondary and tertiary sources in economics, Apply different types of literature review strategies in the field of economics, Criticise text content, rhetorical structure, and authors’ purposes from articles with focus on economics, Analyse the key methods related to conceptualizing and writing academic publications, Produce a seminar paper.
Strategy and Marketing
Marketing	2	3
Marketing Module: Strategy and Marketing Root module: Strategy and Marketing Semester: 3 Course code: MKT3ILV Contact hours per week: 2 ECTS: 3 Course Content: Definition of marketing / in the context of business administration The marketing concept in exchange with customer needs and expectations Market segmentation Purchase decision process Product development process Marketing channels Marketing communication Princing Policies Course outcome: Upon completion of this course students are able to: explain key marketing terms (e.g. market volume, market share…) compare marketing channels with regard to marketing communication activities apply the concept of the marketing mix to a business case analyse markets and select target markets based on market segments differentiate purchase decision based on buyer typologies examine regional pricing policies of multinational companies
Marketing Research	1	3
Marketing Research Module: Strategy and Marketing Root module: Strategy and Marketing Semester: 3 Course code: MKR3ILV Contact hours per week: 1 ECTS: 3 Course Content: Marketing research process Marketing research problem and research proposal Applied marketing research tools Management of marketing research projects Reporting of marketing research projects Course outcome: Upon completion of this course students are able to: apply marketing research methods considering the essential principles and concepts of marketing research produce a research proposal for a market research problem apply marketing research tools generate a marketing research report present results of the marketing research report to the client

Course	SWS	ECTS
Corporate Communication I
Principles of Integrated Business Communication	2	4
Principles of Integrated Business Communication Module: Corporate Communication I Root module: Corporate Communication I Semester: 4 Course code: PIBC4ILV Contact hours per week: 2 ECTS: 4 Course Content: Overview of Integrated Business Communication Integration of business communication objectives, actions and means The Integrated Business Communications Process and Consumer Behaviour Ethics of Integrated Business Communications Investor relations and public affairs Course outcome: Upon completion of this course students are able to: explain the individual components of integrated corporate communication analyse communication objectives, actions and means differentiate ethics of integrated business communications with regard to investor relations and public affairs plan the communication process with regard to consumer behaviour generate a stakeholder analysis with emphasis on the media environment
Case Study in Corporate Communication and Media Lab	3	5
Case Study in Corporate Communication and Media Lab Module: Corporate Communication I Root module: Corporate Communication I Semester: 4 Course code: CSCC4WK Contact hours per week: 3 ECTS: 5 Course Content: Corporate communication's multi-disciplinary perspectives Case Simulation: Communication Management Goals and Objectives Human Communication Disciplines of Corporate Communication Influences on Corporate Communication and the Media Environment Course outcome: Upon completion of this course students are able to: classify influences on corporate communication from the media environment analyse key questions, assumptions, problem areas and potential contributions of human communication disciplines tied to matters of corporate communication examine effects of executed communication activities develop communication strategies develop textual, audio and video elements for a corporate communication campaign.
International Project Management I
Advanced Project Management	2	4
Advanced Project Management Module: International Project Management I Root module: International Project Management I Semester: 4 Course code: APM4VO Contact hours per week: 2 ECTS: 4 Course Content: Management functions in a project environment Project proposal developmen t Project evaluation process Standard project plans, checklists and action chart in a project management process Conflict line organisation /project organisation Tasks, methods and responsibilities in a project management process Communication structure in projects Course outcome: Upon completion of this course students are able to: summarize human, motivational and organizational issues in a project environment, apply controlling methods for project evaluation, generate a project charter and project communication structures.
Project Financing and Managing International Projects	3	5
Project Financing and Managing International Projects Module: International Project Management I Root module: International Project Management I Semester: 4 Course code: PFMIP4ILV Contact hours per week: 3 ECTS: 5 Course Content: Principles of financial planning, cost accounting and liquidity of international projects Relationship of projects, processes and investments Investment life cycle and project chains Feasibility studies Structure and content of a business case analysis Investment analysis and controlling Process of drafting business cases Selected aspects of international projects: - Intercultural aspects of transnational project collaboration - Harmonization of technology when processing international aspects - Virtual projects, - Financial planning of EU projects - Financial control for EU projects and audits Coordination tasks when planning and executing a project Course outcome: Upon completion of this course students are able to: explain the characteristics of different international project types classify the critical financial requirements as basis for budget planning in a project examine existing business project case for investments evaluate financial plans of company and EU projects develop a financial plan as part of a project business case
Bachelor Seminar I
Bachelor Seminar I	1	3
Bachelor Seminar I Module: Bachelor Seminar I Root module: Bachelor Seminar I Semester: 4 Course code: BSI4BASE Contact hours per week: 1 ECTS: 3 Course Content: Scope of research proposal for Bachelor paper Content and structure of research proposal Development of research proposal for the final Bachelor paper Main issues and challenges of proposal writing Course outcome: Upon completion of this course students are able to: implement search strategies for academic literature, review literature based on quality criteriy and academic rankings in business an management, choose a topic, identify research gaps, formulate research questions and objectives, and outlining the contribution of the planned study, structure the proposal and writing it up according to style conventions and IMC guidelines
Current Issues in Business Administration
Current Issues in Business Administration	1	4
Current Issues in Business Administration Module: Current Issues in Business Administration Root module: Current Issues in Business Administration Semester: 4 Course code: CIBA4SE Contact hours per week: 1 ECTS: 4 Course Content: Literature Review strategies in the field of business administration Scientific Research Paper (RP) Structure Selected business research methods Information retrieval in Business research: databases and search strategies Selected models of argumentation style in business research (e.g. Toulmin argumentation model) Course outcome: At the end of this course students are able to: summarize, paraphrase, and quote effectively from primary, secondary and tertiary sources in business administration, Apply different types of literature review strategies in the field of business administration, differentiate primary, secondary and tertiary sources in business administration, criticise text content, rhetorical structure, and authors’ purposes from business research articles, analyse the key methods related to conceptualizing and writing academic publications, produce a seminar paper based on the structure of a scientific paper (Title Page, Table of Contents, Introduction, Main Section, Conclusion, References).
Digital Transformation I
Digital Transformation I	2	5
Digital Transformation I Module: Digital Transformation I Root module: Digital Transformation I Semester: 4 Course code: DTI4ILV Contact hours per week: 2 ECTS: 5 Course Content: Part 1: Innovation and business development in the digital economy Part 2: Digital technologies applications and the market Part 3: Digital transformation and sustainable business development Part 4: Field study with international perspective: Digital transformation Course outcome: At the end of this course students are able to: analyse how classical theories of organisation and management apply to the digital firm, analyse companies that operate with digital business models and markets that are affected by digitalization in cases, draft realisable business solutions to digital business transformations evaluate digital innovation strategies, paraphrase theories of digital transformation and evaluate them based on real case studies.

Course	SWS	ECTS
Practical Training
Practical Training	0	28
Practical Training Module: Practical Training Root module: Practical Training Semester: 5 Course code: PTS5BOPR Contact hours per week: 0 ECTS: 28 Course Content: Practical application of theory in the professional field
Practical Training Coaching Seminar	1	2
Practical Training Coaching Seminar Module: Practical Training Root module: Practical Training Semester: 5 Course code: PTCS5SE Contact hours per week: 1 ECTS: 2 Course Content: Supervision during the practical training through coordinator Preparing progress reports Preparing final reports Critical reflection on the practical training Course outcome: Upon completion of this course students are able to: implement knowledge and know-how from previous semesters 1-3 in an organisational setting, document results using the company as an example to explain specific tasks that were implemented during the internship, present their experiences to a public audience at an IMC fair using visual presentation techniques.

Course	SWS	ECTS
Corporate Communication II
Communication Controlling and Evaluation	1	2
Communication Controlling and Evaluation Module: Corporate Communication II Root module: Corporate Communication II Semester: 6 Course code: CCE6ILV Contact hours per week: 1 ECTS: 2 Course Content: Strategies and instruments of communication controlling Analysis of key performance indicators and reporting Stakeholder management and communication controlling Course outcome: Upon completion of this course students are able to: explain tools and instruments for communication controlling, analyse planned communication measures with focus on cost/benefit, explain the steps in drawing up a monitoring and evaluation plan, differentiate between conventional and participatory monitoring and evaluation, evaluate communication actions with focus on cost/benefit.
Crisis Communications and Issue Management	1	2
Crisis Communications and Issue Management Module: Corporate Communication II Root module: Corporate Communication II Semester: 6 Course code: CCIM6ILV Contact hours per week: 1 ECTS: 2 Course Content: Crisis as functions of public relations Crisis and Issue management plan Crisis communication principles Crisis communication in social media Course outcome: Upon completion of this course students are able to: explain crisis as functions of public relations, differentiate management actions of a crisis management plan, apply crisis communication principles, plan postings in social media for a crisis situation.
Digital Communication and Social Media	2	5
Digital Communication and Social Media Module: Corporate Communication II Root module: Corporate Communication II Semester: 6 Course code: DCSM6WK Contact hours per week: 2 ECTS: 5 Course Content: Digital communication strategy planning Multichannel communication management Social media management and public relations Social media measurement and ROI of digital communication Programmatic and behavioral targeting Course outcome: Upon completion of this course students are able to: compare social media management activities apply montoring and evaluation tools for communication controlling differentiate stages of social media campaigns plan a digital communication strategy
International Project Management II
Case Study in Project Management	2	4
Case Study in Project Management Module: International Project Management II Root module: International Project Management II Semester: 6 Course code: CSPM6WK Contact hours per week: 2 ECTS: 4 Course Content: System theory/systemic management Continuous changes and crises (discontinuous changes) in projects Roles in projects Project culture (principles of project culture, provisions to adapt the project culture, intercultural aspects and diversity in projects) Course outcome: Upon completion of this workshop students are able to: summarize the benefits and limitations of systemic management differentiate project stages and consequences for the organizational design of tasks in a company generate solutions for coping with continuous changes in projects and for project crises create simulated roles in projects to reflect on behaviour in systems judge individuals on given tasks and time allocation develop team strucures and feedback procedures in study projects
Reporting and the Project-oriented Organisation	2	5
Reporting and the Project-oriented Organisation Module: International Project Management II Root module: International Project Management II Semester: 6 Course code: RPOO6ILV Contact hours per week: 2 ECTS: 5 Course Content: Structures and cultures of project-oriented companies/organisations Models to evaluate the capability maturity of project-oriented companies Project portfolio management Quality management in projects Decision-making structures in project-oriented companies (investments, project proposal, design of project portfolio) Methods and processes of reporting in project-oriented companies Course outcome: Upon completion of this course students are able to: classify the structure and culture of project-oriented companies plan decision-making structures for project-oriented companies implement tools for reporting on investments, project proposals and the project portfolio create reports on project portfolios perform quality management in projects following given criteria
Digital Transformation II
Digital Transformation II	2	2
Digital Transformation II Module: Digital Transformation II Root module: Digital Transformation II Semester: 6 Course code: DTII6WK Contact hours per week: 2 ECTS: 2 Course Content: Business model history and significance Business model canvas development and refinement Customer development process Lean start up methodology Financial implementation of digital business models Course outcome: At the end of this module students are able to: explain the importance of digital business models to value creation and new venture success in today's economy, implement digital business model frameworks, analyse business models used by actual ventures, draft a business model for a digital business, present their business model to the class,
Bachelor Seminar II and Bachelor Paper
Bachelor Seminar II and Bachelor Paper	1	8
Bachelor Seminar II and Bachelor Paper Module: Bachelor Seminar II and Bachelor Paper Root module: Bachelor Seminar II and Bachelor Paper Semester: 6 Course code: BSIIBP6BASE Contact hours per week: 1 ECTS: 8 Course Content: Composing the bachelor paper based on the research proposal Topic-focused literature review Revision of the main elements of data collection and analysis and their application to the Bachelor paper Application of content-related and formal academic requirements Preparation for the “defensio” of the Bachelor paper. Course outcome: Upon completion of this course students are able to: independently write an academic paper in accordance with content-related and formal academic requirements.
Bachelor Exam	0	2
Bachelor Exam Module: Bachelor Seminar II and Bachelor Paper Root module: Bachelor Seminar II and Bachelor Paper Semester: 6 Course code: BE6AP Contact hours per week: 0 ECTS: 2 Course Content: Presentation of bachelor paper Oral examination on the bachelor paper (in accordance with section 16 Fachhochschul-Studiengesetz [University of Applied Sciences Studies Act]), and the links to related subjects on the curriculum (in accordance with section 16 University of Applied Sciences Studies Act) Course outcome: Upon completion of this course students are able to: present their bachelor paper and the question they addressed in a manner appropriate to the target audience, and defend the paper before an expert committee, outline the significance of the findings for professional practice and research, and present supporting arguments and answer follow-up questions on degree-programme subjects and the links between them, and justify their answers.

Study abroad

Spend a semester or more at one of our about 150 partner universities. A unique experience!

The exchange semester

Key features

What makes our Business Administration programme so special? Here’s an overview.

Next stop: a career with international prospects

Business administration, economics and developing leadership qualities – these are the cornerstones of our Business Administration bachelor programme. A strong international focus is another of our priorities: we equip you with the tools you need to work effectively in international environments.

The programme is built around three core subjects: international project management, corporate communications and digital transformation. During your degree, you develop in-depth expertise in all three subjects – a comprehensive package that helps you to stand out from the crowd on the job market.

International experience

Geographical and professional mobility and an open mind in terms of cultural diversity are among the most important attributes in the world of work today. IMC Krems shares these values: you study with fellow students from all over the world, enabling you to develop your cross-cultural skills from day one.

In the third semester, you have the opportunity to study at one of our about 150 partner universities – a valuable experience that will stay with you for a long time. The internship semester is another core element of our bachelor programme, when you spend 22 weeks on a placement at an organisation abroad to gain work experience.

Scope to follow your own path

We know that holding relevant certifications can boost your chances on the job market. That’s why we offer students support to help them prepare effectively for certification. Popular credentials include the IPMA’s internationally recognised project management certification as well as quality management certification from Quality Austria.

Another optional highlight that many students on the Business Administration programme have already taken advantage of is the IMC Founders Lab, which gives you the opportunity to develop your own business ideas and take the first steps towards starting a business or going freelance.

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Key skills

When you graduate, you will have developed wide-ranging professional and theoretical expertise and skills, as well as strong interpersonal abilities.

During the degree you learn about the basics of business administration, economics and law.

Understanding complex functions within organisations and the interplay between departments is another core competence. You will be aware of just how important an enduring corporate culture is, and become an advocate for strengthening the culture at your company.

You also study the following business disciplines during your degree:

Accounting and finance: You have all the skills required to take on bookkeeping, accounting or controlling duties. You are also familiar with various financial instruments and budgeting tools, and how to deploy them effectively.
Marketing: You will study key marketing models, with a focus on typical marketing methods, international and strategic marketing, and market research.
Human resource management, logistics and organisational development: You will become familiar with key responsibilities of HR managers and learn how to handle cross-cultural differences. The course also provides an overview of logistics and procurement, and teaches you how to incorporate aspects of quality assurance in your approach to work. Your extensive basic business knowledge also enables you to play a part in preparing business plans.

Microeconomics and macroeconomics are core elements of the curriculum. After completing your degree, you will have a clear understanding of major global interrelationships, which can feed into your organisation’s decision-making processes.

The programme also provides an initial overview of various legal topics including public, private and business law, as well as European and international law. The aim is to ensure that you can effectively communicate with legal professionals.

Analysing research-related questions is an important aspect of higher education. This is why we help you to develop academic skills that allow you to understand and successfully participate in research processes.
These are skills that you apply when you come to write your bachelor paper.

Besides professional expertise, interpersonal skills will play a major role in your day-to-day work.

So we place a particular emphasis on soft skills. You will develop your teamworking abilities in various group work situations, as well as learning how to manage conflicts in the group. We also help you to enhance your presentation skills, put you in a position to take on team leadership functions and teach you how to use conflict resolution tools.

A stand-out feature of the degree programme is that it enables you to develop strong cross-cultural abilities, thanks to the programme’s distinctive international focus. You learn how to handle contrasting views and approaches more effectively and identify potential in teams comprising members with a variety of personal and cultural backgrounds. Put simply, in your career you’ll be able to deal expertly with business partners from all over the world.

In this elective you develop solid corporate and media communications skills.

These will enable you to take on responsibility within a company as part of a team, and contribute to the development, planning and implementation of external and internal communications. Knowledge of the key communications models and the ability to systematically and efficiently exploit digital platforms and social media channels are an important foundation for this.

This elective will also put you in a position to independently implement and analyse specific communications activities, with a particular emphasis on preparing materials tailored to your target groups and the journalistic quality of content.

This elective helps you develop into a project management expert. You learn about the various types of project in detail, enabling you to arrive at the right decisions when managing projects and adapt the methods, processes and work packages appropriately.

Your skills profile will feature the expertise to take on operational planning and implementation responsibilities for cross-border projects, as well as project control tasks.

Employers will be able to call on you for support with promoting project-focused work practices within the organisation. You will also be able to identify the benefits of project management, as well as – perhaps even more importantly – its limitations.

Career paths

Our Business Administration bachelor degree programme opens many doors. The programme prepares you for responsibilities that require a combination of management, project management, corporate communications and digital transformation expertise. Thanks to the broad-based curriculum, it also puts you in a position to take on marketing and human resources roles.

You have the choice of starting a career or enrolling for a related full-time or part-time master degree.

A wide range of options will be open to you – at IMC Krems, for instance, you can register for the master degree programmes:

Management
Marketing with Major Tracks in Tourism & Service Marketing, Fashion & Lifestyle Marketing and Retail & Shopper Marketing
International Business and Economic Diplomacy
Digital Business Innovation and Transformation
Umwelt- und Nachhaltigkeitsmanagement
Management von Gesundheitsunternehmen

Alternatively, you can take a master degree in business at another Austrian or foreign university.

Potential entry-level positions
Corporate communications assistant
Corporate marketing assistant
Junior communications officer
Junior marketing manager
Junior project manager
Corporate affairs trainee
Junior consultant
Press coordinator
Junior communications specialist
PR assistant
Assistant to the press office/communications department
Human resource management assistant
Assistant to the CEO

10 good reasons

What makes us special? We are more than happy to tell you about the aspects of our university, which we are especially proud of.

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Krems

Friendly and cosmopolitan: The city attracts students from all over the world, who come to study, research and work together.

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Service centers

Our university has removed a host of administrative hurdles, leaving you free to concentrate fully on your studies.

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Advisory Service

Do you have questions regarding our degree programmes or the application? Contact our Prospective Student Advisory Service.

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Opinions: Business Administration

Click through the videos of the degree programme.

Get to know our university of applied sciences from a new and very personal perspective.

Multimedia platform Virtual IMC

Information events

Bachelor Info Day 2021
Thursday
12/02/2021
14:00 - 17:30
Bachelor Info Day 2021
One afternoon in a very personal atmosphere with our students and programme directors.
IMC Campus Krems | Wing G1IMC Campus Krems | Wing G1
Open House 2022
Saturday
02/19/2022
09:00 - 15:00
Open House 2022
Get the perfect insight into everyday study life at IMC Krems, talk to our students and get information from our programme directors.
IMC Campus Krems | Wing G1IMC Campus Krems | Wing G1
Bachelor Info Day 2022
Thursday
03/10/2022
14:00 - 17:30
Bachelor Info Day 2022
One afternoon in a very personal atmosphere with our students and programme directors.
IMC Campus Krems | Wing G1IMC Campus Krems | Wing G1

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Our team

Get to know the core team of our bachelor degree programme Business Administration.

Prof.(FH) Mag. Dr. Martin Waiguny
Academic Head
Kollegium
+43 2732 802 250
[email protected]
IMC Campus KremsIMC Campus Trakt G
Consumer behaviour and New Media. Product Placements, Entertainment Theory, Gamification, Advertising
Consumer Strategy. Advertising and Advertising psychology, Customer relationship Management, Information based Customer Management
Quantitative and Qualitative Research Methods
International Business and Economic Diplomacy
Master of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
eMobSim - Elektromobilität im Alltag
Department of Business
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Department of Business
Lovazs-Bukova, H., Hage, R., Waiguny, M.K.J., Gruber-Mücke, T. (2020): ESTABLISHING AN AVATAR-BASED PRESENCE ON INSTAGRAM. In Doucek, P., Chroust, G., Oškrdal, V. (Hrsg.), IDIMT-2020 Digitalized Economy, Society and Information Management (245-252). Linz: Trauner Verlag.
Hwang, E., Waiguny, M.K.J., Hamlin, R. (2019): The effects of sensory cues in advertising a brand extension product. In ICORIA (Hrsg.), ICORIA 2019 - Designing Experiences, Conference Proceedings. Amsterdam: ICORIA.
Waiguny M.K.J, Kleiss, D. (2019): Sustainability and Diversity Labels in Job ads. In ICORIA (Hrsg.), ICORIA 2019 - Designing Experiences, Conference Proceedings. Amsterdam: ICORIA.
Young, O., Kantono, K., Waiguny, M., Hung, L., Hamid, N. (2018): A graphical equivalent to mandated nutrition information tables. British Food Journal, 120(4): 777-787.
Doi: https://doi.org/10.1108/BFJ-07-2017-0407
Terlutter, R., Diehl, S., Koinig, I., Waiguny, M. (2017): Memory of Brand Placements in 2D, 3D, and 4D Movie Clips: An Abstract. In Rossi, P. (Hrsg.), Marketing at the Confluence between Entertainment and Analytics (1079-1079). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-47331-4
Kennedy, A. M.; Waiguny, M. K. J.;: Consumer Socialisation through Christmas Myths and Ethical Implications.
Cook, G., Waiguny, M.K.J, Marshall, R. (2017): What makes Crowds to fund. In ICORIA (Hrsg.), ICORIA 2017 - Power to the consumers: how content becomes the message, Conference Proceedings. Amsterdam : ICORIA.
Kniesel, H., Waiguny, M., Diehl, S. (2016): Effects of Online Review Response Strategies on Attitudes toward the Hotel. In Verlegh, P., Voorveld, H., Eisend, M. (Hrsg.), Advances in Advertising Research Vol. VI (85-98). Wiesbaden: Springer Gabler.
Doi: https://doi.org/10.1007/978-3-658-10558-7_8
Roettl, J., Waiguny, M., Terlutter, R. (2016): The persuasive power of advergames: A content analysis focusing on persuasive mechanisms in advergames. Australasian Marketing Journal (AMJ), 24(4): 275-287.
Doi: https://doi.org/10.1016/j.ausmj.2016.10.001
Terlutter, R., Diehl, S., Koinig, I., Waiguny, M. (2016): Positive or Negative Effects of Technology Enhancement for Brand Placements? Memory of Brand Placements in 2D, 3D, and 4D Movies. Media Psychology, 19(4): 505-533.
Doi: https://doi.org/10.1080/15213269.2016.1142377
Waiguny, M.K.J (2016): Marketing Aktivierungen: Die Rolle von Markenbezug und Aktivität, FHK Forschungsforum. In Fachhochschule des BFI Wien (Hrsg.), Online-Tagungsband FHK Forschungsforum 2016 (119). Wien: FHK.
Grabner-Kräuter, S., Waiguny, M. (2015): Insights Into the Impact of Online Physician Reviews on Patients’ Decision Making: Randomized Experiment. Journal of medical Internet research, 17(4): e93.
Doi: https://doi.org/10.2196/jmir.3991
Lockie, M., Waiguny, M., Grabner-Kräuter, S. (2015): How style, information depth and textual characteristics influence the usefulness of general practitioners' reviews. Australasian Marketing Journal (AMJ), 23(3): 168-178.
Doi: https://doi.org/10.1016/j.ausmj.2015.01.005
Grabner-Kräuter, S., Waiguny, M. (2015): “I Believe More in Factual Reviews”–But not so Much when the Reviewer Is Similar to the Reader and the Product Is Hedonic. In Banks, I., De Pelsmacker, P., Okazaki, S. (Hrsg.), Advances in Advertising Research (Vol. V) (89-102). Wiesbaden: Springer Gabler.
Doi: https://doi.org/10.1007/978-3-658-08132-4_7
Zaglia, M., Waiguny, M., Abfalter, D., Müller, J. (2015): The influence of online social networks on performance of small and medium enterprises: an empirical investigation of the online business to business network XING. International Journal of Entrepreneurial Venturing, 7(1): 1-23.
Doi: https://doi.org/10.1504/IJEV.2015.067870
Gunawardena, T., Waiguny, M. (2014): So many things to do! How multitasking affects memory and attitude for product and brand placements. Australasian Marketing Journal (AMJ), 22(4): 288-295.
Doi: https://doi.org/10.1016/j.ausmj.2014.09.001
Kniesel, H., Waiguny, M.K.J., Diehl, S. (2014): It Worth Responding? The Effect Of Different Response Strategies On The Attitude Toward The Reviewed Hotel. In ICORIA (Hrsg.), ICORIA 2014 Conference Proceedings . Amsterdam: ICORIA.
Waiguny M.K.J, Parsons, A. (2014): Topdog Or Underdog: Bullying In Comparative Advertising Between National Brands And Private Labels. In ICORIA (Hrsg.), ICORIA 2014 Confernce Proceedigns. Amsterdam: ICORIA.
Gunawardena, T., Waiguny, M.K.J. (2014): Hang on! I have to read the Newsline! How Multitasking affects Memory and Attitude of Product and Brand Placements. In AAA (Hrsg.), American Academy of Advertising Conference Proceedings (92). Pittsboro NC : AAA.
Waiguny, M.K.J., Nelson, M.R., Terlutter, R. (2014): The Relationship of Persuasion Knowledge, Identification of Commercial Intent and Persuasion Outcomes in Advergames-the Role of Media Context and Presence. Journal of Consumer Policy , 37: 257-277.
Doi: https://doi.org/10.1007/s10603-013-9227-z
Waiguny M.K.J., Nelson, M., Terlutter, R. (2013): The Relationship of Persuasion Knowledge, Identification of Commercial Intent and Persuasion Outcomes in Advergames-the Role of Media Context and Presence. Journal of Consumer Policy, 37: 257-277.
Doi: https://doi.org/10.1007/s10603-013-9227-z
Waiguny, M.K.J (2013): Investigating the Entertainment–Persuasion Link: Can Educational Games Influence Attitudes Toward Products?. In Rosengren, S. , Dahlén, M., Okazaki, S. (Hrsg.), Advances in Advertising Research (Vol. IV) (173-186). Wiesbaden: Springer, Gabler.
Doi: https://doi.org/10.1007/978-3-658-02365-2_13
Waiguny, M.K.J., Nelson, M.R., Marko, B. (2013): How Advergame Content Influences Explicit and Implicit Brand Attitudes: When Violence Spills Over. Journal of Advertising, 42(2-3): 155-169.
Doi: https://doi.org/10.1080/00913367.2013.774590
Waiguny, M., Mödritscher, G. (2012): Risk–related situational involvement and enduring involvement as indicators for configuration customer confusion. International Journal of Mass Customisation , 4(3/4): 152-170.
Doi: https://doi.org/10.1504/IJMASSC.2012.047395
Waiguny, M.K.J, Pevny, A., Terlutter, R. (2012): When Xmas Wishes are Brands: Wishing Behavior of Children. In Eisend, M., Langner, T., Okazaki, S. (Hrsg.), Advances in Advertising Research (Vol. III) (303-319). Wiesbaden: Springer, Gabler.
Doi: https://doi.org/10.1007/978-3-8349-4291-3_23
Nelson, M., Waiguny, M.K.J (2012): Branded Entertainment or Entertaining Persuasion: Psychology of Advergames and In-Game Advertising. In Shrum, L.J. (Hrsg.), The Psychology of Entertainment Media Blurring the Lines Between Entertainment and Persuasion (93-143). London: Routledge .
Doi: https://doi.org/10.4324/9780203828588
Waiguny, M., Nelson, M., Terlutter, R. (2012): Entertainment Matters! The Relationship between Entertainment and Persuasiveness of an Advergame for Children. Journal of Marketing Communications , 18(1): 69-89.
Doi: https://doi.org/10.1080/13527266.2011.620766
Waiguny, M.K.J., Terlutter, R., Zaglia, M. (2011): The Influence of Advergames on Consumers’ Attitudes and Behavior: An Empirical Study Among Young Consumers. International Journal of Entrepreneurial Venturing, 3(3): 231-247.
Doi: https://doi.org/10.1504/IJEV.2011.041273
Waiguny, M.K.J (2011): Entertaining Persuasion: Die Wirkungen von Advergames auf Kinder. Wiesbaden: Springer, Gabler.
Doi: https://doi.org/10.1007/978-3-8349-6201-0_3
Waiguny, M.K.J., Terlutter, R. (2011): Differences in Children’s Processing of Advergames and TV Commercials. In Okazaki, S. (Hrsg.), Advances in Advertising Research Vol. 2 (35-51). Wiesbaden: Springer, Gabler.
Doi: https://doi.org/10.1007/978-3-8349-6854-8
Waiguny, M.K.J., Nelson, M., Terlutter, R. (2011): Go With the Flow: How Persuasion Knowledge and Game Challenge and Flow State Impact Children’s Brand Attitude. In AAA (Hrsg.), American Academy of Advertising Conference Proceedings, Mesa Arizona (109-112). Pittsboro NC: AAA.
Grabner-Kräuter, S., Waiguny, M.K.J. (2011): Why users stay in online social networks: perceptions of value, trust, subjective norm, and the moderating influence of duration of use. In Srinivasan, R (Hrsg.), AMA Winter Educators' Conference 2011: Marketing Theory and Applications (240-249). Austin: American Marketing Association ( AMA ).
Waiguny, M.K.J, Terlutter, R. (2010): Entertainment in Advergames and its Influence on Brand-Related Outcomes for Children. In Terlutter, R., Diehl, S., Okazaki, S. (Hrsg.), Advances in Advertising Research (Vol. 1) (171-186). Wiesbaden: Springer, Gabler.
Doi: https://doi.org/10.1007/978-3-8349-6006-1
Matzler, K., Waiguny, M.K.J, Füller, J. (2007): Spoiled for Choice: Consumer Confusion in Internet-Based Mass Customization. Innovative Marketing, 3(3): 7-18.
Waiguny, M.K.J, Toschkov, A., Mödritscher, G. (2007): Strategies and Patterns of customer oriented Product Configuration to avoid Mass Confusion. In Blecker, T., Friedrich, G., Hvam, L., Edwards, K. (Hrsg.), Customer Interaction and Customer Integration (391-412). Berlin: Gito.
Waiguny, M.K.J., Toschkov, A. (2007): Management von Veränderungsmaßnahmen zur Erhöhung der Usability. Rundbrief des Fachausschusses Management der Anwendungsentwicklung und -wartung, 13(1): 35-47.
Grabner-Kraeuter, S.,Mödritscher, G., Waiguny, M.K.J., Mussnig W., (2007): Performance Monitoring of CRM Initiatives. In IEEE (Hrsg.), 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07) (150). Hawaii: IEEE.
Matzler, K., Waiguny, M.K.J, Toschkov, A., Mooradian, T. (2006): Usability, Emotions and Customer Satisfaction in Online Travel Booking. In Hitz, M., Sigala, M., Murphy, J. (Hrsg.), Information and Communication Technologies in Tourism (135-146). Wien: Springer Verlag.
Doi: https://doi.org/10.1007/3-211-32710-X_21
Kropfberger, D., Mödritscher, G., Waiguny, M.K.J (2006): Markenführung und Controlling: Der Markenwert in der Balanced Scorecard. In Strebinger, A., Mayerhofer, W., Kurz, H. (Hrsg.), Werbe- und Markenforschung: Meilensteine – State of the Art – Perspektiven (487-520). Wiesbaden: Gabler.
Doi: https://doi.org/10.1007/978-3-8349-9069-3
Eixelsberger, W., Mödritscher, G., Toschkov, A., Waiguny, M.K.J (2006): Multi-Channel-Strategien von Retail Banken. BIT – Banking and Information Technology, 6(4): 37.
Waiguny, M., Toschkov, A. (2005): Usability Evaluation for Relationship oriented Web-Sites. In Cunningham, P., Cunningham, M. (Hrsg.), Innovation and the Knowledge Economy – Issues, Applications, Case Studies (303-310). Amsterdam: IOS Press.
Matzler, K., Waiguny, M.K.J (2005): Customer Confusion in Online Hotel Booking. In Frew, A. (Hrsg.), Information and Communication Technologies in Tourism 2005 Proceedings of the International Conference in Innsbruck, Austria, 2005 (306-317 ). Wien: Springer.
Doi: https://doi.org/10.1007/3-211-27283-6_28
Prof.(FH) Mag. Dr. Martin Waiguny
Academic Head
Academic Head
Prof.(FH) Mag. Dr. Martin Waiguny
Core Competencies
- Consumer behaviour and New Media. Product Placements, Entertainment Theory, Gamification, Advertising
- Consumer Strategy. Advertising and Advertising psychology, Customer relationship Management, Information based Customer Management
- Quantitative and Qualitative Research Methods

Prof.(FH) Mag. Dr. Reinhard Altenburger
Professor Department of Business
Institute Business Administration and Management
+43 2732 802 317
[email protected]
IMC Campus KremsIMC Campus Trakt G
Business Administration
Bachelor of Arts in Business / full-time
Betriebswirtschaft für das Gesundheitswesen
Bachelor of Arts in Business / part-time
Umwelt- und Nachhaltigkeitsmanagement
Master of Arts in Business / part-time
Management
Master of Arts in Business / part-time
Management von Gesundheitsunternehmen
Master of Arts in Business / part-time
Studie zum Schutz von Geschäftsgeheimnissen im Kontext der Data Economy
Department of Business
[email protected]
Department of Business
Mixed Reality Based Collaboration for Industry (MRBC4i)
Department of Business
Ressourceneffizienz: Kooperationsmodelle von Start-ups mit KMU/Familienunternehmen für nachhaltige Innovationen
Project Leader, Department of Business
Innovationen in Familienbetrieben: Kontextuelle Faktoren, Prozesse und Performance-Effekte
Project Leader, Department of Business
Nachhaltige Innovationen in der Hotellerie
Project Leader, Department of Business
„Europe Engage“: Mit Service-Learning eine Kultur des bürgerschaftlichen Engagements innerhalb der Hochschulbildung in Europa entwickeln
Project Leader, Department of Business
Corporate Social Responsibility (CSR) und Innovationsmanagement
Project Leader, Department of Business
Altenburger, R., Bachner, C. (2020): Integrierte nachhaltige Unternehmensführung von Familienunternehmen. In Butzer-Strothmann, K., Ahlers, F. (Hrsg.), Integrierte nachhaltige Unternehmensführung (107-124). Berlin: Springer.
Doi: https://doi.org/10.1007/978-3-662-61168-5
Altenburger, R. (2019): Strategisches CSR-Controlling in Familienunternehmen. In Feldbauer-Durstmüller, B., Mayr, S. (Hrsg.), Controlling – Aktuelle Entwicklungen und Herausforderungen (303-316). Wiesbaden: Springer Gabler.
Doi: https://doi.org/10.1007/978-3-658-27723-9
Altenburger, R. (Hrsg.). (2018): Innovation Management and Corporate Social Responsibility. Social Responsibility as Competitive Advantage. Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-93629-1
Altenburger, R. (2018): Corporate Social Responsibility as a Driver of Innovation Processes. In Altenburger, R. (Hrsg.), Innovation Management and Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance (1- 12). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-93629-1_1
Bachner, C., Altenburger, R. (2018): Die Unternehmerfamilie als Wegbereiter in einer konservativen Branche. In Altenburger, R., Frank, H., Kessler, A. (Hrsg.), Innovation in Familienunternehmen. Good Practice-Fallanalysen aus Niederösterreich (97-123). Wien: Facultas.
Altenburger, R., Frank, H., Kessler, A. (2018): Lernpotenziale für innovationsinteressierte Familienunternehmen aus Good Practice-Fallanalysen. In Altenburger, R., Frank, H., Kessler, A. (Hrsg.), Innovation in Familienunternehmen. Good Practice-Fallanalysen aus Niederösterreich (190-212). Wien: Facultas.
Altenburger, R. (2018): Radikale Prozess- und Produktinnovation und kreatives Design als Wettbewerbsvorteile eines Familienunternehmens. In Altenburger, R., Frank, H., Kessler, A. (Hrsg.), Innovation in Familienunternehmen. Good Practice-Fallanalysen aus Niederösterreich (71-95). Wien: Facultas.
Altenburger, R., Frank, H., Kessler, A. (Hrsg.). (2018): Innovation in Familienunternehmen - Good Practice-Fallanalysen aus Niederösterreich. Wien: Facultas.
Altenburger, R., Schmidpeter, R. (Hrsg.). (2018): CSR und Familienunternehmen. Gesellschaftliche Verantwortung im Spannungsfeld von Tradition und Innovation. Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-662-55618-4
Altenburger, R., Schmidpeter, R. (2018): Die gesellschaftliche Verantwortung von Familienunternehmen. In Altenburger, R., Schmidpeter, R. (Hrsg.), CSR und Familienunternehmen. Gesellschaftliche Verantwortung im Spannungsfeld von Tradition und Innovation (1-15). Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-662-55618-4
Altenburger, R. (2016): CSR und Stakeholder Management - Strategische Herausforderungen. In Altenburger, R., Mesicek, R. (Hrsg.), CSR und Stakeholder Management (13-27). Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-662-46560-8
Altenburger, R., Mesicek, R. (Hrsg.). (2016): CSR und Stakeholdermanagement. Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-662-46560-8
Altenburger, R. (2015): Nachhaltiges Innovationsmanagement. In Schneider, A., Schmidpeter, R. (Hrsg.), Corporate Social Responsibility (595-605). Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-662-43483-3
Altenburger, R. (Hrsg.). (2013): CSR und Innovationsmanagement. Gesellschaftliche Verantwortung als Innovationstreiber und Wettbewerbsvorteil. Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-642-40015-5
Altenburger, R. (2013): Gesellschaftliche Verantwortung als Innovationstreiber. In Altenburger, R. (Hrsg.), CSR und Innovationsmanagement. Gesellschaftliche Verantwortung als Innovationstreiber und Wettbewerbsvorteil (1-18). Berlin Heidelberg: Gabler.
Doi: https://doi.org/10.1007/978-3-642-40015-5
Altenburger, R. (2012): Herausforderungen an die wertorientierte Unternehmenssteuerung. In Altenburger, R. (Hrsg.), Wertorientiertes Management. Aktuelle Herausforderungen und Implementierung (1-18). Wien: Manz.
Altenburger, R. (2012): Wertorientiertes Management. Aktuelle Herausforderungen und Implementierung. Wien: Manz.
Altenburger, R. (2008): Systemische Strategieprozesse: Steuerungs- und Gestaltungsmöglichkeiten des Managements bei der nachhaltigen Entwicklung von Strategiekompetenzen. Saarbrücken: VDM Verlag.
Altenburger, R., Ambros, H. (1998): Retail Banks am Scheideweg - Veränderte Kundenwünsche, neue Vertriebswege und Mitbewerber. Wien: Österreichischer Sparkassenverlag.
Altenburger, R., Ambros, H. (1996): Neue Bankvertriebswege - Innovatoren im Retailbanking. Wien: Österreichischer Sparkassenverlag.
Altenburger, R., Ambros, H. (1994): Kundenkontakte im Wandel - Effektivität von Bankvertriebswegen. Wien: Österreichischer Sparkassenverlag.
Prof.(FH) Mag. Dr. Reinhard Altenburger
Professor Department of Business
Dr. Claudia Dolezal, PhD, MSc, PGCert, PGCert, BA
Professor Department of Business
Institute Tourism, Wine Business and Marketing
+43 2732 802 204
[email protected]
IMC International Campus Piaristengasse
Sustainable Tourism Development and the United Nations Sustainable Development Goals
Tourism and Social Change
Destination Development and Destination Management
Marketing
Master of Arts in Business / full-time
Tourism and Leisure Management
Bachelor of Arts in Business / full-time
Tourism and Leisure Management
Bachelor of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
Dolezal, C., Novelli, M. (2020): Power in community-based tourism: empowerment and partnership in Bali. Journal of Sustainable Tourism.
Doi: https://doi.org/10.1080/09669582.2020.1838527
Dolezal, C., Miezelyte, D. (2020): Volunteer Tourists and the SDGs in Bali: Agents of Development or Redundant Holiday-Makers?. Austrian Journal for South-East Asian Studies, 13(1): 117-124.
Doi: https://doi.org/10.14764/10.ASEAS-0028
Trupp, A., Dolezal, C. (2020): Tourism and the Sustainable Development Goals in Southeast Asia. Austrian Journal of South-East Asian Studies, 13(1): 1-16.
Doi: https://doi.org/10.14764/10.ASEAS-0026
Dolezal, C., Trupp, A., Bui, H. (Hrsg.). (2020): Tourism and Development in Southeast Asia. London: Routledge.
Trupp, A., Dolezal, C., Bui, H. (2020): Mapping tourism, sustainability, and development in Southeast Asia. In Dolezal, C., Trupp, A., Bui, H. (Hrsg.), Tourism and Development in Southeast Asia (3-22). London: Routledge.
Bui, H., Dolezal, C. (2020): The tourism-development nexus in Southeast Asia: History and current issues. In Dolezal, C., Trupp, A., Bui, H. (Hrsg.), Tourism and Development in Southeast Asia (23-40). London: Routledge.
Dolezal, C., Trupp, A., Leepreecha, P. (2020): Researching tourism and development in Southeast Asia: Methodological insights. In Dolezal, C., Trupp, A., Bui, H. (Hrsg.), Tourism and Development in Southeast Asia (41-56). London: Routledge.
Dolezal, C., Trupp, A., Bui, H. (2020): Tourism and development in Southeast Asia: Concluding remarks and future outlook. In Dolezal, C., Trupp, A., Bui, H. (Hrsg.), Tourism and Development in Southeast Asia (214-218). London: Routledge.
Dolezal, C., Gudka, J. (2019): London’s “Unseen Tours”: Slumming or societal change in the city?. In Smith, A., Graham, A. (Hrsg.), Destination London: The territorial expansion of the visitor economy. (141-163). London: University of Westminster Press.
Doi: https://doi.org/10.16997/book35.g/
Dolezal, C. (2018): Being in the field in Bali: A reflection on fieldwork relations in community-based tourism research. In Tucker, H., Jimura, T., Dixon, L. (Hrsg.), Tourism Ethnographies: Ethics, Methods, Application and Reflexivity (97-111). London: Routledge.
Doi: https://doi.org/10.4324/9781315162164
Novelli, M., Klatte, N., Dolezal, C. (2016): The ASEAN community-based tourism standards: looking beyond certification. Tourism Planning & Development, 14(2): 216-281.
Doi: https://doi.org/10.1080/21568316.2016.1243146
Dolezal, C. (2015): The tourism encounter in community-based tourism in Northern Thailand: Empty meeting ground or space for change?. Austrian Journal for South-East Asian Studies, 8(2): 165-186.
Doi: https://doi.org/10.14764/10.ASEAS-2015.2-4
Dolezal, C., Trupp, A. (2015): Tourism and Development in Southeast Asia. Austrian Journal for South-East Asian Studies, 8(2): 117-124.
Doi: https://doi.org/10.14764/10.ASEAS-2015.2-1
Dolezal, C., Burns, P. (2014): ABCD to CBT: Asset-Based Community Development’s Potential for Community-Based Tourism. Development in Practice, 25(1): 133-142.
Doi: https://doi.org/10.1080/09614524.2015.982075
Dolezal, C. (2013): Community-Based Tourism in Bali: On the Road Towards Empowerment? An Interview with Djinaldi Gosana. Austrian Journal for South-East Asian Studies, 6 (2): 366-373.
Doi: https://doi.org/10.14764/10.ASEAS-6.2-8
Trupp, A., Dolezal, C. (2013): Mobilities in South-East Asia. Austrian Journal of South-East Asian Studies, 6(2): 235-241.
Doi: https://doi.org/10.14764/10.ASEAS-6.2-1
Dolezal, C. (2011): Community-Based Tourism in Thailand: (Dis-)Illusions of Authenticity and the Necessity for Dynamic Concepts of Culture and Power. Austrian Journal of South-East Asian Studies, 4(1): 129-138.
Doi: https://doi.org/10.14764/10.ASEAS-4.1-7
Dr. Claudia Dolezal, PhD, MSc, PGCert, PGCert, BA
Professor Department of Business
Prof.(FH) Klaus Kotek, MBA
Professor Department of Business
Institute International Trade and Sustainable Economy
+43 2732 802 383
[email protected]
IMC International Campus Piaristengasse
International insurance industry and financial management
International Marketing and Brand Management
CSR (Corporate Social Responsibility) and sustainability
Business Administration
Bachelor of Arts in Business / full-time
Export-oriented Management
Bachelor of Arts in Business / full-time
International Wine Business
Bachelor of Arts in Business / full-time
Marketing
Master of Arts in Business / full-time
Digital Innovation Hub OST (DIHOST)
Department of Business
Schwand, C., Kotek, K. (2019): Die Untersuchung des Informationsbedarfs, gesellschaftlicher Entwicklungen und neuer Werbeformen - Auswirkungen von Google Trends auf die Werbewirtschaft. In Heinemann, S. (Hrsg.), Werbegeschichten - Markenkommunikation zwischen Tradition und Innovation. Europäische Kulturen in der Wirtschaftskommunikation (307-326). Wiesbaden: Springer VS.
Kotek, K., Schoenberg, A., Schwand, C. (2018): CSR Behavior: Between Altruism and Profit Maximization. In Altenburger, R. (Hrsg.), Innovation Management and Corporate Social Responsibility (159-169). Wiesbaden: Springer Fachmedien.
Doi: https://doi.org/10.1007/978-3-319-93629-1
Schwand, C., Kotek, K., Kormann, G. (2016): GW St. Pölten – Industriell. Integrativ. Innovativ. In Wagner, U., Reisinger, H., Schwand, C. (Hrsg.), Fallstudien aus der österreichischen Marketingpraxis 7 (99-108). Wien: Facultas.
Kotek, K. (2013): Orange Austria - Beim Verkauf liegen die Nerven blank. In Wagner, U., Reisinger, H., Schwand, C. (Hrsg.), Fallstudien aus der österreichischen Marketingpraxis 6 (75-86). Wien: Facultas Verlag.
Schwand, C., Berger, C., Hartbach, S., Kleiss, D., Kotek, K., Kormann, G., Schachner, M., & Neuherz, C. (2011): Grundelemente der Verkaufsraumgestaltung: Die Suche nach dem Stern. In FH Campus Wien (Hrsg.), Tagungsband 5. Forschungsforum der österreichischen Fachhochschulen, 27.-28. April 2011 (-). Wien: FFH.
Kormann, G., Schuneritsch, W., Bartz, M., Kotek, K., Schwand, C. (2011): Risikoadjustierte Entscheidungsmodelle im Servicebereich - ein Mythos trifft auf Best Practice. In FH Campus Wien (Hrsg.), Tagungsband 5. Forschungsforum der österreichischen Fachhochschulen, 27.-28. April 2011 (-). Wien: FFH.
Prof.(FH) Klaus Kotek, MBA
Professor Department of Business
Prof.(FH) Denise Kleiss, MSc., MBA, B.A.
Professor Department of Business
Institute International Trade and Sustainable Economy
+43 2732 802 360
[email protected]
IMC International Campus Piaristengasse
Human Resource Management
Tourism Management and Business
Business Administration
Bachelor of Arts in Business / full-time
Export-oriented Management
Bachelor of Arts in Business / full-time
International Business and Economic Diplomacy
Master of Arts in Business / part-time
Informatics
Bachelor of Science in Engineering / full-time
Tourism and Leisure Management
Bachelor of Arts in Business / full-time
Tourism and Leisure Management
Bachelor of Arts in Business / part-time
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Department of Business
Waiguny M.K.J, Kleiss, D. (2019): Sustainability and Diversity Labels in Job ads. In ICORIA (Hrsg.), ICORIA 2019 - Designing Experiences, Conference Proceedings. Amsterdam: ICORIA.
Schwand, C., Berger, C., Hartbach, S., Kleiss, D., Kotek, K., Kormann, G., Schachner, M., & Neuherz, C. (2011): Grundelemente der Verkaufsraumgestaltung: Die Suche nach dem Stern. In FH Campus Wien (Hrsg.), Tagungsband 5. Forschungsforum der österreichischen Fachhochschulen, 27.-28. April 2011 (-). Wien: FFH.
Prof.(FH) Denise Kleiss, MSc., MBA, B.A.
Professor Department of Business
Dr. Tarek Eltayeb
Professor Department of Business
Institute International Trade and Sustainable Economy
+43 2732 802
[email protected]
Export-oriented Management
Bachelor of Arts in Business / full-time
Business Administration
Bachelor of Arts in Business / full-time
Dr. Tarek Eltayeb
Professor Department of Business
Prof.(FH) Dipl.-Ing. Dipl.-Wirtsch.-Ing. Michael Bartz
Professor Department of Business
Institute International Trade and Sustainable Economy
+43 2732 802 392
[email protected]
IMC International Campus Piaristengasse
Digital Business Transformation
New World of Work
Agile Organisations and Project Management
International Business and Economic Diplomacy
Master of Arts in Business / part-time
Digital Business Innovation and Transformation
Master of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
Guide für Mobiles Arbeiten
Project Leader, Department of Business
MBIT New World of Work Erfolgsmessung
Project Leader, Department of Business
New World of Work: Erfolgsmessung Porsche Informatik GmbH
Project Leader, Department of Business
Bartz, M., Borenich, J., Schmutzer, T. (2021): Hybrides Arbeiten & Digitalisierung. Warum Homeoffice erst der Anfang war und kein Stein auf dem anderen bleibt. Seattle: Amazon KDP.
Bartz, M. (2020): Leitfaden für die Entwicklung von organisatorischen Spielregeln für mobiles Arbeiten und ihre nachhaltige Implementierung. Wien: BMA.
Bartz, M., Danninger, O., Heidler, P., Hemetsberger, M., Kitzberger, D., Koren, K., Stampfl-Walch, D. (2020): Homeoffice & Videokonferenzen. Was bleibt nach der Krise und wie?. St. Pölten: Amt der NÖ Landesregierung.
Bartz, M. (2018): Digital Transformation Toolbox Part 1. Seattle: Amazon KDP.
Schwand, C., Kormann, G., Pacher, F., Bartz, M. (2018): Digitale Transformation: Mehrwert durch Vernetzung und Austausch in Multi-Projekt-Umgebungen durch strategische Partnerschaften. In Fachhochschule Salzburg GmbH (Hrsg.), Online Tagungsband FHK Forschungsforum 2018 (1-9). Salzburg: FFH.
Bartz, M., Schwand, C. (2017): Preis der Freiheit – Nutzen von Spielregeln für Mobil- Flexibles Arbeiten. In IMC Fachhochschule Krems GmbH (Hrsg.), Online Tagungsband FHK Forschungsforum 2017 (899-905). Krems: FFH.
Bartz, Michael, Gnesda, Andreas, Schmutzer, Thomas (Hrsg.) (2017): Unternehmen der nächsten Generation. Berlin: Springer.
Bartz, M., Schmutzer, T. (2014): New World of Work. Warum kein Stein auf dem anderen bleibt. Wien: Linde.
Kormann, G., Schuneritsch, W., Bartz, M., Kotek, K., Schwand, C. (2011): Risikoadjustierte Entscheidungsmodelle im Servicebereich - ein Mythos trifft auf Best Practice. In FH Campus Wien (Hrsg.), Tagungsband 5. Forschungsforum der österreichischen Fachhochschulen, 27.-28. April 2011 (-). Wien: FFH.
Prof.(FH) Dipl.-Ing. Dipl.-Wirtsch.-Ing. Michael Bartz
Professor Department of Business
Prof.(FH) Mag. Michael Reiner
Professor Department of Business
Institute Digitalisation and Informatics
+43 2732 802 313
[email protected]
IMC Campus KremsIMC Campus Trakt G
Software application, Database desgin and planning and information technologies
Virtual Reality und Augmented Reality und Web 2.0
Digitalisation, innovation management and entrepreneurship
Unternehmensführung
Bachelor of Arts in Business / full-time
Unternehmensführung
Bachelor of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
NOEDIKOM
Project Leader, Department of Business
VRWalk
Project Leader, Department of Business
[email protected]
Project Leader, Department of Business
Museumspädagogik und Augmented Reality: Anerkennung von Museen als Bildungsräume
Department of Business
Digital Innovation Hub OST (DIHOST)
Department of Business
Mixed Reality Based Collaboration for Industry (MRBC4i)
Department of Business
Scan2VR
Project Leader, Department of Business
Haus der Digitalisierung Niederösterreich - Knoten Krems
Project Leader, Department of Business
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Department of Business
VR für KMU
Project Leader, Department of Business
Corporate Social Responsibility (CSR) und Innovationsmanagement
Department of Business
Verbesserung des Geschäftsprozessmanagements in Hochschuleinrichtungen
Project Leader, Department of Business
dEUcert – Dissemination des Europäischen Zertifizierungsschema ECQA
Project Leader, Department of Business
EUCert – European Certificates Innovative Online Training Campus. Weitere Entwicklungen einer Online Lernplattform aufgrund der Erkenntnisse des EQN Projekts
Project Leader, Department of Business
Hage R., Lovasz-Bukvova, H., Hopp, M., Hölzl, M., Kormann-Hainzl G., Reiner, M., Dhungana, D. (2021): Agile Approach for E-Learning in Digital-Leadership Training for Small and Medium Enterprises. In Softic, S.K., Read, T. (Hrsg.), Proceedings of the EDEN Annual Conference: Lessons Learned from the Pandemic. Madrid: EDEN.
Szabo, G., Balogh, Z., Dovramadjiev, T., Draghici, A., Gajsek, B., Jurcevic Lulic, T., Reiner, M., Mrugalska, B., Zunjic, A. (2021): INTRODUCING THE ERGONOMICS AND HUMAN FACTORS REGIONAL EDUCATIONAL CEEPUS NETWORK. APPLIED MATHEMATICS, MECHANICS, and ENGINEERING, 64(1-S1): 201-212.
Hopp, M., Pfiel, S., Schuster, R., Tiefenbacher, F., Reiner, M. (2020): A debate about implementing immersive technology for higher education: Pre-study examining the usability of virtual reality for lectures. Human Systems Management, 39(4): 565-571.
Doi: https://doi.org/10.3233/HSM-201058
Horvath, N., Pfiel, S., Tiefenbacher, F., Schuster, R., Reiner, M. (2020): Analysis of Improvement potentials in current Virtual reality applications by using different ways of locomotion. In Yilmaz, M., Niemann, J., Clarke, P., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2020. Communications in Computer and Information Science, vol 1251 (807-819). Düsseldorf: Springer, Cham.
Doi: https://doi.org/10.1007/978-3-030-56441-4_61
Meesnarz, R., Sauberer, G., Mac an Airchinningh, M., Biro, M., Ekert, D., Reiner, M. (2019): Shifting Paradigms in Innovation Management - Organic Growth Strategies in the cloud. In Walker, A., O'Connor, R., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2019. Communications in Computer and Information Science, vol 1060 (28-42). Edinburgh: Springer.
Doi: https://doi.org/10.1007/978-3-030-28005-5_3
Hammerschmid, S., Kormann, G., Moser, T., Reiner, M. (2017): A conceptual Mixed Realities (AR/VR) capability maturity model – with special emphasis on implementation. In Stolfa, J., Stolfa, S., O'Connor, R., Messnarz, R. (Hrsg.), Software and Services Process Improvement. EuroSPI 2017. Communications in Computer and Information Science, vol 748 (372-377). Ostrava: Springer, Cham.
Doi: https://doi.org/10.1007/978-3-319-64218-5_31
Clarke, P., Mesquida Calafat, A., Ekert, D., Ekstrom, J., Gornostaja, T., Jovanovic, M., Johansen, J., Mas, A., Messnarz, R., Nájera Villar, B., O’Connor, A., O’Connor, R., Reiner, M., Sauberer, G., (2016): Refactoring Software Development Process Terminology through the use of Ontology. In Kreiner, C., O'Connor, R., Poth, A., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2016. Communications in Computer and Information Science, vol 633 (47-57). Graz, Austria: Springer, Cham.
Doi: https://doi.org/10.1007/978-3-319-44817-6_4
Reiner, M., Reimann, C., Vitkauskaite, E. (2016): Innovative Marketing in Low-Tech Micro Companies - Lessons Learned from Study Projects. In Kreiner, C., O'Connor, R., Poth, A., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2016. Communications in Computer and Information Science, vol 633 (302-311). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-44817-6_26
Messnarz, R., Riel, A., Sauberer, G., Reiner, M. (2016): Forming a european innovation cluster as a think tank and knowledge pool. In Kreiner, C., O'Connor, R., Poth, A., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2016. Communications in Computer and Information Science, vol 633 (293-301). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-44817-6_25
Clarke, P., Ekert, D., Najera, B., Sauberer, G., O´Conner, R., Johansen, J., Reiner, M., Gornostaja, T. (2016): An Investigation of Software Development Process Terminology. In Springer (Hrsg.), Software Process Improvement and Capability Determination (351-361). Dublin: Springer.
Doi: https://doi.org/10.1007/978-3-319-38980-6_25
Reimann, C., Vitkauskaite, E., Kastel, T., Reiner, M. (2015): Innovation and Project Management in International Distributed Teams. A Description of an Current Project Work. In O’Connor, R., Umay Akkaya, M., Kemaneci, K., Yilmaz, M., Poth, A., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2015. Communications in Computer and Information Science, vol 543 (276-283). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-24647-5_22
Draghici, A., Reiner, M. (2014): A Study on the Sense of E-Learning communities: The European Qualification and Certification Association. International Journal of Management, 3(2): 241-259.
Kreiner, C., Messnarz, R., Riel, A., Ekert, D., Langgner, M., Theisens, D., Reiner, M. (2013): Automotive Knowledge Alliance AQUA – Integrating Automotive SPICE, Six Sigma, and Functional Safety. In McCaffery, F., O’Connor, R., Messnarz, R. (Hrsg.), Systems, Software and Services Process Improvement. EuroSPI 2013. Communications in Computer and Information Science, vol 364 (333-344). Berlin, Heidelberg: Springer.
Doi: https://doi.org/10.1007/978-3-642-39179-8_30
Messnarz R., Biró M., Koinig S., Reiner M., Vajde-Horvat R., Ekert D. (2011): The Future of SPI Knowledge and Networking in Europe – A Vision. In O‘Connor, R., Pries-Heje, J., Messnarz, R. (Hrsg.), Systems, Software and Service Process Improvement. EuroSPI 2011. Communications in Computer and Information Science, vol 172 (268-277). Berlin: Springer.
Doi: https://doi.org/10.1007/978-3-642-22206-1_24
Messnarz, R., Ekert, D., Reiner, M., O`Suillebhain, G. (2008): Human resources based improvement strategies - the learning factor. EuroSPI, 13(4): 355-362.
Doi: https://doi.org/10.1002/spip.397
Prof.(FH) Mag. Michael Reiner
Professor Department of Business
Prof.(FH) Mag. Dr. Alexandra Kuhnle-Schadn
Professor Department of Business
Institute Business Administration and Management
+43 2732 802 602
[email protected]
IMC Campus KremsIMC Campus Trakt G
Accounting
Corporate Finance of SMEs, Finance Lease
Calculations in Finance
Unternehmensführung
Bachelor of Arts in Business / full-time
Unternehmensführung
Bachelor of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
UniLab - Von der Universität zum Arbeitsmarkt im 21. Jahrhundert: ein Schritt vorwärts in der Vermittlung von Praktikumsplätzen
Department of Business
Kuhnle, R., Kuhnle-Schadn, A., Stanzer, P. (2019): Leasing. Ein Baustein moderner Finanzierung. Wien: Linde.
Kuhnle-Schadn A., Röster T. (2017): Fallstudien zur Bilanzierung nach UGB. Wien: Linde.
Kuhnle-Schadn, A., Röster, T. (2014): Fallstudien zur Bilanzierung nach UGB. Wien: Linde.
Kuhnle-Schadn, A., Kuhnle, R. (2010): Bankgeschäfte nachgerechnet. Wien: Linde.
Kuhnle, R., Kuhnle-Schadn, A. (2005): Leasing - Ein Baustein moderner Finanzierung. Wien: Linde.
Kuhnle-Schadn, A. (2004): Eigentumswohnung versus Mietwohnung - Modell eines finanzmathematischen Vergleichs für Private. SWK, 79. Jahrgang(22): 987-997.
Prof.(FH) Mag. Dr. Alexandra Kuhnle-Schadn
Professor Department of Business
Prof.(FH) Dipl.-Kfm. Stefan Baronowski, BA (Hons)
Professor Department of Business
Institute Business Administration and Management
+43 2732 802 309
[email protected]
IMC Campus KremsIMC Campus Trakt G
Managerial Accounting, Controllership, Finance and Investment
Health Management, Economic Evaluation in the Healthcare Industry
Quantitative and Qualitative Research Methods
Unternehmensführung
Bachelor of Arts in Business / full-time
Unternehmensführung
Bachelor of Arts in Business / part-time
Business Administration
Bachelor of Arts in Business / full-time
Betriebswirtschaft für das Gesundheitswesen
Bachelor of Arts in Business / full-time
Betriebswirtschaft für das Gesundheitswesen
Bachelor of Arts in Business / part-time
Gesundheits- und Krankenpflege
Bachelor of Science in Health Studies / full-time
Prof.(FH) Dipl.-Kfm. Stefan Baronowski, BA (Hons)
Professor Department of Business
Mag. (FH) Mag. Christine Bachner, MSc
Research Assistant / Department of Business
Institute Business Administration and Management
+43 2732 802 707
[email protected]
IMC Campus KremsIMC Campus Trakt G
Business Administration
Bachelor of Arts in Business / full-time
Betriebswirtschaft für das Gesundheitswesen
Bachelor of Arts in Business / full-time
Betriebswirtschaft für das Gesundheitswesen
Bachelor of Arts in Business / part-time
Management von Gesundheitsunternehmen
Master of Arts in Business / part-time
Studie zum Schutz von Geschäftsgeheimnissen im Kontext der Data Economy
Department of Business
Ressourceneffizienz: Kooperationsmodelle von Start-ups mit KMU/Familienunternehmen für nachhaltige Innovationen
Department of Business
Digitales Kompetenzmonitoring in Produktionsunternehmen
Project Leader, Department of Business
Energiewende bottom up – Sozial innovative Handlungsansätze und neue AkteurInnen
Department of Business
Innovationen in Familienbetrieben: Kontextuelle Faktoren, Prozesse und Performance-Effekte
Department of Business
Nachhaltige Innovationen in der Hotellerie
Department of Business
Corporate Social Responsibility (CSR) und Innovationsmanagement
Department of Business
Altenburger, R., Bachner, C. (2020): Integrierte nachhaltige Unternehmensführung von Familienunternehmen. In Butzer-Strothmann, K., Ahlers, F. (Hrsg.), Integrierte nachhaltige Unternehmensführung (107-124). Berlin: Springer.
Doi: https://doi.org/10.1007/978-3-662-61168-5
Frank, F., Kessler, A., Bachner, C., Fuetsch, E., Suess-Reyes, J. (2019): Principles for innovation management in family firms: An analysis of long-term successful good practices with a practitioner validation of the principles. Journal of Family Business Management, 9(3): 319-348.
Doi: https://doi.org/10.1108/JFBM-09-2018-0049
Bachner, C., Altenburger, R. (2018): Die Unternehmerfamilie als Wegbereiter in einer konservativen Branche. In Altenburger, R., Frank, H., Kessler, A. (Hrsg.), Innovation in Familienunternehmen. Good Practice-Fallanalysen aus Niederösterreich (97-123). Wien: Facultas.
Bachner, C. (2018): Innovation aus Tradition und Verantwortung in einem Familienunternehmen der neunten Generation. In Altenburger, R., Frank, H., Kessler, A. (Hrsg.), Innovation in Familienunternehmen. Good Practice-Fallanalysen aus Niederösterreich (156-19). Wien: Facultas.
Bachner, C. (2018): Supplier Engagement in the Sustainable Innovation Process: A Qualitative Analysis of Austrian SMEs. In Altenburger, R. (Hrsg.), Innovation Management and Corporate Social Responsibility. CSR, Sustainability, Ethics & Governance (335-345). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-93629-1_19
Mag. (FH) Mag. Christine Bachner, MSc
Research Assistant / Department of Business

Application and admissions – the next steps

You've found a course that's a perfect fit? Great – you’ve already taken the most important step! We’ve put together an overview to guide you through the next steps.

1
Admission requirements
We'll be happy to inform you about the requirements you have to meet in order to apply.
Details

2
Admissions procedure
Preparation is everything – read up on the admissions procedure in detail.
Details

Admissions procedure

Application interview

We would like to get to know you as a person:
As part of the online application you will have to write a statement of motivation and a short essay on a topic relevant to the degree programme. Predefined questions about your motivations as well as the requirements and topics for your essay can be found in the online application. You choose one of the suggested topics, conduct research to broaden your knowledge, deal with the issues and bring your own point of view to the essay. Your answers are to be entered in the fields provided.

Your statement of motivation and your essay form the basis for your application interview. Every applicant has an opportunity to introduce themselves in a face-to-face discussion, usually with the degree programme director. In addition to the personal introduction and your motivation to study, the applicant and the interviewer discuss the topic selected and the arguments used in the essay, as well as the topic’s relevance for the degree programme.

The admission interview is held online via Microsoft Teams in the language of instruction of the degree programme.

After the admission interview, your statement of motivation, the essay and your performance throughout the interview are assessed on the basis of the content-related remarks, the manner in which they express themselves and the arguments used.

Interview dates

There is usually a selection of dates to choose from, with quotas allocated for each date. You can select a preferred date and time slot for your admission interview during the online application process. In order to still benefit from the full selection of dates, we recommend that you submit your application in good time.

Get an overview of the dates for your programme.

No dates available at the moment.

After you have successfully completed your online application, your application will be checked for completeness and correctness. As soon as this process is completed, we will inform you by e-mail and confirm the date for your admission interview. We will send you the Microsoft Teams Meeting Link in a separate e-mail a few days before the application interview date.

3
Important dates and deadlines
What deadlines do you need to keep an eye on for your online application? Get an overview.
Details

4
Apply online
You've decided for one of our degree programmes? First of all: congratulations and thank you for choosing us! We’ll be happy to guide you step-by-step through your online application.
Details
5
Study-relevant dates
You would like to plan ahead and would like to know when your degree programme starts? Here you will find the answer!
Details

Application deadline for EU nationals / Extended application deadline	31/03/2021 / 10/05/2021
Application deadline for non-EU nationals	31/03/2021

Questions about the degree programme?

Prospective Student Advisory Service

Do you have questions regarding the entry requirements, the admission procedure and more? Our Prospective Student Advisory Service is happy to help.

+432732802222

[email protected]

Ask a Student

Join our Facebook group: Direct your questions to our students and get first-hand accounts about studying at IMC Krems.

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Business Administration bachelor degree programme

What happens when you combine economics, business administration and management skills in a single bachelor degree? You get IMC Krems’ Business Administration bachelor programme.

The degree programme

A blend of corporate communications, project management and digital skills

A unique community from day one

Simply international

Business administration

Business Administration: focus areas

Corporate Communications (18 ECTS)

International Project Management (18 ECTS)

Digital Transformation (7 ECTS)

A formula for success: theoretical knowledge + practical experience

1. The basics

2. The internship semester

3. Advanced courses

Curriculum

Principles of Management

Entrepreneurship

Sustainability and Ethics in Leadership

Group Dynamics

Business Mathematics - Theory

Business Mathematics - Exercises

Computational Thinking

Accounting I

Finance and Investment

Foundations of Empirical Social Research

Principles of Business Data Analysis

Research Methods in Business

Principles of Psychology

Introduction Human Resource Management

Organisation Theory and Organisation Development

Case Studies in Organizational Development

Rhetoric and Presentation

Managerial Accounting I

Accounting II

Business Statistics - Theory

Business Statistics - Exercises

Data Base and Data Analytics

Microeconomics

International Business

Principles of Private and Public Law

Business Law

European and International Law

Procurement, Poduction and Logistics

Management Control Systems

Managerial Accounting II

Agility Management Fundamentals

Project Management Fundamentals

Macroeconomics

Current Issues in Economic Policy

Marketing

Marketing Research

Principles of Integrated Business Communication

Case Study in Corporate Communication and Media Lab

Advanced Project Management

Project Financing and Managing International Projects

Bachelor Seminar I

Current Issues in Business Administration

Digital Transformation I

Practical Training

Practical Training Coaching Seminar

Communication Controlling and Evaluation

Crisis Communications and Issue Management

Digital Communication and Social Media

Case Study in Project Management

Reporting and the Project-oriented Organisation

Digital Transformation II

Bachelor Seminar II and Bachelor Paper

Bachelor Exam

Study abroad

Key features

Next stop: a career with international prospects

International experience

Scope to follow your own path

Newsletter & additional information

Newsletter & brochures

Key skills

Career paths

Opinions: Business Administration

Information events