Digital Business Innovation and Transformation master degree programme

Become a change agent! After your master degree, you'll lead your company into the future. You'll be able to coordinate and direct digital transformations, no matter what the industry. Because the future is digital.

The part-time master programme focuses on key business administration skills combined with expertise in digitalisation and innovation, as well as the ability to understand, motivate and lead people.

The degree programme

Big data, the Internet of things (IoT), artificial intelligence, blockchain technology and robotics: just a few examples of digital innovations that are permanently changing the rules of the game for organisations. Companies must be well-prepared for new challenges in order to ensure their continued success and take advantage of the opportunities offered by digitalisation. Digital transformation shouldn't be a mere buzzword – it has to be reflected in the strategy, structures, corporate culture, and processes of a company.

And this is exactly what our programme prepares you for. As a graduate, you'll act as an ambassador for digitalisation and innovation: you'll see digitalisation as an opportunity and be able to show companies where potential for networking and ongoing development lies.

The master programme equips you with the skills you need to successfully manage digitalisation processes in companies. A powerful combination: business administration, digital and data expertise, and an understanding of the behavioural and sociological aspects of transformation.

International orientation

Since digitalisation continues to increasingly connect the world, the degree stands out for its strong international focus. Just a few examples: English as the language of instruction, countless international teachers, and the opportunity to spend semester 3 at one of our partner universities.

Austrian Standards Certifications

In addition to the degree, this study programme enables you to receive two Austrian Standards personal certifications , namely the P53-Digital Officer and the P59-Innovation Risk Manager certificate.

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" What makes the degree unique is our holistic approach to digitalisation. On the one hand, critical and analytical thinking are needed to fully exploit existing processes digitally. On the other hand, creativity is called for to explore potential and develop, test and, if necessary, integrate innovative products, services, and business models into the company. We call this process transformation. The challenge lies less in mastering the new digital technologies or ensuring profitability, but rather in bringing the human factor to the fore and incorporating it into the process. Our focus here is on customer-centric innovation using approaches such as design thinking, as well as on human-computer interaction, human development and communications, change and transformation management, leadership, and ethics. "
Programme director Roger Hage

A formula for success: theoretical knowledge + practical experience

The programme is built on three pillars.

1
1. The business basics
Semesters 1-4
The programme starts by covering business basics with a special emphasis on the strategic focus of companies. You'll deal specifically with corporate structure and prepare yourself to assume management tasks in digital settings.
You'll develop a deep understanding of the importance of continuous optimisation processes, but risk management is also an important element of the curriculum. You'll learn how to implement proactive company-wide risk management systems. In addition, you'll become familiar with tools for identifying and assessing risks. This will enable you to objectively assess opportunities and risks and therefore reach sustainable corporate decisions. Since technologies are developing rapidly, often exponentially, the degree prepares you for future scenarios and building corporate foresight: you learn how to continuously develop forward-looking strategies to prepare for future contingencies.
2
2. The core topics
Semesters 1-4
Innovation and digitisation have already become important corporate success factors and will become increasingly decisive for companies in the future. During your studies you'll learn how to embed these elements in your company and successfully transform existing processes. After graduation, you'll be excellently positioned to initiate and implement a transition from analogue to digital organisational structures.
In other words, you'll focus on how to make companies sustainable and competitive in the long term. You'll become an expert in ongoing change processes.
Digitalisation is a new discipline and as such is unable to tap into widely proven best practices. You will therefore learn how to experiment creatively and skilfully, and how to make evidence-based decisions, i.e. ones which are well-founded and data driven. You will gradually advance to become a data expert after taking a number of courses in data management and analysis, using statistical and programming tools such as R and SAS. You won’t be a fully-fledged data scientist or programmer, but by the end of the programme you'll be capable of working effectively alongside IT engineers and data scientists.
3
3. The practical training
Semesters 1-4
A practical focus is more than just a buzzword at IMC Krems; our lecturers share their real-life professional experience. Many of the programme’s lecturers are regarded as experts in the digital economy and can draw on international experience. Problems are discussed and dealt with on the basis of case studies. And the Innovation Lab, a joint project with companies in semester 3, gives students practical insights into the topics they have covered. You can select your project based on your interests and industry preferences. You can also learn from your fellow students by working in groups, all of whom can share their valuable experience from everyday professional settings.
In semesters 3 and 4 you will also be working on your master thesis. Depending on your interests, your thesis will focus on a research-related or practical question. Ideally, your theses will examine a real-life project at your company. You can enhance your expertise on a topic of your choice and pick up valuable input from our experts.

Curriculum

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

Course	SWS	ECTS
Digital Business Processes and Strategies
Digital Business Essentials
Strategy and Organisational Design	2	3
Strategy and Organisational Design Module: Digital Business Essentials Root module: Digital Business Processes and Strategies Semester: 1 Course code: SOD1VO Contact hours per week: 2 ECTS: 3 Course Content: Principles of corporate strategy Market and competitor analysis methods Formulating and evaluating strategic options Strategic marketing Principles of finance Elements of organisation, organisational structures and organisational development Organisational structures and work processes Course outcome: Upon completion of this course, students are able to: explain the principles of strategy development identify basic terms and concepts for key strategic groups (internal/external, public/private, economic/social) carry out strategy development methodically distinguish between organisational structures, processes and tasks based on the principles of organisation theory identify competitive factors that influence a particular industry as well as profitability apply basic principles of financial management
Digital Trends	2	4
Digital Trends Module: Digital Business Essentials Root module: Digital Business Processes and Strategies Semester: 1 Course code: DT1VO Contact hours per week: 2 ECTS: 4 Course Content: Systematic overview of new technologies (e.g. the internet of things and computer-to-computer communication), data security and privacy Digitalisation and value chain design Overview of conventional and new models of innovation in light of new technologies (e.g. open innovation, crowd creation and disruptive innovation) Digitalisation of aspects of work and everyday life by means of automation, smart services and assistance systems Opportunities and risks for society arising from digitalisation, the contribution of digitalisation to sustainable development, and changes in the world of work Economic impact of the digitalisation of business and society Course outcome: Upon completion of this course, students are able to: analyse and evaluate the significance of digital technologies for companies’ processes, products and business models understand significant current and future technologies and evaluate them in terms of their functionality develop new digital business and innovation models in the course of this, recognise and critically evaluate new opportunities and risks for companies (data security, transparency, data protection, etc.) describe, classify and evaluate the influence of digital technologies on society and the world of work
Business Models and Analysis
Global Business Models	2	4
Global Business Models Module: Business Models and Analysis Root module: Digital Business Processes and Strategies Semester: 1 Course code: GBM1VO Contact hours per week: 2 ECTS: 4 Course Content: Role models in the digital economy: prosumers Types of disruptive development (the sharing economy, crowdsourcing, digital risk management and security, cloud computing, 3D printers) Innovative technologies (service industries: software as a service, platform as a service, infrastructure as a service, business process as a service; end-to-end-services; global sourcing) Hybrid business models Transformation of markets as a result of globalisation and digitalisation Market and environmental analysis techniques Course outcome: Upon completion of this course, students are able to: distinguish between types of business model by sector and industry identify key factors influencing business models, and explain how business models change as a result of market transformation develop strategies for adapting to disruptive developments explain the influence of new technologies (e.g. cloud computing, 3D printing, global sourcing, etc.) on company processes and analyse their effects
Digital Business Analysis	2	4
Digital Business Analysis Module: Business Models and Analysis Root module: Digital Business Processes and Strategies Semester: 1 Course code: DBA1ILV Contact hours per week: 2 ECTS: 4 Course Content: Evaluating companies and processes: Digital maturity assessment: digital intensity and transformation management intensity Assessing internal digitalisation capabilities and areas with development potential Identifying and planning digital development paths Evaluating potential optimisations: direct and indirect cost advantages Course outcome: Upon completion of this course, students are able to: analyse the ways in which globalisation and digitalisation influence business processes, and identify new developments assess a company’s internal digitalisation capabilities and identify direct or indirect cost advantages that can be derived from them devise the implementation of core business processes using digital technologies, and plan the introduction and implementation of these processes in the company identify where processes implemented as part of digital business fit into the big picture evaluate the digital maturity and intensity of businesses and organisations, and determine the need for transformation
Digital Trends and Digital Innovation
Innovation Theories	2	3
Innovation Theories Module: Digital Trends and Digital Innovation Root module: Digital Trends and Digital Innovation Semester: 1 Course code: IT1VO Contact hours per week: 2 ECTS: 3 Course Content: Dynamics of the economy (Schumpeter, Kirzner, Knight) The individual and innovation, and sources of innovation (manufacturer, user-driven innovation, crowd innovation, open innovation) Innovation strategies (opportunity recognition, systematic search; resource-oriented, market-oriented, network-oriented strategies) Innovation culture Innovation networks (e.g. online networks, crowdsourcing, startup-corporate partnerships) Business model innovation Course outcome: Upon completion of this course, students are able to: describe the central elements of an innovation process categorise different types of innovation, and evaluate the demands they place on the innovation process analyse a variety of approaches to developing innovation strategies identify the features of innovation cultures and discuss methods of implementing them illustrate the conditions that cause innovations to come about and methodically work through resistance to innovation
Digital Process Management & Innovation	2	4
Digital Process Management & Innovation Module: Digital Trends and Digital Innovation Root module: Digital Trends and Digital Innovation Semester: 1 Course code: DPMI1ILV Contact hours per week: 2 ECTS: 4 Course Content: Data as a raw material, tool and commodity Linking data management and data analysis techniques with methods of innovation management Tools for digitalisation Convergence due to combination of technologies Methods of innovation management, e.g. rapid prototyping Course outcome: Upon completion of this course, students are able to: use data management as an information source for innovation and process management apply modern methods of innovation management in digitalisation use suitable technologies in combination to take advantage of innovations
Data Management and Data Analysis
Data Management and Data Analysis I	2	4
Data Management and Data Analysis I Module: Data Management and Data Analysis Root module: Data Management and Data Analysis Semester: 1 Course code: DMAI1ILV Contact hours per week: 2 ECTS: 4 Course Content: Data Acquisition & Preparation, Databases, Data Management Course Content: The importance of data to digitalisation of business models and programmable processes Management: technical principles of data generation and data management Platforms/frameworks: technical infrastructure and software-based principles of data analysis processes (e.g. cloud solutions, Hadoop) Methods and standards of data generation and data integration in selected fields of application: digital marketing, industry 4.0, digital services Overview of data analysis processes and their forms of use Data, Information, Insight & Knowledge The CRISP-DM & KDD Process Data Structures, Databases & DBMS (SQL, NoSQL) ETL, Schema on write/on read Entity Relationship (ER) & Data Modelling: transactional data models, flat data models, star Schema, snowflake Schema Data Sources in the Enterprise (inventory, consolidation) Data Lake, Data Warehouse Data Govermamce & Data Protection Data Generation & Collection (IoT, Industry 4.0, Digital Marketing) Data Preparation (cleansing, normalization, formatting) using R Course outcome: Upon completion of this course, students are able to: perform a textbook analysis of current data use in an organisation and critically evaluate it make the case for fundamental technical approaches to IT data generation, data analysis and data integration describe suitable spheres of application of digitalisation (digital marketing, industry 4.0, digital services, internet of things)
Research and Master Thesis
Research Methods	2	4
Research Methods Module: Research and Master Thesis Root module: Research and Master Thesis Semester: 1 Course code: RM1WK Contact hours per week: 2 ECTS: 4 Course Content: Introduction to Data Science & Statistics Course Content: Positioning of Data Science within the different disciplines Data Science Principles, Thinking & Process Simpson's Paradox Typical Data Science & Analytics Applications Probability, Sampling, Estimation, Inferences Correlation & Regression Introduction to R Multivariate statistics techniques Predictive analysis Data mining, time series and simulations Operations research (linear, non-linear and dynamic models) Academic techniques (RQ, hypothesis testing and research design for research questions) Course outcome: Upon completion of this course, students are able to: process and present data material carry out methods of empirical data analysis (e.g. variance analysis, factor analysis, segmentation methods) apply empirical results as a basis for making decisions in operational research acquire fundamental skills in descriptive and inferential statistics

Course	SWS	ECTS
Leading Digital Transformation and Innovation
Transformation Management
Change and Transformation Management	2	4
Change and Transformation Management Module: Transformation Management Root module: Leading Digital Transformation and Innovation Semester: 2 Course code: CTM2VO Contact hours per week: 2 ECTS: 4 Course Content: Differences and similarities between various models of change and transformation (Lewin, Kotter, Scharmer’s Theory U) Applicability of change and transformation models to digital transformation The vibrancy of organisations as a requirement for successfully managing change Structures for the organisational design of digital transformation: process, project, programme Tasks, specific roles (change agents) and processes in shaping digital transformation Impact of digital transformation on business structures, culture and strategy (“what do we keep, what do we get rid of?”, awareness and acceptance, resistance and obstacles, communication) and the demands placed on leadership style Course outcome: Upon completion of this course, students are able to: describe the core aspects of a transformation process and analyse various change management approaches critically analyse alternative organisational structures for transformation management, and develop proposals for each identify core change management tools and the necessity of change processes in organisations expertly manage restructuring measures, assess progress and propose corrective action plan change processes and digital transformation using targeted culture-related measures
Project Management	2	4
Project Management Module: Transformation Management Root module: Leading Digital Transformation and Innovation Semester: 2 Course code: PM2WK Contact hours per week: 2 ECTS: 4 Course Content: “Conventional” project management methods and processes, and the distinction between project management and innovation management Agile project management approaches, agile manifestos and their potential, and limits of integration Features of digital B2B and B2C transformation projects and programmes Project management for the organisational design of transformation projects and programmes (importance of stakeholder management and project marketing; challenges facing project management) Course outcome: Upon completion of this course, students are able to: plan projects define, distinguish between and apply traditional and agile project management, and describe the attributes of each analyse the procedures involved in corporate transformation processes select and apply modern management techniques suited to a particular situation to support strategy development, strategy communication and successful performance improvement identify and apply analytical and decision-making tools used in project development
Digital Business Processes and Strategies
Digitalisation of Value Chains	2	4
Digitalisation of Value Chains Module: Digital Business Processes and Strategies Root module: Digital Business Processes and Strategies Semester: 2 Course code: DVC2VO Contact hours per week: 2 ECTS: 4 Course Content: The transformation of value creation: theories, concepts and processes Digitalisation of conventional value chains: primary and secondary value creation, industrial and company value chains (e.g. e-products and e-services, e-procurement, e-marketing, e-contracting, e-payment, e-distribution, electronic customer relationship management [eCRM]) New forms of value creation and value chain in the digital age (e.g. the on-demand economy and the sharing economy) Stages of development in the digitalisation of value-creation processes Business intelligence-based approaches for the analysis and management control of digital value chains (development, collection, storage, evaluation and presentation of data for key performance indicators [KPIs]) Changes in value creation as a result of globalisation Course outcome: Upon completion of this course, students are able to: identify changes in value chains resulting from digitalisation processes, and analyse their strengths and weaknesses identify unused potential that could be leveraged using alternative digital processes and structures identify individuals and/or parts of a company involved in value-creation processes identify and analyse decision-making problems associated with aspects of new types of value chain plan the implementation of a KPI evaluation system analyse and evaluate digital business processes along the value chain
Digital Trends and Digital Innovation
Digital Transformation and Process Management	2	4
Digital Transformation and Process Management Module: Digital Trends and Digital Innovation Root module: Digital Trends and Digital Innovation Semester: 2 Course code: DTPM2ILV Contact hours per week: 2 ECTS: 4 Course Content: Processes and process management Digital processes Incorporating digital business models into strategy Process transformation Continuous improvement of process-oriented business models Course outcome: Upon completion of this course, students are able to: analyse existing processes, derive the core processes and assess them with regard to digitalisation measures evaluate alternative ways of conducting processes, in particular by incorporating the results of data analysis plan standardised process steps identify responsibilities, milestones and standard documents in digital process management understand data-driven, innovative process design
Data Management and Data Analysis
Data Management and Data Analysis II	2	4
Data Management and Data Analysis II Module: Data Management and Data Analysis Root module: Data Management and Data Analysis Semester: 2 Course code: DMAII2ILV Contact hours per week: 2 ECTS: 4 Course Content: Big Data & Predictive Analytics Course Content: Data modelling and data models: transactional data models, flat data models, star schema, snowflake schema Procedures for structuring and integration of large/heterogeneous volumes of data Forecasts and real-time simulation Combining big data and business intelligence applications Big Data (Cloud, Hadoop, MapReduce, Spark) Procedures for structuring and Integration of large/heterogeneous volumes of data Forecasts and real-time Simulation & Predictive Analytics using R Combining big data and Business intelligence applications Course outcome: Upon completion of this course, students are able to: assess the advantages, disadvantages and areas of application of big data technology, architectures and analysis tools, and apply them to solve problems process data streams and carry out complex data analyses make the case for IT structures for data modelling and data generation combine intelligent applications and interpret the volumes of data they generate
Transformation Methods
Innovation Methods and Controlling
Human Centred Innovation	2	4
Human Centred Innovation Module: Innovation Methods and Controlling Root module: Transformation Methods Semester: 2 Course code: HCI2WK Contact hours per week: 2 ECTS: 4 Course Content: Methodology (the design thinking process in theory and practice) Process (user/human centred innovation process) Techniques (observing situations in daily life, detecting complex and unintuitive behaviour, prototyping, integrating feedback from users) Tools (customer journey, personas, empathy maps, mock-ups) Course outcome: Upon completion of this course, students are able to: think in a design-oriented way to independently devise innovation projects use design thinking to develop a systematic approach to complex problems in respect of user requirements and needs understand suitable approaches from methodology apply the six-phase process to human centred innovation projects identify and evaluate methods and tools of the human centred innovation process
Innovation Controlling	2	4
Innovation Controlling Module: Innovation Methods and Controlling Root module: Transformation Methods Semester: 2 Course code: IC2ILV Contact hours per week: 2 ECTS: 4 Course Content: Information resources for evaluating innovation Evaluation models for cost-benefit/investment analysis and decisions (e.g. return on investment calculations, NPV, BCR, sensitivity analyses) Designing innovation controlling systems Budgeting and the budget process Budget implementation and controlling (standard model, activity accounting, target costing) Course outcome: Upon completion of this course, students are able to: apply key indicators and quality control instruments within innovation controlling, as well as methods for capacity planning and cost control assess the efficiency and effectiveness of innovation activities identify risks in innovation projects apply and evaluate methods for targeted planning and management of innovation processes in a business
Research and Master Thesis
Master Thesis Coaching Seminar	1	2
Master Thesis Coaching Seminar Module: Research and Master Thesis Root module: Research and Master Thesis Semester: 2 Course code: MTCS2WK Contact hours per week: 1 ECTS: 2 Course Content: Finding a topic Planning and development of the master thesis Selection of primary and secondary information sources and data Presentation and discussion of the topic Course outcome: Upon completion of this course, students are able to: select and evaluate appropriate literature formulate a research question evaluate theories to apply in addressing a specific topic scientifically select a hypothesis and determine the academic methods to be used

Course	SWS	ECTS
Digital Business Processes and Strategies
Human Development and Communication	2	3
Human Development and Communication Module: Digital Business Processes and Strategies Root module: Digital Business Processes and Strategies Semester: 3 Course code: HDC3VO Contact hours per week: 2 ECTS: 3 Course Content: Conventional HR management methods and strategies Recruitment and training for the digital age Needs analysis and profiling (e.g. digital employees) Forms of work and working time models (team organisation, designing physical and virtual workspaces) New forms of work in the digital age Employer branding (companies’ digital identities, and defining and addressing new target groups) Integrating new forms of internal communication Introducing digital systems for modern work processes and organisation (e.g. Slack, Doodle and WhatsApp) Employee management, participation and feedback systems (e.g. gamification) Transformation roadmap and digital agenda for HRM (integrating digital assistance and artificial intelligence; supporting human-computer interaction Course outcome: Upon completion of this course, students are able to: prepare target-driven organisational and employee development concepts plan and implement exemplary recruitment measures incorporating the latest technology identify success factors for communication in the digital age discuss modern forms of work and working time models, and evaluate them in terms of their applicability understand the importance of and draw up sets of measures to implement employee-oriented employer branding prepare a transformation roadmap and a digital agenda based on a company’s human resources
Leading Digital Transformation and Innovation
Innovation Lab	4	6
Innovation Lab Module: Leading Digital Transformation and Innovation Root module: Leading Digital Transformation and Innovation Semester: 3 Course code: IL3WK Contact hours per week: 4 ECTS: 6 Course Content: Students work in teams on real projects for companies/public institutions/research projects Topic areas (examples): Lead user projects Design thinking projects Startup-corporate interaction programmes Research projects Company innovation projects (establishing in-house innovation routines, ideation processes, implementation projects) Course outcome: Upon completion of this course, students are able to: practically apply what they have learned to a project use the core competencies of digital transformation and innovation within the innovation lab plan, carry out and reflectively evaluate a relevant transformation project in collaboration with their own company or a partner organisation try out the latest innovative forms of customer and user inclusion, using the design thinking method
Data Management and Data Analysis
Data Management and Data Analysis III	2	3
Data Management and Data Analysis III Module: Data Management and Data Analysis Root module: Data Management and Data Analysis Semester: 3 Course code: DMAIII3ILV Contact hours per week: 2 ECTS: 3 Course Content: Applying Data Analysis & Interpretation using Machine Learning Course Content: Applying data modelling processes Applying analysis processes to business data Interpretation of results and drawing conclusions Machine Learning: Classification, Clustering, Regression using R Vertical hands-on application examples in Industry, Marketing, Healthcare, Finance Course outcome: Upon completion of this course, students are able to: apply data management and data analysis on a case-by-case basis interpret and evaluate resulting data correctly draw appropriate conclusions and develop strategic planning steps
Human-Computer-Interaction	2	3
Human-Computer-Interaction Module: Data Management and Data Analysis Root module: Data Management and Data Analysis Semester: 3 Course code: HCI3WK Contact hours per week: 2 ECTS: 3 Course Content: How humans process information Human-computer and human-digital environment interactions Methods for designing user interfaces Standards for designing user interfaces User interfaces (e.g. haptic interaction, gestures, audio dialogue, text dialogue, graphical interfaces) Evaluating human-computer interaction systems Course outcome: Upon completion of this course, students are able to: assess current developments in the field of human-computer interaction analyse relevant aspects of human perception, information processing and action regulation in relation to the use of computers discuss natural speech dialogue systems, multimodal interfaces and interface tasks evaluate the user-friendliness of the design of interactive systems and their user interfaces assess design methods (design, implementation and evaluation) for user-friendly human-computer interfaces
Research and Master Thesis
Master Thesis (I)	0	12
Master Thesis (I) Module: Research and Master Thesis Root module: Research and Master Thesis Semester: 3 Course code: MAI3DA Contact hours per week: 0 ECTS: 12 Course Content: Creation of master thesis
Transformation Methods
Corporate Foresight	2	3
Corporate Foresight Module: Transformation Methods Root module: Transformation Methods Semester: 3 Course code: CF3VO Contact hours per week: 2 ECTS: 3 Course Content: Identifying corporate and market environments Planning foresight processes: combining aims, time, stakeholders and methods Foresight and trend research methods (scenario techniques, forecasting techniques, Delphi method, roadmapping, cross-impact analysis) Internal forecasting methods (product life cycle, product and process innovations, etc.) Preparing scenarios and strategies, recognising trends Methods for deriving and evaluating strategies and measures to be taken (retropolation) Course outcome: Upon completion of this course, students are able to: critically appraise planning and forecasting methods classify forecasts based on data modelling with regard to the past, the present and the future identify future opportunities and risks discuss the role of corporate foresight processes in organisational structures make the case for the use of foresight models and trend research methods

Course	SWS	ECTS
Digital Business Processes and Strategies
Risks and Laws
Corporate Risk Management	2	3
Corporate Risk Management Module: Risks and Laws Root module: Digital Business Processes and Strategies Semester: 4 Course code: CRM4ILV Contact hours per week: 2 ECTS: 3 Course Content: International risk management standards Types of risk Risk management methods, processes and roles Course outcome: Upon completion of this course, students are able to: implement proactive, company-wide risk management systems understand practical tools for identifying and assessing risk (interest rate, exchange, price, project and strategic risks) identify and analyse the role of risk management in value-based management, planning and reporting understand optimisation processes and timely consideration of a risk/opportunity profile
Legal Awareness	1	2
Legal Awareness Module: Risks and Laws Root module: Digital Business Processes and Strategies Semester: 4 Course code: LA4VO Contact hours per week: 1 ECTS: 2 Course Content: Legal aspects of digitalisation: copyright, intellectual property, labour law, data protection Political and ethical dimensions of the digitalisation of environments Labour law topics, patent protection and protection of ideas Course outcome: Upon completion of this course, students are able to: interpret the legal framework in areas of decision-making that are important for digital business independently draw up and present solutions to simple legal questions and problems (including labour law) evaluate alternative technical and organisational solutions in terms of their legal implications make practical use of intellectual property rights in order to protect innovations, intellectual achievements, patents, copyright, etc. accurately assess the scope and effect of intellectual property rights evaluate the importance of intellectual property as an asset in a business context
Digital Trends and Digital Innovation
Culture, Leadership and Attitude
Digital Leadership	2	3
Digital Leadership Module: Culture, Leadership and Attitude Root module: Digital Trends and Digital Innovation Semester: 4 Course code: DL4ILV Contact hours per week: 2 ECTS: 3 Course Content: Strategies for coping with the new circumstances facing leaders: environmental changes (VUCA model), changing values Transformation skills as a specific requirement of leaders in the process of digital transformation Leadership behaviour as determined by new organisational forms (networks, hybrid organisations, etc.) Leading dispersed teams Leadership and data governance: rights and duties in data management and data use processes Strategies for ensuring human resources can live up to future demands: frameworks for designing future (digital) workplaces Course outcome: Upon completion of this course, students are able to: identify success factors for leadership in the digital age analyse and evaluate core HR, leadership and organisation models and concepts, as well as their applicability to new forms of organisation capitalise on available digital leadership potential and resources develop and apply new leadership tools for managing teams and networks effectively (Innovation Lab) draw up strategies for sustainable digital leadership
Ethics	1	2
Ethics Module: Culture, Leadership and Attitude Root module: Digital Trends and Digital Innovation Semester: 4 Course code: ETH4VO Contact hours per week: 1 ECTS: 2 Course Content: Changes in responsibilities due to digitalisation along the value chain Ethical requirements for all participants Principles of business ethics Communication ethics in theory and practice Mechanisms for critical reflection Analysing practical examples and simulating solutions Course outcome: Upon completion of this course, students are able to: give reasons and arguments in support of values and norms identify and critically evaluate ethical problems linked to digitalisation identify the responsibilities of managers in a corporate, social and macroeconomic context analyse communication situations from ethical standpoints on the basis of different theories of communication deal professionally with complex ethical questions in connection with specific practical examples of digitalisation
Digital Trends and Innovation	2	2
Digital Trends and Innovation Module: Digital Trends and Digital Innovation Root module: Digital Trends and Digital Innovation Semester: 4 Course code: DTI4WK Contact hours per week: 2 ECTS: 2 Course Content: Review of all courses, focusing on knowledge acquired and the application of individual topics in research and practice Advanced methods for monitoring trends: environment analysis and early recognition Scenario monitoring and scenario management Evaluation and selection of innovation concepts for digitalisation strategies Integration of stakeholders in knowledge and innovation processes Course outcome: Upon completion of this course, students are able to: demonstrate a thorough understanding of digitalisation and transformation in companies and organisations identify areas of application in practice and research analyse existing planning and forecasting methods critically in light of disruptive developments in a fast-paced world, and discuss new methods critically analyse existing and newly developed innovation concepts for digitalisation strategies analyse whether suitable data interpretation is required, on the basis of data models and data generation
Data Management and Data Analysis
Data Management and Data Analysis IV	2	3
Data Management and Data Analysis IV Module: Data Management and Data Analysis Root module: Data Management and Data Analysis Semester: 4 Course code: DMAIV4ILV Contact hours per week: 2 ECTS: 3 Course Content: Integration into Operations Course Content: Integration I: visualisation, reporting, knowledge management Integration II: preparation of results for further development of digitalisation strategies Integration III: utilisation and evaluation of results for error reduction, cost optimisation and process optimisation Run-time Integration and APIs Course outcome: Upon completion of this course, students are able to: evaluate data streams and prepare data appropriately for users apply their data management and data analysis skills in new and unfamiliar situations, and where required develop new approaches to solutions/new digitalisation strategies take the necessary steps for integration of data use within the organisational context develop cost and process optimisations based on data analysis
Research and Master Thesis
Master Thesis (II)	0	10
Master Thesis (II) Module: Research and Master Thesis Root module: Research and Master Thesis Semester: 4 Course code: MAII4DA Contact hours per week: 0 ECTS: 10 Course Content: Creation of master thesis
Master Exam	0	5
Master Exam Module: Research and Master Thesis Root module: Research and Master Thesis Semester: 4 Course code: ME4AP Contact hours per week: 0 ECTS: 5 Course Content: In the master examination, students demonstrate their ability to: present their master thesis appropriately to the target audience, and defend the question they addressed, the research design they used and the results reached before an expert committee work through a case study related to their degree programme, applying the content of the programme, and develop and justify possible solutions

Core topics

Re-imagine the business world! During your studies you'll ask yourself how you can advance digitalisation and innovation in your company based on basic economic principles.

Digital transformation

Where are we headed in this digitalised world? Get a holistic perspective of new technologies and work out how you can use digitalisation to add value to your business.

Opportunities of digitalisation

Developments such as automation, the sharing economy, prosumerisation – the growing professional demands of users on products and services – as well as smart services are only a few of the trends you'll deal with in depth. You'll also learn how to integrate digital processes into your corporate strategy and how your company can benefit from continuous improvement processes, right through to the development of innovative business processes.

On the other hand, you will also deal with the effects of digitalisation on society and the economy and learn to assess the associated opportunities and risks.

In this regard, you'll discuss how you can ensure that today's workforce meets tomorrow's needs. This means taking a close look at the conditions for digital work. For example, you'll deal with communication and collaboration among remote teams.

The power of data

During your studies you will come to realise the importance of data for the digitalisation of business models. You'll look at data generation, data management, data analysis and data visualisation. But data protection and governance play equally crucial roles, as do the appropriate tools and processes for optimal data management.

Let the data speak to you! You will naturally also learn how you can benefit from data – especially for Industry 4.0, the Internet of things (IoT) and digital services. Big data analysis and data mining are two terms that come up a lot.

Innovation 4.0

It will soon become obvious to you that digitalisation and innovation go hand in hand. That's why you'll also deal with the key well-established and new innovation models. You'll learn digital approaches that you can use to increase innovation in your company.

Digitalisation calls for change

You'll deal with organisational forms that promote innovation, and learn to transcend restrictive structures in traditional organisations. During your studies you'll acquire tools that will help you to successfully manage digital change processes. Because professional project and change management are indispensable when implementing a digitalisation process.

You'll also learn how to make the most of internal and external trends and developments. Based on your analyses, you'll design scenarios to ensure that your company is well-positioned to face the future.

Embedding innovation in your corporate culture

You'll also study human-centred innovation – especially design thinking – and learn about the underlying process in depth. Learn to walk the walk - that's the idea! It's a matter of identifying non-intuitive behaviour and reacting to it as quickly as possible with a prototype or a minimum viable product. Then you ask your users for feedback – and incorporate it immediately. This succinct process is then repeated several times.

In the Innovation Lab, you and your classmates will apply this approach to creatively, efficiently and effectively solve problems for real-world projects.

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Career options

After completing the Digital Business Innovation and Transformation master degree programme, you will have a solid understanding of the unique challenges and key success factors of digital business models.

You'll therefore be able to plan, direct, and drive production, service, or sales digital transformation processes.

After graduation, you'll enjoy new career opportunities because you'll be optimally positioned for an international career. You can use your newly acquired expertise to benefit your current company, or you can switch to another post in Austria or abroad.

The professional areas open to graduates include
change management with a focus on digital technologies
design and implementation of digital business models
digital supply chain management and logistics
big data analysis using digital technologies (e.g. optimisation of production lines by digital simulation of the production process)
project management
innovation management
business-oriented IT management
strategic management with a focus on digital business management
digital transformation consultancy
chief digital officer (CDO) responsibilities

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: Digital Business Innovation and Transformation

Click through the videos of the degree programme.

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

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Our team

Get to know the core team of our master degree programme Digital Business Innovation and Transformation.

Dipl.-Ing. Dr. Roger Hage
Programme Director Digital Business Innovation and Transformation
Institute Digitalisation and Informatics
+43 2732 802 307
[email protected]
IMC Campus KremsIMC Campus Trakt G
Digital Transformation
International Business Develoipment
R Programming
Informatics
Bachelor of Science in Engineering / full-time
Digital Business Innovation and Transformation
Master of Arts in Business / part-time
Digital Innovation Hub OST (DIHOST)
Department of Business
eMobSim - Elektromobilität im Alltag
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.
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.
Dipl.-Ing. Dr. Roger Hage
Programme Director Digital Business Innovation and Transformation
Programme Director Digital Business Innovation and Transformation
Dipl.-Ing. Dr. Roger Hage
Core Competencies
- Digital Transformation
- International Business Develoipment
- R Programming

Prof.(FH) Mag. Gerhard Kormann-Hainzl
Professor Department of Business
Institute Digitalisation and Informatics
+43 2732 802 381
[email protected]
IMC Campus KremsIMC Campus Trakt G
Digital Business Transformation such as digital business model innovation, digitalization processes innovation, digital leadership
Risk management, international trade and finance and alternative financial instruments such as crowd funding
Strategic Management and Internationalisation
Export-oriented Management
Bachelor of Arts in Business / full-time
Digital Business Innovation and Transformation
Master of Arts in Business / part-time
Dataskop – Sensor-Based Data Economy in Niederösterreich
Project Leader, Department of Business
Digital Innovation Hub OST (DIHOST)
Project Leader, Department of Business
Mixed Reality Based Collaboration for Industry (MRBC4i)
Project Leader, Department of Business
Digitales Kompetenzmonitoring in Produktionsunternehmen
Department of Business
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Project Leader, Department of Business
Digital Business Transformation
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.
Kormann-Hainzl, G., Lovasz-Bukvova, H., Hoelzl, M. (2021): Are smarts villages just smaller smart cities? Call for a region-type-specific approach to the smartification of communities. In Hemker, T., Müller-Török, R., Prosser, A., Sasvari, P., Scola, D., Urs, N. (Hrsg.), Central and Eastern European e/Dem and e/Gov days 2021. Conference Proceedings (115-126). virtual: Facultas.
Moser, T., Hohlagschwandtner, M., Kormann-Hainzl, G., Pölzlbauer, S., Wolfartsberger, J. (2019): Mixed reality applications in industry: challenges and research areas. Software Quality: The Complexity and Challenges of Software Engineering and Software Quality in the Cloud, 338: 95-105.
Doi: https://doi.org/10.1007/978-3-030-05767-1_7
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.
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
Kormann, G., Hanus, F., & Moser, T. (2016): Autonomisierung von Produktionsprozessen–Theorie, Anwendung und Werkzeuge. In Fachhochschule des BFI Wien (Hrsg.), Online-Tagungsband FHK Forschungsforum 2016 (eFFH2016-112-2). Wien: FFH.
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.
Kormann, G., Andersson, S., Moser, R., & Wictor, I. (2015): Will Digital Transformation become a Game Changer in the Field of Internationalisation Research?. In Department of Management, Birkbeck, University of London (Hrsg.), 19th McGill International Entrepreneurship Conference. International Entrepreneurship in a Multi-Speed Global Economy: Opportunities and Challenges (50). London: McGill.
Kormann, G. (2013): Porsche - A company of its own?. In Wagner, U., Reisinger, H., Schwand, C. (Hrsg.), Fallstudien aus der österreichischen Marketingpraxis (67-74). Wien: Facultas.
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.
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) Mag. Gerhard Kormann-Hainzl
Professor Department of Business
Dr. Dipl.-Wirt.-Inf. Helena Lovasz-Bukvova, MRes
Professor Department of Business
Institute Digitalisation and Informatics
+43 2732 802 138
[email protected]
IMC Campus KremsIMC Campus Trakt G
E-Learning
Data Analysis
Reserach methodology
Unternehmensführung
Bachelor of Arts in Business / full-time
Unternehmensführung
Bachelor of Arts in Business / part-time
Informatics
Bachelor of Science in Engineering / full-time
Digital Business Innovation and Transformation
Master of Arts in Business / part-time
International Business and Economic Diplomacy
Master of Arts in Business / part-time
[email protected]
Department of Business
Digital Innovation Hub OST (DIHOST)
Department of Business
Mixed Reality Based Collaboration for Industry (MRBC4i)
Department of Business
eMobSim - Elektromobilität im Alltag
Department of Business
Scan2VR
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.
Kormann-Hainzl, G., Lovasz-Bukvova, H., Hoelzl, M. (2021): Are smarts villages just smaller smart cities? Call for a region-type-specific approach to the smartification of communities. In Hemker, T., Müller-Török, R., Prosser, A., Sasvari, P., Scola, D., Urs, N. (Hrsg.), Central and Eastern European e/Dem and e/Gov days 2021. Conference Proceedings (115-126). virtual: Facultas.
Grünbacher, P., Seidl, C., Dhungana, D., Lovasz-Bukvova, H. (Hrsg.). (2021): VaMoS'21: 15th International Working Conference on Variability Modelling of Software-Intensive Systems, Virtual Event / Krems, Austria, February 9-11, 2021. Krems: ACM.
Doi: https://doi.org/10.1145/3442391
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.
Bukvova, H., Figl, K., Neumann, G. (2016): Improving the Quality of Multiple-Choice Exams by Providing Feedback from Item Analysis. In Nissen, V., Stelzer, D., Straßburger, S., Fischer, D. (Hrsg.), Multikonferenz Wirtschaftsinformatik (MKWI) 2016: Technische Universität Ilmenau, 09. - 11. März 2016. Ilmenau: Universitätsverlag Ilmenau.
Schefer-Wenzl, S., Bukvova, H., Strembeck, M. (2014): A Review of Delegation and Break-Glass Models for Flexible Access Control Management. In Abramowicz, W., Kokkinaki, A. (Hrsg.), Business Information Systems Workshops. BIS 2014. Lecture Notes in Business Information Processing, vol. 183 (93-104). Cham: Springer.
Doi: https://doi.org/10.1007/978-3-319-11460-6_9
Jödicke, C., Bukvova, H., Schoop, E. (2014): Virtual-Collaborative-Learning-Projekte. Der Transfer des Gruppenlernens in den virtuellen Klassenraum. In Fischer, H., Köhler, T. (Hrsg.), Postgraduale Bildung mit digitalen Medien. Fallbeispiele aus den sächsischen Hochschulen (187-197). Münster: Waxmann.
Tawileh, W., Bukvova, H., Schoop, E. (2013): Virtual Collaborative Learning: Opportunities and Challenges of Web 2.0-Based E-Learning Arrangements for Developing Countries. In Azab, N. A. (Hrsg.), Cases on Web 2.0 in Developing Countries: Studies on Implementation, Application, and Use (380-410). Hershey, PA, USA: IGI Global.
Doi: https://doi.org/10.4018/978-1-4666-2515-0
Wendler, R., Bukvova, H., Leupold, S. (2013): Qualitative Comparative Analysis in Information Systems and Wirtschaftsinformatik. In Alt, R., Franczyk, B. (Hrsg.), Proceedings of the 11th International Conference on Wirtschaftsinformatik (WI2013) (1457-1471). Leipzig: Universität Leipzig.
Kummer, C., Bukvova, H., Jödicke, C. (2012): Gestaltungsmaßnahmen zur Förderung kollaborativer Wiki-Arbeit in der Hochschullehre. In Kohler, T., Kahnwald, N. (Hrsg.), Communities in New Media: Virtual Enterprises, Research Communities & Social Media Networks: 15. Workshop GeNeMe ’12 Gemeinschaften in Neuen Medien (241-252). Dresden: TUDpress.
Bukvova, H. (2012): A holistic approach to the analysis of online profiles. Internet Research, 22(3): 340-360.
Doi: https://doi.org/10.1108/10662241211235680
Bukvova, H. (2011): Scientists online: A framework for the analysis of Internet profiles. First Monday, 16(10).
Doi: https://doi.org/10.5210/fm.v16i10.3584
Laakso, M., Welling, P., Bukvova, H., Nyman, L., Björk, B., Hedlund, T. (2011): The development of open access journal publishing from 1993 to 2009. PloS one, 6(6): e20961.
Doi: https://doi.org/10.1371/journal.pone.0020961
Bukvova, H. (2011): Taking new routes: Blogs, Web sites, and Scientific Publishing. ScieCom Info, 7(2).
Bukvova, H., Meyer, S., Schoop, E. (2010): eLectures: Vom Nebenprodukt zum strukturierten Blended Learning Arrangement. In Schumann, M., Kolbe, L., Breitner, M., Frerichs, A. (Hrsg.), Multikonferenz Wirtschaftsinformatik 2010, Proceedings (1425-1436). Göttingen: Universitätsverlag Göttingen.
Bukvova, H., Lehr, C., Lieske, C., Weber, P., Schoop, E. (2010): Gestaltung virtueller kollaborativer Lernprozesse in internationalen Settings. In Schumann, M., Kolbe, L., Breitner, M., Frerichs, A. (Hrsg.), Multikonferenz Wirtschaftsinformatik 2010, Proceedings (1449-1460). Göttingen: Universitätsverlag Göttingen.
Kalb, H., Bukvova, H., Schoop, E. (2009): Social Software im Forschungsprozess: Ein Framework zur explorativen Strukturierung. In Meißner, K., Engelien, M. (Hrsg.), GeNeMe '09: Gemeinschaften in Neuen Medien (125-134). Dresden: TUDpress.
Lieske, C., Bukvova, H., Schoop, E. (2009): Virtual Collaborative Learning: Auf der Suche nach den Digital Natives. In Schwill, A., Apostolopoulos, N. (Hrsg.), Lernen im Digitalen Zeitalter. Workshop-Band Dokumentation der Pre-Conference zur DeLFI2009 (61-68). Berlin: Logos Verlag.
Bukvova, H. (2009): Supporting the initiation of research collaborations. In Ruhland, J., Kirchner, K. (Hrsg.), Jena Research Papers in Business and Economics (64-71). Jena: Wirtschaftswissenschaftliche Fakultät, Universität Jena.
Bukvova, H., Kalb, H., Lieske, C., Schoop, E. (2009): E-Lectures im Hochschulunterricht. In Meißner, K., Engelien, M. (Hrsg.), GeNeMe 2009: Gemeinschaften in Neuen Medien (307-315). Dresden: TUDpress.
Bukvova, H., Gilge, S., Schoop, E. (2007): International Harmonization of Higher Education Programs - A Bottom-Up Approach by exchanging mobile european modules. In Nunes, M., McPherson, M. (Hrsg.), Proceedings of the IADIS International Conference on e-Learning. Lisbon, Portugal 6-8 July 2007 2007 (205-208). Lisbon: IADIS Press.
Bukvova, H., Gilge, S., Schoop, E. (2006): Enhancing the Framework for Virtual Collaborative Learning. comparison of two Case Studies. In European Distance and E-Learning Network (EDEN) Secretariat (Hrsg.), Proceedings of the 4th EDEN Research Workshop (1-8). Castelldefels, Barcelona: EDEN.
Bukvova, H., Gilge, S., Schoop, E. (2006): Virtual Collaboration in Higher Education Blended Learning Arrangements. In Meißner, K., Engelien, M. (Hrsg.), GeNeMe '06. Gemeinschaften in Neuen Medien (283-294). Dresden: TUDpress.
Dr. Dipl.-Wirt.-Inf. Helena Lovasz-Bukvova, MRes
Professor Department of Business
Prof.(FH) Mag.(FH) Dr. Manfred Pferzinger
Head of Institute Health Management / Deputy Academic Head / Programme Director Management of Health Institutions
Institute Health Management
+43 2732 802 705
[email protected]
IMC Campus KremsIMC Campus Trakt G1
eHealth
Innovation
Process management
Management von Gesundheitsunternehmen
Master of Arts in Business / part-time
Digital Business Innovation and Transformation
Master of Arts in Business / part-time
Saria, K., Pferzinger, M., Radda, S., Findl, O. (2019): IVOM Benchmarking und Optimierung - Analyse und Prozessoptimierung bei der intravitrealen operativen Medikamentenapplikation (IVOM). Spektrum Augenheilkunde.
Pferzinger, M., Rammerstorfer, P. (2017): Design Thinking Based Digital Transformation in Healthcare. In Pfannstiel, M., Da-Cruz, P., Mehlich, H. (Hrsg.), Digitale Transformation von Dienstleistungen im Gesundheitswesen II. Impulse für das Management (13-22). Wiesbaden: Springer Gabler.
Doi: https://doi.org/10.1007/978-3-658-12393-2_2
Pferzinger, M.,Herzog, D. (2014): Maßanzug Krankenhaus - Kundenorientierung in der Krankenhausplanung. Professional Process - Zeitschrift für modernes Prozessmanagement im Gesundheitswesen, 1: 18-22.
Pferzinger, M., Thöni, M., Huber, M., Pferzinger, I.V. (2012): Supporting quality improvement in the development of medical guidelines in Austria. Clinical Governance: An International Journal, 17(1): 54-63.
Doi: https://doi.org/10.1108/14777271211200756
Pferzinger, M., Güntert, B. (2012): Wie Fleisch ohne Beilage. QUALITAS, 2: 12-14.
Pferzinger, M. (2011): Die HR-BSC in Krankenanstalten – Strategieorientierte Personalentwicklung mit Hilfe der Balanced Scorecard. Saarbrücken: VDM Verlag .
Pferzinger, M., Thöni, M. (2011): Medical Guidelines as Fundamental Contents for Clinical Pathways: The Necessity of a National Guideline-Register in Austria. International Journal of Care Coordination , 15: 98-99.
Doi: https://doi.org/10.1258/jicp.2010.010033
Pferzinger, M., Huber, M. (2010): IT im Qualitätsmanagement. QUALITAS, 1/10, S. 4-6.
Pferzinger, M. (2009): Leitlinien: Oder wie es sich damit verhält. QUALITAS, 4: 34-36.
Harrer, E., Huber, M., Pferzinger, M. (2009): Prozessmanagement und Controlling. In Holzer, E., Reich, M., Hauke, E. (Hrsg.), Controlling – Ein Managementinstrument für die erfolgreiche Steuerung von Gesundheitsbetrieben (261-275). Wien: Facultas.
Schäfer, A., Pferzinger, M. (2009): Ein Weg zur besseren Medizin?. ÖKZ, 50(11): 14.
Pferzinger, M., Pferzinger, I. (2009): Zur Lage der Nation: Medizinische Leitlinien in Österreich. Zeitschrift für Evidenz, Fortbildung und Qualität im Gesundheitswesen, 103(8): 542-547.
Doi: https://doi.org/10.1016/j.zefq.2009.09.006
Krenmayr, J., Pferzinger, M. (2009): Blick in die Zukunft. ÖKZ , 50(1-2): 28-30.
Pferzinger, M., Harrer, E. (2009): Mittleres Management in der Pflege – Das Führungskonzept Bereichsmanagement. Österreichische Pflegezeitschrift, 2: 30-32.
Pferzinger, M., Krenmayr, J. (2008): Eins, zwei, drei, vier – wie Prozesse den Ton angeben. ÖKZ, 49(5): 35-37.
Pferzinger, M., Krenmayr, J. (2008): Prozessmanagement: Klassische Missverständnisse. QUALITAS, 1: 11-13.
Pferzinger, M., Huber, M. (2007): Tomorrow never dies. ÖKZ, 48(5): 16-19.
Sattleder, D., Pferzinger, M. (2006): Staffelläufer und Prozessmanagement?. ÖKZ, 47(5): 30-32.
Prof.(FH) Mag.(FH) Dr. Manfred Pferzinger
Head of Institute Health Management / Deputy Academic Head / Programme...
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

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

Everything revolves around the students on our Master degree programmes. That’s why we’d like to get to know you personally.

As part of the online application you will have to write a statement of motivation. Predefined questions about your motivation can be found in the online application. In your answers, which have to be entered in the provided input fields of the online application, you deal with the questions and explain your motivation to study the selected Master degree programme

Your statement of motivation and your CV (curriculum vitae) form the basis for your application interview. The admission interview is a one-to-one interview, usually with the degree programme director.
In addition to getting to know you personally, your motives for the Master degree programme will be discussed, as well as your professional background and the skillset you have acquired so far. Special attention will be paid to your previous academic and professional experience, your methodological and language skills and your general suitability with regard to your intended Master degree programme.

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

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	31/05/2021 / 02/07/2021
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]

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Digital Business Innovation and Transformation master degree programme

Become a change agent! After your master degree, you'll lead your company into the future. You'll be able to coordinate and direct digital transformations, no matter what the industry. Because the future is digital.

The degree programme

International orientation

Austrian Standards Certifications

A formula for success: theoretical knowledge + practical experience

1. The business basics

2. The core topics

3. The practical training

Curriculum

Strategy and Organisational Design

Digital Trends

Global Business Models

Digital Business Analysis

Innovation Theories

Digital Process Management & Innovation

Data Management and Data Analysis I

Research Methods

Change and Transformation Management

Project Management

Digitalisation of Value Chains

Digital Transformation and Process Management

Data Management and Data Analysis II

Human Centred Innovation

Innovation Controlling

Master Thesis Coaching Seminar

Human Development and Communication

Innovation Lab

Data Management and Data Analysis III

Human-Computer-Interaction

Master Thesis (I)

Corporate Foresight

Corporate Risk Management

Legal Awareness

Digital Leadership

Ethics

Digital Trends and Innovation

Data Management and Data Analysis IV

Master Thesis (II)

Master Exam

Core topics

Digital transformation

Opportunities of digitalisation

The power of data

Innovation 4.0

Digitalisation calls for change

Embedding innovation in your corporate culture

Newsletter & additional information

Newsletter & brochures

Career options

Opinions: Digital Business Innovation and Transformation

Our team

Dipl.-Ing. Dr. Roger Hage

Programme Director Digital Business Innovation and Transformation

Core Competencies

Prof.(FH) Mag. Gerhard Kormann-Hainzl

Dr. Dipl.-Wirt.-Inf. Helena Lovasz-Bukvova, MRes

Prof.(FH) Mag.(FH) Dr. Manfred Pferzinger

Prof.(FH) Dipl.-Ing. Dipl.-Wirtsch.-Ing. Michael Bartz

Application and admissions – the next steps

Admission requirements

Admission requirements

What are the admission requirements for master programmes?

What kind of previous degrees are acceptable?

What proof of your language skills is required for our English-language master degree programme?

Admissions procedure

Admissions procedure

Application interview

Interview dates

Important dates and deadlines

Important dates and deadlines

Apply online

Study-relevant dates

Questions about the degree programme?

Prospective Student Advisory Service

Ask a Student

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