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 – and launching an international career.
The degree programme: Bachelor of Arts in Business (BA)
You study a range of different economics and business administration subjects. This gives you an insight into company and departmental structures and processes. The wide-ranging expertise you acquire allows you to take on a host of different duties in your day-to-day work.
Towards the end of the programme you have the opportunity to specialise by opting for either the Corporate Communications or International Project Management elective.
There is a strong international focus throughout the course. You study with fellow students from all over the world, and have the opportunity to spend semester 3 abroad at one of our partner universities. All students go abroad by semester 5, when the internship semester takes place – you have to complete this outside your home country.
Business administration
Business administration focuses on how organisations and companies are managed. In other words, it examines business processes with the aim of providing insights into the planning, implementation and evaluation of responsibility, approaches and objectives in different parts of a business.
Business administration topics include accounting and finance, marketing, human resources and logistics.
Core elements of the programme
The Business Administration bachelor degree gives you broad-based training in business administration. And that’s not all: you also have the opportunity to specialise in either corporate communications or project management.
Corporate Communications
Corporate communications looks at how companies communicate externally and internally, with a view to shaping the perceptions of various target groups. In a nutshell: 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 also be broken down further into professional fields such as public relations, online customer communications, internal brand management and investor relations.
International Project Management
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. These tasks are complex, which calls for project management.
International projects are, of course, even more complicated. Good planning and implementation by means of project management is therefore 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.
You determine the scope of the project and its objectives, split it up into smaller work packages, and define responsibilities and milestones. On top of this, you also check that everything is going to plan and evaluate the success of the project on completion.
Our Business Administration bachelor degree offers you an exceptional opportunity to grow and develop. With the optional semester abroad, the internship abroad, the electives and the strong overall international focus, students have the opportunity to focus 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.
The basics
Semesters 1-4
The curriculum covers business administration, economics and key areas for managers such as marketing, finance and management control, and human resource management.
You also study corporate communications and project management in detail, laying the foundations for the elective you choose in semester 6. The programme’s strong international focus also helps you to enhance your cross-cultural and interpersonal skills. In essence, you acquire the skills you need to independently lead teams and head up projects in routine work situations. The corporate communications content also introduces you to new ideas and approaches that will help you to stand out from the crowd – especially at an international level.
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 get an inside perspective on working in a department that matches your interests and gain valuable work experience. This means you have a clear idea of the direction you want to take when you graduate – and as a result of the practical experience, you will be at an advantage when you start work.
Electives
Semester 6
In the final semester, the focus in on enhancing your professional knowledge, with the bachelor paper and electives taking centre stage. You opt for either the Corporate Communications or International Project Management elective.
In the Corporate Communications elective, you study how companies can communicate effectively with their target groups. You are introduced to a range of communication tools, and learn how to evaluate the quality of messages and write texts tailored to specific target groups. Simulations with a strong practical element also give you the opportunity to apply what you have learned. In the International Project Management elective, you study the defining features of successful international projects. Project financing and monitoring are key topics, and there is also a simulation to help you consolidate your expertise in a true-to-life context.
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course, students are able to
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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
Methods overview
Basic principles of scientific work
Development of scientific work
Course outcome:
Upon completion of the course, students are able to
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.
o define different sampling methods, o to explain the basics of the measurement of constructs.
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
|
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of the course, students are able to
| ||
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:
Course outcome:
Upon completion of this course students are able to:
|
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
|
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
At the end of this course students are able to:
| ||
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:
Course outcome:
At the end of this course students are able to:
|
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:
Course outcome:
Upon completion of this course students are able to:
|
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this workshop students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
At the end of this module students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
| ||
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:
Course outcome:
Upon completion of this course students are able to:
|
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. Its strong international focus is also crucial: we equip you with the tools you need to work effectively in international environments.
You have the choice of two electives: International Project Management or Corporate Communications. No matter where your strengths lie, whether they are in organisation or communications, this enables you to tailor your degree to your personal interests.
International experience
Geographical and professional mobility and an open mind in relation to 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, which means you develop your cross-cultural skills from day one.
In semester 3, you also have the opportunity to study at one of our 140 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’re aware 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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Get additional information nowKey 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 and corporate communications expertise. Thanks to the broad-based curriculum, it also qualifies you for 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
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.
Krems
Friendly and cosmopolitan: The city attracts students from all over the world, who come to study, research and work together.
Service centers
Our university has removed a host of administrative hurdles, leaving you free to concentrate fully on your studies.
Advisory Service
Do you have questions regarding our degree programmes or the application? Contact our Prospective Student Advisory Service.
Opinions: Business Administration
Click through the videos of the degree programme.
Our team
Get to know the core team of our bachelor degree programme Business Administration.
Prof.(FH) Mag. Dr. Martin Waiguny
Academic Head
KollegiumLocation
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 DiplomacyMaster of Arts in Business / part-time
-
eMobSim - Elektromobilität im Alltag
Department of Business
-
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Department of Business
-
[1333]
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.
-
[1587]
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.
-
[1586]
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.
-
[818]
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 -
[740]
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 -
[894]
Kennedy, A. M.; Waiguny, M. K. J.;: Consumer Socialisation through Christmas Myths and Ethical Implications.
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[1590]
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.
-
[738]
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 -
[739]
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 -
[741]
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 -
[1591]
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.
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[425]
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 -
[426]
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 -
[423]
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 -
[424]
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 -
[422]
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 -
[1592]
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.
-
[1593]
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.
-
[1594]
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.
-
[1565]
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 -
[1562]
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 -
[1573]
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 -
[1564]
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 -
[1566]
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 -
[1574]
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 -
[1575]
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 -
[1567]
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 -
[1568]
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 -
[1572]
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 -
[1576]
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 -
[1636]
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.
-
[1634]
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 ).
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[1577]
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 -
[1569]
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.
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[1633]
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.
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[1570]
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.
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[1635]
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.
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[1632]
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 -
[1578]
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 -
[1571]
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.
-
[1580]
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.
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[1638]
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
Academic Head
Prof.(FH) Mag. Dr. Martin WaigunyCore Competencies
Consumer behaviour and New Media. Product Placements, Entertainment Theory, Gamification, AdvertisingConsumer Strategy. Advertising and Advertising psychology, Customer relationship Management, Information based Customer ManagementQuantitative and Qualitative Research Methods
Prof.(FH) Mag. Dr. Reinhard Altenburger
Professor Department of Business
Institute Business Administration and ManagementLocation
IMC Campus KremsIMC Campus Trakt G- Business AdministrationBachelor of Arts in Business / full-time
- Betriebswirtschaft für das GesundheitswesenBachelor of Arts in Business / part-time
- Umwelt- und NachhaltigkeitsmanagementMaster of Arts in Business / part-time
- ManagementMaster of Arts in Business / part-time
- Management von GesundheitsunternehmenMaster of Arts in Business / part-time
-
Studie zum Schutz von Geschäftsgeheimnissen im Kontext der Data Economy
Department of Business
-
Train@train
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
-
[1378]
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 -
[1137]
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 -
[933]
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 -
[932]
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 -
[812]
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.
-
[811]
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.
-
[810]
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.
-
[809]
Altenburger, R., Frank, H., Kessler, A. (Hrsg.). (2018): Innovation in Familienunternehmen - Good Practice-Fallanalysen aus Niederösterreich. Wien: Facultas.
-
[804]
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 -
[808]
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 -
[366]
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 -
[143]
Altenburger, R., Mesicek, R. (Hrsg.). (2016): CSR und Stakeholdermanagement. Berlin Heidelberg: Gabler.
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[367]
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 -
[463]
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 -
[464]
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 -
[465]
Altenburger, R. (2012): Herausforderungen an die wertorientierte Unternehmenssteuerung. In Altenburger, R. (Hrsg.), Wertorientiertes Management. Aktuelle Herausforderungen und Implementierung (1-18). Wien: Manz.
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[368]
Altenburger, R. (2012): Wertorientiertes Management. Aktuelle Herausforderungen und Implementierung. Wien: Manz.
-
[462]
Altenburger, R. (2008): Systemische Strategieprozesse: Steuerungs- und Gestaltungsmöglichkeiten des Managements bei der nachhaltigen Entwicklung von Strategiekompetenzen. Saarbrücken: VDM Verlag.
-
[461]
Altenburger, R., Ambros, H. (1998): Retail Banks am Scheideweg - Veränderte Kundenwünsche, neue Vertriebswege und Mitbewerber. Wien: Österreichischer Sparkassenverlag.
-
[134]
Altenburger, R., Ambros, H. (1996): Neue Bankvertriebswege - Innovatoren im Retailbanking. Wien: Österreichischer Sparkassenverlag.
-
[132]
Altenburger, R., Ambros, H. (1994): Kundenkontakte im Wandel - Effektivität von Bankvertriebswegen. Wien: Österreichischer Sparkassenverlag.
Prof.(FH) Mag. Dr. Reinhard AltenburgerAProfessor Department of BusinessProf.(FH) Klaus Kotek, MBA
Professor Department of Business
Institute International Trade and Sustainable EconomyLocation
IMC International Campus PiaristengasseIMC Piaristengasse- International insurance industry and financial management
- International Marketing and Brand Management
- CSR (Corporate Social Responsibility) and sustainability
- Business AdministrationBachelor of Arts in Business / full-time
- Export-oriented ManagementBachelor of Arts in Business / full-time
- International Wine BusinessBachelor of Arts in Business / full-time
- MarketingMaster of Arts in Business / full-time
-
Digital Innovation Hub OST (DIHOST)
Department of Business
-
[1068]
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.
-
[918]
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 -
[225]
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.
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[241]
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.
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[261]
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.
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[259]
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, MBAKProfessor Department of BusinessProf.(FH) Denise Kleiss, MSc., MBA, B.A.
Professor Department of Business
Institute International Trade and Sustainable EconomyLocation
IMC International Campus PiaristengasseIMC Piaristengasse- Human Resource Management
- Tourism Management and Business
- Business AdministrationBachelor of Arts in Business / full-time
- Export-oriented ManagementBachelor of Arts in Business / full-time
- International Business and Economic DiplomacyMaster of Arts in Business / part-time
- InformaticsBachelor of Science in Engineering / full-time
- Tourism and Leisure ManagementBachelor of Arts in Business / full-time
- Tourism and Leisure ManagementBachelor of Arts in Business / part-time
-
Enterprise 4.0 – Erfolg im digitalen Zeitalter
Department of Business
-
[1586]
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.
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Prof.(FH) Denise Kleiss, MSc., MBA, B.A.KProfessor Department of BusinessDr. Tarek Eltayeb
Professor Department of Business
Institute International Trade and Sustainable Economy- Export-oriented ManagementBachelor of Arts in Business / full-time
- Business AdministrationBachelor of Arts in Business / full-time
Dr. Tarek EltayebEProfessor Department of BusinessProf.(FH) Dipl.-Ing. Dipl.-Wirtsch.-Ing. Michael Bartz
Professor Department of Business
Institute International Trade and Sustainable EconomyLocation
IMC International Campus PiaristengasseIMC Piaristengasse- Digital Business Transformation
- New World of Work
- Agile Organisations and Project Management
- International Business and Economic DiplomacyMaster of Arts in Business / part-time
- Digital Business Innovation and TransformationMaster of Arts in Business / part-time
- Business AdministrationBachelor 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
-
[1542]
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.
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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.
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Bartz, M. (2018): Digital Transformation Toolbox Part 1. Seattle: Amazon KDP.
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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 BartzBProfessor Department of BusinessProf.(FH) Mag. Michael Reiner
Professor Department of Business
Institute Digitalisation and InformaticsLocation
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
- UnternehmensführungBachelor of Arts in Business / full-time
- UnternehmensführungBachelor of Arts in Business / part-time
- Business AdministrationBachelor of Arts in Business / full-time
-
NOEDIKOM
Project Leader, Department of Business
-
VRWalk
Project Leader, Department of Business
-
Train@train
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
-
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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 -
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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.
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Doi: https://doi.org/10.1007/978-3-319-64218-5_31 -
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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.
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Doi: https://doi.org/10.1007/978-3-319-44817-6_26 -
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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.
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Doi: https://doi.org/10.1007/978-3-642-39179-8_30 -
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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 ReinerRProfessor Department of BusinessProf.(FH) Mag. Dr. Alexandra Kuhnle-Schadn
Professor Department of Business
Institute Business Administration and ManagementLocation
IMC Campus KremsIMC Campus Trakt G- Accounting
- Corporate Finance of SMEs, Finance Lease
- Calculations in Finance
- UnternehmensführungBachelor of Arts in Business / full-time
- UnternehmensführungBachelor of Arts in Business / part-time
- Business AdministrationBachelor of Arts in Business / full-time
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[1077]
Kuhnle, R., Kuhnle-Schadn, A., Stanzer, P. (2019): Leasing. Ein Baustein moderner Finanzierung. Wien: Linde.
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Kuhnle-Schadn, A., Kuhnle, R. (2010): Bankgeschäfte nachgerechnet. Wien: Linde.
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Kuhnle, R., Kuhnle-Schadn, A. (2005): Leasing - Ein Baustein moderner Finanzierung. Wien: Linde.
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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-SchadnKProfessor Department of BusinessProf.(FH) Dipl.-Kfm. Stefan Baronowski, BA (Hons)
Professor Department of Business
Institute Business Administration and ManagementLocation
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
- UnternehmensführungBachelor of Arts in Business / full-time
- UnternehmensführungBachelor of Arts in Business / part-time
- Business AdministrationBachelor of Arts in Business / full-time
- Betriebswirtschaft für das GesundheitswesenBachelor of Arts in Business / full-time
- Betriebswirtschaft für das GesundheitswesenBachelor of Arts in Business / part-time
- Gesundheits- und KrankenpflegeBachelor of Science in Health Studies / full-time
Prof.(FH) Dipl.-Kfm. Stefan Baronowski, BA (Hons)BProfessor Department of BusinessMag. (FH) Mag. Christine Bachner, MSc
Research Assistant / Department of Business
Institute Business Administration and ManagementLocation
IMC Campus KremsIMC Campus Trakt G- Business AdministrationBachelor of Arts in Business / full-time
- Betriebswirtschaft für das GesundheitswesenBachelor of Arts in Business / full-time
- Betriebswirtschaft für das GesundheitswesenBachelor of Arts in Business / part-time
- Management von GesundheitsunternehmenMaster 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
-
[1378]
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 -
[1055]
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 -
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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.
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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.
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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, MScBResearch Assistant / Department of BusinessDr. Claudia Dolezal, PhD, MSc, PGCert, PGCert, BA
Professor Department of Business
Institute Tourism, Wine Business and MarketingLocation
IMC International Campus PiaristengasseIMC Piaristengasse- Sustainable Tourism Development and the United Nations Sustainable Development Goals
- Tourism and Social Change
- Destination Development and Destination Management
- MarketingMaster of Arts in Business / full-time
- Tourism and Leisure ManagementBachelor of Arts in Business / full-time
- Tourism and Leisure ManagementBachelor of Arts in Business / part-time
- Business AdministrationBachelor of Arts in Business / full-time
-
[1426]
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 -
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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 -
[1547]
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 -
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Dolezal, C., Trupp, A., Bui, H. (Hrsg.). (2020): Tourism and Development in Southeast Asia. London: Routledge.
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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.
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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.
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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.
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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.
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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.
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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 -
[1555]
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 -
[1556]
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 -
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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 -
[1558]
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 -
[1559]
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 -
[1560]
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 -
[1561]
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, BADProfessor 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.
Admission requirements
We'll be happy to inform you about the requirements you have to meet in order to apply.
Admissions procedure
Preparation is everything – read up on the admissions procedure in detail.
Important dates and deadlines
What deadlines do you need to keep an eye on for your online application? Get an overview.
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.
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!
Admission requirements
What are the admission requirements for bachelor programmes?
To qualify for admission to a university of applied sciences bachelor degree programme, you must have an Austrian school-leaving certificate or an equivalent qualification.
Do you have a school-leaving certificate issued outside Austria?
We’ll check to make sure it’s equivalent to an Austrian certificate in accordance with section 4 of the University of Applied Sciences Studies Act (FHStG) when you’ve sent us all the relevant documentation via our online application tool. If it is not an equivalent, you’ll receive information on the supplementary examinations you’ll need to pass.
What proof of your language skills is required for our English-language bachelor degree programme?
We’ll assess your English language proficiency at your interview, so there is no need to provide additional evidence of your English skills.
Important
Do you still need to complete your military or alternative service? If you’re a male Austrian citizen, we strongly recommend completing your compulsory national service before beginning your studies. This will allow you to finish your degree with no interruptions and start your career without delay afterwards.
Admissions procedure
Application interview
We would like to get to know you as a person. In the course of the online application process, you will have to write a letter of motivation. This letter of motivation also contains a selection of topics with various related questions. You should select a topic, do some research in order to find additional information and answer the questions in your letter of motivation by completing the fields provided on the online application form.
Your letter of motivation forms 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, the applicant and the interviewer discuss the topic selected and the arguments used in the letter of motivation, as well as the topic’s relevance for the degree programme.
The application interview takes place in the language of instruction of the degree programme and can also be held by video call where justified.
The letter of motivation and the interview are assessed on the basis of the applicant’s 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.
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.
Important dates and deadlines
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.
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